BMA101题库.doc

mgmt1h 1.1-1 Management does NOT occur in _A_.a. isolation100% b. small businesses with less than 25 employees0% c. non-profit organisations0% d. none of the above0% mgmt1h 1.1-2 Effective managers _C_. a. prefer working with groups rather than with individuals 0% b. accept existing resource limits and coworkers' levels of motivation 0% c. match people's capabilities with appropriate responsibilities 100% d. all of the above 0% mgmt1h 1.1-3 Effective managers MUST _B_. a. perform well on standardised tests 0% b. be adept at motivating people 100% c. employ a good sense of humor 0% d. read quickly 0%mgmt1h 1.1-6 To compete effectively in a global marketplace, managers MUST _A_. a. standardise some aspects of a product and adapt others 100% b. monopolise the market that accepts a standard product most willingly 0% c. trade global standardisation for local appeal 0% d. design products for the widest possible appeal 0% mgmt1h 1.1-7 In general, which of the following does NOT define management? a. Management is the group of people in an organisation who oversee the management process. 0% b. Management is the group of people in the organisation solely responsible for profits and losses. 100% c. Management is a goal-directed process within an organisation. 0% d. Management is the group of people who negotiate with union leaders. 0% mgmt1h 1.1-9 The term "resources" in management does NOT refer to _.a. people0% b. information0% c. raw materials0% d. a means of spending one's leisure time100% mgmt1h 1.1-10 In terms of the textbook's managerial job dimensions, a manager who adheres to deadlines and follows established procedures is working well within which job dimension? a. organisation 0% b. constraints 0% c. demands 100% 古d. choices 0%mgmt1h 1.1-11 Which of the following is NOT a typical managerial constraint? a. attitudes of subordinates 0% b. time 0% c. performance standards 100% d. budgets 0% mgmt1h 1.1-12 When a manager estimates responses to future conditions and circumstances, she is most likely engaging in which job function?a. organising0% b. controlling0% c. directing0% d. planning100% mgmt1h 1.1-13 A manager submits a rough draft of his work unit's five-year plan. In doing so, this manager engages in which managerial function? a. strategic planning100% b. controlling operations0% c. operational planning0% d. directing operations0%mgmt1h 1.1-14 _ involves estimating future conditions and deciding which activities to do; _ involves systematically assembling resources to accomplish tasks. a. Organising; directing0% b. Organising; planning0% c. Planning; organising100% d. Planning; directing0% mgmt1h 1.1-15 According to the functional approach to management, reports that identify the actions needed to accomplish the goals of particular units of the organisation are part of: a. operational planning100% b. directing operations0% c. strategic planning0% d. controlling operations0% 6.mgmt1h 1.1-16 When a department manager formally observes a team manager during team meetings, the department manager engages in which managerial function?a. controlling100% b. directing0% c. organising0% d. planning0%mgmt1h 1.1-18 Given the task of proposing a childcare facility in a rapidly expanding firm, a manager surveys similar organisations' facilities before writing the proposal. According to Mintzberg, while surveying, the manager is most likely playing the _ role. a. liaison0% b. entrepreneurial0% c. negotiator0% d. monitor100% mgmt1h 1.1-19 To function well in the informational roles they must play, managers must establish strong interpersonal relations. Acting as a figurehead establishes _; acting as a liaison establishes _.a. vertical relationships; lateral relationships100% b. lateral relationships; vertical relationships0% c. authority; subordination0% d. subordination; authority0% mgmt1h 1.1-20 In Mintzberg's model of management, the entrepreneurial, disturbance handler, resource allocator, and negotiator roles all belong to which umbrella category? a. informational roles0% b. leader roles0% c. decisional roles100% d. interpersonal roles0%mgmt1h 1.1-21 When a manager assesses the progress of a new venture in order to decide whether to continue or abandon it, the manager is most clearly playing the _ role. a. liaison 0% b. negotiator 0% c. monitor 0% d. entrepreneurial 100%mgmt1h 1.1-22 To increase visitor numbers, a zoo and a nearby natural history museum agree to run a short-term promotion offering discount combination tickets to the two venues. The zoo managers who approved the project and who authorised the work hours and capital to support the promotion played which of the following two roles? a. spokesperson and negotiator 0% b. negotiator and resource allocator 100% c. entrepreneurial and figurehead 0% d. negotiator and figurehead 0% 13. mgmt1h 1.1-23 A team member reports to his supervisor that a project has stalled because necessary information is unobtainable. The manager procures the information, and the project moves forward. In this case, which role did the manager most obviously play?a. liaison0% b. spokesperson0% c. monitor0% d. disseminator100%mgmt1h 1.1-24 According to Mintzberg's model, the spokesperson's role is largely a/an _ role. a. decisional0% b. interpersonal0% c. informational100% d. figurehead0% mgmt1h 1.1-25 According to Mintzberg's model, which of the following is inevitably a manager's most important role? a. leader 0% b. disturbance handler 0% c. negotiator 0% d. None of the above roles is inevitably the most important. 100% 3. mgmt1h 1.1-26 _ skills are often the major factor that determines who reaches the highest levels of the organisation. a. Decision-making0% b. Interpersonal0% c. Technical0% d. Conceptual100%mgmt1h 1.1-27 Within an organisation, change does NOT _. a. require both a global and local focus 0% b. require an understanding of the impact of technology on managerial functions and processes 0% c. require the constant attention of managers 0% d. prevent managers from planning strategically 100%mgmt1h 1.1-29 Which of the following statements do NOT apply to entrepreneurship within an organisation? a. Entrepreneurship involves identifying new opportunities and exploiting them. 0% b. Entrepreneurial activity is mostly limited to new, small firms that operate in highly competitive environments. 100% c. Managers must develop an entrepreneurial mindset, which allows them to develop actions to take advantage of uncertainty. 0% d. Businesses cannot survive without being entrepreneurial. 