Chapter 1—Innovative Management for a Changing World
1. The nature of management is to control and dictate others in an organization.
2. In today’s turbulent and hypercompetitive global environment, managers must help their companies innovate more than ever.
3.The late famed management theorist Peter Drucker is often credited with creating the modern study of management.
4.Managers get things done by coordinating and motivating other people.
5. The attainment of organizational goals through planning, organizing, leading and controlling reflects the essence of the management process.
6. Where the organization wants to be in the future and how to get there defines controlling.
7. Organizing means defining goals for future organizational performance and deciding on the tasks and resources needed to attain them.
8. Leading is the use of influence to motivate employees to achieve organizational goals.
9. The use of influence to motivate employees to achieve organizational goals defines organizing.
10. How an organization goes about accomplishing a plan is a key part of the management function of controlling.
11. Using influence to motivate employees describes the management function of leading.
12. The use of influence to motivate employees to achieve the organization’s goals refers to controlling.
13. Organizing means creating a shared culture and values.
14. Controlling involves monitoring employee’s activities and taking corrective action as necessary.
15. An organization is a social entity that is goal directed and deliberately structured.
16. In the definition of an organization, deliberately structured means being made up of two or more people and designed to achieve some outcomes.
17. Efficiency refers to the degree to which the organization achieves a stated objective.
18. Efficiency can be calculated as the amount of resources used to produce a product or service.
19. To perform effectively, all managers must possess conceptual, human, and technical skills, though the degree of each skill necessary at different levels of an organization may vary.
20. All managers have to pay attention to costs and according to research, the best way to improve organizational effectiveness is by severe cost cutting.
21. Only the top managers in organizations need conceptual skills since it involves planning.
22. Technical skills are most important at lower organizational levels while human skills become more important as managers move up the organizational hierarchy.
23. One of the biggest mistakes during turbulent times is managers’ failure to comprehend and adapt to the rapid pace of change in the world around them.
24. Managers use conceptual, human, and technical skills to perform the four management functions of planning, organizing, leading, and controlling in all organizations.
25. According to research, managers most enjoy activities such as leading others, networking, and leading innovation.
26. Managers least enjoy activities such as controlling subordinates and managing time pressures.
27. The individual performer is a generalist and coordinates a broad range of activities.
28. The manager is a specialist and a “doer.”
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.
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.
31. Managerial activity is often characterized by routine, continuity, and lengthy time-frame.
32. A manager forwards information to other organization members in the disseminator role.
33. In the spokesperson role, a manager forwards information to other organization members.
34. The interpersonal roles performed by managers include figurehead, leader, and liaison.
35. The informational roles that managers perform include monitor, disseminator, and spokesperson.
36. The monitor role involves the initiation of change.
37. In the figurehead role, the manager performs ceremonial and symbolic duties.
38. The disturbance handler role involves the initiation of change, thinking about the future and how to get there.
39. Fortunately for managers, the disseminator and spokesperson roles are identical.
40. Managers in small businesses tend to emphasize roles different from those of managers in large corporations.
41. Not-for-profit organizations, such as The Red Cross and the Girl Scouts, represent a major application of management talent.
42. We might expect managers in nonprofit organizations to place more emphasis on the roles of spokesperson, leader, and resource allocator.
43. Managers in not-for-profit organizations, according to research, should place less emphasis on the roles of spokesperson, leader, and resource allocator.
44. One of the most striking changes affecting organizations and management is technology.
45. In the new workplace, the valued worker is one who learns quickly, shares knowledge, and is comfortable with risk, change, and ambiguity.
46. The primary characteristic of the new workplace is that it is centered on loyal and homogeneous employees.
47. The new workplace is organized around networks rather than rigid hierarchies, and work is often virtual.
48. Organizations are increasingly shifting significant chunks of what were once considered core functions to outsiders via outsourcing, joint ventures, and other complex alliances.
