True/False Questions
A MANAGER’S DILEMMA
1. According to the company profile in “A Manager’s Dilemma,” Steven Siegal’s position is best described as a middle manager.
False (moderate)
2.
False (moderate)
WHO ARE MANAGERS?
3. In order to be considered a manager, an individual must integrate and coordinate the work of others.
True (moderate)
4. Supervisors and foremen may both be considered first-line managers.
True (moderate)
WHAT IS MANAGEMENT?
5. The four contemporary functions of management are planning, organizing, leading, and controlling.
True (easy)
6. Effectiveness refers to the relationship between inputs and outputs.
False (moderate)
7.
False (difficult)
8. According to the text, the goal of efficiency is to minimize resource costs.
True (moderate)
9. Efficiency is often referred to as "doing things right."
True (moderate)
WHAT DO MANAGERS DO?
10. When managers meet organizational goals, they are efficient and effective.
False (difficult)
11. Determining who reports to whom is part of the controlling management function.
False (easy)
12. Directing and motivating are part of the controlling function.
False (moderate)
13. Fayol's management functions and Mintzberg's management roles are basically the same.
False (moderate)
14. The roles of figurehead, leader, and liaison are all interpersonal roles.
True (difficult)
15. Disturbance handler is one of Mintzberg's interpersonal roles.
False (difficult)
16.
True (moderate)
17. Mintzberg's resource allocation role is similar to Fayol's planning function.
True (difficult)
18. Resource allocation and disturbance handling are both considered decisional roles.
True (moderate)
19. A finance manager who reads The Wall Street Journal on a regular basis would be performing the figurehead role.
False (moderate)
20. Katz found managers needed three essential skills: technical, human, and informational.
False (difficult)
21. Technical skills become less important as a manager moves into higher levels of management.
True (moderate)
22. Conceptual skills become less important as a manager moves into top management.
False (easy)
23. Interpersonal skills are described with terms such as abstract situations and visualization.
False (moderate)
24. Coaching and budgeting are skills closely related to the management function of leading.
False (difficult)
25. Budgeting is a skill which is related to both planning and controlling.
True (moderate)
26. Closed systems are not influenced by and do not interact with their environment.
True (moderate)
27. The systems perspective underscores and emphasizes the fact that organizations are different, face different circumstances, and thus may require different ways of managing.
False (moderate)
28. According to the text, the contingency approach may also be termed the universal approach.
False (moderate)
WHAT IS AN ORGANIZATION?
29. A distinct purpose is important in defining an organization.
True (easy)
30. A nontaxable organization, such as the Boy Scouts, cannot be considered an organization.
False (moderate)
Multiple Choice
A MANAGER’S DILEMMA
31. Which of the following best describes Steven Siegal level of management at the CPA firm of Lipschultz, Levin & Gray?
a.first-line manager
b.middle manager
c.top manager (easy)
d.supervisor
32.
a.increasing sales and avoiding bankruptcy
b.keeping professionals excited about work that can be routine and standardized (difficult)
c.increasing the customer loyalty and retention
d.reducing embezzlement of the company’s funds
33. Which of the following best describes Steven Siegal’s role at the CPA firm of Lipschultz, Levin & Gray?
a.leader (moderate)
b.liaison
c.monitor
d.figurehead
e.spokesperson
34.
a.technical skills
b.accounting skills
c.conceptual skills (moderate)
d.supervisory skills
WHO AR E MANAGERS?
35. _____________ are organizational members who integrate and coordinate the work of others.
a. Managers (easy)
b. Team leaders
c. Subordinates
d. Operatives
e. Agents
36. Which of the following is the lowest level of management?
a. team leaders
b. middle managers
c. first-line managers (easy)
d. top managers
e. subordinates
37. Supervisor is another name for whom?
a. team leaders
b. middle managers
c. first-line managers (moderate)
d. top managers
e. subordinates
38. All levels of management between the supervisory level and the top level of the organization are termed _____________.
a. middle managers. (easy)
b. first-line managers.
c. supervisors.
d. foremen.
e. coaches.
