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Chapter1-IntroductiontoManagementandOrganizationsTrue/FalseQuestionsThefourcontemporaryfunctionsofmanagementareplanningorganizingleadingandcontrolling.TrueeasyEffectivenessreferstotherelationshipbetweeninputsandoutputs.FalsemoderateEfficiencyisoftenreferredtoasdoingthingsright.TruemoderateWhenmanagersmeetorganizationalgoalstheyareefficientandeffective.FalsedifficultAccordingtoMintzbcrgsmanagementrolestheinformationalroleinvolvesreceivingcollectinganddisseminatinginformation.TruemoderateTechnicalskillsbecomelessimportantasamanagermovesintohigherlevelsofmanagement.TruemoderateThesystemsperspectiveunderscoresandemphasizesthefactthatorganizationsaredifferentfacedifferentcircumstancesandthusmayrequiredifferentwaysofmanaging.FalsemoderateMultipleChoiceareorganizationalmemberswhointegrateandcoordinatetheworkofothers.ManagerseasyTeamleadersSubordinatesOperativesAgentsTypicallyinorganizationsitisthewhoareresponsibleformakingorganizationaldecisionsandsettingpoliciesandstrategiesthataffectallaspectsoftheorganization.teamleadersmiddlemanagersfirst-linemanagerstopmanagerseasysubordinatesdistinguishesamanagerialpositionfromanonmanagerialone.ManipulatingothersConcernforthelawIncreasingefficiencyCoordinatingandintegratingothers*workmoderateDefiningmarketshareWhichofthefollowingisNOTanexampleofadecisionalroleaccordingtoMintzbergspokespersonmoderateentrepreneurdisturbancehandlerresourceallocatornegotiatorWhichofthefollowingskillsaremoreimportantatlowerlevelsofmanagementsincethesemanagersaredealingdirectlywithemployeesdoingtheorganizationsworkhumanskillstechnicalskillseasyconceptualskillsempiricalskillsUnderstandingbuildingcodeswouldbeconsideredaskillfbrabuildingcontractor.humantechnicaleasyconceptualempiricalfunctionalWhichofthefollowingphrasesisbestassociatedwithmanagerialconceptualskillsdecision-makingeasycommunicatingwithcustomersmotivatingsubordinatesproductknowledgetechnicalskillsAccordingtothetextarenotinfluencedbyanddonotinteractwiththeirenvironment.opensystemsclosedsystemseasyflextimesystemsreversesystemsforwardsystemsTheviewofamanagersjobimpliesthatdecisionsandactionstakeninoneorganizationalareawillimpactotherareas.systemsmoderatecontingencyconceptualfunctionalenvironmentalWhichofthefollowingbestdescribestheconceptthatmanagementisneededinalltypesandsizesoforganizationsatallorganizationallevelsandinallorganizationalworkareasandinallorganizationsnomatterwhatcountrythey5relocatedinthepartialityofmanagementthesegmentationofmanagementtheuniversalityofmanagementmoderatetheculturesofmanagementScenariosandQuestionsTheBusyDayScenarioDonEskewplantmanageratControlSystemsInc.sighedashesippedhisfirstcupofcoffeeat5a.m.andreadhisagendafortheday.Heisgivingtwocompanytoursinthemorning;thefirsttoanewspaperreporterwhoiswritingastoryonthenewplantexpansionandhasseveralquestionsandthesecondtoagroupofControlSystemsInc.managersfromtheeastcoast.HethenhasameetingwithunitmanagerPhilJohnsontodiscussPhilsrecentdropinperformanceataskhealwayshates.Nextheisspendingacoupleofhoursreviewingthetradejournalshereceivesfromhishigh-techassociationandwritingupabriefsynopsisforhispresentationnextweektoheDivisionPresident.Finallyinlateafternoonhewillbereviewingthenewequipmentmalfunctionanddecidingwhethertobringinextrapeopletogettheequipmentrunningassoonaspossible.Whew!Justanotherdayintheglamorouslifeofamanager.TogetherallofthesebehaviorsperformedbyDonduringhisbusydaycorrespondtohemanagementrolesdiscoveredinthelate1960sbywhichofhefollowingmanagementscientistsHerzbergSkinnerMintzbergeasyFayolMaslowWhenDonwasmeetingwithPhiltodiscusshisperformanceconcernshewasoperatinginwhichmanagementroleleaderdifficultfigureheadmonitordisturbancehandlerspokespersonWhatrolewasDonperformingwhenhegavetheplanttourtothenewspaperreportermonitorfigureheaddisseminatorspokespersondifficultresourceallocatorWhenDonwasreviewingthenewequipmentmalfunctionwhatmanagementrolewasheplayingwhendecidingwhethertobringinextrapeoplea.monitorb.disseminatorresourceallocatormoderatedisturbancehandlerfigureheadEssayQuestionsInashortessaydiscussthedifferencebetweenefficiencyandeffectivenessandincludeaspecificexampletosupporteachconcept.AnswerEfficiencyreferstogettingthemostoutputfromtheleastamountofinputs.Becausemanagersdealwithscarceinputs—includingresourcessuchaspeoplemoneyandequipment-theyareconcernedwiththeefficientuseofresources.ForinstanceattheBeiersdorfInc.factoryinCincinnatiwhereemployeesmakebodybracesandsupportscaneswalkerscrutchesandothermedicalassistanceproductsefficientmanufacturingtechniqueswereimplementedbydoingthingssuchascuttinginventorylevelsdecreasingtheamountoftimetomanufactureproductsandloweringproductrejectrates.Fromthisperspectiveefficiencyisoftenreferredtoas“doingthingsrightthatisnotwastingresources.Effectivenessisoftendescribedas“doingtherightthings*—thatisthoseworkactivitiesthatwillhelptheorganizationreachitsgoals.ForinstanceattheBiersdorffactorygoalsincludedopencommunicationbetweenmanagersandemployeesandcuttingcosts.Throughvariousworkprogramsthesegoalswerepursuedandachieved.Whereasefficiencyisconcernedwiththemeansofgettingthingsdoneeffectivenessisconcernedwiththeendsorattainmentoforganizationalgoals.moderateInashortessaylistandexplainthefourbasicfunctionsofmanagement.AnswerPlanning-involvestheprocessofdefininggoalsestablishingstrategiesforachievingthosegoalsanddevelopingplanstointegrateandcoordinateactivities.Organizing-involvestheprocessofdeterminingwhattasksaretobedonewhoistodothemhowthetasksaretobegroupedwhoreportstowhomandwheredecisionsareobemade.Leading-whenmanagersmotivatesubordinatesinfluenceindividualsorteamsastheyworkselectthemosteffectivecommunicationchannelordealinanywaywithemployeebehaviorissuestheyareleading.Controlling-oensurethatworkisgoingasitshouldmanagersmustmonitorandevaluateperformance.Theprocessofmonitoringcomparingandcorrectingiswhatismeantbythecontrollingfunction.moderateInashortessaylistanddiscussthethreeessentialskillsaccordingtoKatzthatmanagersneedtoperformhedutiesandactivitiesassociatedwithbeingamanager.AnswerTechnicalskills-includeknowledgeofanproficiencyinacertainspecializedfieldsuchasengineeringcomputersaccountingormanufacturing.Theseskillsaremoreimportantatlowerlevelsofmanagementsincethesemanagersaredealingdirectlywithemployeesdoingtheorganizationswork.Humanskills-involvetheabilitytoworkwellwithotherpeoplebothindividuallyandinagroup.Managerswithgoodhumanskillsareabletogetthebestoutoftheirpeople.Theyknowhowtocommunicatemotivateleadandinspireenthusiasmandtrust.Theseskillsareequallyimportantatalllevelsofmanagement.Conceptualskills-thesearetheskillthatmanagersmusthavetothinkandtoconceptualizeaboutabstractandcomplexsituations.Usingtheseskillsmanagersmustbeabletoseetheorganizationasawholeunderstandtherelationshipsamongvarioussubunitsandvisualizehowtheorganizationfitsintoitsbroaderenvironment.Theseskillsaremostimportantatthetopmanagementlevels.moderate。
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