Managment Learning Outline

Chapter Learning Outline
Use this Learning Outline as you read and study this chapter.
Who Are Managers?
• Explain how managers differ from nonmanagerial employees.
• Describe how to classify managers in organizations.
What Is Management?
• Define management.
• Explain why efficiency and effectiveness are important to management.
What Do Managers Do?
• Describe the four functions of management.
• Explain Mintzberg’s managerial roles.
• Describe Katz’s three managerial skills and how the importance of these skills changes
depending on managerial level.
• Discuss the changes that are impacting managers’ jobs.
• Explain why customer service and innovation are important to the manager’s job.
What Is an Organization?
• Describe the characteristics of an organization.
• Explain how the concept of an organization is changing.
Why Study Management?
• Explain the universality of management concept.
• Discuss why an understanding of management is important.
• Describe the rewards and challenges of being a manager.
What do managers do that

differentiates them from non-
managerial workers?
Managers organize the work of other

people.
Managers complete important
paperwork.
Managers work directly on providing the
product or service that the company
sells.
Managers have no one reporting to
them.
Christine is a manager at Body Beauty Inc. Her responsibilities

include developing a company-wide marketing strategy that plays on
the synergies between Body Beauty's range of products in order to
drive increased sales. Christine is considered a _____.
middle manager
first-line manager
top manager
non-managerial worker
_____ is referred to as "doing things right"; _____ is referred to as

"doing the right things."
Efficacy; effectiveness
Efficiency; economy
Efficiency; effectiveness
Economy; efficacy
Which of the following is NOT one of Fayol's five functions managers

perform?
Organizing
Serving
Controlling
Planning
Bob spends part of each day communicating directly with his front-
line workers in an effort to both motivate them and resolve any
potential problems they might have. This is an example of the _____
function.
controlling
organizing
planning
leading
Which of the following is NOT one of Mintzberg's primary categories

of management roles?
Decisional roles
Organizational roles
Interpersonal roles
Informational roles
•
Figurehead, leader, and liaison are examples of _____.
decisional roles
organizational roles
interpersonal roles
informational roles
When Mark makes schedules and generates budgets, he is fulfilling

his managerial _____.
decisional role
organizational role
interpersonal role
informational role
Susan is especially good at communicating company goals to her

employees and motivating them to achieve these goals. Susan has
good _____.
conceptual skills
organizational skills
technical skills
human skills
The universality of management concept suggests that _____.
management is needed in all types and sizes of organizations and at all

organizational levels
all managers play similar roles as they manage people
technical, human, and conceptual skills are necessary for success in

management
most college graduates entering the workforce will either manage or be
managed
The way a company manages its people can significantly affect its
financial performance.
True
False
The sole responsibility of the manager is to coordinate the work of

other employees.
True
False
Top managers often have the title of supervisor.
True
False
Managerial success is most often due to effectiveness achieved

through inefficiency.
True
False
At the end of each week, Mark evaluates the number of hours clocked
in the factory and the number of widgets produced in order to
ascertain whether the factory's goals have been met. This is an
example of the organizing function of management.
True
False
When managers engage in planning, they define goals, establish

strategies for achieving those goals, and develop plans to integrate
and coordinate activities.
True
False
While managers all perform similar roles, the emphasis that

managers give to various roles changes with their organization level.
True
False
Colleges, government departments, and churches are all examples of

organizations.
True
False
Successful organizations are always structured in a traditional

hierarchy with rigid work environments.
True
False
Once they graduate from college and begin their careers, most
people will manage, be managed, or both.
True
False
Discuss the importance of good management to the success of a

company.
To create paragraphs in your essay response, type at the beginning of the paragraph,
and at the end.
Differentiate between the roles of managers and those of non-
managerial workers. Identify the three different levels of
management discussed in the book.
To create paragraphs in your essay response, type at the beginning of the
paragraph, and at the end.
Julia is the southeastern regional retail manager for Hardware

Heaven. Identify how she might engage in the four functions of
management described in the text.
How do Katz's three essential skills of management help managers

fulfill Mintzberg's three management roles?
Why should we study management? Discuss the

universality of management and reality of work
concepts.
To create paragraphs in your essay response, type at

the beginning of the paragraph, and at the end.
What do managers
do that differentiates
them from non-
managerial workers?
Your (blank
Answer: )
.
Christine is a manager at Body Beauty Inc. Her responsibilities include
2. developing a company-wide marketing strategy that plays on the synergies
between Body Beauty's range of products in order to drive increased sales.
Christine is considered a _____.
Your Answer: (blank)
_____ is referred to as "doing things right"; _____ is referred to as "doing the

3. right things."
Which of the following is NOT one of Fayol's five functions managers perform?
4.
Bob spends part of each day communicating directly with his front-line
5. workers in an effort to both motivate them and resolve any potential
problems they might have. This is an example of the _____ function.

