26. Managers least enjoy activities such as controlling subordinates
and managing time pressures.
ANS:
27. The individual performer is a generalist and coordinates a broad
range of activities.
ANS:
28. The manager is a specialist and a “doer.”
ANS:
29. Becoming a successful manager means thinking in terms of building
teams and networks, becoming a motivator and organizer within a highly
interdependent system of people and work.
ANS:
30. Spotlight on Skills box in Chapter 1 asks you to consider issues
such as the increased workload and the challenge of supervising former peers to
help you decide if you really want to become a manager.
ANS:
31. Managerial activity is often characterized by routine, continuity,
and lengthy time-frame.
ANS:
32. A manager forwards information to other organization members in
the disseminator role.
ANS:
33. In the spokesperson role, a manager forwards information to other
organization members.
ANS:
34. The interpersonal roles performed by managers include figurehead,
leader, and liaison.
ANS:
35. The informational roles that managers perform include monitor,
disseminator, and spokesperson.
ANS:
36. The monitor role involves the initiation of change.
ANS: F
37. In the figurehead role, the manager performs ceremonial and
symbolic duties.
ANS:
38. The disturbance handler role involves the initiation of change,
thinking about the future and how to get there.
ANS:
39. Fortunately for managers, the disseminator and spokesperson roles
are identical.
ANS:
40. Managers in small businesses tend to emphasize roles different
from those of managers in large corporations.
ANS:
41. Not-for-profit organizations, such as The Red Cross and the Girl
Scouts, represent a major application of management talent.
ANS:
42. We might expect managers in nonprofit organizations to place more
emphasis on the roles of spokesperson, leader, and resource allocator.
ANS:
43. Managers in not-for-profit organizations, according to research,
should place less emphasis on the roles of spokesperson, leader, and resource
allocator.
ANS:
44. One of the most striking changes affecting organizations and
management is technology.
ANS:
45. In the new workplace, the valued worker is one who learns quickly,
shares knowledge, and is comfortable with risk, change, and ambiguity.
ANS:
46. The primary characteristic of the new workplace is that it is
centered on loyal and homogeneous employees.
ANS:
47. The new workplace is organized around networks rather than rigid
hierarchies, and work is often virtual.
ANS:
48. Organizations are increasingly shifting significant chunks of what
were once considered core functions to outsiders via outsourcing, joint
ventures, and other complex alliances.
ANS:
49. In the new workplace, managers should focus on developing
teamwork, collaboration, and learning.
ANS:
50. Success in the new workplace depends on the strength and quality
of independent employees.
ANS: 26. Managers least enjoy activities such as controlling subordinates
and managing time pressures.ANS: 27. The individual performer is a generalist and coordinates a broad
range of activities.ANS: 28. The manager is a specialist and a “doer.”ANS: 29. Becoming a successful manager means thinking in terms of building
teams and networks, becoming a motivator and organizer within a highly
interdependent system of people and work.ANS: 30. Spotlight on Skills box in Chapter 1 asks you to consider issues
such as the increased workload and the challenge of supervising former peers to
help you decide if you really want to become a manager.ANS: 31. Managerial activity is often characterized by routine, continuity,
and lengthy time-frame.ANS: 32. A manager forwards information to other organization members in
the disseminator role.ANS: 33. In the spokesperson role, a manager forwards information to other
organization members.ANS: 34. The interpersonal roles performed by managers include figurehead,
leader, and liaison.ANS: 35. The informational roles that managers perform include monitor,
disseminator, and spokesperson.ANS: 36. The monitor role involves the initiation of change.ANS: F 37. In the figurehead role, the manager performs ceremonial and
symbolic duties.ANS: 38. The disturbance handler role involves the initiation of change,
thinking about the future and how to get there.ANS: 39. Fortunately for managers, the disseminator and spokesperson roles
are identical.ANS: 40. Managers in small businesses tend to emphasize roles different
from those of managers in large corporations.ANS: 41. Not-for-profit organizations, such as The Red Cross and the Girl
Scouts, represent a major application of management talent.ANS: 42. We might expect managers in nonprofit organizations to place more
emphasis on the roles of spokesperson, leader, and resource allocator.ANS: 43. Managers in not-for-profit organizations, according to research,
should place less emphasis on the roles of spokesperson, leader, and resource
allocator.ANS: 44. One of the most striking changes affecting organizations and
management is technology.ANS: 45. In the new workplace, the valued worker is one who learns quickly,
shares knowledge, and is comfortable with risk, change, and ambiguity.ANS: 46. The primary characteristic of the new workplace is that it is
centered on loyal and homogeneous employees.ANS: 47. The new workplace is organized around networks rather than rigid
hierarchies, and work is often virtual.ANS: 48. Organizations are increasingly shifting significant chunks of what
were once considered core functions to outsiders via outsourcing, joint
ventures, and other complex alliances.ANS: 49. In the new workplace, managers should focus on developing
teamwork, collaboration, and learning.ANS: 50. Success in the new workplace depends on the strength and quality
of independent employees.
