Introduction to Management Spring, Course Code 44453 Assignment Test 1, Chapters 1 - 3
Frontline managers often have titles such as supervisor or sales manager.
The need for interpersonal and communication skills fades as a manager moves from the lower levels of an organization into the upper management arena.
Interpersonal skills are important throughout your career, at every level of management.
Being a manager is more like being the conductor of an orchestra than playing an instrument in it.
At the beginning of your career, your contribution to your employer depends on your own performance; that's all you're responsible for. But on becoming a manager, you are responsible for the whole group, as a conductor is responsible for the entire orchestra.
Which of the following is one of the key elements that make the current business landscape different from the past?
Collaboration across organizational boundaries
_________ is the set of practices aimed at discovering and harnessing an organization's intellectual resources—fully utilizing the intellects of the organization's people.
Managing your costs and keeping them down requires being
mindful of high service requirements.
Managing your costs and keeping them down requires being efficient: accomplishing your goals by using your resources wisely and minimizing waste.
The key management functions include
marketing, finance, accounting and production.
hiring, training, appraising and firing.
planning, operations, labor and contracting.
planning, leading, controlling and organizing.
marketing, management, finance and accounting.
_______ involves monitoring performance and making necessary changes.
Managers responsible for supervising the operations of an organization are referred to as
Titles such as foreman, sales manager, shift manager, or supervisor typically belong to managers at what level?
Front level or operational managers often have titles such as supervisor or sales manager and are lower-level managers who supervise the operations of the organization.
Which of the following represent skills that managers need?
Technical, interpersonal & communication and conceptual & decision
Professional, technical, and interpersonal & communication
Interpersonal & communication, conceptual & decision, and professional
Professional, technical, and conceptual & decision
Conceptual & decision, professional and technical
Critical management skills include technical skills, interpersonal and communication skills, and conceptual and decision skills.
Using a particular software program at an expert level, compilation of an accounting statement, and writing advertising copy are all examples of which type of skill?
A technical skill is the ability to perform a specialized task that involves a certain method or process such as using computers, compiling an accounting statement and writing advertising copy.
Top management at Sunset Studios, Inc. recognized a lack of employee enthusiasm about the new website. In fact there was a fair amount of infighting and blame around whom was responsible for the layout, given the entire firm considered itself to be tops in design and production. Sammy Sunset got the team together and engaged them in a lively discussion to determine how to change the website so that it reflected more of Sunset Studios' unique design ability. As the meeting wound down, each team member volunteered to take on a part of the project to fix the site. The ability to identify this problem and resolve it is an effective use of __________ skills.
conceptual and decision
As managers acquire greater responsibility, they must exercise their conceptual and decision skills with increasing frequency. In this example, Sammy identified the problem of a poorly designed website and lots of blaming, and resolved the issues with a lively discussion, ending with team members volunteering to resolve the problems with the site.
Toward the end of the industrial revolution, bureaucracy emerged as a formal discipline.
Toward the end of the industrial revolution, management emerged as a formal discipline
In the context of the human relations approach to management, Abraham Maslow argued that people try to satisfy their lower-level needs and then progress upward to the higher-level needs.
In the context of contemporary approaches to management, many aspects of a management decision cannot be expressed through mathematical symbols and formulas.
Many aspects of a management decision cannot be expressed through mathematical symbols and formulas.
Understanding contingencies helps a manager know which sets of circumstances dictate which management actions.
Situational characteristics are called contingencies. Understanding contingencies helps a manager know which sets of circumstances dictate which management actions.
In the context of classical approaches to management, _____ believed bureaucratic structures can eliminate the variability that results when managers in the same organization have different skills, experiences, and goals.
Weber believed bureaucratic structures can eliminate the variability that results when managers in the same organization have different skills, experiences, and goals.
Which of the following is a drawback of the bureaucratic approach to management?
Management decisions were unsystematic.
Some people did not perform their best with excessive rules and regulations.
The approach emphasized only money as a worker incentive.
Production tasks were reduced to machine-like movements that led to boredom.
