A manager who is not associated with any specific functional area but who provides overall administrative guidance and leadership
administrative manager
One who holds all authority and responsibility, with communication usually moving from top to bottom
authoritarian leader
One who holds all authority and responsibility, with communication usually moving from top to bottom
authoritarian leader
One who holds all authority and responsibility, with communication usually moving from top to bottom
authoritarian leader
The process of evaluating and regulating ongoing activities to ensure that goals are achieved
controlling
The act of choosing one alternative from a set of alternatives
decision making
A role that involves various aspects of management decision making
decisional role
A role that involves various aspects of management decision making
decisional role
The combined processes of leading and motivating
directing
A manager who is primarily responsible for an organization’s financial resources
financial manager
A manager who coordinates and supervises the activities of operating employees
first-line manager
An end result that an organization is expected to achieve over a one- to ten-year period
goal
A person charged with managing an organization’s human resources programs
human resources manager
A person charged with managing an organization’s human resources programs
human resources manager
A role in which the manager deals with people
interpersonal role
The ability to deal effectively with other people
interpersonal skill
One who gives authority to employees and allows subordinates to work as they choose with a minimum of interference; communication flows horizontally among group members
laissez-faire leader
The ability to influence others
leadership
The process of influencing people to work toward a common goal
leading
The process of coordinating people and other resources to achieve the goals of an organization
management
A manager who is responsible for facilitating the exchange of products between an organization and its customers or clients
marketing manager
A manager who implements the strategy and major policies developed by top management
middle manager
A statement of the basic purpose that makes an organization different from others
mission
The process of providing reasons for people to work in the best interests of an organization
motivating
A specific statement detailing what an organization intends to accomplish over a shorter period of time
objective
A type of plan designed to implement tactical plans
operational plan
A manager who manages the systems that convert resources into goods and services
operations manager
A manager who manages the systems that convert resources into goods and services
operations manager
A manager who manages the systems that convert resources into goods and services
operations manager
Establishing organizational goals and deciding how to accomplish them
planning
The discrepancy between an actual condition and a desired condition
problem
An organization’s broadest plan, developed as a guide for major policy setting and decision making
strategic plan
The process of establishing an organization’s major goals and objectives and allocating the resources to achieve them
strategic planning
A smaller-scale plan developed to implement a strategy
tactical plan
A specific skill needed to accomplish a specialized activity
technical skill
An upper-level executive who guides and controls the overall fortunes of an organization
top manager
The coordination of efforts directed at improving customer satisfaction, increasing employee participation, strengthening supplier partnerships, and facilitating an organizational atmosphere of continuous quality improvement
total quality management (TQM)
The most important resources of any organization are its people.
A. True
B. False
A
Doctors, nurses, and orderlies are considered financial resources for hospitals.
A. True
B. False
B
An organization's mission is a statement of the firm's basic purpose that makes it different from other firms.
A. True
B. False
A
Decision making is the process of optimization.
A. True
B. False
B
A tactical plan is an organization's broadest plan, developed as a guide for major policy setting.
A. True
B. False
B
Organizing involves grouping resources and activities.
A. True
B. False
A
A democratic leader makes all the decisions and tells subordinates what to do.
A. True
B. False
B
The first step in the control process involves measuring actual performance.
A. True
B. False
B
Marketing managers are responsible for the distribution of products.
A. True
B. False
A
Technical skills involve the ability to think in the abstract and to conceptualize.
A. True
B. False
B
Management is defined as the process of:
E.
An organization's broadest set of plans is called its:
A.
The grouping of resources and activities to accomplish some end result is called:
D.
The most effective leadership style usually:
C.
Management includes all EXCEPT which of the following functions?
D.
An architect needs a great deal of ______ skill to be successful.
D.
The two crucial factors concerning the effectiveness of a total quality management program are strong commitment from top management and:
A.
When an accounting firm hires an MBA to fill an entry-level management position, it is important that the MBA have strong:
D.
Leadership differs from management in that:
E.
Laissez-faire leaders:
D.
A strategic plan is a guide for major policy setting and decision making.
A. True
B. False
A
A contingency plan outlines alternative courses of action.
A. True
B. False
A
Controlling involves influencing people to work toward a common goal.
A. True
B. False
B
Under laissez-faire leaders, communication flows horizontally among group members.
A. True
B. False
A
Middle managers implement a firm's strategy developed by top managers.
A. True
B. False
A
Decision-making is the act of resolving the discrepancy between an existing condition and a desired condition.
A. True
B. False
B
An example of an objective is "to sell 2,000 vehicles during March 2010 at the XYZ dealership."
A. True
B. False
A
Tactical plans are:
B.
The second step in the managerial decision-making process is to:
C.
A problem is the discrepancy between a/an:
E.
The control function involves three steps, which are, IN ORDER:
A.
Mark, head of the men's department in a large chain store, has been told to increase his sales of men's business suits. What type of planning must he use?
C.
The authoritarian leader:
C.
Democratic leadership can motivate employees to work effectively because:
A.
Sonya, a supervisor, wants to increase the output in her department. She reminds her employees that by working harder and producing more output, they will see a difference in their profit-sharing checks. Which strategy is she using?
E.
Which manager would most likely supervise advertising, promotion, sales, and public relations activities?
A.
Dealing with people is an integral part of Mary's job. Which role does this involve?
E.
Total quality management (TQM) addresses all of the following EXCEPT which one?
C.
A recent graduate has been hired by Houston Industries to fill a market research position that requires frequently giving presentations to upper-level managers on recent market-research projects. To be successful in this company, this individual needs especially strong:
