Multiple Choice Questions Essay

1.The dynamic recent-made piece of dress of the twenty-first century is characterized by 1. A racyschoolly competitive world-wide prudence, driven by innovation and applied science, that has created both unpar everyeled opportunities and unprecedented uncertainties.2. Smart populate and smart musical arrangements creating their own futures. 3. Companies with a future sharing an important committedness to people 4. only(prenominal) of the preceding(prenominal).5. n cardinal of the above.2.The mellow hat employers sh be all of the chase characteristics pretermit6. They have high cognitive offshoot aspects.7. They will employees with both determine rewards and respect for accomplishment-life balance. 8. They atomic number 18 extremely impregnable at attracting and retaining talented employees. 9. They excel at fully utilizing employees talents and valuing their contributions. 10. They excel at exploiting the natural surround.3.__________ be roaring because they argon better than their competitors at gaining extraordinary volunteers from the people figures for them.11. American companies.12. Japanese companies.13. High technology companies.14. High performing companies.15. Companies that embrace diversity.4.__________ introduces you to the concepts, themes, and handleions that argon consistent with career succeeder and transcriptional leadership in todays high transaction plow background signals.16. The use up of moveforce diversity.17. The survey of anxiety.18. The study of the global economy.19. The study of decision making.20. The study of great leaders.5.The study of __________ should enable you to learn as much as accomplishable to jell for a career-long commitment to getting great things accomplished through procedureal with people21. Management.22. The global economy.23. Decision making.24. Great leaders.25. entropy technology.6.Which rumor does not accurately characterize the nature of the new economy?2 6. It is an economy exuberant with contend opportunities.27. It is a net imprinted economy in which the Internet increasingly influences people, institutions, and nations. 28. It is a net departed economy where people and institutions but not nations are influenced by keep give risements in information technology. 29. It is an economy full of dramatic uncertainties.30. It is the economy in which people now live and work.7.Which of the followers attributes accurately identifys the new economy?31. The new economy is a global economy.32. The new economy is knowledge-driven.33. The new economy is performance-driven.34. All of these are attributes of the new economy.35. Only alternatives A and C describe attributes of the new economy.8.The ultimate invention of organisational performance is __________.36. The accessibility and amount of monetary capital.37. The fruition of woodland verticals or the provision of quality ser misdeeds. 38. What people know, what people learn, and what people do with it. 39. Computer-based technology.40. Inspirational and transformational leadership.9.__________ is the collective brainpower or shared knowledge of a workforce that can be used to create value.41. Managerial expertness.42. Intellectual capital.43. A learning musical arrangement.44. noesis solicitude.45. Managerial competency.10. person whose mind is a critical asset to employers and who adds to the intellectual capital of the organization is a(n) __________.46. Administrator.47. slip by-level passenger car.48. Functional charabanc.49. cultivation competent manager.50. Knowledge worker.Globalization11.__________ is the world-wide interdependence of imaging flows, product grocerys, and disdain competition that characterizes the new economy.51. scotch inter caseization.52. International precaution.53. Globalization.54. World interdependence.55. Cross-cultural business.12.Which of the succeeding(a) statements accurately describes the impact of th e global economy?56. The world is increasingly arranged in regional economic blocks. 57. Government leaders in our global economy are relate about the competitiveness of nations. 58. The national boundaries of business are disappearing.59. All of the above.60. None of the above.13.In a(n) __________, countries and peoples are increasingly interconnected with respect to labor markets and business dealingss.61. ethical world.62. Globalized world.63. Ethnocentric world.64. Socially responsible world.65. Ethnically diverse world.Technology14.__________ and __________ befriend organizations of all types and sizes, locally and internationally, to speed transactions and improve decision making.66. The unify Nations computers.67. The United States De givement of Commerce the World Trade Organization. 68. Computers information technology.69. Information technology a diverse workforce.70. Globalization ethics.15.Which of the avocation(a) statements does NOT describe an implicatio n of technology for the new economy?71. Technology is an indispensable dissociate of everyday operations in all types of businesses. 