Chapter 9

briefly describe three ways in which departments can be organized:

-Functional departmentalization occurs when organization units are defined by the nature of the work. -Product and service departmentalization occurs when all activities required in producing and marketing them are usually under the direction of a single manager. -Geography is departmentalization by territory is most likely to occur in organizations that maintain physically dispersed and autonomous operations or offices.

22) Responsibility is the right to take action because of one's position in the organization.

F

23) The management function of control focuses on the effective supervision of employees.

F

24) The establishment of lines of authority in an organization is termed "horizontal division of labor."

F

28) Generally the narrower the span of management the more horizontal integration that occurs.

F

31) A capitalistic economy is one in which a central planning agency determines what is produced, when it is produced, who can produce it, and in what quantities it will be produced.

F

14) _____________ departmentalization occurs when organization units are defined by the nature of the work being performed. A) Functional B) Product and service C) Geographic D) Customer

Functional

1. Define the term organization.

Group of people working together in a structured and coordinated way to achieve goals

21) Which of the following would likely result in a narrower span of management? A) Having comprehensive policies in place B) Having a highly skilled work force C) Having access to staff experts D) Having complex work that needs to be done

Having complex work that needs to be done

3) Which of the following activities would be considered part of the INTERPERSONAL role of a manager? A) Telling employees about the new restaurant policies related to childcare. B) Initiating a change in the way purchasing is done in the organization. C) Hiring and training staff. D) Negotiating the union contract.

Hiring and training staff.

a.Authority:

Organization from the top to the lower levels of management. Responsability varying on the level of hierarchy.

16) _____________ specify action by stating what must or must not be done in an organization. A) Policies B) Procedures C) Methods D) Rules

Rules

Define span of management/control and list three things that impact it

Span of management, or span of control is concerned with the total number of people any one person can supervise responsibly and effectively. Each unique organization will require a different span of management, which can be influenced by the following factors: Define span of management/control and list three things that impact it. Span of management, or span of control, is concerned with the total number of people any one person i. Competence of staff: Welltrained workers can operate without close supervision,which allows managers to increase their span of management. ii. Nature of the work: Simpler working tasks typically require less supervision. The simpler and more standardized the work is, the more that managers can increase their span of management. iii. Distribution of workforce: The number of separate areas where supervised workers are on duty will lead to a decrease in span of management, since the ability of one manager to visit multiple work sites is limited.

25) The unity of command concepts means that an employee reports to only one manager.

T

26) The right of a manager to direct the work of others is termed authority

T

27) The graphic presentation of an organization's structure is termed an organization chart.

T

29) The assignment of various activities or tasks to different units or people is termed departmentalization.

T

30) Social responsibility is an organization's responsibility to society beyond its profit generation.

T

32) A subsidy is considered a trade barrier.

T

33) In a team division of labor, there is no management hierarchy involved.

T

Departmentalization :

The process of grouping jobs according to some logical arrangement, is the most frequently used method for implementing division of labor.

19) NAFTA is common market, free trade agreement between which countries?: A) United States, Mexico, Canada B) 140 different countries from around the globe C) North and South America D) United States, China, India, and Japan

United States, Mexico, Canada

12) The scalar principle means that A) a vertical division of labor has occurred. B) an employee reports to only one manager. C) a clear and unspoken line of authority extends from top to bottom position in an organization. D) a manager has the right to direct the work of others.

a clear and unspoken line of authority extends from top to bottom position in an organization

Behavior modeling:

a component of social learning theory, is the act of showing employees how to do something and guiding them through the process of imitating the modeled behavior

Define the general responsibilities of the following managers:

a. General: They are responsible for all activities on the unit b. Functional: Responsible for only one area of organizational activity

Briefly discuss characteristics of the manager's roles in each of the following categories, based upon Mintzberg's research.

a. Interpersonal: Roles of figurehead, leader and liaison focus on relationships b. Informational: The informational roles of a manager are those of monitor, disseminator, and spokesperson. c. Decisional:Roles include those of entrepreneur, disturbance handler, resource allocator and negotiator.

List one strength and one limitation of organizational charts.

a. Strength: Shows clear reporting structure. Employees will know who they can report to, who to contact when confronting an issue that needs to be resolved or answer a troubling question. b. Limitation: Organizational charts fail to capture informal channels. Not all communication channels are formal and well defined. Although organizational charts are not meant to capture informal channels, they are vital and may therefore hinder communication.

5. How does Katz describe the following management skills?

a. Technical: A technical skill involves an understanding of, and proficiency in, a specific kind of activity, particularly one involving methods or techniques. b. Human: Being able to work with people and understand their behavior. Can also be called interpersonal skill c. Conceptual: The ability to view the organization as a whole. Recognizing how different parts of the whole depend on one another. Also understanding that changes in one part affect other parts.

