Chapter 2

Question 1

Referent power

Answer 1

Based on force of personality

Question 2

Reward power

Answer 2

Based on access to or control over valued resources

Question 3

Legitimate power

Answer 3

Associated with a particular position in an organisation - ie authorise expenses, issue instructions

Question 4

Expert power

Answer 4

Based on experience, qualifications or expertise

Question 5

Line authority

Answer 5

The relationship that exists between a manager and direct staff - clear lines of authority from the top to the bottom.

Manager has line authority over a subordinate down the chain of command

Question 6

Types of manager

Answer 6

Line manager
Functional manager
Staff manager
Project manager

Question 7

Staff manager

Answer 7

Authority in giving specialist advice - no accountability in the execution of advice

Question 8

Functional manager

Answer 8

Has functional authority whereby authority is present to control performance in another department

ie IT manager setting out rules for internet use

Question 9

Project manager

Answer 9

Has authority over project team members

Question 10

Managerial roles

Answer 10

Informational role
Interpersonal role
Decision role

Question 11

Informational role

Answer 11

Checking data received and passing it on to the relevant people; acting as the spokesperson for their team

Distributing info to staff: fact or as info involving some interpretation and integration

Question 12

Interpersonal role

Answer 12

Acting as leader for the team and linking with managers of other teams

ie listening to employees or giving feedback

Question 13

Decisional role

Answer 13

‘Managing’ - allocate resources, handle disturbances, negotiate, solve problems, act as entrepreneur

Question 14

Project team stages

Answer 14

Forming - define purpose of group + objectives
Storming - conflict stage; compete for roles
Norming - establishes the norms
Performing - operating at full potential

Question 15

Outward looking - flexible

Answer 15

Open systems culture - external environment provides opportunity but it is ever-changing and unpredictable

New business unit

Question 16

Outward-looking - controlling

Answer 16

Rational goal culture - goal-orientated towards external environments

Large established businesses

Question 17

Inward-looking - controlling

Answer 17

Internal process culture - looks inwards, stable/controlled internal environment
Public sector

Question 18

Inward-looking - flexible

Answer 18

Human relations culture - inward-looking, maintains the welbeing of staff
Support service unit

Question 19

Delegating work to a subordinate

Answer 19

Responsibility
Authority

accountability CANNOT be delegated

Question 20

Type of manager: An IT manager setting out rules for internet and email use

Answer 20

Functional manager

Question 21

Human resources manager suggesting aptitude tests for managers to use when recruiting

Answer 21

Staff manager A

Question 22

Product manager asking IT and marketing staff to help with a big product launch

Answer 22

Project manager D

Question 23

Manager setting targets for the workforce

Answer 23

Line manager C

Question 24

Charlize is a Manager at Tordos Ltd. She complains to a friend that all she does is attend meetings
along with other managers in the company, and represent her team at conferences. In terms of Henry
Mintzberg’s managerial roles, Charlize is describing her:
A decisional role
B interpersonal role
C disseminator role
D informational role

Answer 24

B - representing her team in a capacity as their leader as well as interacting with managers of other teams within the company

Question 25

stages of group

Answer 25

forming - seeking to define the purpose of the group
storming - conflict first arises + choosing roles
norm
perform

Question 26

organisational iceberg: overt

Answer 26

formal: surface competencies + skills, organisational design

Question 27

organisational iceberg: covert

Answer 27

informal, communication skills, underlying competencies + skills, attitudes

Question 28

Marketing mix

Answer 28

the set of controllable marketing variables that a firm blends to produce the response it wants in the target market

4Ps: product, place, price, promotion
services: people, processes, physical evidence

Question 29

Marketing segmentation

Answer 29

the division of the market into homogenous groups of potential customers who may be treated similarly for marketing purposes - broken down into several sections

segmentation bases: age, gender, socioeconomic group

Question 30

4Ps

Answer 30

marketing mix: product, place, promotion, price

Question 31

In terms of authority, which of the following is the best description of a staff function?
A A situation where a person is entitled to command another
B A function that is carried out only at head office
C A situation where a person can give advice and guidance to another
D A function that is carried out locally only

Answer 31

C - authority arises in giving specialist advice to another manager or department over which you have no line authority and therefore no authority to make or influence decisions in that other department

Question 32

PULL

Answer 32

persuading the consumers to buy ie tv advertising

Question 33

PUSH

Answer 33

ensuring products/services are available to consumers - via promotions and personal selling efforts

Question 34

marketing mix

Answer 34

product, place, promotion, price

Question 35

pricing

Answer 35

cost, competitors, customers, corporate objectives

Question 36

Operations - what do we need to know re marketing mix

Answer 36

volume, variety, variation, visibility

Question 37

Procurement mix

Answer 37

Quality, quantity, price, time lag

Question 38

R+D : pure

Answer 38

no obvious commercial incentive

Question 39

R+D : applied

Answer 39

there is an obvious commercial incentive