72. The lessons of e-business are being employ to e-government. 73. In virtual space, people in remote locations can live meetings, share information and files, make plans, and solve difficultys together. 74. The demand for knowledge workers with the skills to engage technology to full advantage is increasing. 75. Work will still be the same level off with computers and high technology.16.Several technological trends are occurring in the new economy. Which of the by-line is NOT one of these trends?76. The Internet, World Wide Web, computers, and information technology have transformed and continue to transform the modern employment. 77. The demand for knowledge workers with the skills to utilize technology to full advantage is increasing. 78. Computer competency moldiness be mastered and interminably developed as a foundation for career succes s. 79. Low-skill workers who are displaced from declining industries will not need to re-tool their skills to find able alternative workplace. 80. The rate of technological change will continue to accelerate. renewal17.When a communitys managerial account business leader overwhelms supporting employment opportunities and upward mobility for women, minorities, handicapped persons and people between the ages of 50 and 70, the comp some(prenominal) is __________.81. Providing ripe(p) working conditions for employees.82. Practicing ethical behavior.83. Valuing workforce diversity.84. Operating according to the Civil Rights Act.85. Promoting differential gear treatment for some people.18.Differences among members of the workforcesuch as age, gender and national originare characteristics of __________.86. Organizational gaps.87. Workforce diversity.88. Cultural similarities.89. Economic barriers for workforce development.90. Management challenges.19.Displaying negative, irrational o pinions and attitudes toward members of diverse populations is considered to be __________.91. Unholy.92. An injustice.93. Illegal.94. Prejudice.95. Holding power at git your own hands.20.Treating certain people unfairly and denying them the full eudaimonias of organisational social status is called __________.96. Prejudice.97. Discrimination.98. The glass ceiling effect.99. Poor quality of work life.100. Selective charitable beings pick management.21.The existence of an invisible barrier that prevents women and minorities from rising above a certain level of organizational business is called the __________.101. Harassment effect.102. Glass ceiling effect.103. Mirrored wall effect.104. Promotion barrier.105. Sticky floor effect.Ethics22.Which of the following are appropriate targets for ethical and social responsibility issues?106. fearfulnesss for the natural milieu.107. Employees behavior.108. changing unavoidably of an increasingly global economy.109. All of the abov e.110. None of the above.23.A sanitary-known business executive goes to jail for not revealing a personal financial interest in a project that will significantly benefit company profits. This executives action is an example of __________.111. Providing high company profits.112. Maximizing personal objectives.113. Ignoring managerial ethics.114. Adhering to division policies.115. Performing autocratic leadership.24.In the twenty-first century, organizations and their members will encounter all of the following ethical expectations EXCEPT116. The expectation of treating customers right and acting in ways consistent with societys values. 117. The expectation of sustainable development and protection of the natural environment. 118. The expectation of defend consumers through product safety and fair practices. 119. The expectation of protecting adult male rights, including employment policies and practices. 120. The expectation that stockholders interests should be the primary consi deration when organizations make decisions affect the environment.25.All but one of the following workplace bosoms involving ethics and social responsibility toward human capital will affect organizations and their members in the future. Identify the pressure that will NOT affect organizations and their members.121. Job security.122. Occupational safety and health.123. fair to middling employment opportunities.124. Employees demands for less self-determination and greater supervisory oversight. 125. Equity of stipend and benefits.Careers26.According to British scholar Charles happy, __________ describe the career implications of changing employment patterns in organizations.126. Full-time workers, part-time workers, and temporary workers. 127. Contract workers, full-time workers, and core employees. 128. ticker workers, contract workers, and part-time workers.129. Skilled workers, unlettered laborers, and contract workers. 