Chapter 01 - Managers and Managing

Chapter 01 Managers and Managing

True / False Questions

1. A desired future outcome that a firm hopes to achieve is called a goal. True False

2. The planning, organizing, leading, and controlling of resources in order to achieve organizational goals oth effectivel! and efficientl! is "no#n as management. True False

$. %rganizations are collections of people #ho #or" together and coordinate their actions to achieve a #ide variet! of goals. True False

&. %rganizations are effective #hen managers minimize the amount of input resources. True False

'. (cott)s *hotograph! purchased a ne# soft#are s!stem that #ill allo# him to modif! his images much faster. This is an e+ample of increased effectiveness. True False

,. -! reducing the amount of resources an organization uses to produce goods and services, the! can decrease their efficienc!. True False

.. %rganizational performance is a measure of ho# efficientl! and effectivel! managers use availa le resources to satisf! customers and achieve organizational goals. True False

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Chapter 01 - Managers and Managing

/. A measure of the appropriateness of goals selected ! managers for the organization and the degree to #hich the organization achieves these goals is "no#n as the effectiveness of the organization. True False

0. At a recent staff meeting, 1im praised his team for understanding the goals of the organization and their a ilit! to achieve the goals in a timel! manner. 2t can e said that 1im)s team is effective. True False

10. Managers affect societ! through their decisions a out ho# to use resources. True False

11. Most people in organizations are managers. True False

12. 3nderstanding management is an important path to#ard o taining a 4o that pa!s #ell and provides an interesting and satisf!ing career. True False

1$. The essential tas"s of management include planning, organizing, managing, and controlling. True False

1&. *lanning is the process that mangers use to select the goals for the organization. True False

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Chapter 01 - Managers and Managing

1'. Michael 5ell, C6% of 5ell Computer formed a lo#-cost strateg!. A lo#-cost strateg! is a #a! of o taining customers ! ma"ing decisions that allo# an organization to produce goods or services more cheapl! than its competitors so it can charge lo#er prices than the competition. This strateg! is the outcome of the organizing tas" of management. True False

1,. 7rouping people into the various departments of an organization is "no#n as organizing. True False

1.. 5uring the leading process, managers la! out the lines of authorit! and responsi ilit! et#een different individuals and groups. True False

1/. Managers engaged in the leading function of management #ill energize their emplo!ees and ensure the! understand their role in achieving organizational goals. True False

10. An outcome of the controlling function should e the a ilit! to measure the organization)s performance accuratel!. True False

20. First-line managers are found in ever! department of an organization and are responsi le for dail! supervision of the nonmanagerial emplo!ees #ho perform the specific activities necessar! to produce goods and services. True False

21. First-line managers t!picall! report to middle managers. True False

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Chapter 01 - Managers and Managing

22. Top-level managers are responsi le for the performance of all departments. True False

2$. The importance of planning, organizing, leading, and controlling #ill change depending on the level of management that a manager occupies. True False

2&. The amount of time that managers spend planning and organizing resources increases #ith the higher the level of the manager #ithin the organization. True False

2'. The lo#er the manager)s position in the organization)s hierarch!, the more time this manager #ill spend leading and controlling first-line managers of the organization. True False

2,. The a ilit! to distinguish et#een the cause and the effect of a pro lem #ithin an organization is an important part of the technical s"ills of a manager. True False

2.. Apple)s C6% (teve 1o s) a ilit! to identif! ne# opportunities and mo ilize managers and other resources to ta"e advantage of those opportunities are considered part of his conceptual s"ills. True False

2/. 8uman s"ills can onl! e learned through education and training. True False

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Chapter 01 - Managers and Managing

20. To increase efficienc! and effectiveness, man! organizations have empo#ered their emplo!ees and egan using self-managed teams. True False

Multiple Choice Questions

$0. 7roups of people #ho #or" together to achieve a set of goals are called a9n:; A. role set -. societ! C. organization 5. glo al organization 6. competitive advantage

$1. <(T Consulting has set a target to capture 1.= of the mar"et share #ithin $ !ears. This mar"eting target is called; A. a goal -. a strateg! C. a s"ill 5. a conceptual s"ill 6. a technical s"ill

$2. The people #ho #or" in an organization are considered; A. ra# materials -. machiner! C. resources 5. financial capital 6. none of the a ove

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Chapter 01 - Managers and Managing

$$. All of the follo#ing are e+amples of >input resources> for an organization 6?C6*T; A. la or -. ra# materials C. component parts 5. time needed to produce a given product 6. num er of units produced

$&. The measure of ho# #ell or ho# productivel! an organization uses its resources to achieve a goal is "no#n as; A. effectiveness -. role C. efficienc! 5. strateg! 6. organizing

$'. The *u lic @or"s department egan replacing automo iles in its fleet #ith h! rid cars. The h! rid cars #ere chosen ecause the! use less fuel. This is an e+ample of an attempt to improve the organization)s; A. effectiveness -. efficienc! C. planning 5. organizing 6. strateg!

$,. %rganizational performance AAAAAAAAAA in direct proportion to AAAAAAAAAA in efficienc! and effectiveness. A. increasesB increases -. increasesB decreases C. decreasesB decreases 5. decreasesB increases 6. fallsB decreases

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Chapter 01 - Managers and Managing

$.. The measure of the >appropriateness> of the goals selected ! management for the organization and the degree to #hich the organization accomplishes these goals is "no#n as; A. efficienc! -. strateg! C. effectiveness 5. conceptual s"ill 6. restructuring

$/. Managers #ho choose the right organizational goals to pursue and have the s"ills to utilize resources efficientl! are said to e; A. strategic -. effective C. conceptual 5. technical 6. organized

$0. A manager #ho ma"es a lo# Cualit! product that #astes ra# material is said to e A. efficient -. effective C. conceptual 5. inefficient 6. ineffective

&0. 6+ceeding customer e+pectations is one of the goals of A-C Compan!. 2n an attempt to achieve this goal, the compan! decided to "eep its customer service department open until /;00 pm to etter serve its customers. This #as an attempt to improve the organization)s; A. strateg! -. efficienc! C. effectiveness 5. reputation 6. social responsi ilit!

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Chapter 01 - Managers and Managing

&1. A manager #ho chooses the #rong goals for the organization and ma"es poor use of the organization)s resources in pursuing these goals is said to have; A. lo# effectiveness -. lo# efficienc! C. lo# effectiveness ut high efficienc! 5. high effectiveness ut lo# efficienc! 6. oth lo# effectiveness and lo# efficienc!

&2. The goals chosen ! management at (cott)s Tast! Freeze seemed inappropriate for the store, ut management did ma"e good use of the various resources in pursuing these goals. (cott)s Tast! Freeze has; A. lo# effectiveness and lo# efficienc! -. lo# effectiveness ut high efficienc! C. high conceptual traits ut lo# technical traits 5. high effectiveness and high efficienc! 6. lo# conceptual and lo# human traits

&$. Managers #ho choose the >right> organizational goals and have the s"ills to use the organization)s resources are; A. efficient -. effective C. strategic 5. conceptual 6. technical

&&. The people #ithin an organization #ho are responsi le for supervising the organization)s use of its resources are "no#n as; A. managers -. efficienc! e+perts C. effectiveness e+perts 5. strategists 6. staff

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Chapter 01 - Managers and Managing

&'. All of the follo#ing are essential managerial functions 6?C6*T; A. leading -. controlling C. demonstrating 5. planning 6. organizing

&,. 2n #hat order do managers t!picall! perform the managerial functionsD A. %rganizing, planning, controlling, leading -. %rganizing, leading, planning, controlling C. *lanning, organizing, leading, controlling 5. *lanning, organizing, controlling, leading 6. Eeading, organizing, planning, controlling

&.. The process that managers use to select >appropriate> goals for the organization is called; A. organizing -. leading C. planning 5. controlling 6. strategizing

&/. The process that managers use to design a structure of #or"ing relationships that allo#s managers to #or" together to achieve organizational goals is called; A. planning -. leading C. managing 5. controlling 6. organizing

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Chapter 01 - Managers and Managing

&0. @hen a manager groups #or"ers into departments ased on the tas"s that the! perform, this is called; A. planning -. organizing C. leading 5. demonstrating 6. controlling

'0. @hen a manager la!s out the lines of authorit! and responsi ilit! et#een different individuals and groups, the manager is; A. organizing -. leading C. controlling 5. planning 6. staffing

'1. A formal s!stem of reporting relationships that coordinates #or"ers so that the! #or" together to attempt to achieve organizational goals is called; A. a leading strateg! -. a controlling strateg! C. an organizational structure 5. a lo#-cost strateg! 6. an efficienc! strateg!

'2. As the organization continues to gro#, (teve 1o s, C6% of Apple, found it eneficial to illustrate the reporting relationships that occurs #ithin the organization #ith an organizational chart, this is an e+ample of; A. planning -. leading C. organizing 5. managing 6. controlling

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Chapter 01 - Managers and Managing

'$. 6ffective leadership depends on the use of; A. po#er and influence -. authorit! and giving orders C. ph!sical resources 5. structure 6. policies and procedures

'&. @hen managers motivate and assist #or"ers to achieve organizational goals, this is an important aspect of; A. planning -. leading C. strategizing 5. controlling 6. organizing

''. The emplo!ees at 1oe)s Fish (hac" are a hard-#or"ing, committed #or"force. This can e attri uted to 1oe)s Fish (hac")s manager)s a ilit! to; A. organize -. plan C. lead 5. control 6. resolve conflict

',. @hen managers attempt to determine ho# #ell the organization is accomplishing its goals, this is an important aspect of; A. leading -. planning C. organizing 5. monitoring 6. controlling

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Chapter 01 - Managers and Managing

'.. A manager #ho trains and mentors su ordinates to assist them to achieve their full potential #ithin the organization is acting primaril! #ithin #hich functionD A. %rganizing -. Eeading C. (taffing 5. Controlling 6. *lanning

'/. 8unter, a manager at 1oe)s Fish (hac", monitors the #or" performance of #or"ers in his department to determine if the Cualit! of their #or" is meeting the standards of the compan!. 8unter is engaging in #hich functionD A. *lanning -. (taffing C. %rganizing 5. Eeading 6. Controlling

'0. A !, the C6% of Eittle Angel *hotograph!, revie#s the performance of her compan! in the past month)s *rofit F Eoss (tatement to determine if the compan! is on pace to meet the planned sales and profita ilit! goals. This C6% is engaged in #hich functionD A. *lanning -. %rganizing C. <evie#ing 5. Controlling 6. Eeading

,0. Michael 5ell, C6% of 5ell Computers, found that in order to reduce costs, 5ell needed to put the right AAAAAA s!stem in place. A. control -. planning C. leading 5. organizational 6. monitoring

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Chapter 01 - Managers and Managing

,1. All four functions of management are; A. constant -. sta le C. d!namic 5. conceptual 6. technical

,2. 8enr! Mintz erg grouped ten "inds of specific managerial roles, or sets of 4o responsi ilities according to #hether the responsi ilit! #as primaril!; A. planning, organizing, leading, or controlling -. conceptual, technical, or interpersonal C. conceptual, technical, ut not interpersonal 5. negotiator, figurehead, or entrepreneurial 6. decisional, interpersonal, or informational

,$. According to Mintz erg, the thousands of specific tas"s managers need to perform fall into ten roles. @hich of the follo#ing is G%T one of these rolesD A. 6ntrepreneurial -. Gegotiator C. Figurehead 5. 2nventor 6. Monitor

,&. A manager is outlining future organizational goals to emplo!ees at compan! meetingsB opening a ne# corporate headCuarters uildingB stating the organization)s ethical guidelines and the principles of ehavior emplo!ees are to follo# in their dealings #ith customers and suppliers. 8e is acting as a; A. figurehead -. negotiator C. spo"esperson 5. liaison 6. resource allocator

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Chapter 01 - Managers and Managing

,'. The C6% of -* is ta"ing responsi ilit! for correcting an environmental pro lem that has een created ! his compan!. This manager is acting in the AAAAAAA role. A. liaison -. distur ance handler C. leader 5. disseminator 6. figurehead

,,. 1ordan, o#nerHmanager of a local retail store, holds a grand opening. @hen 1ordan cuts the ri on at the opening ceremon! at the compan!)s ne# location, he is performing the AAAAAAA role for the organization. A. liaison -. monitor C. resource allocator 5. negotiator 6. figurehead

,.. A manager sends a memo to su ordinates outlining a ne# compan! polic!. 2n #hich role is this manager primaril! actingD A. Figurehead -. 5isseminator C. 5istur ance handler 5. Monitor 6. Eiaison

