Management And Leadership in Today Organizations

Chapter 6            MANAGEMENT AND LEADERSHIP IN TODAY’S ORGANIZATIONS

TRUE-FALSE QUESTIONS

Title: ANSWER: T REFERENCE: The Role of Management LEARNING OUTCOME: 1

  1. Management is the process of guiding the development, maintenance, and allocation of objectives.
  2. True
  3. False

Title: ANSWER: T REFERENCE: The Role of Management LEARNING OUTCOME: 1

  1. One of the basic functions of management is controlling.
  2. True
  3. False

Title: ANSWER: T REFERENCE: Planning LEARNING OUTCOME: 2

  1. Planning is the process of deciding what needs to be done to achieve organizational objectives; identifying when and how it will be done, and determining by whom it should be done.
  2. True
  3. False

Title: ANSWER: F REFERENCE: Planning LEARNING OUTCOME: 2 RATIONALE: Strategic planning must always consider the organization's external and internal environment.

  1. Strategic planning is long-range, formulated by top management, and made as if the company operated in a vacuum
  2. True
  3. False

Title: ANSWER: F REFERENCE: Planning LEARNING OUTCOME: 2

RATIONALE: The lowest level of management uses operational planning

  1. The lowest level of management is engaged in strategic planning process.
  2. True
  3. False

Title: ANSWER: F REFERENCE: Planning LEARNING OUTCOME: 2 RATIONALE: The short-range, detailed planning that focuses on current operations is called operational planning.

  1. The short-range, detailed planning that focuses on current operations is called functional planning.
  2. True
  3. False

Title: ANSWER: F REFERENCE: Organizing LEARNING OUTCOME: 2 RATIONALE: Even with contingency plans, a manager cannot foresee all possible problems 7. A good manager is never faced with unforeseen problems.

  1. True
  2. False

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Title: ANSWER: T REFERENCE: Organizing LEARNING OUTCOME: 3

  1. Arranging a firm's human and material resources to carry out plans is called organizing.
  2. True
  3. False

Title: ANSWER: T REFERENCE: Organizing LEARNING OUTCOME: 3

  1. Dividing up the tasks (division of labor) is an important part of organizing.
  2. True
  3. False

Title: ANSWER: T REFERENCE: Leading, Guiding, and Motivating Others LEARNING OUTCOME: 4

  1. Leadership is the process of guiding and motivating others toward the achievement of organizational goals.
  2. True
  3. False

Title: ANSWER: T REFERENCE: Leading, Guiding, and Motivating Others LEARNING OUTCOME: 4

  1. A manager who makes one-directional decisions and seeks no input from her subordinates can be described as having an autocratic leadership style.
  2. True
  3. False

Title: ANSWER: F REFERENCE: Leading, Guiding, and Motivating Others LEARNING OUTCOME: 4

RATIONALE: The three participative leadership styles are democratic, consensual, and consultative.

  1. The three participative leadership styles are consultative, democratic, and socialistic.
  2. True
  3. False

Title: ANSWER: T REFERENCE: Controlling LEARNING OUTCOME: 5

  1. Control is the mechanism for making sure the other three managerial functions--planning, organizing, and leadership--are operating smoothly.
  2. True
  3. False

Title: ANSWER: F REFERENCE: Controlling LEARNING OUTCOME: 5 RATIONALE: The first step in the control process is to set performance standards and goals.

  1. The first step in setting up a control process is to measure performances.
  2. True
  3. False

Title: ANSWER: F REFERENCE: Controlling LEARNING OUTCOME: 5 RATIONALE: They are part of the controlling function.

  1. Performance standards and feedback are essential goals of the organizing function of management.
  2. True
  3. False

Title: ANSWER: T REFERENCE: Managerial Roles LEARNING OUTCOME: 6

  1. A warehouse manager who is placing a reorder for maintenance supplies for delivery vehicles would be making a programmed decision.
  2. True
  3. False

Title: ANSWER: T REFERENCE: Managerial Roles LEARNING OUTCOME: 6

  1. Managers must act in interpersonal, informational, and decisional roles.
  2. True
  3. False

Title: ANSWER: F REFERENCE: Managerial Roles LEARNING OUTCOME: 6 RATIONALE: These would be examples of acting in the interpersonal role.

  1. A manager who is acting as a leader, figurehead, or a liaison is acting in the informational role.
  2. True
  3. False

Title: ANSWER: T REFERENCE: Managerial Skills LEARNING OUTCOME: 7

  1. Technical skills are usually utilized at the lower levels of the organization.
  2. True
  3. False

Title: ANSWER: T REFERENCE: Managerial Skills LEARNING OUTCOME: 7

  1. The ability to work with people and be sensitive to worker's needs are examples of human relations skills.
  2. True
  3. False

Title: ANSWER: F REFERENCE: Managerial Skills LEARNING OUTCOME: 7 RATIONALE: Supervisory managers need human relations skills.

  1. Supervisory managers are the ones that primarily need to have strong conceptual skills.
  2. True
  3. False

Title: ANSWER: F REFERENCE: Managerial Skills LEARNING OUTCOME: 7 RATIONALE: This would be an example of technical skills.

  1. The ability to repair hospital diagnostic machines is an example of a conceptual skill.
  2. True
  3. False

Title: ANSWER: F REFERENCE: Trends in Management and Leadership EARNING OUTCOME: 8 RATIONALE: It depends on his or her global management skills.

  1. A manager’s ability to operate in diverse cultural environments depends primarily on his or her human relations skills.
  2. True
  3. False

Title: ANSWER: F REFERENCE: Trends in Management and Leadership LEARNING OUTCOME: 8 RATIONALE: Crisis can hit even the best-managed organizations.

  1. Crisis, both internal and external, do not affect well-managed organizations.
  2. True
  3. False

Title: ANSWER: F REFERENCE: Trends in Management and Leadership LEARNING OUTCOME: 8

RATIONALE: Cutting edge technology is essential to the success of many businesses.

  1. The proliferation of information technology no longer has any effect on today’s managers.
  2. True
  3. False

MULTIPLE CHOICE QUESTIONS

Title: ANSWER: E REFERENCE: The Role of Management LEARNING OUTCOME: 1

  1. _____ is the process of guiding the development, maintenance, and allocation of resources needed to attain organizational goals.
  2. Functional coordination
  3. Strategic planning
  4. Tactical planning
  5. Motivation
  6. Management

Title: ANSWER: E REFERENCE: The Role of Management LEARNING OUTCOME: 1

  1. Management involves:
  2. organizing
  3. controlling
  4. leadership
  5. planning
  6. all of the above

Title: ANSWER: D REFERENCE: The Role of Management LEARNING OUTCOME: 1

  1. Which of the following is NOT one of the four functions of management?
  2. Planning
  3. Controlling
  4. Organizing
  5. Budgeting
  6. Leadership

Title: ANSWER: A REFERENCE: Planning LEARNING OUTCOME: 2 RATIONALE: Planning is the process of deciding what needs to be done to achieve organizational objectives; identifying when and how it will be done, and determining by whom it should be done.

