chapter 1

Question 1

Management:

Answer 1

− A set of activities (including planning and decision making, organizing, leading, and controlling) directed at an organization’s resources (human, financial, physical, and information) with the aim of achieving organizational goals in an efficient and effective manner

Question 2

Efficient

Answer 2

Using resources wisely in a cost-effective way

Question 3

Effective

Answer 3

Making the right decisions and
successfully implementing them

Question 4

Top managers:

Answer 4

− Executives who manage the overall organization
− Create the organization’s goals, overall strategy, and operating
policies

Chief Operating Officer (COO), Chief Executive Officer (CEO), Chief Financial Officer (CFO), President, or Vice President

Question 5

Middle managers:

Answer 5

− Implement the policies and plans developed by top managers
− Supervise and coordinate the activities of lower-level managers

These managers often have job titles that include the word “director.”

Question 6

First-line managers:

Answer 6

− Supervise and coordinate the activities of operating employees
− Spend a large proportion of their time supervising the work of their
subordinates

Question 7

functions

Answer 7

Planning
Decision Making
Organizing
Leading
Controlling

Question 8

Planning

Answer 8

− Setting an organization’s goals and deciding how best to achieve them

Question 9

Decision Making

Answer 9

− Part of the planning process that involves selecting a course of action from a set of alternatives

Question 10

Organizing

Answer 10

• Determining how activities and resources are to be grouped

Question 11

Leading

Answer 11

• The set of processes used to get members of the
  organization to work together to further the interests of the
  organization

Question 12

Controlling

Answer 12

• Monitoring organizational progress toward goal attainment

Question 13

4 Management Skills

Answer 13

Technical skills
Interpersonal skills
Conceptual skills
Diagnostic skills

Question 14

Technical skills

Answer 14

− The skills necessary to accomplish or understand the specific kind of work done in an organization

Question 15

Interpersonal skills

Answer 15

− The ability to communicate with, understand, and motivate both individuals and groups

Question 16

Conceptual skills

Answer 16

− The manager’s ability to think in the abstract

Question 17

Diagnostic skills

Answer 17

− The manager’s ability to visualize the most appropriate response to a
situation

Question 18

The Science of Management:

Answer 18

• Assumes problems and issues can be approached using
  rational, logical, objective, and systematic ways
• Requires technical, diagnostic, and decision-making skills

Question 19

The Art of Management:

Answer 19

• Requires a blend of intuition, experience, instinct, and
  personal insights
• Relies heavily on conceptual, communication, interpersonal,
  and time management skills

Question 20

Classical management perspective:

Answer 20

• Consists of two distinct branches—scientific management
  and administrative management

Question 21

Scientific management:

Answer 21

• Concerned with improving the performance of individual
  workers

Question 22

Administrative management:

Answer 22

Focuses on managing the total organization

Question 23

Frederick W. Taylor (1856–1915)

Answer 23

− Replaced old work methods with scientifically-based work
methods
− Eliminated “soldiering,” where employees deliberately
worked at a pace slower than their capabilities
− Studied and redesigned jobs, introduced rest periods to
reduce fatigue, and implemented piecework pay systems

Question 24

Classical Management Perspective Contributions

Answer 24

Contributions:
* Many management techniques and approaches that are still
relevant today
* Focused attention on management as a meaningful field of study

Question 25

Classical Management Perspective limitations

Answer 25

Limitations:
* More appropriate for use in stable, simple organizations rather
than the changing and complex organizations of today
* Proposed universal guidelines that do not fit every organization
* Slighted the role of the individual in organizations

Question 26

Illumination study:

Answer 26

− Lighting adjustments affected the productivity of both control and
experimental groups of employees.

Question 27

Group study:

Answer 27

− A piecework incentive pay plan caused workers to establish
informal levels of individual output.
− Overproducing workers were labeled “rate busters.”
− Underproducing workers were considered “chiselers.”

Question 28

Interview program:

Answer 28

Confirmed the importance of human behavior in the workplace

Question 29

Human relations movement:

Answer 29

Grew out of the Hawthorne studies

Proposed that workers respond primarily to the social
context of work, including social conditioning, group
norms, and interpersonal dynamics