,/. The C6% of -* goes on the Toda! (ho# to e+plain #hat the compan! is doing to fi+ the environmental pro lems caused ! an oil lea" on one of their facilities. This C6% is acting in #hich t!pe of roleD A. Eiaison -. Figurehead C. Eeader 5. 5isseminator 6. (po"esperson

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Chapter 01 - Managers and Managing

,0. -oeing appoints an engineer to e the >go- et#een> et#een the compan!)s <F5 department and the government contractor that is sponsoring the creation of a ne# fighter airplane. This is an e+ample of #hich t!pe of roleD A. Monitor -. Eeader C. Figurehead 5. <esource allocator 6. Eiaison

.0. (upervisors are also referred to as; A. first-line managers -. middle managers C. top managers 5. interim managers 6. entr!-level managers

.1. @hich level of management is responsi le for finding the est #a! to organize human and other resources to achieve organizational goalsD A. First-line managers -. Middle managers C. Top managers 5. 2nterim managers 6. 6ntr!-level managers

.2. @hen #e sa! that the top managers of an organization are responsi le for the performance of all of the departments of the organization, this is another #a! of sa!ing that the! have; A. restructuring responsi ilities -. technical responsi ilities C. glo al responsi ilities 5. cross-departmental responsi ilities 6. competitive responsi ilities

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Chapter 01 - Managers and Managing

.$. -eing a part of top management, at a large fast food chain, 6than spends more time on #hich function9s: of management than lo#er level managersD A. Controlling onl! -. *lanning onl! C. Eeading onl! 5. -oth leading and controlling 6. -oth planning and organizing

.&. The a ilit! to anal!ze and diagnose a pro lem situation and distinguish et#een cause and effect is a9n:; A. human s"ill -. negotiating s"ill C. technical s"ill 5. conceptual s"ill 6. anal!tical s"ill

.'. The a ilit! to understand, lead, and control the ehavior of other #or"ers is a9n: AAAAAAAA s"ill. A. conceptual -. human C. technical 5. controlling 6. organizing

.,. -o #as recentl! promoted to the engineering manager position ecause of his "no#ledge and a ilit! to perform all the functions reCuired in the engineering department. -o #as promoted ecause of his AAAAAA s"ill. A. conceptual -. planning C. human 5. technical 6. leading

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Chapter 01 - Managers and Managing

... @hat term is used to refer to the specific set of departmental s"ills, "no#ledge, and e+perience that allo#s one organization to outperform its competitorsD A. Core competenc! -. Technical s"ills C. 8uman s"ills 5. 5epartmentalization 6. (pecialization

./. The top management team at -an" 3(A., facing financial pro lems, decides to reduce the num er of middle managers ! 10 percent in order to cut costs. This is an e+ample of; A. innovation -. restructuring C. strateg! 5. empo#erment 6. a self-managed team

.0. Eevi (trauss announced that, due to declining glo al sales, it #ould la! off 12 percent of its #or"force. This #as an e+ample of; A. a lo#-cost strateg! -. innovation C. restructuring 5. empo#erment 6. realignment strateg!

/0. @hen an organization gives roader responsi ilities for decision-ma"ing to first-line supervisors, this is called; A. restructuring -. do#nsizing C. empo#erment 5. departmentalizing 6. outsourcing

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Chapter 01 - Managers and Managing

/1. T@A allo#s the agent-in-charge at the gate to decide #hether to give out a >free tic"et> to some passengers #hen a flight is over oo"ed. This is an e+ample of; A. innovation -. restructuring C. TIM 5. empo#erment 6. outsourcing

/2. A restaurant allo#s the staff to give a customer free desert if it is the customer)s irthda!. This is an e+ample of; A. restructuring -. self management C. total Cualit! management 5. empo#erment 6. innovation

/$. A group of emplo!ees #ho assume collective responsi ilit! for organizing, controlling, and supervising their o#n #or" activities is "no#n as a; A. divisional team -. self-managed team C. #or" group 5. restructured team 6. functional team

/&. @hich of the follo#ing is G%T identified in the te+t as one of the challenges for managing in a glo al environmentD A. -uilding competitive advantage -. Maintaining ethical standards C. Managing a diverse #or"force 5. -uilding a strong ureaucratic structure 6. *racticing glo al crisis management

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Chapter 01 - Managers and Managing

/'. @al-Mart uilt distri ution #arehouses so that it can suppl! products to its stores #ithin a 200-mile radius almost dail!. @e sa! that @al-Mart has achieved; A. empo#erment -. a competitive advantage C. increased Cualit! 5. increased innovation 6. increased diversit!

/,. At Iualico, #or"ers are organized into Cualit! control teams and are given the responsi ilit! of continuousl! improving their performance. This is an e+ample of; A. M-% -. innovation C. empo#erment 5. TIM 6. self managed teams

/.. The process of creating ne# products that customers #ant to purchase is called; A. responsiveness -. TIM C. Cualit! 5. innovation 6. restructuring

//. To create a highl! trained and motivated #or"force, as #ell as to avoid la#suits, managers must esta lish human resource management 98<M: procedures and practices that are legal, are fair, and do not discriminate against an! organizational mem ers. This is a challenge of; A. uilding competitive advantage -. maintaining ethical standards C. managing a diverse #or"force 5. uilding a strong ureaucratic structure 6. practicing glo al crisis management

Essay Questions

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Chapter 01 - Managers and Managing

/0. 5iscuss the relationship et#een >efficienc!> and >effectiveness> and ho# the! impact the performance of an organization.

00. @hat are the enefits of stud!ing managementD

01. 2dentif! and descri e the three steps in the planning process.

02. 6+plain ho# a retail store can implement the t#o t!pes of strategies mentioned in the te+t.

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Chapter 01 - Managers and Managing

0$. 5iscuss the four principal managerial tas"s. For each, give a realistic usiness e+ample of ho# a manager performs this tas".

0&. 2dentif! three levels of management and e+plain the asic responsi ilities of each.

0'. 2dentif! and riefl! define the three ma4or t!pes of managerial s"ills that managers need.

0,. 2dentif! and discuss three of the >human s"ills> that a good manager needs to possess. For each, give a realistic usiness e+ample of ho# a manager could use each of these three s"ills.

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Chapter 01 - Managers and Managing

0.. @hat is a >core competenc!>D 8o# is it related to a competitive advantageD 7ive an e+ample of core competenc!.

0/. 5iscuss the importance of a manager having technical s"ills.

00. ><estructuring> is a popular management techniCue in recent usiness e+perience #ithin the 3nited (tates. 5efine this term. 5iscuss oth its positive and negative effects on the usiness that is restructured.

100. 6+plain the significance of 2T #ith regards to empo#ering emplo!ees and facilitating self-managed teams.

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Chapter 01 - Managers and Managing

101. 5efine the t#o ma4or trends of empo#erment and self-managed #or" teams, and give a realistic usiness e+ample of each of these.

102. 2dentif! and discuss the >four uilding loc"s> of competitive advantage.

10$. 5iscuss ho# Accenture, a glo al management consulting compan!, uses diversit! to promote emplo!ee performance and customer satisfaction.

10&. 5iscuss the challenges faced ! managers in toda!)s competitive glo al environment.

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Chapter 01 - Managers and Managing

Chapter 01 Managers and Managing Ans#er Je!

True / False Questions

1. (p. 5) A desired future outcome that a firm hopes to achieve is called a goal. TRUE 7oals are desired future outcomes.

AACSB: Reflective Thinking Bloom's: Remember Diffic lt!: "#s! $e#rning %b&ective: '()'( Describe *h#t m#n#gement is+ *h! m#n#gement is import#nt+ *h#t m#n#gers ,o+ #n, ho* m#n#gers tili-e org#ni-#tion#l reso rces efficientl! #n, effectivel! to #chieve org#ni-#tion#l go#ls. Topic: .#n#gement

2. (p. 5) The planning, organizing, leading, and controlling of resources in order to achieve organizational goals oth effectivel! and efficientl! is "no#n as management. TRUE The planning, organizing, leading, and controlling of resources in order to achieve organizational goals oth effectivel! and efficientl! is "no#n as management.

AACSB: Reflective Thinking Bloom's: Remember Diffic lt!: "#s! $e#rning %b&ective: '()'( Describe *h#t m#n#gement is+ *h! m#n#gement is import#nt+ *h#t m#n#gers ,o+ #n, ho* m#n#gers tili-e org#ni-#tion#l reso rces efficientl! #n, effectivel! to #chieve org#ni-#tion#l go#ls. Topic: .#n#gement

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Chapter 01 - Managers and Managing

$. (p. 5) %rganizations are collections of people #ho #or" together and coordinate their actions to achieve a #ide variet! of goals. TRUE %rganizations are collections of people #ho #or" together and coordinate their actions to achieve a #ide variet! of goals.

AACSB: Reflective Thinking Bloom's: Remember Diffic lt!: "#s! $e#rning %b&ective: '()'( Describe *h#t m#n#gement is+ *h! m#n#gement is import#nt+ *h#t m#n#gers ,o+ #n, ho* m#n#gers tili-e org#ni-#tion#l reso rces efficientl! #n, effectivel! to #chieve org#ni-#tion#l go#ls. Topic: .#n#gement

&. (p. /) %rganizations are effective #hen managers minimize the amount of input resources. FALSE %rganizations are efficient #hen managers minimize the amount of input resources.

AACSB: Reflective Thinking Bloom's: Remember Diffic lt!: .e,i m $e#rning %b&ective: '()'( Describe *h#t m#n#gement is+ *h! m#n#gement is import#nt+ *h#t m#n#gers ,o+ #n, ho* m#n#gers tili-e org#ni-#tion#l reso rces efficientl! #n, effectivel! to #chieve org#ni-#tion#l go#ls. Topic: .#n#gement

'. (p. /) (cott)s *hotograph! purchased a ne# soft#are s!stem that #ill allo# him to modif! his images much faster. This is an e+ample of increased effectiveness. FALSE 6fficienc! is a measure of ho# productivel! resources are used to achieve a goal.

AACSB: Reflective Thinking Bloom's: Appl! Diffic lt!: .e,i m $e#rning %b&ective: '()'( Describe *h#t m#n#gement is+ *h! m#n#gement is import#nt+ *h#t m#n#gers ,o+ #n, ho* m#n#gers tili-e org#ni-#tion#l reso rces efficientl! #n, effectivel! to #chieve org#ni-#tion#l go#ls. Topic: .#n#gement

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Chapter 01 - Managers and Managing

,. (p. /) -! reducing the amount of resources an organization uses to produce goods and services, the! can decrease their efficienc!. FALSE %rganizations are efficient #hen managers minimize the amount of input resources.

AACSB: Reflective Thinking Bloom's: 0n,erst#n, Diffic lt!: .e,i m $e#rning %b&ective: '()'( Describe *h#t m#n#gement is+ *h! m#n#gement is import#nt+ *h#t m#n#gers ,o+ #n, ho* m#n#gers tili-e org#ni-#tion#l reso rces efficientl! #n, effectivel! to #chieve org#ni-#tion#l go#ls. Topic: .#n#gement

.. (p. /) %rganizational performance is a measure of ho# efficientl! and effectivel! managers use availa le resources to satisf! customers and achieve organizational goals. TRUE %rganizational performance is a measure of ho# efficientl! and effectivel! managers use availa le resources to satisf! customers and achieve organizational goals.

AACSB: Reflective Thinking Bloom's: 0n,erst#n, Diffic lt!: .e,i m $e#rning %b&ective: '()'( Describe *h#t m#n#gement is+ *h! m#n#gement is import#nt+ *h#t m#n#gers ,o+ #n, ho* m#n#gers tili-e org#ni-#tion#l reso rces efficientl! #n, effectivel! to #chieve org#ni-#tion#l go#ls. Topic: .#n#gement

/. (p. 1) A measure of the appropriateness of goals selected ! managers for the organization and the degree to #hich the organization achieves these goals is "no#n as the effectiveness of the organization. TRUE 6ffectiveness is a measure of the appropriateness of the goals that managers have selected for the organization to pursue and the degree to #hich the organization achieves those goals.

AACSB: Reflective Thinking Bloom's: Remember Diffic lt!: "#s! $e#rning %b&ective: '()'( Describe *h#t m#n#gement is+ *h! m#n#gement is import#nt+ *h#t m#n#gers ,o+ #n, ho* m#n#gers tili-e org#ni-#tion#l reso rces efficientl! #n, effectivel! to #chieve org#ni-#tion#l go#ls. Topic: .#n#gement

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Chapter 01 - Managers and Managing

0. (p. 1) At a recent staff meeting, 1im praised his team for understanding the goals of the organization and their a ilit! to achieve the goals in a timel! manner. 2t can e said that 1im)s team is effective. TRUE 6ffectiveness is a measure of the appropriateness of the goals that managers have selected for the organization to pursue and the degree to #hich the organization achieves those goals.

