Chapter 2

1. Which represents the management functions that are incorporated into the
management process?

1. A) Planning, directing, organizing, staffing, and evaluating

2. B) Planning, organizing, staffing, directing, and controlling
3. C) Organizing, planning, staffing, directing, and evaluating
4. D) Organizing, staffing, planning, implementing, and controlling

Ans: B

Feedback:

Management functions include planning, organizing, staffing, directing, and

controlling. These are incorporated into what is known as the management
process.

2. What

1. A) Meeting worker satisfaction

2. B) Delineating barriers to productivity
3. C) Using a laissez-faire approach
4. D) Encouraging employee participation

Ans: B

Feedback:

Classical, or traditional, management science focuses on production in the

workplace and on delineating organizational barriers to productivity. Little
attention was given to worker job satisfaction, and workers were assumed to be
motivated solely by economic rewards.

does traditional management science focuses upon?

3. What

1. A) Workers will naturally put forth effort

2. B) Workers need threats to be motivated
3. C) Workers are diligent and responsible
4. D) Workers are in tune with organizational needs

Ans: B

Feedback:

Theory X managers believe that their employees are basically lazy, need
constant supervision and direction, and are indifferent to organizational needs.
assumption about workers does Theory X hold?

Page 1

4. What does the Hawthorne effect implied about people?

A) Human beings under investigation will respond to the fact that
they are being
studied
B) Production will increase or decrease as light in a factory is
increased or decreased C) Membership in small groups forms social
control
D) People are inherently good and will seek out work
Ans: A
Feedback:
Hawthorne effect indicated that people respond to the fact that they
are being studied, attempting to increase whatever behavior they feel
will continue to warrant the attention. The other statements do not
reflect implied beliefs about people.
5. Managing conflict among staff members would occur in which part of
the management process?
1. A) Planning
2. B) Organizing
3. C) Directing
4. D) Evaluating

Ans: C

Feedback:

Directing sometimes includes several staffing functions. However, this phases

functions usually entail human resource management responsibilities, such as
motivating, managing conflict, delegating, communicating, and facilitating
collaboration. Planning encompasses determining philosophy, goals, objectives,
policies, procedures, and rules; carrying out long- and short-range projections;
determining a fiscal course of action; and managing planned change. Organizing
includes establishing the structure to carry out plans, determining the most
appropriate type of patient care delivery, and grouping activities to meet unit
goals.

6. What is the idea that workers should be hired, trained, and promoted based
on their competence and abilities related to?

1. A) Part of the management functions identified by Fayol

2. B) The result of the human relations studies
3. C) The outcome of studies done by Mayo at the Hawthorne Works
4. D) One of the four overriding principles of scientific management

Ans: D Feedback:
Frederick Taylor, the ifather of scientific management,i had the idea that
workers should be hired, trained, and promoted based on their competence and
abilities. This concept is not associated with any of the other options.

Page 2

7. Max Weber, a well-known German sociologist, began to study large-scale

organizations to determine what made some more efficient than others. What
was his conclusion?

1. A) Workers had to have a say in management to work most

effectively
2. B) Consistent rules and regulations for workers increased efficiency
3. C) Employees should feel appreciated and valued
4. D) Workers need frequent rest periods to increase overall production

Ans: B

Feedback:

Weber saw the need for legalized, formal authority and consistent rules and
regulations for personnel in different positions. He thus proposed bureaucracy
as an organizational design. None of the other options reflect his conclusions.

8. Which leadership style maintains strong control over the work group and
uses coercion to motivate others?

1. A) Authoritarian
2. B) Democratic
3. C) Laissez-faire
4. D) A contingency approach

Ans: A

Feedback:

Lewin identified three common leadership styles: authoritarian, democratic, and

laissez- faire. Authoritarian leadership results in well-defined group actions that
are usually predictable, reducing frustration in the work group and giving
members a feeling of security. Productivity is usually high, but creativity, self-
motivation, and autonomy are reduced. Authoritarian leadership is frequently
found in very large bureaucracies such as the armed forces. Coercion to
motivate is not associated with the other options.