39. "Agency head" or "plant manager" is most likely associated with which of the following?
a. team leaders
b. middle managers (moderate)
c. first-line managers
d. top managers
e. subordinates
40. Of the following, which is the best example of a middle manager in a university work environment?
a. assistant professor
b. Dean of Students (moderate)
c. full professor
d. president
e. part-time instructor
41. "Division manager" is associated with which of the following levels of management?
a. team leaders
b. middle managers (moderate)
c. first-line managers
d. top managers
e. subordinates
42. Typically, in organizations it is the _____________ who are responsible for making organizational decisions and setting policies and strategies that affect all aspects of the organization.
a. team leaders
b. middle managers
c. first-line managers
d. top managers (easy)
e. subordinates
43. "Executive vice president, president, managing director, chief operating officer, chief executive officer, or chairman of the board” are positions associated with which of the following levels of management?
a. team leaders
b. middle managers
c. first-line managers
d. top managers (easy)
e. subordinates
WHAT IS MANAGEMENT?
44. _____________ is the process of getting activities completed efficiently and effectively with and through other people.
a. Leading
b. Management (easy)
c. Supervision
d. Controlling
e. Manipulating
45. _____________ distinguishes a managerial position from a nonmanagerial one.
a. Manipulating others
b. Concern for the law
c. Increasing efficiency
d. Coordinating and integrating others' work (moderate)
e. Defining market share
46. Management is concerned that activities should be completed _____________.
a. effectively.
b. efficiently.
c. efficiently and effectively. (easy)
d. by the lowest-level employee who can accomplish the task.
e. at the lowest possible cost.
47. Efficiency refers to _____________.
a. the relationship between inputs and outputs. (moderate)
b. the additive relationship between cost and benefits.
c. the exponential nature of cost and outputs.
d. increasing outputs regardless of cost.
e. lowering cost to save money and lowering outputs.
48. The goal of _____________ is to minimize resource costs.
a. efficiency (moderate)
b. effectiveness
c. budgeting
d. planning
e. coordinating
49. An automobile manufacturer that increased the total number of cars produced at the same cost, but with many defects, would be _____________.
a. efficient and effective.
b. increasing efficiency. (difficult)
c. increasing effectiveness.
d. concerned with inputs.
e. concerned with outputs.
50. Effectiveness is synonymous with _____________.
a. cost minimization.
b. resource control.
c. goal attainment. (difficult)
d. efficiency.
e. leading.
51. Whereas _____________ is concerned with the means of getting things done, _____________ is concerned with the ends, or attainment of organizational goals.
a.effectiveness; efficiency
b.efficiency; effectiveness (difficult)
c.effectiveness; goal attainment
d.goal attainment; efficiency
WHAT DO MANAGERS DO?
52. _____________ was a French industrialist who identified basic management functions.
a. Weber
b. Taylor
c. Herzberg
d. Fayol (moderate)
e. Koontz
53. Writing an organizational strategic plan is an example of which of the management functions?
a. leading
b. coordinating
c. planning (difficult)
d. organizing
e. controlling
54. Organizing includes _____________.
a. defining organizational goals.
b. hiring organizational members.
c. motivating organizational members.
d. monitoring organizational member behavior.
e. determining who does what tasks. (moderate)
55. A manager resolving conflict among organizational members is performing what function?
a. controlling
b. commanding
c. directing
d. leading (difficult)
e. coordinating
56. Mentoring is primarily associated with the management function of _____________.
a. planning.
b. organizing.
c. leading. (difficult)
d. controlling.
e. systems analysis.
57. The process of monitoring, comparing, and correcting is called _____________.
a. controlling. (moderate)
b. coordinating.
c. leading.
d. organizing.
e. directing.
58. The _____________ is the set of ongoing decisions and work activities in which managers engage as they plan, organize, lead, and control.
a.management process (moderate)
b.environmental process
c.cultural process
d.segmentation process
59. Mintzberg's ten management roles can be grouped into _____________.
a. interpersonal relationships, information transfer, and decision-making. (difficult)
b. interpersonal relationships, leadership, and decision-making.
c. leadership, decision-making, and planning.
d. information transfer, decision-making, and resource allocation.
e. resource allocation, leadership, and planning.
