MAN 320

Conceptual skills are most important for lower-level managers to possess.

false:Technical skills are most important for lower-level managers and team leaders.

what is the 2nd step in strategy making process?

Conduct a situational(SWOT) analysis that examines internal strengths and weaknesses as well as external threats and opportunities.

Conduct Situational Analysis: Opportunities and Threats?

External Environment

The number one mistake made by managers who were derailed from their fast track up the managerial ranks was that they didn't develop or possess the necessary technical skills.

False: The number one mistake made by managers who were derailed from their fast track up the managerial ranks was that they were insensitive to others by virtue of their abrasive, intimidating, and bullying management style.

Name the 3 kinds of grand strategies.

Growth, stability, and retrenchment/recovery

Name the term: The president of Allegiant Travel, Andrew Levy, sets a goal for the airline to start a discount airline service between Las Vegas and Hawaii within two years.

Planning

The BCG matrix is what strategy?

Portfolio

what are the 2 strategies that help managers determine what business they should be in?

Portfolio and grand strategies

Describe a manager's works

Reflective ( spend a large amt of time thinking about things)

Coaching an employee who is having a difficult time fitting into his group.

Team leader, group facilitator

First-line managers are the only managers who do not supervise other managers.

True

what is the last step in strategy making process?

choosing a strategy.

-Senior managers require the highest level of ____ skills. -All managers require a certain level of all four skills.

cognitive.

When conducting a SWOT analysis, information about turnover, profit margins, and staff quality can be used to identify:

company strengths and weaknesses.

Tendency to continue with a strategy that has been effective in the past, regardless of what is happening now.

competitive inertia

a mix of employees from different departments of a company and are charged with accomplishing a specific objective, but its level of autonomy can very depending on its purpose and structure

cross-functional

team members position themselves to control pieces of the team, avoid one another, and isolate themselves from team members

de-forming

Name the term: Sachit Jain, the executive director of the Vardhman Group, visits workers in his textile factories throughout India at least once a year. He regularly eats lunch with employees to listen to their ideas and concerns.

leading

A manager assumes the ____ when he meets with a manager from another company to discuss the possibility of entering into a joint venture together.

liaison role

the third stage of team development, in which team members begin to settle into their roles, group cohesion grows, and positive team norms develop

norming

a temporary team focused on completing a specific task

project team

differences such as age, sex, race/ethnicity, and physical disabilites that are observable typically unchangeable, and easy to measure

surface-level diversity

When referring to a SWOT analysis, the letter T stands for _____, and it refers to factors that are ___ to the organization

threats, external

a person who seeks out the company of others and is communicative and animated exhibits a high degree of____

extraversion

Leon Dodd is a member of a self-managed team at Standard Aero Alliance, Inc. (SAAI). His team's top priorities are understanding customer requirements and expectations. It would appear that SAAI is:

The use of self-managed teams is one management practice suggested as a way to create a competitive advantage through employees.

Involves purchasing a number of different companies( or stocks in a number of different companies) in order to reduce risk of loss if any one of the companies fails.

diversification

Managers who have good___ are able to work more effectively in groups and understand the needs and viewpoints of others.

human skills

which skills are equally important at all levels of management?

human skills

Is like a self-managing team but also controls the makeup and functions of the team itself.

self-designing team

relatively high level of autonomy, with the ability to control all of the major tasks associated with producing their product or service.

self-managing teams

in addition to offering advice and suggestions to management, a ______ has the authority to make some decisions about major tasks.

semi-autonomous work group

responsible for facilitating team performance, fostering good relationships among team members, and managing external relationships

team leaders

____ skills and motivation to manage increase in importance as managers rise through the managerial ranks.

conceptual

Deshane is reviewing for blueprints for his company's latest building while planning a long-term strategy for where the company should build in the next 10 years. Deshane is using ____ skills to complete this task. This is work of a ____ manager.

conceptual, senior

a coworker who is meticulous, prompt, and discipline exhibits a high degree of ___

conscientiousness

the degree to which someone is organized, hardworking, responsible, persevering, thorough, and achievement oriented

conscientiousness

The ______ can be used to classify companies as stars, question marks, cows, or dogs based on market share and market growth.

BCG matrix

First-line managers will most likely have to:

First-line managers will most likely have to: encourage, monitor, and reward the performances of their employees: This is the first responsibility identified in the description of first-line managers.

Name the 3 steps of the strategy-making process.

assess need for strategic change, conduct situational analysis,and chose strategic alternatives

defined by the internal processes of the organization, including how the company makes decisions and solves problems.

core capabilities

stem from the way a company transforms inputs to outputs. They are procedures, processes, and culture that make a company more effective than its competitors.

core capabilities

What is the 1st step in strategy making process?

determining whether a stratgey needs to be changed to sustain a competitive advantage.

A manager assumes the ____ when he decides which one of his direct reports will receive a new laptop.

resource allocator role

People, building, machinery, and capital are all ____ that an organization uses to create a competitive advantage.

resources

which skills are most important for team leaders and lower-level managers?

technical skills

Robert Rothschild Farm boosted morale and showed its gratitude to its 75 employees at its retail store by hosting its first employee appreciation week. "It was a good mix of fun and learning," said Robin Coffey, marketing manager. Coffey is an example of a:

middle manager: The marketing department is a division. A division manager is a middle manager.

responsible for planning and allocating resources, coordinating and linking groups and departments, monitoring and managing the performance of subunits and managers, and implementing the changes or strategies generated by top managers.

middle managers

One of the four components of a sustainable competitive advantage, the ____ cannot be easily replaced to produce something with a similar value to the customer.

