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Management: An Overview
OVERVIEW
Learning Objectives
1.
Explain why organizations need managers
2.
Describe the needs that affect a manager's universe
3.
Identify and explain the levels of management
4.
List and describe the management functions
5.
Describe how management functions apply to each level of management
6.
Identify and explain management roles
7.
List and describe management skills
8.
Contrast the myths with the realities of a manager's job
9.
Discuss the criteria used to evaluate a manager's performance
Pre-Test
Answer the following questions prior to reading the text or the Chapter Concept Summary. In the
answer column, write the letter of the answer that best completes the statement or answers the
question.
____1. For most organizations, top management consists of:
a.
any manager above the level of foreman.
b.
the chief executive officer, the president, and his or her vice presidents.
c.
the chief executive officer only.
d.
the chief executive officer and the president only.
____2. The five management functions are:
a.
planning, organizing, staffing, leading, and controlling.
b.
organizing, selling, accounting, leading, and controlling.
c.
planning, accounting, controlling, leading, and organizing.
d.
planning, organizing, selling, leading, and controlling.
____3. The Production Department manager can best be described as a:
a.
general manager.
b.
first-line manager.
c.
functional manager.
d.
top manager.
____4. Which management level spends the least amount of time performing the planning
function?
a.
Top management
b.
Middle management
c.
First-line management
d.
Functional management
____5. The three categories of management roles are:
a.
figurehead, leader, and liaison.
b.
monitor, disseminator, and spokesperson.
c.
interpersonal, decisional, and entrepreneur.
d.
interpersonal, informational, and decisional.
____6. The three skills that all managers need are:
a.
planning, organizing, and controlling.
b.
conceptual, technical, and human.
c.
effectiveness, efficiency, and planning.
d.
interpersonal, decisional, and informational.
____7. Which of the following is a reality of a manager's job?
a.
A manager's job is less a science than an art.
b.
Managers are self-starting, self-directing, and autonomous.
c.
Managers have no regular duties to perform.
d.
Managers are reflective and systematic planners.
perform these universal activities varies by level in the management hierarchy. Top management,
consisting of the chief executive officer and the vice presidents, is responsible for the overall
management of the organization and directs its relations with the external environment. These
managers need conceptual skills the most. Middle management, consisting of all managers
below vice presidents but above supervisors, implements top management objectives and policies.
These managers need a blend of all three skill sets. First-line management, the home of
supervisors, team leaders, and team facilitators, supervises and directs the actual work of the
organization at the operating level. These managers need technical skills the most.
Functional managers can also be identified by the areas or functions of the organization for
which they are responsible, such as marketing, finance, operations, and human resources.
Management Functions
All managers perform the same basic functions:
Planning is the process of identifying goals and ways of achieving them in order to prepare the
organization for the future.
Organizing is the process of creating structure, establishing relationships, and allocating
resources to accomplish goals.
Staffing is the process of recruiting, training, and retaining qualified workers.
Leading is the process of guiding and stimulating individuals and groups to achieve
organizational goals within a supportive environment.
Controlling is the process of checking results against plans and taking corrective action as
needed to reduce deviations from previously set guidelines.
Management Roles
To meet the many demands placed on managers as they carry out these functions, managers take
on numerous roles, or sets of behavioral expectations, as they interact with workers and the
external environment. In handling interpersonal relationships, managers adopt the three
interpersonal roles of figurehead, leader, and liaison. In handling information, managers
assume the three informational roles of monitor, disseminator, and spokesperson. In handling
decisions, managers take on the four decisional roles of entrepreneur, disturbance handler,
resource allocator, and negotiator.
Management Skills
To perform management functions and assume multiple roles, managers must master three kinds
of skills:
Technical skills: Managers must be able to use the processes, practices, techniques, and tools
of a specialty area.
Conceptual skills: Managers must possess the capacity to develop ideas, understand abstract
relationships, and solve problems.
Human skills: Managers must display the ability to interact and communicate with people to
gain cooperation.
As one progresses up the ladder of an organization, technical skills become less important and
conceptual skills more important. Human skills are crucial at all levels of management.
Management Myths and Realties
Myth #1The manager is a reflective, methodical planner.
Reality: The average manager is swamped by trivialities and crises and spends only nine minutes
or so on any one activity.
Myth #2The effective manager has no regular duties to perform.
Reality: Managers attend meetings, meet visitors, and absorb and process information on a
continual basis.
Myth #3The manager's job is a science.