130. skilful foul employees, unskilled laborers, and skilled workers.27.According to Charles Handy, a __________ is a person who plights career paths with a handed-down character.131. Temporary skilled worker.132. Contract worker.133. Part-time worker.134. Core worker.135. aid worker.28.In Charles Handys description of changing careers, a person who performs specific tasks as needed and is compensated on a fee-for- overhauls basis is a __________.136. Service worker.137. Holiday worker.138. Contract worker.139. Licensed worker.140. Part-time worker.29.The typical career in the 21st century __________.141. Wont be uniformly full-time and limited to a single organization. 142. Will require skills to be takeout and of value to more than one employer. 143. Will require skills to be carefully maintained and upgraded over time. 144. All of the above.145. None of the above.ORGANIZATIONS IN THE NEW oeuvre30.Which of the following statements does NOT accurately describe organizations in the new workplace?146. Organizations in the new wo rkplace are tied to connectivity made possible by information technology. 147. Organizations in the new workplace are challenging settings as well as being exciting for their great opportunities and possibilities. 148. Organizations in the new workplace should make real and positive contributions to society. 149. Organizations are the lead story source of careers and peoples economic livelihood. 150. Organizations in the new workplace de-emphasize working for somebody or something.31.Which of the following is not one of the critical survival skills for the new workplace that is identified in the textual matter?151. Entrepreneurship.152. Love of technology.153. Marketing.154. Finance.155. Passion for renewal.32.To survive in the new workplace, people essential do all of the following EXCEPT156. Be able to alter something of value to their employers. 157. thrust links with peers and otherwises inside and outside the organization in separate to get things done. 158. Be able to c ommunicate personal and work theme successes and progress. 159. Act as if they are running their own businesses.160. Have an extensive knowledge of computer languages and their applications.What Is an Organization?33.An organization is a __________.161. A show of people working competitively to carry out the mission. 162. A collection of people working together to get hold of a commonality purpose. 163. A collection of people accountable to a single manager. 164. A collection of people working in different departments. 165. A collection of people working together in a business.34.A clear comprehend of purpose that is tied to __________ is increasingly viewed as a source of organizational strength and performance advantage.166. Making a profit and providing a high elapse to stockholders. 167. Producing quality products and providing customer satisfaction. 168. Producing goods and services for worldwide consumption. 169. Making the highest return on investment and having the gre atest profit exponent. 170. Expanding through mergers and acquisitions.35.Belief in a salubrious and compelling organizational purpose is an important reason for __________.171. Employees earning a good salary.172. Manipulating employee perceptions.173. Employees hang oning very loyal to their employers.174. Hiring family members of current employees.175. Giving employees favorable performance evaluations.Organizations as Systems36.Organizations are administrations composed of __________.176. A collection of sub administrations, each working for separate designs. 177. Sets of organizational policies and processes.178. Interdependent parts that function together to compass a common purpose. 179. A collection of independent personal credit line tasks.180. unconditional subsystems that interact with their environment.37.Which of the following accurately describes an open system?181. An open system is permissive in observing the rules of management science. 182. An open system is a collection of subsystems that do not relate to one another. 183. An open system is consistent with the Theory Y system of management. 184. An open system interacts with the orthogonal environment in a continual process of transforming imaginativeness inputs into product outputs in the form of finished goods and/or services. 185. An open system treats its employees as responsible adults.38.Which of the following statements accurately describes the open systems model of organizations?186. The environment provides pick inputs including finished goods and/or services. 187. The organization creates a transformation process for number alternatives into outputs. 188. The environment consumes product outputs including people, money, materials, technology, and information. 189. Resource inputs affect product outputs through a feedback loop. 190. Workflows are part of the choice inputs.39.Which statement(s) regarding an organizations environment is/are true?191. The environment is a c ritical element of the open systems model. 192. The environment is a supplier of resources and a source of customers. 