0% mgmt1h 1.1-31 According to Hitt, Black, and Porter, three of the most important challenges impacting contemporary managers are _. a. competition, technology, and globalism 0% b. change, globalism, and employee morale 0% c. competition, change, and technology 0% d. change, technology, and globalism 100% mgmt1h 1.1-33 Which of the following statements about globalism and the use of technology is true? a. Globalism and the use of technology are likely to create less value for customers as managers attempt to offset global competition. 0% b. Globalism and the use of technology have contributed to greater changes within organisations. 0% c. Globalism and the use of technology may enhance an organisation's capabilities and urge managers to design new competitive strategies. 0% d. B and C 100% mgmt1h 1.1-34 The term "manager" refers to _. a. top managers within the firm 0% b. non-union members 0% c. anyone in the organisation involved in specific managerial actions 100% d. anyone involved in formulating the firm's strategic plan 0% mgmt1h 1.1-36 If Mrs. Smith manages a small firm with 110 employees and Miss Jones manages a larger firm with 500 employees, which of the following assumptions can be made? a. Dimensions of effective management will not be affected by the type of organisation, but the fundamental substance of management will likely change. 0% b. Some dimensions of effective management will only differ if one firm is for profit and the other firm is non-profit. 0% c. Some dimensions of effective management may be affected by the size of the organisation, but the fundamental substance of management will not change. 100% d. The management philosophies of both managers will be the same. 0% mgmt1h 1.1-37 Developing a degree of shared cooperation and gaining the acceptance of existing ways of working together become essential in influencing effective management. Which of the following statements is NOT true? a. Shared cooperation among employees can be accomplished by using existing structures and processes. 0% b. Common organisational objectives are less likely to exist among employees of varied cultural, technical, and socioeconomic backgrounds. 100% c. Behaviours, structures, and processes over time help constitute the organisation's personality, or culture. 0% d. Shared cooperation among employees can be accomplished by using new structures and processes. 0% mgmt1h 1.1-39 Which of the following resources is likely to be the LEAST limited in effective organisations? a. entrepreneurial mindset 100% b. money 0% c. equipment and people 0% d. time 0% mgmt1h 1.1-38 Being adept at assessing other people's capabilities will NOT allow managers to _. a. develop more effective motivation tools 0% b. determine definite gender differences between males and female employees 100% c. set expectations for employee performance 0% d. determine additional instruction and training needs 0% mgmt1h 1.1-40 In addressing the global/local paradox, effective managers need to _. a. have a broad global perspective in order to understand their local situation 0% b. develop both a local and global perspective 100% c. standardise product features, regardless of local preferences 0% d. have only a local perspective 0%mgmt1h 1.1-41 When a sales manager of one region meets with other regional managers and presents his or her views on pending sales opportunities, he or she is functioning in a(n) _ role. a. entrepreneurial0% b. monitor0% c. liaison0% d. spokesperson100% mgmt1h 1.1-42 The lack of _ skills was shown to limit managerial advancement even when other skills were present.a. conceptual0% b. technical0% c. administrative0% d. interpersonal100% mgmt1h 1.1-44 An entrepreneurial mindset _. a. prevents a manager from sensing market opportunities through uncertainty0% b. requires a managerial commitment to constantly learn new skills100% c. is less critical among managers of small firms than among managers of larger firms0% d. none of the above0% mgmt1h 1.1-45 According to Hitt, Black, and Porter, the term "member" is referred to as _. a. anyone employed in a managerial capacity 0% b. a unionised employee only 0% c. any employee in the organisation who works in a non-managerial capacity 0% d. any employee in the organisation, regardless of position in the organisation 100% mgmt1h 1.1-46 Which of the following statements is NOT true regarding change in an organisation? a. Not making any changes is unlikely to be an option. 0% b. Managing technology is more important than change to a manager. 100% c. Change is the most persistent and powerful area of challenge facing a manager. 0% d. All managers are faced with change, regardless of how new or experienced the manager may be. 0% mgmt1h 1.1-47 Effective managers must be able to _. a. be adept at motivating people 0% b. be adept at assessing other people's capabilities 0% c. be adept at matching people's capabilities with appropriate responsibilities 0% d. all of the above 100% mgmt1h 1.1-50 Which of the following is NOT an informational role? a. disseminator 0% b. monitor 0% c. spokesperson 0% d. negotiator 100%mgmt1h 2.1-22 Which two elements help people see the need for change? a. contrast and competition 0% b. confrontation and competition 0% c. contrast and confrontation 100% d. none of the above 0% mgmt1h 2.1-30 "Early wins" are _. a. accurate predictions about the organisational environment 0% b. more important in the unfreeze phase, especially since getting employees to buy into a change can be difficult 0% c. unpopular change theories that cannot be proven 0% d. consistent positive reinforcements of a desired change 100% mgmt1h 2.1-33 To refreeze change effectively, one should _. a. focus primarily on group progress 0% b. avoid high impact, inescapable confrontations 0% c. avoid "early wins" 0% d. repeat the messages of the old and new maps over and over again 100% mgmt1h 2.1-41 If the rate of change is increasing, then _. a. managers will decrease their ability to respond quickly to change 0% b. most managers lose their ability to monitor change within the organisation 0% c. managers may benefit by increasing their ability to anticipate change 100% d. A and B 0% mgmt1h 2.1-42 Why did the Samsung CEO in Korea organise Samsung executives to visit the United States? a. The executives needed to see how sales were going in the US 0% b. The executives needed to refine their marketing approach in the US 0% c. The executives had fixed mental maps 100% d. The executives were being rewarded for high performance 0% m