Test Bank for Fundamentals of Management, 10th Canadian Edition by Stephen P. Robbins
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Course
Management
Institution
Management
Test Bank for Fundamentals of Management, 10ce 10th Canadian Edition by Stephen P. Robbins, David A. DeCenzo, Mary A. Coulter, Ian Anderson. Full chapters test bank (Chapter 1 to 13 + Supplement A,B,C) are included.
1 Introduction to Management and Organization
Supplement 1A A Brief History of ...
Test Bank for Fundamentals of Management, 10th Canadian Edition Robbins
Fundamentals of Management, 10Ce (Robbins) All Chapters ✅
Chapter 1 Introduction to Management and Organizations
1) A strong economy will protect poorly managed companies from bankruptcy.
Answer: FALSE
Diff: 2 Type: TF
Skill: Recall
LO: 1.1 Explain why it's important to study management.
AACSB: Reflective Thinking
2) The study of management is of value only to those in management positions.
Answer: FALSE
Diff: 2 Type: TF
Skill: Recall
LO: 1.1 Explain why it's important to study management.
AACSB: Reflective Thinking
3) In order to be considered a manager, an individual must direct, oversee, or work with others.
Answer: TRUE
Diff: 2 Type: TF
Skill: Recall
LO: 1.2 Define management.
AACSB: Analytical Thinking
4) Managers are concerned primarily with the effective use of resources such as people, money,
and equipment.
Answer: FALSE
Diff: 2 Type: TF
Skill: Recall
LO: 1.2 Define management.
AACSB: Analytical Thinking
5) A goal of efficiency is to minimize output costs while maximizing input costs.
Answer: FALSE
Diff: 2 Type: TF
Skill: Recall
LO: 1.2 Define management.
AACSB: Analytical Thinking
6) Effectiveness refers to the attainment of the organization's goals.
Answer: TRUE
Diff: 2 Type: TF
Skill: Recall
LO: 1.2 Define management.
AACSB: Analytical Thinking
1
,7) Supervisors and team leaders may both be considered first-line managers.
Answer: TRUE
Diff: 1 Type: TF
Skill: Recall
LO: 1.3 Describe who managers are and where they work.
AACSB: Analytical Thinking
8) The changing nature of work means that members of an organization who do not have people
reporting directly to them are still considered managers.
Answer: TRUE
Diff: 1 Type: TF
Skill: Recall
LO: 1.3 Describe who managers are and where they work.
AACSB: Analytical Thinking
9) Part of what defines an organization is its purpose.
Answer: TRUE
Diff: 2 Type: TF
Skill: Recall
LO: 1.3 Describe who managers are and where they work.
AACSB: Analytical Thinking
10) All organizations have a structure that in some way serves to define and limit the behaviour
of members of the organization.
Answer: TRUE
Diff: 2 Type: TF
Skill: Recall
LO: 1.3 Describe who managers are and where they work.
AACSB: Analytical Thinking
11) Because profit, or the "bottom line," is not the measure of success for not-for-profit
organizations, managers of charitable organizations do not have to concern themselves with the
financial aspects of their organizations.
Answer: FALSE
Diff: 2 Type: TF
Skill: Applied
LO: 1.3 Describe who managers are and where they work.
AACSB: Reflective Thinking
12) All managers devote at least some of their time to planning.
Answer: TRUE
Diff: 2 Type: TF
Skill: Recall
LO: 1.3 Describe who managers are and where they work.
AACSB: Reflective Thinking
2
,13) Small businesses contribute significantly to the Canadian economy, employing almost half of
all Canadian workers.
Answer: TRUE
Diff: 2 Type: TF
Skill: Recall
LO: 1.3 Describe who managers are and where they work.
AACSB: Application of Knowledge
14) Managers working in privately held organizations are accountable to shareholders and report
to a board of directors.
Answer: FALSE
Diff: 2 Type: TF
Skill: Recall
LO: 1.3 Describe who managers are and where they work.
AACSB: Analytical Thinking
15) A district manager is an example of a top manager.
Answer: TRUE
Diff: 3 Type: TF
Skill: Recall
LO: 1.3 Describe who managers are and where they work.
AACSB: Reflective Thinking
16) A manager's job is about personal achievement.
Answer: FALSE
Diff: 3 Type: TF
Skill: Recall
LO: 1.3 Describe who managers are and where they work.
AACSB: Reflective Thinking
17) As managers move up in the organization, they do less planning and more direct overseeing
of others.
Answer: FALSE
Diff: 3 Type: TF
Skill: Recall
LO: 1.3 Describe who managers are and where they work.
AACSB: Reflective Thinking
18) The four contemporary management processes are planning, organizing, leading, and
commanding.
Answer: FALSE
Diff: 1 Type: TF
Skill: Recall
LO: 1.4 Describe what managers do.
AACSB: Analytical Thinking
3
, 19) Determining who reports to whom is part of the controlling function of management.
Answer: FALSE
Diff: 1 Type: TF
Skill: Applied
LO: 1.4 Describe what managers do.
AACSB: Analytical Thinking
20) Providing motivation is part of the controlling function of management.
Answer: FALSE
Diff: 2 Type: TF
Skill: Applied
LO: 1.4 Describe what managers do.
AACSB: Analytical Thinking
21) Defining goals is a key part of the organizing function of management.
Answer: FALSE
Diff: 1 Type: TF
Skill: Applied
LO: 1.4 Describe what managers do.
AACSB: Analytical Thinking
22) Deciding who will be assigned to which job is a part of the leading function of management.
Answer: FALSE
Diff: 1 Type: TF
Skill: Applied
LO: 1.4 Describe what managers do.
AACSB: Analytical Thinking
23) In Mintzberg's view, the roles of figurehead, leader, and liaison are all interpersonal roles.
Answer: TRUE
Diff: 2 Type: TF
Skill: Recall
LO: 1.4 Describe what managers do.
AACSB: Analytical Thinking
24) Disturbance handler is one of Mintzberg's interpersonal roles.
Answer: FALSE
Diff: 2 Type: TF
Skill: Recall
LO: 1.4 Describe what managers do.
AACSB: Analytical Thinking
4
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