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Exam 7: Management and Leadership

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Question 41

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Planning is a continuous process.

A) True
B) False

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Question 42

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Ricardo works as a department head at Barnes Hospital. His job requires Ricardo to spend most of his time training and coaching employees to perform their jobs more effectively and teaching other managers to be better leaders. Ricardo's job requires him to make full use of his:

A) technical skills.
B) conceptual skills.
C) orientation skills.
D) human relations skills.

E) A) and D)
F) A) and C)

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Question 43

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Organizing involves developing a structure or framework that relates all workers, tasks and resources to each other.

Managers focus on making efficient use of their organization's human resources, but leave decisions about the efficient use of other resources such as buildings, machinery, and supplies to engineers and accountants.

___________ is the management function of creating a vision for the organization and guiding, training, coaching, and motivating employees to help achieve the goals and objectives of the organization

In traditional organizations, directing includes both giving assignments to workers and providing feedback on their performance.

Jermaine is a manager with Drevil Industries. Part of his job is to make specific short-term decisions about what his department must do to achieve Drevil's long-term success. Jermaine is involved in:

Managers who listen to their subordinates and allow them to participate in decision making are using the ____________ style of leadership

Which of the following statements has resulted in changes in the role of management?

Last year, Idle Time Gaming, Inc., experienced one of the most successful introductions of one of its new action videos since the company's inception. The CEO announced that sales and profits had exceeded company projections. He attributed the success to a flexible plan, which included good design, accurate product testing, and innovative marketing and sales tactics. In order to have good recall of the procedures that were put in place for this successful introduction, he has charged a team of managers to develop a(n) __________________ system, so the company can avoid "reinventing the wheel." For future introductions, he wants to be able to recall what worked and what didn't work

A(n) __________ leader would set objectives and give employees a great deal of freedom to decide for themselves how to accomplish those objectives

The top managers at the Sax Department Store find that their employees do not really share a common sense of purpose or have a common set of values. This suggests that top management has not provided a clear vision for the firm.

Which of the following activities would be a part of the leading function of management?

Tactical planning deals with setting long-range goals, while strategic planning develops the specific strategies needed to achieve the organization's operational goals.

Describe three different leadership styles and give an example of a situation in which each style could be most used effectively.

A vision gives the organization a sense of purpose and a set of values that unite employees toward a common destiny.

Carlos had been thinking of setting up a graphic design service business for quite some time. He knew that he wanted to work at home and he now had several leads for prospective customers. He also knew how much money he needed to make to cover his expenses. He had several ways to approach his new business including working by himself or taking on a partner. Both ways needed more thought to determine what each would involve. In terms of the rational decision-making model, Carlos is in which of the following steps?

Leading is the management function of designing the structure of the organization so that everyone can function together.

As a manager, two of Sylvia's strengths are her ability to communicate goals clearly, and her ability to guide, coach, and motivate workers. Based on these strengths, __________ is a management function that Sylvia is likely to be good at performing

Mark is a manager for Cable Connection. He spends most of his time scheduling the specific service calls that each employee performs during the day, verifying job completion, and evaluating employee performance on each call. These responsibilities suggest that Mark is a middle manager.