Cards Return to Set Details
Definition
|
Term
(p.178)Management is more progressive today. There is more emphasis on: A.individual work that can be successfully measured. B.working in teams. C.striving to eliminate the control function of management. D.placing greater reliance on the government for financing.
| Definition
|
Term
(p.178)One of the challenges facing today”s managers is to: A.deal with a workforce that is less educated and less self-directed than in the past. B.find ways to encourage conformity instead of diversity. C.work with a more educated workforce. D.cope with the sudden and unexpected slowdown in the pace of innovation and change.
| Definition
C.work with a more educated workforce.
|
Term
(p.178)Today”s progressive managers: A.prefer to use the autocratic style of leadership. B.emphasize teamwork and cooperation rather than discipline and order-giving. C.face fewer challenges and problems than managers in the past. D.can rely on a much higher level of worker loyalty to the organization than in the past.
| Definition
B.emphasize teamwork and cooperation rather than discipline and order-giving.
|
Term
(p.178)Which of the following statements comparing today”s workers with those from earlier eras is most accurate? Compared to earlier workers, today”s employees are: A.more loyal to the firm. B.less educated and less self-directed. C.more willing to leave the firm to seek better opportunities. D.more likely to need direct guidance and direction from their managers.
| Definition
C.more willing to leave the firm to seek better opportunities.
|
Term
(p.178)The revolution in management that is currently underway suggests that the most effective managers of the future will: A.be very strict in their treatment of workers. B.emphasize individual initiative rather than teamwork. C.specialize in performing one of the four management functions. D.emphasize team work.
| Definition
|
Term
(p.178)How are managers today different from managers in the past? A.Managers today are more likely to reprimand workers B.Managers in the past would use praise and gentle suggestions C.Managers in the past were less loyal to their employer D.Managers today emphasize teamwork
| Definition
D.Managers today emphasize teamwork
|
Term
(p.180)Which of the following statements has resulted in changes in the role of management? A.Most workers today show little initiative or creativity, so managers must spend more time directing their efforts B.The marketplace is becoming global, which increases both competition and opportunities for cooperation and integration C.Firms are recognizing that their workforces are too diverse, so managers must find ways to reduce diversity without violating federal laws against discrimination D.The desire to encourage teamwork has resulted in larger, more cumbersome organizations with too many workers
| Definition
B.The marketplace is becoming global, which increases both competition and opportunities for cooperation and integration
|
Term
(p.179)One of the four primary functions of management is: A.controlling. B.marketing. C.financing. D.designing.
| Definition
|
Term
(p.179)The management function concerned with anticipating future trends and determining the best strategies to achieve an organization”s goals and objectives is known as: A.directing. B.leadership. C.planning. D.forecasting.
| Definition
|
Term
(p.180)According to the “Reaching Beyond Our Borders” box in Chapter 7, Jack Welch, former CEO of General Electric, said the key problem companies face in addressing opportunities for in the global market is: A.the lack of engineer and scientists in the global market. B.the lack of support from the U.S. government for global expansion. C.the lack of professional managers at all levels to run operations. D.the lack of production capability to keep up with global demand.
| Definition
C.the lack of professional managers at all levels to run operations.
|
Term
(p.180)When managers work on creating conditions and systems to ensure that everything and everyone works together to achieve the organization”s goals, they are involved in the __________ function of management. A.controlling B.leading C.planning D.organizing
| Definition
|
Term
(p.181)__________ is the management function that involves determining whether an organization is progressing toward its goals, rewarding employees for doing a good job, and taking corrective action when they are not. A.Organizing B.Controlling C.Leading D.Officiating
| Definition
|
Term
(p.179)___________ is the management function that involves setting goals, strategies, and tactics for achieving the organization”s goals and objectives. A.Forecasting B.Planning C.Conceptualizing D.Controlling
| Definition
|
Term
(p.180)___________ is the management function of creating a vision for the organization and guiding, training, coaching, and motivating employees to help achieve the goals and objectives of the organization. A.Organizing B.Controlling C.Leading D.Officiating
| Definition
|
Term
(p.180)Which of the following goals best describes today”s view of the organizing function? Organizing today focuses on: A.achieving unified opinions from a diversified workforce. B.designing the organization around the customer. C.simplifying the process of measuring outcomes related to performance standards. D.developing the most efficient strategic plans for the firm.
