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1. (p. 182) Managers get things done through organizational resources like workers, information, and equipment.
2. (p. 182) The main job of managers today is to watch over people to be sure they do what the manager asks of
them.
3. (p. 182) The best way to get people to do what a manager wants is for the manager to reprimand those who don’t
do things correctly.
4. (p. 182) Managers in progressive firms of all kinds tend to be friendly, and treat employees as partners.
5. (p. 182) Managers must earn the trust of their employees.
6. (p. 182) Today workers can expect to work for the same company for a lifetime.
7. (p. 182) Management is the art of getting things done through organizational resources.
8. (p. 182) A modern manager’s main job is to issue orders, then follow up to make sure employees do as they
were told.
9. (p. 182) Managers in progressive organizations tend to emphasize teamwork and cooperation rather than
discipline and giving orders.
10. (p. 182) Managers in many of today’s high-tech firms realize that workers often know much more about
technology than they do.
11. (p. 182) In today’s business environment, the general trend has been toward developing long-term relationships
between workers and their employers.
12. (p. 182) Despite all of the changes in the business environment, the basic way a manager performs his or her
job has remained remarkably constant.
13. (p. 182) Managers focus on making efficient use of their organization’s human resources, but leave decisions
about the efficient use of other resources such as buildings, machinery, and supplies to engineers and
accountants.
14. (p. 182) Given the lack of discipline and short attention spans of today’s workers, modern managers must
watch their workers closely, set strict rules, and vigorously enforce them.
15. (p. 182) In most high tech industries, the best way to respond quickly to rapid technological changes is to keep
most authority and responsibility in the hands of a few key managers who provide precise, detailed directions to
the workers.
16. (p. 182) Many of today’s top leaders of Fortune 100 companies expect to work for that one company for their
entire career.
17. (p. 182) Managers of high-tech firms have responded to the fact that workers often know much more about
technology than they do by emphasizing direction and supervision.
18. (p. 182) Because of advancements in technology, managers now have an easier time obtaining long-term
commitments from workers.
19. (p. 182) Because of advancements in technology, it is likely that you will work for the same company for most
of your career.
20. (p. 182) Managers decide how to use organizational resources to accomplish goals.
21. (p. 182–183) Financing is one of the four key functions of management.
22. (p. 183, figure 7.1) The four key management functions are planning, organizing, leading, and controlling.
23. (p. 183, Reaching Beyond Our Borders box) According to the “Reaching Beyond Our Borders” box in Chapter 7, one of
the regulatory hurdles that Disney had to meet in China was renaming the Mickey Mouse Club to the Dragon
Club.
24. (p. 184) One trend of the “leading” management function is to empower employees, giving them as much
freedom as possible to become self-directed and self-motivated.
25. (p. 184) Leading is the management function of designing the structure of the organization so that everyone
can function together.
26. (p. 184) As a management function, the main focus of controlling is to keep complete and up-to-date records of
the organization’s financial transactions for tax and regulatory purposes.
27. (p. 184) The management function that involves guiding, training, and motivating others to work toward the
achievement of an organization’s goals is called leading.
28. (p. 184) In many smaller firms the manager’s role is to direct the employees, telling them exactly what to do.
29. (p. 183) Planning is the function of management that includes anticipating future trends and determining the
best strategies and tactics to achieve an organization’s goals and objectives.
30. (p. 184) Planning is a key management function because other management functions depend on having a good
plan.
31. (p. 184) Today’s organizations are being designed around the customer. The idea is to design the firm so that
everyone is working to please the customer at a profit. This is an example of the management function of
organizing.
32. (p. 184) Beth has spent the last two hours going over some consumer surveys to see how well her company is
achieving its goal of improving customer satisfaction. Beth’s efforts are an example of the controlling function
of management.
33. (p. 184) Jack, a manager with Tiny Tots Toy Company, has just participated in a meeting that looked at future
trends in the toy industry, and identified new challenges and opportunities for Tiny Tots. Jack’s participation in
this meeting was part of the organizing function of management.
34. (p. 184) Harold is a no-nonsense boss who believes that the best way for an organization to achieve its goals is
for workers to follow their boss’s orders. Thus, he tells workers exactly what to do and how to do it. Harold’s
approach is an example of directing.
35. (p. 184) Rita is a manager of a medium-sized service company. She is currently involved in redesigning her
department to ensure that employees and other resources can respond more quickly and efficiently to the needs
of its customers. Rita’s efforts are part of the organizing function of management.
36. (p. 184) Planning involves setting the organizational vision, goals and objectives.
37. (p. 184) Most managers consider planning to be of little importance in today’s rapidly changing business
environment.
38. (p. 185) Goals tend to be broad and focus on the long-term while objectives tend to be specific and short-term
in their focus.
39. (p. 185) A vision is a detailed set of specific steps that a firm must take to achieve its short-run objectives.
40. (p. 185) The encompassing explanation of why an organization exists and what it is trying to achieve is called
the organization’s directive.
41. (p. 185) A vision is the overall explanation of why an organization exists and where it is trying to head.
42. (p. 185) A vision gives the organization a sense of purpose and a set of values that unite workers in a common
destiny.
43. (p. 185) A mission statement outlines the fundamental purposes of an organization.
44. (p. 185) A mission statement should address social responsibility.
45. (p. 185) Goals are broad, long-term accomplishments an organization wants to achieve.
46. (p. 185) While goals are measurable, objectives are not.
