1. After objectives and standards are set, what step comes next in the control process?

Measure results
2. When a soccer coach tells her players at the end of a losing game: “you really played well and stayed with the game
plan, “ she is using a/an Output standard as a measure of performance.
3. When an automobile manufacturer is careful to purchase only the highest – quality components for use in production,
this is an example of an attempt to ensure high performance through Feedforward control.
4. Management by exception means Focusing attention where the need for action is greatest.
5. When a supervisor working alongside an employee corrects him or her when a mistake is made, this is an example of
Concurrent control.
6. If an organization’s top management visits a firm in another industry to learn more about its excellent record in hiring
and promoting minority and female candidates, this is an example of using relative comparison for control purposes.
7. The control equation states: Need for action = desired performance – actual performance.
8. When a UPS manager compares the amount of time a driver takes to accomplish certain deliveries against a standard
set through scientific analysis of her delivery route, this is known as an engineering comparison.
9. Projects are unique one – time events that must be completed by a specific time.
10. The Gantt chart graphically displays the scheduling of tasks required to complete a project.
11. In CPM/PERT, “CPM” stands for critical path method.
12. In a CPM/PERT analysis the focus is on activities and the event sequence that link them together with the finished
project.
13. A manager following the “hot stove rules” of progressive discipline would Focus the reprimand on actions, not
personality
14. Among the financial ratios used for control, current assets/current liabilities are known as the current ratio.
15. With respect to return on assets (ROA) and the debt ratio, the preferred directions when analyzing them from a control
standpoint are Increase ROA, decrease debt.
16. If forced costs are 10,000, variable costs are 4 per unit, and the target selling price per unit is 8, what is the break even
point? 2500

1. List the four steps in the controlling process and give examples of each.
2. How might feedforward control be used by the owner/manager of a local bookstore?
3. How does Douglas McGregor’s Theory Y relate to the concept of internal control?
4. How does a progressive discipline system work?

1. Pluralism and the absence of discrimination and prejudice in policies and practices are two important hallmarks of a
multicultural organization.
2. When members of minority cultures feel that they have to behave in ways similar to the majority culture, this is called
biculturalism.
3. An executive pursuing transformational change would give highest priority to which one of the change targets?
The organizational culture
4. A manager using a force – coercion strategy will rely on formal authority to bring about change.
5. The most participative of the planned change strategies is shared power.
6. Trying to covertly influence others, offering only selective information and structuring events is favour of the
desire change, is a way of dealing with resistance by manipulation and co – optation.
7. Stories, rituals, and heroes are most associated with the observable culture of an organization.
8. The presence or absence of a felt need for change is a key issue in the unfreezing phase of the planned change process.
9. The concept of empowerment is most often associated with the normative reeducative strategy of planned change.
10. Engineers, scientists, and information systems specialists are likely to become part of separate occupational
subcultures in an organization.
11. The quality concept of continuous improvement is most consistent with the notion of incremental change.
12. True internalization and commitment to a planned change is most likely to occur when a manager uses a(n)
shared power change strategy.
13. when a manger listens to users, makes adaptations, and continuously tweaks and changes a new MIS as it is
being implemented, the approach to technological change can be described as improvisational.
14. In change management, the recommendation is to view resistance to change as feedback of potential value.
15. When members of a dominant subculture, such as white males, make it hard for member of minority
subcultures, such as women, to advance to higher level positions in the organization, this is called the glass ceiling
effect.
1. What core values might be found in high – performance organizational cultures?
Core values indicate important beliefs that underlie organizational expectations about the behaviour and
contributions of members. Sample values for high – performance organization might include expressed
commitments to honesty and integrity, innovation, customer service, quality and respect for people.
2. Why is it important for managers to understand subcultures in organizations?
Subcultures are important in organizations because of the many aspects of diversity found in the workforce.
Although working in the same organization and sharing the same organizational culture, members differ in
subculture affiliations based on such aspects as gender, age, and ethnic differences, as well as in respect to
occupational and functional affiliations. It is important to understand how subculture differences may influence
work relationships.
3. What are the three phase of change described by Lewin, and what are their implications for change
leadership?

Unfreezing – preparing a system for change; changing – moving or creating change in a system; and refreezing –
stabilizing and reinforcing change once it has occurred. In addition, we might talk about an additional or parallel
phase of “improvising”. This calls for change leadership that is good at gathering feedback, listening to resistance,
and making constructive modifications as the change is in progress to smooth its implementation and make sure
what is implemented is a best fit for the circumstances and people involved.

