Bài ghi ôn tập QTH (TA)

CHAPTER 1 - MANAGER AND MANAGEMENT 1. An organization is ________. A. the physical locationwhere people work B. any collection of people who all perform similar tasks C. a deliberate arrangement of people toaccomplish somespecificpurpose D. a group of individuals focused on profit-making for their shareholders 2. All organizations have ________ which define(s) the organization's purpose and reason for existing. A. rulesB. structureC. limitsD. goals 3. Which of the following is a key difference between managerial and nonmanagerial employees? A. Nonmanagerial employees do not oversee the work of others. B. Managerial employees work longer hours. C. Managerial employees receive higher pay compensation. D. Nonmanagerial employees have less formal education. 4. The primary job of a manager is to ________. A. coordinate between organization leaders and ordinary employees B. direct and oversee the work of others C. tackle tasks that are too difficult for nonmanagerial employees D. make decisions that help an organization grow Top-level manager: help direct and oversee the entire business responsible for its long-term management and success. roles usually involve complex decisions and tasks that trickle down and are delegated to other employees Middle managers are the link between first-line managers and top-level managers use these strategic plans and guidelines to create specific operations plans, converting them into more defined tasks and goals for other employees and managers responsible for implementing top-level plans and guiding other managers and employees to meet these goals and objectives General manager Department manager or head Director Chief supervisor Division manager Regional manager First-line managers are generally supervisory or entry-level managers who work closely with the business’s employees tasked with supervising, listening to and collaborating directly with employees Supervisor Assistant manager Shift manager Office manager Section chief Floor manager Area coordinator Supervisorsand team leaders mayboth beconsideredfirst-linemanagers. 5. One of the common characteristics of all organizations is ________ that define(s) rules, regulations, and values of the organization. B. a systematic structure A. a stated purpose C. a set of written bylaws D. an explicit goal 6. The work of a manager ________. A. is strictly limited to overseeing and monitoring the work of others B. involves only high-level tasks that require a sophisticated skill set C. may involve performing tasks that are not related to overseeing others D. does not involve interaction with nonmanagerial employees 7. Supervisor is another name for which of the following? A. team leader B. first-line manager C. top manager D. middle manager 8. Which of the following types of managers is responsible for making organization-wide decisions and establishing the plans and goals that affect the entire organization? B. team leader A. top manager C. department head D. project leader 9. Which is an important job responsibility for a middle manager? A. defining the organization’s long-term goals B. performing tasks that are not related to long-term goals C. helping top managers define goals D. translating goals defined by top managers intoaction 10. All levels of management between the supervisory level and the top level of the organization are termed ________. B. first-line managers A. middle managers C. team leaders D. supervisors 11. Which of the following levels of management is associated with positions such as executive vice president, chief operating officer, chief executive officer, and chairperson of the board? B. top managers A. middle managers C. first-line managers D. team leaders 12.Another term for efficiency is ________. A.doingthings right B. doing things at the right time C. making sure things get done D. doing the right things 13.Whichof the following might be anexampleofincreasedefficiency in manufacturing? A. cutting the price of the product B. increasing advertising for the product. C. cutting the amount of labor required to make the product D. increasing sales of the product =>cắtgiảmnhâncông->cắtgiảmchiphíđầuvào->tăngnăngsuất + hiệu suất 14. Another term for effectivenessis ________. A. doing things right B. doing things when necessary D. doing things intelligently C. doingthe right things 15. Effectiveness is synonymouswith ________. A. efficiency B. smart management C. goalattainment D. cost minimization 16. Efficiencyrefers to________. A. the additive relationship between inputs and outputs B. the inverse relationship between inputs and outputs C. therelationship betweeninputsandoutputs D. decreasing inputs only 17. Goodmanagementstrivesfor(phấnđấu)________. A. high efficiency and low effectiveness B. highefficiencyandhigheffectiveness C. moderate efficiency and moderate effectiveness D. low efficiency and high effectiveness Chất lg => effectiveness Giá cả => effeciency 18. A candy manufacturer would increase both efficiency and effectiveness by making ________. A. thesame candyatalowercost B. better candy at a lower cost C. thesame candyatthe samecost D.bettercandyatthesamecost 19. A candy manufacturer that made candy at a lower cost without improving the quality of the candy could be said to ________. A. increase effectiveness without increasingefficiency B. increase both effectiveness and efficiency C. decrease both effectiveness and efficiency D. increase efficiency without increasing effectiveness 20. Which of the following identifies a manager who does NOT typically supervise other managers? A. shift manager B. unit chief C. division manager D. vice president 21. The four contemporary management processes are planning, organizing, leading, and commanding. (planning, organizing, leading, and controlling) A. True B. False 22. Determining who reports to whom is part of the controlling function of management. (organization) A. True B. False 23. Providing motivation is part of the