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Chapters 1 & 2

Transactional Leader
Clarifies follower role and task requirements
Organizational Management
Applying general principles of systematic planning and problem solving to direct and supervise an organization
Democratic Manager
Asks for input from others prior to making a decision and defers the decision to the group
Transformational Leader
Inspires followers to achieve organizational goals
Leadership
The ability to influence others and is dependent upon whether the leader possesses that which followers seek
Emotional Intelligence
The ability of an individual to detect emotional cues and adapt his or her feelings and behaviors accordingly
Leaders
Act as a change agent within the organization and can be classified as either Transformational or Transactional
Bystanders
Observe from the sidelines and disengage from their leaders and their organizations
Competence
Interpersonal and technical skill
Functional Structure
The structuring of groups together that perform similar duties
Loyalty
The willingness to remain faithful to the interests of others and a concern for followers
Expert Power
Power of an individual has when they possess a special knowledge, skill, or ability that others lack
Referent Power
The display of admirable characteristics that others seek to possess
Managers
Responsible for using resources to increase performance and profits
Managerial Roles
Tasks a manager is expected to perform bases on the position he or she holds in the organization
Interpersonal
The managerial role of the figurehead, leader, or liaison
Planning
The development of goals, which leads to the development of an overall strategy for achieving those goals
Autocratic Manager
Makes a decision and then informs the group about the decision
Decisional
The managerial role of entrepreneur, disturbance handler, resource allocator or negotiator
Total Responsibility Management
Groups that balance the demand for greater profits while remaining environmentally sensitive
Organizational Management is a subset of managements and is the art of applying general principles of systematic planning and problem solving to direct and supervise the united efforts of an organization to meet organizational goals.
True
_is the developments of goals, which leads to the developments of an overall strategy for achieving those goals.
Planning
Which of the following is true concerning leadership
Addresses coping with change;It dependent upon whether the leader possess that which followers seek
A Transactional leader
Guides followers to achieve organizational goals
The ability to persist in the face of adversity is referred to as the_dimension of emotional intelligence.
Self-motivation
Which of the following is NOT a style of follower?
Pacifists
_feel strongly, one way or the other, about their organization and leaders, and act accordingly.
Activists
According to Kouzes and Posner, _is the most critical dimension of trust
Integrity
Types of power include
Coercive, reward, referent
Henry Mintzberg determined that there were ten managerial roles could be categorized as interpersonal, informational, or decisional
True
A manager taking corrective actions when the organization experiences unexpected disturbances is performing within the_of managerial roles
Decisional Category
In informational category, managers perform the roles
Spokesperson
A_manager is responsible for oversight of the resources within one specialized department in the organization
Functional
Which of the following is NOT part of the strategic management process?
Strategy development
Which of the following is a characteristic of top managers?
Establish organizational goals; The gather information through the strategic management process
Which of the following is NOT a characteristic of conceptual skills?
The emphasize a manager’s performance expertise
A successful manager is able to do all of the following EXCEPT
Maintain a relationship with only their external customers
In a divisional structure
Groups employees together based upon product, geography, or customers
A critical factor to the success of any business is assessing the organizations strategic plan to ensure that personnel, departments, and management are working together toward the same goals
False–it is structure not strategic
A _ answers the question, “What is our reason for being?”
Mission statement
Which of the following is NOT a tool used by strategic managers?