60.
a.informational
b.interpersonal (easy)
c.technical
d.decisional
61. Which of the following is NOT an example of an interpersonal role according to Mintzberg?
a.figurehead
b.leader
c.liaison
d.spokesperson (difficult)
62.
a.informational (moderate)
b.interpersonal
c.technical
d.decisional
63. All of the following are examples of informational roles according to Mintzberg EXCEPT:
a.liaison (difficult)
b.monitor
c.disseminator
d.spokesperson
. Which of the following is NOT an example of a decisional role according to Mintzberg?
a.spokesperson (moderate)
b.entrepreneur
c.disturbance handler
d.resource allocator
e.negotiator
65. A human resource manager attending a local Society for Human Resource Management meeting would be functioning in which role?
a. informational
b. leader
c. liaison (moderate)
d. disseminator
e. associational
66. A finance manager who reads The Wall Street Journal on a regular basis would be performing which role?
a. figurehead
b. monitor (moderate)
c. disseminator
d. interpersonal
e. evaluator
67. Which of the following best describes a manager performing in the negotiator role?
a. allocating human resources
b. taking corrective action to unforeseen problems
c. hiring and motivating employees
d. transmitting information to organizational members
e. participating in union contract negotiations (moderate)
68. The emphasis that managers give to various roles seems to be based on their _____________.
a. organizational level. (easy)
b. tenure with the organization.
c. experience in their field.
d. personality.
e. interpersonal skill level.
69.
a.leader (difficult)
b.disseminator
c.figurehead
d.negotiator
e.liaison
70. The _____________ role is more important for lower-level managers than it is for either middle- or top-level managers.
a. leader (difficult)
b. entrepreneur
c. spokesperson
d. disseminator
e. negotiator
71. Many of Mintzberg's roles align with the basic functions of management. For example, the _____________ role is a part of planning.
a. figurehead
b. leader
c. liaison
d. resource allocation (moderate)
e. spokesperson
72. Many of Mintzberg's roles align with the basic functions of management. For example, all three interpersonal roles are part of the _____________ function.
a. leading (moderate)
b. planning
c. organizing
d. controlling
e. commanding
73. The three essential managerial skills put forth by Katz include _____________.
a. technical, human, and empirical.
b. human, empirical, and conceptual.
c. technical, interpersonal, and controlling.
d. technical, human, and conceptual. (moderate)
e. interpersonal, technical, and functional.
74.
a.technical skills (easy)
b.human skills
c.conceptual skills
d.empirical skills
75.
a.human skills
b.technical skills (easy)
c.conceptual skills
d.empirical skills
76. Understanding building codes would be considered a _____________ skill for a building contractor.
a. human
b. technical (easy)
c. conceptual
d. empirical
e. functional
77. Which of the following is true concerning technical and managerial skills?
a. Human skills and technical skills remain equally important as managers move to higher levels.
b. Technical-skill needs remain necessary and human skills decrease as managers move to higher levels.
(difficult)
d. Both human-skill and technical-skill needs decrease as managers move to higher levels.
e. Both human-skill and technical-skill needs increase as managers move to higher levels.
78.
a. human (easy)
b. technical
c. conceptual
d. empirical
79.
a. human (easy)
b. technical
c. conceptual
d. empirical
80. Which of the following types of skills is described with terms such as abstract situations and visualization?
a. interpersonal
b. human
c. technical
d. strategic
e. conceptual (difficult)
81. Which of the following phrases is best associated with managerial conceptual skills?
a. decision-making (easy)
b. communicating with customers
c. motivating subordinates
d. product knowledge
e. technical skills
82. As managers move up in organizations, they tend to need more _____________.
a. conceptual skills. (moderate)
b. technical skills.
c. human skills.
d. supervision.
e. budgeting skills.
