ENTREP | LESSON 1

Question 1

an art of getting things done through and with the people in formally organized groups

Answer 1

Management (Harold Koontz)

Question 2

an art of knowing what to do, when to do and see that it is done in the best and cheapest way

Answer 2

Management (Frederick Winslow)

Question 3

defined as the process by means of which the purpose and objectives of a particular human group are determined, clarified and effectuated

Answer 3

Management (Peter Ferdinand Drucker)

Question 4

the “art of getting things done through people“

Answer 4

Management (Mary Parker Follet)

Question 5

Creating a conducive environment so that people are able to perform their task efficiently and effectively

Answer 5

Management

Question 6

Good management includes both being

Answer 6

Effective and Efficient

Question 7

means doing the appropriate task.

Answer 7

effective

Question 8

means doing the task correctly, at least possible cost with minimum wastage of resources.

Answer 8

Efficient

Question 9

interrelated series of functions

Answer 9

Management

Question 10

Management creates, operates and directs purposive organization through

Answer 10

systematic
coordinated
co-operated human efforts

Question 11

manage is a _____,______,______ process

Answer 11

social process
integrating process
continous process

Question 12

features of management

Answer 12

• Its is goal oriented
• It integrates human, physical, and financial resources
• It is continuous
• It is all pervasive
• It is a group activity

Question 13

Levels of management

Answer 13

Executive management
Middle management
First-line management
Rank-and-file employees

Question 14

are at the top of the hierarchy and are responsible for the entire organization, especially its strategic direction.

Answer 14

Executive management

Question 15

are responsible for major departments and may supervise other lower-level managers.

Answer 15

Middlew managers

Question 16

supervise rank- and-file employees and carry out day- to-day activities within departments.

Answer 16

First line managers

Question 17

Types of managerial skills

Answer 17

• Technical Skills
• Human Relations Skills
• Conceptual Skills

Question 18

Managers must have the ability to use the tools, procedures, and techniques of their special areas.

Answer 18

Technical skills

Question 19

These skills are the mechanics of the job.

Answer 19

Technical skills

Question 20

must know operations of the department of radiology. He/she maintains and coordinates all aspects of the department computer system, in- service education, staff orientation and training, and equipment maintenance.

Answer 20

Chief radiologic technologist

Question 21

involve the ability to work with people and understand employee motivation and group processes.

Answer 21

Human Relations Skills

Question 22

involve the ability to work with people and understand employee motivation and group processes.

Answer 22

Human Relations Skills

Question 23

ability to organize and analyze information in order to improve organizational performance.

Answer 23

Conceptual Skills

Question 24

ability to see the organization as a whole and to understand how various parts fit together to work as an integrated unit.

Answer 24

Conceptual Skills

Question 25

Success in executive positions requires far _____ and _____ in most (but not all) situations

Answer 25

more conceptual skill less use of technical skills

Question 26

generally require more technical skills and fewer conceptual skills.

Answer 26

First-line managers

Question 27

remain important for success at all three levels in the hierarchy.

Answer 27

human relations skills, or people skills,

Question 28

Roles of managers

Answer 28

• Interpersonal roles • Information roles • Decisional roles

Question 29

Managers are required to gather, collate, analyze, store, and disseminate many kinds of information.

Answer 29

Informational roles

Question 30

Numerous studies have shown that such relationships are the richest source of information for managers because of their immediate and personal nature.

Answer 30

Interpersonal roles

Question 31

Managers are charged with the responsibility of making decisions on behalf of both the organization and the stakeholders with an interest in it.

Answer 31

Decisional roles

Question 32

Seek and receive information from a variety of sources (web, industry journals, reports, and contacts).

Answer 32

Monitor

Question 33

Pass information on to others in the organization through memos, e-mails, phone calls, etc.

Answer 33

Disseminator

Question 34

Transmit information to people outside the organizations through speeches, interviews, and written communication.

Answer 34

Spokesperson

Question 35

Perform formal duties like greeting visitors and signing contracts and other legal documents.

Answer 35

Figurehead

Question 36

Motivate, train, counsel, communicate, and direct subordinates.

Answer 36

Leader

Question 37

Maintain and manage information links inside and outside the organization.

Answer 37

Liaison

Question 38

Initiate projects that lead to improvements; delegate idea-generation responsibilities to others and identify best ideas to act on.

Answer 38

Entrepreneur

Question 39

Take corrective action during conflicts and crises; resolve disputes among subordinates.

Answer 39

Disturbance Handler

Question 40

Decide who receives resources, manage schedules and budgets, and set priorities.

Answer 40

Resource Allocator

Question 41

Represent a team, department, or organization regarding contracts, union negotiations, etc.

Answer 41

Negotiator

Question 42

“There are four fundamental functions of management i.e. planning, organizing, actuating and controlling”.

Answer 42

George & Jerry

Question 43

“To manage is to forecast and plan, to organize, to command, & to control”

Answer 43

Henry Fayol

Question 44

given a keyword ’POSDCORB’

Answer 44

Luther Gullick

Question 45

But the most widely accepted are functions of management given by

Answer 45

KOONTZ and O’DONNEL

Question 46

But the most widely accepted are functions of management given by

Answer 46

KOONTZ and O’DONNEL

Question 47

the basic function of management.

Answer 47

Planning

Question 48

deciding in advance - what to do, when to do & how to do

Answer 48

Planning (KOONTZ)

Question 49

It bridges the gap from where we are & where we want to be”

Answer 49

Planning

Question 50

It is a systematic thinking about ways & means for accomplishment of pre- determined goals.

Answer 50

Planning

Question 51

It is the process of bringing together physical, financial and human resources and developing productive relationship amongst them for achievement of organizational goals.

Answer 51

Organizing

Question 52

“To organize a business is to provide it with everything useful or its functioning”

Answer 52

Henry Fayol

Question 53

Organizing as a process involves:

Answer 53

• Identification of activities • Classification of grouping of activities • Assignment of duties • Delegation of authority and creation of responsibility • Coordinatingauthorityand responsibility relationships

Question 54

It is that part of managerial function which actuates the organizational methods to work efficiently for achievement of organizational purposes.

Answer 54

Directing

Question 55

that inert- personnel aspect of management which deals directly with influencing, guiding, supervising, motivating sub-ordinate for the achievement of organizational goals.

Answer 55

Direction

Question 56

the process of checking whether or not proper progress is being made towards the objectives and goals and acting if necessary, to correct any deviation

Answer 56

Controlling (Theo Haimann)

Question 57

the measurement & correction of performance activities of subordinates in order to make sure that the enterprise objectives and plans desired to obtain them as being accomplished

Answer 57

Controlling (Koontz & O’Donell)

Question 58

Controlling has following steps:

Answer 58

• Establishment of standard performance. • Measurement of actual performance. • Comparison of actual performance with the standards and finding out deviation if any. • Corrective action.