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chapter 7: management, leadership, and employee empowerment

A planning tool used to analyze an organization’s strengths, weaknesses, opportunities, and threats
SWOT analysis
Individuals and units within the firm receive services from other individuals or units
Internal customers
Specific short term statements detailing how to achieve the organization’s goals
The process involves developing detailed, short-term statements about what is to be done, who is to do it, and how it is to be done.
Tactical planning
Finding the right information, keeping the information in a readily accessible place, and making the information known to everyone in the firm is known as
Knowledge managment
The level of management that includes general managers, division managers, and branch and plant managers who are responsible for tactical planning and controlling is called
Middle management
The process of ______ means choosing among two or more alternatives
Decision making
An individual who uses ______ makes managerial decisions without consulting others.
autocratic leadership
The management function of ______ includes designing the structure of the organization, and creating conditions and systems in which everyone and everything work together to achieve the organization’s goals and objectives.
An encompassing explanation of why the organization exists and where it’s trying to head
When an individual uses _______ managers and employees work together to make decisions
participative (democratic) leadership
the process of determining the major goals of the organization and the policies and strategies for obtaining and using resources to achieve these goals
strategic planning
The management function of _______ includes hiring, motivating, and retaining the best people available to accomplish the company’s objectives
Skills that involve the ability to perform tasks in a specific discipline or department are considered
technical skills
The leadership style know as _______involves managers setting objectives and employees being relatively free to do whatever it takes to accomplish those objectives.
free-rein leadership
the management function of _____ involves anticipating trends and determining the best strategies and tactics to achieve organizational goals and objectives
The highest level of management, consisting of the president and other key company executives who develop strategic plans is called
top management
When a manager does _______ he or she is in the process of preparing alternative courses of action that may be used if the primary plans don’t achieve the objectives of the organization
contengency planning
A visual device that shows relationships among people and divides the organization’s work: it shows who is accountable for the completion of specific work and who reports to whom
organization chart
the process used to accomplish organizational goals through planning organizing, leading, and controlling people and other organizational resources
Involve the ability to picture the organization as a whole and the relationship among its various parts
conceptual skills
The management function of ________ involves establishing clear standards to determine whether or not an organization is progressing toward its goals and objectives, rewarding people for doing a good job, and taking corrective action if they are not
Creating a vision for the organization, and guiding, training, coaching, and motivating other to work effectively to achieve the organization’s goals and objectives is called
The level of management known as _________ includes managers who are directly responsible for supervising workers and evaluating their daily performance
supervisory management
Broad, long-term statements known as _______ are accomplishments an organization wishes to attain
means giving workers the education they need to make decisions
When a manager is doing ________ he or she is setting work standards and schedules necessary to implement to company’s tactical objectives
operational planning
Dealers, who buy to sell to others, and ultimate customers, or end users, who buy products the their own personal use are called
external customers
An outline of the fundamental purposes of the organization
mission statement
Skills that involve communication and motivation, called _______, enable managers to work through and with people
human relation skills
All the pluses for a solution are listed in one column, all the minuses in another and the interesting implications in a third column
When individuals are involved in _______ they are coming up with as many solutions to a problem as possible in a short period of time with no censoring of ideas
The process of solving the everyday problems that occur: it is less formal then the decision-making process and usually calls for quicker action
problem solving
Managers today
emphasize teamwork and cooperation, and act as coaches, rather than “bosses”
Which of the following would not be included in a discussion of the four functions of management?
“We believe in creating loyal customers by providing a superior experience at a great value. We are committed to direct relationships, providing the best products and services based on standards-based technology, and outperforming the the competition with value and superior customer experience.” this statement is a part of Dell’s:
mission statement
Ameneggs is working on a project to determine his company’s strengths and weaknesses by looking at the economy, technology, the competition, social, and other changes that are affecting his firm. He is looking to identify some opportunities his company can take advantage of in the new economy. He is also concerned about some things he has identified that inhibit his company’s growth. He is working on
A SWOT anaysis
A ______ is a specific short-term statement detailing how to achieve _______
Maria Mainini is in the middle of setting her plan fo rht enext year. She knows the company has the goal of increasing market share in the Northeast, so she has developed a plan for expanding the advertising budget for the next year and adding at least one more sales person to cover the larger territories. Maria is involved in:
contingency planning
Which of the following employees of the local hardware store would most likely be involved in strategic planning
Elliot Nessy – President and CEO
Which of the following is not part of the seven Ds of decision making?
Determine if the alternatives are possible
In the process of problem solving, managers sometimes use the technique of _____ which involves listing all the minuses of a solution in one column, all the plusses in another, and the implications in third.
General managers, division managers, plant managers and college deans are all part of
middle management
The three basic categories of skills managers must have include all of the following except:
mechanical skills
The level of management most likely to need the ability to picture the organization as a whole is
Which of the following is a false statement?
General consensus is that larger companies are more responsive to customer needs than smaller companies
The management function of _______ includes hiring, motivating and retaining the best people to accomplish the company’s objectives.
Which of the following is not characteristic of a leader?
A leader will always attempt to keep things from changing.
When a manager uses democratic leadership, he or she will
work with employees to make decisions together
At schwinn, the bicycle manufacturer, managers of the various new departments were told “Go out and shape the department the way you want. You have total freedom.” That is an example of
free rein leadership
The first step in developing a knowledge management system is:
determine what knowledge is most important
Measuring performance relative to objectives and standards is part of _______
Which step in the control process is considered to be the weakest?
setting clear standards
Which of the following statements is stated most effectively as a control standard?
Increase sales of our top end product from 2000 in the first quarter to 3000 during the same period by the year 2008
Today progressive managers are being educated to tell people what to do and to watch over the new type of workers
Because employees tend to stay at the same company for most of their careers, managers don’t have a need to earn the trust of their employees
Planning in business today could include planning teams, which help monitor the environment, find opportunities and watch for challenges
Organizing involves giving workers assignments and motivating employees to work to meet organizational objectives
A mission statement outlines a company’s fundamental purpose
Operational planning answers the questions “What is the situation now?” and “where do we want to go”
a SWOT anaylsis begins with an analysis of the company’s profitability
The first step in decision making is to describe and collect the kind of information needed to make the decision
Today staffing is a critical part of organizational success
The difference between managers and leaders is that a leader creates the vision, the manager carries it out
Top managers will spend their time developing tactical level plans
The skills needed by managers are different at different levels of management
Enabling means giving employees the authority (the right) to make decisions on their own
Generally, there is one best leadership style to which all leaders should adhere
Autocratic leadership will be effective in emergencies or when absolute followership is needed
Progressive leaders are less likely than traditional leaders to give specific instructions to employees
Knowledge management tries to keep people from “re-inventing the wheel”, or duplicating the work of gathering information, every time a decision needs to be made.
The first step in the control process is to monitor and record performance results
The criteria for measuring success in a customer-oriented firm is customer satisfaction of both internal and external customers
External customers include the ultimate customer, also known as the “end user”
Ephesians 6:7
“Serve wholeheartedly, a if you were serving The Lord, not people.”
7 D’s to decision making
1. Define the problem/situation
2. Describe and collect needed info
3. Develop alternatives
4. Develop agreement among those involved
5. Decide which alternative is best
6. Do what is indicated (being implemented)
7. Determine whether the decision was a good one and follow up

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