Chapter 1 - Management

Question 1

Management

Answer 1

Getting work done through others.

Question 2

Efficiency

Answer 2

Getting work done with a minimum of effort, expense, or waste.

Question 3

Effectiveness

Answer 3

Accomplishing tasks that help fulfill organizational objectives.

Question 4

4 Management Functions - (Classical)

Answer 4

Planning, Organizing, Controlling, Leading.

Question 5

Planning

Answer 5

Determining organizational goals and the means for achieving them.

Question 6

Organizing

Answer 6

Deciding where decisions will be made, who will do what jobs and tasks, and who will work for whom.

Question 7

Controlling

Answer 7

Monitoring progress toward goal achievement and taking corrective action when needed.

Question 8

Leading

Answer 8

Inspiring and motivating workers to work hard to achieve organizational goals.

Question 9

Meta-Analysis

Answer 9

A study of studies, a statistical approach that provides the best scientific estimate of how well management theories and practices work.

Question 10

4 Levels of Management

Answer 10

Top managers, middle managers, first-line managers, and team leaders.

Question 11

Top Managers

Answer 11

Executives responsible for the overall direction of the organization. (Change, commitment, culture and environment)

Question 12

Middle Managers

Answer 12

Managers responsible for setting objectives consistent with top management’s goals, and planning and implementing sub-unit strategies for achieving these objectives. (Resources, objectives, coordination, sub-unit performance, strategy implementation)

Question 13

First-Line Managers

Answer 13

Managers who train and supervise performance of non managerial employees and who are directly responsible for producing the company’s products or services. (non managerial worker supervision, teaching and training, scheduling)

Question 14

Team Leaders

Answer 14

Managers responsible for facilitating team activities toward goal accomplishment. (facilitation, external relationships, internal relationships)

Question 15

3 Managerial Roles (Mintzberg’s Managerial Roles and Sub-roles)

Answer 15

Interpersonal roles, informational roles and decisional roles.

Question 16

Figurehead Role

Answer 16

The interpersonal role managers play when they perform ceremonial duties.

Question 17

Leader Role

Answer 17

The interpersonal role managers play when they motivate and encourage workers to accomplish organizational objectives.

Question 18

Liaison Role

Answer 18

The interpersonal role that managers play when they deal with people outside their units.

Question 19

Monitor Role

Answer 19

The informational role managers play when they scan their environment for information.

Question 20

Disseminator Role

Answer 20

The informational role mangers play when they share information with others in their departments or companies.

Question 21

Spokesperson Role

Answer 21

The informational role managers play when they share information with others outside their departments or companies.

Question 22

Resource Allocator Role

Answer 22

The decisional role managers play when they decide who gets what resources.

Question 23

Negotiator Role

Answer 23

The decisional role managers play when they negotiate schedules, products, goals, outcomes, resources, and employee raises.

Question 24

Technical Skills

Answer 24

The ability to apply the specialized procedures, techniques, and knowledge required to get the job done.

Question 25

Human Skills

Answer 25

The ability to work well with others.

Question 26

Conceptual skills

Answer 26

The ability to see the organization as a whole, how the different parts affect each other, and how the company fits into or is affected by its environment.

Question 27

Motivation to Manage

Answer 27

An assessment of how enthusiastic employees are about managing the work of others.

Question 28

Competitive advantage through people

Answer 28

Employment security, selective hiring, self managed teams and decentralization, high wages contingent of organizational performance, training and skill development, reduction of status differences, sharing information.

Question 29

Entrepreneur Role

Answer 29

The decisional role managers play when they adapt themselves, their subordinates, and their units to incremental change.

Question 30

Disturbance Handler Role

Answer 30

The decisional role managers play when they respond to severe problems that demand immediate action.

Question 31

Good management is…

Answer 31

Getting work done through others to accomplish tasks that help fulfill organizational objectives as efficiently as possible.

Question 32

Old-style management

Answer 32

Old-style managers:

• think of themselves as the “manager” or the “boss”
• follow the chain of command
• make decisions by themselves
• keep proprietary company information confidential
• demands long hours

Question 33

New-style management

Answer 33

New-style managers:

• think of themselves as sponsors, team leaders, or internal consultants
• work with anyone who can help them accomplish their goals
• ask others to participate in decisions
• share proprietary company information with others
• demands results

Question 34

4 management functions - (new)

Answer 34

Making things happen, meeting the competition, organizing people, projects and processes, and leading.

