Human Resources Management

Third year

2025

Final Revision Part (1)

AG
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 Chapter One:
Managers and managing
Terms

1. It is the process of overseeing and coordinating all organizational activities; with the purpose
of achieving the organizational goals. Management is concerned with handling people and
activities within organizations through managers. management as a process can be defined as
planning. organizing. staffing, leading, and controlling all the organizational resources to
achieve organizational goals efficiently and effectively. (Management)

2. Are defined as collections of people who work together and coordinate their actions to achieve
a wide variety of goals or desired future outcomes. (Organizations)

3. Are individuals responsible for supervising and handling all the resources of organization to
achieve its goals efficiently and effectively. (Manager)

4. Are all the organizational tangible as well as intangible assets. They include people like loyal
customers, employees and their skills. know-how, experience: as well as machinery; raw
materials; computers and information technology: patents: and financial capital.
(Organizational Resources)

5. Are the end results that the organization aims to achieve through the utilization of its
resources. These end results include high performance, high sales. High market share. high
profits. and customer satisfaction (Organizational Goals)

6. It refers to getting the most output from the least amount of inputs or resources. Efficiency is
often referred to as "doing thing right." that is. not wasting resources. (Efficiency)

7. It refers to appropriateness of the goals an organization is pursuing and the degree to which
the organization achieves those goals. Briefly, it is the goal attainment. Effectiveness is often
referred to as "doing the right things", Whereas efficiency is concerned with the means of getting
things done, effectiveness is concerned with the ends, or attainment of organizational goals.
(Effectiveness)

8. A process that includes defining goals, establishing strategy, and developing plans to
coordinate activities. (Planning)

9. Determining what tasks are to be done, who is to do them, which tasks are grouped together,
who reports to whom, and where decisions are to be made. (Organizing)

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10. A function that includes what type of people should be hired recruiting prospective people,
selecting employees, compensating employees, evaluating their performance as well as training
and development (Staffing)

11. A function that includes motivating employees, directing others, selecting the most effective
communication channels, and resolving conflicts. (Leading)

12. Monitoring activities to ensure that they are being accomplished through comparing whether
or not work is done as planned and correcting any significant deviations (Controlling)

13. They are roles performed by managers and are concerned mainly with dealing with people.
These roles are ceremonial and symbolic in nature. For instance, when the president of a college
hands out diplomas at commencement or a factory supervisor gives a group of high school
students a tour of the plant (INTERPERSONAL ROLES)

14. Symbolic head; required to perform several routine duties of a legal or social nature.
(Figurehead)

15. Responsible for hiring, training, motivating and directing employees. (Leader)

16. Maintains a network of outside contacts who provide favors and information. Thus, fostering
relationships with others who provide valuable information. (Liaison)

17. They are roles performed by managers to collect information from outside organizations and
institutions. (INFORMATIONAL ROLES)

18. receives a wide variety of Information; through scanning the news media and talking with
other people to learn of changes in the public’s tastes and what competitors may be planning.
They serve as nerve center of internal and external information of the organization (Monitor)

19. Transmits information received from outsiders or from other employees to members of the
organization. (Disseminator)

20. Transmits information to outsiders on organization’s plans, policies, actions, and results;
serves as expert on organization’s industry. (Spokesperson)

21. They are roles performed by managers with regard to making decisions inside the
organization. Mintzberg identified four roles that require making choices. (DECISIONAL
ROLES)

22 . Searches organization and its environment for opportunities and initiates projects to bring
about change. (Entrepreneur)

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23. Responsible for corrective action when organization faces important, unexpected
disturbances. (Disturbance handler)

24. Responsible for allocating physical, human, and monetary resources. (Resource allocator)

25. Responsible for representing the organization at major negotiations through discussing
issues and bargaining with other units (Negotiator)

26. are the skills that differentiate between effective and ineffective managers. Researchers have
identified three types of skills: Technical, human, and conceptual. (Management skills)

27. They are skills concerned with the ability to apply specialized knowledge or expertise
through formal education. (Technical Skills)

28. They are skills concerned with the ability to understand, communicate with, motivate, and
support other people, both individually and in groups through being good listener, and good at
managing conflicts. (Human Skills)

29. They are skills concerned with the mental ability to analyze and diagnose complex situations.
(Conceptual skills)

30. They are found at the lowest level of management; they manage the work of non-managerial
employees who typically are involved with producing the organization’s products or servicing the
organization’s customers. Paint Forman overseeing a crew of painters at university
(first-line or frontline managers).