Describe the 5 functions of management

a.Planning: organizational objectives and procedures are stablished b.Organization: delegation and organization is stablished the facilitation of decision making. making. c. Staffing: Recruitment and training of people who will be most effective in helping the organization meet its goals. d. Directing: Involves maintaining an interaction with people and understanding the effects that people have on each other. e. Controlling: Making sure plans are followed

1) The term, efficiency, means A) choosing the right objectives. B) achieving outcomes with minimum inputs. C) doing the right things. D) selecting the correct plan to achieve a goal.

achieving outcomes with minimum inputs.

10) A group of people working together in some form of coordinated effort to attain objectives is termed _____________. A) organizational hierarchy B) vertical integration C) an organization D) functional alliances

an organization

15) The authority that is based on a manager's expertise is termed A) formal authority. B) positional authority. C) acceptance authority. D) authority of competence.

authority of competence.

13) Factors affecting the span of management include all of the following EXCEPT A) organizational policies. B) competency of workers. C) authority of the manager. D) nature of the work being completed.

authority of the manager.

Accountability

being responsible for yourself, to an organization, or to the public.

9) Standards are important in the control process because they A) help create the flexibility needed for an organization to function effectively. B) provide a way to group activities. C) set the strategy for use of resources. D) define the dimensions for what is expected to happen.

define the dimensions for what is expected to happen.

2) Which of the following are considered DECISIONAL roles of managers by Mintzberg? A) disturbance handler and negotiator B) figurehead and leader C) liaison and spokesperson D) monitor and disseminator

disturbance handler and negotiator

17) Making decision based on generally held beliefs about proper corporate behavior is termed an organization's _________ responsibility A) legal B) ethical C) economic D) discretionary

ethical

5) The management function of planning A) involves determining in advance what should happen. B) is the process of grouping activities and delegating authority to accomplish these activities. C) is the responsibility of the human resource department in many organizations. D) requires an understanding of human behavior.

involves determining in advance what should happen.

Open door policy:

is a communication policy in which a manager, president or supervisor leaves their office door "open" in order to encourage openness and transparency with the employees of that company

Delegation Authority

is delegated down the hierarchy of the organization as designed by upper management.

4) Technical skill A) is most important at the start of one's management career. B) involves working with people and understanding their behavior. C) is needed to recognize the interrelationships of factors on the job. D) requires effective communication skills.

is most important at the start of one's management career.

8) Line and staff positions differ in that A) line positions have a smaller span of management than do staff positions. B) line positions have supervisory responsibility; staff positions have advisory responsibility. C) line positions usually are paid as hourly employees; staff positions usually are paid a salary. D) line positions usually are lower on the organization chart and report to staff positions.

line positions have supervisory responsibility; staff positions have advisory responsibility.

20) The division of labor that involves bringing together experts from different departments to work on a project is termed: A) team B) matrix C) functional D) decentralized

matrix

18) Being unable to recognize differences in people from different cultures and countries is termed a(n) A) parochial attitude. B) geocentric attitude. C) discriminatory attitude. D) ethnocentric attitude

parochial attitude.

6) Policies are important in organizations because they A) specify what must or must not be done. B) are single-use plans that help guide employee efforts on a project. C) provide a general guide for organizational behavior. D) give a chronological sequence of activities that are to occur to achieve organizational goals.

provide a general guide for organizational behavior.

Formal authority

races the flow of authority from top to bottom of an organization. Can also be referred as position authority.

Managing by walking around:

refers to a style of business management which involves managers wandering around, in an unstructured manner, through the workplace(s), at random, to check with employees, or equipment, about the status of ongoing work

Responsibility

refers to an obligation for performing an assigned activity. This concept relates closely to authority.

11) "Corporate culture" is defined as A) shared philosophies, values, assumptions, and norms. B) coordination of activities or tasks. C) assignment of various activities to different groups of employees. D) the quality of life within an organization.

shared philosophies, values, assumptions, and norms.

Acceptance-Authority

states that managers are only effective at their position of authority when subordinates accept their authority

7) "Span of management" refers to A) the number of contacts outside of the department a manager is expected to interact with. B) the range of skills of employees answering to one manager. C) the geographic distance a manager must cover to supervise employees. D) the number of people one manager can effectively manage.

the number of people one manager can effectively manage.

Describehowstrategicplanningisdifferentfromlongrangeplanning?

whileboth strategic planning and longrange planning focus on what an organization should do to improve its performance, they both differ in several ways. ● Strategic planning is more directed towards identifying and resolving issues, while longrange planning is more focused on creating goals and objectives that can then translate into working programs. ● Strategic planning is more actionoriented than longrange planning, and considers a range of possible futures as well as the implications of current decisions for the organization

Name and describe the responsibilities of the levels of management.

● FirstLine Managers are responsible for supervising employees. They are the technical core responsible for daytoday operational activities. ● Middle Managers primary responsibility is to coordinate activities that implement policies of the organization and to facilitate activities at the technical level. They direct the activities of other managers and sometimes those of functional employees. Middle managers are also responsible for facilitating communication between the lower and upper levels of the organization. ● Top Managers are responsible for developing the vision for the organization's future and for overall management of the organization. Top managers establish operating policies and guide organizational interaction with the environment.