principles of management

Question 2

Manager

Answer 2

someone who coordinates and oversees the work of other people so that organizational goals can be accomplished. Managers can be classified by their level in the organization, particularly in traditionally structured organizations—those shaped like a pyramid.

Question 3

first line manager

Answer 3

managers (often called supervisors) are typically involved with producing the organization’s products or servicing the organization’s customers. These managers are located on the lowest level of management.

Question 4

middle managers

Answer 4

include all levels of management between the first level and the top level of the organization. They may have titles such as regional manager, project leader, store manager, or division manager.

Question 5

top manager

Answer 5

include managers at or near the top of the organization who are responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization.

Question 6

organization is a deliberate arrangement of people to accomplish some specific purpose.

Answer 6

Organizations share three common characteristics: (1) each has a distinct purpose; (2) each is composed of people; and (3) each develops some deliberate structure so members can do their work.

Question 7

What is Management?

Answer 7

Management involves coordinating and overseeing the work activities of others so that their activities are completed efficiently and effectively.
Coordinating and overseeing the work of others is what distinguishes a managerial position from a nonmanagerial one.

Question 7

Efficiency

Answer 7

getting the most output from the least amount of inputs in order to minimize resource costs. Efficiency is often referred to as “doing things right”

Question 8

Effectiveness

Answer 8

completing activities so that organizational goals are attained and is often described as “doing the right things”

Question 9

Planning

Answer 9

Planning involves defining goals, establishing strategies for achieving those goals, and developing plans to integrate and coordinate activities.

Question 10

Organizing

Answer 10

involves arranging and structuring work to accomplish the organization’s goals.

Question 11

Leading

Answer 11

involves working with and through people to accomplish organizational goals.

Question 12

Controlling

Answer 12

involves monitoring, comparing, and correcting work performance.

Question 13

Management Roles

Answer 13

Managerial roles refer to specific categories of managerial behavior.

Question 14

Interpersonal roles

Answer 14

include figurehead, leadership, and liaison activities.

Question 15

. Informational roles

Answer 15

include monitor, disseminator, and spokesperson.

Question 16

Decisional roles

Answer 16

include entrepreneur, disturbance handler, resource allocator, and negotiator.

Question 17

Technical skills

Answer 17

job-specific knowledge and techniques needed to proficiently perform specific tasks.

Question 18

Human skills

Answer 18

involve the ability to work well with other people individually and in a group.

Question 19

Conceptual skills

Answer 19

involve the ability to think and to conceptualize about abstract and complex situations.

Question 20

Challenges

Answer 20

a. Being a manager is hard work and often involves more clerical duties than managerial responsibilities. Managers often must deal with a range of personalities, make do with limited resources, and work in chaotic and uncertain situations.
b. Managers may have difficulty in effectively blending the knowledge, skills, ambitions, and experiences of a diverse group of employees.
c. A manager’s success typically is dependent on others’ work performance.

Question 21

Rewards

Answer 21

a. Managers have an opportunity to create a work environment in which organizational members can do their work to the best of their ability and help the organization achieve its goals.
b. Managers often receive recognition and status in the organization and in the larger community; influence organizational outcomes; and receive appropriate compensation.
c. Knowing that their efforts, skills, and abilities are needed by the organization gives many managers great satisfaction.

Question 22

Decision-making process

Answer 22

Step 1: Identify a Problem. A problem is a discrepancy between an existing and a desired condition.
Step 2: Identify Decision Criteria. Decision criteria are criteria that define what is relevant in a decision.
Step 3: Allocate Weights to the Criteria.
Step 4: Develop Alternatives.
Step 5: Analyze Alternatives.
Step 6: Select an Alternative.
Step 7: Implement the Alternative.
Step 8: Evaluate Decision Effectiveness.

Question 23

Rationality.

Answer 23

Managerial decision making is assumed to be rational—that is, making choices that are consistent and value-maximizing within specified constraints.

Question 24

Bounded Rationality

Answer 24

Because the perfectly rational model of decision making isn’t realistic, managers tend to operate under assumptions of bounded rationality, which is decision-making behavior that is rational, but limited (bounded) by an individual’s ability to process information. Intuition.

Question 25

Intuitive decision

Answer 25

making is a subconscious process of making decisions on the basis of experience and accumulated judgment.

Question 26

Evidence-Based Management

Answer 26

EBMgt promotes the use of the best available evidence to improve management practice.

Question 27

Crowdsourcing.

Answer 27

Crowdsourcing involves relying on

Question 28

Structured problems

Answer 28

are straightforward, familiar, and easily defined. In dealing with structured problems,

Question 29

programmed decision

Answer 29

is a repetitive decision that can be handled by a routine approach.

Question 30

Managers rely on three types of programmed decisions:

Answer 30

a. A procedure is a series of interrelated sequential steps that can be used to respond to a structured problem. b. A rule is an explicit statement that tells managers what they can or cannot do. c. A policy is a guideline for making decisions.

Question 31

Unstructured problems

Answer 31

problems that are new or unusual and for which information is ambiguous or incomplete.

Question 32

Directive

Answer 32

people with a directive style have low tolerance for ambiguity and seek rationality. They are efficient and logical but may be prone to making decisions too fast with limited information.

Question 33

Analytic

Answer 33

analytic decision makers are more comfortable with ambiguity relative to directive styles. They are more willing to adapt to change or new situations.

Question 34

Conceptual

Answer 34

conceptual decision makers have a broad scope and consider many alternatives. They are good at finding creative solutions to problems.

Question 35

Behavioral

Answer 35

behavioral decision makers work well with others. They tend to avoid conflict and seek acceptance from others. This tendency makes them receptive to suggestions from others.