  1. The world’s largest bank. Deutsche Bank set as its objective to make its name more recognizable in the United States. The success of its decision to sponsor a PGA golf tournament to accomplish this organizational objective will ultimately depend on which management function?
  2. Planning
  3. Controlling
  4. Organizing
  5. Communicating
  6. Leadership

Title: ANSWER: D REFERENCE: Planning LEARNING OUTCOME: 2 RATIONALE: Planning is the process of reaching organizational objectives by coordinating the organization’s resources.

  1. Manila Water, the provider of the water and sewerage services in the capital of the Philippines has purchased the government owned water and sewerage system for the entire country. It promises to make the nation's water and sewerage system run as efficiently and profitably as the one it operates in Manila. The development, maintenance, and allocation of resources to achieve its goal will require:
  2. processing
  3. organizing
  4. leadership
  5. planning
  6. controlling

Title: ANSWER: B REFERENCE: Planning LEARNING OUTCOME: 2

  1. An organization's _____ is its general purpose or reason for existence.
  2. concept
  3. mission
  4. tactic
  5. business technique
  6. corporate culture

Title: ANSWER: D REFERENCE: Planning EARNING OUTCOME: 2 RATIONALE: Strategic planning is the process of creating long-range, broad goals for the organization and determining what resources will be needed to accomplish these goals.

  1. Reader’s Digest Association, Inc., has published Reader’s Digest magazine for over 80 years, and many believe the publication is dated and can no longer attract many readers. They believe _____ plans are needed to revamp the magazine’s content, editorial staff, and readership.
  2. tactical
  3. operational
  4. supervisory
  5. strategic
  6. functional

Title: ANSWER: D REFERENCE: Planning LEARNING OUTCOME: 2 RATIONALE: Strategic planning is the process of creating long-range, broad goals for the organization and determining what resources will be needed to accomplish these goals.

  1. Manila Water, the provider of the water and sewerage services in the capital of the Philippines has purchased the government owned water and sewerage system for the entire country. It promises to make the nation's water and sewerage system run as efficiently and profitably as the one it operates in Manila. To achieve this goal, Manila Water's top management will first need to engage in _____ planning to determine what resources are needed to achieve this goal. 
  2. tactical
  3. operational
  4. supervisory
  5. strategic
  6. functional

Title: ANSWER: B REFERENCE: Planning LEARNING OUTCOME: 2

  1. _____ planning is the creation of long-range, comprehensive objectives and the development of long-term courses of action.
  2. Tactical
  3. Strategic
  4. Operational
  5. Supervisory
  6. Functional

Title: ANSWER: A REFERENCE: Planning LEARNING OUTCOME: 2

  1. _____ planning is short-range, detailed planning that is based on long-range planning. It typically has a time frame that is less than one year long.
  2. Tactical
  3. Strategic
  4. Hands-on
  5. Procedural
  6. Functional

Title: ANSWER: B REFERENCE: Planning LEARNING OUTCOME: 2 RATIONALE: Tactical planning is short-range, detailed planning that is based on long-range planning.  It focuses on current operations.

  1. The world’s largest bank, Deutsche Bank, set as its objective to make its brand name as recognizable in the United States as FedEx and Visa are over the next ten years. The implementation of this long-range plan would require _____ planning.
  2. functional
  3. tactical
  4. procedural
  5. supervisory
  6. autocratic

Title: ANSWER: B REFERENCE: Planning LEARNING OUTCOME: 2 RATIONALE: Tactical planning is short-range, detailed planning that is based on long-range planning.  It focuses on current operations.

  1. After the World Cup soccer games, Puma, the German sporting goods manufacturer, increased its end-of-year sales target by $641 million. Puma developed _____ plans with a goal that extra sales would come from new product categories the company was introducing, sale of soccer equipment, and consolidation of several subsidiaries.
  2. functional
  3. tactical
  4. procedural
  5. supervisory
  6. autocratic

Title: ANSWER: B REFERENCE: Planning LEARNING OUTCOME: 2

  1. A _____ is a formal document that states an organization’s purpose and reason for existing and describes its basic philosophy.
  2. corporate manifesto
  3. mission statement
  4. vision
  5. company proclamation
  6. principle of existence

Title: ANSWER: B REFERENCE: Planning LEARNING OUTCOME: 2

  1. The _____ of the Booth Western Art Museum reads, “The Booth Western Art Museum will educate, entertain, and inspire a diverse audience by creating a place where people feel welcome, find meaning and value, and delight in exploring the uniqueness of Western American art and culture.”
  2. corporate manifesto
  3. mission statement
  4. contingency goal
  5. company proclamation
  6. principle of existence

Title: ANSWER: B REFERENCE: Planning LEARNING OUTCOME: 2

  1. According to the _____ of the New Mexico Nurses Association, the organization "is committed to advocating for all licensed nurses, promoting lifelong learning, and improving health care for all people."
  2. corporate manifesto
  3. mission statement
  4. contingency goal
  5. company proclamation
  6. principle of existence

Title: ANSWER: D REFERENCE: Planning LEARNING OUTCOME: 2

  1. Dean Jager is the supervisor of the volunteer staff at the Booth Western Art Museum. He makes the work assignments, determines work schedules, and makes sure the museum uses all its volunteer staff efficiently. Jager is involved in _____ planning.
  2. strategic
  3. hands-on
  4. functional
  5. operational
  6. procedural

Title: ANSWER: E REFERENCE: Planning LEARNING OUTCOME: 2

  1. Management needs to be prepared to deal with problems and seize opportunities as they arise. A company often identifies alternative courses of action to be taken if events undercut a strategic or tactical plan. These are called _____ plans.
  2. functional
  3. participative
  4. procedural
  5. technical
  6. contingency

Title: ANSWER: A REFERENCE: Planning LEARNING OUTCOME: 2 RATIONALE: Management needs to be prepared to deal with problems and seize opportunities as they arise.  A company often identifies alternative courses of action to be taken if events undercut a strategic or tactical plan.  These are called contingency plans.

