BADM 110 Introduction to Management
Exam #1 (Chapters 1-5) Questions with
Verified Answers
The Four Functions of Management
POLC / POCCC - ANSWER-Planning, Organizing, Coordinating, Commanding, and
Controlling
has been updated by textbooks by changing it to:
1. Planning
2. Organizing
3. Leading
4. Controlling
planning - ANSWER-involves determining organizational goals as well as the means
of achieving them.
Planning leads to larger profits and greater growth than in companies that do not
plan.
Planning is one of the best ways to improve organizational performance.
key strategic PLANNING question - ANSWER-what business are we in?
why does planning work? - ANSWER-1. encourages people to work hard.
2. focus is on behaviour directly related to accomplishing goals.
3. encourages people to think of better ways to do their jobs.
organizing - ANSWER-deciding where decisions will be made, who will do what jobs
and tasks, and who will work for whom
eg: organizational chart
leading - ANSWER-inspiring and motivating employees to work hard to achieve
organizational goals.
W. Edward Demings definition of leadership - ANSWER-"the aim of leadership
should be to improve the performance of man and machine, to improve quality, to
increase output, and simultaneously to bring pride of workmanship to people. Put in
a negative way, the aim of leadership is not merely to find and record failures of
men, but to remove the causes of failure: to help people do a better job with less
effort."
controlling - ANSWER-involves monitoring progress towards goal achievement AND
taking corrective action when progress isn't being made.
1. are we going to achieve our goals?
2. IF NO what are we going to do to get on track?
,basic controlling process - ANSWER-1. setting standards to achieve goals.
2. comparing actual performance to the standards.
3. making changes to ensure standards are met.
four kinds managers - ANSWER-top managers, middle managers, first-line
managers, team leaders
top managers - ANSWER-CEO, COO, CFO, CIO, Vice President, Corporate Heads
responsibilities: change, commitment, culture, environment
middle managers - ANSWER-general manager, plant manager, regional manager,
divisional manager
responsibilities: resources, objectives, coordination, subunit performance, strategy
implementation
first line managers - ANSWER-office manager, shift supervisor, department manager
responsibilities: non managerial worker supervision, teaching and training,
scheduling, facilitation
team leader - ANSWER-team leader, team contact, group facilitator
responsibilities: facilitation, external relationships, internal relationships
what do top managers do? - ANSWER-responsible for the overall direction of the
organization:
1. responsible for creating a context of change (a long range vision or mission).
CEO's are often fired if they do not bring change quickly enough. VIP
2. Develop employee's commitment and ownership of the company's performance.
VIP
3. Create a positive organizational culture. Need to send clear consistent messages.
VIP
4. Monitor the business environment (customers, competitors + socioeconomic &
social trends).
what do middle managers do? - ANSWER-responsible for setting objectives
consistent with top management's goals and for planning and implementing subunit
strategies to achieve those goals.
1. they plan and allocate resources to meet objectives.
2. they coordinate and link, groups and departments and divisions in the company.
3. monitor and manage the performance of sub-units and of individual managers.
4. responsible for implementing the changes or strategies generated by top
managers.
what do first-line managers do? - ANSWER-manage the performance of the entry-
level employees who are directly responsible for producing a company's goods and
services.
1. they encourage, monitor, and reward the performance of their workers.
2. they teach the employees how to do their jobs.
3. they make detailed schedules and operating plans based on intermediate plans
from middle management.
,4. look 7-10 days ahead for hiring needs.
what do team leaders do? - ANSWER-a new form of manager which has emerged
from the development of self managed teams.
Self managed teams do not have traditional managers. the members of the team
perform the managerial functions.
The traditional manager had the power to hire and fire the team leader does not.
1. team leaders are primarily responsible for facilitating team activities towards
accomplishing a goal.
2. they ARE NOT responsible for team performance, the team is.
3. team leaders help team members:
a) plan and schedule work
b) learn to solve problems
c) work effectively with one another. This is critical.
d) team leaders help manage external relationships. Promoting cooperation with
teams.
planning time frame of top manager - ANSWER-longterm plans
3-5 years
planning time frame of middle managers - ANSWER-intermediate plans
6-18 months
planning time frame of first line managers - ANSWER-plans and actions that produce
results in two weeks.