31. They are managers between the lowest level and top levels of the organization who manage the
work of first-line managers. Marketing manager, Hr. manager (Middle managers)

32. They are found at the upper levels of the organization; they are responsible for making
organization-wide decisions and establishing the plans and goals that affect the entire organization.
President of university (Top managers)

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Notes

1. Efficiency and effectiveness

 In successful organizations, high efficiency and high effectiveness typically go hand in
hand. Poor management (which leads to poor performance) usually involves being
inefficient and ineffective or being effective but inefficient

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2. Management Functions

 Henri Fayol, a French businessman in the early part of the twentieth century, suggested
that all managers perform five functions: planning, organizing, commanding,
coordinating, and controlling.
 Today, we use four functions to describe a manager’s work:
Planning
Organizing
leading,
Controlling.
 This is called functions approach

3. ROLES APPROACH

 Although the functions approach is a popular way to describe what managers do, some have
argued that it is preliminary and the importance of the manager in influencing people
extends the term function. Thus, a new approach has evolved.

 Henry Mintzberg, a well-known management researcher, studied actual managers at work.

In his first comprehensive study, Mintzberg concluded that what managers do can best be
described by looking at the managerial roles they engage in at work. Mintzberg stated that
managers perform 10 different, highly interrelated roles in organizations
A. Interpersonal roles: The three interpersonal roles include figurehead, leader,
and liaison
B. Informational roles: The three informational roles include monitor,
disseminator, and spokesperson.
C. Decisional roles: include entrepreneur, disturbance handler, resource allocator,
and negotiator

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4. How can managers be classified in organizations?

 Manager is someone who coordinates and oversees the work of other people so organizational
goals can be accomplished. In traditionally structured organizations (often pictured as a pyramid
because more employees are at lower organizational levels than at upper organizational levels),
managers can be classified as first-line, middle, or top

 First-line (or frontline) managers

 Middle managers
 Top managers

5. Management skills are the skills that differentiate between effective and ineffective
managers. Researchers have identified three types of skills: Technical, human, and
conceptual.

6. Rewards for being a manager

 Help others find meaning and fulfillment in work

 Support, coach, and guide others
 Work with a variety of people
 Receive recognition and status in organization and community
 Play a role in influencing organizational outcomes
 Receive appropriate compensation in the form of salaries, bonuses, and stock options

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7. Challenges of being a manger

 Do hard work
 Have to deal with a variety of personalities
 Often have to make do with limited resources
 Motivate workers in uncertain situations
 Blend knowledge, skills, ambitions, and experiences of a diverse work group
 Success depends on others’ work Performance

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 Questions on Ch.1

1. Manager is someone who coordinates and oversees the work of other people so
organizational goals can be accomplished (T)
2. In traditionally structured organizations, more employees are at lower organizational
levels than at upper organizational levels (T)
3. Middle managers are found at the lowest level of management; they manage the work of
non-managerial employees (F)
4. Frontline managers are found at the upper levels of the organization; they are
responsible for making organization-wide decisions (F)
5. Managers work in organizations (T)
6. Controlling is a deliberate arrangement of people to accomplish some specific purpose
(F)
7. Organizations have two common characteristics (F)
8. An organization has a distinct purpose typically expressed through goals to be
accomplished (T)
9. Each organization is composed of people who perform the work to achieve
organizational goals. (T)
10. All organizations develop a deliberate structure within which members do their work
(T)
11. Good managers are primarily concerned with the creation of organizational value
through the managers' managerial skills and abilities (T)
12. Managers are critical to getting things done (T)
13. Managers are key players in leading the company into the future.(T)
14. The single most important variable in employee productivity and loyalty is pay or
benefits or workplace environment (F)
15. The single most important variable in employee productivity and loyalty is quality of
the relationship between employees and their direct supervisors (T)
16. Management involves coordinating and overseeing the work activities that should be
carried out efficiently and effectively by others (T)
17. Effectiveness refers to getting the most output from the least amount of inputs or
resources (F)
18 . Effectiveness is often referred to as “doing things right,” that is, not wasting resources
(F)

