BMEC

Question 1

Two perspectives concerning the role that managers play in an organization’s success
or failure have been proposed.

Answer 1

OMNIPOTENT & SYMBOLIC

Question 2

Maintains that managers are directly responsible for the success or failure of an organization.

Answer 2

Omnipotent

Question 3

Upholds the view that much of an organization’s success or failure is due to external forces outside managers’
control.

Answer 3

Symbolic

Question 4

Is the shared values, principles, traditions, and ways of
doing things that influence the way organizational members act.

Answer 4

Organizational culture

Question 5

Seven dimensions of an organization’s culture have been proposed

Answer 5

1. Innovation and Risk-taking
2. Attention to Detail
3. Outcome Orientation
4. People Orientation
5. Team Orientation
6. Aggressiveness
7. Stability

Question 6

(the degree to which employees are encouraged to
be innovative and take risks)

Answer 6

Innovation and Risk-taking

Question 7

(the degree to which organizational activities emphasize maintaining
the status quo in contrast to growth)

Answer 7

Stability

Question 8

(the degree to which management decisions take into
consideration the effect on people within the organization)

Answer 8

People orientation

Question 9

(the degree to which people are aggressive and competitive
rather than easygoing and cooperative)

Answer 9

Aggressiveness

Question 10

(the degree to which employees are expected to exhibit
precision, analysis, and attention to detail)

Answer 10

Attention to detail

Question 11

(the degree to which work activities are organized around
teams rather than individuals)

Answer 11

Team orientation

Question 12

(the degree to which managers focus on results or
outcomes rather than on the techniques and processes used to achieve
those outcomes)

Answer 12

Outcome Orientation

Question 13

Strong cultures are found in organizations where key values are intensely
held and widely shared. T OR F

Answer 13

T

Question 14

One study
found that employees in firms with strong cultures were more committed to
their firm than were employees in firms with weak cultures. Organizations
with strong cultures also used their recruitment efforts and socialization
practices to build employee commitment. TRUE OR FALSE

Answer 14

TRUE

Question 15

The original source of an organization’s culture is usually a reflection of?

Answer 15

The vision or mission of the organization’s founders.

Question 16

How Employees Learn Culture?

Answer 16

Through stories, rituals, material symbols,
and language.

Question 17

Where did employees learn the culture?

Answer 17

Organizational stories

Question 18

How an Organization’s Culture Continues?

Answer 18

1. When a culture is in place, practices help to maintain it.
2. Hiring practices reflect the culture in terms of “fit.”
3. Actions of top executives help to maintain the culture.
4. New employees learn the organization’s way of doing things
   through socialization—the process that helps employees adapt to
   the organization’s culture.

Question 19

The process that helps employees adapt to
the organization’s culture.

Answer 19

Socialization

Question 20

Is a culture where organizational values promote a sense
of purpose through meaningful work that takes place in the context of community.

Answer 20

Workplace spirituality

Question 21

Five cultural characteristics evident in spiritual organizations:

Answer 21

 Strong sense of purpose
 Focus on individual development
 Trust and openness
 Employee empowerment
 Toleration of employee expression

Question 22

Consists of those factors and forces outside
the organization that affect the organization’s performance.

Answer 22

External environment

Question 23

Includes those external forces that have
a direct impact on managers’ decisions and actions and are directly
relevant to the achievement of the organization’s goals.

Answer 23

Specific environment

Question 24

Include firms that provide materials and
equipment as well as firms with financial and labor
inputs. Managers seek to ensure a steady flow of the
needed materials, equipment, financial, and labor
inputs at the lowest possible price.

Answer 24

Suppliers

Question 25

Cannot be ignored by managers. Changes in social and political movements influence

Answer 25

Pressure groups

Question 26

The reason for an organization’s existence, since customers absorb the organization’s outputs AND represent potential uncertainty, particularly if their tastes and desires change.