47. (p. 185) Goals are developed and agreed to by management so that the workers can follow them.
48. (p. 185) Objectives should be expressed as broad, general principles rather than as specific short-term results.
49. (p. 185) Continuous planning is not necessary, because plans that worked well in the past are likely to continue
to work well in the future.
50. (p. 185) Planning is a continuous process.
51. (p. 186) SWOT analysis helps firms identify both competitive threats and market opportunities.
52. (p. 186) An analysis of the business environment helps managers to identify threats and opportunities that face
their firm.
53. (p. 186, Dealing with Change box) According to the “Dealing with Change” box in Chapter 7, the Internet has proven to
be a threat to Target’s bridal and baby sales.
54. (p. 187) Strategic planning is now much easier than it used to be because managers have access to very reliable
computerized forecasting tools.
55. (p. 186–187) Tactical planning deals with setting long-range goals, while strategic planning develops the specific
strategies needed to achieve the organization’s operational goals.
56. (p. 186) Strategic planning determines the major goals of the organization.
57. (p. 186) Today’s business environment changes so rapidly that strategic planning is becoming more difficult
and subject to change.
58. (p. 186–187) Managers or teams of managers at the lower levels of an organization normally develop strategic
plans, but top managers do most of the tactical planning.
59. (p. 187-188, figure 7-4) Contingency planning involves developing alternative courses of action to be used if the
primary plans do not achieve the desired results.
60. (p. 186–188) Operational planning looks at the organization as a whole, while strategic planning focuses on
specific departmental managers.
61. (p. 187) One example of tactical planning is setting annual budgets and deciding on other details and activities
necessary to meet the strategic objectives.
62. (p. 188) Many cities and businesses are now developing contingency plans to respond to potential terrorist
attacks.
63. (p. 188) Instead of creating detailed strategic plans, the leaders of market-based companies (companies that
respond quickly to environmental changes) set direction to stay flexible and seize opportunities when they
come.
64. (p. 189) Decision-making occurs in all management functions.
65. (p. 189) The first step in the rational decision-making model is to identify alternative solutions.
66. (p. 189) The last step in the rational decision-making model is to determine whether the decision was a good
one and follow up.
67. (p. 189) One step in the rational decision-making model is to develop alternatives.
68. (p. 188) Crisis planning develops responses to sudden changes in the environment.
69. (p. 189) Brainstorming is coming up with as many solutions as possible in a short period of time with no
censoring of ideas.
70. (p. 189) Problem-solving is more formal than using the rational decision-making model.
71. (p. 189) PMI is a problem solving technique that involves listing pluses, minuses and implications.
72. (p. 185) The top managers at the Sax Department Store find that their employees do not really share a common
sense of purpose or have a common set of values. This suggests that top management has not provided a clear
vision for the firm.
73. (p. 185) A mission statement should provide a detailed explanation of how a company will achieve its
objectives.
74. (p. 186) SWOT analysis focuses only on the internal activities of the firm, while a PERT analysis is used to
review the external environment in which the firm operates.
75. (p. 186–187) Tactical planning involves making decisions about which customers to serve, what products or
services to sell, and the geographic areas in which the firm will compete.
76. (p. 187, figure 7-4) Lucy is part of the top management team at Cloudy Daze Rain Gear, a company that produces
umbrellas, raincoats, hats and all-weather shoes. As a member of top management, Lucy is more likely to be
involved in strategic planning than in tactical planning.
77. (p. 188) In order to ensure effective implementation, managers should make only one set of plans and carefully
follow them to ensure that the organization’s objectives are achieved.
78. (p. 188) Randall works as a foreman at a sheet metal fabrication shop. Much of his job involves determining
the order in which projects should be performed, setting up work schedules for employees, and setting standards
that must be met. These activities suggest that Randall is involved in operational planning.
79. (p. 188) Contingency planning is most important in markets where conditions are relatively stable and market
growth is predictable.
80. (p. 189) Sharon needed to solve a problem quickly, so she called together all the workers in her department and
asked them to list as many possible solutions as they could come up with in a short period of time. During the
process she encouraged responses and avoided censoring what her workers said. Sharon seems to be using a
problem solving technique known as brainstorming.
81. (p. 190) After management has created a plan of action, they focus next on the controlling function in order to
accomplish their goals.
82. (p. 190) Organizing involves allocating resources, assigning tasks, and establishing procedures for
accomplishing the organizational objectives.
83. (p. 190) The visual illustration of the relationships among the people within an organization that shows who is
accountable for the work and who reports to whom is called a Gantt Chart.
84. (p. 190) An organizational chart shows who is accountable for the completion of specific work and who reports
to whom.
85. (p. 190, figure 7.5) Branch and plant managers and division heads are classified as first-line managers.
86. (p. 190) A CEO is often the president of the firm and is responsible for developing the strategic plans.
87. (p. 190, figure 7.5) The trend toward using self-managed teams has reduced the number of middle-level managers
needed.
88. (p. 191) Supervisory managers are those who directly oversee the activities of workers and evaluate their daily
performance.
89. (p. 191) Middle managers usually are responsible for tactical planning and controlling.
90. (p. 191) The CIO, COO, and CFO are all management positions that would be classified as being part of top
management.
91. (p. 191-192, figure 7-6) In this day of rapidly changing technology, technical skills are the most important skills for
all levels of management.
92. (p. 192) Conceptual skills refer to the ability of a manager to perform the tasks associated with a specific
discipline or department.