Management Exam-Chapter 1

The three parts of the informational role are:

monitor, disseminator, and spokesperson.

The personal identity switch from individual identity to manager identity entails a process of going from relying on _______, to becoming _______.

one's self; interdependent

Rather, becoming a manager means a profound transformation in the way people think of themselves, called:

personal identity

The two major reasons that managers fail are

poor communication and poor interpersonal skills.

Managers in small businesses often see their most important roles as being a _______for the business and acting as an _______.

spokesperson; entrepreneur

high performance

the attainment of organizational goals by using resources in an efficient and effective manner.

Many new managers, in particular, find the intense ____ ____ of management, the load of administrative _______ , and the challenge of _______ others to be quite stressful as they adjust to their new roles and responsibilities.

time pressures; paperwork; directing

Managerial activity is characterized by

variety, fragmentation, and brevity.

Google's rules for managers:

1.4 Management Skills A manager's job requires a range of skills. Although some management theorists propose a long list of skills, the necessary skills for managing a department or an organization can be placed in three categories: conceptual, human, and technical.Footnote As illustrated in Exhibit 1.4, the application of these skills changes dramatically when a person is promoted to management. Although the degree of each skill that is required at different levels of an organization may vary, all managers must possess some skill in each of these important areas to perform effectively. Exhibit 1.4 Relationship of Technical, Human, and Conceptual Skills to Management Nonmanagers or individual contributors have 25% conceptual skills, 50% human skills, and 100% technical skills. The middle managers have 70% conceptual skills, 80% human skills, and 35% technical skills. All values estimated. Exhibit 1.5 Google's Rules: Eight Good Behaviors for Managers To know how to build better managers, Google executives studied performance reviews, feedback surveys, and award nominations to see what qualities made a good manager. Here are the "Eight Good Behaviors" they found, in order of importance: Be a good coach. Empower your team and don't micromanage. Express interest in team members' successes and personal well-being. Don't be a sissy: Be productive and results-oriented. Be a good communicator and listen to your team. Help your employees with career development. Have a clear vision and strategy for the team. Have key technical skills so you can help advise the team.

The beginning of the time period for the Classical Perspective of management:

1880

The beginning of the time period for the humanistic perspective:

1930

The beginning of the time period for the management science perspective

1940

The beginning of the time period for systems thinking

1950

The beginning of the time period for the contingency view

1960

The beginning of the time period for total quality management

1980

The beginning of the time period for the technology driven workplace view

1995

The beginning of the time period for the open collaborative innovation view

2000

Classic time management techniques include the following:

Keep a to-do list, use an A-B-C system to prioritize tasks, review, do one thing at a time.

Jugaad

Refers to an innovation mind-set, used widely by Indian companies, that strives to meet customers' immediate needs quickly and inexpensively.

Organizational effectiveness

The degree to which the organization achieves a stated goal, or succeeds in accomplishing what it tries to do.

The ultimate responsibility of managers is to

achieve high performance.

Name the three categories of management skills:

conceptual, human, and technical

Activities that managers like least include

controlling subordinates, handling paperwork, and managing time pressures

Managers in nonprofit organizations often struggle with what constitutes _______.

effectiveness

The four parts of the decisional role are:

entrepreneur, disturbance handler, resource allocator, and negotiator.

The three parts of the interpersonal role are:

figurehead, leader, and liaison.

It's no wonder that, among managers, _______ tend to experience the most job burnout and attrition.

first-line supervisors

What are the three managerial roles?

interpersonal, informational, decisional

Small-business managers tend to rate lower on the _______ role and on _______ roles, compared with their counterparts in large corporations.

leader; information-processing

Both male and female managers across five different countries report that they most enjoy activities such as

leading others, networking, and leading innovation.