83. A(n) _____________ is a set of interrelated and interdependent parts arranged in a manner that produces a unified whole.
a.concept
b.system (moderate)
c.skill
d.organization
e.team
84. According to the text, _____________ are not influenced by and do not interact with their environment.
a.open systems
b.closed systems (easy)
c.flextime systems
d.reverse systems
e.forward systems
85. Which of the following best describes an open systems approach?
a. A set of unrelated parts that individually interact with the environment.
b. Interdependent parts that do not interact with the environment.
c. Related parts in a static relationship with the environment.
d. Interdependent parts in a dynamic relationship with the environment. (difficult)
e. Interrelated and interdependent parts that maintain equilibrium.
86. In the systems approach, an example of inputs would be which of the following?
a. information (easy)
b. technology
c. management activities
d. employee job satisfaction
e. profits
87. The job of a manager in the systems approach is _____________.
a. to control the environment.
b. to ensure that the parts of an organization work together. (moderate)
c. to constantly interact with the environment.
d. to effectively control the transformation process.
e. to limit inputs and enhance outputs.
88. The _____________ view of a manager's job implies that decisions and actions taken in one organizational area will impact other areas.
a. systems (moderate)
b. contingency
c. conceptual
d. functional
e. environmental
. The contingency approach may also be termed the _____________ approach.
a. systems
b. situational (easy)
c. universal
d. traditional
e. functional
90. Which of the following would be suggested based on the contingency approach?
a. Solve problems by adhering to a consistent, singular approach.
b.Select the management philosophy that best fits your organization, and apply it consistently to all
situations.
c. The best management approach depends on top-management preference.
d. Change your management approach depending on the issue at hand. (difficult)
e. Always have one primary and one secondary management approach.
91. The primary value of the _____________ approach is that it stresses that there are no simplistic or universal rules for managers to follow in doing their jobs.
a. systems
b. traditional
c. contingency (moderate)
d. functional
e. command-and-control
WHAT IS AN ORGANIZATION?
92. An organization is _____________.
a. the physical location where people work.
b. a collection of individuals working for the same company.
c. a deliberate arrangement of people to accomplish some specific purpose. (moderate)
d. a group of individuals focused on profit-making for their shareholders.
e. different from a "company" because of legal definitions.
93. Which of the following is not a characteristic of an organization?
a. setting a goal or goals
b. being composed of people
c. having a distinct purpose
d. encouraging employee free-time activities (moderate)
e. developing a deliberate structure
94. One of the common characteristics of all organizations, _____________ , is typically expressed in terms of its goals.
a. its people
b. its goals
c. its systematic structure
d. its purpose (moderate)
e. norms
95. One of the common characteristics of all organizations, _____________ , clarifies members' work relationships.
a. its people
b. its goals
c. its deliberate structure (moderate)
d. its purpose
e. norms
96. Which of the following is not a characteristic of contemporary organizations?
a. clearly identifiable work units (difficult)
b. flexible work arrangements
c. employee work teams
d. open communication
e. supplier alliances
WHY STUDY MANAGEMENT?
97. Which of the following best describes the concept that management is needed in all types and sizes of organizations, at all organizational levels and in all organizational work areas, and in all organizations, no matter what country they’re located in?
a.the partiality of management
b.the segmentation of management
c.the universality of management (moderate)
d.the cultures of management
MANAGING YOUR CAREER
98.
a.1% to 9%
b.10% to 20% (difficult)
c.25% to 35%
d.45% to 65%
e.more than 70%
99.
a.manufacturing
b.large organizations
c.health care services (moderate)
d.law enforcement
100.
a.small-sized organizations
b.traditional manufacturing (moderate)
c.medium-sized organizations
d.health care services
Scenarios and Questions
WHO ARE MANAGERS?
Managerial Basic Training (Scenario)
Imagine that your marketing company has just merged with a manufacturing organization. You have been asked to help provide some "basic" managerial training to the engineers in the research and development unit of the new sister company. Your boss has asked to see an overview of materials that you will be providing the engineers to make sure you are covering the necessary materials.