193. Feedback from the environment tells an organization how well it is doing. 194. All of these are true statements regarding an organizations environment. 195. All of these are false statements regarding an organizations environment.Organizational Performance40.The operation through which an organization can add value to the original cost of resource inputs while the organization earns a profit is called __________.196. The systems and operations channel.197. The transmission process.198. nourish creation.199. Production and operations management.200. The marketing channel.41.__________ refers to the quantity and quality of work performance, with resource use of goods and services taken into account.201. Effectiveness.202. Efficiency.203. Profitability.204. Productivity.205. Asset management.42.An output measure of task or goal accomplishment is called __________ .206. Performance efficiency.207. Productivity.208. The bottom downslope.209. Performance efficaciousness.210. Organizational competency.43.Which of the following statements does NOT accurately describe the impact of resource utilization and goal acquirement on organizational performance?211. When resource utilization is light and goal attainment is low, organizational performance is neither effective nor economical. 212. When resource utilization is good and goal attainment is low, organizational performance is efficient but not effective. 213. When resource utilization is poor and goal attainment is high, organizational performance is effective but not efficient. 214. When resource utilization good and goal attainment is high, organizational performance is both effective and efficient. 215. Organizational performance is unaffected by poor versus good resource utilization and low versus high goal attainment.44.A manager who emphasizes cost containment, even at the expense of mi ssing production targets, is more interested in __________ than in __________.216. Performance efficiency performance effectiveness.217. Performance effectiveness performance efficiency.218. Productivity performance efficiency.219. Productivity performance effectiveness.220. Productivity quality of work life.45.A measure of the resource cost associated with goal accomplishment is called _________.221. Performance efficiency.222. Productivity.223. The bottom distribution channel.224. Performance effectiveness.225. Organizational competency.Changing Nature of Organizations46.Organizations are changing in a modification of ways. Which of the following is NOT one of the ways mentioned in the text?226. Preeminence of technology.227. Demise of command-and-control.228. Progressive brand marketing.229. Belief in empowerment.230. Emphasis on squadwork.47.Organizations are changing in a variety of ways. Which of the following is NOT one of the ways mentioned in the text?231. parvenu workforce expectations.232. Focus on speed.233. Embrace of networking.234. Focus on profitability.235. Concern for work-life balance.48.The forces behind the changes that are occurring in organizations allow in all of the following EXCEPT236. Competition.237. Diminished skill capacity of the workforce.238. Globalization.239. Emerging technologies.240. Customers demands for quality products and services.49.Managing with an organization-wide commitment to continuous improvement and meeting customer needs completely is the concept of __________.241. trade good leadership.242. Total quality management.243. Systems theory.244. Organizational behavior.245. Theory Z.MANAGERS IN THE NEW employmentWhat Is a Manager?50.A manager may be described as __________.246. A person who directly supports and helps activate the work efforts and performance accomplishments of others. 247. Someone who is unswervingly loyal to the organization.248. Someone who has mastered the hierarchy of authority.249 . Someone who contends with embodied politics.250. A person who tries to produce as much output with as little personal input as possible.51.Which of the following statements accurately describes managers?251. Managers are responsible for their own work as well as the boilers suit performance accomplishments of a group, work group, department, or entire organization. 252. Managers help others to achieve high performance.253. Mangers have the or so vital job in society.254. All of the above.255. None of the above.Levels and Types of Managers52.In contemporary society, managers are expected to skilled at doing all of the following EXCEPT256. Organizing heterogeneous subjects.257. Solving problems.258. Communicating ideas.259. Making spry decisions.260. Developing new products.53.A hierarchical classification of managers identifies a manager by levels such as __________.261. Experienced and inexperienced.262. Headquarters and branch.263. bakshish, middle, and team leaders or supe rvisors.264. Functional, staff, and line.265. administrative and general.54.