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1. Which of the following represents the two views of managerial impact on the success or failure of the organization? (A) symbolic and interactive (B) omnipotent and symbolic (C) omnipotent and reflective (D) reflective and interactive

2. The omnipotent view of management states that ________. (A) managers' roles are peripheral and staff manage their own areas of the business (B) managers should allow employees to take part in decision making (C) managers have little or no responsibility for an organization's success or failure (D) managers are directly responsible for an organization's success or failure

3. Elmo Research & Development has been going through a rough patch lately. Turnover has been high and employee morale is at an all-time low. Though employees and competitors hold management responsible for the decline, the CEO does not let the managers go or change the management style. Which of the following could explain this attitude? (A) As the organization has an autocratic management style, the employees are responsible for organizational policies. (B) The organization has a participative management style and decisions are guided by consensus. (C) The CEO holds the omnipotent view of management, which believes that external factors have a significant effect on performance outcomes. (D) The CEO holds the view that managers have only limited role in organization success or failure.

4. The soccer league in England is notorious for the number of team managers fired over the course of a single season, which stands at no fewer than eight managers on average, owing to poor team form and consequently, poor results. It is evident from this information that the league endorses a(n) ________ view of management. (A) laissez-faire (B) symbolic (C) democratic (D) omnipotent

5. The symbolic view of management is based upon the belief that managers symbolize ________. (A) the fluctuating fortunes of the organization as they alternate between profits and losses (B) every aspect of an organization's performance, from the top level to the operational level (C) the take-charge executive who overcomes any obstacle to see that the organization achieves its goals (D) control and influence in developing plans and making decisions

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