101. Now that both companies are merged and are a systematic arrangement of people set to accomplish a specific purpose they could be described as a(n) _____________.
a. business unit.
b. multinational company.
c. organization. (easy)
d. holding company.
e. cross-functional work group.
102. People in the newly merged company who work on direct tasks but do not supervise people are referred to as _____________.
a. operatives. (moderate)
b. first-line supervisors.
c. managers.
d. entrepreneurs.
e. project-oriented employees.
103. One of the first things the engineers need to learn is that _____________ are the people who direct the activities of others in an organization.
a. directors
b. managers (moderate)
c. subordinates
d. line workers
e. staff
104. Another fact about managing that engineers need to learn is that supervisors may frequently be referred to as _____________.
a. middle manager.
b. top manager.
c. project leader.
d. first-line manager. (moderate)
e. unit chief.
105. Finally, the engineers need to learn that department head, project leader, and plant manager, are all potential titles for _____________.
a. division managers.
b. deans.
c. agency heads.
d. CEOs.
e. middle managers. (moderate)
WHAT IS MANAGEMENT?
The Perfect Manager (Scenario)
Brenda Kelly has proven herself to be an able manager. Her section has a high project completion rate with the highest quality product and the lowest defects in her division. In addition, she does it with fewer full-time people than other managers. Some say that the secret of her success is in her ability to delegate responsibility and her understanding of the basic "management functions."
106. Brenda's ability to get activities completed efficiently and effectively with and through other people is known as _____________.
b. supervision.
c. coercion.
d. delegation.
e. top-down communication.
107. Brenda's ability to get the same amount of product completed with fewer people is a reflection of her _____________.
a. effectiveness.
b. process skills.
c. leadership.
d. management.
108. Getting her projects completed is an indication of Brenda's _____________ as a manager.
a. leadership
b. effectiveness (moderate)
c. efficiency
d. attention to detail
e. total quality management style
109. If Brenda accomplished her project on time with high-quality results, but she took more time than other managers to complete it, you could say that as a manager she was _____________.
a. efficient, but not effective.
b. a leader, but not a top manager.
c. project oriented, but not effective.
d. effective, but not efficient. (moderate)
e. profitable, but not quality driven.
110. The "management functions" exemplified by Brenda include all but which of the following?
a. planning
b. controlling
c. organizing
d. leading
e. delegating (moderate)
WHAT DO MANAGERS DO?
The Busy Day (Scenario)
Don Eskew, plant manager at Control Systems, Inc., sighed as he sipped his first cup of coffee at 5 a.m. and read his agenda for the day. He is giving two company tours in the morning; the first to a newspaper reporter who is writing a story on the new plant expansion and has several questions, and the second to a group of Control Systems, Inc., managers from the east coast. He then has a meeting with unit manager, Phil Johnson, to discuss Phil's recent drop in performance (a task he always hates). Next, he is spending a couple of hours reviewing the trade journals he receives from his high-tech association and writing up a brief synopsis for his presentation next week to the Division President. Finally, in late afternoon, he will be reviewing the new equipment malfunction and deciding whether to bring in extra people to get the equipment running as soon as possible. Whew! Just another day in the glamorous life of a manager.
111. Together, all of these behaviors performed by Don during his busy day correspond to the management roles discovered in the late 1960s by which of the following management scientists?
a. Herzberg
b. Skinner
c. Mintzberg (easy)
d. Fayol
e. Maslow
112. When Don was conducting the tour for the east coast managers, he was operating in which of the management roles?
a. leader
b. liaison
c. monitor
d. figurehead (difficult)
e. evaluator
113. When Don was meeting with Phil to discuss his performance concerns, he was operating in which management role?
a. leader (difficult)
b. figurehead
c. monitor
d. disturbance handler
e. spokesperson
114. What role was Don performing when he gave the plant tour to the newspaper reporter?
a. monitor
b. figurehead
c. disseminator
d. spokesperson (difficult)
e. resource allocator
115. When Don was reviewing the new equipment malfunction, what management role was he playing when deciding whether to bring in extra people?
