Question 1

After six months as a manager, new managers typically believe their job is:
A) to provide negative reinforcement
B) to exercise formal authority
C) to maintain control and avoid delegation
D) operational development
E) to solve problems for subordinates

Accepted Answer

The answer of After six months as a manager, new...

Question 2

After a year as a manager, new managers typically realize their job is:
A) to be a troubleshooter
B) to manage tasks
C) just as they expected
D) people management
E) to be a problem-solver

Accepted Answer

New managers typically realize that their job primarily involves managing people, rather than just managing tasks or troubleshooting.

Question 3

There have been several studies of managers who fail (derailers) and managers who succeed in climbing the organizational hierarchy (arrivers). Which of the following statements describes one of the facts learned from these studies?
A) Arrivers differ significantly from derailers.
B) Arrivers have no weaknesses.
C) Arrivers and derailers both possess two or more fatal flaws regarding how they managed people.
D) The number one mistake of derailers was that they were unable to think strategically.
E) Arrivers are sensitive to the feelings of others.

Accepted Answer

Both arrivers and derailers are talented. Arrivers have weaknesses just like derailers.
Arrivers typically have no more than one fatal flaw. The number one mistake of derailers is that they are insensitive to the needs of others.

Question 4

As the shift supervisor at a car wash, Jacob is bossy, arrogant, and insensitive to the needs of his subordinates. He is unable to delegate any tasks to the other employees. He will more than likely never be a middle or top manager because he:
A) is a management laggard
B) is a derailer
C) does not understand the importance of synergy
D) is not a hands-on doer
E) is a non-arriver

Accepted Answer

Jacob's behavior as a shift supervisor is indicative of a derailer, someone who exhibits toxic leadership behaviors that can hinder the team's productivity and morale. His bossy and insensitive attitude towards his subordinates creates a negative work environment, and his inability to delegate shows a lack of trust and respect for his team members. These qualities make him an unlikely candidate for middle or top management positions.

Question 5

Krispy Kreme
Krispy Kreme is a relatively small doughnut seller. It has only 292 stores in the United States, while Dunkin Donuts has 3,600 outlets. The company originated in Winston-Salem, North Carolina, where it still operates a plant that fills a 50-pound bag with doughnut mix every seven seconds. It recently opened a new plant in Effingham, Illinois, that fills a bag every three seconds. This second plant allows the company to reduce costs while increasing its output. The company began in the mid-1930s when Vernon Rudolph bought a secret recipe for yeast doughnuts from a French pastry cook. Rudolph ran the company until his death in 1973.
-Refer to Krispy Kreme. The building of the Effingham plant increased the of the Krispy Kreme operation.
A) effectiveness
B) synergy
C) advocacy
D) efficiency
E) empathy

Accepted Answer

The opening of the new plant in Effingham, Illinois, allowed Krispy Kreme to increase its output and reduce costs. This suggests that the Effingham plant increased the efficiency of Krispy Kreme's operation.

Question 6

Wainscott Finch, a Fortune 500 management consulting firm, conducts Project Management Preparatory Academies for its clients in which participants spend 70 hours learning how to create a differential competitive advantage through their employees. Why?
A) The maintenance of employee relations is the latest trend in business.
B) Satisfied employees yield satisfied customers.
C) The participants' companies do not have a competitive advantage.
D) Employees need only job security to be satisfied in their work.
E) Environmental monitoring has detected a general trend toward organizational dissatisfaction.

Accepted Answer

Satisfied employees lead to satisfied customers, which in turn can create a differential competitive advantage for companies. Businesses that prioritize employee satisfaction often see improvements in productivity, retention rates, and overall company culture. Therefore, it makes sense for a management consulting firm to offer Project Management Preparatory Academies that focus on this topic.

Question 7

Creating a competitive advantage through people relies heavily on the use of which skill to reward people for providing exceptional customer service?
A) motivation to manage
B) conceptual
C) technical
D) interpersonal
E) decisional

Accepted Answer

The answer of Creating a competitive advantage through people relies...

Question 8

Leon Dodd is a member of a self­managed team at Standard Aero Alliance, Inc. (SAAI). His team's top priorities are understanding customer requirements and expectations. It would appear that SAAI is:
A) using employee benchmarking
B) allowing its employees to assume various decisional roles
C) letting its teams handle all planning functions
D) using its employees to create a competitive advantage
E) relying more on conceptual skills than human skills

Accepted Answer

The use of self-managed teams is one management practice suggested as a way to create a competitive advantage through employees.