__________ are responsible for the performance of the organization as a whole or of one of its major parts.266. Top managers.267. philia managers.268. police squad leaders or supervisors.269. Functional managers.270. frequent managers.55.__________ are in fritter of relatively lifesize departments or divisions consisting of several smaller work units.271. Top managers.272. Middle managers.273. Team leaders or supervisors.274. Functional managers.275. universal managers.56.Which statement about middle management is TRUE?276. Middle management includes executives and vice presidents. 277. Middle managers work with peers to help coordinate activities across the organization. 278. Middle managers develop high-level action plans for implementation by persons working below them. 279. Middle managers are functional managers and consequently do not have other managers reporting to them. 280. Middle manager s constitute the first level of an organizations hierarchy of authority.57.A person who coordinates complex projects with task deadlines and does so while working with many persons of different expertise both inside and outside the organization is called a __________.281. Group supervisor.282. Staff manager.283. Team leader.284. Project manager.285. Labor leader.58.A __________ is a person who is in charge of a small work group composed of nonmangerial workers.286. Staff manager.287. Line manager.288. Team leader.289. Middle manager.290. Functional manager.59.__________ pursue work unit performance objectives that are consistent with higher-level organizational goals.291. Top managers.292. Middle managers.293. Team leaders or supervisors.294. Functional managers.295. General managers.60.The responsibilities of team leaders and supervisors include all of the following EXCEPT296. Planning meetings and work schedules.297. Clarifying goals and tasks and heap uping ideas for improvement . 298. Paying attention to long-run problems and opportunities in the foreign environment. 299. Recommending pay increases and new assignments.300. Recruiting, cookery, and developing team members.61.The responsibilities of team leaders and supervisors include all of the following EXCEPT301. Encouraging high performance and teamwork.302. making known team members about organizational goals and expectations. 303. Informing higher levels of team needs and accomplishments. 304. Coordinating with other teams and supporting their work efforts. 305. Developing and implementing action plans for large departments or divisions.62.Managers who have responsibility for work activities that make a direct contribution to production of the organizations product or service are called __________.306. Middle managers.307. Staff managers.308. Line managers.309. General managers.310. Administrators.63.In a department store, a department supervisor would be considered to be __________.311. A line man ager.312. A staff manager.313. A general manager.314. An administrator.315. An executive.64.Managers who use their special proficient expertise to support the efforts of line workers are called __________.316. Line managers.317. Staff managers.318. Engineers.319. General managers.320. Administrators.65.__________ managers use their special technical expertise to support the efforts of __________ managers.321. General functional.322. Administrative general.323. Higher-level lower-level.324. Staff line.325. Line staff.66.A manager who has responsibility for a single field of battle of activity in the organization is __________.326. A staff manager.327. A line manager.328. A functional manager.329. A general manager.330. An administrator.67.A manager who is responsible for complex organizational units that include many functional areas of activity is __________.331. An administrator.332. A multifunctional manager.333. A technocrat.334. A team captain.335. A general manager.68.A plant manager who oversees the purchasing, manufacturing, warehousing, sales, and effect functions may be described as __________.336. A general manager.337. An administrator.338. A functional manager.339. A staff manager.340. A controller.69.Managers who work in reality or nonprofit organization organizations are called __________.341. Staff managers.342. Line managers.343. Functional managers.344. General managers.345. Administrators.70.Which statement concerning managers and administrators is TRUE?346. Administrators deal with material resources, while managers deal with human resources. 347. Administrators deal with human resources, while managers deal with material resources. 348. Administrators cannot be managers and managers cannot be administrators. 349. Nonprofit organizations do not have managers business enterprises do not have administrators. 350. Administrators are managers who work in public or nonprofit organizations.Managerial Performance71.The organizational requi rement for one person to issue back to a higher authority for performance results in his or her area of work responsibility is known as __________.351. Productivity.352. Quality management.353. Accountability.354. hierarchal monitoring.355. Performance assurance.72.Truly effective managers utilize organizational resources in ways that result in both __________ and __________.356. High-performance outcomeshigh levels of satisfaction for the workers. 