Bus 100 Ch.6

A manager who is not associated with any specific functional area but who provides overall administrative guidance and leadership

One who holds all authority and responsibility, with communication usually moving from top to bottom

One who holds all authority and responsibility, with communication usually moving from top to bottom

One who holds all authority and responsibility, with communication usually moving from top to bottom

The process of evaluating and regulating ongoing activities to ensure that goals are achieved

The act of choosing one alternative from a set of alternatives

A role that involves various aspects of management decision making

A role that involves various aspects of management decision making

The combined processes of leading and motivating

A manager who is primarily responsible for an organization’s financial resources

A manager who coordinates and supervises the activities of operating employees

An end result that an organization is expected to achieve over a one- to ten-year period

A person charged with managing an organization’s human resources programs

A person charged with managing an organization’s human resources programs

A role in which the manager deals with people

The ability to deal effectively with other people

One who gives authority to employees and allows subordinates to work as they choose with a minimum of interference; communication flows horizontally among group members

The ability to influence others

The process of influencing people to work toward a common goal

The process of coordinating people and other resources to achieve the goals of an organization

A manager who is responsible for facilitating the exchange of products between an organization and its customers or clients

A manager who implements the strategy and major policies developed by top management

A statement of the basic purpose that makes an organization different from others

The process of providing reasons for people to work in the best interests of an organization

A specific statement detailing what an organization intends to accomplish over a shorter period of time

A type of plan designed to implement tactical plans

A manager who manages the systems that convert resources into goods and services

A manager who manages the systems that convert resources into goods and services

A manager who manages the systems that convert resources into goods and services

Establishing organizational goals and deciding how to accomplish them

The discrepancy between an actual condition and a desired condition

An organization’s broadest plan, developed as a guide for major policy setting and decision making

The process of establishing an organization’s major goals and objectives and allocating the resources to achieve them

A smaller-scale plan developed to implement a strategy

A specific skill needed to accomplish a specialized activity

An upper-level executive who guides and controls the overall fortunes of an organization

The coordination of efforts directed at improving customer satisfaction, increasing employee participation, strengthening supplier partnerships, and facilitating an organizational atmosphere of continuous quality improvement

The most important resources of any organization are its people.

A. True
B. False

Doctors, nurses, and orderlies are considered financial resources for hospitals.

A. True
B. False

An organization's mission is a statement of the firm's basic purpose that makes it different from other firms.

A. True
B. False

Decision making is the process of optimization.

A. True
B. False

A tactical plan is an organization's broadest plan, developed as a guide for major policy setting.

A. True
B. False

Organizing involves grouping resources and activities.

A. True
B. False

A democratic leader makes all the decisions and tells subordinates what to do.

A. True
B. False

The first step in the control process involves measuring actual performance.

A. True
B. False

Marketing managers are responsible for the distribution of products.

A. True
B. False

Technical skills involve the ability to think in the abstract and to conceptualize.

A. True
B. False

Management is defined as the process of:

a. supervising people.
b. coordinating production operations.
c. obtaining funds to meet obligations.
d. coordinating the people and other resources of an organization to achieve its goals.
e. supervising the informational needs of the firm.

An organization's broadest set of plans is called its:

a. goal setting.
b. objectives.
c. strategic planning.
d. policy.
e. tactical plan

The grouping of resources and activities to accomplish some end result is called:

a. leading.
b. controlling.
c. planning.
d. goal setting.
e. organizing.

The most effective leadership style usually:

a. depends on the characteristics of a work situation.
b. is authoritarian.
c. is laissez faire.
d. is democratic.
e. is the one with which the manager is most comfortable.

Management includes all EXCEPT which of the following functions?

a. planning
b. organizing
c. leading
d. controlling
e. conceptualizing.

An architect needs a great deal of ______ skill to be successful.

a. technical
b. interpersonal
c. conceptual
d. diagnostic
e. communication

The two crucial factors concerning the effectiveness of a total quality management program are strong commitment from top management and:

a. improved access to global markets.
b. reduction of operating costs.
c. higher return on sales.
d. higher returns on investment.
e. effective coordination of the TQM program components.