9. Which statement about situational or contingency leadership theory is

correct?

1. A) High relationship behavior is much more essential to a good

manager than high
task behavior
 2. B) This leadership model is effective in bureaucratic organizations
because it is task
focused
3. C) Management should be consistent in different situations so
workers understand
what is expected of them
4. D) The leadership style chosen by a manager should reflect the
task/relationship
behavior of those being managed

Ans: D

Feedback:

The idea that leadership style should vary according to the situation or the
individuals involved was first suggested almost 100 years ago by Mary Parker
Follett, one of the earliest management consultants and among the first to view
an organization as a social system of contingencies. The other options present
statements that are incorrect.

Page 3

10. Which statement depicts leadership?

1. A) A leadership position is assigned

2. B) A leadership position carries a legitimate source of power
3. C) Members of a group will follow a person in a leadership position
only by choice
4. D) Leadership requires meeting organizational goals

Ans: C

Feedback:

A leader is the person who guides direction, opinion, and course of action
without having an assigned position within the formal organization and so
people choose to follow them. The other options are not accurate descriptions of
leadership.

11. Gardner states that integrated leaders-managers distinguish themselves

from more traditional managers in six ways. Which is a distinguishing trait of a
traditional manager rather than an integrated leader-manager?

1. A) They are politically astute

2. B) They look outward, toward the larger organization
3. C) They extend influence only to their own group
4. D) They emphasize vision, values, and motivation
Ans: C

Feedback:

Traditional managers influence those in their own groups while integrated

leaders influence others beyond their own group. The remaining options
represent traits that may be shared by both types.

12. What

1. A) Leadership is a process of influencing others within an

organizational culture
2. B) The interactive relationship between the leader and the follower is
significant
3. C) Some are born to lead, whereas others are born to be led
4. D) Vision and empowerment are two of the most critical leadership
skills

Ans: C

Feedback:

Early leadership theorists focused on broad conceptualizations of leadership that

assumed that people have certain characteristics or personality traits that make
them better leaders than others. The remaining options do not describe a
concept suggested by early leadership-theory development.

concept does early leadership-theory development suggest?

Page 4

13. Which is a characteristic of Theory Z?

1. A) Non-consensus decision making

2. B) Fitting employees to their jobs
3. C) Rapid career promotions
4. D) Authoritative problem solving

Ans: B

Feedback:

Characteristics of Theory Z include fitting employees to their jobs, consensus

decision making, job security, slower promotions, examining the long-term
consequences of management decision making, quality circles, guarantee of
lifetime employment, establishment of strong bonds of responsibility between
superiors and subordinates, and a holistic concern for the workers.

14. What type of leader is the person who is committed, has a vision, and is
able to empower others with this vision?
 1. A) Transactional
2. B) Transformational
3. C) Interactional
4. D) Bureaucratic

Ans: B

Feedback:

Transformational leadership positively impacts the leader and the follower, who
have a collective purpose. The traditional manager, concerned with the day-to-
day operations, was termed a transactional leader. The remaining options are
not associated with these characteristics.

15. How many primary leadership styles have been identified?

1. A) One
2. B) Two
3. C) Three
4. D) Four

Ans: C

Feedback:

Three primary leadership styles have been identified: authoritarian, democratic,

and laissez-faire.

Page 5

16. What type of management was emphasized in the human relations era of
management? A) Participatory

B) Authoritarian

C) Democratic

D) Laissez-faire

Ans: A

Feedback:

The human relations era of management science emphasized concepts of

participatory and humanistic management. Three primary leadership styles
have been identified: authoritarian, democratic, and laissez-faire.

17. What

1. A) Inward thinkers
2. B) Long-term thinkers
3. C) Concerned with employee motivation
 4. D) Possess influence beyond their own group

Ans: B, C, D

Feedback:

Gardner asserted that integrated leader-managers possess six distinguishing

traits: They influence others beyond their own group; they emphasize vision,
values, and motivation; they think longer term; they look outward, toward the
larger organization they are politically astute; they think in terms of change and
renewal.

is a distinguishing trait of integrated leader-managers? Select all that apply.

