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COB 300 Management Exam 1
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COB 300 Management Exam 1 Management - AnswerGetting work done through others. "My job is to make sure everybody is enabled to do what they do well." Managers have to be concerned with efficiency and effectiveness Management wasn't just about being the boss, making decisions, and telling othe...

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  • November 23, 2024
  • 36
  • 2024/2025
  • Exam (elaborations)
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COB 300 Management Exam 1
Management - AnswerGetting work done through others. "My job is to make sure
everybody is enabled to do what they do well." Managers have to be concerned with
efficiency and effectiveness

Management wasn't just about being the boss, making decisions, and telling others
what to do. Managers expectations of what they are doing changed over time. They saw
their role as problem solver and troubleshooter. They are in charge of people
development, not production.

/.Efficiency - Answergetting work done with a minimum of effort, expense, or waste.

/.Effectiveness - Answeraccomplishing tasks that help fulfill organizational objectives
such as customer service and satisfaction.

/.Fayol Quote - AnswerSuccess of an enterprise generally depends much more on the
administrative ability of its leaders than on their technical ability, considered the founder
of the field of management. Owned a large steel company in the early 1900's.

/.Four Functions of Management - Answerplanning, organizing, leading, controlling

/.planning - Answerdetermine organizational goals and a means for achieving them, one
of the best ways to improve performance. "What business are we in?"

/.organizing - Answerdeciding where decisions will be made, who will do what, who will
work fir whom

/.leading - Answerinspiring and motivating workers to work hard to achieve
organizational goals

/.controlling - Answermonitoring progress towards goal achievment and taking
corrective action when progress isn't being made. set standards to achieve goals,
compare actual performance to standards, make changes to return performance to
those stanards.

/.kinds of managers - Answertop managers: Ceo, coo, Cfo, Vp, Corporate heads

middle managers: general mngt, plant mngt, regional manager, divisional manager

First-line managers: Officer manager, shift supervisor, department manager

Team leaders: Team leader, team contact, group facilitator

,/.importance of middle managers - Answeraccount for 22% difference in performance
across companies, in video game industry three times as important as developers,
making sure the people at the bottom and the top are getting what they need.

/.first-line managers - Answermanage performance of entry-level employees, do not
supervise other managers. Monitors, teaches, and short term planning. Make schedule
and operating plans, based on intermediate-range plans of middle management.

/.team leader - Answerno formal supervisor, teams themselves perofrm nearly all of the
functions performed by the first-line managers under traditional hierarchies. Responsibly
for facilitating team activities towards accomplishing a goal. Not responsbile for
performance, the team is.

Team leader should be at the service of the group. But the team members make the
outcome.

Good relationships are crucial, must be well managed by team leaders, who are
responsible for fostering good relationships and addressing problematic ones within
their teams.

Team leaders are also responsible for managing external relationships. Team leaders
act as the bridge or liaison between their teams and other teams, departments, and
divisions in a company.

/.3 major roles of managers - Answermanagers fulfill three major roles while performing
their jobs—interpersonal, informational, and decisional. In other words, managers talk to
people, gather and give information, and make decisions.

Most of the time they put out fire.

Interpersonal: Figurehead, leader, liaison
Information: Monitor, disseminator, spokesperson
Decision: Entrepeneur, disturbance handler, resources allocator, negotiator

/.In fulfilling the interpersonal role of management, managers perform three subroles: -
Answerfigurehead, leader, and liaison.

/.Figurehead role- interpersonal skills of management - Answermanagers perform
ceremonial duties like 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- interpersonal skills of management - Answermotivate and encourage
owrkers to accomplish organizational objectives

/.Liaison role- interpersonal skills of management - Answerdeal with people outside their
units.

,/.Informational role of management - Answeras gathering information by scanning the
business environment and listening to others in face-to-face conversations, processing
that information, and then sharing it with people both inside and outside the company.

/.monitor role - Answermanagers scan their environment for information, actively contact
others for information, and, because of their personal contacts, receive a great deal of
unsolicited information.

Williams, Chuck. MGMT8 (New, Engaging Titles from 4LTR Press) (Page 12). South-
Western College Pub. Kindle Edition.

/.disseminator role - Answermanagers share the information they have collected with
their subordinates and others in the company.
Because of their numerous personal contacts and their access to subordinates,
managers are often hubs for the distribution of critical information.managers distribute
information to employees inside the company

/.spokesperson role - Answershare information with people outside their departments or
companies.

/.Managers engage in four decisional subroles - Answerentrepeneur, disturban handler,
resource allocator, and negotiator

/.entrepeneur role - Answermanagers adapts themselves, their subordinates and their
units to change.

/.distubrance handler role - Answerrespond to pressures and problems so severe that
they demand immediate attention and action

/.resource allocator role - Answermanagers decide who will get what resources and how
many resources they will get

/.negotiator role - Answermanagers negotiate schedules, projects, goals, outcomes,
resources, and employee raises.

/.What makes a good manager? - Answerthe knowledge and success that helps you
early on in your career would not necessarily help as a manger.

Look for: technical skills, human skills, conceptual skills, and motivation to manage.

/.Skills of managers - Answertechnical skills, human skills, conceptual skills, motivation
to manage

/.technical skills - AnswerEntry-level management

, specialized procedures, techniques, and knowledge acquired to get the job done. Ability
depends on job. Most important for team leaders and lower-level managers because
they supervise the workers who produce products or serve customers. Becomes less
important as managers rise through the ranks.

/.Human skills - AnswerEverybody needs skills

the ability to work well with others, work effectively within groups, encourage, be
sensitive, and listening skills.

Upper managers may spend more time dealing directly with people.

/.Conceptual skills - AnswerUpper-level management

the ability to see the organization as a whole, to understand how the different parts of
the company affect each other and to recognize how the company first into or is
affected by its external environment such as the local community, social and economic
forces, customers and the competition. Skills increase in importance as rising through
the ranks.

"What is the organization trying to accomplish?" - Not just you, but the whole
organization.

/.motivation to change - AnswerEntry-level to move to upper-management

"To be a successful manager you have to want to move up the ladder."

Assessment of how motivated employees are to interact with superiors, participate in
competitive situations, behave assertively toward others, tell others what to do, reward
good behavior and punish poor behavior, perform actions that are highly visible to
others, and handle and organize administrative tasks. stronger motivation: promoted
faster.

/.Mistakes managers make - Answer1. Insensitive to others: abrasive, intimidating,
bullying style

2. Cold, aloof, arrogant

3. Betray trust

4. Overly ambitious: thinking of next job, playing politics

5. Specific performance problems with the business

6. Overmanaging: unable to delegate or build a team

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