When an accounting firm hires an MBA to fill an entry-level management position, it is important that the MBA have strong:

a. technical skills.
b. conceptual skills.
c. analytical skills.
d. computer skills.
e. interpersonal skills.

Leadership differs from management in that:

a. a manager cannot be a leader.
b. leaders use only formal position power.
c. managers are authoritarian, whereas leaders are democratic.
d. a leader strives for voluntary cooperation, whereas a manager may depend on coercion to change behavior.
e. democratic leaders are more effective than authoritarian managers.

Laissez-faire leaders:

a. direct the activities of employees.
b. hold all authority.
c. assign specific tasks.
d. delegate authority to employees.
e. allow employees to work with minimum interference.

A strategic plan is a guide for major policy setting and decision making.

A. True
B. False

A contingency plan outlines alternative courses of action.

A. True
B. False

Controlling involves influencing people to work toward a common goal.

A. True
B. False

Under laissez-faire leaders, communication flows horizontally among group members.

A. True
B. False

Middle managers implement a firm's strategy developed by top managers.

A. True
B. False

Decision-making is the act of resolving the discrepancy between an existing condition and a desired condition.

A. True
B. False

An example of an objective is "to sell 2,000 vehicles during March 2010 at the XYZ dealership."

A. True
B. False

Tactical plans are:

a. large-scale and long-term plans.
b. also called policies.
c. composed of strategic plans.
d. designed to implement a strategy.
e. also called contingency plans.

The second step in the managerial decision-making process is to:

a. generate alternatives.
b. analyze each alternative.
c. select an alternative.
d. evaluate the solution.
e. identify the problem or opportunity.

A problem is the discrepancy between a/an:

a. opportunity and its alternatives.
b. actual condition and a desired condition.
c. solution and its alternatives.
d. alternative and its solution.
e. systematic method and a complex problem.

The control function involves three steps, which are, IN ORDER:

a. taking corrective action, measuring actual performance, and setting standards.
b. setting standards, measuring actual performance, and taking corrective action.
c. measuring actual performance, taking corrective action, and setting standards.
d. setting standards, taking corrective action, and measuring actual performance.
e. taking corrective action, measuring actual performance, and decision making.

Mark, head of the men's department in a large chain store, has been told to increase his sales of men's business suits. What type of planning must he use?

a. strategic
b. operational
c. tactical
d. contingency
e. optimization

The authoritarian leader:

a. is intelligent, self-confident, and dependable.
b. waives responsibility and allows subordinates to work as they choose.
c. holds all responsibility and authority.
d. allows both upward and downward communication.
e. delegates authority to others while retaining final responsibility.

Democratic leadership can motivate employees to work effectively because:

a. the leader's orders clarify how the task is to be done.
b. the employees implement decisions they have been involved in making.
c. they are free to do whatever they want, whenever they want.
d. communication is mainly downward.
e. communication flows horizontally among group members.

Sonya, a supervisor, wants to increase the output in her department. She reminds her employees that by working harder and producing more output, they will see a difference in their profit-sharing checks. Which strategy is she using?

a. controlling
b. leading
c. motivating
d. directing
e. measuring

Which manager would most likely supervise advertising, promotion, sales, and public relations activities?

a. general
b. human resources
c. financial
d. operations
e. marketing

Dealing with people is an integral part of Mary's job. Which role does this involve?

a. decisional
b. informational
c. spokesperson
d. interpersonal
e. disseminator

Total quality management (TQM) addresses all of the following EXCEPT which one?

a. customer satisfaction
b. strengthening supplier partnerships
c. employee participation
d. foreign competition
e. continuous quality improvement

A recent graduate has been hired by Houston Industries to fill a market research position that requires frequently giving presentations to upper-level managers on recent market-research projects. To be successful in this company, this individual needs especially strong:

a. oral communication skills.
b. written communication skills.
c. computer skills.
d. critical-thinking skills.
e. analytical skills.

A goal is:

a. a result that an organization is trying to achieve.
b. a means by which an organization fulfills its purpose.
c. the same as optimization.
d. an outline of the actions by which an organization plans to achieve what it wants.
e. a detailed statement about what an organization intends to accomplish.