AACSB: Reflective Thinking Bloom's: Appl! Diffic lt!: 2#r, $e#rning %b&ective: '()'( Describe *h#t m#n#gement is+ *h! m#n#gement is import#nt+ *h#t m#n#gers ,o+ #n, ho* m#n#gers tili-e org#ni-#tion#l reso rces efficientl! #n, effectivel! to #chieve org#ni-#tion#l go#ls. Topic: .#n#gement

10. (p. 1) Managers affect societ! through their decisions a out ho# to use resources. TRUE -ecause managers decide ho# to use man! of a societ!)s most valua le resources-its s"illed emplo!ees, ra# materials li"e oil and land, computers and information s!stems, and financial assets-the! directl! impact the #ell- eing of a societ! and the people in it.

AACSB: Reflective Thinking Bloom's: 0n,erst#n, Diffic lt!: .e,i m $e#rning %b&ective: '()'( Describe *h#t m#n#gement is+ *h! m#n#gement is import#nt+ *h#t m#n#gers ,o+ #n, ho* m#n#gers tili-e org#ni-#tion#l reso rces efficientl! #n, effectivel! to #chieve org#ni-#tion#l go#ls. Topic: .#n#gement

11. (p. 1) Most people in organizations are managers. FALSE Although most people are not managers, and man! ma! never intend to ecome managers, almost all of us encounter managers ecause most people have 4o s and osses.

AACSB: Reflective Thinking Bloom's: 0n,erst#n, Diffic lt!: "#s! $e#rning %b&ective: '()'( Describe *h#t m#n#gement is+ *h! m#n#gement is import#nt+ *h#t m#n#gers ,o+ #n, ho* m#n#gers tili-e org#ni-#tion#l reso rces efficientl! #n, effectivel! to #chieve org#ni-#tion#l go#ls. Topic: .#n#gement

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Chapter 01 - Managers and Managing

12. (p. 1) 3nderstanding management is an important path to#ard o taining a 4o that pa!s #ell and provides an interesting and satisf!ing career. TRUE An! person #ho desires a motivating 4o that changes over time might therefore do #ell to develop management s"ills and ecome promota le.

AACSB: Reflective Thinking Bloom's: 0n,erst#n, Diffic lt!: .e,i m $e#rning %b&ective: '()'( Describe *h#t m#n#gement is+ *h! m#n#gement is import#nt+ *h#t m#n#gers ,o+ #n, ho* m#n#gers tili-e org#ni-#tion#l reso rces efficientl! #n, effectivel! to #chieve org#ni-#tion#l go#ls. Topic: .#n#gement

1$. (p. 3) The essential tas"s of management include planning, organizing, managing, and controlling. FALSE The essential tas"s of management include planning, organizing, leading, and controlling.

AACSB: Reflective Thinking Bloom's: Remember Diffic lt!: "#s! $e#rning %b&ective: '()'4 Disting ish #mong pl#nning+ org#ni-ing+ le#,ing+ #n, controlling (the fo r princip#l m#n#geri#l t#sks)+ #n, e5pl#in ho* m#n#gers' #bilit! to h#n,le e#ch one #ffects org#ni-#tion#l perform#nce. Topic: 6 nctions of .#n#gement

1&. (p. 7) *lanning is the process that mangers use to select the goals for the organization. TRUE To perform the planning tas", managers identif! and select appropriate organizational goals and courses of action.

AACSB: Reflective Thinking Bloom's: Remember Diffic lt!: "#s! $e#rning %b&ective: '()'4 Disting ish #mong pl#nning+ org#ni-ing+ le#,ing+ #n, controlling (the fo r princip#l m#n#geri#l t#sks)+ #n, e5pl#in ho* m#n#gers' #bilit! to h#n,le e#ch one #ffects org#ni-#tion#l perform#nce. Topic: 6 nctions of .#n#gement

1-2/

Chapter 01 - Managers and Managing

1'. (p. 7) Michael 5ell, C6% of 5ell Computer formed a lo#-cost strateg!. A lo#-cost strateg! is a #a! of o taining customers ! ma"ing decisions that allo# an organization to produce goods or services more cheapl! than its competitors so it can charge lo#er prices than the competition. This strateg! is the outcome of the organizing tas" of management. FALSE The outcome of planning is a strateg!, a cluster of decisions concerning #hat organizational goals to pursue, #hat actions to ta"e, and ho# to use resources to achieve these goals.

AACSB: Reflective Thinking Bloom's: Appl! Diffic lt!: 2#r, $e#rning %b&ective: '()'4 Disting ish #mong pl#nning+ org#ni-ing+ le#,ing+ #n, controlling (the fo r princip#l m#n#geri#l t#sks)+ #n, e5pl#in ho* m#n#gers' #bilit! to h#n,le e#ch one #ffects org#ni-#tion#l perform#nce. Topic: 6 nctions of .#n#gement

1,. (p. (() 7rouping people into the various departments of an organization is "no#n as organizing. TRUE %rganizing is structuring #or"ing relationships so organizational mem ers interact and cooperate to achieve organizational goals. %rganizing people into departments according to the "inds of 4o -specific tas"s the! perform la!s out the lines of authorit! and responsi ilit! et#een different individuals and groups.

AACSB: Reflective Thinking Bloom's: Remember Diffic lt!: "#s! $e#rning %b&ective: '()'4 Disting ish #mong pl#nning+ org#ni-ing+ le#,ing+ #n, controlling (the fo r princip#l m#n#geri#l t#sks)+ #n, e5pl#in ho* m#n#gers' #bilit! to h#n,le e#ch one #ffects org#ni-#tion#l perform#nce. Topic: 6 nctions of .#n#gement

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Chapter 01 - Managers and Managing

1.. (p. (() 5uring the leading process, managers la! out the lines of authorit! and responsi ilit! et#een different individuals and groups. FALSE %rganizing is structuring #or"ing relationships so organizational mem ers interact and cooperate to achieve organizational goals. %rganizing people into departments according to the "inds of 4o -specific tas"s the! perform la!s out the lines of authorit! and responsi ilit! et#een different individuals and groups.

AACSB: Reflective Thinking Bloom's: 0n,erst#n, Diffic lt!: .e,i m $e#rning %b&ective: '()'4 Disting ish #mong pl#nning+ org#ni-ing+ le#,ing+ #n, controlling (the fo r princip#l m#n#geri#l t#sks)+ #n, e5pl#in ho* m#n#gers' #bilit! to h#n,le e#ch one #ffects org#ni-#tion#l perform#nce. Topic: 6 nctions of .#n#gement

1/. (p. (4) Managers engaged in the leading function of management #ill energize their emplo!ees and ensure the! understand their role in achieving organizational goals. TRUE Eeading involves articulating a clear vision and energizing and ena ling organizational mem ers so the! understand the part the! pla! in achieving organizational goals.

AACSB: Reflective Thinking Bloom's: 0n,erst#n, Diffic lt!: .e,i m $e#rning %b&ective: '()'4 Disting ish #mong pl#nning+ org#ni-ing+ le#,ing+ #n, controlling (the fo r princip#l m#n#geri#l t#sks)+ #n, e5pl#in ho* m#n#gers' #bilit! to h#n,le e#ch one #ffects org#ni-#tion#l perform#nce. Topic: 6 nctions of .#n#gement

10. (p. (4) An outcome of the controlling function should e the a ilit! to measure the organization)s performance accuratel!. TRUE 2n controlling, the tas" of managers is to evaluate ho# #ell an organization has achieved its goals and to ta"e an! corrective actions needed to maintain or improve performance.

AACSB: Reflective Thinking Bloom's: 0n,erst#n, Diffic lt!: "#s! $e#rning %b&ective: '()'4 Disting ish #mong pl#nning+ org#ni-ing+ le#,ing+ #n, controlling (the fo r princip#l m#n#geri#l t#sks)+ #n, e5pl#in ho* m#n#gers' #bilit! to h#n,le e#ch one #ffects org#ni-#tion#l perform#nce. Topic: 6 nctions of .#n#gement

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Chapter 01 - Managers and Managing

20. (p. (5) First-line managers are found in ever! department of an organization and are responsi le for dail! supervision of the nonmanagerial emplo!ees #ho perform the specific activities necessar! to produce goods and services. TRUE First-line managers #or" in all departments or functions of an organization.

AACSB: Reflective Thinking Bloom's: Remember Diffic lt!: "#s! $e#rning %b&ective: '()'8 Differenti#te #mong three levels of m#n#gement+ #n, n,erst#n, the t#sks #n, responsibilities of m#n#gers #t ,ifferent levels in the org#ni-#tion#l hier#rch!. Topic: $evels of .#n#gement

21. (p. (/) First-line managers t!picall! report to middle managers. TRUE (upervising the first-line managers are middle managers, responsi le for finding the est #a! to organize human and other resources to achieve organizational goals.

AACSB: Reflective Thinking Bloom's: 0n,erst#n, Diffic lt!: "#s! $e#rning %b&ective: '()'8 Differenti#te #mong three levels of m#n#gement+ #n, n,erst#n, the t#sks #n, responsibilities of m#n#gers #t ,ifferent levels in the org#ni-#tion#l hier#rch!. Topic: $evels of .#n#gement

22. (p. (/) Top-level managers are responsi le for the performance of all departments. TRUE Top managers are responsi le for the performance of all departments. The! have crossdepartmental responsi ilit!.

AACSB: Reflective Thinking Bloom's: Remember Diffic lt!: "#s! $e#rning %b&ective: '()'8 Differenti#te #mong three levels of m#n#gement+ #n, n,erst#n, the t#sks #n, responsibilities of m#n#gers #t ,ifferent levels in the org#ni-#tion#l hier#rch!. Topic: $evels of .#n#gement

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Chapter 01 - Managers and Managing

2$. (p. (/) The importance of planning, organizing, leading, and controlling #ill change depending on the level of management that a manager occupies. TRUE The relative importance of planning, organizing, leading, and controlling-the four principal managerial tas"s-to an! particular manager depends on the manager)s position in the managerial hierarch!.

AACSB: Reflective Thinking Bloom's: 0n,erst#n, Diffic lt!: "#s! $e#rning %b&ective: '()'8 Differenti#te #mong three levels of m#n#gement+ #n, n,erst#n, the t#sks #n, responsibilities of m#n#gers #t ,ifferent levels in the org#ni-#tion#l hier#rch!. Topic: $evels of .#n#gement

2&. (p. (/) The amount of time that managers spend planning and organizing resources increases #ith the higher the level of the manager #ithin the organization. TRUE The amount of time managers spend planning and organizing resources to maintain and improve organizational performance increases as the! ascend the hierarch!.

AACSB: Reflective Thinking Bloom's: 0n,erst#n, Diffic lt!: .e,i m $e#rning %b&ective: '()'8 Differenti#te #mong three levels of m#n#gement+ #n, n,erst#n, the t#sks #n, responsibilities of m#n#gers #t ,ifferent levels in the org#ni-#tion#l hier#rch!. Topic: $evels of .#n#gement

2'. (p. (/) The lo#er the manager)s position in the organization)s hierarch!, the more time this manager #ill spend leading and controlling first-line managers of the organization. TRUE The lo#er that managers) positions are in the hierarch!, the more time the managers spend leading and controlling first-line managers or nonmanagerial emplo!ees.

AACSB: Reflective Thinking Bloom's: 0n,erst#n, Diffic lt!: 2#r, $e#rning %b&ective: '()'8 Differenti#te #mong three levels of m#n#gement+ #n, n,erst#n, the t#sks #n, responsibilities of m#n#gers #t ,ifferent levels in the org#ni-#tion#l hier#rch!. Topic: $evels of .#n#gement

1-$2

Chapter 01 - Managers and Managing

2,. (p. (1) The a ilit! to distinguish et#een the cause and the effect of a pro lem #ithin an organization is an important part of the technical s"ills of a manager. FALSE The a ilit! to distinguish et#een the cause and the effect of a pro lem #ithin an organization is an important part of the conceptual s"ills of a manager.

AACSB: Reflective Thinking Bloom's: 0n,erst#n, Diffic lt!: .e,i m $e#rning %b&ective: '()'9 Disting ish bet*een three kin,s of m#n#geri#l skill+ #n, e5pl#in *h! m#n#gers #re ,ivi,e, into ,ifferent ,ep#rtments to perform their t#sks more efficientl! #n, effectivel!. Topic: .#n#gement Skills

2.. (p. (1) Apple)s C6% (teve 1o s) a ilit! to identif! ne# opportunities and mo ilize managers and other resources to ta"e advantage of those opportunities are considered part of his conceptual s"ills. TRUE The a ilit! to distinguish et#een the cause and the effect of a pro lem #ithin an organization is an important part of the conceptual s"ills of a manager.

