Which managers are responsible for facilitating team activities toward goal accomplishment?

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

monitoring progress toward goal achievement and taking corrective action when needed

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

the decisional role managers play when they respond to severe pressures and problems that demand immediate action

accomplishing tasks that help fulfill organizational objectives

getting work done with a minimum of effort, expense, or waste

the decisional role managers play when they adapt themselves, their subordinates, and their units to change

the interpersonal role managers play when they perform ceremonial duties

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

the ability to work well with others

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

inspiring and motivating workers to work hard to achieve organizational goals

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

getting work done through others

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

the informational role managers play when they scan their environment for information

an assessment of how enthusiastic employees are about managing the work of others

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

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

determining organizational goals and a means for achieving them

the decisional role managers play when they decide who gets what resources and in what amounts

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

managers responsible for facilitating team activities toward goal accomplishment

the specialized procedures, techniques, and knowledge required to get the job done

executives responsible for the overall direction of the organization

Self-managing teams themselves perform nearly all of the functions performed by first-line managers under traditional hierarchies.

True. Self-managing teams themselves perform nearly all of the functions performed by first-line managers under traditional hierarchies. See 1-3: Kinds of Managers

_____ are responsible for the overall direction of the organization.

Top managers hold positions like chief executive officer (CEO), chief operating officer (COO), chief financial officer (CFO), and chief information officer (CIO) and are responsible for the overall direction of the organization. See 1-3: Kinds of Managers

First-line managers hold positions like plant manager, regional manager, or divisional manager.

False. Middle managers hold positions like plant manager, regional manager, or divisional manager. See 1-3: Kinds of Managers

Middle managers are the only managers who don’t supervise other managers.

False. First-line managers are the only managers who don’t supervise other managers. See 1-3: Kinds of Managers

_____ is a function of management that involves inspiring and motivating workers to work hard to achieve organizational goals.

The management function of leading involves inspiring and motivating workers to work hard to achieve organizational goals. See 1-2: Management Functions

Helen was recently named the country manager of a company’s computer programming division. She has a PhD in computer science and twelve years of experience writing code. In this case, Helen has high _____.

Technical skills are the specialized procedures, techniques, and knowledge required to get the job done. See 1-5: What Companies Look for in Managers

“Derailers” are managers who started out strong in their careers but were knocked off the fast track by the time they reached middle to upper levels of management.

Conceptual skills are the specialized procedures, techniques, and knowledge required to get the job done.

Technical skills are the specialized procedures, techniques, and knowledge required to get the job done. See 1-5: What Companies Look for in Managers

Planning encourages people to work hard for extended periods.

True. Planning is one of the best ways to improve performance. It encourages people to work harder, to work hard for extended periods, to engage in behaviors directly related to goal accomplishment, and to think of better ways to do their jobs. See 1-2: Management Functions

According to Jeffrey Pfeffer, which of the following ideas is used by managers in top-performing companies?

Self-managed teams Jeffrey Pfeffer found that managers in top-performing companies used ideas like employment security, selective hiring, self-managed teams and decentralization, high pay contingent on company performance, extensive training, reduced status distinctions (between managers and employees), and extensive sharing of financial information to achieve financial performance that, on average, was 40 percent higher than that of other companies. See 1-8: Competitive Advantage through People

Which of the following statements about planning is true?

It encourages people to think of better ways to do their jobs. Planning involves determining organizational goals and a means for achieving them. Planning is one of the best ways to improve performance. It encourages people to work harder, to work hard for extended periods, to engage in behaviors directly related to goal accomplishment, and to think of better ways to do their jobs. But most importantly, companies that plan have larger profits and faster growth than companies that don’t plan. See 1-2: Management Functions

Management is defined as solving organizational problems.

False. Management is defined as getting work done through others. See 1-1: Management Is…

Self-managing teams themselves perform nearly all of the functions performed by first-line managers under traditional hierarchies.