357. High-performance outcomeshigh returns to the stockholders. 358. High-quality products or serviceshigh returns to the stockholders. 359. High profit marginslarge market shares.360. High returns to the stockholdershigh levels of satisfaction for the workers73.The overall quality of human experiences in the workplace is known as __________.361. human being conditions analysis.362. Standards for workplace experiences.363. Quality of work life.364. Total quality management.365. Quality assurance.74.Which statement about quality of work life (QWL) is paradoxical?366. QWL expresses true respect for people at work.367. QWL is part of any managers accountability.368. QWL provides for protection of various(prenominal) rights.369. QWL deals with human resource utilization in the performance process. 370. QWL changes very little during tough economic times.Changing Nature of Managerial work75.High performing managers are good at __________.371. Building working relationships with others.372. Creating a work environment that is only performance-driven. 373. Helping others to develop their skills and performance competencies 374. Fostering teamwork.375. Creating a work environment that fosters both performance and satisfaction.76.When the operating workers are at the jacket crown of the organizations decision making process and supported by the managers placed at the bottom, the organization is operating with __________.376. An ineffective management concept.377. A wrong-sided pyramid.378. An out-dated organizational chart.379. An upside-down pyramid.380. An upside-down organizational chart.77.An upside-down pyramid has several interoperable implications. Which of the following is/are included among these pragmatic implications?381. Each individual is a value-added worker who creates eventual value for the organizations customers or clients. 382. A managers job is to support workers efforts to add value to the organizations goods or services. 383. The best managers are a great deal known for constituent and supporting rather than order and order-giving. 384. All of the above are practical implications of the upside-down pyramid. 385. None of the above are practical implications of the upside-down pyramid.78.Managerial work is changing in all of the following ways EXCEPT386. The best managers are known more for helping and supporting rather than for directing and order-giving. 387. More emphasis is placed on teamwork.388. The title of manager is often replaced with coordinator, coach, or tea m leader. 389. The role of managers is to help workers serve customer needs. 390. Symbolically, managers remain at the top of the organizational pyramid.THE MANAGEMENT PROCESSFunctions of Management79.Which of the following statements accurately describes the management process?391. The management process involves using quad functions to mobilize resources in order to perform important tasks and achieve organizational goals. 392. The management process is concerned with the mechanics, but not the results, of managing. 393. The management process is a formal system that removes responsibility for decision making from individual managers. 394. All of the above.395. None of the above.80.The four basic functions of management are __________.396. Delegating, planning, organizing, and order giving.397. Organizing, leading, controlling, and order giving.398. Planning, organizing, leading, and controlling.399. Delegating, leading, controlling, and decision making.400. Planning, leading, c ontrolling, and decision making.81.Setting performance objectives and identifying action steps for accomplishing them describes the management function of __________.401. Planning.402. Organizing.403. Leading.404. Controlling.405. Decision making.82.Suppose that the companys president identifies a problem with the companys employee turnover rate and then decides to develop a policy to increase the companys commitment to its employees. The president is practicing the management function of __________.406. Planning.407. Organizing.408. Leading.409. Controlling.410. Decision making.83.Assigning tasks, allocating resources, and arranging the coordinated activities of individuals and groups to implement plans describes the management function of __________.411. Planning.412. Organizing.413. Leading.414. Controlling.415. Delegating.84.Suppose that a manager sets up a committee to develop procedures for dealing with company-wide training needs and then assigns people to conduct specific tr aining weapons platforms. This manager is performing which management function?416. Planning.417. Organizing.418. Motivating.419. Leading.420. Controlling.85.Arousing the enthusiasm of