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1. The main job of managers today is to watch over people to be sure they do what the
manager asks of them.
2. 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.
3. Managers in progressive firms of all kinds tend to be friendly, and treat employees as
partners.
4. Managers must earn the trust of their employees.
5. Because of their importance and skills, few managers lost their jobs in the recent
economic crisis.
6. A modern manager's main job is to issue orders, then follow up to make sure employees
do as they were told.
7. Managers in progressive organizations tend to emphasize teamwork and cooperation
rather than discipline and giving orders.
8. Despite all of the changes in the business environment, the basic way a manager performs
his or her job has remained remarkably constant.
9. 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 policies.
10. 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.
11. Due to the fact that employees today often know much more about technology and the
technical aspects of their jobs than their managers do, progressive managers emphasize
teamwork and cooperation as a strategy for getting work done.
12. John is the general manager of a retail outlet. By emphasizing teamwork and acting in a
role of
coach
rather than
boss
, John is considered to be a modern manager.
13. As an office manager, Sylvie consistently tells her employees what to do, watches over
their tasks, and reprimands those who don't listen to her orders. Sylvie is a modern manager.
14. Managers make decisions about how to use organizational resources to accomplish goals.
15. Financing is one of the four key functions of management.
16. The four key management functions are planning, organizing, leading, and controlling.
17. 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.
18. Leading is the management function of designing the structure of the organization so that
everyone can function together.
19. 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.
20. The management function that involves guiding, training, and motivating others to work
toward the achievement of an organization's goals is called leading.
21. In many smaller firms the manager's role is to direct the employees, telling them exactly
what to do.
22. 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.
23. Planning is a key management function because other management functions depend on
having a good plan.
24. 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.
25. Today's progressive organizations are designed around the needs of the customer. The
idea is to organize systems to be responsive to customer needs.
26. 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.
27. 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.
28. 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.
29. 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.
30. Planning involves setting the organizational vision, goals and objectives.
31. Progressive managers consider planning to be of little importance in today's rapidly
changing business environment.
32. Goals tend to be broad and focus on the long term while objectives tend to be specific and
more short term in their focus.
33. A vision is a detailed set of specific steps that a firm must take to achieve its short-run
objectives.
34. A statement about why an organization exists and what it is trying to achieve is called the
organization's directive.
35. A vision is the overall explanation of why an organization exists and where it is trying to
head.
36. A vision gives the organization a sense of purpose and a set of values that unite
employees toward a common destiny.
37. A mission statement outlines the fundamental purposes of an organization.
38. Today, a mission statement should also address social responsibility.
39. Goals are broad, long-term accomplishments an organization wants to achieve.
40. While goals are measurable, objectives are not.
41. Goals are developed and agreed to by management so that the workers can follow them.
42. Objectives should be expressed as broad, general principles rather than as specific short-
term results.
43. Continuous planning is not necessary, because plans that worked well in the past are
likely to continue to work well in the future.
44. Planning is a continuous process.
45. The SWOT analysis helps firms identify competitive threats and market opportunities.
46. An analysis of the business environment helps managers identify threats and
opportunities that face their firm.
47. Strategic planning is now much easier than it used to be because managers have access
to very reliable computerized forecasting tools.
48. Tactical planning deals with setting long-range goals, while strategic planning develops
the specific strategies needed to achieve the organization's operational goals.
49. Strategic planning determines the major goals of the organization.
50. Today's business environment changes so rapidly that strategic planning is becoming
more difficult and subject to change.
51. 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.
52. Contingency planning involves developing alternative courses of action to be used if the
primary plans do not achieve the desired results.
53. Operational planning looks at the organization as a whole, while strategic planning focuses
on specific departmental actions.
54. One example of tactical planning is setting annual budgets and deciding on other details
and activities necessary to meet the strategic objectives.
55. Many cities and businesses are now developing contingency plans to respond to potential
terrorist attacks.
56. Instead of creating detailed strategic plans, the leaders of market-based companies
(companies that respond quickly to environmental changes) set flexible directions so as to allow
for change and seize opportunities when they come.
57. Decision making occurs in all management functions.
58. The first step in the rational decision-making model is to identify alternative solutions.
59. The last step in the rational decision-making model is to determine whether the decision
was a good one and follow up.
