MANAGEMENT correct answers IS GETTING WORK DONE THROUGH OTHERS
EFFICIENCY correct answers IS GETTING WORK DONE WITH A MINIMUM OF EFFORT, EXPENSES, OR WASTE.
EFFECTIVENESS correct answers IS ACCOMPLISHING TASKS THAT HELP FULLFILL ORGANIZATIONAL OBJECTIVES SUCH AS CUSTOMER SERVICE AND SATISFACT...
Mgmt 300 chapter 1 2 3 4 5 7 8 10 12 || QUESTIONS AND
ANSWERS 100% CORRECT!!
MANAGEMENT correct answers IS GETTING WORK DONE THROUGH OTHERS
EFFICIENCY correct answers IS GETTING WORK DONE WITH A MINIMUM OF
EFFORT, EXPENSES, OR WASTE.
EFFECTIVENESS correct answers IS ACCOMPLISHING TASKS THAT HELP
FULLFILL ORGANIZATIONAL OBJECTIVES SUCH AS CUSTOMER SERVICE AND
SATISFACTION.
PLANNING correct answers INVOLVES DETERMINING ORGANIZATIONAL GOALS
AND A MEANS FOR ACHIEVING THEM.
ORGANIZING correct answers DECIDING WHERE DECISIONS WILL BE MADE, WHO
WILL DO WHAT JOBS AND TASKS, AND WHO WILL WORK FOR WHOM IN THE
COMPANY
LEADING correct answers INVOLVES INSPIRING AND MOTIVATING WORKERS TO
WORK HARD TO ACHIEVE ORGANIZATIONAL GOALS.
CONTROLLING correct answers IS MONITORING PROGRESS TOWARD GOAL
ACHIEVEMENT AND TAKING CORRECTIVE ACTION WHEN PROGRESS ISN'T
BEING MADE.
TOP MANAGERS correct answers HOLD POSITIONS SUCH AS CHIEF EXECUTIVE
OFFICER, CHIEF OPERATING OFFICIER, CHIEF FINANCIAL OFFICER AND CHIEF
INFORMATION OFFICER AND ARE RESPONSIBLE FOR THE OVERALL
DIRECTION OF THE ORGANIZATION.
MIDDLE MANAGERS correct answers HOLD POSITIONS SUCH AS PLANT
MANAGER, REGIONAL MANAGER, OR DIVISIONAL MANAGER. THEY ARE
RESPONSIBLE FOR SETTING OBJECTIVES CONSISTENT WITH TOP
MANAGEMENT'S GOALS AND FOR PLANNING AND IMPLEMENTING SUBUNIT
STRATEGIES FOR ACHIEVING THOSE OBJECTIVES.
FIRST LINE MANAGERS correct answers HOLD POSITIONS SUCH AS OFFICE
MANAGER, SHIFT SUPERVISOR, OR DEPARTMENT MANAGER. THE PRIMARY
RESPONSIBILITY OF FIRST-LINE MANAGERS IS TO MANAGE THE
PERFORMANCE OF ENTRY-LEVEL EMPLOYEES WHO ARE DIRECTLY
RESPONSIBLE FOR PRODUCING A COMPANY'S GOODS AND SERVICES. (ONLY
MANAGERS WHO DON'T SUPERVISE)
TEAM LEADERS correct answers ARE PRIMARILY RESPONSIBLE FOR
FACILITATING TEAM ACTIVITIES TOWARD ACCOMPLISHING A GOAL.
FIGUREHEAD ROLE correct answers MANAGERS PERFORM CEREMONIAL DUTIES
SUCH AS GREETING COMPANY VISITORS, SPEAKING AT THE OPENING OF A
,NEW FACILITY, OR REPRESENTING THE COMPANY AT A COMMUNITY
LUNCHEON TO SUPPORT LOCAL CHARITIES.
LEADER ROLE correct answers MANAGERS MOTIVATE AND ENCOURAGE
WORKERS TO ACCOMPLISH ORGANIZATIONAL OBJECTIVES.
LIAISON ROLE correct answers MANAGERS DEAL WITH PEOPLE OUTSIDE THEIR
UNITS.
MONITOR ROLE correct answers THE INFORMATIONAL ROLE MANAGERS PLAY
WHEN THEY SCAN THEIR ENVIRONMENT FOR INFORMATION.
DISSEMINATOR ROLE correct answers THE INFORMATIONAL ROLE MANAGERS
PLAY WHEN THEY SHARE INFORMATION WHITH OTHERS IN THEIR
DEPARTMENTS OR COMPANIES.
SPOKESPERSON ROLE correct answers THE INFORMATION ROLE MANAGERS
PLAY WHEN THEY SHARE INFORMATION WITH PEOPLE OUTSIDE THEIR
DEPARTMENTS OR COMPANIES.