Which of the following is NOT one of Mintzberg's primary categories of
6. management roles?
Figurehead, leader, and liaison are examples of _____.

7.
When Mark makes schedules and generates budgets, he is fulfilling his

8. managerial _____.
Susan is especially good at communicating company goals to her employees

9. and motivating them to achieve these goals. Susan has good _____.
The universality of management concept suggests that _____.

10.
The way a company manages its people can significantly affect its financial
11. performance.
The sole responsibility of the manager is to coordinate the work of other

12. employees.
Top managers often have the title of supervisor.

13.
Managerial success is most often due to effectiveness achieved through

14. inefficiency.
At the end of each week, Mark evaluates the number of hours clocked in the
15. factory and the number of widgets produced in order to ascertain whether the
factory's goals have been met. This is an example of the organizing function
of management.
When managers engage in planning, they define goals, establish strategies for
16. achieving those goals, and develop plans to integrate and coordinate
activities.
While managers all perform similar roles, the emphasis that managers give to
17. various roles changes with their organization level.
Colleges, government departments, and churches are all examples of

18. organizations.
Successful organizations are always structured in a traditional hierarchy with

19. rigid work environments.
Once they graduate from college and begin their careers, most people will
20. manage, be managed, or both.
Discuss the importance of good management to the success of a company.

21.
Your Answer:
(blank)
Differentiate between the roles of managers and those of non-managerial

22. workers. Identify the three different levels of management discussed in the
book.
Your Answer:
(blank)
Julia is the southeastern regional retail manager for Hardware Heaven.

23. Identify how she might engage in the four functions of management described
in the text.
Your Answer:
(blank)
How do Katz's three essential skills of management help managers fulfill

24. Mintzberg's three management roles?
Your Answer:
(blank)
Why should we study management? Discuss the universality of management

25. and reality of work concepts.
Your Answer:
(blank)
According to Adam Smith, the division of labor

results in _____.
increased worker motivation
decreased worker specialization
increased worker productivity
decreased worker motivation
Which of the following is NOT one of Fredrick Taylor's four principles

of management?
Non-managerial workers should take on the bulk of the work, while managers
should take on the bulk of the responsibility.
Scientifically select and then train, teach, and develop the worker.
Develop a science for each element of an individual's work, which will replace
the old rule-of-thumb method.
Heartily cooperate with the worker so as to ensure that all work is done in
accordance with the principles of science that has been developed.
_____ studied work to eliminate inefficient hand-and-body motions.
Henri Fayol
Frank and Lillian Gilbreth
Fredrick Taylor
Mary Parker Follett
Also called operations research or management science, _____

involves the use of quantitative techniques to improve decision
making.
division of labor
the therblig
the closed system
the quantitative approach
Much of what currently makes up the field of human resource

management, as well as contemporary views on motivation,
leadership, trust, teamwork, and conflict management have come out
of research into _____.
the principles of management

delegation of authority
organizational behavior
efficiency of worker motions
A(n) _____ dynamically interacts with its environment, whereas a(n)

_____ is not influenced by and does not interact with its
environment.
closed system; organizational system
open system; closed system
organizational system; open system
open system; organizational system
In terms of an open system, a company's products and services are

the system's _____.
outputs
feedback
transformation process
inputs
The _____ says that organizations are different, face different
situations, and require different ways of managing.
systems approach
division of labor
contingency approach
Hawthorne approach
Which of the following is NOT one of the three important themes of

entrepreneurship?
Pursuit of opportunities
Innovation
Growth
Risk
_____ organizations are traditional organizations that set up e-

business capabilities while maintaining a traditional structure,
whereas the whole existence of _____ organizations is based around
the Internet.
E-business enhanced; e-business enabled
Total e-business; e-business enabled
E-business enhanced; total e-business
E-business enabled; total e-business
The practice of management is a relatively new phenomenon and was

not practiced prior to the publishing of Adam Smith's Wealth of
Nations.
True
False
By reducing the number of motions required to complete a task, the