  1. A clothing wholesaler that buys most of its inventory from manufacturers in the Caribbean should have a _____ plan in the event a hurricane demolishes the manufacturing facility of one of its principal suppliers.
  2. contingency
  3. hierarchical
  4. functionally-oriented
  5. supply-demand
  6. nonprogrammed

Title: ANSWER: A REFERENCE: Planning LEARNING OUTCOME: 2 RATIONALE: Management needs to be prepared to deal with problems and seize opportunities as they arise.  A company often identifies alternative courses of action to be taken if events undercut a strategic or tactical plan.  These are called contingency plans.

  1. Victorinox is the name of the company that manufactures Swiss army knives. As a result of new regulations governing what passengers could carry with them on airplane trips, the company has lost 30 percent of its business. In other companies, this might have led to business failure, but because Victorinox had _____ plans, it was able to continue to operate profitably.
  2. contingency
  3. hierarchical
  4. functionally-oriented
  5. supply-demand
  6. programmed

Title: ANSWER: B REFERENCE: Organizing LEARNING OUTCOME: 3

  1. _____ is the process of arranging the structures and relationships of human and material resources to carry out an organization's plans.
  2. Leadership
  3. Organizing
  4. Communicating
  5. Planning
  6. Controlling

Title: ANSWER: C REFERENCE: Organizing LEARNING OUTCOME: 3

  1. _____ provides the structure of people, positions, departments, and activities within which the company objectives can be accomplished.
  2. Leadership
  3. Communicating
  4. Organizing
  5. Planning
  6. Controlling

Title: ANSWER: A REFERENCE: Organizing LEARNING OUTCOME: 3 RATIONALE: Organizing is the process of arranging the structures and relationships of human and material resources to carry out an organization's plans.

  1. Spring Airlines is a start-up business in China. It uses the management function of ____ to arrange that the three airplanes it operates are where they are supposed to be when they are supposed to be and have the appropriate number of operating personnel.
  2. organizing
  3. controlling
  4. communicating
  5. planning
  6. leadership

Title: ANSWER: A REFERENCE: Organizing LEARNING OUTCOME: 3 RATIONALE: Organizing is the process of arranging the structures and relationships of human and material resources to carry out an organization's plans.

  1. Two co-workers at Nortel came up with an idea for renting software over the Internet. Nortel’s top management liked the idea and set up a special division called Channelware devoted to taking the idea and making a new product. The establishment of a new company and assigning the employees in the division the task of making an idea a reality requires which management function?
  2. Organizing
  3. Controlling
  4. Communicating
  5. Planning
  6. Leadership

Title: ANSWER: E REFERENCE: Organizing LEARNING OUTCOME: 3 RATIONALE: Organizing is the process of arranging the structures and relationships of human and material resources to carry out an organization's plans.

  1. The Austrian-company Wienerberger is the world's largest brickmaker. It had to use the management function of _____ when it integrated the employees and manufacturing facilities that it gained from a merger with a brickmaking company in Great Britain.
  2. planning
  3. controlling
  4. directing
  5. communicating
  6. organizing

Title: ANSWER: C REFERENCE: Organizing LEARNING OUTCOME: 3

  1. Most firms have three distinguishable levels of management. They are:
  2. low, middle, and chief
  3. functional, middle, and staff
  4. supervisory, middle, and top
  5. operational, supervisory, and top
  6. functional, operational, and strategic

Title: ANSWER: D REFERENCE: Organizing LEARNING OUTCOME: 3

  1. The lowest level of management, which usually has the most people to manage, is called _____ management.
  2. top
  3. middle
  4. strategic
  5. supervisory
  6. functional

Title: ANSWER: D REFERENCE: Organizing LEARNING OUTCOME: 3

  1. Middle managers usually:
  2. act as representatives to other firms
  3. set overall goals and objectives
  4. manage the employees on the assembly line
  5. carry out plans and policies of top management
  6. act as figureheads for the company

Title: ANSWER: C REFERENCE: Organizing LEARNING OUTCOME: 3

  1. A relatively small group of managers at the head of an organization that establishes overall strategy and long-range goals is called _____ management.
  2. functional
  3. supervisory
  4. top
  5. middle
  6. operational

Title: ANSWER: C REFERENCE: Organizing LEARNING OUTCOME: 3

  1. Top management usually performs all of the following tasks EXCEPT:
  2. establish long-range plans
  3. formulate basic policies of operation
  4. direct workers on the assembly line
  5. develop strategic plans
  6. review new product development

Title: ANSWER: E REFERENCE: Organizing LEARNING OUTCOME: 3 RATIONALE: Aquino is part of a relatively small group of managers at the head of an organization that establishes overall strategy and long-range goals.

  1. Manila Water, the provider of the water and sewerage services in the capital of the Philippines has purchased the government owned water and sewerage system for the entire country. In terms of the managerial hierarchy, its president Antonino Aquino is in _____ management.
  2. functional
  3. coordination
  4. supervisory
  5. middle
  6. top

Title: ANSWER: B REFERENCE: Organizing LEARNING OUTCOME: 3

  1. _____ managers are the managers concerned with implementing the plans and policies of top managers and supervising lower-level managers.
  2. Functional
  3. Middle
  4. Coordinating
  5. Supervisory
  6. Operational

Title: ANSWER: D REFERENCE: Organizing LEARNING OUTCOME: 3 RATIONALE: Middle managers are the managers concerned with implementing the plans and policies of top managers and supervising lower-level managers.

  1. Plant manager Peter Kwillen receives the master budget from divisional headquarters and breaks it down for the three shift managers. He coordinates with other plant managers and manages lower-level managers. Kwillen is a(n) _____ manager.
  2. functional
  3. coordination
  4. supervisory
  5. middle
  6. operational

Title: ANSWER: C REFERENCE: Organizing LEARNING OUTCOME: 3 RATIONALE: The lowest level of management, which usually has the most people to manage, is called supervisory management.

  1. Pele Arnaz is a plant foreman for a generator manufacturer. He spends his day carrying out operational plans for the ongoing daily activities of the plant. Arnaz is a _____ manager.
  2. functional
  3. coordination
  4. supervisory
  5. middle
  6. strategic

Title: ANSWER: C REFERENCE: Organizing LEARNING OUTCOME: 3 RATIONALE: The lowest level of management, which usually has the most people to manage, is called supervisory management.

  1. Dean Jager is in charge of the volunteer staff at the Booth Western Art Museum. He makes the work assignments, determines work schedules, and makes sure the museum uses all of its volunteer staff efficiently. Jager is a _____ manager.
  2. functional
  3. coordination
  4. supervisory
  5. top
  6. strategic

Title: ANSWER: A REFERENCE: Leading, Guiding, and Motivating Others LEARNING OUTCOME: 4

  1. _____ is the process of guiding and motivating others toward the achievement of organizational goals.
  2. Leadership
  3. Communications
  4. Power
  5. Influence
  6. Management

Title: ANSWER: E REFERENCE: Leading, Guiding, and Motivating Others LEARNING OUTCOME: 4

RATIONALE: Leadership is the process of guiding and motivating others toward the achievement of organizational goals.

