What The Managers Really Do? IELTS Reading Answers
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This article is based on the IELTS reading passages, 'What The Managers Really Do?’
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This article contains the What The Managers Really Do? IELTS Reading answers.
What The Managers Really Do? is a real Reading test passage that appeared in the IELTS.
With diligent practice, the Reading Module can be the top-scoring category for IELTS Aspirants. To score well, you must understand how to approach and answer the different question types in the Reading Module.
By solving and reviewing Sample Reading Questions from past IELTS papers, you can ensure that your Reading skills are up to the mark.
Take the practice test What The Managers Really Do? below and try more IELTS reading practice tests from IELTSMaterial.com.
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To learn more about True/False/Not Given Questions, take a look at True False Not given IELTS Reading– Lessons, Tips and Strategy!
What The Managers Really Do?
You should spend about 20 minutes on Questions 1-13, which are based on the Reading Passage below. Find the practice test with the What The Managers Really Do? PDF here.
Answers
| Question number | Answer | Keywords | Location of keywords |
|---|---|---|---|
| 1 | C | The entrepreneur role requires the manager to assign resources to develop innovative goods and services, or to expand a business. | Paragraph D;
Line 3 |
| 2 | A | Interpersonal roles require managers to direct and supervise employees and the organisation | Paragraph B;
Line 1 |
| 3 | C | The third decisional role, that of resource allocator, involves determining which work units will get which resources. | Paragraph D;
Line 5 |
| 4 | B | Informational roles are those in which managers obtain and transmit information | Paragraph C;
Line 1 |
| 5 | B | The role of disseminator requires that managers inform employees of changes that affect them and the organisation. | Paragraph C;
Line 6 |
| 6 | A | They are also responsible for the selection and training of employees. | Paragraph B;
Line 6 |
| 7 | B | And he used this approach to provide a clear concept of the role of manager to the researcher. | Paragraph H;
Line 2 |
| 8 | E | The second positive function is Mintzberg’s research could be regarded as a good beginning to give a new insight to further research on this field in the future. | Paragraph I;
Line 1 |
| 9 | FALSE | Young professionals start out with a plan to become senior partners, associates, or even managers of a workplace. However, these promotions can be few and far between, leaving many young professionals unfamiliar with management experience. | Paragraph A;
Lines 4 – 5 |
| 10 | NOT GIVEN | – | – |
| 11 | NOT GIVEN | – | – |
| 12 | FALSE | However, as many professionals already know, managing styles can be very different depending on where you work. | Paragraph A;
Line 10 |
| 13 | TRUE | Mintzberg’s definitions added clarity and precision to future research on the topic. | Paragraph H;
Last line |
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