Answer 26

Customers

Question 27

Are companies with the similar products or services aim to the same market

Answer 27

Competitors

Question 28

Includes these broad external conditions that may affect the organization:

Answer 28

General environment

Question 29

Conditions include the general political stability of countries in which an organization does business and the specific attitudes that elected officials have toward business. Federal, state, and local governments can influence what organizations can and cannot do.

Answer 29

Political/legal

Question 30

Conditions include interest rates, inflation rates, changes in disposable income, stock market fluctuations, and the general business cycle.

Answer 30

Economic

Question 31

Including physical characteristics of a population (e.g., gender, age, level of education, geographic location, income, composition of family) can change, and managers must adapt to these changes.

Answer 31

Demographic

Question 32

Include the changing expectations of society. Societal values, customs, and tastes can change, and managers must be aware of these changes.

Answer 32

Sociocultural

Question 33

Which have changed more rapidly than any other element of the general environment.

Answer 33

Technological

Question 34

Include global competitors and global consumer markets

Answer 34

Global conditions

Question 35

Components of the environment change frequently.

Answer 35

Dynamic environment

Question 36

Change is minimal

Answer 36

Stable environment

Question 37

Is the number of components in an organization’s environment and the extent of an organization’s knowledge about those components.

Answer 37

Environmental complexity

Question 38

Refers to, 'the degree to which future states of the world cannot be anticipated and accurately predicted

Answer 38

Environmental uncertainty

Question 39

who coordinates and oversees the work of other people so that organizational goals can be accomplished. However,

Answer 39

Manager

Question 40

lowest level of management

Answer 40

First-line managers

Question 41

include all levels of management between the first-line level and the top level of the organization.

Answer 41

Middle managers

Question 42

include managers at or near the top of the organization who are responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization.

Answer 42

Top managers

Question 43

involves coordinating and overseeing the work activities of others so that their activities are completed efficiently and effectively.

Answer 43

Management

Question 44

* Doing things right * getting the most output for the least input

Answer 44

Efficiency

Question 45

* Doing the right thing * attaining organizational goals

Answer 45

Effectiveness

Question 46

a French industrialist in the early 1900s, proposed that managers perform five management functions: POCCC

Answer 46

Henri Fayol

Question 47

involves defining goals, establishing strategies for achieving those goals, and developing plans to integrate and coordinate activities.

Answer 47

Planning

Question 48

involves arranging and structuring work to accomplish the organization’s goals.

Answer 48

Organizing

Question 49

involves working with and through people to accomplish organizational goals.

Answer 49

Leading

Question 50

involves monitoring, comparing, and correcting work performance.

Answer 50

Controlling

Question 51

refer to specific categories of managerial behavior.

Answer 51

Management Roles.

Question 52

include figurehead, leadership, and liaison activities.

Answer 52

Interpersonal roles

Question 53

include monitoring, disseminating, and spokesperson activities.

Answer 53

Informational roles

Question 54

include entrepreneur, disturbance handler, resource allocator, and negotiator.

Answer 54

Decisional roles

Question 55

Managers need certain skills to perform the challenging duties and activities associated with being a manager.

Answer 55

Management Skills.

Question 56

found through his research in the early 1970s that managers need three essential skills.

Answer 56

Robert L. Katz

Question 57

are job-specific knowledge and techniques needed to proficiently perform specific tasks.

Answer 57

Technical skills

Question 58

are the ability to work well with other people individually and in a group.

Answer 58

Human skills

Question 59

are the ability to think and to conceptualize about abstract and complex situations.

Answer 59

Conceptual skills

Question 60

is a deliberate arrangement of people to accomplish some specific purpose.

Answer 60

organization

Question 61

Without a doubt, management is needed in all types and sizes of organizations, at all organizational levels, and in all organizational work areas throughout the world.

Answer 61

Universality of Management.

Question 62

a. Managers may have difficulty in effectively blending the knowledge, skills, ambitions, and experiences of a diverse group of employees. b. A manager’s success typically is dependent on others’ work performance.

Answer 62

Challenges

Question 63

Managers have an opportunity to create a work environment in which organizational members can do their work to the best of their ability and help the organization achieve its goals.