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19 . Effectiveness is often described as “doing the right things,” that is, doing those work
activities that will result in achieving goals (T)
20. Efficiency is concerned with the means of getting things done (T)
21. Effectiveness is concerned with the ends, or attainment of organizational goals.(T)
22. Efficiency is concerned with the ends, or attainment of organizational goals (F)
23. In successful organizations, high efficiency and high effectiveness typically go hand in
hand (T)
24. Poor management usually involves being inefficient and ineffective or being effective
but inefficient. (T)
25. Henri Fayol, suggested that all managers perform five functions: planning, organizing,
commanding, coordinating, and controlling (T)
26. Henri Fayol, suggested that all managers perform five functions: planning, organizing,
leading , coordinating, and controlling (F)
27. When managers plan, they determine what tasks are to be done, who is to do them, who
reports to whom, and where decisions are to be made. (F)
28 . When managers motivate subordinates, help in resolving work group conflicts,
influence individuals or teams as they work, select the most effective communication
channel, or deal in any way with employee behavior issues, they’re organizing.(F)
29 . Process of monitoring, comparing, and correcting is the controlling function (T)
30. Some have argued that functions approach is preliminary and the importance of the
manager in influencing people extends the term function. (T)
31. Katz concluded that what managers do can best be described by looking at the
managerial roles they engage in at work (F)
32. Informational roles are Managerial roles that involve people and other duties which are
ceremonial and symbolic in nature (F)
33. Informational roles include figurehead, leader, and liaison (F)
34. Informational roles include monitor, disseminator, and spokesperson (T)
35. Entrepreneur, disturbance handler, resource allocator, and negotiator are Decisional
roles (T)
36. The functions approach still seems to be the generally accepted way of describing the
manager’s job (T)
37. Katz proposed that managers need three critical skills in managing: technical, human,
and conceptual (T)
38 . Interpersonal skills are the job-specific knowledge and techniques needed to
proficiently perform work tasks (F)
39. Interpersonal skills tend to be more important for first-line managers

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40. Interpersonal skills tend to be more important for top managers
41. Interpersonal skills are equally important to all levels of management
42. Conceptual skills are most important to top managers
43. Effective manager should understand the importance of customers and clearly believes
that focusing on customers is essential to success
44. Manager position is responsible for ensuring that customers enjoy a high-quality
purchase experience
45. Managers increasingly face challenges in their work because technology has been
changing how things get done
46. The job of a manager is to help people cross the bridge—to get them comfortable with
the technology, to get them using it, and to help them understand how it makes their lives
better
47 . Effectiveness refers to the relationship between inputs and outputs
48 . Effectiveness is concerned with the means of getting things done, while efficiency is
concerned with the attainment of organizational goals
49 . A goal of efficiency is to minimize resource costs
50 Determining who reports to whom is part of the controlling function of management
51 . Managers who are effective at meeting organizational goals always act efficiently
52 . Directing and motivating are part of the controlling function of management.
53 . Fayol's management functions are basically equivalent to Mintzberg's management
roles
54 . The roles of figurehead, leader, and liaison are all interpersonal roles
55 . Disturbance handler is one of Mintzberg's interpersonal roles
56 . Mintzberg's informational management role involves receiving, collecting, and
disseminating information
57 . Resource allocation and disturbance handling are both considered decisional roles
58 . Technical skills become less important as a manager moves into higher levels of
management
59 . Human skills is the ability to work well with other people
60. Conceptual skills become less important as a manager moves into top management
61 . A distinct purpose is important in defining an organization.
62 . A non-profit organization cannot be considered an organization
63. A manager's job is all about personal achievement. (F)
64. Managers are not crucial for completing tasks. (F)
65. Managers are the key players in leading the company in the future. (T)