True. Self-managing teams themselves perform nearly all of the functions performed by first-line managers under traditional hierarchies. See 1-3: Kinds of Managers

The responsibilities of top managers include creating employee buy-in and monitoring the organization’s business environment.

True. Top managers are responsible for creating a context for change, creating employee buy-in, creating a positive organizational culture, imparting company values, and monitoring their business environment. See 1-3: Kinds of Managers

One of the chief engineers at Daniel’s organization delivers a set of key product test results to him. He passes that information along to the marketing and branding departments so that they can create a marketing campaign; he then writes a summary for the head of his department. In this scenario, which managerial role is Daniel performing?

In the disseminator role, managers share the information they have collected with their subordinates and others in the company. See 1-4: Managerial Roles

Effectiveness is accomplishing tasks that help fulfill organizational objectives such as customer service and satisfaction.

Middle managers are the only managers who don’t supervise other managers.

False. First-line managers are the only managers who don’t supervise other managers. See 1-3: Kinds of Managers

Which of the following is true of conceptual skills?

They include the ability to understand and reconcile multiple complex problems. Managers with good conceptual skills are able to recognize, understand, and reconcile multiple complex problems and perspectives. See 1-5: What Companies Look for in Managers

A manager who is inspiring and motivating workers to work hard to achieve organizational goals is fulfilling the organizing role of management.

False. Organizing is deciding where decisions will be made, who will do what jobs and tasks, and who will work for whom. See 1-2: Management Functions

In the figurehead role, managers motivate and encourage workers to accomplish organizational objectives.

False. In the leader role, managers motivate and encourage workers to accomplish organizational objectives. See 1-4: Managerial Roles

Managers can influence customer satisfaction through employee satisfaction.

During a press conference, a manager at Ruskin Welt Inc. makes a major announcement about the company’s new product line. In this instance, the manager is performing the _____ role.

In the spokesperson role, the manager shares information with people outside of the company. See 1-4: Managerial Roles

Effectiveness is accomplishing tasks that help fulfill organizational objectives such as customer service and satisfaction.

True. Effectiveness is accomplishing tasks that help fulfill organizational objectives such as customer service and satisfaction. See 1-1: Management Is…

Planning encourages people to work hard for extended periods.

True. Planning is one of the best ways to improve performance. It encourages people to work harder, to work hard for extended periods, to engage in behaviors directly related to goal accomplishment, and to think of better ways to do their jobs. See 1-2: Management Functions

_____ are responsible for setting objectives consistent with organizational goals and for planning and implementing subunit strategies for achieving those objectives.

Middle managers hold positions like plant manager, regional manager, or divisional manager. They are responsible for setting objectives consistent with top management’s goals and for planning and implementing subunit strategies for achieving those objectives. See 1-3: Kinds of Managers

When managers adapt themselves, their subordinates, and their units to change, which of the following managerial roles are they performing?

In the entrepreneur role, managers adapt themselves, their subordinates, and their units to change. See 1-4: Managerial Roles

_____hold positions like office manager, shift supervisor, or department manager.

First-line managers hold positions like office manager, shift supervisor, or department manager. The primary responsibility of first-line managers is to manage the performance of entry-level employees. The responsibilities of first-line managers include monitoring, teaching, and short-term planning. See 1-3: Kinds of Managers

_____hold positions like office manager, shift supervisor, or department manager.

Managers should ask employees to evaluate their coworkers.

False. Managers should avoid asking employees to evaluate their coworkers. See 1-4: Managerial Roles

In most companies, an increase in efficiency is enough to ensure long lasting success.

False. Efficiency on its own is not enough for success. A company must also have effectiveness. See 1-1: Management Is…

According to Henri Fayol, the success of a company almost always depends on the technical expertise of managers.

The management function of leading involves determining organizational goals and a means for achieving them.

The management function of supporting involves inspiring and motivating workers to work hard to achieve organizational goals.

The basic planning process involves setting standards to achieve goals, comparing actual performance to those standards, and then making changes to return performance to those standards.

