Intro to Management (Spring, 2014, 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.
Being a manager is more like being the conductor of an orchestra than playing an instrument in it.
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.
The key management functions include
hiring, training, appraising and firing.
planning, operations, labor and contracting.
marketing, finance, accounting and production.
marketing, management, finance and accounting.
planning, leading, controlling and organizing
_______ 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?
Which of the following represent skills that managers need?
Conceptual & decision, professional and technical
Technical, interpersonal & communication and conceptual & decision
Professional, technical, and conceptual & decision
Professional, technical, and interpersonal & communication
Interpersonal & communication, conceptual & decision, and professional
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?
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
Toward the end of the industrial revolution, bureaucracy 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.
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.
Which of the following is a drawback of the bureaucratic approach to management?
Management decisions were unsystematic.
The approach emphasized only money as a worker incentive.
The approach did not help managers deal with competitors and government regulations.
Some people did not perform their best with excessive rules and regulations.
Production tasks were reduced to machine-like movements that led to boredom.
Which of the following is one of Henri Fayol’s 14 principles of management?
Rules and controls
The _____ were a series of experiments conducted from 1924 to 1932 to investigate the influence of physical working conditions on workers’ productivity and efficiency.
Hierarchy of Needs
Michigan Leadership Studies
In the context of classical approaches to management, which of the following is a principle of the human relations approach?
Wasteful movements can be identified and removed to increase productivity.
Scientific methods should be applied to analyze work.
Management should cooperate with workers to ensure that jobs match plans.
Management is a profession and can be taught.
Social needs have precedence over economic needs.
Which of the following is true of Abraham Maslow’s contribution to the field of human relations?
He emphasized maintenance of inventories to meet consumer demand.
He suggested that humans have five levels of needs.
He was concerned with meeting the explosive growth in demand brought about by the industrial revolution.
He advocated the application of scientific methods to analyze work.
He concluded that management decisions were unsystematic.
According to Abraham Maslow, the most advanced human need is for:
love or belonging.
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.
Which of the following is a contemporary approach to management?
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.
_____ 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
_____, a major organizational behaviorist, recommended greater autonomy and better jobs for workers.
In the context of the systems theory, human resources, capital, and raw material are examples of _____.
In the context of the systems theory, understanding _____ 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.
Good to Great
The Fifth Dimension: The Art and Practice of the Learning Organization
In Search of Excellence
The Future of Management
Managing Across Borders: The Transnational Solution
When an industry matures, profits drop.
Buffering is a method for adapting the technical core to changes in the environment.
Organizations that are affected by, and that affect, their environment are called:
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 main difference between a final consumer and an intermediate consumer is that the final consumer:
uses products himself.
is not as flexible as an intermediate consumer.
purchases more than intermediate consumers.
does not have any bargaining power.
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 switching costs
Favorable quality status
Unfavorable supplier status
High employment costs
_____ refers to 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.
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:
_____ 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.
_____ 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.
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.
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.
Innovation is the introduction of new goods and services.