Chapter Learning Outline
Use this Learning Outline as you read and study this chapter.
Who Are Managers?
Explain how managers differ from nonmanagerial employees. Describe how to classify managers in organizations.
What Is Management?
Define management. Explain why efficiency and effectiveness are important to management.
What Do Managers Do?
Describe the four functions of management. Explain Mintzberg’s managerial roles. Describe Katz’s three managerial skills and how the importance of these skills changes
depending on managerial level. Discuss the changes that are impacting managers’ jobs. Explain why customer service and innovation are important to the manager’s job.
What Is an Organization?
Describe the characteristics of an organization. Explain how the concept of an organization is changing.
Why Study Management?
Explain the universality of management concept. Discuss why an understanding of management is important. Describe the rewards and challenges of being a manager.
What do managers do that differentiates them from non-managerial workers?
Managers organize the work of other people.Managers complete important paperwork.Managers work directly on providing the product or service that the company sells.Managers have no one reporting to them.
Christine is a manager at Body Beauty Inc. Her responsibilities include developing a company-wide marketing strategy that plays on the synergies between Body Beauty's range of products in order to drive increased sales. Christine is considered a _____.
middle manager
first-line manager
top manager
non-managerial worker
_____ is referred to as "doing things right"; _____ is referred to as "doing the right things."
Efficacy; effectiveness
Efficiency; economy
Efficiency; effectiveness
Economy; efficacy
Which of the following is NOT one of Fayol's five functions managers perform?
Organizing
Serving
Controlling
Planning
Bob spends part of each day communicating directly with his front-line workers in an effort to both motivate them and resolve any potential problems they might have. This is an example of the _____ function.
controlling
organizing
planning
leading
Which of the following is NOT one of Mintzberg's primary categories of management roles?
Decisional roles
Organizational roles
Interpersonal roles
Informational roles
Figurehead, leader, and liaison are examples of _____.
decisional roles
organizational roles
interpersonal roles
informational roles
When Mark makes schedules and generates budgets, he is fulfilling his managerial _____.
decisional role
organizational role
interpersonal role
informational role
Susan is especially good at communicating company goals to her employees and motivating them to achieve these goals. Susan has good _____.
conceptual skills
organizational skills
technical skills
human skills
The universality of management concept suggests that _____.
management is needed in all types and sizes of organizations and at all organizational levelsall managers play similar roles as they manage people
technical, human, and conceptual skills are necessary for success in managementmost college graduates entering the workforce will either manage or be managed
The way a company manages its people can significantly affect its financial performance.
True
False
The sole responsibility of the manager is to coordinate the work of other employees.
True
False
Top managers often have the title of supervisor.
True
False
Managerial success is most often due to effectiveness achieved through inefficiency.
True
False
At the end of each week, Mark evaluates the number of hours clocked in the factory and the number of widgets produced in order to ascertain whether the factory's goals have been met. This is an example of the organizing function of management.
True
False
When managers engage in planning, they define goals, establish strategies for achieving those goals, and develop plans to integrate and coordinate activities.
True
False
While managers all perform similar roles, the emphasis that managers give to various roles changes with their organization level.
True
False
Colleges, government departments, and churches are all examples of organizations.
True
False
Successful organizations are always structured in a traditional hierarchy with rigid work environments.
True
False
Once they graduate from college and begin their careers, most people will manage, be managed, or both.
True
False
Discuss the importance of good management to the success of a company.
To create paragraphs in your essay response, type <p> at the beginning of the paragraph, and </p> at the end.
Differentiate between the roles of managers and those of non-managerial workers. Identify the three different levels of management discussed in the book.
To create paragraphs in your essay response, type <p> at the beginning of the paragraph, and </p> at the end.
Julia is the southeastern regional retail manager for Hardware Heaven. Identify how she might engage in the four functions of management described in the text.
To create paragraphs in your essay response, type <p> at the beginning of the paragraph, and </p> at the end.
How do Katz's three essential skills of management help managers fulfill Mintzberg's three management roles?
To create paragraphs in your essay response, type <p> at the beginning of the paragraph, and </p> at the end.
Why should we study management? Discuss the universality of management and reality of work concepts.
To create paragraphs in your essay response, type <p> at the beginning of the paragraph, and </p> at the end.
. What do managers
do that differentiates them from non-
managerial workers?
Your Answer:
(blank)
2. Christine is a manager at Body Beauty Inc. Her responsibilities include developing a company-wide marketing strategy that plays on the synergies between Body Beauty's range of products in order to drive increased sales. Christine is considered a _____.
