Slides 5 (recap)

Question 1

What is management?

Answer 1

A process designed to achieve an organization’s objectives by using its resources effectively and efficiently in a changing environment.

Management involves planning, organizing, directing, and controlling activities.

Question 2

What does effectively mean in the context of management?

Answer 2

Having the intended result.

Effectiveness is about achieving goals.

Question 3

What does efficiently mean in the context of management?

Answer 3

Accomplishing the objectives with a minimum of resources.

Efficiency focuses on resource utilization.

Question 4

What are the major functions of management?

Answer 4

Planning, organizing, directing, controlling.

These functions are essential for achieving organizational objectives.

Question 5

What is staffing in management?

Answer 5

Hiring people to carry out the work of the organization.

Staffing is crucial for ensuring the right personnel are in place.

Question 6

What is downsizing?

Answer 6

The elimination of significant numbers of employees from an organization.

Downsizing is often a difficult decision for managers.

Question 7

What role do suppliers play in resource management?

Answer 7

They help ensure products are made available to customers and can provide creative solutions to reduce expenses.

Good suppliers maximize efficiencies.

Question 8

What is the first function of management?

Answer 8

Planning.

Planning involves determining the organization’s objectives and deciding how to accomplish them.

Question 9

What is a mission statement?

Answer 9

A declaration of an organization’s fundamental purpose and basic philosophy.

It answers the question: ‘What business are we in?’

Question 10

What are the three key components of a goal?

Answer 10

An attribute sought, a target to be achieved, and a time frame.

Goals illustrate the complex nature of business.

Question 11

What are the three general types of plans for meeting objectives?

Answer 11

Strategic, tactical, operational.

Each type of plan serves different time frames and purposes.

Question 12

What is strategic planning?

Answer 12

Developed by a firm’s highest managers, it establishes long-range objectives and overall strategy.

Strategic plans generally cover periods of one year or longer.

Question 13

What is tactical planning?

Answer 13

Short-range planning designed to implement activities specified in the strategic plan.

Tactical plans usually cover a period of one year or less.

Question 14

What is operational planning?

Answer 14

Very short-term planning that specifies actions for individuals or departments.

Operational plans apply to details in executing activities over short time frames.

Question 15

What is crisis management?

Answer 15

Planning that deals with potential disasters like product tampering or natural disasters.

Many businesses lack updated contingency plans for crises.

Question 16

What does organizing involve in management?

Answer 16

Structuring resources and activities to accomplish objectives efficiently and effectively.

Organizing helps create synergy and improve communication.

Question 17

What is directing in management?

Answer 17

Motivating and leading employees to achieve organizational objectives.

Good directing involves setting deadlines and providing incentives.

Question 18

What are the five activities involved in controlling?

Answer 18

1. Measuring performance
2. Comparing performance with standards
3. Identifying deviations
4. Investigating causes
5. Taking corrective action

Controlling helps assess the success of plans.

Question 19

Who are top managers?

Answer 19

Presidents and other top executives like the CEO, CFO, and COO with overall responsibility for the organization.

They primarily focus on strategic decisions.

Question 20

What is the role of middle managers?

Answer 20

Responsible for tactical decisions and implementing the strategic plans set by top management.

They bridge the gap between top management and operational staff.

Question 21

True or False: Objectives are generally stated in measurable terms.

Answer 21

True.

This distinguishes objectives from broader goals.

Question 22

Fill in the blank: The process of evaluating and correcting activities to keep the organization on course is called _______.

Answer 22

Controlling.

The controlling function is crucial for maintaining organizational alignment with goals.

Question 23

What is the primary responsibility of middle managers?

Answer 23

Tactical and operational planning to implement general guidelines established by top management

Middle managers are more narrowly focused than top managers and involved in specific operations.

Question 24

Who are considered first-line managers?

Answer 24

Managers who supervise workers and daily operations

Common titles include foreman, supervisor, and office manager.

Question 25

What do top managers spend most of their time doing?

Answer 25

Planning, followed by organizing and directing ## Footnote They spend the least amount of time controlling.

Question 26

What is the focus of financial managers?

Answer 26

Obtaining and using money in accordance with organizational goals ## Footnote They ensure the financial stability of the organization.

Question 27

What are the main responsibilities of production and operations managers?

Answer 27

Develop and administer activities involved in transforming resources into goods, services, and ideas ## Footnote They ensure efficient production processes.

Question 28

What skills do managers need to be successful?

Answer 28

Technical expertise, conceptual skills, analytical skills, human relations skills, and leadership ## Footnote These skills help managers to effectively lead their teams.

