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Exam 7: Management and Leadership

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Question 51

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Liz is a first-line manager at her company, which is very traditional in its approach to management. In her position, Liz probably spends a lot of time giving employees detailed and specific instructions.

A) True
B) False

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Question 52

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Conceptual skills refer to the ability of a manager to perform the tasks associated with a specific discipline or department.

A) True
B) False

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Question 53

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are units within an organization that receive services from other units within the organization.

Goals are developed and agreed to by management so that the workers can follow them.

A(n) is used by an organization to show who is accountable for the completion of specific work and who reports to whom.

Which of the following management positions is responsible for getting the right information to other managers to enable them to make better decisions?

In many smaller firms the manager's role is to direct the employees, telling them exactly what to do.

is concerned with finding the right information and making that information accessible and understood by everyone in an organization.

Because of the complex nature of their jobs, top managers spend most of their time developing and using technical skills.

Because of advancements in technology, it is likely that you will work for the same company for most of your career.

are broad, long-term accomplishments an organization wants to achieve.

At Lifeline Pharmaceuticals, highly regarded research personnel rely on top management to provide strategic direction. Beyond that, researchers work on their own to develop new drugs to satisfy customer needs and company profit objectives. Middle management at Lifeline practice .

Mini-Case Lauzy Fare left his position as senior vice president at Blue Skies Electronics a few weeks ago to become the new CEO of Idle Time Gaming. Before joining the new company, Lauzy spent time studying Idle Time's competitive position and talking to employees in all divisions and at all levels of the organization. Based on his findings, Lauzy believes that Idle Time has potential, but also faces some serious challenges if it expects to grow. Lauzy found that when confronted by him, most of Idle Time's professional employees seemed almost afraid to express their opinions. He learned that Otto Craddick, the previous CEO and founder of the company viewed himself as the boss, and, as such, micromanaged every aspect of the business. This discouraged employees from using their own initiatives and ideas to solve problems. For example, Otto required sales and service representatives to get his approval before they made any major commitments to customers. Otto's policy prevented the organization from responding quickly to customer requests, so sales were lost. Unlike his predecessor, Lauzy believes it is important for sales and service personnel to be able to deal with many types of customer requests without needing approval from top management. He is confident that giving employees the authority and flexibility to deal with customers, and providing them with the training and resources to help them do so, will improve morale within the company, create customer satisfaction, and grow revenues. Lauzy also wants to make workers throughout the organization feel more appreciated. He plans to continue meeting with them on a regular basis to seek their advice. He hopes his work colleagues will eventually respond to his leadership style. He has already encouraged middle managers to get employees more involved in decision-making, and has suggested some problem solving techniques the managers could try. Although he thought that changing the rigidity of the company culture would be his first challenge at the new firm, Lauzy quickly realized that there were no standards in place to measure the progress of changes in internal morale, customer satisfaction, and profitability. He has asked managers in those departments to spend more time setting performance standards and then monitoring actual performance. Lauzy is confident that in a relatively short period of time internal changes will lead to good company performance. As a member of top management, Lauzy performs a variety of important tasks. -Lauzy seems to prefer a(n) style of leadership.

The first step in developing a knowledge management system is to:

If managers do a good job planning and organizing, there shouldn't be a need for them to be involved with controlling.

Jenna Raiter, the president and CEO of AutoMotion Auto Service Centers, has asked several managers and employees to help establish a statement to outline the fundamental purposes of their company. The result of this effort is likely to be a document known as a(n) :

According to the "Reaching Beyond Our Borders" box in Chapter 7, a key problem in expanding in global markets is a lack of professional managers to run operations.

One trend of the "leading" management function is to empower employees, giving them as much freedom as possible to become self-directed and self-motivated.

The type of planning that is concerned with developing detailed short-term actions about what is to be done, who is to do it, and how it is to be done is known as planning.

The recession of 2008-2009 eliminated many middle managers giving the remaining managers more employees to supervise.