49. In the new workplace, managers should focus on developing teamwork, collaboration, and learning.
50. Success in the new workplace depends on the strength and quality of independent employees.
51. Organizations are learning to value stability and efficiency over change and speed because of changes in technology, globalization, and diversity.
52. Companies can survive over the long run without innovation as long as they are successful imitators.
53. Despite the need for companies to control costs in today’s economy, innovation has become the new imperative.
54. Recognizing the value of employees involves the organizing role of management.
55. Resources such as efficiency and effectiveness are used by managers to attain organizational goals.
56. Allocating resources across the organization is part of the organizing management function.
57. An important phase within the controlling function of management is making corrections when necessary.
58. By calculating the amount of resources used to produce a single automobile at a manufacturing plant, managers are determining organizational effectiveness.
59. The ultimate responsibility of managers is to achieve high performance by balancing efficiency and effectiveness.
60. The majority of business failures are the result of poor human skills.
61. Most top executives routinely work at least 12 hours a day and spend 50 percent or more of their time traveling.
62. Customer relationship management systems collect and manage large amounts of data about customers and make them available to employees.
63. The sequence of suppliers and purchasers, covering all stages of processing from obtaining raw materials to distributing finished goods to consumers is referred to as CRM.
64. Outsourcing refers to contracting out selected functions or activities to other organizations that can do the work more cost-efficiently.
65. A process whereby companies find out how others do something better than they do and then try to imitate or improve on it refers to outsourcing.
66. Kaizen refers to an innovation mindset, used widely by Indian companies, that strives to meet customers’ immediate needs quickly and inexpensively.
67. The changing attitudes, ideas, and values of Generation Y employees is an example of a social force.
68. Scientific management evolved with the use of precise procedures in place of tradition and rules of thumb.
69. A criticism of human relations management is that it ignores the social context and workers’ needs.
70. The Hawthorne studies resulted in the movement towards scientific management.
71. The human relations movement is also referred to as the dairy farm view of management, meaning that contented cows give more milk, and satisfied workers will give more work.
72. The acceptance theory of authority states that people have free will and can choose whether to follow management orders.
73. An assumption of Theory Y is that the average human being has an inherent dislike of work and will avoid it if possible.
74. The management science approach uses qualitative data in management decision making.
75. Contingency thinking is the ability to see both the distinct elements of a system or situation and the complex and changing interaction among those elements.
76. Discerning circles of causality is an important element of systems thinking.
77. Although developed by a Japanese business manager, the quality movement is strongly associated with American companies.
Scenario – Barry Miller
The promotion to first line manager took place just six weeks ago for Barry Miller. He was well qualified for the promotion, but the new job still required a lot of training. One of the challenges has been to coordinate the production of his team with the needs of the sales department and with the availability of raw materials from his suppliers. Setting priorities and developing schedules to accomplish the work is a part of Barry’s job that he has really enjoyed. The challenges to maintain high rapport and to build a strong team with his employees have already brought him a lot of satisfaction. In reflecting about the last six weeks, Barry concludes that he is very happy about his new job.
1. In his job, Barry needs to
all of these.
2. The managerial skill that is least important at Barry’s middle-level management position is
all of these skills are vital.
none of these skills are important.
3. By maintaining information links, Barry Miller was exhibiting the interpersonal role of
4. With setting priorities and setting schedules, Barry was participating in the decisional role of
1. The nature of management is to cope with ____________________ and far-reaching challenges.
2. ____________________ is the attainment of organizational goals in an effective and efficient manner through planning, organizing, leading, and controlling organizational resources.
3. ____________________ is concerned with defining goals for future organizational performance.
4. ____________________ involves assigning tasks, grouping tasks into departments, delegating authority, and allocating resources across the organization.
5. The management function that involves the use of influence to motivate employees to achieve the organization’s goals is referred to as ____________________.
6. ____________________ is the management function concerned with monitoring employees’ activities, keeping the organization on track toward its goals, and making corrections as needed.