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66. Monitor, disseminator, and spokesperson are all interpersonal managerial roles according to
Mintzberg. (F)
67. Managers must create an environment that ensures customers enjoy a high-quality purchase
experience. (T)

Multiple Choices:

1) Because this is her first job, Melanie was unclear about what managers actually do.
Fortunately her training materials explained that a manager's job focuses on ________.
A) Performing clerical duties
B) Personal achievement
C) Helping others accomplish their work goals
D) Supervising groups rather than individual employees
Answer: C

2) As part of the orientation for her internship, Rebecca was informed that ________ are the
people who direct the activities of others in an organization. Who are those people.
A) Directors
B) Managers
C) Subordinates
D) Line workers
Answer: B

3) The organizational chart shows titles such as front-line manager, plant manager, and vice
president of operations. It is very likely this organization has a ________.
A) Traditional committee structure
B) Traditional pyramid structure
C) Modern matrix structure
D) Flexible structure
Answer: B

4) Kelly, a production supervisor, is responsible for ten employees who assemble components
into a finished product. Kelly is a ________.
A) Top manager
B) Non-managerial employee
C) Middle manager
D) First-line manager
Answer: D

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5) Managers with titles such as regional manager, project leader, or division manager are
________.
A) First-line managers
B) Top managers
C) Production managers
D) Middle managers
Answer: D
6) Ben, a production plant manager, reports to Dan, a regional manager. Ben and Dan are
________.
A) Top managers
B) Middle managers
C) Supervisors
D) First-line managers
Answer: B

7) Tom is responsible for project managers who supervise others who perform manual work.
He reports to a vice president on another continent. Tom is a ________.
A) First line manager
B) Middle manager
C) Top manager
D) Non-manager
Answer: B

8) Blue Fin and Chris Craft, two boat manufacturers, have merged. Top managers now must
decide how the work will be divided and who will do what work. Such an arrangement makes
up a(n) ________.
A) Strategic partnership
B) Coalition
C) Organization
D) Affinity group
Answer: C

9) Andrew is reviewing next week's orders, scheduling orders to machines, and assigning
employees to run those machines. Andrew is engaged in ________.
A) Planning
B) Organizing
C) Leading
D) Controlling
Answer: B

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10) Which one of the following is an example of an efficient manufacturing technique?
A) Reducing the amount of scrap created in the process of making a product
B) Increasing the amount of time to manufacture products
C) Increasing products reject rates
D) Meeting customers' rigorous demand
Answer: A

11) An automobile manufacturer increased the total number of cars produced while keeping
the production costs the same. Thus the manufacturer ________.
A) Increased its equity
B) Increased its efficiency
C) Increased its effectiveness
D) Increased its effort
Answer: B

12) Effectiveness is associated with ________.

A) Reducing inventory
B) Decreasing production time
C) Doing the right things
D) Doing things right
Answer: C

13) Whereas ________ is concerned with the means of getting things done, ________ is
concerned with the ends, or attainment of organizational goals.
A) Effectiveness; efficiency
B) Efficiency; effectiveness
C) Effort; efficiency
D) Efficiency; experience
Answer: B

14) The fact that Eileen achieves her departmental goals is an indication of her ________ as a
manager.
A) Leadership
B) Effectiveness
C) Efficiency
D) Attention to detail
Answer: B

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15) If your team quickly painted the wall but discovered afterward it was the wrong wall, your
team would be ________.
A) Efficient but ineffective
B) Efficient and effective
C) Effective but inefficient
D) Neither effective nor efficient
Answer: A

16) More than a hundred years ago, Henri Fayol proposed that managers performed five
functions. They were ________.
A) Planning, organizing, directing, evaluating, and controlling
B) Organizing, directing, coordinating, evaluating, and controlling
C) Planning, organizing, directing, coordinating, and controlling
D) Planning, organizing, commanding, coordinating, and controlling
Answer: D

17) Establishing strategies for achieving organizational goals is a part of the ________
function.
A) Leading
B) Coordinating
C) Planning
D) Organizing
Answer: C

18) Organizing includes ________.

