general business data bank

26. Managers least enjoy activities such as controlling subordinates and managing time pressures.

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27. The individual performer is a generalist and coordinates a broad range of activities.

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28. The manager is a specialist and a "doer."

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29. Becoming a successful manager means thinking in terms of building teams and networks, becoming a motivator and organizer within a highly interdependent system of people and work.

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30. Spotlight on Skills box in Chapter 1 asks you to consider issues such as the increased workload and the challenge of supervising former peers to help you decide if you really want to become a manager.

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31. Managerial activity is often characterized by routine, continuity, and lengthy time-frame.

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32. A manager forwards information to other organization members in the disseminator role.

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33. In the spokesperson role, a manager forwards information to other organization members.

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34. The interpersonal roles performed by managers include figurehead, leader, and liaison.

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35. The informational roles that managers perform include monitor, disseminator, and spokesperson.

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36. The monitor role involves the initiation of change.

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37. In the figurehead role, the manager performs ceremonial and symbolic duties.

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38. The disturbance handler role involves the initiation of change, thinking about the future and how to get there.

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39. Fortunately for managers, the disseminator and spokesperson roles are identical.

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40. Managers in small businesses tend to emphasize roles different from those of managers in large corporations.

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41. Not-for-profit organizations, such as The Red Cross and the Girl Scouts, represent a major application of management talent.

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42. We might expect managers in nonprofit organizations to place more emphasis on the roles of spokesperson, leader, and resource allocator.

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43. Managers in not-for-profit organizations, according to research, should place less emphasis on the roles of spokesperson, leader, and resource allocator.

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44. One of the most striking changes affecting organizations and management is technology.

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45. In the new workplace, the valued worker is one who learns quickly, shares knowledge, and is comfortable with risk, change, and ambiguity.

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46. The primary characteristic of the new workplace is that it is centered on loyal and homogeneous employees.

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47. The new workplace is organized around networks rather than rigid hierarchies, and work is often virtual.

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48. Organizations are increasingly shifting significant chunks of what were once considered core functions to outsiders via outsourcing, joint ventures, and other complex alliances.

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49. In the new workplace, managers should focus on developing teamwork, collaboration, and learning.

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50. Success in the new workplace depends on the strength and quality of independent employees.

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