Professional Documents
Culture Documents
Skills needed for managerial success Successful managers should possess technical, human,
and conceptual skills. Technical skills include the ability
to understand and use the knowledge and tools of a
specific discipline or activity. Human skills are the
interpersonal skills managers need to motivate and lead
employees to accomplish identified objectives.
Conceptual skills, needed especially by top managers,
involve the ability to see the big picture by acquiring,
analyzing, and interpreting information.
Managerial functions
Ethical standards
Importance of Planning
Types of planning
Planning at different
organizational levels
Managers as Leaders
Leadership
Leadership styles
Corporate culture
Departmentalization
Business Vocabulary
autocratic leadership
centralization
chain of command
competitive differentiation
committee organization
contingency planning
controlling
corporate culture
decentralization
decision making
delegation
democratic leadership
departmentalization
directing
empowerment
free-rein leadership
leadership
line organization
line-and-staff organization
management
matrix structure
middle management
mission statement
nonprogrammed decision
objectives
operational plans
organization
organization chart
organizing
planning
programmed decision
span of management
strategic planning
supervisory management
SWOT analysis
tactical planning
top management
vision
Application of Vocabulary
Select the term from the list that best completes the statements below. Write that term in the
space provided.
1.
2.
3.
4.
5.
The blending of human and material resources into a formal structure of tasks and
authority is achieved by the management function of____________________________.
6.
The management function concerned with anticipating the future and determining the
best courses of action to achieve organizational objectives
is________________________.
7.
8.
9.
10.
When organizations try to anticipate and meet emergencies, enabling them to resume
operations as quickly and smoothly as possible, they are engaged
in_____________________.
11.
Planning and allocating resources for current and near-term activities required to
implement overall strategies is achieved through____________________________.
12.
13
14.
15.
16.
17.
18.
19.
20.
21.
22.
Managers who involve subordinates in decision making are using the _________
_______________ style of leadership.
23.
24.
25.
26.
27.
28.
29.
30.
31.
The oldest and simplest organization form, in which there is a clear flow of authority
from the chief executive to the subordinates, is the ___________________________.
32.
33.
34.
35.
The most common modern organization form, which combines a line organization with
staff departments, is the _________________________________.
36.
37.
38.
2. ____
3. ____
4. ____
Short Answer
Discuss the importance in planning, organizing, and directing.
5.
6.
7.
Learning Objective 7.2: Explain the role of setting a vision and ethical standards for the firm.
True or False
Vision is a clear perception of marketplace needs and the methods a company will
use to meet those needs.
2. ____
The firms mission statement rarely relies on the original vision for the firm.
3. ____
4. ____
Vision must be focused and yet flexible enough to adapt to changes in the business
environment.
5. ____
Setting high ethical standards affects the welfare of all stakeholders: employees,
customers, investors, and society in general. However, it has little to do with
building a firms lasting success.
2.
The most far-reaching plans that determine the long-range focus and activities of the
organization are:
a. tactical plans.
b. operational plans.
3.
c. operational plans.
d. contingency plans.
Detailed standards that guide implementation of plans and the selection of specific
work targets are articulated in:
a. operational plans.
b. contingency plans.
5.
c contingency plans.
d. strategic plans.
Plans that that guide current and near-term activities, including implementing longrange plans, are known as:
a. strategic plans.
b. tactical plans.
4.
c. strategic plans.
d. tactical plans.
The type of plans that establish the primary objectives of an organization and allocate
resources accordingly are known as:
a. operational plans.
b. tactical plans.
c. strategic plans.
d. contingency plans.
2.
3.
4.
5.
6.
2.
b.
c.
d.
e.
Leadership can be defined as the ability to direct or inspire others to perform the
activities needed to reach an organizations objectives.
2. ____
3. ____
Free-rein leadership means that managers have lost control of their subordinates
and operations will suffer.
4. ____
5. ____
A new innovative technology firm allows employees to pursue their ideas, and
employees have to check in with management only once a week at department
meetings. This is an example of free-rein leadership.
True or False
1. ____
2. ____
3. ____
The best leadership style to adopt depends in large measure on the culture of the
organization.
4. ____
5. ____
Define organization. What are the three main elements of an organization? What is the main
purpose of the organization process?
2.
3.
c.
d.
e.
4.
b.
c.
d.
Self Review
True or False
1. ____
2. ____
3. ____
4. ____
5. ____
6. ____
7. ____
8. ____
9. ____
An organization will structure groups of people and activities to permit greater and
more efficient attainment of organizational objectives.
10. ____
11. ____
12. ____
13. ____
The committee organization often places authority and responsibility in the hands
of a single manager.
14. ____
15. ____
The line organization is based on authority being passed down the chain of
command.
16. ____
17. ____
Empowerment will thrive in a firm where autocratic leadership styles are common.
18. ____
Both the decision-making process and the organizing process require a follow-up to
be sure the process has produced effective results.
19. ____
20. ____
21. ____
SWOT analysis helps a firm develop plans in case of a crisis, such as a security
breach.
Multiple Choice
The process of anticipating future events and conditions and determining the courses
of action for achieving organizational objectives is:
a.
b.
c.
d.
2.
3.
technical skills.
human skills.
conceptual skills.
configuration skills.
6.
configuration skills.
conceptual skills.
human skills.
technical skills.
In order to do the long-range planning that involves the entire organization, top
managers need to have developed:
a.
b.
c.
d.
5.
technical skills.
human skills.
conceptual skills.
configuration skills.
Inspiring trust, being a good communicator, and showing empathy with others are
examples of:
a.
b.
c.
d.
4.
configuration skills.
human skills.
conceptual skills.
technical skills.
7.
9.
Staff managers:
a. have authority to give orders to line managers.
b. are empowered to make decisions about line department operations.
c. advise line managers.
d. all of these answers are correct.
10.
11.
12.
13.
c. accountability.
d. power.
c. corporate culture.
d. glass ceiling.
Application Exercises
2.
Paul McKinley is taking management classes at a local college. He is having trouble with
the information on leadership.
a. Paul is aware that admiration, inspiration, and motivation are three important qualities
for a leader to possess, but he is trying to think of others. List three other leadership
qualities and explain why they would be important.
2.
3.