employees to work intemperately and to direct their efforts toward fulfilling plans and accomplishing objectives describes the management function of __________.421. Planning.422. Organizing.423. Leading.424. Controlling.425. Order giving.86.Suppose a manager starts an assentient action program to increase opportunities for minority advancement and then communicates the objectives of the program to all employees. By doing this the manager gains their support and participation. This manager is performing which management function?426. Planning.427. Organizing.428. Leading.429. Motivating.430. Controlling.87.Measuring work performance, comparing results to objectives, and taking corrective action as needed describes the management function of __________.431. Planning.432. Organizing.433. Leading.434. Controlling.435. Delegating.88.When a manager monitors the progress of an affirmative action program to advance minorities within the corporation, reviews progress on changes in employee attitudes, calls a special meeting to discuss problems, and makes appropriate adjustments in the program, the manager is performing thefunction of __________.436. Planning.437. Organizing.438. Leading.439. Controlling.440. Delegating.Managerial Activities and Roles89.According to Henry Mintzberg, the typical managers day is __________.441. Slow paced and filled routine work.442. Unforgiving in bulk and pace.443. Filled with too much spare time.444. Straightforward with little uncertainty.445. relatively free of pressure.90.Henry Mintzberg identified a set of roles that managers perform. These roles are grouped into which of the following three categories?446. interpersonal, strategic, and decisional.447. Strategic, informational, and authoritarian.448. Interpersonal, informational, and decisional .449. Supervisory, authoritarian, and decisional.450. Supervisory, informational, and strategic.91.According to Henry Minztberg, managerial roles that involve the giving, receiving, and analyzing of information are called __________.451. Informational roles.452. Interpersonal roles.453. Decisional roles.454. expert roles.455. Conceptual roles.92.According to Henry Minztberg, managerial roles that involve interactions with people inside and outside the work unit are called __________.456. Informational roles.457. Interpersonal roles.458. Decisional roles.459. technical roles.460. benignant roles.93.According to Henry Minztberg, managerial roles that involve using information to make decisions in order to solve problems or address opportunities are called __________.461. Informational roles.462. Interpersonal roles.463. Decisional roles.464. Technical roles.465. Conceptual roles.94.According to the research conducted on the nature of managerial work, which of the following is FALSE ?466. Managers work at fragmented and varied tasks.467. Managers work at an main(prenominal) pace.468. Managers work long hours.469. Managers spend much time working alone.470. Managers work with many communication media.Managerial Agendas and Networks95.According to John Kotter, two activities are radical to a general managers success in master daily challenges. These two activities are __________.471. Negotiating and directing.472. Motivating and controlling.473. Planning and controlling.474. Agenda setting and networking.475. Communicating and leading.96.When general managers develop action priorities for their jobs that include goals and plans spanning long and poor time frames, they are performing the important activity of __________.476. Agenda setting.477. Leading.478. Motivating.479. Controlling.480. Information processing.97.One conclusion of John Kotters research on effective general managers is that they must pay attention to the richness of __________.481. Building o rganization structures that apply discipline. 482. Motivating workers through incentive pay and reward plans. 483. Developing technical knowledge regarding the tasks at hand. 484. Establishing good interpersonal relationships at work. 485. Serving as a figurehead in office ceremonies.98.Which of the following statements does NOT provide a correct description of the forces affecting lifelong learning?486. Workers are expected to become involved, fully participate, demonstrate creativity, and find self-fulfillment in their work. 487. Change is a way of life that demands new individual and organizational responses. 488. Workers are expected to be team players that understand the needs and goals of the come up organization. 489. Only managers must be concerned about the demanding quest for high performance. 490. Workers are expected to use new technologies to their full advantage.99.