Chapter 6

Management must coordinate four types of resources to produce goods and services, but another way to look at management is in terms of the different _____________ managers perform.

functions

Participative leadership

leadership style in which all members of a team are involved in identifying essential goals and developing strategies to reach those goals

The level of management that is responsible for developing tactical and operational plans and makes up the largest group of managers in most organizations is _____.

middle management

Employees have different _____; some are interested primarily in earning as much money as they can, while others may be spurred on by opportunities to get promoted.

motivations

plan

an outline of the actions by which an organization intends to accomplish its goals and objectives

Top manager

an upper-level executive who guides and controls the overall fortunes of an organization

Knowing how to sort large amounts of information in order to find relevant facts to resolve a problem or issue is an example of:

analytical skills

Core Competencies

approaches and processes that a company performs well that may give it an advantage over its competitors

Planning

establishing organizational goals and deciding how to accomplish them

The final step in managerial decision making entails _____.

evaluating the solution

_____, one tool that is used for total quality management (TQM), is the process of evaluating the products, processes, or management practices of another organization for the purpose of improving quality.

Benchmarking

The CEO of a large beverage company led the company in the takeover of its two largest bottlers. The CEO pushed for the merger because buying the bottlers gave the company control of 80 percent of its North American distribution, making it easier for the company to test new products. The CEO's ability to think in abstract terms and see how parts of the company fit together to achieve long-term goals is an example of _____.

Conceptual skills

The three steps of the _____ process include setting standards against which performance can be compared, measuring actual performance and comparing it with the standard, and taking corrective action as necessary.

Controlling

Which leadership style is considered the best?

Each of the leadership styles can be highly effective in the right situation.

The _____ personality tends to take initiative, be visionary, and be forward-looking. Their enthusiasm energizes and inspires employees.

Entrepreneurial

Sandra is a no-nonsense manager with excellent budgeting skills. On projects that Sandra manages, the team always comes in under budget. When forecasting costs for a plan, Sandra is extremely accurate. Sandra is skilled at managing which resource for her company?

Financial

_____ is the second step in the decision-making process and it depends on creativity for new and useful ideas, regardless of where the ideas come from.

Generating alternatives

Which managers are responsible for recruiting and hiring employees, developing and administering employee benefits, training and performance appraisal programs, and dealing with government regulations concerning employment practices?

Human Resources managers

Nadine manages the quality control department for her company. Recently, Nadine became aware of a quality problem with one of the company's products. After studying the issue Nadine determined the quality of raw materials used in the product was deficient and began looking at changing suppliers. Which step in the decision-making process did Nadine exemplify when she determined the quality of raw materials was substandard?

Identifying the problem

Which skills are defined as the ability to deal with people, both inside and outside the organizations?

Interpersonal skills

The process of coordinating people and other resources to achieve the goals of an organization is known as:

Management

Goal

an end result that an organization is expected to achieve over a one- to ten-year period

Strategic plan

an organization's broadest plan, developed as a guide for major policy setting and decision making

Which of the following is NOT a component to be addressed by management in order for total quality management (TQM) programs to be effective?

Maximizing shareholder profits

_____ leadership can motivate employees to work effectively because they are consulted before making decisions. This helps them understand which goals are important and fosters a sense of ownership and commitment in decision making.

Participative

Top managers spend most of their time performing which of the following management functions?

Planning

This deals with establishing organizational goals and deciding how to accomplish them; it is sometimes referred to as the "first" management function because all other management functions depend upon it.

Planning function

first-line manager

a manager who coordinates and supervises the activities of operating employees

Middle Manager

a manager who implements the strategy and major policies developed by top management

administrative manager

a manager who is not associated with any specific functional area but who provides overall administrative guidance and leadership

Financial Manager

a manager who is primarily responsible for an organization's financial resources

Marketing Manager

a manager who is responsible for facilitating the exchange of products between an organization and its customers or clients

Operations manager

a manager who manages the systems that convert resources into goods and services

Human resources manager

a person charged with managing an organization's human resources programs

contingency plan

a plan that outlines alternative courses of action that may be taken if an organization's other plans are disrupted or become ineffective

Benchmarking

a process used to evaluate the products, processes, or management practices of another organization that is superior in some way in order to improve quality

tactical plan

a smaller-scale plan developed to implement a strategy

Objective

a specific statement detailing what an organization intends to accomplish over a shorter period of time

Mission

a statement of the basic purpose that makes an organization different from others

Operational plan

a type of plan designed to implement tactical plans

Jake works in production for his company. Each week his work group is assigned a production quota to ensure enough product is available to meet the goals of the company. In this case, the production quota is an example of a(n) _____ plan.

operational

Mark's job involves purchasing raw materials, managing inventory, and scheduling the workers who build the company's product, Mark is a(n) _____ manager.

operations

Entrepreneurial leadership

personality-based leadership style in which the manager seeks to inspire workers with a vision of what can be accomplished to benefit all stakeholders

Technical skills

specific skills needed to accomplish a specialized activity

Autocratic leadership

task-oriented leadership style in which workers are told what to do and how to accomplish it without having a say in the decision-making process

Interpersonal skills

the ability to deal effectively with other people

Analytical skills

the ability to identify problems correctly, generate reasonable alternatives, and select the "best" alternatives to solve problems

Leadership

the ability to influence others

Communication skills

the ability to speak, listen, and write effectively

Conceptual skills

the ability to think in abstract terms

Decision Making

the act of choosing one alternative from a set of alternatives

Directing

the combined processes of leading and motivating

Total Quality Management (TQM)

the coordination of efforts directed at improving customer satisfaction, increasing employee participation, strengthening supplier partnerships, and facilitating an organizational atmosphere of continuous quality improvement

Problem

the discrepancy between an actual condition and a desired condition

Strategic Planning Process

the establishment of an organization's major goals and objectives and the allocation of resources to achieve them

Organizing

the grouping of resources and activities to accomplish some end result in an efficient and effective manner

SWOT analysis

the identification and evaluation of a firm's strengths, weaknesses, opportunities, and threats

Management

the process of coordinating people and other resources to achieve the goals of an organization

Controlling

the process of evaluating and regulating ongoing activities to ensure that goals are achieved

Leading

the process of influencing people to work toward a common goal

Motivating

the process of providing reasons for people to work in the best interests of an organization