Title: Managing Sports

1. Those who run successful sport programs have found that good managers are crucial for
retaining and motivating the kind of employees that will make their programs thrive.
*a. true
b. false

Title: Managing Sports

2. Sports, like golfing and NASCAR, rely heavily on sport sponsorships and need managers to
make sure their products gain attention at sponsored events.
*a. true
b. false

Title: Managing Sports

3. Sporting goods stores need employees to be purchasing agents but not accountants.
a. true
*b. false

Title: Managing Sports

4. Newer professional leagues such as the AFL and AFL2 (arena football) offer no opportunities
to work for professional teams.
a. true
*b. false

Title: Managing Sports

5. The NCAA is organized as a for-profit organization.
a. true
*b. false

Title: Managing Sports

6. A sport manager is responsible for achieving organizational objectives through the efficient
and effective use of personal ability.
a. true
*b. false

Title: Managing Sports

7. A sport manager is responsible for achieving organizational goals through the efficient and
effective use of resources.
*a. true
b. false

Title: Managing Sports

8. Financial, physical, and human resources are the only resources a manager has.
a. true
*b. false

Title: Managing Sports

9. The level of organizational performance is unrelated to how effectively and efficiently
managers use resources to achieve objectives.
a. true
*b. false

Title: Managing Sports

10. A manager needs technical, people, communication, decision-making, and conceptual skills.
*a. true
b. false

Title: Managing Sports

11. The three skills managers need are technical, human, and analytical.
a. true
*b. false

Title: Managing Sports

12. Technical skills are the ability to use methods and techniques to perform a task.
*a. true
b. false

Title: Managing Sports

13. People skills and communication skills are the ability to work with people as individuals.
a. true
*b. false

Title: Managing Sports

14. Conceptual and decision-making skills are the ability to understand abstract ideas and select
alternatives to solve problems.
*a. true
b. false

Title: Managing Sports

15. The four management functions are planning, organizing, leading, and controlling.
*a. true
b. false

Title: Managing Sports

16. The three management roles are interpersonal, informational, and decisional.
*a. true
b. false

Title: Managing Sports

17. The three levels of management are top, middle, and nonmanagement.
a. true
*b. false
Title: Managing Sports
18. There are basically four levels of management.
a. true
*b. false

Title: Managing Sports

19. General, functional, and project managers perform basically the same tasks.
a. true
*b. false

Title: Managing Sports

20. All three levels of management use all three management skills to some degree.
*a. true
b. false

Title: Managing Sports

21. There are three basic management functions.
a. true
*b. false

Title: Managing Sports

22. Planning is typically the second step in the management process.
a. true
*b. false

Title: Managing Sports

23. Organizing is the process of delegating and coordinating tasks and resources to achieve
objectives.
*a. true
b. false

Title: Managing Sports

24. Leading is the process of ordering employees to perform particular tasks.
a. true
*b. false

Title: Managing Sports

25. Controlling is the process of establishing and implementing mechanisms to ensure that
objectives are achieved.
*a. true
b. false

Title: Managing Sports

26. The functions, skills, and roles required in managing a for-profit organization are different
than those required in running a not-for-profit organization.
a. true
*b. false

Title: Managing Sports

27. One difference between a managers job in a for-profit organization and a managers job in a
not-for-profit organization is that the primary measure of performance in for-profit organizations
is bottom-line profit.
*a. true
b. false

Title: Managing Sports

28. What is the title of the journal produced by the North American Society for Sport
Management (NASSM), which offers many informative and influential articles?
a. Journal of Street & Smith
*b. Journal of Sport Management
c. Journal of Sport & Leisure
d. Journal of Sport & Managers

Title: Managing Sports

29. Which of the following is not a typical job in the field of sport management?
a. athletic director
b. sport information director
c. broadcaster
*d. nursing home director

Title: Managing Sports

30. The field of sport broadcasting includes careers in all but which of the following fields?
a. daily sport news programs
*b. recreation management
c. all-sports radio
d. live game broadcasts