A) Setting organizational goals
B) Hiring organizational members
C) Motivating organizational members
D) Determining who does what tasks
Answer: D

19) The human resources manager is meeting with the production manager to write job
descriptions and to decide how to group jobs for a new production line. These two are engaged
in ________.
A) Planning
B) Organizing
C) Leading
D) Controlling
Answer: B

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20) Two of Brent's subordinates have not been getting along, a situation that has now interfered
with their productivity. When Brent meets with them to resolve the conflict, he is engaged in
________.
A) Planning
B) Organizing
C) Leading
D) Controlling
Answer: C

21) When Fred tells the employees that he is sure they can fulfill the schedule because they
are good and skilled employees, he is performing which of the following management
functions?
A) Controlling
B) Leading
C) Negotiating
D) Delegating
Answer: B

22) The process of monitoring, comparing, and correcting is called ________.

A) Controlling
B) Planning
C) Leading
D) Evaluating
Answer: A

23) When Joe checks the amount of output that the employees have completed and the number
of units that have been rejected, he is performing which of the following management
functions?

A) Controlling
B) Leading
C) Evaluating
D) Monitoring
Answer: A

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24) ________ developed a categorization scheme for defining what managers do, consisting
of ten different but highly interrelated roles.
A) Henri Fayol
B) Abraham Maslow
C) Henry Mintzberg
D) Peter Drucker
Answer: C

25) According to Mintzberg's managerial roles, the ________ roles are ones that involve
people and other duties that are ceremonial and symbolic in nature.
A) Informational
B) Interpersonal
C) Technical
D) Decisional
Answer: B

26) Technical skills include ________.

A) Experience gained by experiments that are used in performing managerial tasks
B) Job specific knowledge needed to proficiently perform work tasks
C) The ability to work well with individuals and groups
D) Skills managers use to think and to conceptualize about abstract and complex situations
Answer: B

27) ________ skills tend to be more important for first-line managers since they manage
employees who produce the organization's product or service the organization's customers.
A) Human
B) Technical
C) Conceptual
D) Empirical
Answer: B

28) ________ skills involve the ability to work well with other people, both individually and
in a group.
A) Technical
B) Assessment
C) Planning
D) Interpersonal
Answer: D

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29) When Sam Walton visited his Walmart stores, he would often lead the employees in cheers
and give inspiring speeches. Sam knew the importance of ________ skills.
A) Decisional
B) Technical
C) Interpersonal
D) Conceptual
Answer: C

30) Ralph's search for new technologies that can be used in the production processes of his
plant is an example of which type of management skill?
A) Conceptual
B) Communication
C) Effectiveness
D) Monitor
Answer: A

31) Social media is a communications tool which should be ________.

A) Used to publish one-way messages from managers to employees
B) Banned from the workplace
C) Limited only to top managers
D) Used to foster cooperation and collaboration
Answer: D

32) Management is needed in all types and sizes of organizations, at all organizational levels
and in all organizational work areas, and in all organizations, no matter where they are located.
This principle is known as the ________.
A) Impartiality of management
B) Neutrality of management
C) Universality of management
D) Reality of management
Answer: C

33) Which one of the following represents one reward of being a manager?
A) Operating with limited resources
B) Receiving recognition in the organization
C) Motivating workers in chaotic situations
D) Performing duties that are more clerical than managerial
Answer: B

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34) Which one of the following represents one of the challenges of management?
A) Creating an environment in which organizational members can do their best work
B) Helping others find meaning and fulfillment in their work
C) Influencing organizational outcomes
D) Having to deal with a variety of personalities
Answer: D

35) Supervisor is another name for which of the following?

