Mgmt-310 Chapter 1

Front 1

What are the 3 interpersonal managerial roles?

Back 1

1. Figurehead
2. Leader
3. Liaison

Front 2

A study of studies that shows what works and when:

Back 2

Meta-Analysis

Front 3

What are the 2 components of leading?

Back 3

-Inspiring
-Motivating

Front 4

Readers Digest Association Inc. was on a decline at the beginning of this decade, but it has seen a significant turnaround due to changes in how it markets its products. According to spokesperson Bill Adler, the changes have been done gradually so as not to upset readers whose average age is 49. Adler was filling the ________ role.

Back 4

Informational

Front 5

The ability to see the organization as a whole, understand how the different parts affect each other, and recognize how the company fits into or is affected by its environment:

Back 5

Conceptual skills

Front 6

Managers responsible for setting objectives consistent with top management's goals and for planning and implementing subunit strategies for achieving these objectives:

Back 6

Middle managers

Front 7

What are the 4 main skills that companies look for in managers?

Back 7

1. Technical skills
2. Conceptual skills
3. Human skills
4. Motivation to manage

Front 8

Getting work done through others:

Back 8

Management

Front 9

Managers responsible for facilitating team activities toward goal accomplishment:

Back 9

Team leaders

Front 10

An assessment of how enthusiastic employees are about managing the work of others:

Back 10

Motivation to manage

Front 11

What are the responsibilities of top managers?

Back 11

1. Creating a context for change.
2. Developing commitment and ownership in employees.
3. Creating a positive organizational culture through language and action.
4. Monitoring their business environments.

Front 12

The informational role managers play when they share information with others in their departments or companies:

Back 12

Disseminator role

Front 13

Who are the 3 first-line managers?

Back 13

1. Shift Supervisor
2. Office Manager
3. Department Manager

Front 14

What are the 2 components of management?

Back 14

-Efficiency
-Effectiveness

Front 15

When the Italian restaurant realized that customers were taking its checkered cloth napkins home with them, it took corrective action and started using paper napkins and selling cloth napkins at its cash register. In other words, the restaurant used the management function of ________.

Back 15

Controlling

Front 16

The decisional role managers play when they adapt themselves, their subordinates, and their units to incremental change:

Back 16

Entrepreneur role

Front 17

Deciding where decisions will be made, who will do what jobs and tasks, and who will work for whom:

Back 17

Organizing

Front 18

Executives responsible for the overall direction of the organization:

Back 18

Top managers

Front 19

What are the responsibilities of team leaders?

Back 19

1. Facilitate team performance.
2. Facilitate internal team relationships.
3. Manage external relations.

Front 20

Readers Digest Association Inc. was on a decline at the beginning of this decade. In an effort to grow again, the company has replaced most of its editorial and marketing employees with workers who are motivated to change the way the publishing company does business. Which management function would be responsible for this motivation?

Back 20

Leading

Front 21

What are the 4 competitive advantages of well-managed companies?

Back 21

1. Sales revenue
2. Profits
3. Stock market returns
4. Customer satisfaction

Front 22

Determining organizational goals and a means for achieving them:

Back 22

Planning

Front 23

What are the 4 functions of management?

Back 23

1. Planning
2. Organizing
3. Leading
4. Controlling

Front 24

What are the responsibilities of middle managers?

Back 24

1. Plan and allocate resources to meet objectives.
2. Coordinate and link groups, departments, and divisions.
3. Monitor and manage the performance of subunits and managers who report to them.
4. Implement changes or strategies generated by top managers.

Front 25

Which decisional role would managers assume when they are dealing with rumors that the organization will be merging and layoffs are eminent?