| Definition
B.designing the organization around the customer.
|
Term
(p.181)When managers determine that an organization is not making sufficient progress toward achieving its goals and objectives and they develop corrective measures, they are involved in: A.controlling. B.planning. C.directing. D.accounting.
| Definition
|
Term
(p.179)When managers identify a market trend that suggests a new opportunity and then devise a strategy to go after this new opportunity, they are involved in the function of: A.controlling. B.planning. C.leading. D.organizing.
| Definition
|
Term
(p.180)Which of the following activities would be a part of the leading function of management? A.Devising a new strategic plan to enter a new foreign market currently dominated by a competing firm B.Recruiting qualified workers to join the organization and assigning them to their proper position C.Examining a financial report to see whether the firm”s profits are improving and taking corrective action if they are not D.Training and coaching workers to help them understand their job and perform it effectively
| Definition
D.Training and coaching workers to help them understand their job and perform it effectively
|
Term
(p.179)Which of the following activities is part of the planning function of management? A.Assigning a particular worker to do a specific task B.Looking at market forecasts to identify future business opportunities and challenges C.Praising a sales representative who has far exceeded her monthly sales objectives D.Conducting a job interview with a potential new employee
| Definition
B.Looking at market forecasts to identify future business opportunities and challenges
|
Term
(p.180)Which of the following activities is part of the organizing function of management? A.Going over a spreadsheet to analyze some financial data B.Teaching a new employee how to use a piece of office equipment C.Giving front-line workers additional resources needed to provide faster and better service to customers D.Developing a broad general strategy to help the organization meet its long-term growth objectives
| Definition
C.Giving front-line workers additional resources needed to provide faster and better service to customers
|
Term
(p.180)As a manager, two of Sylvia”s strengths are her ability to communicate goals clearly, and her ability to guide, coach, and motivate workers. Based on these strengths, __________ is a management function that Sylvia is likely to be good at performing. A.Controlling B.Planning C.Leading D.Organizing
| Definition
|
Term
(p.181)Amanda, a regional manager for Flairol Cosmetics, has just seen a report showing that sales in her region are trending lower than anticipated for the third quarter. Her next task is to determine the reason for the disappointing results and find a way to get sales up to their desired level. Amanda”s efforts are part of the ____________ function of management. A.controlling B.directing C.organizing D.planning
| Definition
|
Term
(p.181)A __________ is an overall explanation of why an organization exists and where it is trying to head. A.tactical plan B.prime directive C.corporate charter D.vision
| Definition
|
Term
(p.181)A vision for a company is: A.an explanation of why the company exists and where it wants to go. B.the same thing as an objective. C.a detailed plan that outlines the major organizational structure of the firm. D.very relevant for the short-term, but less useful for the long-term.
| Definition
A.an explanation of why the company exists and where it wants to go.
|
Term
(p.181)A meaningful mission statement should address topics such as the organization”s: A.form of ownership and methods of financing. B.self-concept and company philosophy. C.advertising strategy and distribution plan. D.tactical plans and contingency plans.
| Definition
B.self-concept and company philosophy.
|
Term
(p.181)Employees often work with managers to develop a(n) __________ that outlines the fundamental purposes of their organization. A.organization chart B.value statement C.mission statement D.PERT diagram
| Definition
|
Term
(p.181)__________ involves setting the organization”s vision, goals, and objectives. A.Organizing B.Planning C.Controlling D.Directing
| Definition
|
Term
(p.181)___________ are broad, long-term accomplishments an organization wants to achieve. A.Goals B.Objectives C.Directives D.Agendas
| Definition
|
Term
(p.181)__________ are specific, short-term, measurable results an organization wants to achieve in order to fulfill its long term goals. A.Directives B.Opportunity targets C.Objectives D.Mission complements
| Definition
|
Term
(p.182)A __________ analysis is used to help companies evaluate their internal strengths and weaknesses, and develop an awareness of external threats and opportunities. A.WISH B.SWAMP C.ASSET D.SWOT
| Definition
|
Term
(p.183)__________ planning determines the major goals of an organization and lays the foundation for obtaining and using resources to achieve those goals. A.Strategic B.Contingency C.Central D.Tactical
| Definition
|
Term
(p.184)The type of planning that is concerned with developing detailed short-term actions about what is to be done, who is to do it, and how it is to be done is known as __________ planning. A.strategic B.contingency C.first-line D.tactical
| Definition
|
Term
(p.184)__________ planning prepares alternative courses of action that may be used if the primary plans are not achieving objectives. A.Strategic B.Contingency C.Tactical D.Alternative
| Definition
|
Term
(p.184)Tactical planning is concerned with: A.determining the best way to cope with an emergency situation. B.developing detailed strategies about what is to be done, who is to do it, and how it is to be done. C.devising temporary courses of action to be used if the primary plans do not achieve the desired results. D.setting long run goals that will govern the general course of the organization for years.
