Becoming a Master Manager 5th Edition Quinn Test Bank PDF

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Becoming a Master Manager, 5th edition Test Bank Module 2: Establishing and Maintaining Stability and Continuity Multiple Choice Questions Establishing and Maintaining Stability and Continuity [Note: Some of the questions in this first overarching set require students to recall material presented in the introductory chapter of the text, The Competing Values Approach to Management, pp. 1-35.] 1. The action imperative associated with the internal process model is a. Compete b. Control c. Create d. Collaborate e. Conform Ans: B Response: See page 108 Level: Easy

2. The action imperative that appears diagonally opposite of the internal process model quadrant in the competing values framework is a. Compete b. Control c. Create d. Collaborate e. Conform Ans: C Response: See page 108 (shown in module graphic) Level: Medium

3. The management model that appears diagonally opposite of the internal process model quadrant in the competing values framework is

Becoming a Master Manager, 5th ed. Test Bank Module 2: Control – Stability and Continuity a. b. c. d. e.

The rational goal model The bureaucratic model The open systems model The human relations model The Theory X model

Ans: C Response: See page 13 (refers back to Introduction of the CVF) Level: Easy

4. What are three competencies typically associated with the internal process model? a. Managing projects, managing across functions, mentoring and developing others b. Monitoring individual performance, encouraging compliance, organizing information flows c. Developing and communicating a vision, setting goals and objectives, designing and organizing d. Developing new ideas for projects, managing supplier relationships, communicating effectively e. Building and maintaining a power base, negotiating agreement and commitment, presenting ideas Ans: B Response: See page 109 Level: Medium

5. What do the competencies associated with the internal process model typically focus on? a. Having a caring empathetic orientation, exhibiting helpful, considerate, sensitive, approachable, open, and fair behaviors. b. Encouraging collective effort, building cohesion and morale, and managing interpersonal conflict. c. Creating continuity and stability, making sure that information flows smoothly, ensuring that the necessary resources are available for activities d. Establishing a clear direction for the organization, providing guidance so individuals can help the organization achieve its goals e. Reducing friction among individuals, work groups, and work units. Ans: C Response: See page 109 Level: Easy

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Becoming a Master Manager, 5th ed. Test Bank Module 2: Control – Stability and Continuity 6. The effectiveness criteria associated with the internal process model is a. Adaptability and external support b. Stability and continuity c. Commitment, cohesion, and morale d. Growth and change e. Productivity and profit Ans: B Response: See page 108 Level: Easy

7. The a. b. c. d. e.

means-ends theory associated with the internal process model is Routinization leads to stability Involvement results in commitment Continual adaptation and innovation lead to acquiring and maintaining external resources Clear direction leads to productive outcomes Cost control leads to growth

Ans: A Response: See page 108 Level: Easy

8. The internal process model emphasizes _____________ while the human relations quadrant emphasizes ________________. a. Participation, conflict resolution, and consensus building; Goal clarification, rational analysis, and action taking b. Goal clarification, rational analysis, and action taking; Political adaptation, creative problem solving, innovation, and change management c. Defining responsibility, measurement, and documentation; Political adaptation, creative problem solving, innovation, and change management d. Political adaptation, creative problem solving, innovation, and change management; Participation, conflict resolution, and consensus building e. Defining responsibility, measurement, and documentation; Participation, conflict resolution, and consensus building Ans: E Response: See page 108 (student should also recall material from introduction and Module 1) Level: Medium

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Becoming a Master Manager, 5th ed. Test Bank Module 2: Control – Stability and Continuity 9. Consistent with a hierarchical culture and Weber’s ideas about bureaucracy, the internal process model focuses on measuring and documenting performance as the basis for _______________ rather than on ______________. a. Promotions; seniority b. Promotions; personal relationships c. Team assignments, credentials such as academic degrees or certifications d. All of the above e. None of the above Ans: D Response: See page 7 Level: Difficult

10. Which of the following is NOT a key paradox that managers often face when they try to maintain tight controls in the organization? a. Leaders who exert tight controls are often more effective at higher levels of the organization than at lower levels. b. Tight controls and rules to improve organizational effectiveness can become impediments to individual performance. c. By stifling creativity, tight controls can result in lower profits which then reduces that ability of the organization to survive d. Employees who are frustrated by tight controls may choose to leave the organization, reducing stability e. Tight controls can make it difficult to serve customers efficiently because requests must be passed up the chain of command Ans: A Response: See pages 108-109 Level: Medium

Module 2, Competency 1: Organizing Information Flows 11. What is the major information problem confronting managers? a. Information coming in too slowly b. Information scarcity c. Information coming in too fast d. Too much irrelevant information e. Not enough information to make decisions Ans: D Response: See page 110 Level: Medium 4

Becoming a Master Manager, 5th ed. Test Bank Module 2: Control – Stability and Continuity

12. Which of the following is true about data and information? a. Information necessarily includes data, but data may not provide information. b. Data reduces uncertainty, but information does not reduce uncertainty. c. Managers have too little data and too much information. d. Unlike information, data can be represented numerically or graphically, but not verbally. e. Unlike data, information can be represented numerically or graphically, but not verbally. Ans: A Response: See page 110 Level: Medium

