PENN FOSTER PHARMACOLOGY EXAM QUESTIONS WITH
COMPLETE SOLUTIONS GRADED A+
directive style
Directive style focuses on "more telling and less doing." This style comes across as a
"command and control" style, representing an autocratic management style. Most
employees get turned off with this style.
Analytic style
managers tend to be logical, precise, and objective. They prefer routine assignments
that require attention to detail and systematic implementation. Analytic style is good to
use in building large, complex plans and forecasting involving projections.
Behavioral style
takes into account employees' emotions and feelings. This style considers what people
are saying, what they mean, and why they are saying it, requiring a participative
management approach. Most employees favor this style.
Intuitive style
managers are creative, intuitive, and comfortable in handling a dynamic and non-routine
environment. They like to address broad issues and see things in complex patterns
rather than as logically ordered bits and pieces. The intuitive style is good to use in
brainstorming sessions and where traditional assumptions need to be challenged.
manager style
The quality of a decision is a direct reflection of how the decision maker processes
information. Managers approach decision-making and problem-solving in very different
ways, depending on the availability of such information. Their approaches, perceptions,
and recommendations vary because their minds work differently.
Management
defined as the attainment of an organization's strategies, goals, and objectives in an
effective, efficient, economical, and productive manner. To this end, management is
,carried out through people by utilizing resources. Managers make things happen
through hiring employees and deploying resources to accomplish their goals and
objectives.
Managers get their power from the organizational structure (that is, administrative
power). This power comes from the manager's job title or position status in the
organization. Managers need the administrative power to provide stability, discipline,
and continuity within the organization and to fulfill their roles and responsibilities.
Managers share some common qualities with leaders in the areas of problem-solving,
decision-making, and change implementation.
Management achieves its strategies, goals, and objectives through planning,
organizing, directing, and controlling an organization's resources.
Management by exception
a practice where managers only focus on what goes wrong from the intended plan with
the goal of correcting the problem. These managers don't focus on what's happening
according to plan.
To reduce unnecessary workload, managers need to establish threshold levels for
major type of transactions, and business rules need to be defined and programmed into
computer systems. Any actual transaction that goes beyond the threshold level will be
flagged and reported to management.
Examples of business rules:
Notify the manager only when the actual revenues fall by 5%
Notify the manager only when the actual expenses go up by 10%
Notify the manager only when the actual profits fall by 3%
Management by walking around (MBWA)
, occurs when managers walk around their business facilities (offices, stores, and
warehouses) to talk to employees to find out their problems first hand and to teach them
about the company's direction and management values.
MBWA should be practiced regularly so that employees do not think that management
is spying on them. It also helps to build a sense of camaraderie and team spirit. The
idea is to build trust between management and employees.
MBWA is also called open-book management thinking, meaning that employees have
the right to be informed about the company's plans and activities because they have a
big stake in the company's well being.
Leadership
The action of leading a group of people or an organization.
occurs when a leader mobilizes an organization's resources to fulfill its mission and
vision. Leaders have inherent power (personal and charismatic power) and built-in
qualities such as motivation, inspiration, innovation, imagination, and vision.
Leadership power promotes creativity and change in the organization. Leaders share
some common qualities with entrepreneurs in the areas of innovation, creativity,
imagination, and vision.
Note that there are few leaders and many managers in an organization.
The evolution of leadership theories and styles can be presented in four ways:
Trait leadership theory
Behavioral styles leadership theory
COMPLETE SOLUTIONS GRADED A+
directive style
Directive style focuses on "more telling and less doing." This style comes across as a
"command and control" style, representing an autocratic management style. Most
employees get turned off with this style.
Analytic style
managers tend to be logical, precise, and objective. They prefer routine assignments
that require attention to detail and systematic implementation. Analytic style is good to
use in building large, complex plans and forecasting involving projections.
Behavioral style
takes into account employees' emotions and feelings. This style considers what people
are saying, what they mean, and why they are saying it, requiring a participative
management approach. Most employees favor this style.
Intuitive style
managers are creative, intuitive, and comfortable in handling a dynamic and non-routine
environment. They like to address broad issues and see things in complex patterns
rather than as logically ordered bits and pieces. The intuitive style is good to use in
brainstorming sessions and where traditional assumptions need to be challenged.
manager style
The quality of a decision is a direct reflection of how the decision maker processes
information. Managers approach decision-making and problem-solving in very different
ways, depending on the availability of such information. Their approaches, perceptions,
and recommendations vary because their minds work differently.
Management
defined as the attainment of an organization's strategies, goals, and objectives in an
effective, efficient, economical, and productive manner. To this end, management is
,carried out through people by utilizing resources. Managers make things happen
through hiring employees and deploying resources to accomplish their goals and
objectives.
Managers get their power from the organizational structure (that is, administrative
power). This power comes from the manager's job title or position status in the
organization. Managers need the administrative power to provide stability, discipline,
and continuity within the organization and to fulfill their roles and responsibilities.
Managers share some common qualities with leaders in the areas of problem-solving,
decision-making, and change implementation.
Management achieves its strategies, goals, and objectives through planning,
organizing, directing, and controlling an organization's resources.
Management by exception
a practice where managers only focus on what goes wrong from the intended plan with
the goal of correcting the problem. These managers don't focus on what's happening
according to plan.
To reduce unnecessary workload, managers need to establish threshold levels for
major type of transactions, and business rules need to be defined and programmed into
computer systems. Any actual transaction that goes beyond the threshold level will be
flagged and reported to management.
Examples of business rules:
Notify the manager only when the actual revenues fall by 5%
Notify the manager only when the actual expenses go up by 10%
Notify the manager only when the actual profits fall by 3%
Management by walking around (MBWA)
, occurs when managers walk around their business facilities (offices, stores, and
warehouses) to talk to employees to find out their problems first hand and to teach them
about the company's direction and management values.
MBWA should be practiced regularly so that employees do not think that management
is spying on them. It also helps to build a sense of camaraderie and team spirit. The
idea is to build trust between management and employees.
MBWA is also called open-book management thinking, meaning that employees have
the right to be informed about the company's plans and activities because they have a
big stake in the company's well being.
Leadership
The action of leading a group of people or an organization.
occurs when a leader mobilizes an organization's resources to fulfill its mission and
vision. Leaders have inherent power (personal and charismatic power) and built-in
qualities such as motivation, inspiration, innovation, imagination, and vision.
Leadership power promotes creativity and change in the organization. Leaders share
some common qualities with entrepreneurs in the areas of innovation, creativity,
imagination, and vision.
Note that there are few leaders and many managers in an organization.
The evolution of leadership theories and styles can be presented in four ways:
Trait leadership theory
Behavioral styles leadership theory