  1. Manila Water, the provider of the water and sewerage services in the capital of the Philippines has purchased the government owned water and sewerage system for the entire country. It promises to make the nation's water and sewerage system run as efficiently and profitably as the one it operates in Manila. Its primary challenge will be the management function of ____ because it needs to convince the 2,000 employees it inherited from the government-owned facility to work more efficiently.
  2. organizing
  3. controlling
  4. communicating
  5. planning
  6. leadership

Title: ANSWER: C REFERENCE: Leading, Guiding, and Motivating Others LEARNING OUTCOME: 4

  1. Leadership is:
  2. measuring performance against standards
  3. monitoring goals
  4. guiding others to achieve specific goals
  5. departmentalizing work segments
  6. developing a budget

Title: ANSWER: E REFERENCE: Leading, Guiding, and Motivating Others LEARNING OUTCOME: 4

  1. Stuart McFarland is sales manager for a hotel. His job entails leading, motivating, and communicating with employees. McFarland’s main management activity is:
  2. organizing
  3. controlling
  4. communicating
  5. planning
  6. leadership

Title: ANSWER: E REFERENCE: Leading, Guiding, and Motivating Others LEARNING OUTCOME: 4

  1. Which of the following is NOT one of the five key types of power?
  2. Reward
  3. Expert
  4. Referent
  5. Legitimate
  6. Influential

Title: ANSWER: C REFERENCE: Leading, Guiding, and Motivating Others LEARNING OUTCOME: 4

RATIONALE: Reward power is power derived from an individual's control over rewards.

  1. Manila Water, the provider of the water and sewerage services in the capital of the Philippines has purchased the government owned water and sewerage system for the entire country. It promises to make the nation's water and sewerage system run as efficiently and profitably as the one it operates in Manila. Its primary challenge will be to convince the 2,000 employees it inherited from the government-owned facility to work more efficiently.  Manila Water sought to boost employee morale by linking pay to performance.  In other words, management has used its _____ power to improve employee productivity.
  2. influential
  3. referent
  4. reward
  5. legitimate
  6. coercive

Title: ANSWER: D REFERENCE: Leading, Guiding, and Motivating Others LEARNING OUTCOME: 4

RATIONALE: Legitimate power is power that is derived from an individual's position in the organization.

  1. Two co-workers at Nortel came up with an idea for renting software over the Internet. Nortel’s top management liked the idea and set up a special division called Channelware devoted to taking the idea and making a new product. The ability of the Nortel top management to create this new division and assign employees to it is a result of their having _____ power.
  2. coercive
  3. conceptual
  4. referent
  5. legitimate
  6. influential

Title: ANSWER: E REFERENCE: Leading, Guiding, and Motivating Others LEARNING OUTCOME: 4

RATIONALE: Coercive power is power that is derived from an individual's ability to threaten negative outcomes.

  1. Airline stewards in China will remove someone from the plane if they attempt to bring their own food with them. Instead, passengers must buy the food sold on the plane. The stewardesses have been given _____ power to deal with passengers who won't obey the rules.
  2. influential
  3. referent
  4. reward
  5. legitimate
  6. coercive

Title: ANSWER: A REFERENCE: Leading, Guiding, and Motivating Others LEARNING OUTCOME: 4

RATIONALE: Expert power is power derived from an individual's extensive knowledge on one or more areas.

  1. Medical diagnostic equipment specialist Georgiana Rutland was asked to attend a medical conference in which the attendees discussed new uses for laser technology in diagnosing certain types of cancer. Rutland exerted considerable influence over the decisions to adopt the laser technology because of her _____ power.
  2. expert
  3. legitimate
  4. referent
  5. controlling
  6. coercive

Title: ANSWER: C REFERENCE: Leading, Guiding, and Motivating Others LEARNING OUTCOME: 4

RATIONALE: Referent power is power derived from an individual's personal charisma.

  1. Hassan Nasrallah, the leader of Hizbullah: grew up very poor but very smart, and although he wears the robes of a minor Shiite cleric, he is a world-class politician. He has been called the most charismatic figure in the Muslim world. Nasrallah exerts _____ power over his followers.
  2. controlled
  3. coordinating
  4. referent
  5. legitimate
  6. innate

Title: ANSWER: C REFERENCE: Leading, Guiding, and Motivating Others LEARNING OUTCOME: 4

RATIONALE: Coercive power is power that is derived from an individual's ability to threaten negative outcomes.

  1. Jack Welch, former CEO of General Electric, was known by his employees as “Bloody Jack” because of the downsizing and restructuring he insisted the company do if its various departments were unable to achieve organizational goals. Knowing this nickname, you can assume that Welch used _____ power to accomplish his goals for GE.
  2. controlled
  3. coordinating
  4. coercive
  5. conceptual
  6. innate

Title: ANSWER: D REFERENCE: Leading, Guiding, and Motivating Others LEARNING OUTCOME: 4 RATIONALE: Reward power is power derived from an individual's control over rewards.

  1. When your boss gives you a raise, he or she is using _____ power.
  2. legitimate
  3. controlling
  4. referent
  5. reward
  6. expert

Title: ANSWER: B REFERENCE: Leading, Guiding, and Motivating Others LEARNING OUTCOME: 4

  1. The relatively consistent pattern of behavior that characterizes a leader is called his or her _____ style.
  2. decision
  3. leadership
  4. strategic
  5. functional
  6. conceptual

Title: ANSWER: D REFERENCE: Leading, Guiding, and Motivating Others LEARNING OUTCOME: 4

  1. Among managers there are three distinctive leadership styles. They are:
  2. autocratic, open-door, and democratic
  3. competitive, autocratic, and group-centered
  4. committee, open-door, and closed-door
  5. autocratic, participative, and free-rein
  6. free-rein, democratic, and group-centered

Title: ANSWER: B REFERENCE: Leading, Guiding, and Motivating Others LEARNING OUTCOME: 4

RATIONALE: Autocratic leaders are directive leaders who prefer to make decisions and solve problems on their own with little input from subordinates.

