Chapter 10 | Accounting homework help

Chapter 10

1. Time spent with employees to help them with the day-to-day responsibilities of their jobs is:

a. management

b. discipline

c. shadowing

d. leadership

e. supervision

2. A supervisor’s goal is:

a. to observe the sales department and make suggestions to upper management for ways processes should be changed to be more efficient

b. to observe salespeople and help them improve the way they do their jobs

c. to lead the sales department in sales each month so salespeople have a model to follow

d. to observe salespeople and penalize them for mistakes they make on the job

e. to lead the sales department by determining what sales strategy should be for the different types of accounts

3. Experienced salespeople do not require:

a. supervision

b. management, unless they are inside sales representatives

c. management or leadership

d. supervision, but they provide supervision to others

e. supervision, but they do require management

4. All of the following are vital activities of managers EXCEPT:

a. setting objectives

b. organizing and staffing the sales force

c. motivating the sales force

d. problem solving

e. guiding the careers of salespeople

5. A sales manager notices that all the accounts in one particular geographic territory have reduced their orders by 15%. She researches the issue and discovers that government funding in that state has been cut by 15%. When the manager begins to look for a way to increase sales despite the funding cuts, she is engaging in which managerial activity?

a. staffing

b. problem solving

c. organizing

d. setting objectives

e. motivating

6. The two sources of power, as defined by French and Raven, are:

a. management and leadership

b. internal and external

c. formal and informal

d. reward and coercive

e. transactional and transformational

7. Formal power refers to power that comes from:

a. the knowledge the person has

b. the skills the person has

c. the loyalty the salespeople have for the manager

d. personal qualities of the person

e. the position the person holds in an organization

8. Legitimate power differs from reward power in that:

a. legitimate power flows from character and personality, while reward power is given by someone higher up in the organization

b. legitimate power is solely from the position in the hierarchy, while reward power is the power to give praise and rewards

c. legitimate power is the power to promote another person to a higher position in the organization, while reward power is the power to compensate another person with financial or material rewards

d. legitimate power can never be rescinded, while reward power is temporary

e. legitimate power is rare, while reward power occurs in every organization

9. Informal power, power that results from an individual’s personal qualities or skills, includes:

a. expert power, reward power, and charismatic power

b. informational power, referent power, and reward power

c. expert power, referent power, and informational power

d. expert power, referent power, and charismatic power

e. informational power, reward power, and charismatic power

10. A manager with charismatic power can induce followers to accomplish the most. However, this is only positive if:

a. the followers can pace themselves so they avoid job burnout

b. the manager has followers who are competent themselves

c. the manager acts in an ethical manner and encourages followers to do the same

d. the followers do not become insular and compete against other teams or departments

e. the manager has strong ambitions and a vision for the company

11. All of the following are pairs of traits of a bad leader EXCEPT:

a. insular and flexible

b. callous and intemperate

c. corrupt and rigid

d. incompetent and evil

e. rigid and intemperate

12. The skills required to be a good manager are:

a. similar to the skills required to be a good salesperson

b. difficult to learn, but some people are born with them

c. the same now as they were a century ago

d. similar to the skills required to be a good supervisor and leader

e. different across different industries

13. The job of a manager mainly involves:

a. conducting meetings and performance reviews

b. communicating with the managers a level above him or her

c. tracking commissions and salesperson input

d. working together with employees and combining everyone’s ideas

e. implementing their own organizational ideas

14. The best way for a new manager to enter the position is:

a. strongly, so there is no doubt that the manager has formal power

b. in a low-key way that indicates that the manager is interested in leading, not ruling

c. by becoming friends with all the employees

d. as unobtrusively as possible, so the employees do not know they are being observed

e. with a meeting on the first day to tell the employees what the manager’s philosophy is

15. Many of the behaviors that are typical of good managers:

a. require learning new patterns that will take practice

b. require employees to accept that the manager has ultimate power over their job functions

c. involve community-building so employees can relax and enjoy their jobs

d. involve setting definite boundaries so employees know what to expect and what is expected of them

e. require referent power to work effectively

16. From a salesperson’s perspective, the characteristics of a good manager:

a. conflict with the characteristics managers list as being traits of a good manager

b. include flexibility and a team orientation

c. are a rarity in modern sales organizations

d. vary from manager to manager

e. include friendship and loyalty

17. How has the role of a manager changed over time?

a. Managers have gone from holding prestigious titles to being on an even level with the employees they manage.

b. Managers have gone from being harsh dictators to being friends and confidantes of their employees.

c. Managers have gone from being top salespeople to being coaches and developers of their employees.

d. Managers have gone from focusing on people to focusing on technology.

e. Managers have gone from entertaining clients and networking to working long hours in the office and focusing on profits.

