MGMT 309 CHAPTER 1-6 TEST QUESTIONS AND
ANSWERS
organization - ANSWER Group of individuals working together in an
organized and structured way to achieve a set of goals
4 types of organizational resources - ANSWER Human resources: labor and
managerial ability
Financial resources: capital investment to finance ongoing and long term
operations
Physical resources: Raw materials; production equipment and office facilities
and equipment
Informational resources: actionable information necessary to make effective
decisions
4 managerial functions - ANSWER
1. Planning and decision making: Establishing goals and deciding on courses of
action
2. Organizing: Directing activities and resources
3. Leading: Directing and motivating individuals **most
important/challenging**
4. Controlling: Monitoring performance and adjusting activities
Management - ANSWER Set of activities directed at an organizations
resources with the goal of achieving organizational objectives in an effective
and efficient manner
effective/efficient - ANSWER efficient: making good use of resources and
being cost-effective
effective: making good decisions and implementing them properly
,Levels of management - ANSWER Top level: Small group of executives who
establish organization's goals, overall strategy, and operating policies. Ex: CEO,
Prez, VP
Middle managers: Largest group. Plant/operations managers, department heads.
Implement policies and supervise and coordinate activities of lower level
managers
First-line managers: Supervise and coordinate activities of operating employees.
Supervisor, office manager, coordinator.
Areas of management (6) - ANSWER
Marketing: Product development, promotion and distribution
Financial: Deal with organization's financial resources. Accounting,
investments, cash management
Operations:involved with systems that create products/services. Production
control, inventory, etc.
Human Resources: Hiring and developing employees.
Administrative: Generalists familiar with all functional areas
Other: Specialized managerial positions. Ex: public relations, research and
development, etc.
Mintzberg's Managerial Roles (3) - ANSWER
Interpersonal: Interacting with other people. Figurehead (symbolic ceremonies),
leader (encourager/motivator), liaison (coordinates with other people)
Informational: Managing information. Monitor (seeks info of value),
disseminator (transmitting relevant info), spokesperson (formally relays info
externally)
Decisional: Entrepreneur (initiator of change), disturbance handler (handles
problems like strikes), resource allocator (decides how resources are allocated),
negotiator (negotiates w/other groups)
Managerial Skills (7) - ANSWER
1. Technical: skills necessary to finish work being done
2. Interpersonal: communicate, comprehend and motivate individuals and
groups.
, 3. Conceptual: skill of thinking abstractly. comprehend how entire organization
functions.
4. Diagnostic: identify most useful reaction to situations.
5. Communication: proficiency in effectively transmitting and getting
info/ideas.
6. Decision-making: ability in finding/defining probs & chances, then selecting
right course of action.
7. Time management: ability to prioritize, work efficiently, and delegate.
Science vs. Art - ANSWER Science: Logical, rational, objective, and
systematic process. Application of quantitative models to routine problems.
Skills needed- technical, diagnostic, decision-making.
Art: solve probs on the basis of intuition, experience, instinct, and personal
insight.
Skills needed: conceptual, communication, interpersonal, and time-
management.
Managing for Profit-seeking - ANSWER Includes: large, small and start-up
businesses, international management.
Managing for Non-Profit - ANSWER Includes: government, educational
programs, healthcare facilities, nontraditional settings (community/spiritual
groups)
Theory - ANSWER conceptual framework for organizing knowledge and
providing a blueprint for action
Classical Management Perspective - ANSWER Scientific Management:
-improve performance of individual workers
-grew from industrial revolution
-workers improve performance to improve personal gain (income)
Frederick Taylor (soldiering), Frank and Lillian Gilbreth, Henry Gantt,
Harrington Emerson
Administrative Management:
-managing total organization rather than individuals
ANSWERS
organization - ANSWER Group of individuals working together in an
organized and structured way to achieve a set of goals
4 types of organizational resources - ANSWER Human resources: labor and
managerial ability
Financial resources: capital investment to finance ongoing and long term
operations
Physical resources: Raw materials; production equipment and office facilities
and equipment
Informational resources: actionable information necessary to make effective
decisions
4 managerial functions - ANSWER
1. Planning and decision making: Establishing goals and deciding on courses of
action
2. Organizing: Directing activities and resources
3. Leading: Directing and motivating individuals **most
important/challenging**
4. Controlling: Monitoring performance and adjusting activities
Management - ANSWER Set of activities directed at an organizations
resources with the goal of achieving organizational objectives in an effective
and efficient manner
effective/efficient - ANSWER efficient: making good use of resources and
being cost-effective
effective: making good decisions and implementing them properly
,Levels of management - ANSWER Top level: Small group of executives who
establish organization's goals, overall strategy, and operating policies. Ex: CEO,
Prez, VP
Middle managers: Largest group. Plant/operations managers, department heads.
Implement policies and supervise and coordinate activities of lower level
managers
First-line managers: Supervise and coordinate activities of operating employees.
Supervisor, office manager, coordinator.
Areas of management (6) - ANSWER
Marketing: Product development, promotion and distribution
Financial: Deal with organization's financial resources. Accounting,
investments, cash management
Operations:involved with systems that create products/services. Production
control, inventory, etc.
Human Resources: Hiring and developing employees.
Administrative: Generalists familiar with all functional areas
Other: Specialized managerial positions. Ex: public relations, research and
development, etc.
Mintzberg's Managerial Roles (3) - ANSWER
Interpersonal: Interacting with other people. Figurehead (symbolic ceremonies),
leader (encourager/motivator), liaison (coordinates with other people)
Informational: Managing information. Monitor (seeks info of value),
disseminator (transmitting relevant info), spokesperson (formally relays info
externally)
Decisional: Entrepreneur (initiator of change), disturbance handler (handles
problems like strikes), resource allocator (decides how resources are allocated),
negotiator (negotiates w/other groups)
Managerial Skills (7) - ANSWER
1. Technical: skills necessary to finish work being done
2. Interpersonal: communicate, comprehend and motivate individuals and
groups.
, 3. Conceptual: skill of thinking abstractly. comprehend how entire organization
functions.
4. Diagnostic: identify most useful reaction to situations.
5. Communication: proficiency in effectively transmitting and getting
info/ideas.
6. Decision-making: ability in finding/defining probs & chances, then selecting
right course of action.
7. Time management: ability to prioritize, work efficiently, and delegate.
Science vs. Art - ANSWER Science: Logical, rational, objective, and
systematic process. Application of quantitative models to routine problems.
Skills needed- technical, diagnostic, decision-making.
Art: solve probs on the basis of intuition, experience, instinct, and personal
insight.
Skills needed: conceptual, communication, interpersonal, and time-
management.
Managing for Profit-seeking - ANSWER Includes: large, small and start-up
businesses, international management.
Managing for Non-Profit - ANSWER Includes: government, educational
programs, healthcare facilities, nontraditional settings (community/spiritual
groups)
Theory - ANSWER conceptual framework for organizing knowledge and
providing a blueprint for action
Classical Management Perspective - ANSWER Scientific Management:
-improve performance of individual workers
-grew from industrial revolution
-workers improve performance to improve personal gain (income)
Frederick Taylor (soldiering), Frank and Lillian Gilbreth, Henry Gantt,
Harrington Emerson
Administrative Management:
-managing total organization rather than individuals