Gilbreths were able to increase worker productivity.
True
False
While Taylor was concerned with first-line managers and the
scientific method, Fayol's attention was directed at the activities of
all managers.
True
False
Unlike scientific management, Max Weber's bureaucracy emphasized

rationality, predictability, impersonality, technical competence, and
authoritarianism.
True
False
The Hawthorn Studies lead to the conclusion that money is more of a

factor in determining worker output than are group factors.
True
False
The systems approach implies that decisions and actions taken in one
organizational area have no affect on others, and vice versa.
True
False
Management is based on simplistic principles that are applicable in all

situations.
True
False
Economic values are not universally transferable.
True
False
In a global economy, jobs tend to flow to places where lower costs
provide business with a comparative advantage.
True
False
Workforce diversity can be an asset because it brings a broad range

of viewpoints and problem-solving skills to a company, and
additionally helps organizations better understand a diverse
customer base.
True
False
Explain how the work of Fredrick Taylor and Frank and Lillian Gilbreth
improved worker efficiency.
Identify and define Fayol's 14 principles of management.
How has the study of organizational behavior impacted contemporary
perspectives on management?
Explain the contingency approach to management and identify and

define four popular contingency variables. Give an example of a
situation where the contingency approach to management is
appropriate.
Define the term learning organization. How does
knowledge management relate to the learning
organization?
To create paragraphs in your essay response, type at the

beginning of the paragraph, and at the end.
According to Adam
Smith, the division of
labor results in _____.
Your (blank
Answer: )
1.
Which of the following is NOT one of Fredrick Taylor's four principles of
2. management?
_____ studied work to eliminate inefficient hand-and-body motions.

3.
Also called operations research or management science, _____ involves the

4. use of quantitative techniques to improve decision making.

Much of what currently makes up the field of human resource management,
5. as well as contemporary views on motivation, leadership, trust, teamwork,
and conflict management have come out of research into _____.
A(n) _____ dynamically interacts with its environment, whereas a(n) _____
6. is not influenced by and does not interact with its environment.
In terms of an open system, a company's products and services are the

7. system's _____.
The _____ says that organizations are different, face different situations,
8. and require different ways of managing.
Which of the following is NOT one of the three important themes of

9. entrepreneurship?
_____ organizations are traditional organizations that set up e-business

10. capabilities while maintaining a traditional structure, whereas the whole
existence of _____ organizations is based around the Internet.
The practice of management is a relatively new phenomenon and was not

11. practiced prior to the publishing of Adam Smith's Wealth of Nations.
By reducing the number of motions required to complete a task, the

12. Gilbreths were able to increase worker productivity.
While Taylor was concerned with first-line managers and the scientific
13. method, Fayol's attention was directed at the activities of all managers.

Unlike scientific management, Max Weber's bureaucracy emphasized
14. rationality, predictability, impersonality, technical competence, and
authoritarianism.
The Hawthorn Studies lead to the conclusion that money is more of a factor
15. in determining worker output than are group factors.
The systems approach implies that decisions and actions taken in one
16. organizational area have no affect on others, and vice versa.
Management is based on simplistic principles that are applicable in all

17. situations.
Economic values are not universally transferable.

18.
In a global economy, jobs tend to flow to places where lower costs provide
19. business with a comparative advantage.
Workforce diversity can be an asset because it brings a broad range of

20. viewpoints and problem-solving skills to a company, and additionally helps
organizations better understand a diverse customer base.
Explain how the work of Fredrick Taylor and Frank and Lillian Gilbreth
21. improved worker efficiency.
Your Answer:
(blank)
Identify and define Fayol's 14 principles of management.

22.
Your Answer:
(blank)
How has the study of organizational behavior impacted contemporary
23. perspectives on management?
Your Answer:
(blank)
Explain the contingency approach to management and identify and define

24. four popular contingency variables. Give an example of a situation where the
contingency approach to management is appropriate.
Your Answer:
(blank)
Define the term learning organization. How does knowledge management

25. relate to the learning organization?
Your Answer:
(blank)
The _____ holds an organization's performance to be

directly due to the decisions and actions of its
managers, whereas the _____ holds an
organization's performance to be due to external
forces outside the manager's control.
subjective view; objective view
omnipotent view; symbolic view
symbolic view; subjective view
omnipotent view; objective view
An organization's personality is known as its _____.
management view
spirituality
organizational culture
ethical stance
Which of the following is true of organizational culture?
Organizational culture is the shared values, principles, traditions, and ways of

doing things that influence the way organizational members act.
Most organizations have weak to moderate cultures.
Individuals with different backgrounds or at different levels within the

organization tend to describe the organization's culture differently.
The large size of most new organizations makes it difficult for founders to instill
their vision in all organizational members.
The layout of an organization's facilities, how employees dress, and

the types of automobiles provided to top executives are examples of
_____ that transmit an organization's culture.
rituals
language
stories
material symbols
Which of the following does NOT characterize an innovative
organizational culture?
Trusting and open
Risk-averse
Challenging
Playful
_____ is a culture where organizational values promote a sense of