Mintzberg's Managerial Roles - ANSWER-Interpersonal, informational, decisional
roles
Interpersonal roles - ANSWER-figurehead, leader, liaison
informational roles - ANSWER-monitor, disseminator, spokesperson
decisional roles - ANSWER-entrepreneur, disturbance handler, resource allocator,
negotiator
figurehead (interpersonal) - ANSWER-managers perform ceremonial duties
leader (interpersonal) - ANSWER-managers motivate and encourage workers to
accomplish objectives.
liaison (interpersonal) - ANSWER-managers deal with people outside their units.
monitor (informational) - ANSWER-managers scan their environment for information.
disseminator (informational) - ANSWER-managers share information with others in
their company.
spokesperson (informational) - ANSWER-managers share information with others
outside their departments or companies.
, entrepreneur (decisional) - ANSWER-managers adapt to incremental change
disturbance handler (decisional) - ANSWER-managers respond to problems that
demand immediate action
resource allocator (decisional) - ANSWER-managers decide who gets what
resources
negotiator (decisional) - ANSWER-mangers negotiate schedules, projects, goals,
outcomes, resources, and raises.
what companies look for in managers - ANSWER-technical skills, human skills,
conceptual skills, motivation to manage
*managers of above average intelligence outperform managers of average
performance by 48%.
technical skills - ANSWER-ability to apply the specialized procedures, techniques,
and knowledge required to get the job done.
most important for lower level managers because managers supervise workers who
produce products/serve customers. team leaders and first-line managers need
technical knowledge/skills to train new employees and to help employees solve
problems. technical skills are less important as managers rise through managerial
ranks.
human skills - ANSWER-ability to work well with others; is equally important at all
levels of management, from first-line supervisors to CEOs.
upper level managers may spend more time dealing directly with people.
conceptual skills - ANSWER-ability to see the organization as a whole, how the
different parts of the company affect each other, and how the company fits into or is
affected by its external environment.
increases importance as managers rise through management hierarchy
motivation to manage - ANSWER-assessment of how motivated employees are to
interact with superiors, participate in competitive situations, behave assertively
toward others, tell others what to do, reward good behaviour and punish poor
behaviour, perform actions that are highly visible to others, and handle and organize
administrative tasks.
a) Managers have stronger motivation to manage than subordinates
b) higher level managers usually have stronger motivation to manage versus lower
level managers. c) managers with strong motivation to manage are promoted faster,
rated by employees as better managers, and earn more money than managers with
weak motivation to manage.
mistakes managers make - ANSWER-1. being insensitive to others, through their
abrasive, intimidating, and bullying management style.
2. betraying a trust - not doing what you said you would do when you said you would
do it.
Exam #1 (Chapters 1-5) Questions with
Verified Answers
The Four Functions of Management
POLC / POCCC - ANSWER-Planning, Organizing, Coordinating, Commanding, and
Controlling
has been updated by textbooks by changing it to:
1. Planning
2. Organizing
3. Leading
4. Controlling
planning - ANSWER-involves determining organizational goals as well as the means
of achieving them.
Planning leads to larger profits and greater growth than in companies that do not
plan.
Planning is one of the best ways to improve organizational performance.
key strategic PLANNING question - ANSWER-what business are we in?
why does planning work? - ANSWER-1. encourages people to work hard.
2. focus is on behaviour directly related to accomplishing goals.
3. encourages people to think of better ways to do their jobs.
organizing - ANSWER-deciding where decisions will be made, who will do what jobs
and tasks, and who will work for whom
eg: organizational chart
leading - ANSWER-inspiring and motivating employees to work hard to achieve
organizational goals.
W. Edward Demings definition of leadership - ANSWER-"the aim of leadership
should be to improve the performance of man and machine, to improve quality, to
increase output, and simultaneously to bring pride of workmanship to people. Put in
a negative way, the aim of leadership is not merely to find and record failures of
men, but to remove the causes of failure: to help people do a better job with less
effort."
controlling - ANSWER-involves monitoring progress towards goal achievement AND
taking corrective action when progress isn't being made.
1. are we going to achieve our goals?
2. IF NO what are we going to do to get on track?
,basic controlling process - ANSWER-1. setting standards to achieve goals.
2. comparing actual performance to the standards.
3. making changes to ensure standards are met.
four kinds managers - ANSWER-top managers, middle managers, first-line
managers, team leaders
top managers - ANSWER-CEO, COO, CFO, CIO, Vice President, Corporate Heads
responsibilities: change, commitment, culture, environment
middle managers - ANSWER-general manager, plant manager, regional manager,
divisional manager
responsibilities: resources, objectives, coordination, subunit performance, strategy
implementation
first line managers - ANSWER-office manager, shift supervisor, department manager
responsibilities: non managerial worker supervision, teaching and training,
scheduling, facilitation
team leader - ANSWER-team leader, team contact, group facilitator
responsibilities: facilitation, external relationships, internal relationships
what do top managers do? - ANSWER-responsible for the overall direction of the
organization:
1. responsible for creating a context of change (a long range vision or mission).
