116. Georgia, an airline CEO, often looks for patterns of movement within the airline industry, focusing on
the qualities of rhythm, flow, direction, shape, and networks of relationships. This type of activity,
referred to as ________ thinking, allows Georgia to see the structures that underlie complex situations
within the industry and company.
a.
systems
b.
qualitative
c.
quantitative
d.
conceptual
e.
contingency
117. __________ specifies a goal of no more than 3.4 defects per million parts.
a.
Benchmarking
b.
Total quality management
c.
Six sigma
d.
Balanced scorecard
e.
Jugaad
CASE
Scenario – Barry Miller
The promotion to first line manager took place just six weeks ago for Barry Miller. He was well
qualified for the promotion, but the new job still required a lot of training. One of the challenges has
been to coordinate the production of his team with the needs of the sales department and with the
availability of raw materials from his suppliers. Setting priorities and developing schedules to
accomplish the work is a part of Barry’s job that he has really enjoyed. The challenges to maintain high
rapport and to build a strong team with his employees have already brought him a lot of satisfaction. In
reflecting about the last six weeks, Barry concludes that he is very happy about his new job.
1. In his job, Barry needs to
a.
plan.
b.
organize.
c.
lead.
d.
control.
e.
all of these.
2. The managerial skill that is least important at Barry‘s middle-level management position is
a.
conceptual.
b.
human.
c.
technical.
d.
all of these skills are vital.
e.
none of these skills are important.
3. By maintaining information links, Barry Miller was exhibiting the interpersonal role of
a.
figurehead.
b.
leader.
c.
liaison.
d.
monitor.
e.
spokesperson.
4. With setting priorities and setting schedules, Barry was participating in the decisional role of
a.
entrepreneur.
b.
disturbance handler.
c.
disseminator.
d.
resource allocator.
e.
monitor.
COMPLETION
1. The nature of management is to cope with ____________________ and far-reaching challenges.
2. ____________________ is the attainment of organizational goals in an effective and efficient manner
through planning, organizing, leading, and controlling organizational resources.
3. ____________________ is concerned with defining goals for future organizational performance.
4. ____________________ involves assigning tasks, grouping tasks into departments, delegating
authority, and allocating resources across the organization.
5. The management function that involves the use of influence to motivate employees to achieve the
organization’s goals is referred to as ____________________.
6. ____________________ is the management function concerned with monitoring employees’ activities,
keeping the organization on track toward its goals, and making corrections as needed.
7. A social entity that is goal directed and deliberately structured is called a(n) ____________________.
8. The degree to which the organization achieves a stated goal is called ____________________.
9. Organizational ____________________ refers to the amount of resources used to achieve an
organizational goal.
10. Conceptual skills are especially important for ____________________ managers.
11. ____________________ skills refers to the manager’s ability to work with and through other people
and to work effectively as a group member.
12. The individual performer is a(n) ____________________; whereas, the manager has to be a(n)
____________________.
13. In the ____________________ role, managers seek and receive information, scan periodicals and
reports, and maintain personal contacts.
14. In the ____________________ role, managers initiate improvement projects, identify new ideas, and
delegate idea responsibility to others.
15. A(n) ____________________ would be responsible for performing ceremonial and symbolic duties
such as greeting visitors and signing legal documents.
16. The ____________________ role involves deciding who gets what resources.
17. If a manager finds several new competitors on the horizon, he or she may need to spend more time in
the ____________________ role.
18. One of the roles that a small business owner may emphasize over their counterpart in a large
organization is that of a ____________________.
19. A(n) ____________________ perspective provides a broader way of thinking, a way of searching for
patterns and determining whether they recur across time periods.
20. ____________________ refer to the aspects of a culture that guide and influence relationships among
people.
21. ____________________ refer to the influence of political and legal institutions on people and
organizations.
22. ____________________ pertain to the availability, production, and distribution of resources in a
society.
23. A management perspective that emerged during the nineteenth and early twentieth centuries that
emphasized a rational, scientific approach to the study of management and sought to make
organizations efficient operating machines is called ____________________.
24. ____________________ is considered the “father of scientific management.”
25. Weber’s vision of organizations that would be managed on an impersonal, rational basis is called a(n)
____________________.
26. A subfield of the classical management perspective that focused on the total organization rather than
the individual worker, delineating the management functions of planning, organizing, commanding,
coordinating, and controlling is called ____________________.
27. According to Fayol, similar activities in an organization should be grouped together under one
manager. This administrative principle is known as ____________________.
28. A management perspective that emerged around the late nineteenth century that emphasized
understanding human behavior, needs, and attitudes in the workplace is referred to as a(n)
____________________.
29. A management perspective that suggests jobs should be designed to meet higher-level needs by
allowing workers to use their full potential is called a(n) ____________________.
30. Organizational development is one specific set of management techniques based in the
____________________ approach.
31. A management perspective that emerged after World War II, and applied mathematics, statistics, and
other quantitative techniques to managerial problems is referred to as a(n) ____________________.
32. The concept that the whole is greater than the sum of its parts is known as ____________________.
33. The ____________________ view of management is an integration of the case and universalist
viewpoints.
34. The process by which companies find out how others do something better than they do and then try to
copy and/or improve it is known as ____________________.
35. ____________________ collect and manage large amounts of data about customers and make them
available to employees, enabling better decision making and superior customer service.
36. ____________________ refers to contracting out selected functions or activities to other organizations
that can do the work more cost-efficiently.
SHORT ANSWER
1. List five of Mintzberg’s ten managerial roles.
2. Identify the four functions of management.
3. List the three management skills necessary to perform effectively in organizations.
4. List three of the basic ideas of scientific management.
5. List the three assumptions associated with McGregor’s Theory X.
ESSAY
1. Define management and describe two important ideas expressed in the definition.
2. Describe the four management functions.
3. Describe the skills necessary for performing a manager’s job.
4. Briefly discuss the relationship between management skills and management level.
5. Describe the three categories of managerial roles and explain how do they differ.
6. How do small business managers emphasize different management roles in comparison to larger
business managers?
7. Identify and explain the change that has affected organizations and management the most.
8. The writings of Fayol, Taylor, and Weber provide the foundation for modern management. Identify the
school of thought associated with each writer and compare the focus that each writer takes in relation
to the organization.
9. Discuss the advantages and disadvantages of Taylor’s Scientific Management.
10. Briefly describe what happened in the Hawthorne Studies and explain the results and conclusions of
these studies.
11. Describe the assumptions behind McGregor’s Theory X and Theory Y. How do the theories relate to
the classical perspective on management and early human relations ideas?