Question 9

Which skills increase in their importance to success as managers' rise through the managerial ranks?
A) human skills and decisional skills
B) informational skills and the motivation to manage
C) conceptual skills and the motivation to manage
D) conceptual skills, technical skills, and human skills
E) human skills and informational skills

Accepted Answer

The answer of Which skills increase in their importance to...

Question 10

Which type of skills tends to be most important to the success of lower-level managers?
A) decisional skills
B) human skills
C) conceptual skills
D) motivation to manage
E) technical skills

Accepted Answer

Lower-level managers are typically more involved in the day-to-day operations of the organization and therefore require strong technical skills related to the specific tasks and functions they are managing. Technical skills are the most important skills for lower-level managers as they primarily focus on managing and organizing the work of others in order to achieve goals and objectives. While human skills (the ability to work effectively with people) and motivation to manage are also important, technical skills are paramount for lower-level managers.

Question 11

According to Mintzberg, which role would a manager assume if she were trying to convince union members to accept a 25-cent-per-hour reduction in pay in order to keep the manufacturing plant open?
A) resource allocator
B) entrepreneur
C) disturbance handler
D) liaison
E) negotiator

Accepted Answer

The manager in this scenario is acting as a negotiator, trying to convince union members to accept a pay reduction in order to keep the manufacturing plant open.

Question 12

After their first year of managerial experience, managers tend to:
A) exercise more formal authority
B) do less listening and more telling
C) view themselves as the boss
D) use more positive reinforcement
E) do all of these

Accepted Answer

The answer of After their first year of managerial experience,...

Question 13

Krispy Kreme
Krispy Kreme is a relatively small doughnut seller. It has only 292 stores in the United States, while Dunkin Donuts has 3,600 outlets. The company originated in Winston-Salem, North Carolina, where it still operates a plant that fills a 50-pound bag with doughnut mix every seven seconds. It recently opened a new plant in Effingham, Illinois, that fills a bag every three seconds. This second plant allows the company to reduce costs while increasing its output. The company began in the mid-1930s when Vernon Rudolph bought a secret recipe for yeast doughnuts from a French pastry cook. Rudolph ran the company until his death in 1973.
-Refer to Krispy Kreme. As the CEO of Krispy Kreme, Rudolph would have been responsible for:
A) developing employees' commitment to the company
B) creating a positive organizational culture
C) monitoring the business' environment
D) creating a context for change
E) doing all of these things

Accepted Answer

As the CEO of Krispy Kreme, Rudolph would have been responsible for developing employees' commitment to the company, creating a positive organizational culture, monitoring the business' environment, and creating a context for change. All of these tasks are typically associated with the CEO's responsibilities.

Question 14

What type of skills tends to be equally important at all levels of management?
A) technical skills
B) human skills
C) decisional skills
D) motivation to manage
E) conceptual skills

Accepted Answer

Human skills, also known as interpersonal or people skills, are essential for all levels of management. Human skills refer to the ability to communicate, collaborate, and work effectively with others. These skills are necessary to build strong relationships with employees, customers, and other stakeholders, and they are crucial for creating a positive work environment and achieving organizational objectives. While technical, conceptual, decisional, and motivational skills are also important, human skills are critical for success in any management role.

Question 15

₇₉_._A_n_accountan_t_with _ha_s_th_e_abilit_y_t_o_creat_e_a_budget_,_compar_e_th_e_budge_t_t_o_th_e_actua_l_incom_e_statement, And determine unnecessary expenses. A) technical skill B) human skill C) conceptual skill D) motivational skill E) interpersonal skill

Accepted Answer

The ability to create a budget, compare it to actual income, and determine unnecessary expenses requires technical skill, which involves specialized knowledge and expertise in accounting and financial analysis.

Question 16

There have been several studies of managers who fail (derailers) and managers who succeed in climbing the organizational hierarchy (arrivers). Which of the following statements describes a significant fact learned from these studies?
A) Derailers are insensitive.
B) Arrivers fail to inform others when things will not be done on time.
C) Arrivers fail to admit mistakes.
D) Arrivers fail to take responsibility for mistakes.
E) There are several significant differences between arrivers and derailers.

Accepted Answer

B, C, and D describe derailers rather than arrivers. E is only a general description of the studies and does not describe a significant fact.