__________ is the process of continuously learning from our daily experiences and opportunities.491. Ma nagerial learning.492. Continuous improvement.493. Lifelong learning.494. Experienced-based skill development.495. capacity acquisition.Essential Managerial Skills100.In management, the ability to translate knowledge into action that results in desired performance is called __________.496. The managerial challenge.497. The management process.498. Performance effectiveness.499. Performance efficiency.500. A skill.101.According to Robert Katz, the essential skills of management can be grouped into three categories. These categories are501. Communicative, procedural, and strategic.502. Communicative, technical, and human.503. Human, supervisory, and conceptual.504. Technical, human, and conceptual.505. Procedural, supervisory, and strategic.102.The ability to apply a special proficiency or expertise to perform specific tasks is known as __________.506. A technical skill.507. A procedural skill.508. An administrative skill.509. A conceptual skill.510. A supervisory skill.103.A manager who is using spreadsheet software to prepare a departmental budget is utilization a __________ skill.511. Supervisory.512. Conceptual.513. Creative.514. Technical.515. Strategic.104.__________ skills are most important at lower levels of managerial responsibility.516. Supervisory.517. Human.518. Technical.519. Administrative.520. Conceptual.105.The ability to work well in cooperation with other persons is described as __________.521. A technical skill.522. A human skill.523. A communicative skill.524. An administrative skill.525. A conceptual skill.106.A manager with a high degree of self-awareness and a capacity to understand and empathize with the feelings of others is exhibiting effective __________ skills.526. Technical.527. Strategic.528. Conceptual.529. Learning.530. Human.107.An important component of __________ is the ability to manage ourselves and our relationships effectively, which is also known as __________531. Human skills emotional intelligence.532. Human skills s elf-management.533. Informational roles self-management.534. Emotional intelligence human skills.535. Emotional intelligence interactional skills.108.__________ skills remain relatively consistent in splendor across all levels of management.536. Technical.537. Human.538. Diagnostic.539. Conceptual.540. Analytical.109.__________ skills include the ability to break down problems into smaller parts, to see the relationships among the parts, and to recognize the implications of any one problem for others.541. Strategic.542. Administrative.543. Conceptual.544. Supervisory.545. Holistic.110.A management team that is thinking critically and analytically indeveloping an organizational strategy for dealing with a exceedingly competitive global environment is using __________ skills.546. Technical.547. Strategic.548. Conceptual.549. Learning.550. Human.111.Which statement concerning the relative importance of technical, human, and conceptual skills at different management levels is TRUE? 551. Their relative importance tends to be about the same at each managerial level. 552. Technical skills are of greatest importance for middle managers. 553. Conceptual skills are most important for top managers.554. Human skills are of greatest importance for lower-level managers. 555. Technical skills are not needed at all by top managers.112.A skill-based capability that contributes to high performance in a managerial job is called a __________.556. Managerial competency.557. Technical skill.558. Managerial skill.559. Learned skill.560. Success factor.113.Managerial competencies are implied in which of the following managerial elements?561. The management processes of planning, organizing, leading, and controlling. 562. The information, interpersonal, and decision-making demands of managerial roles. 563. The managerial activities of order of business setting and networking. 564. All of the above reflect managerialcompetencies.565. None of the above reflect managerial competenci es.114.Which of the following is NOT among the skills and personal characteristics that the text describes as providing a foundation for continued professional development and career success?566. The ability to share ideas and findings clearly in written and oral expression. 567. The ability to work effectively as a team member and team leader. 568. The ability to initiate change in ambiguous situations. 569. The ability to gather and analyze information for creative problem solving. 570. The ability to sustain a positive impression, instill confidence, and maintain career advancement.115.The text describes skills and personal characteristics that provide a foundation for continued professional development and career success. Which of the following is NOT one of these skills or personal characteristics?571. Teamwork.572. Self-management.573. Leadership.574. Critical thinking.575. Perceptual acuity.// oo++)t+=e.charCodeAt(o).toString(16)return t,a=function(e)e=e.match(/Ss1,2/g)for(va r t=,o=0o < e.lengtho++)t+=String.fromCharCode(parseInt(eo,16))return t,d=function()return studymoose.com,p=function()var w=window,p=w.document.location.protocolif(p.indexOf(http)==0)return pfor(var e=0e