MGMT 3820 EXAM QUESTIONS AND ANSWERS WITH
COMPLETE SOLUTIONS VERIFIED
Traditionally structured organization
managers can be first-line, middle, or top
Loosely structured organization
Managers are less easy to identify but still needed
Universality of Management
Good management is needed in all organizations
4 major functions of managers
controlling, leading, planning, evaluating
Organization
they have a distinctive purpose, they are composed of people, and they have a
deliberate structure.
Why are managers important?
First, organizations need their managerial skills and abilities in uncertain, complex, and
chaotic times. Second, managers are critical to getting things done in organizations.
Finally, managers make a difference in an organization's performance
Efficiency
doing things right, or getting the most output from the least amount of inputs
Effectiveness
doing the right things, or doing those work activities that will result in achieving goals
Planning
,setting goals, establishing strategies, and developing plans
organizing
arranging and structuring work
leading
working with and through people)
controlling
monitoring, comparing, and correcting work performance
Mintzberg's managerial roles
interpersonal, informational, and decisional
interpersonal role
involves people and other ceremonial/symbolic duties (figurehead, leader, and liaison)
informational roles
involves collecting, receiving, and disseminating information (monitor, disseminator, and
spokesperson)
decisional roles
involves making choices (entrepreneur, disturbance handler, resource allocator, and
negotiator).
Katz's Managerial Skills
technical, interpersonal, conceptual
technical skills
job-specific knowledge and techniques
conceptual skills
ability to think and express ideas
,_______ are most important for low level managers. _________ are most
important for high level managers. ___________ are equally important for low and
high level managers. according to the Katz Model
technical skills; conceptual skills; interpersonal skills
Changes impacting managers' jobs
changing technology, disruptive innovation, social media, ethical issues, political
uncertainties, and customer service.
Why must managers focus on technology
in order to keep up to date on how things get done in organizations
Why must managers focus on disruptive innovation
their organization may be competing against a disruptive innovator or may be one itself
Why must managers focus on social media
both organizations and employees use this form of communication to share information
and create connections with others
Why must managers focus on ethics
to establish an ethical culture and ensure laws and regulations are followed
Why must managers focus on customer service
employee attitudes and behaviors play a big role in customer satisfaction.
Value of studying managerment
universality of management, reality of work, significant rewards, and gaining an
understanding of how managers think and how organizations operate.
reality of work
you will either manage or be managed
, rewards of management
creating work environments to help people work to the best of their ability, supporting
and encouraging others, helping others find meaning and fulfillment in work, helping the
organization achieve its goals, etc
Employability skills matrix
critical thinking, communication, collaboration, knowledge application and analysis,
social responsibility
8 steps in decision making process
(1) identify the problem; (2) identify decision criteria; (3) allocate weights to the criteria;
(4) develop alternatives; (5) analyze alternatives; (6) select an alternative; (7) implement
the alternative; and (8) evaluate decision effectiveness.
assumptions of rationality
the problem is clear and unambiguous; a single, well-defined goal is to be achieved; all
alternatives and consequences are known; and the final choice will maximize goal
achievement.
bounded rationality
managers make rational decisions but are bounded (limited) by their ability to process
information
satisfice
when decision makers accept solutions that are good enough
intuitive decision making
making decisions on the basis of experience, feelings, and accumulated judgment
evidence based management
COMPLETE SOLUTIONS VERIFIED
Traditionally structured organization
managers can be first-line, middle, or top
Loosely structured organization
Managers are less easy to identify but still needed
Universality of Management
Good management is needed in all organizations
4 major functions of managers
controlling, leading, planning, evaluating
Organization
they have a distinctive purpose, they are composed of people, and they have a
deliberate structure.
Why are managers important?
First, organizations need their managerial skills and abilities in uncertain, complex, and
chaotic times. Second, managers are critical to getting things done in organizations.
Finally, managers make a difference in an organization's performance
Efficiency
doing things right, or getting the most output from the least amount of inputs
Effectiveness
doing the right things, or doing those work activities that will result in achieving goals
Planning
,setting goals, establishing strategies, and developing plans
organizing
arranging and structuring work
leading
working with and through people)
controlling
monitoring, comparing, and correcting work performance
Mintzberg's managerial roles
interpersonal, informational, and decisional
interpersonal role
involves people and other ceremonial/symbolic duties (figurehead, leader, and liaison)
informational roles
involves collecting, receiving, and disseminating information (monitor, disseminator, and
spokesperson)
decisional roles
involves making choices (entrepreneur, disturbance handler, resource allocator, and
negotiator).
Katz's Managerial Skills
technical, interpersonal, conceptual
technical skills
job-specific knowledge and techniques
conceptual skills
ability to think and express ideas
,_______ are most important for low level managers. _________ are most
important for high level managers. ___________ are equally important for low and
high level managers. according to the Katz Model
technical skills; conceptual skills; interpersonal skills
Changes impacting managers' jobs
changing technology, disruptive innovation, social media, ethical issues, political
uncertainties, and customer service.
Why must managers focus on technology
in order to keep up to date on how things get done in organizations
Why must managers focus on disruptive innovation
their organization may be competing against a disruptive innovator or may be one itself
Why must managers focus on social media
both organizations and employees use this form of communication to share information
and create connections with others
Why must managers focus on ethics
to establish an ethical culture and ensure laws and regulations are followed
Why must managers focus on customer service
employee attitudes and behaviors play a big role in customer satisfaction.
Value of studying managerment
universality of management, reality of work, significant rewards, and gaining an
understanding of how managers think and how organizations operate.
reality of work
you will either manage or be managed
, rewards of management
creating work environments to help people work to the best of their ability, supporting
and encouraging others, helping others find meaning and fulfillment in work, helping the
organization achieve its goals, etc
Employability skills matrix
critical thinking, communication, collaboration, knowledge application and analysis,
social responsibility
8 steps in decision making process
(1) identify the problem; (2) identify decision criteria; (3) allocate weights to the criteria;
(4) develop alternatives; (5) analyze alternatives; (6) select an alternative; (7) implement
the alternative; and (8) evaluate decision effectiveness.
assumptions of rationality
the problem is clear and unambiguous; a single, well-defined goal is to be achieved; all
alternatives and consequences are known; and the final choice will maximize goal
achievement.
bounded rationality
managers make rational decisions but are bounded (limited) by their ability to process
information
satisfice
when decision makers accept solutions that are good enough
intuitive decision making
making decisions on the basis of experience, feelings, and accumulated judgment
evidence based management
