Chapter 14

line organization

A clear, simple chain of command from top to bottom

Maslow's Hierarchy of Needs

Developed by Dr. Abraham Maslow in the 1940s, the theory suggests that there is humans have a hierarchy of needs, people seek to satisfy needs in an ascending order of importance: biogenic, social, and psychogenic; Humans needs fall into a hierarchy, as each need is met, people become motivated to meet the next need in the pyramid

autocratic leaders

Hoard decision-making power for themselves and issue orders without consulting followers

line-and-staff organization

Line managers supervise the functions that contribute to profitability; production, sales, marketing Staff managers supervise functions that support and advise the line departments; legal, accounting, human resources

first-line supervisory management

Manager who directly supervise the people who actually do the job (non-management employees); DMM in retail organizations Operational planning Need people skills and the job skills

middle management

Manager who supervise lower-level managers and report to higher-level managers; must have strong "human" skills; managing "up and down" Tactical planning

Equity Theory

Perceptions of fairness directly affect worker motivation The idea that things need to be equal; if you and your co-worker are working equally hard but they make three times your salary, you are going to be upset;

Expectancy Theory

Relationship among individual effort, performance, and reward; The idea that you are motivated based on something specific you think you can achieve

free-rein leaders

Set objectives for followers but give them freedom to choose the way to accomplish those goals

top management

Set the overall direction of the firm, articulating a vision, establishing priorities, and allocating time, money, and resources Strategic planning

democratic leaders

Share power with followers, solicit and incorporate input from followers before making final decisions

matrix organization

With a flexible structure that brings together specialists from different areas of the company to work on individual projects on a temporary basis

Nicholas was just promoted to manager at the Chili's franchise where he works. One of his new responsibilities is monitoring customer satisfaction throughout the day, which is largely a result of how friendly the servers are and how quickly the kitchen can turn around orders. Whenever he notices that a server is providing suboptimal service or the kitchen has slowed down, he will provide some sort of intervention to help turn things around. This part of Nicholas' management position is called _____________. a. controlling b. planning c. leading d. organizing

a. controlling

Scenario 14.3. St. Mary's Hospital is a nonprofit medical institution that employs over 300 doctors, nurses, technicians, support staff, and administrators. Refer to Scenario 14.3. The leadership team at St. Mary's is comprised of highly experienced medical and non-medical professionals. The nurse administrator has experience as a nurse and is responsible for all of the nurses who work there. The chief medical officer, a medical doctor, is in charge of all of the physicians. The senior vice president of marketing and the senior vice president of HR do not have medical backgrounds, but they are experienced in their fields of expertise. Dividing each function into a reporting structure like this is known as _____________. a. departmentalization b. line-and-staff-style organization c. matrix-style organization d. line-style organization

a. departmentalization

Herbert works as an auto repair technician. He has worked for the same company for two years, and he believes that his performance has exceeded his manager's expectations: he always arrives on time, stays on task while working on a repair, and strives to provide good customer service. One of his coworkers, who has only been with the company for three months, was recently promoted to the role of senior technician, which comes with a pay raise. Herbert is extremely frustrated that this coworker was promoted before him. He is considering leaving the company because he doesn't think he will be compensated based on the amount of work he puts into the job. Herbert's behavior can best be described by which theory of motivation? a. expectancy theory b. theory y c. theory x d. maslow's hierarchy of needs theory

a. expectancy theory

Scenario 14.1. Ted works in one of Anheuser-Busch's bottling factories. He was hired to supervise employees who run the machinery on the bottling floor. Refer to Scenario 14.1. He sets goals for his employees and then holds frequent check-ins with them to ensure they are on track to meet those goals. He also helps troubleshoot issues with the machinery, manages scheduling, and helps employees with their professional development. Based on this description, Ted is a _________ at his company. a. first-line manager b. top manager c. middle manager d. controller

a. first-line manager

José's Pool and Hot Tub Supply Co. serves the entire United States through its standardized offerings that include pool and hot tub delivery and installation, service, and accessories. José has found that clients in warmer climates have very different needs than clients in colder climates. For example, he sells more pool installations and services to clients in Florida, Georgia, and South Carolina and more hot tub installations and services to clients in Wisconsin, Maine, and upstate New York. Because of this, he should consider organizing his teams based on ________. a. geography b. product c. customer d. process

a. geography

Scenario 14.4. Sabine manages a team of emergency medical technicians (EMTs). Because of the nature of their work, Sabine cannot provide a clear expectation on the exact type of work they will perform on a daily basis. Refer to Scenario 14.4. After each call, Sabine meets with her team to debrief on how things went. First, they look at the team's response time and whether they were able to assemble and leave for the call within five minutes of dispatch. Second, they rate the condition of the patient when they arrived on scene and then again when the patient was delivered to the hospital. Which part of the controlling function is Sabine performing? a. measuring actual performance b. establishing clear performance standards c. taking corrective action d. measuring expected performance

a. measuring actual performance

Ngoc is a manager at a resort that caters to families with young children. The staff have been trained to provide top-tier customer service while also ensuring that young children remain safe and abide by the resort's rules. Ngoc received some complaints that one of her employees was allowing children to ignore the rules about running in the pool area. Employees are evaluated on their overall performance based on a number of factors, including customer feedback, both good and bad. Ngoc schedules a meeting with this particular employee to talk about the recent feedback in the hopes that she will not receive any more complaints. Which part of the controlling process is Ngoc performing? a. taking corrective action b. establishing clear performance standards c. measuring expected performance d. measuring actual performance

a. taking corrective action

Theory Y

assumes work is natural, people may find it rewarding, many different motivators

Theory X

assumes workers dislike work and will do everything they can to avoid it; use fear to motivate