  1. In order to attract younger customers to the Lacoste brand of clothing, CEO Robert Siegel made all of the major decisions in product planning, distribution, and promotion. He asked for no input from his employees. Siegel used a(n) _____ style to increase Lacoste's sales.
  2. one-directional
  3. autocratic
  4. consultative
  5. closed-door
  6. self-centered

Title: ANSWER: E REFERENCE: Leading, Guiding, and Motivating Others LEARNING OUTCOME: 4

RATIONALE: Autocratic leaders are directive leaders who prefer to make decisions and solve problems on their own with little input from subordinates.

  1. Dewayne Gibbons of Burger King decided to introduce a new sliced chicken sandwich without consulting any of his subordinates or the franchise. Managers who use this style of decision making exhibit the _____ style of leadership.
  2. consultative
  3. one dimensional
  4. closed-door
  5. laissez-faire
  6. autocratic

Title: ANSWER: D REFERENCE: Leading, Guiding, and Motivating LEARNING OUTCOME: 4

RATIONALE: A democratic leader solicits inputs from all members of the group and then allows members to make the final decision through a vote.

  1. The CEO of Whole Foods Markets is John Mackey. It has a set of quirky management rules that makes Whole Foods an odd but effective workplace. Every store is divided into about eight functional teams: An employee is hired provisionally to a store team. After four weeks of work, the team votes whether to hire him or her; a two-thirds yes vote is necessary to join the staff permanently.  Which leadership style appears to be used by Whole Foods?
  2. Autocratic
  3. Multi-dimensional
  4. Reactive
  5. Democratic (participative)
  6. Defensive

Title: ANSWER: D REFERENCE: Leading, Guiding, and Motivating Others LEARNING OUTCOME: 4

RATIONALE: Participative leaders share decision making with employees.

  1. Steve Miller, group managing director of the Royal Dutch/ Shell Group of Companies, uses what has been labeled as "grassroots leadership." He devotes more than 50 percent of his work time to getting input from the company's front-line employees. By listening to their suggestions, the company has increased its productivity and placed an emphasis on quality. His leadership style is:
  2. autocratic
  3. multi-dimensional
  4. reactive
  5. participative
  6. defensive

Title: ANSWER: C REFERENCE: Leading, Guiding, and Motivating Others LEARNING OUTCOME: 4

RATIONALE: A democratic leader solicits inputs from all members of the group and then allows members to make the final decision through a vote.

  1. Luca Villanova has a major decision to make about how to increase attendance for the professional soccer team he owns. He wants to call his players and coaches together, generate alternatives, and come up with a solution by mutual agreement and vote. His style of leadership is called:
  2. autocratic
  3. semi-autocratic
  4. democratic (participative)
  5. consultative
  6. open-door

Title: ANSWER: B REFERENCE: Leading, Guiding, and Motivating Others LEARNING OUTCOME: 4

  1. The three types of participative leaders are:
  2. semi-autocratic leaders, autocratic leaders, and empowering leaders
  3. consensual leaders, democratic leaders, and consultative leaders
  4. consensual leaders, and autocratic leaders and participative leaders
  5. empathetic leaders, empowering leaders and laissez-faire leaders
  6. empowering leaders, global leaders, and consultative leaders

Title: ANSWER: A REFERENCE: Leading, Guiding, and Motivating LEARNING UTCOME: 4

RATIONALE: Autocratic leaders are directive leaders who prefer to make decisions and solve problems on their own with little input from subordinates.

  1. Andy Pearson ran PepsiCo Inc. for nearly 15 years, driving revenues from $1 billion to $8 billion. In 1980, Fortune named him one of the 10 toughest bosses in the United States. Pearson was singled out for the relentless demands that he put on his people. As one employee put it, Pearson's talents were often "brutally abrasive." Every year, without hesitation, he fired the least productive 10% to 20% of his workforce.  Pearson used a(n) _____ leadership style.
  2. autocratic
  3. multi-dimensional
  4. reactive
  5. democratic
  6. defensive

Title: ANSWER: B REFERENCE: Leading, Guiding, and Motivating Others LEARNING OUTCOME: 4

RATIONALE: Consensual leaders encourage discussions about issues and then require that all parties involved agree to a final decision.

  1. Luca Villanova has a major decision to make about how to increase attendance for the professional soccer team he owns. He wants to call his players and coaches together, generate alternatives, and come up with a solution by mutual agreement and vote. Villanova is an example of which style of democratic leader?
  2. Open-door
  3. Consensual
  4. Laissez-faire
  5. Participative
  6. Empowering

Title: ANSWER: A REFERENCE: Leading, Guiding, and Motivating Others LEARNING OUTCOME: 4

RATIONALE: Consultative leaders confer with subordinates before making a decision.

  1. Asan Linhoud has a major decision to make regarding whether to create a new sales territory or simply add customers to existing territories. He asks for suggestions from his sales reps but will make his own decision. This style of leadership is called:
  2. consultative
  3. open-door
  4. participative
  5. group-centered
  6. democratic

Title: ANSWER: C REFERENCE: Leading, Guiding, and Motivating Others LEARNING OUTCOME: 4

RATIONALE: Free-rein leaders turn over all authority and control to subordinates.

  1. At IBM, the MDX group is at a crossroad about how to market a new software package. Judy Ramsby, the head of the group, has told the group of managers that "it is up to the group. As long as they don't violate company policy, the decisions are up to them."  Judy Ramsby is practicing a(n) _____ leadership style.
  2. autocratic
  3. open door
  4. free rein
  5. open alternative
  6. consultative

Title: ANSWER: D REFERENCE: Leading, Guiding, and Motivating Others LEARNING OUTCOME: 4

  1. Which two different leadership styles use empowerment?
  2. Free-rein and laissez-faire
  3. Autocratic and free-rein
  4. Laissez-faire and contextual
  5. Laissez-faire and participative
  6. Autocratic and participative

Title: ANSWER: E REFERENCE: Leading, Guiding, and Motivating Others LEARNING OUTCOME: 4

  1. _____ means giving employees increased autonomy and discretion to make decisions as well as control over the resources needed to make those decisions.
  2. Indoctrination
  3. Responsibility
  4. Influence assignment
  5. Laissez-faire
  6. Empowerment

Title: ANSWER: E REFERENCE: Leading, Guiding, and Motivating Others LEARNING OUTCOME: 4

  1. If a customer at a Target store brings a purchase to checkout, and the item is not priced, the clerk at the register can ask the customer what the price is. If the price is $25 or less, the clerk does not have to do a price check. The clerk has been given the authority to trust the customer to have quoted the correct price.  This sort of discretionary power is called:
  2. indoctrination
  3. responsibility
  4. influence assignment
  5. laissez-faire
  6. empowerment

Title: ANSWER: D REFERENCE: Leading, Guiding, and Motivating Others LEARNING OUTCOME: 4

  1. _____ is the set of attitudes, values, and standards that distinguishes one organization from another.
  2. The mission statement
  3. Strategic policy
  4. Corporate policy
  5. Corporate culture
  6. Strategic environment

Title: ANSWER: E REFERENCE: Leading, Guiding, and Motivating Others LEARNING OUTCOME: 4

  1. Which of the following statements about corporate culture is true?
  2. Corporate culture evolves over time.
  3. Corporate culture is intangible.
  4. Corporate culture is based on the accumulated history of the organization.
  5. Corporate culture can have a strong impact on a company’s success.
  6. All of the above statements about corporate culture are true.