Team leaders are primarily responsible for team performance.

A manager speaking at the opening of a new facility or representing the company at a community luncheon to support local charities is performing the figurehead role of management.

Juan, who manages the marketing unit of a company, is making a decision on what roles each of his subordinates will play within the unit. He decides who will take charge of each team and who will be in charge of handling customers. In this scenario, which of the following management functions is Juan performing?

Which of the following statements is true about the management function of controlling?

It involves setting standards to achieve organizational goals.

Forming a long-range vision or mission for the company is a responsibility of _____.

Jonathan is a shift supervisor at Carlton Inc. He is responsible for managing and monitoring the performance of entry-level employees. He is also responsible for short-term planning. To which of the following categories of managers does Jonathon belong?

When Westborough Software laid off 300 employees last week, CEO Diane Wagner called a press conference to announce the company’s actions to the media. In doing so, Diane was performing the _____ managerial role.

Which of the following statements is true about the liaison role of managers?

In this role, managers deal with people outside their units.

In the _____role, managers respond to pressures and problems so severe that they demand immediate attention and action.

In most companies, an increase in efficiency is enough to ensure long lasting success.

According to Henri Fayol, the success of a company almost always depends on the technical expertise of managers.

False. According to Fayol, “the success of an enterprise generally depends much more on the

of its leaders than on their technical ability.” 

The management function of supporting involves inspiring and motivating workers to work hard to achieve organizational goals.

The basic planning process involves setting standards to achieve goals, comparing actual performance to those standards, and then making changes to return performance to those standards.

False. The basic control process. 

When managers share the information they have collected with their subordinates and others in the company, they are performing the disseminator role of management.

False. In the disseminator role, managers share the information they have collected with their subordinates and others in the company. See 1-4: Managerial Roles

Jonathan is a shift supervisor at Carlton Inc. He is responsible for managing and monitoring the performance of entry-level employees. He is also responsible for short-term planning. To which of the following categories of managers does Jonathon belong?

Which of the following statements is true about the liaison role of managers?

In the liaison role, managers deal with people outside their units.

Which of the following is true of conceptual skills?

They include the ability to understand and reconcile multiple complex problems.

Midori became a manager at Gloria Summers Inc. about 14 months ago. Her evolution as a manger is typical. After a year of experience, Midori has now come to believe that her primary job is to _____.

They include the ability to understand and reconcile multiple complex problems.

the exercise of control on the basis of knowledge, expertise, or experience

systems that can sustain themselves without interacting with their environments

an approach to dealing with conflict in which both parties give up some of what they want in order to reach agreement on a plan to reduce or settle the conflict

ch 2 Contingency approach

holds that there are no universal management theories and that the most effective management theory or idea depends on the kinds of problems or situations that managers are facing at a particular time and place

an approach to dealing with conflict in which one party satisfies its desires and objectives at the expense of the other party's desires and objectives

a graphical chart that shows which tasks must be completed at which times in order to complete a project or task

ch. 2 Integrative conflict resolution

an approach to dealing with conflict in which both parties indicate their preferences and then work together to find an alternative that meets the needs of both

breaking each task or job into its separate motions and then eliminating those that are unnecessary or repetitive

systems that can sustain themselves only by interacting with their environments, on which they depend for their survival

a system of consciously coordinated activities or forces created by two or more people

a group member whose work pace is significantly faster than the normal pace in his or her group

ch. 2 Scientific management

thoroughly studying and testing different work methods to identify the best, most efficient way to complete a job

when workers deliberately slow their pace or restrict their work output

smaller systems that operate within the context of a larger system

when two or more subsystems working together can produce more than they can working apart

a set of interrelated elements or parts that function as a whole

timing how long it takes good workers to complete each part of their jobs

Who are responsible for facilitating team activities toward goal accomplishment?

What managers are typically responsible for?

Who is responsible for carrying out the goals set by top management?

Who is ultimately responsible for creating and achieving an organization's culture?