a. monitor
b. disseminator
c. resource allocator (moderate)
d. disturbance handler
e. figurehead
A Trucking Dilemma (Scenario)
Natalie Hunter, Vice President of New Product Development for Mainline Trucking, has some decisions to make. The company, which manufactures long-haul trucking platforms and accessories, is trying to decide if it should proceed in designing a new accessory which increases the efficiency of truck loading and unloading. She knows the new accessory fits well with the corporate strategy, will position them competitively within the industry, and she feels she has done a good job of selling it to other management. With her engineering training and experience she also knows the product is reasonably easy to lay out and probably cost effective. However, a major problem lies with the line workers, who are Teamsters. The new product will reduce manpower needs and is unpopular. She has always had a good relationship with her workers, but she knows they are highly suspicious. She also knows the new project will not work without their cooperation. She gazed out her window and struggled with how to best handle this situation.
116. Based on Katz's managerial skills, when Natalie knew that the new product fit within their corporate strategy she was utilizing what type of skill?
a. leadership
b. technical
c. conceptual (moderate)
d. planning
e. human
117. Natalie's reliance on her engineering background to estimate the project's potential refers to what type of managerial skill?
a. planning
b. technical (easy)
c. human
d. leadership
e. conceptual
118. If Natalie were a first-line supervisor, instead of a vice president, which of the skills would she probably be using to deal with this situation?
a. planning
b. conceptual
c. leadership (difficult)
d. technical
e. human
119. If Natalie decides to hold forums and talk with the Teamsters to try and lower their resistance to the project, she would be using what skill?
a. technical
b. leadership
c. conceptual
d. human (easy)
e. planning
120. Natalie's ability to sell the project to other managers was a function of which of her managerial skills?
a. conceptual
b. planning
c. leadership
d. technical
e. human (easy)
Essay Questions
WHO ARE MANAGERS?
121. In a short essay, describe and provide examples of first-line, middle, and top management positions.
Answer
a.First-line managers are the lowest level of management and manage the work of non-managerial individuals who are directly involved with the production or creation of the organization’s products. They are often called supervisors but may also be called line managers, office managers, or even foremen.
b.Middle managers include all levels of management between the first-line level and the top level of the organization. These managers manage the work of first-line managers and may have titles such as department head, project leader, plant manager, or division manager.
c.Top managers are responsible for making organization-wide decisions and establishing the plans and goals that affect the entire organization. These individuals typically have titles such as executive vice president, president, managing director, chief operating officer, chief executive officer, or chairman of the board.
(easy)
WHAT IS MANAGEMENT?
122. In a short essay, discuss the difference between efficiency and effectiveness and include a specific example to support each concept.
Answer
a.Efficiency refers to getting the most output from the least amount of inputs. Because managers deal with scarce inputs—including resources such as people, money, and equipment—they are concerned with the efficient use of resources. For instance, at the Beiersdorf Inc. factory in Cincinnati, where employees make body braces and supports, canes, walkers, crutches, and other medical assistance products, efficient manufacturing techniques were implemented by doing things such as cutting inventory levels, decreasing the amount of time to manufacture products, and lowering product reject rates. From this perspective, efficiency is often referred to as “doing things right”—that is, not wasting resources.
b.Effectiveness is often described as “doing the right things”—that is, those work activities that will help the organization reach its goals. For instance, at the Biersdorf factory, goals included open communication between managers and employees, and cutting costs. Through various work programs, these goals were pursued and achieved. Whereas efficiency is concerned with the means of getting things done, effectiveness is concerned with the ends, or attainment of organizational goals.
(moderate)
WHAT DO MANAGERS DO?
123. In a short essay, list and explain the four basic functions of management.
Answer
a.Planning – involves the process of defining goals, establishing strategies for achieving those goals, and developing plans to integrate and coordinate activities.
b.Organizing – involves the process of determining what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are to be made.
c.Leading – when managers motivate subordinates, influence individuals or teams as they work, select the most effective communication channel, or deal in any way with employee behavior issues, they are leading.
d.Controlling – to ensure that work is going as it should, managers must monitor and evaluate performance. The process of monitoring, comparing, and correcting is what is meant by the controlling function.