18. What

A) Leadership behavior is generally determined by the relationship between the

is the basic premise of the interactional theory?

leaders personality and the specific situation

2. B) Manager behaviors are generally determined by the relationship

between the
managers personality and the specific situation.
3. C) Both managers and followers have the ability to raise each other
to higher levels
of motivation and morality.
4. D) Both leaders and followers have the ability to raise each other to
higher levels of
motivation and morality.

Ans: A

Feedback:

The basic premise of interactional theory is that leadership behavior is generally

determined by the relationship between the leaders personality and the specific
situation. Transformational leadership is where both leaders and followers have
the ability to raise each other to higher levels of motivation and morality.

Page 6

19. It is the idea that context is an important mediator of transformational

leadership, that led to the creation of full range leadership theory early in the
21st century. This theory originally developed by Antonakis, Avolio, and
Sivasubramaniam suggests how many transformational factors impacting
leadership style and its impact on followers?

1. A) One
2. B) Three
 3. C) Five
4. D) Nine

Ans: C

Feedback:

There are nine factors impacting leadership style and its impact on followers;
five are transformational, three are transactional, and one is a nonleadership or
laissez-faire leadership factor.

20. What

1. A) Transactional
2. B) Transformational
3. C) Interactional
4. D) Bureaucratic

Ans: A

Feedback:

The traditional manager, concerned with the day-to-day operations, is termed a

transactional leader. This is not a characteristic of the other options.

type of manager is concerned with the day-to-day operations?

21. What

1. A) Establishing a legitimate source of power

2. B) Delegating responsibilities to staff members
3. C) Formulate the budget to achieve the stated goals
4. D) Direct attention to the management of unwilling subordinates

Ans: A, B, C

Feedback:

The manager is typically involved in the delegation of responsibilities through

the power of the legitimate power associated with the position. To manipulate
people, the environment, money, time, and other resources to achieve
organizational goals is also a managers focus. Attention to both willing and
unwilling subordinates as well as established responsibilities is associated with
the role of the manager.

is the typical focus of managers? Select all that apply.

Page 7

22. Which activity is associated with a leadership role? Select all that apply.
 1. A) Mentoring two new managers
2. B) Establishing goals for the coming year
3. C) Advocating for employee regarding personal policies
4. D) Providing a motivational speech at the new employee orientation

Ans: A, B, C, D

Feedback:

Leadership roles include mentoring, decision making, advocating,

andenergizing. Risk taking is also considered a leadership role.

23. The failure to engage in which activity is considered a fatal flaw of

leadership? Select all that apply.

A)

B)

C)

D)

Ans:

Feedback:

Leadership is flawed and likely ineffective when the leader does not collaborate
and communicate effectively with others in the organization. The improvement
and development of both others and oneself is vital to the effectiveness of a
leader. Clear forward thinking is associated with good leadership.

24. Which statement by a subordinate demonstrates the greatest problem for

the leader?

1. A) iYour plans for the changes will be difficult to implement.i

2. B) iI dont think you heard what the rest of us had to say.i
3. C) iDo you have an idea what direction we need to go?i
4. D) iCan you tell me why my suggestion will not work?i

Ans: A

Feedback:

The statement is a clear indication that the subordinate feels the leader is not
listening and collaborating; this is a fatal flaw. The other statements are more
open to explanation by and with the subordinate and leader.

Collaboration Communication Self-improvement Staff development A, B, C, D

Page 8
25. Which function of the management process involves the performance
evaluation of staff?

1. A) Planning
2. B) Organizing
3. C) Staffing
4. D) Controlling

Ans: D

Feedback:

Controlling is the function that includes performance appraisals, fiscal

accountability, quality control, legal and ethical control, and professional and
collegial control.

Page 9