MGT Test 1 | Questions and Answers
1. What is management?: the pursuit of organizational goals efficiently and effec- tively by
integrating the work of people through planning, organizing, leading, and controlling the
organization's resources
2. what is an organization: a group of people who work together to achieve some specific
purpose.
3. What is efficiency?: The means of attaining the organization's goals. To be effi- cient means to
use resources—people, money, raw materials, and the like—wisely and cost-effectively. You try
to get the most amount of output with the least amount of input! Ex: Walmart
4. What is effectiveness?: the ends. regards the organization's ends, the goals. To be effective
means to achieve results, to make the right decisions, and to successfully carry them out so
that they achieve the organization's goals
5. what is the multiplier effect: Your influence on the organization is multiplied far beyond the
results that can be achieved by just one person acting alone.
6. what is the management process: planning, organizing, leading, controlling
7. In terms of the the management process what is planning: you set goals and layout a blueprint
for how to achieve them.
a. This is the action that answers; how to plan strategically? How do you create and execute a
great business strategy? Once your plans are in place, you move onto how do we organize to
implement our plan?
8. In terms of the the management process what is organizing: you arrange tasks, people, and
other resources to accomplish the work. The work here is that required to meet the goals we
set during planning.
9. In terms of the the management process what is leading: you motivate, direct, and influence
people to wok hard to achieve the organization's goals
10.In terms of the the management process what is controlling: It is defined as monitoring
performance, comparing results & performance with goals, and then taking correction action as
needed to realign the work of people to meet goals.
a. As an example when we talk about strategic management, we will discuss what metrics
are needed to roll out monitoring our results towards efficiency and effectiveness.
11.how does the management pyramid go from bottom to top: non-managerial employees, team
leaders, first-line managers, middle managers, top managers
12.What do top managers do?: make long-term decisions. They focus on the 3-5 year strategic
plan, constantly monitor their competitive and economical environ- ment, create broad
organizational policies, share the vision and goals with middle management.
13.what are titles of top managers: president, CFO, COO, CEO
, MGT Test 1 | Questions and Answers
14.What do middle managers do?: implement the decisions of top managers and policies of the
company. They coordinate the activities of first-line managers. They are a key link b/n top and
bottom
15.what are titles of middle managers?: plant managers, directors of depart- ments or
territories if you are in sales
16.What do first-line managers do?: managers make short-term decisions.
17.what are titles of first-line managers: These may be folks with the title of Supervisor in an
area
18.What do team leaders do?: facilitate team activities toward achieving a goal. They are
important because they monitor staff to complete small daily requirements, they require strong
structure and positive influence over others.
19.what are functional managers: responsible for just one organizational activity. have highly
specific job duties in a particular area within the organization.
20.True or false: If your title is Vice President of Production, Director of Finance, or Administrator
for Human Resources, you are a functional manag- er.: true
21.what are general managers: are responsible for multiple areas of operations.
22.True or false: If you are working in a small organization of, say, 100 people and your title is
Executive Vice President, you are probably a general man- ager over several departments, such as
production and finance and human resources.: true
23.who created the theory that managers play roles: Henry Mintzberg
24.What are interpersonal roles?: Interact with people inside and outside their work units
25.what are examples of interpersonal roles: figurehead, leader, liaison
26.what are informational roles: Receive and communicate information. They are a key conduit
for employees in the organization to get information about what is going on.
27.what are examples of informational roles: monitor, disseminator, spokesper- son
28.what are decisional roles: Use information to make decisions to solve prob- lems or take
advantage of opportunities
29.what are examples of decisional roles: entrepreneur, disturbance handler, resource
allocator, negotiator
30.true or false: A manager relies more on written than on verbal communica- tion: False: according
to mintzberg, A manager relies more on verbal than on written communication.
31.true or false: a manager works long hours at a slow pace: false: A manager works long hours at
an intense pace.
1. What is management?: the pursuit of organizational goals efficiently and effec- tively by
integrating the work of people through planning, organizing, leading, and controlling the
organization's resources
2. what is an organization: a group of people who work together to achieve some specific
purpose.
3. What is efficiency?: The means of attaining the organization's goals. To be effi- cient means to
use resources—people, money, raw materials, and the like—wisely and cost-effectively. You try
to get the most amount of output with the least amount of input! Ex: Walmart
4. What is effectiveness?: the ends. regards the organization's ends, the goals. To be effective
means to achieve results, to make the right decisions, and to successfully carry them out so
that they achieve the organization's goals
5. what is the multiplier effect: Your influence on the organization is multiplied far beyond the
results that can be achieved by just one person acting alone.
6. what is the management process: planning, organizing, leading, controlling
7. In terms of the the management process what is planning: you set goals and layout a blueprint
for how to achieve them.
a. This is the action that answers; how to plan strategically? How do you create and execute a
great business strategy? Once your plans are in place, you move onto how do we organize to
implement our plan?
8. In terms of the the management process what is organizing: you arrange tasks, people, and
other resources to accomplish the work. The work here is that required to meet the goals we
set during planning.
9. In terms of the the management process what is leading: you motivate, direct, and influence
people to wok hard to achieve the organization's goals
10.In terms of the the management process what is controlling: It is defined as monitoring
performance, comparing results & performance with goals, and then taking correction action as
needed to realign the work of people to meet goals.
a. As an example when we talk about strategic management, we will discuss what metrics
are needed to roll out monitoring our results towards efficiency and effectiveness.
11.how does the management pyramid go from bottom to top: non-managerial employees, team
leaders, first-line managers, middle managers, top managers
12.What do top managers do?: make long-term decisions. They focus on the 3-5 year strategic
plan, constantly monitor their competitive and economical environ- ment, create broad
organizational policies, share the vision and goals with middle management.
13.what are titles of top managers: president, CFO, COO, CEO
, MGT Test 1 | Questions and Answers
14.What do middle managers do?: implement the decisions of top managers and policies of the
company. They coordinate the activities of first-line managers. They are a key link b/n top and
bottom
15.what are titles of middle managers?: plant managers, directors of depart- ments or
territories if you are in sales
16.What do first-line managers do?: managers make short-term decisions.
17.what are titles of first-line managers: These may be folks with the title of Supervisor in an
area
18.What do team leaders do?: facilitate team activities toward achieving a goal. They are
important because they monitor staff to complete small daily requirements, they require strong
structure and positive influence over others.
19.what are functional managers: responsible for just one organizational activity. have highly
specific job duties in a particular area within the organization.
20.True or false: If your title is Vice President of Production, Director of Finance, or Administrator
for Human Resources, you are a functional manag- er.: true
21.what are general managers: are responsible for multiple areas of operations.
22.True or false: If you are working in a small organization of, say, 100 people and your title is
Executive Vice President, you are probably a general man- ager over several departments, such as
production and finance and human resources.: true
23.who created the theory that managers play roles: Henry Mintzberg
24.What are interpersonal roles?: Interact with people inside and outside their work units
25.what are examples of interpersonal roles: figurehead, leader, liaison
26.what are informational roles: Receive and communicate information. They are a key conduit
for employees in the organization to get information about what is going on.
27.what are examples of informational roles: monitor, disseminator, spokesper- son
28.what are decisional roles: Use information to make decisions to solve prob- lems or take
advantage of opportunities
29.what are examples of decisional roles: entrepreneur, disturbance handler, resource
allocator, negotiator
30.true or false: A manager relies more on written than on verbal communica- tion: False: according
to mintzberg, A manager relies more on verbal than on written communication.
31.true or false: a manager works long hours at a slow pace: false: A manager works long hours at
an intense pace.