Your Answer:
(blank)
3. _____ is referred to as "doing things right"; _____ is referred to as "doing the right things."
Your Answer:
(blank)
4. Which of the following is NOT one of Fayol's five functions managers perform?
Your Answer:
(blank)
5. Bob spends part of each day communicating directly with his front-line workers in an effort to both motivate them and resolve any potential problems they might have. This is an example of the _____ function.
Your Answer:
(blank)
6. Which of the following is NOT one of Mintzberg's primary categories of management roles?
Your Answer:
(blank)
7. Figurehead, leader, and liaison are examples of _____.
Your Answer:
(blank)
8. When Mark makes schedules and generates budgets, he is fulfilling his managerial _____.
Your Answer:
(blank)
9. Susan is especially good at communicating company goals to her employees
and motivating them to achieve these goals. Susan has good _____.
Your Answer:
(blank)
10. The universality of management concept suggests that _____.
Your Answer:
(blank)
11. The way a company manages its people can significantly affect its financial performance.
Your Answer:
(blank)
12. The sole responsibility of the manager is to coordinate the work of other employees.
Your Answer:
(blank)
13. Top managers often have the title of supervisor.
Your Answer:
(blank)
14. Managerial success is most often due to effectiveness achieved through inefficiency.
Your Answer:
(blank)
15. At the end of each week, Mark evaluates the number of hours clocked in the factory and the number of widgets produced in order to ascertain whether the factory's goals have been met. This is an example of the organizing function of management.
Your Answer:
(blank)
16. When managers engage in planning, they define goals, establish strategies for achieving those goals, and develop plans to integrate and coordinate activities.
Your Answer:
(blank)
17. While managers all perform similar roles, the emphasis that managers give to various roles changes with their organization level.
Your Answer:
(blank)
18. Colleges, government departments, and churches are all examples of organizations.
Your Answer:
(blank)
19. Successful organizations are always structured in a traditional hierarchy with rigid work environments.
Your Answer:
(blank)
20. Once they graduate from college and begin their careers, most people will manage, be managed, or both.
Your Answer:
(blank)
21. Discuss the importance of good management to the success of a company.
Your Answer:
(blank)
22. Differentiate between the roles of managers and those of non-managerial workers. Identify the three different levels of management discussed in the book.
Your Answer:
(blank)
23. Julia is the southeastern regional retail manager for Hardware Heaven. Identify how she might engage in the four functions of management described in the text.
Your Answer:
(blank)
24. How do Katz's three essential skills of management help managers fulfill Mintzberg's three management roles?
Your Answer:
(blank)
25. Why should we study management? Discuss the universality of management and reality of work concepts.
Your Answer:
(blank)
According to Adam Smith, the division of labor results in _____.
increased worker motivation
decreased worker specialization
increased worker productivity
decreased worker motivation
Which of the following is NOT one of Fredrick Taylor's four principles of management?
Non-managerial workers should take on the bulk of the work, while managers should take on the bulk of the responsibility.Scientifically select and then train, teach, and develop the worker.
Develop a science for each element of an individual's work, which will replace the old rule-of-thumb method.Heartily cooperate with the worker so as to ensure that all work is done in accordance with the principles of science that has been developed.
_____ studied work to eliminate inefficient hand-and-body motions.
Henri Fayol
Frank and Lillian Gilbreth
Fredrick Taylor
Mary Parker Follett
Also called operations research or management science, _____ involves the use of quantitative techniques to improve decision making.
division of labor
the therblig
the closed system
the quantitative approach
Much of what currently makes up the field of human resource management, as well as contemporary views on motivation, leadership, trust, teamwork, and conflict management have come out of research into _____.
the principles of management
delegation of authority
organizational behavior
efficiency of worker motions
A(n) _____ dynamically interacts with its environment, whereas a(n) _____ is not influenced by and does not interact with its environment.
closed system; organizational system
open system; closed system
organizational system; open system
open system; organizational system
In terms of an open system, a company's products and services are the system's _____.
outputs
feedback
transformation process
inputs
The _____ says that organizations are different, face different situations, and require different ways of managing.
systems approach
division of labor
contingency approach
Hawthorne approach
Which of the following is NOT one of the three important themes of entrepreneurship?
Pursuit of opportunities
Innovation
Growth
Risk
_____ organizations are traditional organizations that set up e-business capabilities while maintaining a traditional structure,
whereas the whole existence of _____ organizations is based around the Internet.