4. What are the major differences in potential outcomes of using the force – coercion, rational persuasion, and
shared power strategies of planned change?
5. Two businesswomen, former college roommates, are discussing their jobs and careers over lunch. You
overhear one saying to the other. “i work for a large corporation, while you own a small retail business. In my
company there is a strong corporate culture and everyone feels its influence. In fact, we are always expected to
act in ways that support the culture and serve as role models for others to do so as well. This includes a
commitment to diversity and multiculturalism. Because of the small size of your firm, things like corporate
culture, diversity, and multiculturalism are not so important to worry about.” Do you agree or disagree with this
statement? why?

I disagree with this statement, because a strong organizational or corporate culture can be a positive influence on
any organization, large or small. Also, issues of diversity, inclusiveness, and multiculturalism apply as well. In fact,
such things as a commitment to pluralism and respect for diversity should be part of the core values and
distinguishing features of the organizational’s culture. The woman working for the large company is mistaken in
thinking that the concepts do not apply to her friend’s small business. In fact, the friend – as owner and perhaps
founder of the business – should be working hard to establish the values and other elements that will create a
strong and continuing culture and respect for diversity. Employees of any organization should have core
organizational values to serve as reference points for their attitudes and behaviour. The rites and rituals of everyday
organizational life are also important ways to

1. The main purpose of organizing as a management function is to arrange people and resources to accomplish work.
2. Structure is the system of tasks, reporting relationships, and communications that links together the various parts of an
organization.
3. Transmission of rumors and resistance to change are potential disadvantages often associated with informal
structures.
4. An organization chart showing vice presidents of marketing, finance, manufacturing, and purchasing all reporting to the
president is depicting a functional structure.
5. The “two – boss” system of reporting relationships is found in the matrix structure.
6. A manufacturing business with a functional structure has recently developed two new product lines. The president of
the company might consider shifting to a/an divisional structure to gain a stronger focus on each product.
7. Better lower – level teamwork and more top – level strategic management are among the expected advantages of a
matrix structure.
8. “tall” organizations tend to have long chains of command and narrow spans of control.
9. The functional chimneys problem occurs when people in different functions fail to communicate with one another.
10. Matrix structure tries to combine the best elements of the functional and divisional forms.
11. A student volunteers to gather information on a company for a group case analysis project. The other members of the
group agree, and tell her to go ahead and choose the information sources. In terms of delegation, this group is giving the
student authority to fulfil the agreed – upon task.
12. The current trend in the use of staff in organizations is to reduce the number of staff personnel.
13. The bureaucratic organization described by Max Weber is similar to the mechanistic organization described by Barns
and Stalker.
14. Which type of organization design best fits an uncertain and changing environment? Organic
15. Which type of organization is most likely to use lots of external strategic alliances? Network

1. What symptoms might indicate that a functional structure is causing problems for the organization?
The functional structure is prone to problems of internal coordination. One symptom may be that the different functional
areas, such as marketing and manufacturing, are not working well together. This structure is also slow in responding to
changing environmental trends and challenges. If the firm finds that its competitors are getting to market faster with new
and better products, this is another potential indicator that the functional structure is not supporting operations properly.
2. Explain by example the concept of a network organization structure.
A network structure often involves one organization “contracting out” aspects of its operations to other organizations that
specialize in them. The example used in the text was of a company that contracted out its mailroom services. Through the
formation of networks of contracts, the organization is reduced to a core of essential employees whose expertise is
 concentrated in the primary business areas. The contracts are monitored and maintained in the network to allow the
overall operations of the organization to continue, even though they are not directly accomplished by full – time
employees.
3. Explain the practical significance of this statement: “Organizational design should be done in contingency fashion.”
The term “contingency” is used in management to indicate that management strategies and practices should be tailored to
fit the unique needs of individual situations. There is no universal solution that fits all problems and circumstances. Thus, in
organizational design, contingency thinking must be used to identify and implement particular organizational points in time.
What works well at one point in time may not work well at another, as the environment and other conditions change.
For example, the more complex, variable, and uncertain the elements in the environment, the more difficult it is for the
organization to operate. This situation calls for a more organic design. In a stable and more certain environment, the
mechanistic design is appropriate, because operations are more routine and predictable.
4. Describe two trends in organizational design and explain their importance to managers?
5. Faisal must first have confidence in the two engineers – he must trust them and respect their capabilities. Second, he
must have confidence in himself, trusting his own judgement to give up some work and allow the others to do it. Third, he
should follow the rules of effective delegation. These include being very clear on what must be accomplished by each
engineer.
Their responsibilities should be clearly understood. He must also give them the authority to act in order to fulfil their
responsibility, especially in relationship to the other engineers. And he must not forget his own final accountability for the
results. He should remain in control and, through communication, make sure that work proceeds as planned.

1. What is the nature of leadership?

2. What are the important leadership traits and behaviours?

Traits:

Drive, self – confidence, creativity, cognitive ability, business knowledge, motivation, flexibility, honesty and integrity.

3. What are the contingency theories of leadership?

4. What are some current issues in leadership development?