Title: Managing Sports

31. A sport manager is responsible for achieving organizational goals through
a. controlling the process
*b. the effective and efficient use of human resources
c. planning and controlling
d. personal effort

Title: Managing Sports

32. A sport manager is responsible for
a. setting organizational goals
b. determining organizational needs
*c. achieving organizational goals
d. administering discipline in the workplace

Title: Managing Sports

33. All of the following are managers resources except
a. human resources
b. financial resources
c. physical resources
*d. all are managers resources

Title: Managing Sports

34. The level of organizational performance is based on
*a. how effectively and efficiently managers use resources to achieve objectives
b. how well efforts are coordinated
c. the innate ability of employees
d. how well a manager stays within the budget

Title: Managing Sports

35. A sport manager is responsible for achieving
a. his or her objectives for the organization
b. the objectives established by governmental leaders
*c. the organizations objectives
d. the objectives that are common to the managers industry

Title: Managing Sports

36. Which of the following is the best example of being efficient?
a. doing more than others
b. doing more than in the past
*c. doing things right
d. doing the right thing

Title: Managing Sports

37. Which of the following is the best example of being effective?
a. doing more than others
b. doing more than in the past
c. doing things right
*d. doing the right thing

Title: Managing Sports

38. Which of the following statements is true concerning informational resources?
a. The computer has become the sole source of information for todays managers.
b. Your success as a manager will be greater if you gather information from your teammates
rather than sharing it.
c. both of the above
*d. Managers need all kinds of information.

Title: Managing Sports

39. All of the following are requisite management skills except
a. technical skills
b. people skills
c. conceptual skills
*d. all are requisite skills

Title: Managing Sports

40. The ability to use methods and techniques to perform a task is a definition of
a. conceptual skills
b. people skills
*c. technical skills
d. communication skills

Title: Managing Sports

41. The ability to work with people in teams is a definition of
*a. people skills
b. conceptual skills
c. technical skills
d. team-building skills

Title: Managing Sports

42. The ability to understand abstract ideas and select alternatives to solve problems is a
definition of
a. technical skills
b. people skills
*c. conceptual skills
d. the classical decision-making model

Title: Managing Sports

43. All of the following are management skills except
a. technical
b. people
*c. psychological
d. conceptual

Title: Managing Sports

44. Which of the following statements is true concerning technical skills?
a. Managers need only skills regarding people. Subordinates do all the technical work.
*b. Most employees are promoted to their first management position primarily because of their
technical skills.
c. Technical skills are used mostly by top management.
d. Technical skills are used mostly by middle management.

Title: Managing Sports

45. Another term for conceptual skills is
*a. systems thinking
b. manipulation
c. daydreaming
d. visionary assertiveness
Title: Managing Sports
46. Managers perform their functions
a. in a linear manner (In essence, they plan for a while, then organize, then lead, and later
control.)
b. with the recognition that each function is unrelated to and independent of the others
c. by specializing in one function without performing the others
*d. simultaneously

Title: Managing Sports

47. The management function of _____ involves influencing employees to work toward
achieving objectives.
*a. planning
b. organizing
c. leading
d. controlling

Title: Managing Sports

48. The management function of _____ involves coordinating tasks and resources to achieve
objectives.
a. planning
*b. organizing
c. leading
d. controlling

Title: Managing Sports

49. The management function of _____ involves establishing and implementing mechanisms to
ensure that objectives are achieved.
a. planning
b. organizing
c. leading
*d. controlling

Title: Managing Sports

50. The four management functions are
a. planning, organizing, supervising, and controlling
b. planning, organizing, leading, and feedback
c. planning, directing, leading, and controlling
*d. planning, organizing, leading, and controlling

Title: Managing Sports

51. The process of setting objectives and determining in advance exactly how the objectives will
be met is
a. organizing
b. leading
c. controlling
*d. planning