TRM
Operational managers
Devise specific goals and action plans to ensure a positive outcome
Due in large part to globalization and growth of social media, the organizational environments in which management must operate is not much different than it has been in previous years
False– it is vastly different
An example of external factors effecting an organization include
Suppliers
According to Jack Welch, a successful manager will be able to _, handle inside politics and adversity, make tough decisions courageously, and be a team player with a staff that regularly changes
Multi-task
The goal of _ is to balance the demand for greater profits while remaining environmentally sensitive
TRM teams
Pareto principle
The “rule of thumb” in business where 80% of a business sales come from 20% of its customers
Adam Smith
Wrote the Wealth of Nations and was the first to recognize the connection between job specialization and efficiency
Simulations
Management models used to test different solutions under various attempts through computer programs or role playing
Systems approach to management
The ability of an organization to exploit its environment in the acquisition of scarce and valued resources
Simultaneous Motion (SIMO)
The precursor to a flow chart created by the Gibreths to see patterns in activity which could help eliminate waste and promote efficiency
Administrative managements theory
The study of an organization based on efficiency and effetiveness
Scaler chain
Line of authority or chain of command
Single loop learning
Modifying the actions of individuals or groups as a response to their errors or expected outcomes
Soldiering
When workers deliberately worked well below their cpacity
Therbligs
A system created by the Gilbreths to categorize basic tasks within a process by giving the tasks different symbols
Esprit de corps
The driving force to camaraderie and enthusiasm that unifies and energizes the organization
Impersonality
A guideline of Weber’s bureaucracy where emotion and camaraderie are removed from the implementation and enforcement of rules
Motivation theory
A hierarchy of needs proposed by Abraham Maslow
Alderfer’s ERG theory
Similar to Maslow’s motivational theory with the main difference that a person can be motivated by more than one level at a time
Chris Argyris
Proposed that classical management theories were not consistent with the personalities of mature adults
Inventory modeling
The process by which the appropriate amount if inventory required for an organization is available at all times
Double loop learning
Attempts to explain why the reaction occurred and uncover the root cause of the issue
Forecasting
Used in strategic planning projects to demand for goods or services based on historical date
85-15 rule
Created by Deming to explain the what caused a problem within an organization
Organizational stakeholders
Persons that have or claim ownership, rights, or interest inn a corporation
Which of the following is NOT a reason labor shifted from farms to factories?
The development of new uses in animal power
Scientific Management
Emerged in the 19th century; Was primarily an American trend
Scientific Management uses scientific methods to determine the “one best way” to complete a job
True
Fredrick Taylor used _ to develop the most efficient way to complete a task
Time and motion studies
Which of the following is NOT one of Taylor’s four guidelines used to promote efficiency
Select the most suitable workers for the jobs
Which of the following is a negative aspect of Scientific Management?
Workers were rewarded with more labor instead of monetary bonuses
Which of the following is the main difference between administrative management and scientific management?
Administrative management concentrates on the efficiency of large groups
Which of the following is a function of management?
Planning
The principles of management include
None of the Above
Which of the following is NOT principle of management listed by Henri Fayol?
Leadership
According to Fayol, authority was based on a manager’s position in the organization, as well as his or her intelligence, _, and moral fortitude.
Performance
Charisma occurs when:
Social crisis occurs, a leader has some success attaining a vision, followers view leader as extraordinary, leader attracts followers with similar vision
Weber’s guidelines for bureaucracy include:
Career orientation, authority, impersonality, division of Labor
Who believed that scientific management and industrial psychology both could increase organizational efficiency through alignment of a worker’s skills with job requirements?
Hugo Munsterberg
Which theorist believed that cooperation is the glue that holds organizations together and is an inherent function needed for an organizations survival?
Chester Barnard
The Hawthorne Studies determined that
The recognition of employees as a select group increased productivity
Which is considered a higher-order need according to Maslow?
Social needs
Which is considered a lower-order need according to Maslow?
Physiological needs
According to McGegor, Theory X managers
Assume employees dislike work
According to McGregor, Theory Y managers assume that employees
Can be self-directed
Argyris suggests that encouragement, reinforcement, and _, forster growth.
Training opportunities
Which of the following is NOT a component of forecasting?
Available resources
In a doctor’s office, which of the following is an application of Queuing theory?
All of the above…Estimating the average arrival rate of customers; Determiningg customer satisfaction or dissatisfaction; Estimation the cost of the wait time
According to Fiedler, the effectiveness of a leader is determined by the degree of match between a dominant trait of the leader and favorableness of the situation for the leader.
True
The essence of Deming’s quality improvement model is:
Plan, do, check, and act
In the check phase of Deming’s quality improvement model
Reviewing the results of the pilot for success and failures
Which of the following is NOT one of the five disciplines of the learning organization?
Group sessions
What are the one of the four levels of the Senge innovative learning process?
Values and vision
Which of the following is NOT considered one of Deming’s fourteen points of basic industry transformation?
Promote the awarding of contracts based on price

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