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A) Long-term managers.
B) Middle managers.
C) Strategic managers.
D) Tactical managers.
E) Short-run managers.
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A) Long-term survival of an organization.
B) Translating goals and objectives into specific activities.
C) Managing frontline managers.
D) Supervising nonmanagement employees.
E) Initiating new daily activities.
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A) service
B) quality
C) innovation
D) speed
E) competitiveness
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A) Emotional understanding.
B) Empathy.
C) The ability to receive feedback from subordinates.
D) Decision-making skills.
E) Self-control.
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A) The link between managerial and nonmanagerial personnel.
B) Discipline for problem managers.
C) The key plans for an organization's success.
D) Feedback on top management performance.
E) Direction and strategy for the organization.
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Multiple Choice
A) Obtaining high performance from people in the organization is typically easy because of the natural authority managers have over knowledge workers.
B) Upper-level managers heavily use technical skills as they manage supervisory personnel.
C) Supervisory-level managers have the most contact with the top-level managers.
D) Conceptual and decision skills become less important than technical skills as a manager rises higher in the company.
E) Interpersonal skills are important throughout a manager's career, at every level of management.
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A) Liaison.
B) Figurehead.
C) Spokesperson.
D) Entrepreneur.
E) Disturbance handler.
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A) conceptual and decision
B) informational
C) technical
D) professional
E) negotiation
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A) Are no longer utilized.
B) Rely more heavily on technical skills.
C) Serve as "experts" on whom the entire firm depends.
D) Have strategic, tactical, and operational responsibilities.
E) Focus on internal operations only.
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Multiple Choice
A) Active contributor in a productive relationship.
B) Agent for social capital.
C) Passive employee.
D) Example of an emotionally intelligent employee.
E) Connected team member.
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True/False
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