Title: Managing Sports

52. The process of delegating and coordinating tasks and resources to achieve objectives is
a. planning
*b. organizing
c. leading
d. controlling

Title: Managing Sports

53. The process of influencing employees to work toward achieving objectives is
a. planning
b. organizing
*c. leading
d. controlling

Title: Managing Sports

54. The process of establishing and implementing mechanisms to ensure that objectives are
achieved is
a. planning
b. organizing
c. leading
*d. controlling

Title: Managing Sports

55. All of the following are management role categories except
a. interpersonal
b. informational
c. decisional
*d. planning

Title: Managing Sports

56. According to the text, which of the following is an example of a managerial interpersonal
role?
*a. figurehead
b. disseminator
c. disturbance handler
d. negotiator

Title: Managing Sports

57. According to the text, which of the following is an example of a managerial informational
role?
a. leader
b. liaison
*c. monitor
d. negotiator
Title: Managing Sports
58. According to the text, which of the following is an example of a managerial decisional role?
a. leader
b. spokesperson
c. monitor
*d. negotiator

Title: Managing Sports

59. A management role is
a. much like an actors role; it involves projecting a false image
*b. a set of expectations of how one will behave in a given situation
c. performed by top management only
d. performed by middle management only

Title: Managing Sports

60. In training others, one is performing a _____ role.
*a. leader
b. liaison
c. figurehead
d. spokesperson

Title: Managing Sports

61. The three management roles are
*a. interpersonal, informational, and decisional
b. interpersonal, operational, and decisional
c. interpersonal, informational, and operational
d. external, informational, and decisional

Title: Managing Sports

62. The three levels of management are
a. top, middle, and nonmanagement
*b. top, middle, and first-line
c. executive, middle, and nonmanagement
d. executive, middle, and first-line

Title: Managing Sports

63. There are _____ levels of management.
a. two
*b. three
c. four
d. five

Title: Managing Sports

64. A general manager
a. coordinates employees from several functional departments to perform a task
*b. supervises activities of several departments performing different activities
c. supervises activities such as operations, finance, marketing, and human resources management
d. is another name for top management

Title: Managing Sports

65. A functional manager
a. coordinates employees from several functional departments to perform a task
b. supervises activities of several departments performing different activities
*c. supervises activities such as operations, finance, marketing, and human resources
management
d. supervises nonmanagement employees only

Title: Managing Sports

66. In comparison to middle and first-line managers, top managers have a greater need for
a. a balance of three types of skills: (1) technical, (2) human and communication, and (3)
conceptual and decision making
b. technical skills
c. people and communication skills
*d. conceptual and decision-making skills

Title: Managing Sports

67. In comparison to top and middle managers, first-line managers have a greater need for
a. a balance of five types of skills: (1) technical, (2) people, (3) communication, (4) conceptual,
and (5) decision making
*b. technical skills
c. people and communication skills
d. conceptual and decision-making skills

Title: Managing Sports

68. Which of the following is not a type of manager?
a. general
b. functional
c. project
*d. conceptual

Title: Managing Sports

69. The three types of managers are
*a. general, functional, and project
b. general, functional, and specific
c. functional, project, and specific
d. functional, project, and staff

Title: Managing Sports

70. The hierarchy of skills managers need, starting with first-line managers, is
a. technical, conceptual, people
b. people, technical, conceptual
*c. technical, human, conceptual
d. human, conceptual, technical

Type: E
Title: Managing Sports
71. Identify a situation where your professor performed the planning function.

Type: E
Title: Managing Sports
72. Identify a situation where your professor performed the organizing function.

Type: E
Title: Managing Sports
73. Identify a situation where your professor performed the controlling function.

Type: E
Title: Managing Sports
74. Identify a situation where your professor played the role of a leader.

Type: E
Title: Managing Sports
75. Identify a situation where your professor played the role of a disturbance handler.

Type: E
Title: Managing Sports
76. Identify a situation where your professor played the role of a disseminator.