CEO's are often fired if they do not bring change quickly enough. VIP
2. Develop employee's commitment and ownership of the company's performance.
VIP
3. Create a positive organizational culture. Need to send clear consistent messages.
VIP
4. Monitor the business environment (customers, competitors + socioeconomic &
social trends).
what do middle managers do? - ANSWER-responsible for setting objectives
consistent with top management's goals and for planning and implementing subunit
strategies to achieve those goals.
1. they plan and allocate resources to meet objectives.
2. they coordinate and link, groups and departments and divisions in the company.
3. monitor and manage the performance of sub-units and of individual managers.
4. responsible for implementing the changes or strategies generated by top
managers.
what do first-line managers do? - ANSWER-manage the performance of the entry-
level employees who are directly responsible for producing a company's goods and
services.
1. they encourage, monitor, and reward the performance of their workers.
2. they teach the employees how to do their jobs.
3. they make detailed schedules and operating plans based on intermediate plans
from middle management.
,4. look 7-10 days ahead for hiring needs.
what do team leaders do? - ANSWER-a new form of manager which has emerged
from the development of self managed teams.
Self managed teams do not have traditional managers. the members of the team
perform the managerial functions.
The traditional manager had the power to hire and fire the team leader does not.
1. team leaders are primarily responsible for facilitating team activities towards
accomplishing a goal.
2. they ARE NOT responsible for team performance, the team is.
3. team leaders help team members:
a) plan and schedule work
b) learn to solve problems
c) work effectively with one another. This is critical.
d) team leaders help manage external relationships. Promoting cooperation with
teams.
planning time frame of top manager - ANSWER-longterm plans
3-5 years
planning time frame of middle managers - ANSWER-intermediate plans
6-18 months
planning time frame of first line managers - ANSWER-plans and actions that produce
results in two weeks.
Mintzberg's Managerial Roles - ANSWER-Interpersonal, informational, decisional
roles
Interpersonal roles - ANSWER-figurehead, leader, liaison
informational roles - ANSWER-monitor, disseminator, spokesperson
decisional roles - ANSWER-entrepreneur, disturbance handler, resource allocator,
negotiator
figurehead (interpersonal) - ANSWER-managers perform ceremonial duties
leader (interpersonal) - ANSWER-managers motivate and encourage workers to
accomplish objectives.
liaison (interpersonal) - ANSWER-managers deal with people outside their units.
monitor (informational) - ANSWER-managers scan their environment for information.
disseminator (informational) - ANSWER-managers share information with others in
their company.
spokesperson (informational) - ANSWER-managers share information with others
outside their departments or companies.
, entrepreneur (decisional) - ANSWER-managers adapt to incremental change
disturbance handler (decisional) - ANSWER-managers respond to problems that
demand immediate action
resource allocator (decisional) - ANSWER-managers decide who gets what
resources
negotiator (decisional) - ANSWER-mangers negotiate schedules, projects, goals,
outcomes, resources, and raises.
what companies look for in managers - ANSWER-technical skills, human skills,
conceptual skills, motivation to manage
*managers of above average intelligence outperform managers of average
performance by 48%.
technical skills - ANSWER-ability to apply the specialized procedures, techniques,
and knowledge required to get the job done.
most important for lower level managers because managers supervise workers who
produce products/serve customers. team leaders and first-line managers need
technical knowledge/skills to train new employees and to help employees solve
problems. technical skills are less important as managers rise through managerial
ranks.
human skills - ANSWER-ability to work well with others; is equally important at all
levels of management, from first-line supervisors to CEOs.
upper level managers may spend more time dealing directly with people.
conceptual skills - ANSWER-ability to see the organization as a whole, how the
different parts of the company affect each other, and how the company fits into or is
affected by its external environment.
increases importance as managers rise through management hierarchy
motivation to manage - ANSWER-assessment of how motivated employees are to
interact with superiors, participate in competitive situations, behave assertively
toward others, tell others what to do, reward good behaviour and punish poor
behaviour, perform actions that are highly visible to others, and handle and organize
administrative tasks.
a) Managers have stronger motivation to manage than subordinates
b) higher level managers usually have stronger motivation to manage versus lower
level managers. c) managers with strong motivation to manage are promoted faster,
rated by employees as better managers, and earn more money than managers with
weak motivation to manage.
mistakes managers make - ANSWER-1. being insensitive to others, through their
abrasive, intimidating, and bullying management style.
2. betraying a trust - not doing what you said you would do when you said you would
do it.