(moderate)
124. In a short essay, list and discuss seven of the ten managerial roles according to Mintzberg. Include specific examples of each role and group each according to interpersonal, informational, and decisional roles.
Answer
Interpersonal Roles
a.Figurehead – symbolic head; obliged to perform a number of routine duties of a legal or social nature. Examples include greeting visitors and signing legal documents.
b.Leader – responsible for the motivation and activation of subordinates; responsible for staffing, training, and associated duties. Examples include performing virtually all activities that involve subordinates.
c.Liaison – maintains self-developed network of outside contacts and informers who provide favors and information. Examples include acknowledging mail; doing external board work; performing other activities that involve outsiders.
Informational Roles
d.Monitor – seeks and receives wide variety of internal and external information to develop thorough understanding of organization and environment. Examples include reading periodicals and reports; maintaining personal contacts.
e.Disseminator – transmits information received from outsiders or from subordinates to members of the organization. Examples include holding informational meetings; making phone calls to relay information.
f.Spokesperson – transmits information received from outsiders or from subordinates to members of the organization. Examples include holding board meetings; giving information to the media.
Decisional Roles
g.Entrepreneur – searches organization and its environment for opportunities and initiates “improvement projects” to bring about changes. Examples include organizing strategy and review sessions to develop new programs.
h.Disturbance handler – responsible for corrective action when organization faces important, unexpected disturbances. Examples include organizing strategy and review sessions that involve disturbances and crises.
i.Resource allocator – responsible for the allocation of organizational resources of all kinds making or approving all significant organizational decisions. Examples include scheduling, requesting authorization; performing any activity that involves budgeting and the programming of subordinates’ work.
j.Negotiator – responsible for representing the organization at major negotiations. Examples include participating in union contract negotiations.
The interpersonal roles are roles that involve people and other duties that are ceremonial and symbolic in nature. The three interpersonal roles include being a figurehead, leader, and liaison. The informational roles involve receiving, collecting, and disseminating information. The three informational roles include a monitor, disseminator, and spokesperson. Finally, the decisional roles revolve around making choices. The four decisional roles include entrepreneur, disturbance handler, resource allocator, and negotiator.
(difficult)
125. In a short essay, list and discuss the three essential skills according to Katz that managers need to perform the duties and activities associated with being a manager.
Answer
a.Technical skills – include knowledge of an proficiency in a certain specialized field, such as engineering, computers, accounting, or manufacturing. These skills are more important at lower levels of management since these managers are dealing directly with employees doing the organization’s work.
b.Human skills – involve the ability to work well with other people both individually and in a group. Managers with good human skills are able to get the best out of their people. They know how to communicate, motivate, lead, and inspire enthusiasm and trust. These skills are equally important at all levels of management.
c.Conceptual skills – these are the skill that managers must have to think and to conceptualize about abstract and complex situations. Using these skills, managers must be able to see the organization as a whole, understand the relationships among various subunits, and visualize how the organization fits into its broader environment. These skills are most important at the top management levels.
(moderate)
126. In a short essay, discuss the contingency approach to management. Next list and discuss four popular contingency variables that have been studied by management researchers.
Answer
The contingency perspective of management underscores and emphasizes the fact that organizations are different, face different circumstances, and thus may require different ways of managing. A contingency approach to describing what managers do is intuitively logical because organizations and even units within the same organization are diverse—in size, objectives, and work being done. The primary value of the contingency approach to describing what managers do is that it stresses that there are no simplistic or universal rules for managers to follow in doing their jobs.
