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TRUE/FALSE
- To gain and/or maintain a competitive advantage, today’s managers must increase the emphasis on
innovation, and shift away from a relentless focus on cost control.
ANS: T PTS: 1 DIF: Easy NAT: AACSB Analytic
TOP: Introduction
- Innovations in products, services, management systems, production processes, corporate values etc.
are not strongly correlated with an organisation’s long-term viability.
ANS: F PTS: 1 DIF: Moderate NAT: AACSB Analytic
TOP: Introduction
- We must consider the new challenges of the workplace at three levels: government, business and
individual.
ANS: T PTS: 1 DIF: Easy NAT: AACSB Analytic
TOP: Current challenges for managers
- Management is the attainment of organisational goals in an effective and efficient manner through
planning, organising, leading and controlling organisational resources.
ANS: T PTS: 1 DIF: Easy NAT: AACSB Analytic
TOP: Current challenges for managers
- Managers within the government setting are able to influence organisations directly in their
compliance with policies.
ANS: F PTS: 1 DIF: Moderate NAT: AACSB Analytic
TOP: Current challenges for managers
- The turbulence and change in today’s competitive business environment has led to demand for a
new kind of leader. Organisations now need leaders who can guide their organisation through turbulence and be able to see patterns in the complexity of changing external environments.
ANS: F PTS: 1 DIF: Moderate NAT: AACSB Analytic
TOP: Current challenges for managers
- ‘Controlling’ defines where an organisation wants to be in the future and how to get there.
ANS: F PTS: 1 DIF: Moderate NAT: AACSB Analytic
TOP: Management functions
- ‘Organising’ typically follows planning and reflects the way the organisation tries to accomplish
their plans.
ANS: T PTS: 1 DIF: Moderate NAT: AACSB Analytic TOP: Management functions
Chapter 1 (Fundamentals of Management, Asia Pacific Edition, 5e Danny Samson) (Test Bank all Chapter) 1 / 4
- The management function that involves use of influence to motivate employees is known as
‘Leading’.
ANS: T PTS: 1 DIF: Easy NAT: AACSB Analytic
TOP: Management functions
- Organising may be defined as the tasks associated with the motivation of employees in achieving
organisational goals.
ANS: F PTS: 1 DIF: Easy NAT: AACSB Analytic
TOP: Management functions
- Controlling concerns monitoring employees’ activities, determining whether the organisation is on
target towards its goals, and making corrections as necessary.
ANS: T PTS: 1 DIF: Easy NAT: AACSB Analytic
TOP: Management functions
- ‘Organising’ refers to the use of influence to motivate employees to achieve organisational goals.
ANS: F PTS: 1 DIF: Moderate NAT: AACSB Analytic
TOP: Management functions
- Creating a shared culture (through the communication of goals to employees throughout the
organisation) in is one of the most important planning functions in management.
ANS: F PTS: 1 DIF: Moderate NAT: AACSB Analytic
TOP: Management functions
- In a large company, the ideal control mechanism is for the CEO to supervise all the managers
personally.
ANS: F PTS: 1 DIF: Moderate NAT: AACSB Analytic
TOP: Management functions
- An organisation is a social entity that is goal directed and deliberately structured.
ANS: T PTS: 1 DIF: Easy NAT: AACSB Analytic
TOP: Organisational performance
- Efficiency refers to the extent to which an organisation achieves its stated goals.
ANS: F PTS: 1 DIF: Moderate NAT: AACSB Analytic
TOP: Organisational performance
- Effectiveness refers to the amount of resources used to achieve an organisational goal.
ANS: F PTS: 1 DIF: Easy NAT: AACSB Analytic
TOP: Organisational performance
- The necessary skills for managing an apartment or an organisation can be placed into three
categories: conceptual, human and interpersonal.
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ANS: F PTS: 1 DIF: Easy NAT: AACSB Analytic
TOP: Management skills
- Only the top managers in organisations are involved in the planning process.
ANS: F PTS: 1 DIF: Moderate NAT: AACSB Analytic
TOP: Management skills
- Conceptual skill is the manager’s ability to work with and through other people and to work
effectively as a group member.
ANS: F PTS: 1 DIF: Easy NAT: AACSB Analytic
TOP: Management skills
- Technical skills refer to a manager’s ability to see the organisation as a whole as well as the
relationship between its parts.
ANS: F PTS: 1 DIF: Moderate NAT: AACSB Analytic
TOP: Organisational performance
- Human skills refer to the ability of a manager to work with and through other people, and to work
effectively as a group member.
ANS: T PTS: 1 DIF: Easy NAT: AACSB Analytic
TOP: Management skills
- Technical skill refers to a manager’s understanding of and proficiency in perceiving the
organisation as a whole and the relationship between its parts.
ANS: F PTS: 1 DIF: Moderate NAT: AACSB Analytic
TOP: Management skills
- Ellie is responsible for a temporary work project that involves the participation of people from
various functional departments in the organisation. Ellie should be classified as a ‘functional manager’.
ANS: F PTS: 1 DIF: Difficult NAT: AACSB Analytic
TOP: Management types
- Top-line managers are the managers who have the responsibility for making the significant
strategic policy decisions, often with staff managers assisting them in these decisions.
ANS: T PTS: 1 DIF: Moderate NAT: AACSB Analytic
TOP: Management types
- A manager who is at the second management level (of the Management Level Hierarchy – see
Exhibit 1.6) and directly responsible for production of goods and services is known as a ‘First-Line Manager '.
ANS: T PTS: 1 DIF: Moderate NAT: AACSB Analytic
TOP: Manager types
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- The liaison role involves the negotiation of union contracts, sales, purchases, budgets; represents
departmental interests.
ANS: F PTS: 1 DIF: Easy NAT: AACSB Analytic
TOP: Manager roles
- The ‘interpersonal’ management role is associated with the dissemination of information to
employees across the organisation.ANS: F PTS: 1 DIF: Moderate NAT: AACSB Analytic
TOP: Management roles
- Companies are required to innovate more, and more quickly than ever, in today's hypercompetitive
global environment.
ANS: T PTS: 1 DIF: Easy NAT: AACSB Analytic
TOP: Why innovation matters
- The challenge of pollution control and sustainable development is an exclusive challenge for the
business sector.
ANS: F PTS: 1 DIF: Easy NAT: AACSB Sustainability
TOP: Current challenges for managers
- The Management concept of ‘future facing’ relates to the ongoing development of an organisation
and its culture so that it better supports creativity, adaptation and innovation rather than maintaining the status quo.
ANS: T PTS: 1 DIF: Moderate NAT: AACSB Analytic
TOP: State-of-the-art- management competencies
- The relationship that exists between ‘top managers’ and ‘middle managers’ of an organisation may
be described as a ‘horizontal relationship’.
ANS: F PTS: 1 DIF: Moderate NAT: AACSB Analytic
TOP: Management types
- The three categories of management roles include informational, interpersonal, and decisional.
ANS: T PTS: 1 DIF: Moderate NAT: AACSB Analytic
TOP: Management types
- ‘Sustainable development’ practices are exclusively expressed in terms of environmental
performance.
ANS: F PTS: 1 DIF: Moderate NAT: AACSB
Sustainability TOP: Sustainable development
- Crisis management requires managers to develop five important leadership skills: staying calm,
putting people before business, knowing when to get back to business, telling the truth and remaining visible.
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