Reality: Managers rely heavily on interaction and judgment.
Myth #4Managers are self-starters, self-directed, and autonomous.
Reality: Good managers are self-managing; they accept autonomy, while seeking impact from
supervision.
Myth #5Good managers seek out the information they require.
Reality: Managers do not always have access to information they need.
Myth #6Competition among managers is good for business.
Reality: Collaboration and cooperation creates a better business.
Evaluating a Manager's Performance
Managers are evaluated, among other criteria, by:
How well they play their managerial roles.
Possessing and properly applying required management skills.
Effective leadership.
Ethical actions.
Effective use of diversity in the workforce.
How well they please customers.
Building a partnership with subordinates and peers.
The clarity of their expectations.
Post-Test
Answer the following questions after reading the text or the Chapter Concept Summary. In the
answer column, write the letter of the answer that best completes the statement or answers the
question.
____1. For most organizations, top management consists of:
a.
the chief executive officer, the president, and his or her vice presidents.
b.
any manager above the level of Department Head.
c.
the chief executive officer only.
d.
the chief executive and the president only.
SELF-STUDY QUESTIONS
Matching
Match the following key terms with the definition or statement that best describes it. Write your
answer in the answer column.
a.
b.
c.
d.
e.
f.
g.
h.
i.
j.
k.
l.
conceptual skills
customer
diversity
ethics
first-line management
functional manager
goal
human skills
technical skills
planning
leading
leadership
m.
n.
o.
p.
q.
r.
s.
t.
u.
v.
w.
x.
management
management hierarchy
manager
middle management
organization
quality
role
top management
organizing
controlling
staffing
objective
Multiple Choice
In the answer column, write the letter of the answer that best completes the statement or answers
the question.
____1. All of the following are important elements in determining what management is and why
organizations need managers except: LO-1
a.
managers set and achieve goals through people and other resources.
b.
a manager's sole consideration in organizations is maximizing profit.
c.
establishing and sticking to organizational values increases the probability of
success.
d.
managers are needed to create organizations.
____2. Which of the following is a true statement? LO-1
a.
Only large organizations need managers.
b.
Organizations need managers to resist all forms of change.
c.
Organizations need managers to oversee and change their operations.
d.
Organizational values are not an important concern for managers.
____3. Which of the following is not one of the needs that affect a managers universe? LO-2
a.
The need to please customers by meeting or exceeding their expectations
b.
The need to provide capital for the organization
c.
The need to provide leadership
d.
The need to value diversity in their employees
____4. According to the text, a customer would be all of the following except: LO-2
a.
a person outside the organization who uses the output of the organization.
b.
any person inside the organization who receives what is needed from others
in the organization.
c.
an outside supplier receiving quality specifications from the organization.
d.
all of the above are customers of the organization.
____5. Which of the following is not one of the diversity challenges for managers? LO-2
a.
Integrate the diversity that exists in their communities and in their external
environment into their work force
b.
Learn about and understand their employees differences
c.
Communicate with all employees in exactly the same manner
d.
Find ways for themselves, their organizations, and their employees to utilize
employee differences
____6. Which of the following factors would not significantly impact managers? LO-2
a.
Technological advances
b.
Economic changes
c.
Natural disasters
d.
All of the above significantly impact managers and their environment
____7. Which of the following is not one of the levels of management? LO-3
a.
Top management
b.
Functional management
c.
Middle management
d.
First-line management
____8. The level of management that is responsible for overseeing the entire organization and
establishes long-term, company-wide goals is: LO-3
a.
top management.
b.
middle management.
c.
operational management.
d.
general management.
____9. Which of the following is not a true statement concerning middle management? LO-3
a.
They are becoming less specialized.
b.
They are being trained to become team leaders.
c.
They translate top-managements goals into shorter-term objectives.
d.
The number of middle managers in the work force is rapidly increasing.
___10. The level of management that is most concerned with the day-to-day execution of
ongoing operations is: LO-3
a.
top management.
b.
middle management.
c.
first-line management.
d.
functional management.
___11. A human resources manager is a: LO-3
a.
top manager.
b.
functional manager.
c.
operational manager.
d.
general manager.
___12. The function of management that lays the groundwork for all other functions, and is often
called the first function of management, is: LO-4
a.
organizing.
b.
staffing.
c.
leading.
d.
planning.