Emilie started her own picture-framing business. She has been up and running for over a year, and she wants to figure out how her business is doing well and how it can improve. She also wants to get a feel for how she compares to the competition, namely, the framing services offered by big box stores like Michael's and Hobby Lobby. Emilie should work on ____________. a. a mission b. a SWOT analysis c. strategic goals d. a strategic plan

b. a SWOT analysis

In 2017, a series of malware attacks overwhelmed the country of Ukraine, shutting down banks, public transportation, and many companies that operated in the country. Some companies that had Ukrainian offices suffered attacks throughout their entire global networks. One such company was Reckitt Benckiser, which has offices all over the world. The company had not planned for such a widespread shutdown of its systems, so it had to scramble to find a way to get its business back up and running without risking further attacks. Reckitt Benckiser did not have a(n) ____________ to deal with malware attacks. a. strategic plan b. contingency plan c. operational plan d. tactical plan

b. contingency plan

Andrew is the CEO of an educational research company. As he started to build his team, his goal was to hire people who were the best and brightest in their field so that he could rely on their expertise. He considers his most important role to be that of a facilitator: he is there to ensure that his team has all of the resources they need to accomplish the organization's mission and goals, but he is not prescriptive in how they accomplish that work. Andrew is demonstrating _________ leadership. a. autocratic b. free-rein c. democratic d. matrix

b. free-rein

Starbucks believes that workers deserve more than just a living wage. In addition to offering its retail baristas competitive pay, Starbucks also offers free shift meals, full benefits like healthcare and dental coverage, and opportunities for professional development, including full tuition coverage for bachelor's degrees earned from its partner university, Arizona State University. By helping its baristas feel secure in a job that will invest in their long-term success, Starbucks believes it can retain top talent. Starbucks most likely ascribes to which theory of motivation? a. theory x b. maslow's hierarchy of needs theory c. equity theorty d. theory y

b. maslow's hierarchy of needs theory

Martine is a manager at a magazine publishing company. His team works on a trade magazine for grocery retailers. Part of his job entails setting goals for his team and then making decisions about how to allocate resources to achieve those goals. One goal he has set is to maintain current subscription to the physical magazine and grow online readership by 10%. This is the __________ function of management. a. organizing b. planning c. controlling d. leading

b. planning

Eunice is the CEO of a waste management company. She believes that the nature of the business requires straightforward leadership. She needs her team to follow the same set of directives to ensure a consistent experience for the company's customers. Sometimes, her direct reports offer new ideas on how to improve operations, but Eunice believes that the company will be most efficient if they continue to deliver a consistent service. Eunice is demonstrating __________ leadership. a. matrix b. democratic c. autocratic d. free-rein

c. autocratic

The Tech Computer Company sells laptops, desktop computers, monitors, and servers that satisfy a variety of needs. Its employees are organized into teams that work on projects that will serve either individual consumers, universities, or businesses. The company has determined that each of these segments has vastly different needs, so it makes sense to have an entire team dedicated to each. Each team has its own marketing, product development, finance, operations, and sales staff. The Tech Computer Company has organized its departments based on ___________. a. geography b. product c. customer d. process

c. customer

Scenario 14.4. Sabine manages a team of emergency medical technicians (EMTs). Because of the nature of their work, Sabine cannot provide a clear expectation on the exact type of work they will perform on a daily basis. Refer to Scenario 14.4. Despite the unpredictability of the job, Sabine reminds her team at the beginning of each shift that their goal is assemble and head toward calls within five minutes of dispatch. Another goal is to maintain safety protocols while on each call to ensure that patients arrive at the hospital in no worse condition than they found them, and that all members of the team stay injury-free. Which part of the controlling function is Sabine performing? a. measuring actual performance b. measuring expected performance c. establishing clear performance standards d. taking corrective action

c. establishing clear performance standards

Mariama manages the book publishing department at Specialty Books, Inc. She has worked in publishing for 20 years, and she stays on top of book trends and industry research, so she feels confident in the kind of content that her team should focus on producing throughout the year. Despite her expertise, she loves hearing new ideas from her team. They often surprise her with new insights that lead to profitable decisions. Because of this, she continues to give her team a lot of leeway in how they do their jobs. She is moving towards a(n) __________ style of leadership. a. matrix b. autocratic c. free-rein d. democratic