Back 25

Disturbance handler role

Front 26

The decisional role managers play when they decide who gets what resources:

Back 26

Resource allocator role

Front 27

The ability to work well with others:

Back 27

Human skills

Front 28

Inspiring and motivating workers to work hard to achieve organizational goals:

Back 28

Leading

Front 29

The decisional role managers play when they negotiate schedules, projects, goals, outcomes, resources, and employee raises:

Back 29

Negotiator role

Front 30

Who are the 3 middle managers?

Back 30

1. Plant Manager
2. Regional Manager
3. Divisional Manager

Front 31

Monitoring progress toward goal achievement and taking corrective action when needed:

Back 31

Controlling

Front 32

The decisional role managers play when they respond to severe problems that demand immediate action:

Back 32

Disturbance handler role

Front 33

A study of studies, a statistical approach that provides one of the best scientific estimates of how well management theories and practices work:

Back 33

Meta-analysis

Front 34

Getting work done with a minimum of effort, expense, or waste:

Back 34

Efficiency

Front 35

What are the responsibilities of first-line managers?

Back 35

1. Manage the performance of entry-level employees.
2. Encourage, monitor, and reward the performance of workers.
3. Teach entry-level employees how to do their jobs.
4. Make detailed schedules and operating plans.

Front 36

The interpersonal role managers play when they deal with people outside their units:

Back 36

Liaison role

Front 37

In the five years since Thomas G. Ryder took over as chief executive, the Readers Digest Association Inc. has actually become less reliant on direct-marketed books, music, and videos, which made up sixty percent of its sales in 1998 and only 40 percent of its sales in 2002. Ryder has guided these organizational changes and is an example of a:

Back 37

Top manager

Front 38

What are the 3 informational managerial roles?

Back 38

1. Monitor
2. Disseminator
3. Spokesperson

Front 39

The interpersonal role managers play when they motivate and encourage workers to accomplish organizational objectives:

Back 39

Leader role

Front 40

Accomplishing tasks that help fulfill organizational objectives:

Back 40

Effectiveness

Front 41

The ability to apply the specialized procedures, techniques, and knowledge required to get the job done:

Back 41

Technical skills

Front 42

Who are the 4 top managers?

Back 42

1. Chief Executive Officer (CEO)
2. Chief Operating Officer (COO)
3. Chief Financial Officer (CFO)
4. Chief Information Officer (CIO)

Front 43

The interpersonal role managers play when they perform ceremonial duties:

Back 43

Figurehead role

Front 44

Managers who train and supervise the performance of nonmanagerial employees who are directly responsible for producing the company's products or services:

Back 44

First-line managers

Front 45

The informational role managers play when they share information with people outside their departments or companies:

Back 45

Spokesperson role

Front 46

What are the 4 decisional managerial roles?

Back 46

1. Disturbance handler
2. Entrepreneur
3. Resource allocator
4. Negotiator

Front 47

Puma, the German sporting goods and clothing manufacturer, wants to change how consumers perceive the product. For years, it has succeeded in what it calls the sports lifestyle niche, but now it wants people to think of its clothing as more mainstream. To accomplish this goal, Puma will need to use ________ to determine specific organizational goals and how to achieve them.

Back 47

Planning

Front 48

The informational role managers play when they scan their environment for information:

Back 48

Monitor role

Front 49

What are the 7 management practices of top performing companies?

Back 49

1. Employment security
2. Selective hiring
3. Self-managed teams and decentralization
4. High wages contingent on organizational performance
5. Training and skill development
6. Reduction of status differences
7. Sharing information

Front 50

What are new managers’ initial expectations on the job?

Back 50

-Be the boss
-Formal authority
-Manage tasks
-Job is not managing people

Front 51

What are the managers' surprises after 6 months on the job? (i.e. how did their expectations change?)

Back 51

-Initial expectations were wrong
-Fast pace
-Heavy workload
-Job is to be a problem-solver and troubleshooter

Front 52

What are the managers doing differently after a year on the job?

Back 52

-No longer “doer”
-Communication, listening, positive reinforcement
-Learning to adapt and control stress
-Job is people development