Title: ANSWER: D REFERENCE: Leading, Guiding, and Motivating Others LEARNING OUTCOME: 4

RATIONALE: Corporate culture is the set of attitudes, values, and standards that distinguishes one organization from another.

  1. Creative Good is a 35-person strategy-consulting firm that believes you must create a good employee experience to offer a good customer experience. Toward this goal, Creative Good focuses on collaborative workshops, full-staff meetings, and a company-wide emphasis on relationships and communication--from the customer to the client, to the employees of Creative Good, and to the company's leaders. This description represents the _____ of Creative Good.
  2. mission statement
  3. strategic policy
  4. corporate policy
  5. corporate culture
  6. strategic environment

Title: ANSWER: C REFERENCE: Controlling LEARNING OUTCOME: 5

  1. _____ is the process of ensuring that the organization's objectives are being met and of correcting deviations from the plan.
  2. Planning
  3. Leadership
  4. Controlling
  5. Staffing
  6. Communicating

Title: ANSWER: C REFERENCE: Controlling LEARNING OUTCOME: 5

  1. Gillette wanted to make its distribution system more efficient. It decided to implant a tiny computer chip in each of its products’ packages, so it could track its products and improve its inventory management. Which management function would be used to achieve the goal of greater efficiency?
  2. Planning
  3. Organizing
  4. Controlling
  5. Staffing
  6. Communicating

Title: ANSWER: E REFERENCE: Controlling LEARNING OUTCOME: 5

  1. The first step in controlling is to:
  2. take corrective action
  3. measure performance against standards
  4. monitor goals
  5. explain the meaning of goals
  6. establish performance standards

Title: ANSWER: C REFERENCE: Controlling LEARNING OUTCOME: 5

  1. Raja Hossein monitors the quality of staplers manufactured under the brand name Bostitch. If a stapler doesn't meet the standards that are agreed upon, an employee in his department puts the stapler in a reject pile. What function is Hossein performing?
  2. Planning
  3. Coordinating
  4. Controlling
  5. Leadership
  6. Organizing

Title: ANSWER: B REFERENCE: Controlling LEARNING OUTCOME: 5

  1. All of the following are elements of controlling EXCEPT:
  2. setting performance standards
  3. subordinating
  4. monitoring performance standards
  5. measuring performance standards
  6. feedback

Title: ANSWER: CREFERENCE: Controlling LEARNING OUTCOME: 5

  1. Feedback is an important part of which function of management?
  2. Planning
  3. Coordinating
  4. Controlling
  5. Leadership
  6. Organizing

Title: ANSWER: C REFERENCE: Managerial Roles LEARNING OUTCOME: 6

  1. The three basic roles of management are:
  2. informational, educational, and operational
  3. educational, operational, and intrapersonal
  4. interpersonal, decisional, and informational
  5. decisional, operational, and interpersonal
  6. interpersonal, intrapersonal, and informational

Title: ANSWER: A REFERENCE: Managerial Roles LEARNING OUTCOME: 6 RATIONALE: Scott is engaging in monitoring, an information role.

  1. According to the Sports Business Journal, Levy Restaurants is the leading purveyor of premium food at major sports venues. Even before the sports event begins, George Scott, a director of the company, will have already walked more than a dozen laps. He will cover several miles in the course of a game, studying each food stand and cart for anything amiss--long lines, empty or messy condiment stations, not enough smiles from employees. Scott acts in a(n) _____ role.
  2. informational
  3. interpersonal
  4. organizational
  5. functional
  6. coordinational

Title: ANSWER: E REFERENCE: Managerial Roles LEARNING OUTCOME: 6 RATIONALE: A disseminator has an informational role.

  1. When manager Mariah Pitner delivered the company's financial report to local bankers and analysts, she was acting in a(n) _____ role.
  2. decisional
  3. interpersonal
  4. intrapersonal
  5. strategic
  6. informational

Title: ANSWER: A REFERENCE: Managerial Roles LEARNING OUTCOME: 6 RATIONALE: She is monitoring the competitive environment.

  1. The manager of a chain of dry cleaning stores gathers the competitions' advertisements for analysis and review. She needs these data to help the chain devise its own advertising strategy. The manager is acting in the _____ role.
  2. informational
  3. interpersonal
  4. organizational
  5. functional
  6. coordinational

Title: ANSWER: D REFERENCE: Managerial Roles LEARNING OUTCOME: 6

  1. As an informational manager, Lia Morris would do all of the following EXCEPT:
  2. seek advertising information from various newspapers
  3. transmit a magazine article to subordinates
  4. release information to people outside the firm
  5. direct and counsel subordinates in daily activities
  6. read news releases about the competition

Title: ANSWER: B REFERENCE: Managerial Roles LEARNING OUTCOME: 6

  1. The _____ role of a manager consists of relationships with other people as figurehead, leader, and liaison.
  2. informational
  3. interpersonal
  4. intrapersonal
  5. decisional
  6. coordinator

Title: ANSWER: D REFERENCE: Managerial Roles LEARNING OUTCOME: 6 RATIONALE: The interpersonal role of a manager consists of relationships with other people as figurehead, leader, and liaison.

  1. When John Mackey, CEO of Whole Foods Markets, hosted a fundraising event in his role as honorary chairman of the national People for the Ethical Treatment of Animals (PETA) organization, he is fulfilling his _____ managerial role.
  2. informational
  3. decisional
  4. liaison
  5. interpersonal
  6. coordinational

Title: ANSWER: A REFERENCE: Managerial Roles LEARNING OUTCOME: 6

  1. In the _____ management role, managers act as liaisons and develop and maintain contacts outside their own departments.
  2. interpersonal
  3. decision making
  4. informational
  5. functional
  6. coordinating

Title: ANSWER: C REFERENCE: Managerial Roles LEARNING OUTCOME: 6

  1. Allocation of resources, approval of projects, and authorization of budgets are all activities that a manager performs in his or her _____ management role.
  2. interpersonal
  3. functional
  4. decisional
  5. coordinating
  6. informational

Title: ANSWER: A REFERENCE: Managerial Roles LEARNING OUTCOME: 6

RATIONALE: Resource allocation is one of the functions of a decisional role.