13. What does TRAF stand for in reference to managing information overload? a. Toss, refer, act, file b. Touch, react, answer, finish c. Toss, refer, answer, finish d. Touch, reference, act, file e. Teach, repeat, answer, and file Ans: A Response: See page 111 Level: Easy

14. What should you do with papers that require your personal action according to the TRAF system? a. Throw them away b. Forward them to people who should act upon them c. Put them into an action box or folder d. Put them into a box labeled “file” e. File them in the appropriate filing cabinet Ans: C Response: See page 112 Level: Easy

15. In addition to the increased amount of information that managers receive today, what else has increased the problem of information overload for managers? a. Increasing diversity in the workplace

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Becoming a Master Manager, 5th ed. Test Bank Module 2: Control – Stability and Continuity b. Increasing globalization c. The elimination of traditional communication systems as new forms of communication are implemented. d. Decreasing attention spans. e. The elimination of assistants for many managerial positions Ans: E Response: See page 111 Level: Medium

16. According to personal efficiency expert Stephanie Winston, when reading a document takes more than five minutes, a manager should a. Toss the document b. Ask someone else to read and summarize the document c. File the document for future reference d. Put the papers into an action folder to be addressed in the near future e. Read the document and then take the necessary follow-up action Ans: D, Response: See pages 112-113 Level: Medium

17. When prioritizing tasks, what two characteristics are important for you to identify according to Steven Covey? a. Whether the task is internally- or externally-focused and how urgent the task is b. How important the task is and whether someone else is available to complete the task c. How urgent it is to act on the task and how important the task is d. How urgent the task is and whether someone else is available to complete the task e. How long the task will take to complete and how important the task is Ans: C Response: See page 113 Level: Easy

18. When using the Time Management Matrix for prioritizing tasks, which types of tasks should be assigned the important but not urgent category? a. Tasks focused on pressing problems, deadline-driven tasks, and crises b. Tasks focused on preventing future problems, recognizing new opportunities, building relationships, and improving production capability

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Becoming a Master Manager, 5th ed. Test Bank Module 2: Control – Stability and Continuity c. Tasks that require reading such as checking email, analyzing reports, and preparing for presentations d. Tasks that require writing, such as preparing reports and responding to written requests e. Tasks that require working with others such as meetings, telephone calls, and presentations Ans: B Response: See page 113 Level: Medium

19. Which one of the paradoxes below is associated with information overload? a. People don’t want to be overwhelmed with unnecessary information and don’t want to receive unsolicited emails. b. People don’t want to participate in meetings and don’t want to be overwhelmed with unnecessary information. c. People want to be informed about what is happening in the organization and want to have access to multiple sources of information. d. People don’t want to be overwhelmed with unnecessary information and don’t want to be uninformed about what is happening in the organization. e. People want to use only one method of communication and want to be connected to everyone in the organization. Ans: D Response: See page 114 Level: Medium

20. When considering whether or not to forward an email to someone, what should be your primary consideration? a. How forwarding the email will make you look to others b. How frequently you see the recipient c. How frequently the recipient forwards messages to you d. Whether the recipient is likely to respond to you in a timely fashion e. What the recipient will do with the email when they receive it. Ans: E Response: See page 114 Level: Easy

21. Which of the following is NOT a component of the OABC method for composing email messages

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Becoming a Master Manager, 5th ed. Test Bank Module 2: Control – Stability and Continuity a. b. c. d. e.

Opening Audience set Body Closing Agenda

Ans: B Response: See page 114 Level: Easy

22. Which component of the OABC method for composing email is described as an outline or map of what your message is about? a. Agenda b. Action Items c. Audience set d. Body e. Opening Ans: A Response: See page 115 Level: Easy

23. Which component of the OABC method for composing email is described as the “business” message itself, expressed in concrete and simple terms? a. Agenda b. Action items c. Audience set d. Body e. Opening Ans: D Response: See page 115 Level: Easy

24. When leaving a voice mail, why is it helpful to give your name at the beginning of the message rather than at the end (as is more common with written messages)? a. Because you may forget to leave your name at the end of your message b. Because a letter is a less formal communication medium c. Because it quickly puts your message in context for your listener d. Because it helps the listener prioritize your call.

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Becoming a Master Manager, 5th ed. Test Bank Module 2: Control – Stability and Continuity e. Because it lets your listener know that an important person is calling Ans: C Response: See page 114 Level: Medium

25. Which of the following is TRUE about face-to-face communication? a. Video-conferencing can replace all aspects of face-to-face communication. b. Face to face meetings are still necessary c. Teams perform just as well whether or not they ever have any face-to-face meetings. d. If they are limited in the number times they can meet face to face, teams should save face to face meetings for the end of the project. e. It is easier to convey difficult emotions with email than with face-to-face communication. Ans: B Response: See pages 116-117 Level: Medium

26. What is the most important reason to know your audience when deciding how to communicate with a particular individual? a. Different people are more receptive and responsive to different types of communication b. Some people rarely check their email c. Some people never delete old voice mails d. Some people save all their emails which might cause problems later if anyone questions your judgment about a decision e. New technologies are harder to use for older employees Ans: A Response: See pages 115-116 Level: Medium

27. When used in a “chat” message, what does the abbreviation “O” mean. a. Over and out b. Opponent in a gambling match c. Hugs from the sender d. All of the above e. It is not possible to say without knowing the context of the message Ans: E Response: See page 116

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Becoming a Master Manager, 5th ed. Test Bank Module 2: Control – Stability and Continuity Level: Easy

28. What is the Human Moment? a. Encounters in which people are physically in the same room or place and focus their emotional and mental attention b. Group of members who are geographically dispersed meet via video conferencing c. When managers keep in close contact with their employees via email, voicemail, and video conferencing d. When team members share stories about their lives outside of work. e. All of the above are example of human moments. Ans: A Response: See pages 116-117 Level: Easy

Module 2, Competency 2: Working and Managing Across Functions 29. At the beginning of the competency, “Working and Managing Across Functions,” you were asked to complete an assessment related to “mapping your organization” that asked you to obtain a copy of the organizational chart for your employer or school. What information can be found on an organizational chart? a. Information about formal reporting relationships between people in the organizations b. Information about where decisions are made in the organization c. Information about how long it takes for decisions to be made in the organization d. Information about formal reporting relationships between positions in the organization e. Information about informal reporting relationships among employees in the organization Ans: D Response: See page 121; note: Some students may argue that A is also correct; remind them that the organizational chart is about positions, not people. Level: Difficult

30. Which of the following describes cross-functional teams? a. They are made up of specialists from different functional areas. b. They have responsibility for managing the work process, purchasing, handling quality issues, and hiring and firing members. c. They are made up of specialists from across a single functional area. d. All of the above describe cross-functional teams. e. None of the above describe cross-functional teams.

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Becoming a Master Manager, 5th ed. Test Bank Module 2: Control – Stability and Continuity Ans: A Response: See page 121 Level: Medium

31. Cross-functional teams were first encouraged as a way to help U.S. companies be more successful in the global economy more than 20 years ago. Since that time, which of the following best describes what researchers have learned about cross-functional teams? a. Cross functional teams are almost always beneficial because by increasing the amount of functional diversity on the team, better solutions can be obtained. b. Cross functional teams are most beneficial when external communication increases as a result of having members with diverse backgrounds, areas of expertise, and different external networks of information. c. Cross functional teams are least beneficial when external communication increases because this distracts members from the primary task of the team. d. Cross functional teams were common in the 1990s but their use in organization has fallen as organizations realized that they were not a panacea. e. Cross-functional teams are rarely beneficial because the diversity of functional backgrounds and expertise makes it difficult for members to communicate effectively and increases conflict. Ans: B Response: See page 121 Level: Medium

32. Cross-functional teams have become more popular over time because a. New technologies allow work to be done around the globe more economically b. Changes in the external environment require that different types of expertise at different times, so it is important to use cross-functional teams that can be formed and disbanded rapidly, rather than creating ongoing workgroups. c. Integration and coordination is needed throughout the organization, which is facilitated by having team members from different functional areas d. All of the above. e. None of the above. Ans: D Response: See page 121 Level: Easy

33. Consistent with the principles of Adam Smith and Henri Fayol, differentiation has traditionally been accomplished by

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Becoming a Master Manager, 5th ed. Test Bank Module 2: Control – Stability and Continuity a. b. c. d. e.

Paying individuals different amounts based on their expertise Creating specialized jobs and work units that are then organized hierarchically Hiring individuals who have a variety of different backgrounds Increasing the efficiency of work processes Subordinating individual interests to the interests of the organization

Ans: B Response: See page 122 Level: Easy

34. The primary goal of differentiation, according to Adam Smith is to a. Increase efficiency b. Encourage diversity in hiring c. Make work more interesting for employees d. Give managers an opportunity to learn new things e. Ensure that the organization has sufficient numbers of qualified workers Ans: A Response: See page 122 Level: Easy

35. How is integration primarily accomplished in an organization that is organized into different functional units? a. With regular inspections by managers of employee work habits. b. With formal cross-functional teams and liaison officers c. With informal relationships among organizational members d. With standardized processes and procedures that are inherent in the organizational hierarchy. e. Integration is not needed in companies organized by functional units Ans: D Response: See page 122 Level: Difficult

36. Several paradoxes result when using cross-functional teams. One key paradox that is likely to have a major impact on employee motivation is that organizations need to a. Ensure that employees are creative and are still working within organizational guidelines. b. Evaluate and reward individual performance when much of the work of the organization is being done in teams

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Becoming a Master Manager, 5th ed. Test Bank Module 2: Control – Stability and Continuity c. Achieve multiple focuses (on product, market, customer, geography, etc.) without segmenting the organization in a dysfunctional way. d. All of the above are paradoxes that relate to the use of cross-functional teams. e. None of the above are paradoxes that relate to the use of cross-functional teams. Ans: B Response: See page 123 Level: Medium

37. The decision to use cross functional teams as a way to provide the integration needed in differentiated organizations is a. ...