non substitutable resources

a company w/ a work environment in which all members are empowered to contribute in a way that maximizes the benefits to the organization, customers, and themselves, and the individuality of each member is respected by not segmenting or polarizing people on the basis of their membership in a particular group

organizational plurality

A manager who is creating a work schedule for the week is engaged in the _____ function of management.

organizing

Blackberry's tablet would receive a _____designation from the Boston Consulting Group because it has a small share of a fast-growing market.

question mark

When a company purchases another business that does something similar to what the purchasing company does, the purchasing company is using a strategy of ____.

related diversification

most appropriate for teams that have a relatively high degree of autonomy (such as self-management and self-directing teams) that are performing complex tasks

skill-based pay

degree to which coworkers are psychologically attracted to working with each other to accomplish common goals.

social integration

Individual performance can be easily monitored, decreasing what phenomenon?

social loafing

individual effort decreases as team size increases

social loafing

Companies that are classified as ___ and ___ are most often the focus of acquisitions during diversification efforts.

stars and question marks

What step involves avoiding competitive inertia and looking for strategic dissonance?

step 1: assess need for strategic change

what step involves looking for strengths (distinctive competence and core capability) and opportunities ( environmental scanning, strategic groups, and shadow strategy task force)?

step 2: conduct situational analysis

what step includes strategic reference points in either risk-avoiding strategies or risk-seeking strategies?

step 4: strategic alternatives

the second stage of development, characterized by conflict and disagreement, in which team members disagree over what the team should do and how it should do it

storming

Although they manage the internal and external relationships of a work group, _____ are not responsible for the group's performance.

team leaders

Holding positions such as CEO and COO, ___ establish the strategies that guide the entire company.

top managers

responsible for creating a context for change, developing attitudes of commitment and ownership, creating a positive organizational culture through words and actions, and monitoring their companies' business enviornments.

top managers

: typically have the lowest level of autonomy of any type of work team. They have control over completing their assigned tasks but little else.

traditional work groups

A manager typically works

before, during, and after the official workday hours

what are the 5 most important mistakes made by managers?

being abrasive and intimidating; being cold, aloof or arrogant; betraying trust; being overly ambitious; and being unable to delegate, build a team, and staff effectively

Hormel Foods had to recall 104,000 pounds of Stagg canned chili—labeled "hearty beef with a kick of green chilies"—after the kick turned out to come from the ground-up parts of a plastic handheld calculator. The recall was the application of which management function?

controlling:Controlling is the monitoring of progress toward the achievement of goals and then taking what corrective action will resolve problems discovered during the monitoring process.

the team's comfort level decreases, team cohesion weakens, and angry emotions and conflicts may flare

de-storming

Specify the components of sustainable advantage.

sources must be valuable, rare, imperfectly imitable, and nonsubstitutable.

An engineering assumes the ___ when she presents a paper at a conference about new developments in harvesting vibration energy.

spokesperson role

Conduct Situational Analysis: Strengths and Weaknesses?

Internal Environment

team performance begins to decline as the size, scope, goal or members of the team change.

de-norming

treating people differently because of their sex

sex discrimination

Mike Walker supervises operations on the chassis assembly line for a large vehicle manufacturer. Most of his time is spent in quality control maintenance, scheduling workers, and training new employees. Walker would be categorized as a:

First-time Manager: Walker is overseeing nonmanagerial workers who are directly responsible for producing goods.

At the death of her husband, Miriam McAllister became the CEO of a company that is the world's leading manufacturer of kidney dialysis machines. Even though she was not expected to, she quickly asked company employees to develop ideas for new products that would lead to organizational growth in a changing environment. The decisional role she took on was that of a(n):

In the entrepreneur role, managers adapt themselves, their subordinates, and their units to incremental change.

Mintzberg placed managerial work roles into which of the following categories?

Interpersonal, Interorganizational, and Decisional

An output: something the company makes, does, or performs better than other companies

distinctive competence

the most successful way to use the portfolio approach to corporate energy is to reduce risk through related ____

diversification

an organization that has a variety of employees and clients, with regard to age, sex, race/ethnicity, personality and attitudes, is said to exhibit____

diversity

analyzing trends in hiring and promotion in order to identify the degree to which certain groups of people may be advantaged or disadvantaged is a component of ______

diversity audits

The operations analyst's ____ was high- she used a template to write her report quickly and with very little effort.

efficiency

responsible for managing the performance of non managerial employees, teaching entry-level employees how to do their jobs, and making detailed schedules and operating plans based on middle management's intermediate-range plans.

first-line managers

The chairs of the accounting, marketing, and communications departments at a typical university are assuming the roles of ____ because they supervise nonmanagerial employees.

first-line managers: First-line managers are described as those who train and supervise the performance of nonmanagerial employees who are directly responsible for producing the company's products or services.

The first stage of team development, in which team members meet one another, form initial impressions, and begin to establish team norms.

forming

the money made or saved with performance gains is shared with employees

gainsharing

a disadvantage of group decision making in which members tend to avoid disputes and feel pressure to agree on solutions.

groupthink

this often leads to poor decisions because a limited number of solutions or problem definitions are considered.

groupthink

a method to select potential employees who will put group or team interest ahead of self-interests

individual-collectivism

have a bit more autonomy than traditional work groups and provide management with advice and suggestions, but they do not have the authority to make decisions.

employee involvement

the fourth and final stage of team development, in which performance improves because the team has matured into an effective, fully functioning team

performing

A manager who is setting quarterly goals for the department is engaged in the ____ function of management.

planning

Name the 4 functions of management.

planning, organizing, leading, and controlling

Managers may use a ___ strategy, when making diversification decisions

portfolio

focuses on lowering business risk by being in multiple, unrelated businesses and by investing the cash flows from slow-growing businesses into faster-growing businesses.

portfolio strategy