The approach did not help managers deal with competitors and government regulations.
Organizations or departments that need rapid decision making and flexibility may suffer under a bureaucratic approach. Some people may not perform their best with excessive bureaucratic rules and procedures.
Which of the following is one of Henri Fayol’s 14 principles of management?
Rules and controls
An explicit and broad framework for administrative management emerged in 1916, when Henri Fayol, a French mining engineer and executive, published a book summarizing his management experiences. Fayol identified five functions and 14 principles of management. The 14 principles of management are: division of work, authority, discipline, unity of command, unity of direction, subordination of individual interest to the general interest, remuneration, centralization, scalar chain, order, equity, stability and tenure of personnel, initiative, and esprit de corps.
The _____ were a series of experiments conducted from 1924 to 1932 to investigate the influence of physical working conditions on workers’ productivity and efficiency.
Michigan Leadership Studies
Hierarchy of Needs
Western Electric Company, a manufacturer of communications equipment, hired a team of Harvard researchers led by Elton Mayo and Fritz Roethlisberger. They were to investigate the influence of physical working conditions on workers’ productivity and efficiency in one of the company’s factories outside Chicago. This research project, known as the Hawthorne Studies, provided some of the most interesting and controversial results in the history of management. The Hawthorne Studies were a series of experiments conducted from 1924 to 1932.
In the context of classical approaches to management, which of the following is a principle of the human relations approach?
Management should cooperate with workers to ensure that jobs match plans.
Social needs have precedence over economic needs.
Wasteful movements can be identified and removed to increase productivity.
Scientific methods should be applied to analyze work.
Management is a profession and can be taught.
Human relations proponents argued that managers should stress primarily employee welfare, motivation, and communication. They believed social needs had precedence over economic needs.
Which of the following is true of Abraham Maslow’s contribution to the field of human relations?
He advocated the application of scientific methods to analyze work.
He was concerned with meeting the explosive growth in demand brought about by the industrial revolution.
He concluded that management decisions were unsystematic.
He emphasized maintenance of inventories to meet consumer demand.
He suggested that humans have five levels of needs.
Another noted contributor to the field of human relations was Abraham Maslow. In 1943 Maslow suggested that humans have five levels of needs.
According to Abraham Maslow, the most advanced human need is for:
love or belonging.
Another noted contributor to the field of human relations was Abraham Maslow. In 1943 Maslow suggested that humans have five levels of needs. The most basic needs are the physical needs for food, water, and shelter; the most advanced need is for self-actualization, or personal fulfillment.
In the context of classical approaches to management, critics believed that one result of the _____ approach—a belief that a happy worker was a productive worker—was too simplistic.
Critics believed that one result of human relations—a belief that a happy worker was a productive worker—was too simplistic.
Which of the following is a contemporary approach to management?
The contemporary approaches to management include sociotechnical systems theory, quantitative management, organizational behavior, and systems theory.
In the context of contemporary approaches to management, the use of _____ has been limited because many aspects of a management decision cannot be expressed through mathematical symbols and formulas.
Several explanations account for the limited use of quantitative management. Many managers have not been trained in using these techniques. Also, many aspects of a management decision cannot be expressed through mathematical symbols and formulas. Finally, many of the decisions managers face are nonroutine and unpredictable.
_____ is a contemporary management approach that studies and identifies management activities that promote employee effectiveness by examining the complex and dynamic nature of individual, group, and organizational processes.
Sociotechnical systems theory
Organizational behavior is a contemporary management approach that studies and identifies management activities that promote employee effectiveness by examining the complex and dynamic nature of individual, group, and organizational processes.
_____, a major organizational behaviorist, recommended greater autonomy and better jobs for workers.
A major organizational behaviorist includes Chris Argyris, who recommended greater autonomy and better jobs for workers.
In the context of the systems theory, human resources, capital, and raw material are examples of _____.
Organizations are open systems, dependent on inputs from the outside world, such as raw materials, human resources, and capital.
In the context of the systems theory, understanding _____ helps a manager know which sets of circumstances dictate which management actions.
