60. One step in the rational decision-making model is to develop alternatives.
61. Brainstorming is coming up with as many solutions as possible in a short period of time
with a focus toward not censoring anyone’s ideas.
62. Problem solving is more formal than using the rational decision-making model.
63. PMI is a problem-solving technique that involves listing pluses, minuses and implications.
64. A mission statement should provide a detailed explanation of how a company will achieve
its objectives.
65. The 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.
66. 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.
67. Contingency planning is most important in markets where conditions are relatively stable
and market growth is predictable.
68. 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.
69. 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.
70. 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.
71. Jamika is a manager at a well-known retail store. Each morning she determines the order
in which store projects are performed; she sets work schedules for employees and standards that
must be met. These activities suggest that Jamika is involved in operational planning.
72. Sharon needed to solve a problem quickly, so she called together the work team 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 is utilizing a problem-solving technique known as brainstorming.
73. After management has created a plan of action, the focus turns to the controlling function
to recheck and often redo the plan.
74. Organizing involves allocating resources, assigning tasks, and establishing procedures for
accomplishing the organizational objectives.
75. 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.
76. Branch and plant managers and division heads are classified as first-line managers.
77. A CEO is often the president of the firm and is responsible for developing the strategic
plans.
78. The recent recession eliminated many middle managers giving the remaining managers
more employees to supervise.
79. Supervisory managers are those who directly oversee the activities of workers and
evaluate their daily performance.
80. Middle managers usually are responsible for tactical planning and controlling.
81. The CIO, COO, and CFO are classified as top management positions.
82. In this day of rapidly changing technology, technical skills are the most important skills for
all levels of management.
83. Conceptual skills refer to the ability of a manager to perform the tasks associated with a
specific discipline or department.
84. First-line managers typically spend less time on conceptual tasks and more time on
technical skills.
85. Most of a top manager’s time is devoted to conceptual and human relations activities.
86. The ability to plan, coordinate, and delegate are among a manager’s most basic technical
skills.
87. A person who is a good first-line manager is automatically likely to be a good middle or top
manager.
88. Human relations skills include those associated with leadership, coaching, morale building
and supportiveness.
89. The question of how to implement change within an organization is the responsibility of
the firm’s CEO.
90. Staffing involves recruiting, hiring, motivating, and retaining the best people available for
the organization.
91. Due to the growth of the Internet, recruiting is less important today than in the past.
92. Staffing is a less important management function today than in the past.
93. Organizing involves developing a structure or framework that relates all workers, tasks
and resources to each other.
94. Top management is also known as first-line management because it deals with key
managerial decisions on a priority basis.
95. Supervisory managers usually work more with ideas than with people.
96. Because of the complex nature of their jobs, top managers spend most of their time
developing and using technical skills.
97. The experience gained by first-line managers as they perform their jobs enables them to
acquire all the skills they will need when promoted to higher levels of management.
98. According to the
Reaching Across Our Borders
box, business leaders must strive to
thoroughly understand a nation’s culture and respect its strengths and challenges in order to be
successful in the global market.
99. Mark is a manager for Cable Connection. He spends most of his time scheduling the
specific service calls that each employee performs during the day, verifying job completion, and
evaluating employee performance on each call. These responsibilities suggest that Mark is a
middle manager.
100. Chris was recently promoted to a position as a first-line manager. At this level of
management, he will use human relations and conceptual skills as well as technical skills.
101. Liz is a first-line manager at her company, which is very traditional in its approach to
management. In her position, Liz probably spends a lot of time giving employees detailed and
specific instructions.
102. Fatma wants to become a manager. However, she is shy and avoids conversation with
strangers. She is very comfortable with computers and information technology and has great
technical skills in these areas. Fatma’s personal traits make her a good candidate for a top
management position.
103. Staffing is less important at Sony, IBM and other high-tech firms because these firms sell
technology.
104. People who are good leaders also are almost always good managers.
105. Leadership is the management function of checking to determine whether or not an
organization is progressing toward its objectives, and taking corrective action if it is not.
106. One difference between managers and leaders is that managers strive to achieve stability
while leaders embrace change.
107. Management carries out of the vision created by leadership.
108. Effective leadership includes the ability both to welcome change and to promote ethical
behavior.
109. Good leaders motivate workers and create the environment for workers to motivate
themselves.
110. Managers must lead by doing, not just by saying.
111. A leader’s most important job may be to transform the way the company does business so
that it’s more effective and efficient.
112. Researchers have determined that all effective leaders have similar traits.
113. There is no single leadership style that works best in all situations.
114. Research has shown that the democratic style of leadership is the most effective style of
leadership.