 Middle manager
 First line
 Top manager
 None of the above

36) Managers with titles such as regional manager, project leader, or plant manager
are

 Middle manager
 First line
 Top manager
 None of the above

37) Which of the following best reflects the management structure of a traditional
organization?
 Circle
 Infinite line
 Pyramid
 None of the above

38) Wasting resources is considered to be an example of

 Efficiency
 Effectiveness
 Inefficiency
 Ineffectiveness

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39) Effectiveness is synonymous with ________.
 Resource control
 Goal attainment
 Cost minimization
 Efficiency

40) All of the following are examples of informational roles according to Mintzberg
except
 Monitor
 Liaison
 Disseminator
 Spokes person

41) Whereas _____ is concerned with the means of getting things done, _____ is
concerned with the ends, or attainment of organizational goals.

 Efficiency , effectiveness
 Effectiveness , efficiency
 Inefficiency , ineffectiveness
 Ineffectiveness , inefficiency

42) Establishing strategies for achieving organizational goals is a part of the ____
function.

 Planning
 Organizing
 Leading
 Controlling

43. Mona's job is to oversee the activities of others and is responsible for attaining goals in
her organization, Mona is a ________
A) Assistant
B) Manager
C) Secretary
D) Intern

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44. Ahmed manages the work of first-line managers; Ahmed is a ________.
A) First-line manager
B) middle manager
C) top manager
D) non-manager

45. Omar manages the non-managerial staff responsible for producing or servicing the
organization's products or customers, Omar is a ________.
A) First-line manager
B) middle manager
C) top manager
D) non-manager

46. Mohamed makes decisions and establishes plans and goals that impact the entire
organization, ensuring the smooth functioning of the organization, Mohamed is a
________.
A) First-line manager
B) middle manager
C) top manager
D) non-manager

47. The positive outcomes associated with a strong employee-supervisor relationship is

________.
A) Increased profitability
B) Increased turnover
C) Decreased productivity
D) None of the above

48. ________ is often described as doing things right, and ________ is often described as
doing the right things.
A) Effectiveness; efficiency
B) Efficiency; effectiveness
C) Effort; efficiency
D) Efficiency; experience

49. The basic functions of the management process include all of the following except,
________.
A) planning
B) organizing
C) outsourcing
D) leading

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50. Tom is a manager that sets goals, establishes strategies for achieving those goals, and
develops plans to integrate and coordinate activities. Which of the management functions
he is using?
A) planning
B) organizing
C) Leading
D) controlling

51. Sally works as a manager at an organization. She decides what tasks to be done, and
which members of her team will work on these tasks, and also assigns people as team
members to ensure that tasks are undertaken on time. Which of the following categories of
functions is undertaken?
A) planning
B) organizing
C) scrutinizing
D) controlling

52. Resolving work group conflicts, influencing individuals, or dealing in any way with
employee behavior issues are associated with the management function of ________.
A) planning
B) organizing
C) Leading
D) controlling

53.Khaled is a manager who monitors and evaluates the performance of his group, he
uses ________ functions.
A) planning
B) organizing
C) Leading
D) controlling

54. The ________ roles involve collecting, receiving, and disseminating information, according
to Mintzberg's managerial roles.
A) interpersonal
B) informational
C) technical
D) decisional

55.The managerial role that revolves around making choices is ________.

A) planning
B) leader
C) spokesperson
D) entrepreneur
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56. The Mintzberg's ________ roles that include figurehead, leader, and liaison.
A) interpersonal
B) informational
C) decisional
D) organizing

57.________ skills tend to be more important for first-line managers.

A) Human
B) Technical
C) Conceptual
D) Empirical

58. Mohamed is a middle manager at an environmental organization. He knows how to

communicate, motivate, and lead. What kind of skills he is using?
A) interpersonal skills
B) conceptual skills
C) technical skills
D) empirical skills

59.Khaled uses it to think and conceptualize complex situations.

A) interpersonal skills
B) conceptual skills
C) technical skills
D) empirical skills

60. The most important skills to top managers.

A) interpersonal skills
B) conceptual skills
C) technical skills
D) empirical skills

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