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2nd Long Test -Organization and Management

Name:__________________________________________Section:_______________

1. It refers to the level of management that deals with strategic planning, long term organization
concerns and its stability

2. It refers to the level management that consist of the President, CEO, Vice Chairman, COO and the like

3.They determine broad strategic strokes for the organization in general, and focus on the big picture

4. They are intermediate management level accountable to top management and responsible for
leading lower level managers.

5. They lead the frontliner managers, and accountable to the top-level management

6. They generally revolve around enabling teams of workers to perform effectively and efficiently and
reporting these performance indicators to upper management.

7. They are the center of a hierarchical organization, subordinate to the senior management but above
the lowest levels of operational staff.

8. Level of management that consist of general managers, branch managers, and department
managers.

9. They are the first line of managers as they feature at the base of operations, so they are essential
personnel that communicates the fundamental problems of the firm to the higher levels

10. They represent the management to the operative workers as they ensure discipline and efficiency in
the organization.

11. They represents the problems or grievances of workers before the middle level management.

12. Includes creative, analytical and innovative skills of a manager.

13. Also known as interpersonal skills.

14. This skills are mostly required by the top-level management because they spend more time in
planning, organizing and problem solving.

15.Ability of the manager to make use of equipment, machinery and techniques

Essay:

1. Enumerate the 3 levels of management. Classified them. Cite an example.


2. If you are the manager of the company how you going to assess your employee based in the
skills of the manager. give atleast 2 scenario and defend your answer.

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