E-business enhanced; e-business enabled
Total e-business; e-business enabled
E-business enhanced; total e-business
E-business enabled; total e-business
The practice of management is a relatively new phenomenon and was not practiced prior to the publishing of Adam Smith's Wealth of Nations.
True
False
By reducing the number of motions required to complete a task, the Gilbreths were able to increase worker productivity.
True
False
While Taylor was concerned with first-line managers and the scientific method, Fayol's attention was directed at the activities of all managers.
True
False
Unlike scientific management, Max Weber's bureaucracy emphasized rationality, predictability, impersonality, technical competence, and authoritarianism.
True
False
The Hawthorn Studies lead to the conclusion that money is more of a factor in determining worker output than are group factors.
True
False
The systems approach implies that decisions and actions taken in one organizational area have no affect on others, and vice versa.
True
False
Management is based on simplistic principles that are applicable in all situations.
True
False
Economic values are not universally transferable.
True
False
In a global economy, jobs tend to flow to places where lower costs provide business with a comparative advantage.
True
False
Workforce diversity can be an asset because it brings a broad range of viewpoints and problem-solving skills to a company, and additionally helps organizations better understand a diverse customer base.
True
False
Explain how the work of Fredrick Taylor and Frank and Lillian Gilbreth improved worker efficiency.
To create paragraphs in your essay response, type <p> at the beginning of the paragraph, and </p> at the end.
Identify and define Fayol's 14 principles of management.
To create paragraphs in your essay response, type <p> at the beginning of the paragraph, and </p> at the end.
How has the study of organizational behavior impacted contemporary perspectives on management?
To create paragraphs in your essay response, type <p> at the beginning of the paragraph, and </p> at the end.
Explain the contingency approach to management and identify and define four popular contingency variables. Give an example of a situation where the contingency approach to management is appropriate.
To create paragraphs in your essay response, type <p> at the beginning of the paragraph, and </p> at the end.
Define the term learning organization. How does knowledge management relate to the learning organization?
To create paragraphs in your essay response, type <p> at the beginning of the paragraph, and </p> at the end.
1.
According to Adam Smith, the division of labor results in _____.
Your Answer:
(blank)
2. Which of the following is NOT one of Fredrick Taylor's four principles of management?
Your Answer:
(blank)
3. _____ studied work to eliminate inefficient hand-and-body motions.
Your Answer:
(blank)
4. Also called operations research or management science, _____ involves the use of quantitative techniques to improve decision making.
Your Answer:
(blank)
5. Much of what currently makes up the field of human resource management, as well as contemporary views on motivation, leadership, trust, teamwork,
and conflict management have come out of research into _____.
Your Answer:
(blank)
6. A(n) _____ dynamically interacts with its environment, whereas a(n) _____ is not influenced by and does not interact with its environment.
Your Answer:
(blank)
7. In terms of an open system, a company's products and services are the system's _____.
Your Answer:
(blank)
8. The _____ says that organizations are different, face different situations, and require different ways of managing.
Your Answer:
(blank)
9. Which of the following is NOT one of the three important themes of entrepreneurship?
Your Answer:
(blank)
10. _____ organizations are traditional organizations that set up e-business capabilities while maintaining a traditional structure, whereas the whole existence of _____ organizations is based around the Internet.
Your Answer:
(blank)
11. The practice of management is a relatively new phenomenon and was not practiced prior to the publishing of Adam Smith's Wealth of Nations.
Your Answer:
(blank)
12. By reducing the number of motions required to complete a task, the Gilbreths were able to increase worker productivity.
Your Answer:
(blank)
13. While Taylor was concerned with first-line managers and the scientific method, Fayol's attention was directed at the activities of all managers.
Your Answer:
(blank)
14. Unlike scientific management, Max Weber's bureaucracy emphasized rationality, predictability, impersonality, technical competence, and authoritarianism.
Your Answer:
(blank)
15. The Hawthorn Studies lead to the conclusion that money is more of a factor in determining worker output than are group factors.
Your Answer:
(blank)
16. The systems approach implies that decisions and actions taken in one organizational area have no affect on others, and vice versa.
Your Answer:
(blank)
17. Management is based on simplistic principles that are applicable in all situations.
Your Answer:
(blank)
18. Economic values are not universally transferable.
Your Answer:
(blank)
19. In a global economy, jobs tend to flow to places where lower costs provide business with a comparative advantage.
Your Answer:
(blank)
20. Workforce diversity can be an asset because it brings a broad range of viewpoints and problem-solving skills to a company, and additionally helps organizations better understand a diverse customer base.