AACSB: Reflective Thinking Bloom's: Appl! Diffic lt!: 2#r, $e#rning %b&ective: '()'9 Disting ish bet*een three kin,s of m#n#geri#l skill+ #n, e5pl#in *h! m#n#gers #re ,ivi,e, into ,ifferent ,ep#rtments to perform their t#sks more efficientl! #n, effectivel!. Topic: .#n#gement Skills

2/. (p. (3) 8uman s"ills can onl! e learned through education and training. FALSE 8uman s"ills can e learned through education and training, as #ell as e developed through e+perience.

AACSB: Reflective Thinking Bloom's: 0n,erst#n, Diffic lt!: .e,i m $e#rning %b&ective: '()'9 Disting ish bet*een three kin,s of m#n#geri#l skill+ #n, e5pl#in *h! m#n#gers #re ,ivi,e, into ,ifferent ,ep#rtments to perform their t#sks more efficientl! #n, effectivel!. Topic: .#n#gement Skills

1-$$

Chapter 01 - Managers and Managing

20. (p. 4() To increase efficienc! and effectiveness, man! organizations have empo#ered their emplo!ees and egan using self-managed teams. TRUE The second principal #a! managers have sought to increase efficienc! and effectiveness is ! empo#ering lo#er-level emplo!ees and moving to self-managed teams.

AACSB: Reflective Thinking Bloom's: 0n,erst#n, Diffic lt!: .e,i m $e#rning %b&ective: '()'5 Disc ss some m#&or ch#nges in m#n#gement pr#ctices to,#! th#t h#ve occ rre, #s # res lt of glob#li-#tion #n, the se of #,v#nce, inform#tion technolog! (:T). Topic: Ch#nges in .#n#gement

Multiple Choice Questions

$0. (p. 5) 7roups of people #ho #or" together to achieve a set of goals are called a9n:; A. role set -. societ! C organization 5. glo al organization 6. competitive advantage %rganizations are collections of people #ho #or" together and coordinate their actions to achieve a #ide variet! of goals.

AACSB: Reflective Thinking Bloom's: Remember Diffic lt!: "#s! $e#rning %b&ective: '()'( Describe *h#t m#n#gement is+ *h! m#n#gement is import#nt+ *h#t m#n#gers ,o+ #n, ho* m#n#gers tili-e org#ni-#tion#l reso rces efficientl! #n, effectivel! to #chieve org#ni-#tion#l go#ls. Topic: .#n#gement

1-$&

Chapter 01 - Managers and Managing

$1. (p. 5) <(T Consulting has set a target to capture 1.= of the mar"et share #ithin $ !ears. This mar"eting target is called; A a goal -. a strateg! C. a s"ill 5. a conceptual s"ill 6. a technical s"ill 7oals are desired future outcomes.

AACSB: Reflective Thinking Bloom's: Appl! Diffic lt!: .e,i m $e#rning %b&ective: '()'( Describe *h#t m#n#gement is+ *h! m#n#gement is import#nt+ *h#t m#n#gers ,o+ #n, ho* m#n#gers tili-e org#ni-#tion#l reso rces efficientl! #n, effectivel! to #chieve org#ni-#tion#l go#ls. Topic: .#n#gement

$2. (p. 5) The people #ho #or" in an organization are considered; A. ra# materials -. machiner! C resources 5. financial capital 6. none of the a ove An organization)s resources include assets such as people and their s"ills, "no#-ho#, and e+perienceB machiner!B ra# materialsB computers and information technolog!B and patents, financial capital, and lo!al customers and emplo!ees.

AACSB: Reflective Thinking Bloom's: 0n,erst#n, Diffic lt!: "#s! $e#rning %b&ective: '()'( Describe *h#t m#n#gement is+ *h! m#n#gement is import#nt+ *h#t m#n#gers ,o+ #n, ho* m#n#gers tili-e org#ni-#tion#l reso rces efficientl! #n, effectivel! to #chieve org#ni-#tion#l go#ls. Topic: .#n#gement

1-$'

Chapter 01 - Managers and Managing

$$. (p. /) All of the follo#ing are e+amples of >input resources> for an organization 6?C6*T; A. la or -. ra# materials C. component parts 5. time needed to produce a given product E num er of units produced %rganizations are efficient #hen managers minimize the amount of input resources 9such as la or, ra# materials, and component parts: or the amount of time needed to produce a given output of goods or services.

AACSB: Reflective Thinking Bloom's: 0n,erst#n, Diffic lt!: .e,i m $e#rning %b&ective: '()'( Describe *h#t m#n#gement is+ *h! m#n#gement is import#nt+ *h#t m#n#gers ,o+ #n, ho* m#n#gers tili-e org#ni-#tion#l reso rces efficientl! #n, effectivel! to #chieve org#ni-#tion#l go#ls. Topic: .#n#gement

$&. (p. /) The measure of ho# #ell or ho# productivel! an organization uses its resources to achieve a goal is "no#n as; A. effectiveness -. role C efficienc! 5. strateg! 6. organizing A measure of ho# #ell or ho# productivel! resources are used to achieve a goal is "no#n as efficienc!. %rganizations are efficient #hen managers minimize the amount of input resources.

AACSB: Reflective Thinking Bloom's: Remember Diffic lt!: .e,i m $e#rning %b&ective: '()'( Describe *h#t m#n#gement is+ *h! m#n#gement is import#nt+ *h#t m#n#gers ,o+ #n, ho* m#n#gers tili-e org#ni-#tion#l reso rces efficientl! #n, effectivel! to #chieve org#ni-#tion#l go#ls. Topic: .#n#gement

1-$,

Chapter 01 - Managers and Managing

$'. (p. /) The *u lic @or"s department egan replacing automo iles in its fleet #ith h! rid cars. The h! rid cars #ere chosen ecause the! use less fuel. This is an e+ample of an attempt to improve the organization)s; A. effectiveness ! efficienc! C. planning 5. organizing 6. strateg! %rganizations are efficient #hen managers minimize the amount of input resources.

AACSB: Reflective Thinking Bloom's: Appl! Diffic lt!: 2#r, $e#rning %b&ective: '()'( Describe *h#t m#n#gement is+ *h! m#n#gement is import#nt+ *h#t m#n#gers ,o+ #n, ho* m#n#gers tili-e org#ni-#tion#l reso rces efficientl! #n, effectivel! to #chieve org#ni-#tion#l go#ls. Topic: .#n#gement

$,. (p. /) %rganizational performance AAAAAAAAAA in direct proportion to AAAAAAAAAA in efficienc! and effectiveness. A increasesB increases -. increasesB decreases C. decreasesB decreases 5. decreasesB increases 6. fallsB decreases %rganizational performance increases in direct proportion to increases in efficienc! and effectiveness.

AACSB: Reflective Thinking Bloom's: 0n,erst#n, Diffic lt!: .e,i m $e#rning %b&ective: '()'( Describe *h#t m#n#gement is+ *h! m#n#gement is import#nt+ *h#t m#n#gers ,o+ #n, ho* m#n#gers tili-e org#ni-#tion#l reso rces efficientl! #n, effectivel! to #chieve org#ni-#tion#l go#ls. Topic: .#n#gement

1-$.

Chapter 01 - Managers and Managing

$.. (p. 1) The measure of the >appropriateness> of the goals selected ! management for the organization and the degree to #hich the organization accomplishes these goals is "no#n as; A. efficienc! -. strateg! C effectiveness 5. conceptual s"ill 6. restructuring 6ffectiveness is a measure of the appropriateness of the goals that managers have selected for the organization to pursue and the degree to #hich the organization achieves those goals.

AACSB: Reflective Thinking Bloom's: Remember Diffic lt!: "#s! $e#rning %b&ective: '()'( Describe *h#t m#n#gement is+ *h! m#n#gement is import#nt+ *h#t m#n#gers ,o+ #n, ho* m#n#gers tili-e org#ni-#tion#l reso rces efficientl! #n, effectivel! to #chieve org#ni-#tion#l go#ls. Topic: .#n#gement

$/. (p. 1) Managers #ho choose the right organizational goals to pursue and have the s"ills to utilize resources efficientl! are said to e; A. strategic ! effective C. conceptual 5. technical 6. organized 6ffectiveness is a measure of the appropriateness of the goals that managers have selected for the organization to pursue and the degree to #hich the organization achieves those goals.

AACSB: Reflective Thinking Bloom's: Remember Diffic lt!: .e,i m $e#rning %b&ective: '()'( Describe *h#t m#n#gement is+ *h! m#n#gement is import#nt+ *h#t m#n#gers ,o+ #n, ho* m#n#gers tili-e org#ni-#tion#l reso rces efficientl! #n, effectivel! to #chieve org#ni-#tion#l go#ls. Topic: .#n#gement

1-$/

Chapter 01 - Managers and Managing

$0. (p. /)1) A manager #ho ma"es a lo# Cualit! product that #astes ra# material is said to e A. efficient -. effective C. conceptual " inefficient 6. ineffective 6fficienc! is a measure of ho# #ell or productivel! resources are usedB effectiveness is a measure of the appropriateness of the goal.

AACSB: Reflective Thinking Bloom's: 0n,erst#n, Diffic lt!: .e,i m $e#rning %b&ective: '()'( Describe *h#t m#n#gement is+ *h! m#n#gement is import#nt+ *h#t m#n#gers ,o+ #n, ho* m#n#gers tili-e org#ni-#tion#l reso rces efficientl! #n, effectivel! to #chieve org#ni-#tion#l go#ls. Topic: .#n#gement

&0. (p. 1) 6+ceeding customer e+pectations is one of the goals of A-C Compan!. 2n an attempt to achieve this goal, the compan! decided to "eep its customer service department open until /;00 pm to etter serve its customers. This #as an attempt to improve the organization)s; A. strateg! -. efficienc! C effectiveness 5. reputation 6. social responsi ilit! 6fficienc! is a measure of ho# #ell or productivel! resources are usedB effectiveness is a measure of the appropriateness of the goal.

AACSB: Reflective Thinking Bloom's: Appl! Diffic lt!: 2#r, $e#rning %b&ective: '()'( Describe *h#t m#n#gement is+ *h! m#n#gement is import#nt+ *h#t m#n#gers ,o+ #n, ho* m#n#gers tili-e org#ni-#tion#l reso rces efficientl! #n, effectivel! to #chieve org#ni-#tion#l go#ls. Topic: .#n#gement

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Chapter 01 - Managers and Managing

&1. (p. /)1) A manager #ho chooses the #rong goals for the organization and ma"es poor use of the organization)s resources in pursuing these goals is said to have; A. lo# effectiveness -. lo# efficienc! C. lo# effectiveness ut high efficienc! 5. high effectiveness ut lo# efficienc! E oth lo# effectiveness and lo# efficienc! 6fficienc! is a measure of ho# #ell or productivel! resources are usedB effectiveness is a measure of the appropriateness of the goal.

AACSB: Reflective Thinking Bloom's: 0n,erst#n, Diffic lt!: .e,i m $e#rning %b&ective: '()'( Describe *h#t m#n#gement is+ *h! m#n#gement is import#nt+ *h#t m#n#gers ,o+ #n, ho* m#n#gers tili-e org#ni-#tion#l reso rces efficientl! #n, effectivel! to #chieve org#ni-#tion#l go#ls. Topic: .#n#gement

&2. (p. /)1) The goals chosen ! management at (cott)s Tast! Freeze seemed inappropriate for the store, ut management did ma"e good use of the various resources in pursuing these goals. (cott)s Tast! Freeze has; A. lo# effectiveness and lo# efficienc! ! lo# effectiveness ut high efficienc! C. high conceptual traits ut lo# technical traits 5. high effectiveness and high efficienc! 6. lo# conceptual and lo# human traits 6fficienc! is a measure of ho# #ell or productivel! resources are usedB effectiveness is a measure of the appropriateness of the goal.

AACSB: Reflective Thinking Bloom's: Appl! Diffic lt!: "#s! $e#rning %b&ective: '()'( Describe *h#t m#n#gement is+ *h! m#n#gement is import#nt+ *h#t m#n#gers ,o+ #n, ho* m#n#gers tili-e org#ni-#tion#l reso rces efficientl! #n, effectivel! to #chieve org#ni-#tion#l go#ls. Topic: .#n#gement

1-&0

Chapter 01 - Managers and Managing

&$. (p. 1) Managers #ho choose the >right> organizational goals and have the s"ills to use the organization)s resources are; A. efficient ! effective C. strategic 5. conceptual 6. technical 6ffectiveness is a measure of the appropriateness of the goals that managers have selected for the organization to pursue and the degree to #hich the organization achieves those goals.

