MGM 101 MIDTERM EXAM 2025/2026 QUESTIONS WITH
100%
Management - the art of getting things done through people
Management Functions - Planning: a management function that involves defining goals, establishing
a strategy for achieving those goals, and developing plans to integrate and coordinate activities
Organizing: a management function that involves determining what tasks are to be done, who i s to
do them, how the tasks are to be grouped, who reports to whom, and where decisions are to be
made
Leading: a management function that involves motivating subordinates, directing the work of
individuals or teams, selecting the most effective communication channels, and resolving employee
behaviour issues
ex: people are hired, trained, and motivated
Controlling: a management function that involves monitoring actual performance, comparing actual
performance to a standard, and taking corrective action when necessary
manager - someone who coordinates and oversees the work of other people so that organizational
goals can be accomplished
Manager Roles - Interpersonal Roles: managerial roles that involve working with people or
performing duties that are ceremonial and symbolic in nature
Figurehead
Leader
Liaison
Informational Roles: managerial roles that involve receiving, collecting, and disseminating
information
Monitor
Disseminator
Spokesperson
Decisional Roles: managerial roles that involve making significant choices that affect the organization
Entrepreneur
Disturbance handler
Resource allocator
Negotiator
, This evidence generally supports the idea that managers- regardless of the type of organization or
level in the organization- perform similar roles
Types of Managers - Top Managers: managers at or near the top level of the organization who are
responsible for making organization-wide decisions and establishing the plans and goals that affect
the entire organization
Middle Managers: managers between the first-line level and the top level of the organization who
manage the work of first-line managers
First-Line Managers: managers at the lowest level of the organization who manage the work of non
managerial employees who are directly or indirectly involved with the production or creation of the
organization's products
Management Skills - Technical Skills: knowledge of and expertise in a specialized field
Human Skills: the ability to work well with other people, both individually and in a group
Conceptual Skills: the mental ability to analyze and generate ideas about abstract and complex
situations
Value of studying management - The universality of management - managers are needed in all types
and sizes of organizations
The reality of work - you will manage or be managed
Significant rewards and challenges
Managerial Values - Values: stable, evaluative beliefs that guide our preferences for outcomes or
courses of action in
Enacted Values: values that actually guide behaviour
Espoused Values: what people say is important to them
Shared Values: values held in common by several people
Ethical Values: values that society expects people to follow because they distinguish right from wrong
in that society
Personalized Power Orientation: seeking power for personal gain
Socialized Power Orientation: seeking power for social and organizational objective
Stakeholders: Shareholders - Inner circle (transact with firm on regular basis and important on how it
operates)Employee, Distributers, suppliers, shareholders, creditors, customers
100%
Management - the art of getting things done through people
Management Functions - Planning: a management function that involves defining goals, establishing
a strategy for achieving those goals, and developing plans to integrate and coordinate activities
Organizing: a management function that involves determining what tasks are to be done, who i s to
do them, how the tasks are to be grouped, who reports to whom, and where decisions are to be
made
Leading: a management function that involves motivating subordinates, directing the work of
individuals or teams, selecting the most effective communication channels, and resolving employee
behaviour issues
ex: people are hired, trained, and motivated
Controlling: a management function that involves monitoring actual performance, comparing actual
performance to a standard, and taking corrective action when necessary
manager - someone who coordinates and oversees the work of other people so that organizational
goals can be accomplished
Manager Roles - Interpersonal Roles: managerial roles that involve working with people or
performing duties that are ceremonial and symbolic in nature
Figurehead
Leader
Liaison
Informational Roles: managerial roles that involve receiving, collecting, and disseminating
information
Monitor
Disseminator
Spokesperson
Decisional Roles: managerial roles that involve making significant choices that affect the organization
Entrepreneur
Disturbance handler
Resource allocator
Negotiator
, This evidence generally supports the idea that managers- regardless of the type of organization or
level in the organization- perform similar roles
Types of Managers - Top Managers: managers at or near the top level of the organization who are
responsible for making organization-wide decisions and establishing the plans and goals that affect
the entire organization
Middle Managers: managers between the first-line level and the top level of the organization who
manage the work of first-line managers
First-Line Managers: managers at the lowest level of the organization who manage the work of non
managerial employees who are directly or indirectly involved with the production or creation of the
organization's products
Management Skills - Technical Skills: knowledge of and expertise in a specialized field
Human Skills: the ability to work well with other people, both individually and in a group
Conceptual Skills: the mental ability to analyze and generate ideas about abstract and complex
situations
Value of studying management - The universality of management - managers are needed in all types
and sizes of organizations
The reality of work - you will manage or be managed
Significant rewards and challenges
Managerial Values - Values: stable, evaluative beliefs that guide our preferences for outcomes or
courses of action in
Enacted Values: values that actually guide behaviour
Espoused Values: what people say is important to them
Shared Values: values held in common by several people
Ethical Values: values that society expects people to follow because they distinguish right from wrong
in that society
Personalized Power Orientation: seeking power for personal gain
Socialized Power Orientation: seeking power for social and organizational objective
Stakeholders: Shareholders - Inner circle (transact with firm on regular basis and important on how it
operates)Employee, Distributers, suppliers, shareholders, creditors, customers