18. The role of a leader has evolved over the past 50 years. Leaders are now asked to practice:

a. transactional leadership instead of transformational leadership

b. managerial functions, aided by those they are mentoring

c. transactional leadership in addition to transformational leadership

d. managerial and supervisory functions, in addition to leadership roles

e. transformational leadership instead of transactional leadership

19. A leader with a high level of emotional intelligence will create an environment of:

a. discipline, responsibility, and stability

b. intensity, discipline, and conservation

c. low productivity, danger, and anxiety

d. trust-building, risk-taking, and high productivity

e. risk-taking, danger, and adrenaline

20. All of the following are characteristics of emotional intelligence EXCEPT:

a. self-awareness

b. empathy

c. self-regulation

d. motivation

e. organization

21. Which of the following is a key predictor of the success an organization will achieve?

a. the amount of money, proportionally, that an organization invests in training programs

b. the number of meetings held on a weekly basis, proportional to the population of the company

c. the number of awards the company’s product or service wins

d. the number of salespeople who meet their quotas monthly, proportional to the size of the sales force

e. the amount of coaching and feedback managers give salespeople

22. The hallmark of coaching in a professional setting is:

a. having the coach be between two and four levels above the person being coached in the company hierarchy

b. an informal, flexible relationship between coach and salesperson

c. one-on-one personal interaction on a weekly basis

d. a formal, structured relationship between coach and salesperson

e. daily email check-ins

23. All of the following are examples of problems coaching cannot fix EXCEPT:

a. health problems

b. poor time management skills

c. substance abuse

d. family or relationship problems

e. financial pressures

24. A long-term relationship in which a senior supports the personal and professional development of a junior person is called:

a. team-building

b. modeling

c. transforming

d. mentoring

e. coaching

25. The advantages of mentoring to the salesperson being mentored are varied. The advantage to a company of having a formal mentoring program is:

a. the knowledge the mentors have of those they mentor, that will factor in to performance reviews

b. shifting the focus of older management from promoting outdated systems to mentoring younger employees

c. the ability to attract high-quality new sales representatives who understand the benefits of mentoring

d. strengthening cross-departmental bonds

e. shifting some of the supervisory duties from a paid supervisor to an unpaid mentor

26. Sales managers who are mentored by someone inside the company:

a. perform as well as their mentors do

b. perform better and move on to higher-paying jobs at other companies

c. do not need as much supervision as other managers do

d. do not get promoted to higher-level management positions as rapidly as sales managers with mentors outside the company do

e. perform better and are less likely to leave the company

27. A set of managerial skills that has become more important for sales managers to develop in recent years is:

a. managing and organizing teams of salespeople

b. training and testing new salespeople

c. processing and calculating more complicated financial equations

d. counseling and befriending salespeople with personal problems

e. disciplining and firing underperforming salespeople

28. While sales representatives have traditionally worked alone, they now work more and more in teams because:

a. products and services are more complex, and customers need complete solutions instead of isolated purchases

b. customers like to feel that they have multiple points of contact at a vendor company

c. companies cannot manage technology efficiently for individual sales representatives

d. managers have limited time and resources, and can manage teams more efficiently than individuals

e. teams save money for companies over individual sales representatives

29. By definition, a team must:

a. be located in the same office

b. have job functions that do not overlap

c. interact using the same verbal and written styles

d. work together for a common goal

e. be managed by someone with experience managing groups

30. A team will function better if the manager takes the time initially to:

a. structure the team and organize it, so each member’s duties and roles are clear

b. shadow each member of the team for several days to find out what that member’s job function involves

c. request the personnel files of all the team members so the manager can learn personal information about each one

d. listen to each member of the team make a case for why they should be the leader

e. promote salespeople the manager prefers to the teams with higher-profile accounts

31. One great challenge for managers of sales teams is:

a. finding time to sell to the manager’s own accounts

b. determining how to compensate the different members of the team equitably

c. transitioning from a sales role to a managerial role

d. organizing with all the email that results from a team situation

e. dealing with more than one salesperson at a time

32. A team will succeed only if the members take their responsibilities seriously. Which of the following is NOT an expectation of behavior from a good team member?

a. mediating disputes

b. generating ideas

c. developing other people

d. anticipating market changes

e. taking leadership roles

33. An option for sales teams with members in different geographic locations is:

a. to relocate to one office

b. to redistribute the teams so the members come from the same location

c. to spread leadership duties equally so no one is “in charge” of the team

d. to request a team manager with global experience

e. to work in virtual teams

34. All of the following are ways that virtual teams members can communicate with each other EXCEPT:

a. phone calls

b. email

c. daily face-to-face meetings

d. instant messaging

e. intranet team websites

35. A virtual team will run more smoothly if the group chooses:

a. a form of communication that works well for all the members

b. to meet in person occasionally

c. a wiki as their communication method of choice

d. to run all communication through one central administrator

e. the same mobile communication device and carrier

36. A best practice for managing a virtual team is for a manager to:

a. monitor all the communications that flow between and among team members

b. make direct one-to-one personal contact weekly on the phone with each team member

c. require that all team members meet in person for two yearly team-building retreats

d. travel to meet with each team member in person once a month

e. quickly make a decision if two members disagree, before disagreements become larger

37. All of the following are recurring themes involved in developing global leaders EXCEPT:

a. teamwork

b. developing people

c. alignment across borders

d. hierarchies

e. communication

38. Leaders who want to develop others as they develop themselves need to have:

a. good moral character and concern for others

b. strong leadership styles that their followers can model

c. well-developed reputations that will give them credibility with those they mentor

d. training in ethics and game theory

e. training in coaching methods

39. A new way of thinking about leadership is emerging that involves a shift from thinking in terms of:

a. individual leaders to team co-leaders

b. individual leaders to equality of team members

c. strong leaders to hands-off leaders

d. strong leaders to figurehead leaders

e. individual leaders to developing the capacity of group members

40. Leaders need to be able to demonstrate that the activities and initiatives they do:

a. are making full use of recent technology

b. have a strong ROT

c. have the full support of their followers

d. do not conflict with the activities and initiatives of other leaders in their organization

e. are in line with the most recent Six Sigma guidelines

 

 

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