AACSB: Reflective Thinking Bloom's: Remember Diffic lt!: .e,i m $e#rning %b&ective: '()'( Describe *h#t m#n#gement is+ *h! m#n#gement is import#nt+ *h#t m#n#gers ,o+ #n, ho* m#n#gers tili-e org#ni-#tion#l reso rces efficientl! #n, effectivel! to #chieve org#ni-#tion#l go#ls. Topic: .#n#gement

&&. (p. 1) The people #ithin an organization #ho are responsi le for supervising the organization)s use of its resources are "no#n as; A managers -. efficienc! e+perts C. effectiveness e+perts 5. strategists 6. staff Managers decide ho# to use man! of a societ!)s most valua le resources-its s"illed emplo!ees, ra# materials li"e oil and land, computers and information s!stems, and financial assets-the! directl! impact the #ell- eing of a societ! and the people in it.

AACSB: Reflective Thinking Bloom's: Remember Diffic lt!: "#s! $e#rning %b&ective: '()'( Describe *h#t m#n#gement is+ *h! m#n#gement is import#nt+ *h#t m#n#gers ,o+ #n, ho* m#n#gers tili-e org#ni-#tion#l reso rces efficientl! #n, effectivel! to #chieve org#ni-#tion#l go#ls. Topic: .#n#gement

1-&1

Chapter 01 - Managers and Managing

&'. (p. 3) All of the follo#ing are essential managerial functions 6?C6*T; A. leading -. controlling C demonstrating 5. planning 6. organizing The essential tas"s of management include planning, organizing, leading, and controlling.

AACSB: Reflective Thinking Bloom's: Remember Diffic lt!: "#s! $e#rning %b&ective: '()'4 Disting ish #mong pl#nning+ org#ni-ing+ le#,ing+ #n, controlling (the fo r princip#l m#n#geri#l t#sks)+ #n, e5pl#in ho* m#n#gers' #bilit! to h#n,le e#ch one #ffects org#ni-#tion#l perform#nce. Topic: 6 nctions of .#n#gement

&,. (p. 3) 2n #hat order do managers t!picall! perform the managerial functionsD A. %rganizing, planning, controlling, leading -. %rganizing, leading, planning, controlling C *lanning, organizing, leading, controlling 5. *lanning, organizing, controlling, leading 6. Eeading, organizing, planning, controlling The essential tas"s of management include planning, organizing, leading, and controlling.

AACSB: Reflective Thinking Bloom's: 0n,erst#n, Diffic lt!: .e,i m $e#rning %b&ective: '()'4 Disting ish #mong pl#nning+ org#ni-ing+ le#,ing+ #n, controlling (the fo r princip#l m#n#geri#l t#sks)+ #n, e5pl#in ho* m#n#gers' #bilit! to h#n,le e#ch one #ffects org#ni-#tion#l perform#nce. Topic: 6 nctions of .#n#gement

1-&2

Chapter 01 - Managers and Managing

&.. (p. 7) The process that managers use to select >appropriate> goals for the organization is called; A. organizing -. leading C planning 5. controlling 6. strategizing To perform the planning tas", managers identif! and select appropriate organizational goals and courses of action.

AACSB: Reflective Thinking Bloom's: Remember Diffic lt!: "#s! $e#rning %b&ective: '()'4 Disting ish #mong pl#nning+ org#ni-ing+ le#,ing+ #n, controlling (the fo r princip#l m#n#geri#l t#sks)+ #n, e5pl#in ho* m#n#gers' #bilit! to h#n,le e#ch one #ffects org#ni-#tion#l perform#nce. Topic: 6 nctions of .#n#gement

&/. (p. (() The process that managers use to design a structure of #or"ing relationships that allo#s managers to #or" together to achieve organizational goals is called; A. planning -. leading C. managing 5. controlling E organizing %rganizing is structuring #or"ing relationships so organizational mem ers interact and cooperate to achieve organizational goals. %rganizing people into departments according to the "inds of 4o -specific tas"s the! perform la!s out the lines of authorit! and responsi ilit! et#een different individuals and groups.

AACSB: Reflective Thinking Bloom's: Remember Diffic lt!: "#s! $e#rning %b&ective: '()'4 Disting ish #mong pl#nning+ org#ni-ing+ le#,ing+ #n, controlling (the fo r princip#l m#n#geri#l t#sks)+ #n, e5pl#in ho* m#n#gers' #bilit! to h#n,le e#ch one #ffects org#ni-#tion#l perform#nce. Topic: 6 nctions of .#n#gement

1-&$

Chapter 01 - Managers and Managing

&0. (p. (() @hen a manager groups #or"ers into departments ased on the tas"s that the! perform, this is called; A. planning ! organizing C. leading 5. demonstrating 6. controlling %rganizing is structuring #or"ing relationships so organizational mem ers interact and cooperate to achieve organizational goals. %rganizing people into departments according to the "inds of 4o -specific tas"s the! perform la!s out the lines of authorit! and responsi ilit! et#een different individuals and groups.

AACSB: Reflective Thinking Bloom's: Remember Diffic lt!: "#s! $e#rning %b&ective: '()'4 Disting ish #mong pl#nning+ org#ni-ing+ le#,ing+ #n, controlling (the fo r princip#l m#n#geri#l t#sks)+ #n, e5pl#in ho* m#n#gers' #bilit! to h#n,le e#ch one #ffects org#ni-#tion#l perform#nce. Topic: 6 nctions of .#n#gement

'0. (p. (() @hen a manager la!s out the lines of authorit! and responsi ilit! et#een different individuals and groups, the manager is; A organizing -. leading C. controlling 5. planning 6. staffing %rganizing is structuring #or"ing relationships so organizational mem ers interact and cooperate to achieve organizational goals. %rganizing people into departments according to the "inds of 4o -specific tas"s the! perform la!s out the lines of authorit! and responsi ilit! et#een different individuals and groups.

AACSB: Reflective Thinking Bloom's: Remember Diffic lt!: "#s! $e#rning %b&ective: '()'4 Disting ish #mong pl#nning+ org#ni-ing+ le#,ing+ #n, controlling (the fo r princip#l m#n#geri#l t#sks)+ #n, e5pl#in ho* m#n#gers' #bilit! to h#n,le e#ch one #ffects org#ni-#tion#l perform#nce. Topic: 6 nctions of .#n#gement

1-&&

Chapter 01 - Managers and Managing

'1. (p. (4) A formal s!stem of reporting relationships that coordinates #or"ers so that the! #or" together to attempt to achieve organizational goals is called; A. a leading strateg! -. a controlling strateg! C an organizational structure 5. a lo#-cost strateg! 6. an efficienc! strateg! The outcome of organizing is the creation of an organizational structure, a formal s!stem of tas" and reporting relationships that coordinates and motivates mem ers so the! #or" together to achieve organizational goals.

AACSB: Reflective Thinking Bloom's: Remember Diffic lt!: "#s! $e#rning %b&ective: '()'4 Disting ish #mong pl#nning+ org#ni-ing+ le#,ing+ #n, controlling (the fo r princip#l m#n#geri#l t#sks)+ #n, e5pl#in ho* m#n#gers' #bilit! to h#n,le e#ch one #ffects org#ni-#tion#l perform#nce. Topic: 6 nctions of .#n#gement

'2. (p. (() As the organization continues to gro#, (teve 1o s, C6% of Apple, found it eneficial to illustrate the reporting relationships that occurs #ithin the organization #ith an organizational chart, this is an e+ample of; A. planning -. leading C organizing 5. managing 6. controlling %rganizing is structuring #or"ing relationships so organizational mem ers interact and cooperate to achieve organizational goals. %rganizing people into departments according to the "inds of 4o -specific tas"s the! perform la!s out the lines of authorit! and responsi ilit! et#een different individuals and groups.

AACSB: Reflective Thinking Bloom's: Appl! Diffic lt!: 2#r, $e#rning %b&ective: '()'4 Disting ish #mong pl#nning+ org#ni-ing+ le#,ing+ #n, controlling (the fo r princip#l m#n#geri#l t#sks)+ #n, e5pl#in ho* m#n#gers' #bilit! to h#n,le e#ch one #ffects org#ni-#tion#l perform#nce. Topic: 6 nctions of .#n#gement

1-&'

Chapter 01 - Managers and Managing

'$. (p. (4) 6ffective leadership depends on the use of; A po#er and influence -. authorit! and giving orders C. ph!sical resources 5. structure 6. policies and procedures Eeadership involves managers using their po#er, personalit!, influence, persuasion, and communication s"ills to coordinate people and groups so their activities and efforts are in harmon!.

AACSB: Reflective Thinking Bloom's: 0n,erst#n, Diffic lt!: .e,i m $e#rning %b&ective: '()'4 Disting ish #mong pl#nning+ org#ni-ing+ le#,ing+ #n, controlling (the fo r princip#l m#n#geri#l t#sks)+ #n, e5pl#in ho* m#n#gers' #bilit! to h#n,le e#ch one #ffects org#ni-#tion#l perform#nce. Topic: 6 nctions of .#n#gement

'&. (p. (4) @hen managers motivate and assist #or"ers to achieve organizational goals, this is an important aspect of; A. planning ! leading C. strategizing 5. controlling 6. organizing 2n leading, managers articulate a clear organizational vision for the organization)s mem ers to accomplish, and the! energize and ena le emplo!ees so ever!one understands the part he or she pla!s in achieving organizational goals.

AACSB: Reflective Thinking Bloom's: Remember Diffic lt!: "#s! $e#rning %b&ective: '()'4 Disting ish #mong pl#nning+ org#ni-ing+ le#,ing+ #n, controlling (the fo r princip#l m#n#geri#l t#sks)+ #n, e5pl#in ho* m#n#gers' #bilit! to h#n,le e#ch one #ffects org#ni-#tion#l perform#nce. Topic: 6 nctions of .#n#gement

1-&,

Chapter 01 - Managers and Managing

''. (p. (4) The emplo!ees at 1oe)s Fish (hac" are a hard-#or"ing, committed #or"force. This can e attri uted to 1oe)s Fish (hac")s manager)s a ilit! to; A. organize -. plan C lead 5. control 6. resolve conflict Another outcome of leadership is a highl! motivated and committed #or"force.

AACSB: Reflective Thinking Bloom's: Appl! Diffic lt!: 2#r, $e#rning %b&ective: '()'4 Disting ish #mong pl#nning+ org#ni-ing+ le#,ing+ #n, controlling (the fo r princip#l m#n#geri#l t#sks)+ #n, e5pl#in ho* m#n#gers' #bilit! to h#n,le e#ch one #ffects org#ni-#tion#l perform#nce. Topic: 6 nctions of .#n#gement

',. (p. (4) @hen managers attempt to determine ho# #ell the organization is accomplishing its goals, this is an important aspect of; A. leading -. planning C. organizing 5. monitoring E controlling 2n controlling, the tas" of managers is to evaluate ho# #ell an organization has achieved its goals and to ta"e an! corrective actions needed to maintain or improve performance.

AACSB: Reflective Thinking Bloom's: Remember Diffic lt!: "#s! $e#rning %b&ective: '()'4 Disting ish #mong pl#nning+ org#ni-ing+ le#,ing+ #n, controlling (the fo r princip#l m#n#geri#l t#sks)+ #n, e5pl#in ho* m#n#gers' #bilit! to h#n,le e#ch one #ffects org#ni-#tion#l perform#nce. Topic: 6 nctions of .#n#gement

1-&.

Chapter 01 - Managers and Managing

'.. (p. (4) A manager #ho trains and mentors su ordinates to assist them to achieve their full potential #ithin the organization is acting primaril! #ithin #hich functionD A. %rganizing ! Eeading C. (taffing 5. Controlling 6. *lanning 2n leading, managers articulate a clear organizational vision for the organization)s mem ers to accomplish, and the! energize and ena le emplo!ees so ever!one understands the part he or she pla!s in achieving organizational goals.

AACSB: Reflective Thinking Bloom's: 0n,erst#n, Diffic lt!: .e,i m $e#rning %b&ective: '()'4 Disting ish #mong pl#nning+ org#ni-ing+ le#,ing+ #n, controlling (the fo r princip#l m#n#geri#l t#sks)+ #n, e5pl#in ho* m#n#gers' #bilit! to h#n,le e#ch one #ffects org#ni-#tion#l perform#nce. Topic: 6 nctions of .#n#gement

'/. (p. (4) 8unter, a manager at 1oe)s Fish (hac", monitors the #or" performance of #or"ers in his department to determine if the Cualit! of their #or" is meeting the standards of the compan!. 8unter is engaging in #hich functionD A. *lanning -. (taffing C. %rganizing 5. Eeading E Controlling 2n controlling, the tas" of managers is to evaluate ho# #ell an organization has achieved its goals and to ta"e an! corrective actions needed to maintain or improve performance.