| Definition
B.developing detailed strategies about what is to be done, who is to do it, and how it is to be done.
|
Term
(p.184)Which of the following is involved in setting work standards and schedules needed to implement the firm”s tactical objectives? A.Mission statement B.Tactical planning C.Operational planning D.Contingency planning
| Definition
|
Term
(p.184)A(n) __________ would be used by a department manager as a tool for making daily and weekly assignments: A.operational plan B.vision statement C.mission statement D.tactical plan
| Definition
|
Term
(p.184)Strategic planning looks at the organization as a whole, while ________ planning focuses on daily tasks and decisions. A.tactical B.strategic C.mission D.operational
| Definition
|
Term
(p.185)_________ planning is a part of contingency planning that is used to deal with sudden and unexpected changes in the business environment. A.Crisis B.Tactical C.Operational D.SWOT
| Definition
|
Term
(p.185)__________ is choosing among two or more alternatives. A.Contingency planning B.Decision-making C.Organizational selection D.Utility analysis
| Definition
|
Term
(p.186)The first step in the rational decision-making model is to: A.recruit team members to work on the problem. B.gather data. C.develop alternative responses. D.define the situation.
| Definition
|
Term
(p.186)__________ is a problem solving technique that attempts to come up with as many solutions as possible in a short time without censoring the ideas. A.Brainstorming B.Game theory C.CAD/CAM D.PMI
| Definition
|
Term
(p.186)PMI is a: A.computer program used to help managers write mission statements. B.statistical technique used in the controlling process. C.problem solving technique used to evaluate possible solutions to a problem. D.rule of thumb used to determine how many employees should be managed by any single manager.
| Definition
C.problem solving technique used to evaluate possible solutions to a problem.
|
Term
(p.181)In a company in which a effective vision has been provided: A.there is no need for tactical planning. B.the economic and competitive environments tend to be much more predictable. C.employees are likely to have a sense of purpose and a common set of values. D.goals and objectives are no longer needed.
| Definition
C.employees are likely to have a sense of purpose and a common set of values.
|
Term
(p.181)A basic difference between goals and objectives is that goals are: A.precise, while objectives are vague. B.set by tactical plans, while objectives are set by strategic plans. C.set by middle management, while objectives are set by first-line managers. D.concerned with broad, long-term accomplishments, while objectives focus on specific short-term details.
| Definition
D.concerned with broad, long-term accomplishments, while objectives focus on specific short-term details.
|
Term
(p.183)Which of the following would be a concern addressed in a strategic plan? A.Should the firm make a long-term commitment to expand into new markets? B.Which specific jobs should be assigned to each employee? C.How much output should be produced this week in a given production facility? D.Which computer software package should the firm”s human resources office use to manage the payroll?
| Definition
A.Should the firm make a long-term commitment to expand into new markets?
|
Term
(p.185)According to the “Spotlight on Small Business” box in Chapter 7, the Blue Man Group knew that if they wanted to expand their product planning and organization were critical. Therefore, the three partners spent considerable time writing a: A.strategic plan B.performance plan C.crisis plan D.responsive plan
| Definition
|
Term
(p.184)Because economic and competitive environments frequently change, organizations should: A.set a long-term plan and stick to it. B.develop contingency plans. C.save time and money by cutting back on planning. D.eliminate any long-term strategic plans, but devise short-term tactical plans and update them once a year.
| Definition
B.develop contingency plans.
|
Term
(p.186)Which of the following techniques would a team of workers be most likely to use if they wanted to evaluate several possible solutions to a specific problem their company needs to solve? A.PERT B.Regression analysis C.PMI D.MBO
| Definition
|
Term
(p.181)Jenna Raiter, the president and CEO of AutoMotion Auto Service Centers, has asked several managers and employees to help establish a statement to outline the fundamental purposes of their company. The result of this effort is likely to be a document known as a(n): A.payoff matrix. B.mission statement. C.tactical plan. D.organization chart.
