1.Managers are responsible for getting activities completed efficiently and achieving the firm’s goals by utilizing:
Human, financial, and material resources
There are ten roles common to the work of allmanagers, and they can be played at different times by the same manager
True
Figurehead, leader, and spokesperson representthe three interpersonal managerial roles
False
Monitor, disseminator, and spokesperson are thethree decisional managerial roles in an organization
False
There aretwo decisional managerial roles in an organization
False
The unique access to information places themanager at the center of organizational decision-making
True
In the role of spokesperson, the managerdisseminates the organization’s information to the units and departments
False
1. Someone who works at Procter & Gamble who is responsible for the production, marketing, and profitability of the Tide detergent product line is called a:
line manager.
A general manager is someone who is responsible for managing:
an identifiable revenue-producing unit.
Managers are responsible for getting activities completed efficiently and achieving the firm’s goals by utilizing:
human, financial, and material resources
Entrepreneurship is defined as the recognitionand implementation of a good idea.
False
The principles of management are drawn from a number of academic fields, principally the fields of:
leadership, management and strategy.
Strategic planning generally includes just thetop managers and includes formulation of objectives.
False
Tactical planning in an organization is usuallyan intermediate-range plan designed to develop specific means to implement thestrategic plan.
True
Reducing waste and pollution are key indicatorsof performance.
True
Corporate social responsibility refers to socialand environmental profit
True
Competition among employers and countries forthe best and brightest puts pressure on firms to invest in present and futureleadership capabilities
True
Organizational citizenship behaviors can be understood as:
individual behaviors that are beneficial to the organization and not recognized by the formal reward system.
A manager must understand the compatibility ofindividual and group performance with respect to:
