MGMT 3000 Guhde Exam 1 Questions
With Correct Answers
today's |effective |managers... |(4) |- |CORRECT |ANSWER✔✔-1. |do |more |with |less
2. |engage |employees |hearts, |minds, |and |energy
3. |see |change |as |natural
4. |inspire |vision |and |cultural |values |that |allow |people |to |create |a |collaborative |and |productive |
workplace
management |definition |- |CORRECT |ANSWER✔✔-the |attainment |of |organizational |goals |in |an |
effective |and |efficient |manner |through |planning, |organizing, |leading, |and |controlling |
organizational |resources
who |is |considered |the |father |of |modern |business |management? |- |CORRECT |ANSWER✔✔-
peter |drucker
peter |drucker |taught |that |successful |leaders |should |do |what? |- |CORRECT |ANSWER✔✔-put |
people |and |ethics |first |rather |than |focusing |entirely |on |profits |and |rigid |rules |and |work |
structures
according |to |peter |drucker |management |is |about |what? |what |is |management's |task? |- |
CORRECT |ANSWER✔✔-human |beings; |its |task |is |to |make |people |capable |of |joint |
performance/make |their |strengths |effective |and |their |weaknesses |irrelevant
rapid |environmental |shifts |-> |impact |management |(5) |- |CORRECT |ANSWER✔✔-1. |technology |
(social |media, |mobile |apps, |AI, |etc)
2. |move |to |knowledge/information-based |economy
3. |global |market |forces
4. |growing |threat |of |cybercrime
,5. |shifting |expectations |by |employees |and |customers
traditional |approach |to |new |competencies: |overseeing |work |- |CORRECT |ANSWER✔✔-from |
controller |to |enabler
traditional |approach |to |new |competencies: |accomplishing |tasks |- |CORRECT |ANSWER✔✔-from |
supervising |individuals |to |leading |teams
traditional |approach |to |new |competencies: |managing |relationships |- |CORRECT |ANSWER✔✔-
from |conflict |and |competition |to |collaboration, |including |use |of |social |media
traditional |approach |to |new |competencies: |leading |- |CORRECT |ANSWER✔✔-from |autocratic |to
|empowering, |sometimes |bossless
traditional |approach |to |new |competencies: |designing |- |CORRECT |ANSWER✔✔-from |
maintaining |stability |to |mobilizing |for |change
what |do |managers |do? |(5) |- |CORRECT |ANSWER✔✔-1. |set |objectives
2. |organize
3. |motivate |and |communicate
4. |measure
5. |develop |people
4 |functions |of |a |manager |- |CORRECT |ANSWER✔✔-planning, |organizing, |leading, |controlling
an |organization |is |a |social |entity |that's... |- |CORRECT |ANSWER✔✔-goal-directed |and |
deliberately |structured
, organizational |effectiveness |- |CORRECT |ANSWER✔✔-degree |to |which |the |org |achieves |a |
stated |goal
organizational |efficiency |- |CORRECT |ANSWER✔✔-refers |to |the |amount |of |resources |used |to |
achieve |an |org |goal
high |performance |- |CORRECT |ANSWER✔✔-attainment |of |org |goals |by |using |resources |in |an |
efficient |and |effective |manner
if |organizational |performance |indicates |how |well |a |manager |is |doing |their |job, |is |it |more |
important |for |the |manager |to |focus |on |efficiency |or |effectiveness? |- |CORRECT |ANSWER✔✔-
both |are |equally |important
3 |management |skills |- |CORRECT |ANSWER✔✔-technical, |human, |conceptual
technical |skills |are |more |relevant |in |______ |level |management |- |CORRECT |ANSWER✔✔-lower
conceptual |skills |are |not |critical |at |______ |level |management |but |are |extremely |critical |at |
______ |level |management |- |CORRECT |ANSWER✔✔-lower; |top
does |every |manager |at |every |level |need |to |have |all |3 |skills? |- |CORRECT |ANSWER✔✔-degree |of
|the |skills |may |vary, |but |all |managers |must |posses |the |skills
does |the |application |of |management |skills |stay |the |same |or |change |as |managers |move |up |the |
hierarchy? |- |CORRECT |ANSWER✔✔-change
when |you |become |a |manager, |you |are |no |longer |a |______ |but |rather |the |______ |- |CORRECT |
ANSWER✔✔-individual |performer; |manager |of |others