Question 35

Types of Top Managers

Answer 35

CEO, COO, Vice President, Corporate Head

Question 36

Types of Middle Managers

Answer 36

General Manager, Plant Manager, Regional Manager, Divisional Manager

Question 37

Types of First-line Managers

Answer 37

Office Manager, Shift Supervisor, Department Manager

Question 38

Types of Team Leaders

Answer 38

Team Leaders, Team Contact, Group Facilitator

Question 39

What companies look for in managers (Managerial Skills)

Answer 39

Technical skills, human skills, conceptual skills and motivation to manage.

Question 40

Mistakes managers make

Answer 40

1. Insensitive to others: abrasive, intimidating, bullying style.
2. Cold, aloof, arrogant
3. Betrayal of trust
4. Overly ambitious: thinking of the next job, playing politics.
5. Specific performance problems with the business
6. Over managing: unable to delegate or build a team
7. Unable to staff effectively
8. Unable to think strategically
9. Unable to adapt to boss with different style
10. Overdependent on advocate or mentor

Question 41

Importance of Managerial skills to different managerial jobs

Answer 41

Technical skills are most important for lower level managers.
Human skills are equally important at all levels of managers.
Conceptional skills and Motivation to Manage increase in importance as managers rise through the managerial ranks.

Question 42

Manager’s initial expectations

Answer 42

• Be the boss
• Formal authority
• Manage tasks
• Job is not managing people

Question 43

Expectations after 6 months as manager

Answer 43

• Initial expectations were wrong
• Fast pace
• Heavy workload
• Job is to be problem-solver and trouble-shooter for subordinates

Question 44

Expectations after a year as manager

Answer 44

• No longer “doers”
• Communication, listening, and positive reinforcement
• Job is people development

Question 45

Competitive advantage through people:

1.Employment security

Answer 45

Is the ultimate form of commitment that companies can make to their workers. Employees can innovate and increase company productivity without fearing the loss of their jobs.

Question 46

Competitive advantage through people:

2. Selective hiring

Answer 46

If employees are the basis for a company’s competitive advantage, and those employees have employment security , then the company needs to aggressively recruit and selectively screen applicants in order to hire the most talented employees available.

Question 47

Competitive advantage through people:

3. Self-managed teams and decentralization

Answer 47

Self-managed teams are responsible for their own hiring, purchasing, job assignments, and production. They can often produce enormous increases in productivity through increased employee commitment and creativity. Decentralization allows employees who are closest to (and most knowledgeable about) problems, production and customers to make timely decisions. Decentralization increases employee satisfaction and commitment.

Question 48

Competitive advantage through people:

4. High wages contingent on organizational performance

Answer 48

High wages are needed to attract and retain talented workers and to indicate that the organization values its workers. Employees, like company founders, shareholders, and managers, need to share in the financial rewards when the company is successful. Why? Because employees who have a financial stake in their companies are more likely to take a long-run view of the business and think like business owners.

Question 49

Competitive advantage through people:

5. Training and skill development

Answer 49

Like a high-tech company that spends millions of dollars to upgrade computers or research and development labs, a company whose competitive advantage is based on its people must invest in the training and skill development of its people.

Question 50

Competitive advantage through people:

6. Reduction of status differences

Answer 50

These are fancy words that indicate that the company treats everyone, no matter what their job, as equals. There are no reserved parking spaces. Everyone eats in the same cafeteria and has similar benefits. The result: much improved communication as employees focus on problems and solutions rather than how they are less valued than managers.

Question 51

Competitive advantage through people:

7. Sharing information

Answer 51

If employees are to make decisions that are good for the long-run health and success of the company, they need to be given information about costs, finances, productivity, development times, and strategies that were previously known only by company managers.

Question 52

Interpersonal Roles

Answer 52

Figurehead role, leader role and liaison role

Question 53

Informational Roles

Answer 53

Monitor role, disseminator role and spokesperson role

Question 54

Decisional Roles

Answer 54

Entrepreneur role, disturbance handler role, resource allocator role, and negotiator role