Your Answer:
(blank)
21. Explain how the work of Fredrick Taylor and Frank and Lillian Gilbreth improved worker efficiency.
Your Answer:
(blank)
22. Identify and define Fayol's 14 principles of management.
Your Answer:
(blank)
23. How has the study of organizational behavior impacted contemporary perspectives on management?
Your Answer:
(blank)
24. Explain the contingency approach to management and identify and define four popular contingency variables. Give an example of a situation where the contingency approach to management is appropriate.
Your Answer:
(blank)
25. Define the term learning organization. How does knowledge management relate to the learning organization?
Your Answer:
(blank)
The _____ holds an organization's performance to be directly due to the decisions and actions of its managers, whereas the _____ holds an organization's performance to be due to external forces outside the manager's control.
subjective view; objective view
omnipotent view; symbolic view
symbolic view; subjective view
omnipotent view; objective view
An organization's personality is known as its _____.
management view
spirituality
organizational culture
ethical stance
Which of the following is true of organizational culture?
Organizational culture is the shared values, principles, traditions, and ways of doing things that influence the way organizational members act.Most organizations have weak to moderate cultures.
Individuals with different backgrounds or at different levels within the organization tend to describe the organization's culture differently.The large size of most new organizations makes it difficult for founders to instill their vision in all organizational members.
The layout of an organization's facilities, how employees dress, and the types of automobiles provided to top executives are examples of _____ that transmit an organization's culture.
rituals
language
stories
material symbols
Which of the following does NOT characterize an innovative organizational culture?
Trusting and open
Risk-averse
Challenging
Playful
_____ is a culture where organizational values promote a sense of purpose through meaningful work that takes place in the context of community.
Ethics
Workplace diversity
Workplace spirituality
Symbolic management
Which of the following is NOT one of the typical characteristics of spiritual organizations?
Weak sense of purpose
Focus on individual development
Trust and openness
Employee empowerment
Which of the following is true of spiritual organizations?
Profits are the primary value of the organization.
Managers trust employees to make thoughtful and conscientious decisions.
Managers typically refuse to admit mistakes.
Workers are urged to leave their emotions at the door.
The _____ includes those external forces that directly impact an organization, while the _____ includes those external forces that don't directly impact the organization, but which managers must consider.
general environment; external environment
specific environment; dynamic environment
environmental complexity; general environment
specific environment; general environment
The degree of _____ refers to the number of components in an organization's environment and the extent of the knowledge that the organization has about those components.
workplace spirituality
omnipotent management
environmental complexity
organizational innovation
The symbolic view is the dominant view of management in both management theory and society in general.
True
False
The omnipotent view of management is limited to management within business organizations.
True
False
Strong cultures have a greater influence on employees than do weak cultures.
True
False
The original source of an organization's culture usually reflects the vision or mission of the organization's founders.
True
False
The constraints placed on managers by an organizational culture are typically explicitly written out.
True
False
An organization's culture has no bearing on ethics and innovation in the workplace.
True
False
Successful organizations in all types of industries need cultures that support innovation.
True
False
Organizations in which employees are punished for taking risks tend to support innovation.
True
False
Workplace spirituality specifically refers to a focus on organized religion within the organization.
True
False
Predictable seasonal changes in ice cream consumption represent dynamic environmental change for Dora's Desert Delights.
True
False
Describe the role of the manager based on the symbolic view of management.
To create paragraphs in your essay response, type <p> at the beginning of the paragraph, and </p> at the end.
Differentiate between strong and weak organizational cultures. What are the advantages and disadvantages of a strong organizational culture?
To create paragraphs in your essay response, type <p> at the beginning of the paragraph, and </p> at the end.
How do organizational cultures affect managers?
To create paragraphs in your essay response, type <p> at the beginning of the paragraph, and </p> at the end.
Research by Goral Ekvall identified eight traits that characterize innovative organizational cultures. Discuss four of these and how they contribute to innovative organizational cultures.
To create paragraphs in your essay response, type <p> at the beginning of the paragraph, and </p> at the end.
Research shows that six characteristics are routinely present in customer-responsive organizational cultures. Identify and discuss three of these.
To create paragraphs in your essay response, type <p> at the beginning of the paragraph, and </p> at the end.