Question 17

Krispy Kreme
Krispy Kreme is a relatively small doughnut seller. It has only 292 stores in the United States, while Dunkin Donuts has 3,600 outlets. The company originated in Winston-Salem, North Carolina, where it still operates a plant that fills a 50-pound bag with doughnut mix every seven seconds. It recently opened a new plant in Effingham, Illinois, that fills a bag every three seconds. This second plant allows the company to reduce costs while increasing its output. The company began in the mid-1930s when Vernon Rudolph bought a secret recipe for yeast doughnuts from a French pastry cook. Rudolph ran the company until his death in 1973.
-Refer to Krispy Kreme. To be successful, managers need four skills. The fact that Rudolph was a skilled baker when he purchased the secret doughnut recipe indicates he had skills.
A) technical
B) interpersonal
C) conceptual
D) human
E) motivational

Accepted Answer

The fact that Rudolph was a skilled baker indicates that he possessed technical skills.

Question 18

Which of the following management practices can be used by an organization that wants to create a competitive advantage through its employees?
A) self-managed teams
B) employment security
C) high wages contingent on organizational performance
D) sharing information
E) all of these

Accepted Answer

All of these management practices can be used to create a competitive advantage through employees. Self-managed teams can increase innovation and productivity. Employment security can increase employee loyalty, commitment, and willingness to take risks. High wages contingent on organizational performance can motivate employees to work harder and innovate. Sharing information can increase employee engagement, collaboration, and decision-making. Therefore, all of these practices can help an organization create a competitive advantage through its employees.

Question 19

The ability to perform increases in its importance to success as managers' rise through the managerial ranks.
A) interpersonal skills
B) human skills
C) conceptual skills
D) informational skills
E) technical skills

Accepted Answer

As managers move up the hierarchy, their focus shifts from technical skills to conceptual skills, which involve the ability to think strategically, analyze complex situations, and make effective decisions. While all of the skills listed are important, conceptual skills become increasingly critical for higher-level managers.

Question 20

Krispy Kreme
Krispy Kreme is a relatively small doughnut seller. It has only 292 stores in the United States, while Dunkin Donuts has 3,600 outlets. The company originated in Winston-Salem, North Carolina, where it still operates a plant that fills a 50-pound bag with doughnut mix every seven seconds. It recently opened a new plant in Effingham, Illinois, that fills a bag every three seconds. This second plant allows the company to reduce costs while increasing its output. The company began in the mid-1930s when Vernon Rudolph bought a secret recipe for yeast doughnuts from a French pastry cook. Rudolph ran the company until his death in 1973.
-Refer to Krispy Kreme. Which management function had Rudolph not performed at the time of his death?
A) planning
B) marketing
C) controlling
D) leading
E) organizing

Accepted Answer

Rudolph had not planned for a smooth succession of top management.

Quiz 1: Management

After six months as a manager, new managers typically believe their job is:

After a year as a manager, new managers typically realize their job is:

There have been several studies of managers who fail (derailers) and managers who succeed in climbing the organizational hierarchy (arrivers) . Which of the following statements describes one of the facts learned from these studies?

As the shift supervisor at a car wash, Jacob is bossy, arrogant, and insensitive to the needs of his subordinates. He is unable to delegate any tasks to the other employees. He will more than likely never be a middle or top manager because he:

Wainscott Finch, a Fortune 500 management consulting firm, conducts Project Management Preparatory Academies for its clients in which participants spend 70 hours learning how to create a differential competitive advantage through their employees. Why?

Creating a competitive advantage through people relies heavily on the use of which skill to reward people for providing exceptional customer service?

Leon Dodd is a member of a selfmanaged team at Standard Aero Alliance, Inc. (SAAI) . His team's top priorities are understanding customer requirements and expectations. It would appear that SAAI is:

Which skills increase in their importance to success as managers' rise through the managerial ranks?

Which type of skills tends to be most important to the success of lower-level managers?

According to Mintzberg, which role would a manager assume if she were trying to convince union members to accept a 25-cent-per-hour reduction in pay in order to keep the manufacturing plant open?

After their first year of managerial experience, managers tend to:

What type of skills tends to be equally important at all levels of management?

₇₉_._A_n_accountan_t_with _ha_s_th_e_abilit_y_t_o_creat_e_a_budget_,_compar_e_th_e_budge_t_t_o_th_e_actua_l_incom_e_statement, And determine unnecessary expenses.

There have been several studies of managers who fail (derailers) and managers who succeed in climbing the organizational hierarchy (arrivers) . Which of the following statements describes a significant fact learned from these studies?

Which of the following management practices can be used by an organization that wants to create a competitive advantage through its employees?

The ability to perform increases in its importance to success as managers' rise through the managerial ranks.