Answer 63

Rewards

Question 64

Organizations and managers have existed for thousands of years. The Egyptian pyramids and the Great Wall of China were projects of tremendous scope and magnitude, requiring the efforts of tens of thousands of people.

Answer 64

Ancient management

Question 65

author of the classical economics doctrine "The Wealth of Nations"

Answer 65

Adam Smith

Question 66

(the breakdown of jobs into narrow, repetitive tasks) would bring to organizations and society.

Answer 66

division of labor

Question 67

The introduction of machine powers combined with the division of labor made large, efficient factories possible. Planning, organizing, leading, and controlling became necessary activities.

Answer 67

Industrial Revolution

Question 68

defined as the use of the scientific method to determine the “one best way” for a job to be done.

Answer 68

SCIENTIFIC MANAGEMENT

Question 69

the “father” of scientific management.

Answer 69

Frederick W. Taylor

Question 70

proceeded to study and develop their own methods of scientific management. best known for his experiments in reducing the number of motions in bricklaying.

Answer 70

Frank and Lillian Gilbreth

Question 71

devised a classification scheme to label 17 basic hand motions

Answer 71

therbligs

Question 72

tool to identify unnecessary movement

Answer 72

Microchronometer

Question 73

This group of writers, who focused on the entire organization, developed more general theories of what managers do and what constitutes good management practice.

Answer 73

GENERAL ADMINISTRATIVE THEORY

Question 74

stated the 14 principles of management

Answer 74

Henri Fayol

Question 75

was a German sociologist who wrote in the early twentieth century. a. Weber developed a theory of authority structures and described organizational activity based on authority relations. b. He described the ideal form of organization as a bureaucracy marked by division of labor, a clearly defined hierarchy, detailed rules and regulations, and impersonal relationships.

Answer 75

Max Weber

Question 76

known as operations research or management science, uses quantitative techniques to improve decision making. This approach includes applications of statistics, optimization models, information models, and computer simulations.

Answer 76

QUANTITATIVE APPROACH TO MANAGEMENT

Question 77

The field of study concerned with the actions (behaviors) of people at work

Answer 77

organizational behavior

Question 78

Early OB Advocates

Answer 78

Robert Owen Hugo Munsterberg Mary Parker Follett Chester Barnard

Question 79

interest in human behavior in organizational settings.

Answer 79

Hawthorne Studies

Question 80

is a set of interrelated and interdependent parts arranged in a manner that produces a unified whole.

Answer 80

system

Question 81

is not influenced by and does not interact with its environment.

Answer 81

closed system

Question 82

interacts with its environment .

Answer 82

open system

Question 83

view that the organization recognizes and responds to situational variables as they arise.

Answer 83

The contingency approach

Question 84

Organizational operations are no longer limited by national borders. Managers throughout the world must deal with new opportunities and challenges inherent in the globalization of business.

Answer 84

Globalization.

Question 85

hottest issue that could have negative and positive outcome issue

Answer 85

Ethics

Question 86

refers to a workforce that is heterogeneous in terms of gender, race, ethnicity, age, and other characteristics that reflect differences.

Answer 86

Workforce diversity

Question 87

the process whereby an individual or group of individuals use organized efforts to pursue opportunities to create value and grow by fulfilling wants and needs through innovation and uniqueness, no matter what resources the entrepreneur currently has.

Answer 87

Entrepreneurship

Question 88

is a comprehensive term describing the way an organization does its work by using electronic (Internet-based) linkages with its key constituencies in order to efficiently and effectively achieve its goals.

Answer 88

E-business

Question 89

is the sales and marketing component of e-business.

Answer 89

E-commerce

Question 90

involves cultivating a learning culture where organizational members systematically gather knowledge and share it with others in the organization so as to achieve better performance.

Answer 90

Knowledge management

Question 91

a philosophy of management that is driven by continual improvement and response to customer needs and expectations.

Answer 91

Quality management

Question 92

Quality experts of quality management

Answer 92

W. Edwards Deming