A ________ is an example of a first-line manager.

1. A ________ is an example of a first-line manager.

a. shift manager

b. division manager

c. store manager

d. regional manager

 

2. Establishing strategies for achieving organizational goals is a part of the ________ function.

a. coordinating

b. organizing

c. leading

d. planning

 

3. Katz proposed that managers need ________ skills.

a. human, empirical, and mechanical

b. technical, human, and conceptual

c. technical, human, and financial

d. technical, interpersonal, and legal

 

4. Which of the following changes has resulted in the shifting of organizational boundaries?

a. digitization

b. increased competitiveness

c. increased emphasis on organizational ethics

d. changing security threats

 

Managerial Basic Training (Scenario)

Imagine that your marketing company has just merged with a manufacturing organization. You have been asked to help provide some “basic” managerial training to the engineers in the research and development unit of the new company. To ensure you are covering the important issues, your boss has asked to see an overview of materials that you will be providing the engineers.

 

5. The engineers have to be informed that, ________ are the people who direct the activities of others in an organization.

a. line workers

b. directors

c. subordinates

d. managers

 

6. Many of the engineers in the group are unclear about what managers actually do. Your training materials should explain that a manager’s job focuses on ________.

a. personal achievement

b. helping others accomplish their work goals

c. supervising groups rather than individual employees

d. performing clerical duties

 

The Customer Meeting (Scenario)

Kelly, a production supervisor, is responsible for 10 employees who assemble components into a finished product that is sold to distributors. Kelly reports to Ben, a production manager, who in turn reports to Dan, a general manager, who reports to McKenna, a vice president of operations. Recently, McKenna asked Dan to have a meeting with Kelly and Ben regarding some customer concerns in the production area. The focus of the meeting was to judge the validity of the customer concerns, and to develop a specific plan to address these concerns.

 

7. Kelly is a ________.

a. middle manager

b. top manager

c. nonmanagerial employee

d. first-line manager

 

The General Manager (Scenario)

Michael is the manager of a production facility. On a routine day, Michael meets with the employees who produce the organization’s product. At another time, Michael meets with the production manager, Betty, and the human resource manager, Joyce, to discuss complaints filed by one of the employees in the production department. Michael also spends time on the Internet looking for new technologies that can be used in the production processes of his plant.

 

8. When Michael manages the employees who produce the product, he is utilizing his ________.

a. empirical skills

b. conceptual skills

c. technical skills

d. human skills

 

Managerial Skills (Scenario)

Adam, Brenda, Carl, and Dan are employees in the same organization. Adam is the shift manager, Brenda is the district manager, Carl is the regional manager and Dan is the project leader. Adam manages the employees who produce the organization’s product. After his excellent work is noticed, he is promoted to division manager. Carl on the other hand, after a disciplinary proceeding, is assigned to the post of office manager. Ethan is the managing director of the same organization.

 

9. Which of the following is true for Adam before his promotion?

a. His technical skills are of the utmost priority.

b. He need not have any empirical skills

c. He need not possess any human skills.

d. His conceptual skills are of the utmost priority.

 

10. The symbolic view of management is based upon the belief that managers symbolize ________.

a. the take-charge executive who overcomes any obstacle to see that the organization achieves its goals

b. every aspect of an organization’s performance, from the top level to the operational level

c. the fluctuating fortunes of the organization as they alternate between profits and losses

d. control and influence in developing plans and making decisions………………………………