  1. Textron Corporation is establishing a legal division. The newly appointed head of the division is organizing, hiring people, and operating the division. This division head is performing a(n) _____ management role.
  2. decisional
  3. informational
  4. intrapersonal
  5. functional
  6. educational

Title: ANSWER: E REFERENCE: Managerial Roles LEARNING OUTCOME: 6 RATIONALE: Nonprogrammed decisions are made in response to infrequent, unforeseen, or very unusual problems.

  1. New Bedford College keeps all of its records on computers. When a student registers for a class, the computer is checked to make sure that the student has all of the prerequisites for the class. Last fall, the computer went down during the first day of registration.  The registrar’s office had to make a _____ decision in which it was decided that the registration period would be extended to an unprecedented five days even though this would mean that classes would have to start later, and there would be fewer class meetings.
  2. cultural
  3. programmed
  4. supervisory
  5. precedented
  6. nonprogrammed

Title: ANSWER: B REFERENCE: Managerial Roles LEARNING OUTCOME: 6 RATIONALE: Programmed decisions are made in response to frequently occurring routine situations.

  1. According to the Sports Business Journal, Levy Restaurants is the leading purveyor of premium food at major sports venues. Levy has fed the masses at the Super Bowl, the Grammys, the Kentucky Derby, and the NBA All-Star Game. It catered last year's World Series and the MTV Video Music Awards, plus hundreds of regular-season games of football, baseball, basketball, hockey, and NASCAR races. So when the company purchased 150 pounds of steak and chicken, eighty pounds of noodles, ingredients for 48 gallons of shrimp bisque, 400 sushi rolls, and 25 pounds of jambalaya and succotash, it was more than likely a _____ decision.
  2. cultural
  3. programmed
  4. supervisory
  5. precedented
  6. nonprogrammed

Title: ANSWER: C REFERENCE: Managerial Roles LEARNING OUTCOME: 6

  1. Managers typically follow five steps in the decision-making process. The first step is to:
  2. gather information
  3. evaluate the strengths and weaknesses of potential decisions
  4. recognize or define the problem or opportunity
  5. establish a budget
  6. create organizational goals

Title: ANSWER: B REFERENCE: Managerial Skills LEARNING OUTCOME: 7 RATIONALE: The specialized knowledge and ability that a person brings to a job, such as computer programming or cooking ability, is called a technical skill.

  1. According to the Sports Business Journal, Levy Restaurants is the leading purveyor of premium food at major sports venues. It has chefs that specialize in the preparation of various foods working at different sports venues. For the Super Bowl, Levy flew in more than two dozen of its chefs from venues to prepare food to feed the Super Bowl crowd. The chefs had the necessary _____ skills.
  2. hierarchical
  3. technical
  4. functional
  5. subordinate
  6. tactical

Title: ANSWER: B REFERENCE: Managerial Skills LEARNING OUTCOME: 7

  1. The specialized knowledge and ability that a person brings to a job, such as computer programming, is called a(n) ______ skill.
  2. hierarchical
  3. technical
  4. functional
  5. subordinate
  6. tactical

Title: ANSWER: E REFERENCE: Managerial Skills LEARNING OUTCOME: 7, 8

  1. Which of the following statements about managerial skills is true?
  2. Technical skills tend to be used most by managers at lower levels of an organization.
  3. Conceptual skills tend to be used most by top-level managers.
  4. Human relations skills, while used throughout the organization, are most needed by first-level managers.
  5. Managers use global management skills to operate in a culturally diverse environment.
  6. All of the above statements about managerial skills are true.

Title: ANSWER: C REFERENCE: Managerial Skills LEARNING OUTCOME: 7

  1. Alysha Johnson is a manager who communicates effectively, successfully motivates and leads her workers, and allows them leeway in making decisions. Copeland is said to have good:
  2. functional techniques
  3. manners
  4. human relations skills
  5. technical skills
  6. strategic techniques

Title: ANSWER: E REFERENCE: Managerial Skills LEARNING OUTCOME: 7

  1. All of the following are human relations skills EXCEPT:
  2. effective communication
  3. ability to work with people
  4. sensitivity to workers' needs
  5. willingness to let subordinates make decisions
  6. ability to program a computer

Title: ANSWER: A REFERENCE: Managerial Skills LEARNING OUTCOME: 7

  1. Kent Huston is a middle manager at a management consulting company. He has the ability to negotiate, impress the right people, and make the right connections. Huston has _____ skills.
  2. human relations
  3. conceptual
  4. technical
  5. functional
  6. developmental

Title: ANSWER: A REFERENCE: Managerial Skills LEARNING OUTCOME: 7

  1. The ability to view an organization as a whole, to understand how the various parts fit together, and how it relates to other organizations is a(n) _____ skill.
  2. conceptual
  3. strategic
  4. tactical
  5. organizational
  6. hierarchical

Title: ANSWER: C REFERENCE: Managerial Skills LEARNING OUTCOME: 7

  1. Tawna Reed was hired for a top managerial position in Nike Corporation because she had creative ability and a good overall feel for the athletic shoe industry. Reed is said to have good _____ skills.
  2. human relations
  3. technical
  4. conceptual
  5. strategic
  6. functional
  1. _____ skills refer to the manager’s ability to operate in diverse cultural environments.
  2. Human relations
  3. Global management
  4. International
  5. World-centered
  6. Ethnocentric

Title: ANSWER: D REFERENCE:  Trends in Management and Leadership LEARNING OUTCOME: 8

  1. Which of the following is NOT a current trend in management and leadership?
  2. the need to prepare for crisis management
  3. increasing need for global management skills
  4. the growing use of information technology
  5. increasing dependence on autocratic leadership
  6. outside directors

Title: ANSWER: C REFERENCE: Trends in Management and Leadership LEARNING OUTCOME: 8

  1. No matter what the crisis, there are some basic guidelines managers should follow to minimize the negative outcomes. Which of the following is an example of one of those guidelines?
  2. Managers should avoid any direct contact with the press.
  3. Managers should release ambiguous statements to the media to give them time to assess the problem.
  4. Managers should ask for help if it is needed.
  5. Managers should take their time so they can have a thorough understanding of the crisis and have all the information on how to handle it at their fingertips.
  6. All of the above statements about examples of guidelines for dealing with crises.