| Definition
|
Term
(p.183)Jamal is part of a management group that is examining whether his company, State Engineering, should offer some important new services that would broaden its business by appealing to a different group of potential clients. Jamal”s group is involved with: A.contingency planning. B.operational planning. C.strategic planning. D.tactical planning.
| Definition
|
Term
(p.181)Monica was hired by the Misty Mount Corporation to take over as the new chief executive officer. Her initial impression is that the company is in disarray, primarily because the employees do not have a sense of purpose or a common set of values. Monica”s observations suggest that she needs to provide a(n) _________ for Misty Mount: A.vision B.contingency plan C.objective function D.corporate logo
| Definition
|
Term
(p.181)Customers who visit any Good As New Appliance Repair Center see a framed statement prominently displayed near the front door. The plaque describes the company”s fundamental purposes. In part, it states that “All Good As New Centers operate under the belief that every customer deserves good quality parts, fast and dependable service, and a fair price.” The words on this plaque reflect the ____________ of Good As New. A.strategic plan B.mission statement C.corporate agenda D.corporate charter
| Definition
|
Term
(p.184)Setting contingency plans in an organization is considered very important today mainly because: A.managers have historically been poor tactical planners. B.the government can charge firms with unfair business practices if they do not have such plans. C.conditions change rapidly in today”s economic and competitive environments. D.most employees and staff don”t understand strategic planning, so they tend to rely more on contingency plans.
| Definition
C.conditions change rapidly in today”s economic and competitive environments.
|
Term
(p.182)When a firm makes use of the SWOT analysis, one of its objectives is to: A.identify the best employees to fill each position within the organization. B.set specific short-term performance standards for each department. C.evaluate the desirability of issuing stocks or bonds in the current financial climate. D.identify the things it does well as an organization and the things it needs to improve.
| Definition
D.identify the things it does well as an organization and the things it needs to improve.
|
Term
(p.184)Jermaine is a manager with Drevil Industries. Part of his job is to make specific short-term decisions about what his department must do to achieve Drevil”s long-term success. Jermaine is involved in: A.strategic planning. B.contingency planning. C.tactical planning. D.complimentary planning.
| Definition
|
Term
(p.185)According to the “Spotlight on Small Business” box in Chapter 7, one of the keys to the success of the Blue Man Group has been: A.keeping the price for their show as low as possible. B.focusing on the small markets where the competition for entertainment is less intense. C.the decision to keep the organization small and not risk losing control through expansion. D.the development of a strategic plan to manage the product”s growth and everyday operations.
| Definition
D.the development of a strategic plan to manage the product”s growth and everyday operations.
|
Term
(p.184)Kayla is a supervisor who manages a production line. She spends several hours each week developing specific employee work assignments and production schedules for the coming week so that the production department can meet its short-term production objectives. This suggests that a significant component of Kayla”s job involves: A.strategic planning. B.contingency planning. C.tactical planning. D.operational planning.
| Definition
|
Term
(p.184)Flavio, CEO of Fabulous Frozen Custard believes that alternate plans are almost as important as the primary operational plans because external circumstances such as the weather, competitor moves, and even economic conditions make it important to have a Plan B. Flavio endorses: A.tactical planning. B.retroactive planning. C.concurrent planning. D.contingency planning.
| Definition
|
Term
(p.186)Carlos had been thinking of setting up a graphic design service business for quite some time. He knew that he wanted to work at home and he now had several leads for prospective customers. He also knew how much money he needed to make to cover his expenses. He had several ways to approach his new business including working by himself or taking on a partner. Both ways needed more thought to determine what each would involve. In terms of the rational decision-making model, Carlos is in which of the following steps? A.Defining the situation B.Describing and collect needed information C.Develop alternatives D.Develop agreement among those involved
| Definition
|
Term
(p.186)__________ is the management function that involves allocating resources, assigning tasks, and establishing procedures for accomplishing the organizational objectives. A.Controlling B.Outsourcing C.Organizing D.Coordinating
| Definition
|
Term
(p.187)A(n) __________ is used by an organization to show who is accountable for the completion of specific work and who reports to whom. A.balance sheet B.Venn diagram C.stakeholder outline D.organization chart
| Definition
|
Term
(p.187)A(n) ________________ is a visual device which shows relationships among people and divides the organization”s work. A.organization chart B.Venn diagram C.corporate tree D.Gantt chart
| Definition
|
Term
(p.188)The level of management that is directly responsible for assigning specific jobs to workers and evaluating their daily performance is called: A.primary management. B.middle management. C.supervisory management. D.secondary management.