7. A social entity that is goal directed and deliberately structured is called a(n) ____________________.
8. The degree to which the organization achieves a stated goal is called ____________________.
9. Organizational ____________________ refers to the amount of resources used to achieve an organizational goal.
10. Conceptual skills are especially important for ____________________ managers.
11. ____________________ skills refers to the manager’s ability to work with and through other people and to work effectively as a group member.
12. The individual performer is a(n) ____________________; whereas, the manager has to be a(n) ____________________.
13. In the ____________________ role, managers seek and receive information, scan periodicals and reports, and maintain personal contacts.
14. In the ____________________ role, managers initiate improvement projects, identify new ideas, and delegate idea responsibility to others.
15. A(n) ____________________ would be responsible for performing ceremonial and symbolic duties such as greeting visitors and signing legal documents.
16. The ____________________ role involves deciding who gets what resources.
17. If a manager finds several new competitors on the horizon, he or she may need to spend more time in the ____________________ role.
18. One of the roles that a small business owner may emphasize over their counterpart in a large organization is that of a ____________________.
19. A(n) ____________________ perspective provides a broader way of thinking, a way of searching for patterns and determining whether they recur across time periods.
20. ____________________ refer to the aspects of a culture that guide and influence relationships among people.
21. ____________________ refer to the influence of political and legal institutions on people and organizations.
22. ____________________ pertain to the availability, production, and distribution of resources in a society.
23. A management perspective that emerged during the nineteenth and early twentieth centuries that emphasized a rational, scientific approach to the study of management and sought to make organizations efficient operating machines is called ____________________.
24. ____________________ is considered the “father of scientific management.”
25. Weber’s vision of organizations that would be managed on an impersonal, rational basis is called a(n) ____________________.
26. A subfield of the classical management perspective that focused on the total organization rather than the individual worker, delineating the management functions of planning, organizing, commanding, coordinating, and controlling is called ____________________.
27According to Fayol, similar activities in an organization should be grouped together under one manager. This administrative principle is known as ____________________.
28. A management perspective that emerged around the late nineteenth century that emphasized understanding human behavior, needs, and attitudes in the workplace is referred to as a(n) ____________________.
29. A management perspective that suggests jobs should be designed to meet higher-level needs by allowing workers to use their full potential is called a(n) ____________________.
30. Organizational development is one specific set of management techniques based in the ____________________ approach.
31. A management perspective that emerged after World War II, and applied mathematics, statistics, and other quantitative techniques to managerial problems is referred to as a(n) ____________________.
32. The concept that the whole is greater than the sum of its parts is known as ____________________.
33. The ____________________ view of management is an integration of the case and universalist viewpoints.
34. The process by which companies find out how others do something better than they do and then try to copy and/or improve it is known as ____________________.
35. ____________________ collect and manage large amounts of data about customers and make them available to employees, enabling better decision making and superior customer service.
36. ____________________ refers to contracting out selected functions or activities to other organizations that can do the work more cost-efficiently.
1. List five of Mintzberg’s ten managerial roles.
2. Identify the four functions of management.
3. List the three management skills necessary to perform effectively in organizations.
4. List three of the basic ideas of scientific management.
5. List the three assumptions associated with McGregor’s Theory X.
1. Define management and describe two important ideas expressed in the definition.
2. Describe the four management functions.
3. Describe the skills necessary for performing a manager’s job.
4. Briefly discuss the relationship between management skills and management level.
5. Describe the three categories of managerial roles and explain how do they differ.
6. How do small business managers emphasize different management roles in comparison to larger business managers?
7. Identify and explain the change that has affected organizations and management the most.
8. The writings of Fayol, Taylor, and Weber provide the foundation for modern management. Identify the school of thought associated with each writer and compare the focus that each writer takes in relation to the organization.
9. Discuss the advantages and disadvantages of Taylor’s Scientific Management.
10. Briefly describe what happened in the Hawthorne Studies and explain the results and conclusions of these studies.
11. Describe the assumptions behind McGregor’s Theory X and Theory Y. How do the theories relate to the classical perspective on management and early human relations ideas?
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