Popular Contingency Variables
a.Organization size – the number of people in an organization is a major influence on what managers do. As size increases, so do the problems of coordination. For instance, the type of organization structure appropriate for an organization of 50,000 employees is likely to be inefficient for an organization of 50 employees.
b.Routineness of task technology – to achieve its purpose, an organization uses technology; that is, it engages in the process of transforming inputs into outputs. Routine technologies require organizational structures, leadership styles, and control systems that differ from those required by customized or nonroutine technologies.
c.Environmental uncertainty – the degree of uncertainty caused by political, technological, sociocultural, and economic change influences the management process. What works best in a stable and predictable environment may be totally inappropriate in a rapidly changing and unpredictable environment.
d.Individual differences – individuals differ in terms of their desire for growth, autonomy, tolerance of ambiguity, and expectations. These and other individual differences are particularly important when managers select motivation techniques, leadership styles, and job designs.
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127. In a short essay, define system and explain the difference between open and closed systems. Next, discuss the relevance of the systems approach in describing the duties of a manager.
Answer
A system is a set of interrelated and interdependent parts arranged in a manner that produces a unified whole. It’s a concept taken from the physical sciences and applied to organizations. The two basic types of systems are closed and open. Closed systems are not influenced by and do not interact with their environment. In contrast, open systems dynamically interact with their environment. The systems approach to describing the duties of a manager is quite relevant, particularly since a manager’s job entails working with and through other people by coordinating various work activities so that the system meets is goals. Although the systems perspective doesn’t provide specific descriptions of what managers do, it does provide a more general and broader picture than other perspectives do. Moreover, viewing the manager’s job as linking the organization to its environment makes the organization appear more sensitive and responsive to its key constituencies such as customers, suppliers, government agencies, and the community.
(moderate)
WHAT IS AN ORGANIZATION?
128. In a short essay, define an organization and discuss the three common characteristics that all organizations share.
Answer
An organization is a deliberate arrangement of people to accomplish some specific purpose. And, all organizations share three common characteristics. First, each organization has a distinct purpose. This purpose is typically expressed in terms of a goal or a set of goals that the organization hopes to accomplish. Second, each organization is composed of people. One person working alone is not an organization, and it takes people to perform and work that’s necessary for the organization to achieve its goals. Third, all organizations develop some deliberate structure so that their members can do their work. That structure may be open and flexible with no clear and precise delineation of job duties or strict adherence to any explicit job arrangements. Or the structure may be more traditional, with clearly defined rules, regulations, and job descriptions and some members identified as “bosses” who have authority over other members. In summary, the term organization refers to an entity that has a distinct purpose, includes people or members, and has some type of deliberate structure.
(moderate)
WHY STUDY MANAGEMENT?
129. In a short essay, discuss the universality of management.
Answer
Management is needed in all types and sizes or organizations, at all organizational levels and in all organizational work areas, and in all organizations, no matter what country they’re located in. This is known as the universality of management. Managers in all these settings will plan, organize, lead, and control. However, this is not to say that management is done the same way in all these scenarios.
(easy)
130. In a short essay, discuss the importance of studying management. Next list at least five rewards and five challenges of being a manager.
Answer
By studying management, you’ll be able to recognize poor management and work to get it corrected. In addition, you’ll be able to recognize good management and encourage it, whether it’s in an organization you’re simply interacting with or whether it’s in an organization where you’re employed. Another reason for studying management is the reality that for most students, once they graduate from college and begin their careers, they will either manage or be managed. A final reason to study management is the rewards and challenges of being a manager.
Rewards of Being a Manager
a.Most important work of an organization is creating a work environment in which organizational members can work to the best of their ability.
b.Have opportunities to think creatively and use imagination.
c.Help others find meaning and fulfillment in work.
d.Get to support, coach, and nurture others.
e.Get to work with a variety of people.
f.Receiving recognition and status in organization and community.
g.Play a role in influencing organizational outcomes.
h.Receive appropriate compensation in for of salaries, bonuses, and stock options.
i.Good managers are needed by organizations.
Challenges of Being a Manager
a.It’s hard work.
b.Have to deal with a variety of personalities.
c.Often have to make do with limited resources.
d.Can be a challenge to motivate workers in chaotic and uncertain situations.
e.May be difficult to successfully blend knowledge, skills, ambitions, and experiences of a diverse work group.
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