___13. The function of management that involves defining the tasks required to meet goals,
grouping these into positions, and creating the management hierarchy is: LO-4
a.
planning.
b.
controlling.
c.
organizing.
d.
staffing.
___14. Which function of management involves the acquiring and placing of people, and is
sometimes considered to be the final stage of organizing? LO-4
a.
Staffing
10
Leading
Controlling
Planning
11
12
13
___10. Organizing involves the attempts to prevent, identify, and correct deviations from
previously established guidelines. LO-4
___11. Only middle and top managers are involved in the staffing function. LO-5
___12. All managers, regardless of level, execute all five management functions. LO-5
___13. All managers play all ten management roles at the same time. LO-6
___14. The ten management roles are grouped into two categories: interpersonal and decisional.
LO-6
___15. All managers need three basic skills: technical, human, and conceptual. LO-7
___16. Human skills are most essential at the first-line supervisory level. LO-7
___17. As one progresses upward in the management ranks, technical skills become less
important, and conceptual skills become more important. LO-7
___18. The manager's job is more of a science than an art. LO-8
___19. Managers are reflective and methodical planners. LO-8
___20. The only criteria for evaluating a manager's performance is how efficiently they achieve
their goals. LO-9
Short Essay Question
Describe, discuss, and explain the relationship between managerial levels, the functions of
management, managerial roles, and managerial skills.
CONCEPT APPLICATION
Skill Builder Exercise
Regarding your own university, college, or workplace:
1.
Identify a manager at each level of management (top manager, middle manager, front-line
manager) and then discuss the skills displayed by that manager. Include one functional
manager.
2.
Think about the people in your class. If your class were a work unit, what diversity
considerations would a manager need to understand in order to build an effective work
team? (Consider gender, race, nationality, language, learning style, communication style,
physical disability, and age.)
3.
14
4.
Concept in action
Concept in action
15
Chapter 1
Answer Key
Pre-Test
1.
b
2.
a
3.
c
4.
c
5.
d
6.
b
7.
a
Post-Test
1.
a
2.
c
3.
b
4.
d
5.
a
6.
c
7.
b
Self-Study Questions
Matching
1.
2.
3.
4.
5.
6.
7.
8.
(p. 05)
(p. 13)
(p. 05)
(p. 06)
(p. 13)
(p. 08)
(p. 05)
(p. 24)
9.
10.
11.
12.
13.
14.
15.
16.
m (p. 05)
d (p. 09)
h (p. 25)
c (p. 10)
n (p. 12)
e (p. 14)
f (p. 14)
j (p. 17)
17.
18.
19.
20.
21.
22.
23.
24.
w (p. 18)
u (p. 18)
k (p. 18)
v (p. 18)
s (p. 20)
a (p. 25)
x (p. 05)
g (p. 05)
25.
26.
27.
28.
29.
30.
e
r
d
t
p
v
Multiple Choice
1.
b (p. 05)
9.
d (p. 13)
17.
c (p. 19)
25.
b (p. 27-28)
c
b
d
c
a
b
a
18.
19.
20.
21.
22.
23.
24.
d (p. 19)
b (p. 20)
a (p. 21)
c (p. 22)
b (p. 24)
d (p. 27)
c (p. 27)
26.
27.
28.
29.
30.
a
c
d
d
d
2.
3.
4.
5.
6.
7.
8.
True/False
1.
2.
3.
4.
5.
6.
7.
x
p
q
b
t
l
o
i
c
b
d
c
d
a
a
(p. 05)
(p. 06)
(p. 06)
(p. 10)
(p. 12)
(p. 13)
(p. 13)
T
F
F
T
F
T
F
(p. 05)
(p. 05)
(p. 06)
(p. 06)
(p. 07)
(p. 13)
(p. 14)
10.
11.
12.
13.
14.
15.
16.
(p. 14)
(p. 16)
(p. 17)
(p. 18)
(p. 18)
(p. 18)
(p. 19)
8.
9.
10.
11.
12.
13.
14.
T
T
F
F
T
F
F
(p. 15)
(p. 17)
(p. 17)
(p. 18)
(p. 19)
(p. 20)
(p. 21)
15.
16.
17.
18.
19.
20.
T
F
T
F
F
F
(p. 24)
(p. 27)
(p. 27)
(p. 27)
(p. 27)
(p. 28)
(p. 14)
(p. 06)
(p. 09)
(p. 13)
(p. 13)
(p. 18)
(p. 27-28)
(p. 27)
(p. 28)
(p. 28)
(p. 28)
16