ACCOUNTING

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15. Providing incentives to employees to motivate them toward achieving organizational objectives

relates to the management function of:

A. planning.

B. organizing.

C. marketing.

D. controlling.

E. directing.

Directing is motivating and leading employees to achieve organizational objectives; managers

may motivate employees by providing incentives—such as the promise of a raise or promotion—

for them to do a good job.

16. When Betsy pointed out to her supervisor that the furniture assemblers at their manufacturing

plant were using 20 percent more nails in the current month when compared to the preceding

months, she was involved in the management function of:

A. planning.

B. organizing.

C. staffing.

D. controlling.

E. directing.

17. For an organization, the first step in the management function of controlling is to:

A. ask its employees to fix the problems.

B. take corrective actions when necessary.

C. investigate the causes of any deviations.

D. measure the actual performance.

E. identify deviations from the standard.

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18. In an organization, decisions regarding adding new products, acquiring companies, and moving

into foreign markets would most typically be made by:

A. the first-line management.

B. a sales manager.

C. the middle management.

D. a production manager.

E. the top management.

19. _____ are responsible for tactical planning that will implement the general guidelines established

by top management.

A. Chief executive officers

B. Middle managers

C. Top managers

D. First-line supervisors

E. Office managers

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20. The specific operations of the organization, plant, division, or department would most typically

involve the _____ of the company.

A. top management

B. middle management

C. first-line management

D. board of directors

E. stockholders

In business, plant managers, division managers, and department managers make up middle

management. Middle managers are involved in the specific operations of the organization and

spend more time organizing than other managers.

21. Positions such as foremen, supervisors, and office service managers are a part of the _____ of the

company.

A. top management

B. first-line management

C. middle management

D. executive levels

E. strategic planning division

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22. _____ managers spend most of their time directing and controlling the daily operations of the

organization.

A. Product

B. Middle

C. Top-level

D. First-line

E. Division

23. A marketing manager is primarily responsible for:

A. using the money available to the company to attain its objectives.

B. hiring employees and dealing with them in a formalized manner.

C. planning, pricing, and promoting products and overseeing their distribution.

D. managing an entire business of a major segment of the business.

E. implementing, maintaining, and controlling technology applications required by the company.

24. Which of the following is a feature of democratic leadership?

A. Encouraging employees to discuss concerns and provide inputs

B. Using economic rewards solely to motivate employees

C. Allowing the employees complete autonomy to work on their own

D. Monitoring employee actions very closely and in great detail

E. Making decisions and telling the employees what must be done and in what manner

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25. A(n) _____ leadership style is best for stimulating unskilled or unmotivated employees.

A. bureaucratic

B. democratic

C. free-rein

D. autocratic

E. inclusive

26. Which of the following is true of authentic leaders?

A. Authentic leaders display all the characteristics of autocratic leaders.

B. Authentic leaders make all the relevant decisions and inform employees what they have to do

and how.

C. Authentic leaders are an exclusive group of leaders whose leadership behaviors are

distinctive.

D. Authentic leaders are identified by the way in which they conduct themselves with

stakeholders.

E. Authentic leaders are concerned about the task at hand, rather than establishing lasting

relationships with stakeholders.

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27. Managers at Sprocket Inc. have recognized declining sales on their water purifier and must make

a decision about what to do. Their next step is to:

A. define the situation.

B. develop options.

C. analyze options.

D. select the best option.

E. implement the decision.

28. When analyzing options in the decision-making process, managers must consider the

appropriateness and _____ of each option.

A. novelty

B. practicality

C. creativity

D. universality

E. validity

29. Which of the following best describes the importance of monitoring the consequences of

decisions?

A. The consequences of decisions may not be apparent quickly enough without monitoring.

B. Monitoring the consequences of decisions is the immediate logical step after selecting the best

option.

C. Monitoring the consequences acts like a financial barometer of how expensive decisions are.

D. Shareholders like to see the consequences of decisions on annual reports.

E. Monitoring the consequences of decisions is not important and it is expensive.

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30. A(n) _____ is a calendar, containing both specific and vague items, that helps a manager figure

out what must be done and how to get it done to meet the objectives set by the organization.

A. log sheet

B. flowchart

C. proforma

D. referendum

E. agenda

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Chapter 7

Multiple Choice Questions

1. _____ refers to a firm’s shared values, beliefs, traditions, philosophies, rules, and role models for

behavior.

A. Organizational chart

B. Centralization

C. Organizational culture

D. Organizational structure

E. Business record

2. Which of the following is NOT part of organizational culture?

A. Values

B. Beliefs

C. Role models

D. Traditions

E. Religion

3. Which of the following statements is true about organizational culture?

A. It is absent in small organizations.

B. It can only be communicated formally.

C. It can only be seen in nonprofit organizations.

D. It is also reflected in an organization’s relationships with stakeholders.

E. It doesn’t encompass employee behavior and ways of dealing with problems.

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