WEEK 9

Question 1

wear many hats and must bring with them an entire toolkit of skills—conceptual skills, human skill

Answer 1

Managers

Question 2

Set organizational objectives and goals Scan external environment for opportunities

Answer 2

Top Managers

Question 3

Allocate resources to achieve the goals and objectives set by top managers Oversee first-line managers

Answer 3

Middle Managers

Question 4

Coordinate activities developed by middle-managers

Answer 4

First-Line Managers/ Supervisory Managers

Question 5

Robert Katz identified three critical skill sets for successful managers

Answer 5

Technical Skills
Conceptual Skills
Human Skills

Question 6

A learned capacity in any given field of work, study, or play. Front-line managers often need to use technical skills on a daily basis

Answer 6

Technical Skills

Question 7

Ability to generate ideas creatively and intuitively and show comprehensive understanding of contexts
and topics

Answer 7

Conceptual Skills

Question 8

– an ability to formulate ideas or mental abstractions

Answer 8

Conceptual Thinking

Question 9

A combination of social, interpersonal, and leadership skills

Answer 9

Human Skills

Question 10

is a process of thinking about and
organizing the activities needed to achieve a desired goal.

Answer 10

Planning

Question 11

provides the foundation for
ongoing planning activities.

Answer 11

Business Plan

Question 12

Gives employees something to rally behind and can let the world know where the company is going

Answer 12

Vision Statement

Question 13

Outlines how the business will turn its vision into reality and becomes the foundation for establishing specific goals and objectives

Answer 13

Mission Statement

Question 14

A key planning tool managers have at their disposal. Provides a means of projecting expectations, anticipating problems, and guiding decision
making

Answer 14

SWOT Analysis

Question 15

SWOT stands for:

Answer 15

Strengths
Weaknesses
Opportunities
Threats

Question 16

A manager can take a number of different approaches to leading and overseeing an organization.

Answer 16

Leading

Question 17

is highly complex and often involves a systematic review of human resources, finances,
and priorities.

Answer 17

Organizing

Question 18

Different Management Styles

Answer 18

1. Autocratic/Authoritarian
2. Laissez-faire/Free Rein
3. Participative/Democratic

Question 19

Managers do not take any suggestions or consider initiatives from subordinates.

Answer 19

Autocratic/Authoritarian

Question 20

Known as “hands-off” management because the manager delegates the tasks to the followers while providing little or no direction.

Answer 20

Laissez-faire/Free-Rein

Question 21

Manager shares the decision-making authority with group members.

Answer 21

Participative/Democratic

Question 22

Different Leadership Styles

Answer 22

Transformational
Transactional
Narcissistic

Question 23

Work with subordinates to identify needed change, create and share an inspiring vision, and bring about change together with committed members of a group. Serves to enhance the motivation, morale, and job performance of followers.

Answer 23

Transformational

Question 24

Focuses on supervision, organization, and performance. Pays attention to their followers’ work in order to find fault or deviation and gain their
compliance through a system of rewards and punishments.

Answer 24

Transactional

Question 25

Two factors that form reward/punishment system:

Answer 25

Contingent reward
Management by exception

Question 26

provides rewards for effort and recognizes good performance

Answer 26

Contingent Reward

Question 27

the leader intervenes when subordinates do not meet
acceptable performance levels

Answer 27

Management by Exception

Question 28

are visionary and charismatic, with a keen ability to attract and inspire followers.

Answer 28

Narcissistic

Question 29

The leadership style of managers in an organization is usually indicative of the underlying
philosophy, or values, of the organization.

Answer 29

Corporate Culture

Question 30

is the activity of observing a given
organizational process, measuring performance against a previously
established metric, and improving it where possible

Answer 30

Controlling

Question 31

The process of control usually consists of the following five cyclical steps:

Answer 31

Setting standards and goals

Measuring performance

Compare actual performance to established performance standards

Take corrective action

Use information gained from process to set up future performance standards

Question 32

S.M.A.R.T operational objectives

Answer 32

Specific
Measurable
Achievable
Realistic
Time constrained

Question 33

is the process of collecting, analyzing, and/or reporting
information regarding the performance of an individual, group, organization, system, or
component.

Answer 33

Performance Measurement

Question 34

The rubric for measuring organizational performance is called a __________.

Answer 34

Performance Metric

Question 35

is a planned response at fixing the problem

Answer 35

Corrective Action