AACSB: Reflective Thinking Bloom's: Appl! Diffic lt!: .e,i m $e#rning %b&ective: '()'4 Disting ish #mong pl#nning+ org#ni-ing+ le#,ing+ #n, controlling (the fo r princip#l m#n#geri#l t#sks)+ #n, e5pl#in ho* m#n#gers' #bilit! to h#n,le e#ch one #ffects org#ni-#tion#l perform#nce. Topic: 6 nctions of .#n#gement

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Chapter 01 - Managers and Managing

'0. (p. (4) A !, the C6% of Eittle Angel *hotograph!, revie#s the performance of her compan! in the past month)s *rofit F Eoss (tatement to determine if the compan! is on pace to meet the planned sales and profita ilit! goals. This C6% is engaged in #hich functionD A. *lanning -. %rganizing C. <evie#ing " Controlling 6. Eeading 2n controlling, the tas" of managers is to evaluate ho# #ell an organization has achieved its goals and to ta"e an! corrective actions needed to maintain or improve performance.

AACSB: Reflective Thinking Bloom's: Appl! Diffic lt!: 2#r, $e#rning %b&ective: '()'4 Disting ish #mong pl#nning+ org#ni-ing+ le#,ing+ #n, controlling (the fo r princip#l m#n#geri#l t#sks)+ #n, e5pl#in ho* m#n#gers' #bilit! to h#n,le e#ch one #ffects org#ni-#tion#l perform#nce. Topic: 6 nctions of .#n#gement

,0. (p. (8) Michael 5ell, C6% of 5ell Computers, found that in order to reduce costs, 5ell needed to put the right AAAAAA s!stem in place. A control -. planning C. leading 5. organizational 6. monitoring To solve these and other control pro lems, 5ell hired hundreds of e+perienced managers from other companies to put the right control s!stems in place.

AACSB: Reflective Thinking Bloom's: Appl! Diffic lt!: .e,i m $e#rning %b&ective: '()'4 Disting ish #mong pl#nning+ org#ni-ing+ le#,ing+ #n, controlling (the fo r princip#l m#n#geri#l t#sks)+ #n, e5pl#in ho* m#n#gers' #bilit! to h#n,le e#ch one #ffects org#ni-#tion#l perform#nce. Topic: 6 nctions of .#n#gement

1-&0

Chapter 01 - Managers and Managing

,1. (p. (8) All four functions of management are; A. constant -. sta le C d!namic 5. conceptual 6. technical Controlling, li"e the other managerial tas"s, is an ongoing, d!namic, al#a!s-changing process that demands constant attention and action.

AACSB: Reflective Thinking Bloom's: 0n,erst#n, Diffic lt!: .e,i m $e#rning %b&ective: '()'4 Disting ish #mong pl#nning+ org#ni-ing+ le#,ing+ #n, controlling (the fo r princip#l m#n#geri#l t#sks)+ #n, e5pl#in ho* m#n#gers' #bilit! to h#n,le e#ch one #ffects org#ni-#tion#l perform#nce. Topic: 6 nctions of .#n#gement

,2. (p. (8) 8enr! Mintz erg grouped ten "inds of specific managerial roles, or sets of 4o responsi ilities according to #hether the responsi ilit! #as primaril!; A. planning, organizing, leading, or controlling -. conceptual, technical, or interpersonal C. conceptual, technical, ut not interpersonal 5. negotiator, figurehead, or entrepreneurial E decisional, interpersonal, or informational 8enr! Mintz erg grouped these roles according to #hether the responsi ilit! #as primaril! decisional, interpersonal, or informational.

AACSB: Reflective Thinking Bloom's: 0n,erst#n, Diffic lt!: .e,i m $e#rning %b&ective: '()'4 Disting ish #mong pl#nning+ org#ni-ing+ le#,ing+ #n, controlling (the fo r princip#l m#n#geri#l t#sks)+ #n, e5pl#in ho* m#n#gers' #bilit! to h#n,le e#ch one #ffects org#ni-#tion#l perform#nce. Topic: 6 nctions of .#n#gement

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Chapter 01 - Managers and Managing

,$. (p. (9) According to Mintz erg, the thousands of specific tas"s managers need to perform fall into ten roles. @hich of the follo#ing is G%T one of these rolesD A. 6ntrepreneurial -. Gegotiator C. Figurehead " 2nventor 6. Monitor 8enr! Mintz erg grouped these roles according to #hether the responsi ilit! #as primaril! decisional, interpersonal, or informational.

AACSB: Reflective Thinking Bloom's: 0n,erst#n, Diffic lt!: .e,i m $e#rning %b&ective: '()'4 Disting ish #mong pl#nning+ org#ni-ing+ le#,ing+ #n, controlling (the fo r princip#l m#n#geri#l t#sks)+ #n, e5pl#in ho* m#n#gers' #bilit! to h#n,le e#ch one #ffects org#ni-#tion#l perform#nce. Topic: 6 nctions of .#n#gement

,&. (p. (9) A manager is outlining future organizational goals to emplo!ees at compan! meetingsB opening a ne# corporate headCuarters uildingB stating the organization)s ethical guidelines and the principles of ehavior emplo!ees are to follo# in their dealings #ith customers and suppliers. 8e is acting as a; A figurehead -. negotiator C. spo"esperson 5. liaison 6. resource allocator %utline future organizational goals to emplo!ees at compan! meetingsB open a ne# corporate headCuarters uildingB state the organization)s ethical guidelines and the principles of ehavior emplo!ees are to follo# in their dealings #ith customers and suppliers.

AACSB: Reflective Thinking Bloom's: Remember Diffic lt!: .e,i m $e#rning %b&ective: '()'4 Disting ish #mong pl#nning+ org#ni-ing+ le#,ing+ #n, controlling (the fo r princip#l m#n#geri#l t#sks)+ #n, e5pl#in ho* m#n#gers' #bilit! to h#n,le e#ch one #ffects org#ni-#tion#l perform#nce. Topic: 6 nctions of .#n#gement

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Chapter 01 - Managers and Managing

,'. (p. (9) The C6% of -* is ta"ing responsi ilit! for correcting an environmental pro lem that has een created ! his compan!. This manager is acting in the AAAAAAA role. A. liaison ! distur ance handler C. leader 5. disseminator 6. figurehead 2n the distur ance handler role, managers move Cuic"l! to ta"e corrective action to deal #ith une+pected pro lems facing the organization from the e+ternal environment.

AACSB: Reflective Thinking Bloom's: Appl! Diffic lt!: 2#r, $e#rning %b&ective: '()'4 Disting ish #mong pl#nning+ org#ni-ing+ le#,ing+ #n, controlling (the fo r princip#l m#n#geri#l t#sks)+ #n, e5pl#in ho* m#n#gers' #bilit! to h#n,le e#ch one #ffects org#ni-#tion#l perform#nce. Topic: 6 nctions of .#n#gement

,,. (p. (9) 1ordan, o#nerHmanager of a local retail store, holds a grand opening. @hen 1ordan cuts the ri on at the opening ceremon! at the compan!)s ne# location, he is performing the AAAAAAA role for the organization. A. liaison -. monitor C. resource allocator 5. negotiator E figurehead %utline future organizational goals to emplo!ees at compan! meetingsB open a ne# corporate headCuarters uildingB state the organization)s ethical guidelines and the principles of ehavior emplo!ees are to follo# in their dealings #ith customers and suppliers.

AACSB: Reflective Thinking Bloom's: Appl! Diffic lt!: 2#r, $e#rning %b&ective: '()'4 Disting ish #mong pl#nning+ org#ni-ing+ le#,ing+ #n, controlling (the fo r princip#l m#n#geri#l t#sks)+ #n, e5pl#in ho* m#n#gers' #bilit! to h#n,le e#ch one #ffects org#ni-#tion#l perform#nce. Topic: 6 nctions of .#n#gement

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Chapter 01 - Managers and Managing

,.. (p. (9) A manager sends a memo to su ordinates outlining a ne# compan! polic!. 2n #hich role is this manager primaril! actingD A. Figurehead ! 5isseminator C. 5istur ance handler 5. Monitor 6. Eiaison 2nform emplo!ees a out changes ta"ing place in the e+ternal and internal environments that #ill affect them and the organizationB communicate to emplo!ees the organization)s vision and purpose.

AACSB: Reflective Thinking Bloom's: 0n,erst#n, Diffic lt!: .e,i m $e#rning %b&ective: '()'4 Disting ish #mong pl#nning+ org#ni-ing+ le#,ing+ #n, controlling (the fo r princip#l m#n#geri#l t#sks)+ #n, e5pl#in ho* m#n#gers' #bilit! to h#n,le e#ch one #ffects org#ni-#tion#l perform#nce. Topic: 6 nctions of .#n#gement

,/. (p. (9) The C6% of -* goes on the Toda! (ho# to e+plain #hat the compan! is doing to fi+ the environmental pro lems caused ! an oil lea" on one of their facilities. This C6% is acting in #hich t!pe of roleD A. Eiaison -. Figurehead C. Eeader 5. 5isseminator E (po"esperson 2n the spo"esperson role, a manager spea"s for the compan!.

AACSB: Reflective Thinking Bloom's: Appl! Diffic lt!: 2#r, $e#rning %b&ective: '()'4 Disting ish #mong pl#nning+ org#ni-ing+ le#,ing+ #n, controlling (the fo r princip#l m#n#geri#l t#sks)+ #n, e5pl#in ho* m#n#gers' #bilit! to h#n,le e#ch one #ffects org#ni-#tion#l perform#nce. Topic: 6 nctions of .#n#gement

1-'$

Chapter 01 - Managers and Managing

,0. (p. (9) -oeing appoints an engineer to e the >go- et#een> et#een the compan!)s <F5 department and the government contractor that is sponsoring the creation of a ne# fighter airplane. This is an e+ample of #hich t!pe of roleD A. Monitor -. Eeader C. Figurehead 5. <esource allocator E Eiaison 2n the liaison role, a manager coordinates the #or" of others.

AACSB: Reflective Thinking Bloom's: Appl! Diffic lt!: 2#r, $e#rning %b&ective: '()'4 Disting ish #mong pl#nning+ org#ni-ing+ le#,ing+ #n, controlling (the fo r princip#l m#n#geri#l t#sks)+ #n, e5pl#in ho* m#n#gers' #bilit! to h#n,le e#ch one #ffects org#ni-#tion#l perform#nce. Topic: 6 nctions of .#n#gement

.0. (p. (5) (upervisors are also referred to as; A first-line managers -. middle managers C. top managers 5. interim managers 6. entr!-level managers At the ase of the managerial hierarch! are first-line managers, often called supervisors.

AACSB: Reflective Thinking Bloom's: Remember Diffic lt!: "#s! $e#rning %b&ective: '()'8 Differenti#te #mong three levels of m#n#gement+ #n, n,erst#n, the t#sks #n, responsibilities of m#n#gers #t ,ifferent levels in the org#ni-#tion#l hier#rch!. Topic: $evels of .#n#gement

1-'&

Chapter 01 - Managers and Managing

.1. (p. (/) @hich level of management is responsi le for finding the est #a! to organize human and other resources to achieve organizational goalsD A. First-line managers ! Middle managers C. Top managers 5. 2nterim managers 6. 6ntr!-level managers Middle managers are responsi le for finding the est #a! to organize human and other resources to achieve organizational goals.

AACSB: Reflective Thinking Bloom's: Remember Diffic lt!: "#s! $e#rning %b&ective: '()'8 Differenti#te #mong three levels of m#n#gement+ #n, n,erst#n, the t#sks #n, responsibilities of m#n#gers #t ,ifferent levels in the org#ni-#tion#l hier#rch!. Topic: $evels of .#n#gement

.2. (p. (/) @hen #e sa! that the top managers of an organization are responsi le for the performance of all of the departments of the organization, this is another #a! of sa!ing that the! have; A. restructuring responsi ilities -. technical responsi ilities C. glo al responsi ilities " cross-departmental responsi ilities 6. competitive responsi ilities 2n contrast to middle managers, top managers are responsi le for the performance of all departments. The! have cross-departmental responsi ilit!.

AACSB: Reflective Thinking Bloom's: 0n,erst#n, Diffic lt!: .e,i m $e#rning %b&ective: '()'8 Differenti#te #mong three levels of m#n#gement+ #n, n,erst#n, the t#sks #n, responsibilities of m#n#gers #t ,ifferent levels in the org#ni-#tion#l hier#rch!. Topic: $evels of .#n#gement

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Chapter 01 - Managers and Managing

.$. (p. (/) -eing a part of top management, at a large fast food chain, 6than spends more time on #hich function9s: of management than lo#er level managersD A. Controlling onl! -. *lanning onl! C. Eeading onl! 5. -oth leading and controlling E -oth planning and organizing Top managers devote most of their time to planning and organizing, the tas"s so crucial to determining an organization)s long-term performance.