Contingencies are factors that determine the appropriateness of managerial actions. Understanding contingencies helps a manager know which sets of circumstances dictate which management actions.
_____, written by Gary Hamel, was selected by Amazon.com as the best business book of 2007.
The Future of Management
Good to Great
Managing Across Borders: The Transnational Solution
In Search of Excellence
The Fifth Dimension: The Art and Practice of the Learning Organization
Gary Hamel’s most recent book, The Future of Management, was selected by Amazon.com as the best business book of 2007.
When an industry matures, profits drop.
When an industry matures and growth slows, profits drop.
Buffering is a method for adapting the technical core to changes in the environment.
Flexible processes are methods for adapting the technical core to changes in the environment.
Organizations that are affected by, and that affect, their environment are called:
Organizations are open systems—that is, they are affected by and in turn affect their external environments.
Margaret Pane, a new manager at The Royal Deli, has been asked to focus on the competitive environment of the organization. Which of these factors is among those that Margaret Pane should focus on?
The competitive environment is composed of the firm and its rivals, suppliers, customers (buyers), new entrants, and substitute or complementary products.
The main difference between a final consumer and an intermediate consumer is that the final consumer:
is not as flexible as an intermediate consumer.
uses products himself.
purchases more than intermediate consumers.
does not have any bargaining power.
Intermediate consumers buy raw materials or wholesale products and then sell to final consumers. Final consumers use the products themselves.
Wealth and Wealth Bank utilizes the janitorial services of Rob's Scrub-All to keep their buildings clean. Rob's provides all the necessary cleaning supplies, training, background security checks (since the crew works after hours) and all other associated expenses. The other available janitorial services do not typically provide security checks and a client such as a bank would have to hire guards to watch the work of the janitors. This expense effectively limits the bank to utilizing only Rob's services. Which of the following does this illustrate?
High employment costs
High switching costs
Favorable quality status
Unfavorable supplier status
Switching costs are fixed costs buyers face if they change suppliers. In this case, the bank would have to have a permanent security guard, a fixed cost, should it decide to switch from Rob’s Scrub-All to another cleaning service.
_____ refers to searching for information that is unavailable to most people and sorting through that information to interpret what is important.
Environmental scanning includes searching for information that is unavailable to most people and sorting through that information to interpret what is important.
_____ are approaches that an organization acting on its own uses to change some aspect of its current environment.
Independent strategies are strategies that an organization acting on its own uses to change some aspect of its current environment.
Meatorganics announced that it was selling off its pork division in order to realign itself more competitively in the marketing of its other products. This is an example of managing the task environment through:
Divestiture occurs when a company sells one or more businesses.
_____ is an organization’s conscious efforts to change the boundaries of its task environment.
Strategic maneuvering is an organization’s conscious efforts to change the boundaries of its task environment.
_____ are companies that continuously change the boundaries for their task environments by seeking new products and markets, diversifying and merging, or acquiring new enterprises.
Prospectors are companies that continuously change the boundaries for their task environments by seeking new products and markets, diversifying and merging, or acquiring new enterprises.
_____ are companies that stay within a stable product domain as a strategic maneuver.
Defenders are companies that stay within a stable product domain as a strategic maneuver
If an organization's culture is externally oriented and focused on control with its primary objectives as productivity, planning and efficiency, it could best be described as a _____ culture.
Rational cultures are externally oriented and focused on control. This type of culture’s primary objectives are productivity, planning, and efficiency.
The four key elements that make the current business environment different from the past include globalization, technological change, the importance of knowledge and ideas and collaboration across organizational boundaries.
Management is a challenge requiring constant adaptation to new circumstances. The four key elements that make the current business landscape different from the past: globalization, technological change, the importance of knowledge and ideas, and collaboration across organizational "boundaries."
Knowledge management is a set of practices aimed at discovering and harnessing the competition's intellectual resources.
The key to company success is how much the industry in which it operates will affect society or how much it will grow.
The key to understanding the success of a company is the competitive advantage held by a particular company and how well it can sustain that advantage.
Innovation is the introduction of new goods and services.