ENTREPRENEUR ROLE correct answers THE DECISIONAL ROLE MANAGERS PLAY
WHEN THEY ADAPT THEMSELVES, THEIR SUBORDINATES, AND THEIR UNITS
TO CHANGE
DISTURBANCE HANDLER ROLE correct answers THE DECISIONAL ROLE
MANAGERS PLAY WHEN THEY RESPOND TO SEVERE PRESSURES AND
PROBLEMS THAT DEMAND IMMEDIATE ACTION
RESOURCE ALLOCATOR ROLE correct answers THE DECISIONAL ROLE
MANAGERS PLAY WHEN THEY DECIDE WHO GETS WHAT RESOURCES AND IN
WHAT AMOUNTS.
NEGOTIATOR ROLE correct answers THE DECISIONAL ROLE MANAGERS PLAY
WHEN THEY NEGOTIATE SCHEDULES PROJECT GOALS OUTCOMES,
RESOURCES, AND EMPLOYEE RAISES.
TECHNICAL SKILLS correct answers THE SPECIALIZED PROCEDURES,
TECHNIQUES AND KNOWLEDGE REQUIRED TO GET THE JOB DONE.
HUMAN SKILLS correct answers THE ABILITY TO WORK WELL WITH OTHERS
CONCEPTUAL SKILLS correct answers THE ABILITY TO SEE THE ORGANIZATION
AS A WHOLE, UNDERSTAND HOW THE DIFFERENT PARTS AFFECT EACH
OTHER, AND RECOGNIZE HOW THE COMPANY FITS INTO OR IS AFFECTED BY
ITS ENVIRONMENT.
MOTIVATION TO MANAGE correct answers AN ASSESSMENT OF HOW
ENTHUSIASTIC EMPLOYES ARE ABOUT MANAGING THE WORK OF OTHERS.
, WHAT ARE THE FOUR FUNCTIONS OF MANAGEMENT correct answers PLANNING,
ORGANIZING, LEADING AND CONTROLLING.
DISCUSS THE TOP MISTAKES THAT MANAGERS MAKE IN THEIR JOBS correct
answers BEING ABRASIVE AND INTIMIDATING, BEING COLD, ALOOF, OR
ARROGANT, BETRAYING TRUST, BEING OVERLY AMBITIOUS; AND BEING
UNABLE TO DELEGATE, BUILD A TEAM AND STAFF EFFECTIVELY.
DESCRIBE THE TRANSITION THAT EMPLOYEES GO THROUGH WHEN THEY ARE
PROMOTED TO MANAGEMENT correct answers AFTER 6 MONTHS ON THE JOB,
THE MANAGERS ARE SURPRISED BY THE HEAVY WORKLOAD OF HELPING
THEIR EMPLOYEES. VIEWED AS INTERFERENCE. AFTER 1 YR, THEY THINK OF
THEMSELVES NOT AS DOES BUT AS MANAGERS WHO GET THINGS DONE.
EXPLAIN HOW AND WHY COMPANIES CAN CREATE COMPETITIVE
ADVANTAGE THROUGH PEOPLE. correct answers GOOD MANAGEMENT
MATTERS BECAUSE IT LEADS TO SATISFIED EMPLOYEES WHO, IN TURN,
PROVIDE BETTER SERVICE TO CUSTOMERS. EMPLOYEES TEND TO TREAT
CUSTOMERS AS THEY ARE TREATED.
DOMINATION correct answers AN APPROACH TO DEALING WITH CONFLICT IN
WHICH ONE PARTY SATIFIES ITS DESIRES AND OBJECTIVES AT THE EXPENSE
OF THE OTHER PARTY'S DESIRES AND OBJECTIVES.
COMPROMISE correct answers AN APPROACH TO DEALING WITH CONFLICT IN
WHICH BOTH PARTIES GIVE UP SOME OF WHAT THEY WANT IN ORDER TO
REACH AGREEMENT ON A PLAN TO REDUCE OR SETTLE THE CONFLICT.
INTEGRATIVE CONFLICT RESOLUTION correct answers AN APPROACH TO
DEALING WITH CONFLICT IN WHICH BOTH PARTIES INDICATE THEIR
PREFERENCES AND THEN WORK TOGETHER TO FIND AN ALTERNATIVE THAT
MEETS THE NEEDS OF BOTH.
ORGANIZATION correct answers A SYSTEM OF CONSCIOUSLY COORDINATED
ACTIVITIES OR FORCES CREATED BY TWO OR MORE PEOPLE.
SYSTEM correct answers A SET OF INTERRELATED ELEMENTS OR PARTS THAT
FUNCATION AS A WHOLE.
SUBSYSTEMS correct answers SMALLER SYSTEMS THAT OPERATE WITHIN THE
CONTEXT OF A LARGER SYSTEM.
SYNERGY correct answers WHEN TWO OR MORE SUBSYSTEMS WORKING
TOGETHER CAN PRODUCE MORE THAN THEY CAN WORKING APART.
CLOSED SYSTEMS correct answers SYSTEMS THAT CAN SUSTAIN THEMSELVES
WITHOUT INTEREACTING WITH THEIR ENVIRONMENTS.
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