MGMT 309 Chapter 1-6 Questions And Answers With
Latest Set
organization ANS Group of people working together in a structured and coordinated fashion to
achieve a set of goals
4 types of organizational resources ANS Human resources: managerial talent and labor
Financial resources: capital investments to support ongoing and long term operations
Physical resources: Raw materials; office and production facilities and equipment
Informational resources: usable data needed to make effective decisions
4 managerial functions ANS 1. Planning and decision making: Determining goals and courses of
action
2. Organizing: Coordinating activities and resources
3. Leading: Motivating and managing people **most important/challenging**
4. Controlling: Monitoring performance and correcting activities
Management ANS Set of activities directed at an organizations resources with the aim of
achieving organizational goals in an efficient and effective manner
effective/efficient ANS efficient: using resources wisely and cost-effectively
effective: making the right decisions and implementing them properly
Levels of management ANS Top level: Small group of executives responsible for creating
organization's goals, overall strategy and operating policies. Ex: CEO, Prez, VP
Middle managers: Largest group. Plant/operations managers, department heads. Responsible for
implementing policies and supervising and coordinating activities of lower level managers
First-line managers: Supervise and coordinate activities of operating employees. Supervisor, office
manager, coordinator.
Areas of management (6) ANS 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) ANS Interpersonal: Involves dealing with other people.
Figurehead (symbolic ceremonies), leader (encourager/motivator), liaison (coordinates with other
people)
Informational: Processing 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 distributed), negotiator (negotiates w/other groups)
Managerial Skills (7) ANS 1. Technical: skills necessary to accomplish work being done
2. Interpersonal: communicate, understand and motivate individuals and groups.
3. Conceptual: think abstractly. grasp how entire organization fits together.
4. Diagnostic: find most appropriate response to situations.
5. Communication: ability to effectively convey and receive info/ideas.
6. Decision-making: ability to recognize/define probs & opportunities, then select appropriate course
of action.
7. Time management: ability to prioritize work, work efficiently, and delegate.
Science vs. Art ANS Science: Rational, logical, objective, and systematic approach. Using
quantitative models for routine issues.
Skills needed- technical, diagnostic, decision-making.
Art: solve probs based on intuition, experience, instinct, and personal insight.
Skills needed: conceptual, communication, interpersonal, and time-management.
Managing for Profit-seeking ANS Includes: large, small and start-up businesses, international
management.
, Managing for Non-Profit ANS Includes: government, educational programs, healthcare facilities,
nontraditional settings (community/spiritual groups)
Theory ANS conceptual framework for organizing knowledge and providing a blueprint for
action
Classical Management Perspective ANS 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
-Henry Fayol (functions of mgmt), Lyndall Urwick, Max Weber, Chester Barnard
Contributions/Limitations of Classical Management ANS Contributions:
-laid foundation for later mgmt theories.
-identified important mgmt functions/skills/processes
-focused attention on scientific subject
Limitations:
-made for simpler organizations
-universal settings aren't always appropriate
-employees viewed as tools rather than resources
Behavioral Management Perspective ANS Behavioral mgmt:
- Emphasized individual attitudes/behaviors and group processes
-influenced by industrial psychology (Hugo Munsterberg)
- Organizational behavior emerges
Latest Set
organization ANS Group of people working together in a structured and coordinated fashion to
achieve a set of goals
4 types of organizational resources ANS Human resources: managerial talent and labor
Financial resources: capital investments to support ongoing and long term operations
Physical resources: Raw materials; office and production facilities and equipment
Informational resources: usable data needed to make effective decisions
4 managerial functions ANS 1. Planning and decision making: Determining goals and courses of
action
2. Organizing: Coordinating activities and resources
3. Leading: Motivating and managing people **most important/challenging**
4. Controlling: Monitoring performance and correcting activities
Management ANS Set of activities directed at an organizations resources with the aim of
achieving organizational goals in an efficient and effective manner
effective/efficient ANS efficient: using resources wisely and cost-effectively
effective: making the right decisions and implementing them properly
Levels of management ANS Top level: Small group of executives responsible for creating
organization's goals, overall strategy and operating policies. Ex: CEO, Prez, VP
Middle managers: Largest group. Plant/operations managers, department heads. Responsible for
implementing policies and supervising and coordinating activities of lower level managers
First-line managers: Supervise and coordinate activities of operating employees. Supervisor, office
manager, coordinator.
Areas of management (6) ANS 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) ANS Interpersonal: Involves dealing with other people.
Figurehead (symbolic ceremonies), leader (encourager/motivator), liaison (coordinates with other
people)
Informational: Processing 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 distributed), negotiator (negotiates w/other groups)
Managerial Skills (7) ANS 1. Technical: skills necessary to accomplish work being done
2. Interpersonal: communicate, understand and motivate individuals and groups.
3. Conceptual: think abstractly. grasp how entire organization fits together.
4. Diagnostic: find most appropriate response to situations.
5. Communication: ability to effectively convey and receive info/ideas.
6. Decision-making: ability to recognize/define probs & opportunities, then select appropriate course
of action.
7. Time management: ability to prioritize work, work efficiently, and delegate.
Science vs. Art ANS Science: Rational, logical, objective, and systematic approach. Using
quantitative models for routine issues.
Skills needed- technical, diagnostic, decision-making.
Art: solve probs based on intuition, experience, instinct, and personal insight.
Skills needed: conceptual, communication, interpersonal, and time-management.
Managing for Profit-seeking ANS Includes: large, small and start-up businesses, international
management.
, Managing for Non-Profit ANS Includes: government, educational programs, healthcare facilities,
nontraditional settings (community/spiritual groups)
Theory ANS conceptual framework for organizing knowledge and providing a blueprint for
action
Classical Management Perspective ANS 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
-Henry Fayol (functions of mgmt), Lyndall Urwick, Max Weber, Chester Barnard
Contributions/Limitations of Classical Management ANS Contributions:
-laid foundation for later mgmt theories.
-identified important mgmt functions/skills/processes
-focused attention on scientific subject
Limitations:
-made for simpler organizations
-universal settings aren't always appropriate
-employees viewed as tools rather than resources
Behavioral Management Perspective ANS Behavioral mgmt:
- Emphasized individual attitudes/behaviors and group processes
-influenced by industrial psychology (Hugo Munsterberg)
- Organizational behavior emerges