AACSB: Reflective Thinking Bloom's: 0n,erst#n, Diffic lt!: .e,i m $e#rning %b&ective: '()'8 Differenti#te #mong three levels of m#n#gement+ #n, n,erst#n, the t#sks #n, responsibilities of m#n#gers #t ,ifferent levels in the org#ni-#tion#l hier#rch!. Topic: $evels of .#n#gement

.&. (p. (1) The a ilit! to anal!ze and diagnose a pro lem situation and distinguish et#een cause and effect is a9n:; A. human s"ill -. negotiating s"ill C. technical s"ill " conceptual s"ill 6. anal!tical s"ill Conceptual s"ills are demonstrated in the general a ilit! to anal!ze and diagnose a situation and to distinguish et#een cause and effect.

AACSB: Reflective Thinking Bloom's: Remember Diffic lt!: "#s! $e#rning %b&ective: '()'9 Disting ish bet*een three kin,s of m#n#geri#l skill+ #n, e5pl#in *h! m#n#gers #re ,ivi,e, into ,ifferent ,ep#rtments to perform their t#sks more efficientl! #n, effectivel!. Topic: .#n#gement Skills

1-',

Chapter 01 - Managers and Managing

.'. (p. (3) The a ilit! to understand, lead, and control the ehavior of other #or"ers is a9n: AAAAAAAA s"ill. A. conceptual ! human C. technical 5. controlling 6. organizing 8uman s"ills include the general a ilit! to understand, alter, lead, and control the ehavior of other individuals and groups.

AACSB: Reflective Thinking Bloom's: Remember Diffic lt!: "#s! $e#rning %b&ective: '()'9 Disting ish bet*een three kin,s of m#n#geri#l skill+ #n, e5pl#in *h! m#n#gers #re ,ivi,e, into ,ifferent ,ep#rtments to perform their t#sks more efficientl! #n, effectivel!. Topic: .#n#gement Skills

.,. (p. (3) -o #as recentl! promoted to the engineering manager position ecause of his "no#ledge and a ilit! to perform all the functions reCuired in the engineering department. -o #as promoted ecause of his AAAAAA s"ill. A. conceptual -. planning C. human " technical 6. leading Technical s"ills are the 4o -specific s"ills reCuired to perform a particular t!pe of #or" or occupation at a high level.

AACSB: Reflective Thinking Bloom's: Appl! Diffic lt!: .e,i m $e#rning %b&ective: '()'9 Disting ish bet*een three kin,s of m#n#geri#l skill+ #n, e5pl#in *h! m#n#gers #re ,ivi,e, into ,ifferent ,ep#rtments to perform their t#sks more efficientl! #n, effectivel!. Topic: .#n#gement Skills

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Chapter 01 - Managers and Managing

... (p. (3) @hat term is used to refer to the specific set of departmental s"ills, "no#ledge, and e+perience that allo#s one organization to outperform its competitorsD A Core competenc! -. Technical s"ills C. 8uman s"ills 5. 5epartmentalization 6. (pecialization Core competenc! is the term used to refer to the specific set of departmental s"ills, "no#ledge, and e+perience that allo#s one organization to outperform its competitors.

AACSB: Reflective Thinking Bloom's: Remember Diffic lt!: "#s! $e#rning %b&ective: '()'9 Disting ish bet*een three kin,s of m#n#geri#l skill+ #n, e5pl#in *h! m#n#gers #re ,ivi,e, into ,ifferent ,ep#rtments to perform their t#sks more efficientl! #n, effectivel!. Topic: .#n#gement Skills

./. (p. 4') The top management team at -an" 3(A., facing financial pro lems, decides to reduce the num er of middle managers ! 10 percent in order to cut costs. This is an e+ample of; A. innovation ! restructuring C. strateg! 5. empo#erment 6. a self-managed team <estructuring involves simplif!ing, shrin"ing, or do#nsizing an organization)s operations to lo#er operating costs.

AACSB: Reflective Thinking Bloom's: Appl! Diffic lt!: .e,i m $e#rning %b&ective: '()'5 Disc ss some m#&or ch#nges in m#n#gement pr#ctices to,#! th#t h#ve occ rre, #s # res lt of glob#li-#tion #n, the se of #,v#nce, inform#tion technolog! (:T). Topic: Ch#nges in .#n#gement

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Chapter 01 - Managers and Managing

.0. (p. 4') Eevi (trauss announced that, due to declining glo al sales, it #ould la! off 12 percent of its #or"force. This #as an e+ample of; A. a lo#-cost strateg! -. innovation C restructuring 5. empo#erment 6. realignment strateg! <estructuring involves simplif!ing, shrin"ing, or do#nsizing an organization)s operations to lo#er operating costs.

AACSB: Reflective Thinking Bloom's: Appl! Diffic lt!: .e,i m $e#rning %b&ective: '()'5 Disc ss some m#&or ch#nges in m#n#gement pr#ctices to,#! th#t h#ve occ rre, #s # res lt of glob#li-#tion #n, the se of #,v#nce, inform#tion technolog! (:T). Topic: Ch#nges in .#n#gement

/0. (p. 4() @hen an organization gives roader responsi ilities for decision-ma"ing to first-line supervisors, this is called; A. restructuring -. do#nsizing C empo#erment 5. departmentalizing 6. outsourcing 6mpo#erment is a management techniCue that involves giving emplo!ees more authorit! and responsi ilit! over ho# the! perform their #or" activities.

AACSB: Reflective Thinking Bloom's: Remember Diffic lt!: "#s! $e#rning %b&ective: '()'5 Disc ss some m#&or ch#nges in m#n#gement pr#ctices to,#! th#t h#ve occ rre, #s # res lt of glob#li-#tion #n, the se of #,v#nce, inform#tion technolog! (:T). Topic: Ch#nges in .#n#gement

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Chapter 01 - Managers and Managing

/1. (p. 4() T@A allo#s the agent-in-charge at the gate to decide #hether to give out a >free tic"et> to some passengers #hen a flight is over oo"ed. This is an e+ample of; A. innovation -. restructuring C. TIM " empo#erment 6. outsourcing 6mpo#erment is a management techniCue that involves giving emplo!ees more authorit! and responsi ilit! over ho# the! perform their #or" activities.

AACSB: Reflective Thinking Bloom's: Appl! Diffic lt!: 2#r, $e#rning %b&ective: '()'5 Disc ss some m#&or ch#nges in m#n#gement pr#ctices to,#! th#t h#ve occ rre, #s # res lt of glob#li-#tion #n, the se of #,v#nce, inform#tion technolog! (:T). Topic: Ch#nges in .#n#gement

/2. (p. 4() A restaurant allo#s the staff to give a customer free desert if it is the customer)s irthda!. This is an e+ample of; A. restructuring -. self management C. total Cualit! management " empo#erment 6. innovation 6mpo#erment is a management techniCue that involves giving emplo!ees more authorit! and responsi ilit! over ho# the! perform their #or" activities.

AACSB: Reflective Thinking Bloom's: Appl! Diffic lt!: 2#r, $e#rning %b&ective: '()'5 Disc ss some m#&or ch#nges in m#n#gement pr#ctices to,#! th#t h#ve occ rre, #s # res lt of glob#li-#tion #n, the se of #,v#nce, inform#tion technolog! (:T). Topic: Ch#nges in .#n#gement

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Chapter 01 - Managers and Managing

/$. (p. 4() A group of emplo!ees #ho assume collective responsi ilit! for organizing, controlling, and supervising their o#n #or" activities is "no#n as a; A. divisional team ! self-managed team C. #or" group 5. restructured team 6. functional team A self-managed team is a group of emplo!ees #ho assume collective responsi ilit! for organizing, controlling, and supervising their o#n #or" activities.

AACSB: Reflective Thinking Bloom's: Remember Diffic lt!: .e,i m $e#rning %b&ective: '()'5 Disc ss some m#&or ch#nges in m#n#gement pr#ctices to,#! th#t h#ve occ rre, #s # res lt of glob#li-#tion #n, the se of #,v#nce, inform#tion technolog! (:T). Topic: Ch#nges in .#n#gement

/&. (p. 44)8') @hich of the follo#ing is G%T identified in the te+t as one of the challenges for managing in a glo al environmentD A. -uilding competitive advantage -. Maintaining ethical standards C. Managing a diverse #or"force " -uilding a strong ureaucratic structure 6. *racticing glo al crisis management Toda!)s competitive glo al environment presents man! interesting challenges to managers. %ne of the main challenges is uilding a competitive advantage ! increasing efficienc!B Cualit!B speed, fle+i ilit!, and innovationB and customer responsiveness. %ther challenges are ehaving in an ethical and sociall! responsi le #a! to#ard people inside and outside the organizationB managing a diverse #or"forceB utilizing ne# 2TB and practicing glo al crisis management.

AACSB: Reflective Thinking Bloom's: 0n,erst#n, Diffic lt!: .e,i m $e#rning %b&ective: '()'/ Disc ss the princip#l ch#llenges m#n#gers f#ce in to,#!'s incre#singl! competitive glob#l environment. Topic: Ch#llenges in .#n#gement

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Chapter 01 - Managers and Managing

/'. (p. 48) @al-Mart uilt distri ution #arehouses so that it can suppl! products to its stores #ithin a 200-mile radius almost dail!. @e sa! that @al-Mart has achieved; A. empo#erment ! a competitive advantage C. increased Cualit! 5. increased innovation 6. increased diversit! A competitive advantage is the a ilit! of one organization to outperform its competitors ecause it produces desired goods or services more efficientl! and effectivel! than the! do.

AACSB: Reflective Thinking Bloom's: Appl! Diffic lt!: 2#r, $e#rning %b&ective: '()'/ Disc ss the princip#l ch#llenges m#n#gers f#ce in to,#!'s incre#singl! competitive glob#l environment. Topic: Ch#llenges in .#n#gement

/,. (p. 48) At Iualico, #or"ers are organized into Cualit! control teams and are given the responsi ilit! of continuousl! improving their performance. This is an e+ample of; A. M-% -. innovation C. empo#erment " TIM 6. self managed teams 6mplo!ees involved in TIM are often organized into Cualit! control teams and are responsi le for finding ne# and etter #a!s to perform their 4o sB the! also must monitor and evaluate the Cualit! of the goods the! produce.

AACSB: Reflective Thinking Bloom's: Appl! Diffic lt!: 2#r, $e#rning %b&ective: '()'/ Disc ss the princip#l ch#llenges m#n#gers f#ce in to,#!'s incre#singl! competitive glob#l environment. Topic: Ch#llenges in .#n#gement

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Chapter 01 - Managers and Managing

/.. (p. 48) The process of creating ne# products that customers #ant to purchase is called; A. responsiveness -. TIM C. Cualit! " innovation 6. restructuring 2nnovation, the process of creating ne# or improved goods and services that customers #ant or developing etter #a!s to produce or provide goods and services, poses a special challenge.

AACSB: Reflective Thinking Bloom's: Remember Diffic lt!: "#s! $e#rning %b&ective: '()'/ Disc ss the princip#l ch#llenges m#n#gers f#ce in to,#!'s incre#singl! competitive glob#l environment. Topic: Ch#llenges in .#n#gement

//. (p. 4/) To create a highl! trained and motivated #or"force, as #ell as to avoid la#suits, managers must esta lish human resource management 98<M: procedures and practices that are legal, are fair, and do not discriminate against an! organizational mem ers. This is a challenge of; A. uilding competitive advantage -. maintaining ethical standards C managing a diverse #or"force 5. uilding a strong ureaucratic structure 6. practicing glo al crisis management To create a highl! trained and motivated #or"force, as #ell as to avoid la#suits, managers must esta lish human resource management 98<M: procedures and practices that are legal, are fair, and do not discriminate against an! organizational mem ers.

AACSB: Reflective Thinking Bloom's: 0n,erst#n, Diffic lt!: .e,i m $e#rning %b&ective: '()'/ Disc ss the princip#l ch#llenges m#n#gers f#ce in to,#!'s incre#singl! competitive glob#l environment. Topic: Ch#llenges in .#n#gement

Essay Questions

1-,$

Chapter 01 - Managers and Managing

/0. (p. /)1) 5iscuss the relationship et#een >efficienc!> and >effectiveness> and ho# the! impact the performance of an organization. 6fficienc! is the measure of ho# #ell the organization uses its resources to achieve its goals. 6ffectiveness is a measure of the >appropriateness> of the goals selected for the particular organization and the degree to #hich the organization achieves these goals. %rganizational performance should increase in direct proportion to increases in oth efficienc! and effectiveness.