controlling function of management. (leading) A.True B. False 24. Defining goals is a key part of the organizing function of management. (planning) A.True B. False 25. Deciding who will be assigned to which job is a part of the leading function of management. (organizing) A. True B. False 26. In Mintzberg's view, the roles of figurehead, leader, and liaison are all interpersonal roles. A. True B. False 27. Disturbance handler is one of Mintzberg's interpersonal roles. A. True B. False 28. A typical first-level manager spends more of his or her time leading than planning A. True B. False 29. All managers devote at least some of their time to planning. A. True B. False 30. A manager in a large business generally will spend more of her time as a spokesperson and entrepreneur than her counterpart in a small business ( ko phân biệt quy mô doanh nghiệp) A. True B. False 31.Today,thebasicmanagementfunctionsareconsidered to be A. planning, coordinating, leading, and monitoring B. planning, organizing, leading, and motivating C. commanding, organizing, leading, and decision making D. planning, organizing, leading, and controlling 32.Thecontrollingmanagementfunctionislargelyamatter of C. monitoring to see that tasks are accomplished D. enforcing rules for employees 33. Organizing includes A. conflicts (leading) A. resolving defining organizational goals (planning) B. determining what needs to be done (organizing) B. resolving conflicts (leading) C. motivating organizational members (leading) D. determining whodoes what tasks 34. Resolving a conflict would be considered to fall under which managerial function? A. controlling B. planning C. directingD. leading 35. Giving a speech at an organization banquet would fall into which Mintzberg category? A. informational B. interpersonal C. decisional D. Entrepreneurial => đi giao tiếp xã giao 36. A pharmaceutical company manager attending a meeting of academic scientists would be functioning in which role? A. informational B. figureheadC. liaison D. decisional 37. All of the following are examples of informational roles according to Mintzberg EXCEPT A. entrepreneur B. Monitor C. disseminator D. spokesperson 38. Unlike the manager of a small business, the most important concerns of a manager in a large organization are focused A. externally, particularly on entrepreneurial tasks B. internally, particularly on the allocation of resources C. on setting goals D. on planning ways to improve organizational structure 39. Which of the following would networking be most likely to help a manager accomplish? A. increasing efficiency B. increasing effectiveness C. defining goals D. building a power base 40. Companies that are well managed can prosper during difficult economic times by depending on A. government bailouts B. filing for bankruptcy C. raising prices D. a loyal customer base 41. Which of the following is a factor in today's tough economic climate that managers do NOT need to deal with? A. changing technology B. economic uncertainty C. employees who are not eager to work (leader) D. distrust between managers and employees 42. Brenda Kraft has proven herself to be an able manager. Her section has a high project completion rate with the highest-quality product and the lowest defects in her division. In addition, she accomplishes this with fewer full-time people than other managers. Co- workers say that the secret of her success is in her ability to delegate responsibility and her understanding of the basic "management processes." Brenda's high project completion rate indicates that she is A. an efficient manager C. a good spokesperson B. an effective manager D.agoodresourceallocator => chấtlg sp tốt->effective 43. Brenda Kraft has proven herself to be an able manager. Her section has a high project completion rate with the highest-quality product and the lowest defects in her division. In addition, she accomplishes this with fewer full-time people than other managers. Co- workers say that the secret of her success is in her ability to delegate responsibility and her understanding of the basic "management processes." If Brenda accomplished her projects on time with high-quality results, but she took more time than other managers in the process, you could say that as a manager she was A. efficient, but not effective B. a leader, but not a top manager C. project oriented, but not effective D. effective, but not efficient => output (time) is longer -> less efficient 44. As a production supervisor, Joe determines the number of output units his department will produce each week. On Monday, he informs his team that the schedule is going to be difficult this week due to the increased number of output units. He goes on to tell them that he is confident that they can fulfill the schedule because they are tough, talented, and "when the going gets tough, they are the ones who get going." Each day during the week, Joe checks the amount of output that the employees have completed and the number of units that have been rejected. When Joe decides the number of output units his team will be able to produce this week, which of the management processes is he performing? A.controlling B. leading C. planning D. Organizing 45. In a short essay, discuss the difference between efficiency and effectiveness. - Efficiency ("doing things right") - concerned with the efficient use those resources. - Effectiveness ("foing the right things") - doing those work tasks that help the organization reach its goals Chapter 2: The manager as decision maker (1st step) A. True B. False => identifying decision criteria 2. A decision criterion defines factors that are relevant in a decision. A. True B. False 3. Managers identify a problem by comparing the current state of affairs to some standard. A. True B. False 4. All criteria are equally important in the decision-making process. A. True B. False => The greater the weight assigned to the criterion, the greater its importance. 5. The final step of the dec