c. free-rein

Renée works at a candy factory. She is in charge of measuring and reporting the output for each area of the factory. Different areas include the hard candy line, the soft and chewy candy line, and the liquid sweets bottling line. She also measures and reports performance for the logistics team, HR, and marketing. Each area has its own performance metrics that they try to meet by the end of the year. Renée can help them understand how they are tracking towards these metrics, which are also known as ____________. a. missions b. SWOT analyses c. strategic goals d. strategic plans

c. strategic goals

Scenario 14.2. Rosalia works in marketing for Kepa Toys. She knows that her company wants to grow its educational toy sales by 10% over the next year. Refer to Scenario 14.2. She works with her manager to develop a plan on how they can support that goal over the next few months. Rosalia suggests that instead of spending time working on line extensions for its stuffed toy portfolio, she redirected her efforts towards a line extension for its STEAM (science, technology, engineering, art, and math) toy portfolio. Rosalia and her manager are working on the company's ____________. a. contingency plan b. operational plan c. tactical plan d. strategic plan

c. tactical plan

Scenario 14.1. Ted works in one of Anheuser-Busch's bottling factories. He was hired to supervise employees who run the machinery on the bottling floor. Refer to Scenario 14.1. Ted started at Anheuser-Busch working on one of the bottling lines. He learned a lot about the machinery when he was in that role, which he was able to use when he moved into a supervisory role. If he did not have a deep understanding of how the machines worked, he wouldn't be able to help his employees when they had questions or when they needed to troubleshoot issues with the machinery. This is an example of the _______ that are important for every good manager. a. human skills b. conceptual skills c. technical skills d. top management skills

c. technical skills

Kseniya is a manager for a customer service center. She believes that her employees are mostly self-motivated. In fact, many of them will approach her for advice on how to advance their careers—and they aren't afraid to take on more work or responsibility to achieve their professional goals. Kseniya does her best to motivate these employees by offering rewards like pizza parties when they meet their monthly goals and opportunities for promotion for employees who get the highest performance reviews. Which theory of motivation does Kseniya most likely ascribe to? a. expectancy theory b. theory Y c. theory X d. Maslow's hierarchy of needs theory

c. theory X

Renu is a managing director at a financial education nonprofit. She works with other managing directors to set the overall direction of the company. Renu helps set the fundraising goals for the year and determines how many employees her company will need to hire to accomplish those goals. She is also part of the approval process for capital projects. Based on this description, Renu is a ____________ at her company. a. first-line manager b. middle manager c. top-level manager d. controller

c. top-level manager

Lihong is the CFO at an investment bank. He organizes a series of town-hall-style meetings with his department during the strategic planning process so that he can solicit feedback from his employees on his proposed goals for the year. He likes to hear about what's working well and what could be improved. He believes this feedback is an invaluable tool in creating buy-in on the goals that he eventually sets. Lihong is demonstrating _________ leadership. a. free-rein b. matrix c. autocratic d. democratic

d. democratic

Scenario 14.3. St. Mary's Hospital is a nonprofit medical institution that employs more than 300 doctors, nurses, technicians, support staff, and administrators. Refer to Scenario 14.3. Each front-line employee reports to a manager, and then that manager reports to another manager. For example, Shah is a nurse in the pediatric unit. He reports to the nurse manager on his floor. The nurse manager reports to the senior nurse administrator, who is part of the leadership team at the hospital. The nurse administrator reports to the CEO of the hospital. St. Mary's is a __________ organization. a. matrix b. departmental c. line-and-staff d. line

d. line

Scenario 14.2. Rosalia works in marketing for Kepa Toys. She knows that her company wants to grow its educational toy sales by 10% over the next year. Refer to Scenario 14.2. Rosalia also creates a list of the activities she will need to accomplish each day to help her stay on track to achieve her department's goals. These tasks include holding a weekly check-in meeting with the R&D team to check on the progress of the line extension. She also schedules time to work on sales support materials, plan market research for the new toy, and develop packaging with the creative development team. Rosalia is making a(n) _____________. a. tactical plan b. contingency plan c. strategic plan d. operational plan

d. operational plan

Dr. Deaton owns his dental practice. He worries that the younger workers that he hires will goof off at work, so he has a strict code of conduct that includes the rule that everyone refer to him as "Dr. Deaton," even in casual conversation. To ensure that employees arrive on time, he has threatened to dock the pay of any employee who shows up to work even one minute late. He believes that his strict rules will create an efficient and respectful work environment. Dr. Deaton most likely ascribes to which theory of motivation? a. job enrichment b. theory y c. equity theory d. theory x

d. theory x

organizing

determining a structure for individual jobs and overall organizational

planning

determining organizational goals and action plans for achieving those goals

leading

directing and motivating people to achieve organizational goals

strategic planning

high-level, long-term planning that establishes a vision for the company, long-term objectives and priorities, allocates resources, determines broad action steps

what is management?

it is achieving the goals of an organization using orgnizaitonal resources

controlling

monitoring performance and making adjustments as needed Levels of Management

contingency planning

planning for unexpected events, involving a range of scenarios and assumptions that differ for the assumptions behind the core plans

tactical planning

specific, short-term planning that applies strategies plans to specific functions

operational planning

very specific, short-term planning applies tactical on daily, weekly, monthly basis