Title: ANSWER: A REFERENCE: Trends in Management and Leadership LEARNING OUTCOME: 8

  1. _____ skills refer to a manager's ability to operate in diverse cultural environments.
  2. Global management
  3. Human relations
  4. Professional
  5. Diversity
  6. Cultural

FILL-IN-THE-BLANK QUESTIONS

Title: ANSWER: Management REFERENCE: The Role of Management LEARNING OUTCOME: 1

  1. _____ is the art of attaining organizational objectives through use of people and other resources.

Title: ANSWER: Efficiency REFERENCE: The Role of Management LEARNING OUTCOME: 1

  1. _____ is using the least possible amount of resources to get work done.

Title: ANSWER: Planning REFERENCE: Planning LEARNING OUTCOME: 2

  1. _____ is the setting of goals and then the design of the strategies, policies, and methods for achieving the goals.

Title: ANSWER: Strategic REFERENCE: Planning LEARNING OUTCOME: 2

  1. _____ planning is creating long-range, comprehensive objectives and figuring out how to achieve them.

Title: ANSWER: tactical REFERENCE: Planning LEARNING OUTCOME: 2

  1. The short-range planning that details the methods of current operations and is usually done by supervisory management is called _____ planning.

Title: ANSWER: contingency REFERENCE: Planning LEARNING OUTCOME: 2

  1. "If sales for the quarter drop by 10 percent or more, there will be an automatic cut in managers' travel and expense budgets." This type of change in a tactical plan is called a _____ plan.

Title: ANSWER: Organizing REFERENCE: Organizing LEARNING OUTCOME: 3

  1. _____ is the management process of coordinating and allocating a firm’s resources in order to carry out its plans.

Title: ANSWER: supervisory REFERENCE: Organizing LEARNING OUTCOME: 3

  1. The lowest level of management, which usually carries out the daily operations, is called _____ management.

Title: ANSWER: Leadership REFERENCE: Leading, Guiding, and Motivating Others LEARNING OUTCOME: 4

  1. _____ is the process of guiding and motivating people toward the achievement of organizational goals

Title: ANSWER: autocratic REFERENCE: Leading, Guiding, and Motivating Others LEARNING OUTCOME: 4

  1. Managers who try to solve problems on their own without seeking advice from others in the organization use the _____ leadership style.

Title: ANSWER: free-rein or laissez-faire REFERENCE: Leading, Guiding, and Motivating Others LEARNING OUTCOME: 4

  1. A manager who turns over all authority and control to the group is using a _____ leadership style.

Title: ANSWER: controlling REFERENCE: Controlling LEARNING OUTCOME: 5

  1. When _____, the manager checks the organization’s performance standards against its objectives and goals.

Title: ANSWER: feedback REFERENCE: Controlling LEARNING OUTCOME: 5

  1. If the organization is not meeting its performance standards, then it must take corrective action. The system that pinpoints problems and triggers some kind of corrective action is called a _____ system.

Title: ANSWER: informational REFERENCE: Managerial Roles LEARNING OUTCOME: 6

  1. A manager who delivers financial reports to local bankers and analysts and disseminates stories to the newspaper is performing an _____ role.

Title: ANSWER: technical REFERENCE: Managerial Skills LEARNING OUTCOME: 7

  1. A learned, specialized skill, such as welding or programming a computer, is called a _____ skill.

Title: ANSWER: conceptual REFERENCE: Managerial Skills LEARNING OUTCOME: 7

  1. The ability to see how the parts of an organization fit together and to relate it to other organizations is called a _____ skill.

Title: ANSWER: Global management REFERENCE: Trends in Management and Leadership LEARNING OUTCOME: 8

  1. _____ skills are the ability to operate in diverse cultural environments.

SHORT ANSWER QUESTIONS

Title: ANSWER: the process of guiding the development, maintenance, and allocation of resources to attain organizational goals REFERENCE: The Role of Management LEARNING OUTCOME: 1

  1. What is management?

Title: ANSWER: strategic, tactical, operational, and contingency

REFERENCE: Planning LEARNING OUTCOME: 2

  1. List the four basic types of planning.

Title: ANSWER: the process of coordinating and allocating a firm’s resources in order to carry out its plans

REFERENCE: Organizing LEARNING OUTCOME: 3

  1. Define organizing as a process of management.

Title: ANSWER: tactical planning REFERENCE: Organizing LEARNING OUTCOME: 3

  1. What basic type of management is typically performed by middle managers?

Title: ANSWER: supervisory managers REFERENCE: Organizing LEARNING OUTCOME: 3

  1. Which management level is typically responsible for implementing operational plans?

Title: ANSWER: legitimate, reward, coercive, expert, and referent REFERENCE: Leading, Guiding, and Motivating Others LEARNING OUTCOME: 4

  1. List the five primary sources or bases of power.

Title: ANSWER: the relatively consistent way that individuals in leadership positions attempt to influence the behavior of others. REFERENCE: Leading, Guiding, and Motivating Others LEARNING OUTCOME:4 7. What is a leadership style?

Title: ANSWER: democratic, consensual, and consultative REFERENCE: Leading, Guiding, and Motivating Others LEARNING OUTCOME: 4

  1. List the three types of participative leadership.

Title: ANSWER: participative and laissez-faire (or free-rein) leaders REFERENCE: Leading, Guiding, and Motivating Others LEARNING OUTCOME: 4

  1. What two types of leadership style use empowerment?

Title: ANSWER: laissez-faire REFERENCE: Leading, Guiding, and Motivating Others LEARNING OUTCOME: 4

  1. What is another name for a free-rein leadership style?

Title: ANSWER: setting performance standards (goals) REFERENCE: Controlling LEARNING OUTCOME: 5

  1. What is the first step in the control process?

Title: ANSWER: informational, decisional, and interpersonal REFERENCE: Managerial Roles LEARNING OUTCOME: 6

  1. List the three basic categories of managerial roles.

Title: ANSWER: Recognize or identify a problem or opportunity. REFERENCE: Managerial Roles LEARNING OUTCOME: 6

  1. What is the first step in making a nonprogrammed decision?

Title: ANSWER: global management, conceptual, human relations, and technical skills REFERENCE: Managerial Skills LEARNING OUTCOME: 7

  1. Managerial skills fall into four basic categories. What are they?

Title: ANSWER: crisis management REFERENCE: Trends in Management and Leadership LEARNING OUTCOME: 8

  1. What type of management did the executives at Dell Computer Company have to use when the media revealed that the batteries in the Dell portable computers were likely to catch on fire?

Title: ANSWER: a manager’s ability to operate in diverse cultural environments REFERENCE: Trends in Management and Leadership LEARNING OUTCOME: 8

  1. What are global management skills?

This file is copyright 2018, Rice University. All Rights Reserved.

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