AACSB: Reflective Thinking Bloom's: 0n,erst#n, Diffic lt!: .e,i m $e#rning %b&ective: '()'( Describe *h#t m#n#gement is+ *h! m#n#gement is import#nt+ *h#t m#n#gers ,o+ #n, ho* m#n#gers tili-e org#ni-#tion#l reso rces efficientl! #n, effectivel! to #chieve org#ni-#tion#l go#ls. Topic: .#n#gement

00. (p. 1)3) @hat are the enefits of stud!ing managementD 91: Managers decide ho# to use man! of a societ!)s most valua le resources, so understanding #hat managers do and ho# the! do it is importantB 92: almost ever!one deals #ith managersB understanding management helps people deal #ith osses and co#or"ersB 9$: the 4o pa!s #ell and is interesting and satisf!ing to most people.

AACSB: Reflective Thinking Bloom's: 0n,erst#n, Diffic lt!: .e,i m $e#rning %b&ective: '()'( Describe *h#t m#n#gement is+ *h! m#n#gement is import#nt+ *h#t m#n#gers ,o+ #n, ho* m#n#gers tili-e org#ni-#tion#l reso rces efficientl! #n, effectivel! to #chieve org#ni-#tion#l go#ls. Topic: .#n#gement

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Chapter 01 - Managers and Managing

01. (p. 7) 2dentif! and descri e the three steps in the planning process. The three steps involved in planning are 91: deciding #hich goals the organization #ill pursue, 92: deciding #hat strategies to adopt to attain those goals, and 9$: deciding ho# to allocate organizational resources to pursue the strategies that attain those goals. 8o# #ell managers plan and develop strategies determines ho# effective and efficient the organization is-its performance level.

AACSB: Reflective Thinking Bloom's: Remember Diffic lt!: .e,i m $e#rning %b&ective: '()'4 Disting ish #mong pl#nning+ org#ni-ing+ le#,ing+ #n, controlling (the fo r princip#l m#n#geri#l t#sks)+ #n, e5pl#in ho* m#n#gers' #bilit! to h#n,le e#ch one #ffects org#ni-#tion#l perform#nce. Topic: 6 nctions of .#n#gement

02. (p. 7)(') 6+plain ho# a retail store can implement the t#o t!pes of strategies mentioned in the te+t. The te+t discusses 91: lo#-cost strateg! 9producing goods or services more cheapl! than competitors and charging lo#er prices: and 92: differentiation 9delivering ne#, uniCue products to customers:.

AACSB: Reflective Thinking Bloom's: Appl! Diffic lt!: 2#r, $e#rning %b&ective: '()'4 Disting ish #mong pl#nning+ org#ni-ing+ le#,ing+ #n, controlling (the fo r princip#l m#n#geri#l t#sks)+ #n, e5pl#in ho* m#n#gers' #bilit! to h#n,le e#ch one #ffects org#ni-#tion#l perform#nce. Topic: 6 nctions of .#n#gement

0$. (p. 3)(8) 5iscuss the four principal managerial tas"s. For each, give a realistic usiness e+ample of ho# a manager performs this tas". The four principal managerial tas"s are planning, organizing, leading, and controlling. Managers at all levels of the organization and in all departments perform these tas"s. 6ffective management means managing these activities successfull!.

AACSB: Reflective Thinking Bloom's: Appl! Diffic lt!: 2#r, $e#rning %b&ective: '()'4 Disting ish #mong pl#nning+ org#ni-ing+ le#,ing+ #n, controlling (the fo r princip#l m#n#geri#l t#sks)+ #n, e5pl#in ho* m#n#gers' #bilit! to h#n,le e#ch one #ffects org#ni-#tion#l perform#nce. Topic: 6 nctions of .#n#gement

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Chapter 01 - Managers and Managing

0&. (p. (5)(/) 2dentif! three levels of management and e+plain the asic responsi ilities of each. The three levels are first-line, middle, and top managers. First-line managers are responsi le for the dail! supervision of non-managerial emplo!ees. Middle managers are responsi le for finding the est #a! to use resources to achieve organizational goals. Top managers are responsi le for esta lishing organizational goals, deciding ho# departments should interact, and monitoring the performance of middle managers.

AACSB: Reflective Thinking Bloom's: 0n,erst#n, Diffic lt!: .e,i m $e#rning %b&ective: '()'8 Differenti#te #mong three levels of m#n#gement+ #n, n,erst#n, the t#sks #n, responsibilities of m#n#gers #t ,ifferent levels in the org#ni-#tion#l hier#rch!. Topic: $evels of .#n#gement

0'. (p. (/)(7) 2dentif! and riefl! define the three ma4or t!pes of managerial s"ills that managers need. Conceptual s"ills; anal!zing, diagnosing situations, distinguishing et#een cause and effect. 8uman s"ills; understanding, altering, leading, and controlling the ehavior of individuals and groups. Technical s"ills; 4o -specific "no#ledge and techniCues needed to perform an organizational role.

AACSB: Reflective Thinking Bloom's: Remember Diffic lt!: .e,i m $e#rning %b&ective: '()'9 Disting ish bet*een three kin,s of m#n#geri#l skill+ #n, e5pl#in *h! m#n#gers #re ,ivi,e, into ,ifferent ,ep#rtments to perform their t#sks more efficientl! #n, effectivel!. Topic: .#n#gement Skills

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Chapter 01 - Managers and Managing

0,. (p. (3) 2dentif! and discuss three of the >human s"ills> that a good manager needs to possess. For each, give a realistic usiness e+ample of ho# a manager could use each of these three s"ills. 8uman s"ills include 91: understanding 9empathizing, valuing differences, sensitivit!, listening:B 92: altering 9influencing people to change:B 9$: leading 9motivating, challenging:B 9&: controlling the ehaviors or other individuals and groups.

AACSB: Reflective Thinking Bloom's: Appl! Diffic lt!: .e,i m $e#rning %b&ective: '()'9 Disting ish bet*een three kin,s of m#n#geri#l skill+ #n, e5pl#in *h! m#n#gers #re ,ivi,e, into ,ifferent ,ep#rtments to perform their t#sks more efficientl! #n, effectivel!. Topic: .#n#gement Skills

0.. (p. (3) @hat is a >core competenc!>D 8o# is it related to a competitive advantageD 7ive an e+ample of core competenc!. The term core competenc! is often used to refer to the specific set of departmental s"ills, "no#ledge, and e+perience that allo#s one organization to outperform its competitors. 2n other #ords, departmental s"ills that create a core competenc! give an organization a competitive advantage.

AACSB: Reflective Thinking Bloom's: Appl! Diffic lt!: .e,i m $e#rning %b&ective: '()'9 Disting ish bet*een three kin,s of m#n#geri#l skill+ #n, e5pl#in *h! m#n#gers #re ,ivi,e, into ,ifferent ,ep#rtments to perform their t#sks more efficientl! #n, effectivel!. Topic: .#n#gement Skills

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Chapter 01 - Managers and Managing

0/. (p. (3) 5iscuss the importance of a manager having technical s"ills. Managers and emplo!ees #ho possess the same "inds of technical s"ills t!picall! ecome mem ers of a specific department and are "no#n as, for e+ample, mar"eting managers or manufacturing managers. Managers are grouped into different departments ecause a ma4or part of a manager)s responsi ilit! is to monitor, train, and supervise emplo!ees so their 4o specific s"ills and e+pertise increase. % viousl! this is easier to do #hen emplo!ees #ith similar s"ills are grouped into the same department ecause the! can learn from one another and ecome more s"illed and productive at their particular 4o s.

AACSB: Reflective Thinking Bloom's: 0n,erst#n, Diffic lt!: .e,i m $e#rning %b&ective: '()'9 Disting ish bet*een three kin,s of m#n#geri#l skill+ #n, e5pl#in *h! m#n#gers #re ,ivi,e, into ,ifferent ,ep#rtments to perform their t#sks more efficientl! #n, effectivel!. Topic: .#n#gement Skills

00. (p. 4') ><estructuring> is a popular management techniCue in recent usiness e+perience #ithin the 3nited (tates. 5efine this term. 5iscuss oth its positive and negative effects on the usiness that is restructured. <estructuring is do#nsizing an organization ! eliminating the 4o s of large num ers of top, middle, and first-line managers and nonmanagerial emplo!ees. The positive effects lie primaril! in a reduction of overhead costs from the salaries and enefits associated #ith the managers #ho have een laid off in the restructuring efforts. The negative effects include a reduction in morale among the emplo!ees #ho are left to #or" in the organization, an increased feeling of 4o insecurit! among emplo!ees #ho are left in the organization, and a reduction in customer service Cualit! ecause of fe#er emplo!ees remaining to deal #ith customer complaints and concerns.

AACSB: Reflective Thinking Bloom's: Appl! Diffic lt!: .e,i m $e#rning %b&ective: '()'5 Disc ss some m#&or ch#nges in m#n#gement pr#ctices to,#! th#t h#ve occ rre, #s # res lt of glob#li-#tion #n, the se of #,v#nce, inform#tion technolog! (:T). Topic: Ch#nges in .#n#gement

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Chapter 01 - Managers and Managing

100. (p. 4() 6+plain the significance of 2T #ith regards to empo#ering emplo!ees and facilitating self-managed teams. 2T e+pands emplo!ees) 4o "no#ledge and increases the scope of their 4o responsi ilities, increasing emplo!ees) autonom! and responsi ilit!. For self-managed teams, 2T provides them #ith real-time information a out performance, and a self-managed team can often find #a!s to #or" more efficientl! and also assume man! tas"s and responsi ilities previousl! performed ! managers.

AACSB: Reflective Thinking Bloom's: 0n,erst#n, Diffic lt!: 2#r, $e#rning %b&ective: '()'5 Disc ss some m#&or ch#nges in m#n#gement pr#ctices to,#! th#t h#ve occ rre, #s # res lt of glob#li-#tion #n, the se of #,v#nce, inform#tion technolog! (:T). Topic: Ch#nges in .#n#gement

101. (p. 4() 5efine the t#o ma4or trends of empo#erment and self-managed #or" teams, and give a realistic usiness e+ample of each of these. The t#o ma4or changes are empo#erment 9e+panding the #or"ers) tas"s and responsi ilities: and self-managed teams 9supervise their o#n activities and monitor the Cualit! of their outputs:. -oth of these changes allo# #or"ers to assume more responsi ilit! for the Cualit! of their #or".

AACSB: Reflective Thinking Bloom's: Appl! Diffic lt!: .e,i m $e#rning %b&ective: '()'5 Disc ss some m#&or ch#nges in m#n#gement pr#ctices to,#! th#t h#ve occ rre, #s # res lt of glob#li-#tion #n, the se of #,v#nce, inform#tion technolog! (:T). Topic: Ch#nges in .#n#gement

102. (p. 44)49) 2dentif! and discuss the >four uilding loc"s> of competitive advantage. The four loc"s are increasing efficienc!, innovation, customer responsiveness, and Cualit!.

AACSB: Reflective Thinking Bloom's: Remember Diffic lt!: .e,i m $e#rning %b&ective: '()'/ Disc ss the princip#l ch#llenges m#n#gers f#ce in to,#!'s incre#singl! competitive glob#l environment. Topic: Ch#llenges in .#n#gement

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Chapter 01 - Managers and Managing

10$. (p. 41) 5iscuss ho# Accenture, a glo al management consulting compan!, uses diversit! to promote emplo!ee performance and customer satisfaction. At Accenture, managers at all levels realize consultants ring distinct e+periences, talents, and values to their #or", and a ma4or management initiative is to ta"e advantage of that diversit! to encourage colla oration et#een consultants to improve the service Accenture provides to each of its clients. -ecause Accenture)s clients are also diverse ! countr!, religion, ethnicit!, and so forth, it tries to match its teams of consultants to the attri utes of its diverse clients.

AACSB: Reflective Thinking Bloom's: Appl! Diffic lt!: 2#r, $e#rning %b&ective: '()'/ Disc ss the princip#l ch#llenges m#n#gers f#ce in to,#!'s incre#singl! competitive glob#l environment. Topic: Ch#llenges in .#n#gement

10&. (p. 44)8') 5iscuss the challenges faced ! managers in toda!)s competitive glo al environment. Toda!)s competitive glo al environment presents man! interesting challenges to managers. %ne of the main challenges is uilding a competitive advantage ! increasing efficienc!B Cualit!B speed, fle+i ilit!, and innovationB and customer responsiveness.

AACSB: Reflective Thinking Bloom's: 0n,erst#n, Diffic lt!: 2#r, $e#rning %b&ective: '()'/ Disc ss the princip#l ch#llenges m#n#gers f#ce in to,#!'s incre#singl! competitive glob#l environment. Topic: Ch#llenges in .#n#gement

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