| Definition
|
Term
Middle managers are responsible for: A.establishing the vision for the organization. B.assigning specific jobs and evaluating the daily performance of workers. C.devising the organization”s strategic plan. D.developing tactical plans and controlling.
| Definition
D.developing tactical plans and controlling.
|
Term
(p.187)General and divisional managers, plant managers, and deans and department heads at colleges are classified as: A.middle management. B.supervisory management. C.top management. D.nominal management.
| Definition
|
Term
(p.188)Supervisory managers spend most of their time on: A.conceptual and financial skills. B.technical and human relations skills. C.strategic planning. D.external efforts such as meeting with stockholders and other stakeholders.
| Definition
B.technical and human relations skills.
|
Term
(p.188)___________ skills involve a manager”s ability to picture the organization as a whole and the relationship among its various parts. A.Creative B.Technical C.Conceptual D.Autonomic
| Definition
|
Term
(p.188)____________ skills include the ability to perform tasks of a specific department or job, such as selling (marketing) or bookkeeping (accounting). A.Conceptual B.Departmental C.Technical D.Tactical
| Definition
|
Term
(p.188)Leadership, coaching, and morale building are all part of a manager”s _________ skills. A.technical B.theoretical C.empirical D.human relations
| Definition
|
Term
(p.188)Although top managers most often possess these skills, they usually make less use of __________ skills than supervisory managers. A.technical B.conceptual C.human relations D.empirical
| Definition
|
Term
(p.187)The downsizing that has occurred in recent years has __________ middle managers in many organizations. A.increased the number of B.eliminated the jobs of some C.strengthened the control of D.increased the importance of
| Definition
B.eliminated the jobs of some
|
Term
(p.187)Which of the following management positions is responsible for getting the right information to other managers to enable them to make better decisions? A.Chief executive officer (CEO) B.Chief financial officer (CFO) C.Chief planning officer (CPO) D.Chief information officer (CIO)
| Definition
D.Chief information officer (CIO)
|
Term
(p.188)The further up the managerial ladder a person moves, the __________ his or her original job skills become. A.more important B.less important C.stronger D.more tactical
| Definition
|
Term
(p.187)A chief operating officer (COO) would be classified as part of a firm”s: A.primary management. B.middle management. C.top management. D.first-line management.
| Definition
|
Term
(p.189)___________ involves recruiting, hiring, motivating, and retaining the best people available to accomplish the company”s objectives. A.Directing B.Planning C.Leading D.Staffing
| Definition
|
Term
(p.188)In comparing the types of skills used by managers at different levels within an organization, which of the following is true? A.Top managers use mainly technical skills and middle and first-line managers use mostly conceptual skills B.First-line managers use mainly technical and human relations skills, while top managers devote most of their time to activities involving human relations and conceptual skills C.The types of skills used by managers do not change much from one level of management to another D.The specific skills used at different levels of management do vary, but conceptual skills are the most important at all levels
| Definition
B.First-line managers use mainly technical and human relations skills, while top managers devote most of their time to activities involving human relations and conceptual skills
|
Term
(p.189)Gabriella is responsible for hiring, motivating, and retaining the best employees for her organization. Gabriella is in charge of: A.staffing. B.orienting. C.directing. D.facilitating.
| Definition
|
Term
(p.188)After thirteen years as a laborer for Hendrix Construction, Jimmy was promoted to the position of foreman. He is directly responsible for assigning various jobs to his work crew and evaluating their performance on a daily basis. Jimmy is now a member of: A.top management. B.middle management. C.supervisory management. D.forward management.
| Definition
C.supervisory management.
|
Term
(p.188)By completing the courses needed to obtain a college major in accounting, marketing, or some other field, a student can go a long way toward acquiring the _________ skills managers need to rise through the ranks of their area of specialization. A.autocratic B.technical C.human relations D.secondary
| Definition
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | 