With Correct Answers
today's |effective |managers... |(4) |- |CORRECT |ANSWER✔✔-1. |do |more |with |less
2. |engage |employees |hearts, |minds, |and |energy
3. |see |change |as |natural
4. |inspire |vision |and |cultural |values |that |allow |people |to |create |a |collaborative |and |productive |
workplace
management |definition |- |CORRECT |ANSWER✔✔-the |attainment |of |organizational |goals |in |an |
effective |and |efficient |manner |through |planning, |organizing, |leading, |and |controlling |
organizational |resources
who |is |considered |the |father |of |modern |business |management? |- |CORRECT |ANSWER✔✔-
peter |drucker
peter |drucker |taught |that |successful |leaders |should |do |what? |- |CORRECT |ANSWER✔✔-put |
people |and |ethics |first |rather |than |focusing |entirely |on |profits |and |rigid |rules |and |work |
structures
according |to |peter |drucker |management |is |about |what? |what |is |management's |task? |- |
CORRECT |ANSWER✔✔-human |beings; |its |task |is |to |make |people |capable |of |joint |
performance/make |their |strengths |effective |and |their |weaknesses |irrelevant
rapid |environmental |shifts |-> |impact |management |(5) |- |CORRECT |ANSWER✔✔-1. |technology |
(social |media, |mobile |apps, |AI, |etc)
2. |move |to |knowledge/information-based |economy
3. |global |market |forces
4. |growing |threat |of |cybercrime
,5. |shifting |expectations |by |employees |and |customers
traditional |approach |to |new |competencies: |overseeing |work |- |CORRECT |ANSWER✔✔-from |
controller |to |enabler
traditional |approach |to |new |competencies: |accomplishing |tasks |- |CORRECT |ANSWER✔✔-from |
supervising |individuals |to |leading |teams
traditional |approach |to |new |competencies: |managing |relationships |- |CORRECT |ANSWER✔✔-
from |conflict |and |competition |to |collaboration, |including |use |of |social |media
traditional |approach |to |new |competencies: |leading |- |CORRECT |ANSWER✔✔-from |autocratic |to
|empowering, |sometimes |bossless
traditional |approach |to |new |competencies: |designing |- |CORRECT |ANSWER✔✔-from |
maintaining |stability |to |mobilizing |for |change
what |do |managers |do? |(5) |- |CORRECT |ANSWER✔✔-1. |set |objectives
2. |organize
3. |motivate |and |communicate
4. |measure
5. |develop |people
4 |functions |of |a |manager |- |CORRECT |ANSWER✔✔-planning, |organizing, |leading, |controlling
an |organization |is |a |social |entity |that's... |- |CORRECT |ANSWER✔✔-goal-directed |and |
deliberately |structured
, organizational |effectiveness |- |CORRECT |ANSWER✔✔-degree |to |which |the |org |achieves |a |
stated |goal
organizational |efficiency |- |CORRECT |ANSWER✔✔-refers |to |the |amount |of |resources |used |to |
achieve |an |org |goal
high |performance |- |CORRECT |ANSWER✔✔-attainment |of |org |goals |by |using |resources |in |an |
efficient |and |effective |manner
if |organizational |performance |indicates |how |well |a |manager |is |doing |their |job, |is |it |more |
important |for |the |manager |to |focus |on |efficiency |or |effectiveness? |- |CORRECT |ANSWER✔✔-
both |are |equally |important
3 |management |skills |- |CORRECT |ANSWER✔✔-technical, |human, |conceptual
technical |skills |are |more |relevant |in |______ |level |management |- |CORRECT |ANSWER✔✔-lower
conceptual |skills |are |not |critical |at |______ |level |management |but |are |extremely |critical |at |
______ |level |management |- |CORRECT |ANSWER✔✔-lower; |top
does |every |manager |at |every |level |need |to |have |all |3 |skills? |- |CORRECT |ANSWER✔✔-degree |of
|the |skills |may |vary, |but |all |managers |must |posses |the |skills
does |the |application |of |management |skills |stay |the |same |or |change |as |managers |move |up |the |
hierarchy? |- |CORRECT |ANSWER✔✔-change
when |you |become |a |manager, |you |are |no |longer |a |______ |but |rather |the |______ |- |CORRECT |
ANSWER✔✔-individual |performer; |manager |of |others