Question 29

What is the definition of conceptual skills in management?

Answer 29

The ability to think in abstract terms and see how parts fit together to form the whole ## Footnote Particularly important for top-level managers.

Question 30

What characterizes autocratic leadership?

Answer 30

Leaders make all decisions and tell employees what to do ## Footnote This style may limit employee input and creativity.

Question 31

Fill in the blank: ______ leadership involves involving employees in decision-making.

Answer 31

[Democratic]

Question 32

What is authentic leadership?

Answer 32

A leadership style characterized by passion for organizational goals and forming long-term relationships with stakeholders ## Footnote It combines elements of both democratic and free-rein leadership.

Question 33

List the six steps in the decision-making process.

Answer 33

* Recognize and define the decision situation * Develop options * Analyze options * Select the best option * Implement the decision * Monitor the consequences ## Footnote These steps provide a systematic approach to decision-making.

Question 34

What is the first step in the decision-making process?

Answer 34

Recognizing and defining the decision situation ## Footnote This step can involve identifying both negative and positive situations.

Question 35

What technique encourages creativity in developing options?

Answer 35

Brainstorming ## Footnote Group members spontaneously suggest ideas to solve a problem.

Question 36

What should managers consider when analyzing options?

Answer 36

Practicality and appropriateness of each option ## Footnote Factors include financial resources, legal restrictions, and ethical considerations.

Question 37

True or False: Selection of the best option in decision-making is always a quantitative procedure.

Answer 37

False ## Footnote Selection is often subjective and based on analyzing risks and trade-offs.

Question 38

What is involved in the implementation of a decision?

Answer 38

Putting the selected option into action ## Footnote Implementation can vary in complexity depending on the nature of the decision.

Question 39

What is the importance of monitoring after implementing a decision?

Answer 39

Determining whether the decision has accomplished the desired result ## Footnote Proper monitoring allows for timely adjustments if needed.

Question 40

What percentage of their time do managers spend working with others?

Answer 40

Up to 75 percent ## Footnote This includes working with subordinates, bosses, and external stakeholders.

Question 41

What does an agenda for managers typically include?

Answer 41

Specific and vague items covering short-term goals and long-term objectives ## Footnote Agendas help managers prioritize their responsibilities.

Question 42

What is the significance of networking for managers?

Answer 42

Building relationships and sharing information with colleagues ## Footnote Networking helps achieve goals on their agendas.

Question 43

What are the common forms of organizational structure managers should compare?

Answer 43

Functional, divisional, matrix, team-based, and network structures ## Footnote Each structure has its own advantages and disadvantages.

Question 44

Distinguish between groups and teams.

Answer 44

Groups are collections of individuals; teams are groups with complementary skills working towards a common goal ## Footnote Teams often have a higher level of interdependence.

Question 45

What are the types of groups that exist in organizations?

Answer 45

* Formal groups * Informal groups * Command groups * Task groups * Interest groups ## Footnote Each type serves different purposes within the organization.

Question 46

What is organizational culture?

Answer 46

A firm’s shared values, beliefs, traditions, philosophies, rules, and role models for behavior. ## Footnote Also called corporate culture, it exists in every organization, regardless of size or type.

Question 47

How may a firm's culture be expressed?

Answer 47

Formally through mission statements, codes of ethics, memos, manuals, and ceremonies; informally through dress codes, work habits, extracurricular activities, and stories. ## Footnote Employees learn accepted standards through discussions with co-workers.

Question 48

What is the importance of organizational culture?

Answer 48

Helps ensure that all members of a company share values and suggests rules for behavior and problem-solving within the organization.

Question 49

What is organizational structure?

Answer 49

The arrangement or relationship of positions within an organization. ## Footnote Organizations rarely achieve common objectives without some form of structure.

Question 50

How does an organizational structure develop?

Answer 50

When managers assign work tasks and coordinate activities required to reach the firm’s objectives.

Question 51

What is an organizational chart?

Answer 51

A visual display of the organizational structure, lines of authority, staff relationships, and lines of communication.

Question 52

What is specialization in an organization?

Answer 52

The division of labor into small, specific tasks assigned to individual employees for efficiency. ## Footnote Workers perform more efficiently if they master just one task.

Question 53

What are the negative consequences of overspecialization?

Answer 53

Employees may become bored, dissatisfied, leading to poor quality work, more injuries, and high employee turnover.

Question 54

What is departmentalization?

Answer 54

The grouping of jobs into working units, usually called departments, units, groups, or divisions.

Question 55

What is functional departmentalization?

Answer 55

Groups jobs that perform similar functional activities, such as finance, manufacturing, marketing, and human resources. ## Footnote Common in small organizations.

Question 56

What is product departmentalization?

Answer 56

Organizes jobs around the products of the firm, duplicating functions and resources within each product division.

Question 57

What is geographical departmentalization?

Answer 57

Groups jobs according to geographic location, such as state, region, country, or continent.

Question 58

What is customer departmentalization?

Answer 58

Arranges jobs around the needs of various types of customers, allowing companies to address unique requirements.

Question 59

What does delegation of authority mean?

Answer 59

Giving tasks to employees while empowering them to make commitments and take necessary actions to carry out those tasks.

Question 60

What is centralization in an organization?

Answer 60

Authority is concentrated at the top, with very little decision-making authority delegated to lower levels.

Question 61

What characterizes a decentralized organization?

Answer 61

Decision-making authority is delegated as far down the chain of command as possible, common in complex, unpredictable environments.

Question 62

What does span of management refer to?

Answer 62

The number of subordinates who report to a particular manager.

Question 63

What are organizational layers?

Answer 63

The levels of management in an organization, describing the layers and number of layers in the organizational structure.

Question 64

What distinguishes a tall organization from a flat organization?

Answer 64

Tall organizations have many layers of management with a narrow span of management; flat organizations have few layers with a wide span of management.

Question 65

What are common forms of organizational structure?

Answer 65

Line structure, line-and-staff structure, multidivisional structure, and matrix structure.

Question 66

What is the simplest organizational structure?

Answer 66

Line structure ## Footnote Line structure has direct lines of authority that extend from the top manager to employees at the lowest level of the organization.

Question 67

What is a line-and-staff structure?

Answer 67

A structure with a traditional line relationship between superiors and subordinates, with specialized staff managers assisting line managers ## Footnote Staff managers provide advice and support on specialized matters but do not have direct authority over line managers.

Question 68

What is a multidivisional structure?

Answer 68

A structure that organizes departments into larger groups called divisions ## Footnote It allows for delegation of decision-making authority, enabling specialization.

Question 69

What is a matrix structure?

Answer 69

A structure that creates teams from different departments, resulting in intersecting lines of authority ## Footnote It provides flexibility and enhances cooperation but can be complex and expensive.

Question 70

True or False: All teams are groups, but not all groups are teams.

Answer 70

True ## Footnote Teams are defined by shared goals and mutual accountability, while groups may not have these characteristics.

Question 71

What types of groups exist in organizations?

Answer 71

* Committees * Task forces * Project teams * Product-development teams * Quality-assurance teams * Self-directed work teams ## Footnote These groups can also be virtual, relying on technology for communication.

Question 72

What is the primary function of a committee?

Answer 72

To perform a specific task as a permanent, formal group ## Footnote Committees often handle ongoing responsibilities.

Question 73

What is the purpose of a task force?

Answer 73

To bring about a particular change as a temporary group ## Footnote Task forces typically include members from various departments based on expertise.

Question 74

What is a self-directed work team (SDWT)?

Answer 74

A group responsible for an entire work process that delivers a product to a customer ## Footnote SDWTs allow for flexibility in response to competition and customer needs.

Question 75

What is the significance of effective communication in organizations?

Answer 75

It affects the overall productivity and success of projects, groups, teams, and individuals ## Footnote Communication mistakes can lead to lower productivity and morale.

Question 76

What are formal channels of communication?

Answer 76

Intentionally defined channels representing the flow of communication within the formal organizational structure ## Footnote They are designed by the organization to facilitate communication.

Question 77

What is the grapevine in the context of organizational communication?

Answer 77

An informal channel of communication separate from management's formal communication ## Footnote Grapevine information may include gossip and rumors, which can be a concern for managers.

Question 78

How has technology impacted workplace communication?

Answer 78

Increased use of electronic communication requires monitoring for most companies ## Footnote Companies often have policies regarding Internet use and employ software to monitor computer usage.

Question 79

What can interruptions do to communication?

Answer 79

They can be a serious threat to effective communication ## Footnote Even small interruptions can hinder understanding and interpretation of messages.

Question 80

Fill in the blank: Communication can flow in a variety of _______.

Answer 80

directions ## Footnote This includes upward, downward, and lateral communication among employees.

Question 81

What is one of the major issues of effective communication?

Answer 81

Obtaining feedback ## Footnote Without feedback, communication can be ineffective and negatively impact performance.

Question 82

What are some common channels for communication in businesses?

Answer 82

* Face-to-face * E-mail * Phone * Written communication ## Footnote Each channel has its own advantages and disadvantages.