purpose through meaningful work that takes place in the context of
community.
Ethics
Workplace diversity
Workplace spirituality
Symbolic management
Which of the following is NOT one of the typical characteristics of

spiritual organizations?
Weak sense of purpose
Focus on individual development
Trust and openness
Employee empowerment
Which of the following is true of spiritual organizations?
Profits are the primary value of the organization.
Managers trust employees to make thoughtful and conscientious decisions.
Managers typically refuse to admit mistakes.
Workers are urged to leave their emotions at the door.
The _____ includes those external forces that directly impact an

organization, while the _____ includes those external forces that
don't directly impact the organization, but which managers must
consider.
general environment; external environment
specific environment; dynamic environment

environmental complexity; general environment
specific environment; general environment
The degree of _____ refers to the number of components in an

organization's environment and the extent of the knowledge that the
organization has about those components.
workplace spirituality
omnipotent management
environmental complexity
organizational innovation
The symbolic view is the dominant view of management in both

management theory and society in general.
True
False
The omnipotent view of management is limited to management
within business organizations.
True
False
Strong cultures have a greater influence on employees than do weak

cultures.
True
False
The original source of an organization's culture usually reflects the

vision or mission of the organization's founders.
True
False
The constraints placed on managers by an organizational culture are
typically explicitly written out.
True
False
An organization's culture has no bearing on ethics and innovation in

the workplace.
True
False
Successful organizations in all types of industries need cultures that

support innovation.
True
False
Organizations in which employees are punished for taking risks tend
to support innovation.
True
False
Workplace spirituality specifically refers to a focus on organized

religion within the organization.
True
False
Predictable seasonal changes in ice cream consumption represent

dynamic environmental change for Dora's Desert Delights.
True
False
Describe the role of the manager based on the symbolic view of
management.
Differentiate between strong and weak organizational cultures. What

are the advantages and disadvantages of a strong organizational
culture?
How do organizational cultures affect managers?
Research by Goral Ekvall identified eight traits that characterize

innovative organizational cultures. Discuss four of these and how
they contribute to innovative organizational cultures.
Research shows that six characteristics are routinely present in
customer-responsive organizational cultures. Identify and discuss
three of these.

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Chapter Learning Outline

What do managers do that

Managers organize the work of other

Christine is a manager at Body Beauty Inc. Her responsibilities

_____ is referred to as "doing things right"; _____ is referred to as

Which of the following is NOT one of Fayol's five functions managers

Which of the following is NOT one of Mintzberg's primary categories

When Mark makes schedules and generates budgets, he is fulfilling

Susan is especially good at communicating company goals to her

The universality of management concept suggests that _____.

management is needed in all types and sizes of organizations and at all

technical, human, and conceptual skills are necessary for success in

The sole responsibility of the manager is to coordinate the work of

Top managers often have the title of supervisor.

Managerial success is most often due to effectiveness achieved

When managers engage in planning, they define goals, establish

While managers all perform similar roles, the emphasis that

Colleges, government departments, and churches are all examples of

Successful organizations are always structured in a traditional

Discuss the importance of good management to the success of a

Julia is the southeastern regional retail manager for Hardware

How do Katz's three essential skills of management help managers

Why should we study management? Discuss the

To create paragraphs in your essay response, type <p> at

Your Answer: (blank)

_____ is referred to as "doing things right"; _____ is referred to as "doing the

Your Answer: (blank)

Your Answer: (blank)

Your Answer: (blank)

Figurehead, leader, and liaison are examples of _____.

When Mark makes schedules and generates budgets, he is fulfilling his

Your Answer: (blank)

Susan is especially good at communicating company goals to her employees

Your Answer: (blank)

The universality of management concept suggests that _____.

Your Answer: (blank)

The sole responsibility of the manager is to coordinate the work of other

Your Answer: (blank)

Top managers often have the title of supervisor.

Managerial success is most often due to effectiveness achieved through

Your Answer: (blank)

Your Answer: (blank)

Your Answer: (blank)

Colleges, government departments, and churches are all examples of

Your Answer: (blank)

Successful organizations are always structured in a traditional hierarchy with

Your Answer: (blank)

Your Answer: (blank)

Discuss the importance of good management to the success of a company.

Differentiate between the roles of managers and those of non-managerial

Julia is the southeastern regional retail manager for Hardware Heaven.

How do Katz's three essential skills of management help managers fulfill

Why should we study management? Discuss the universality of management

According to Adam Smith, the division of labor

increased worker motivation

decreased worker specialization

increased worker productivity

decreased worker motivation

Which of the following is NOT one of Fredrick Taylor's four principles

Frank and Lillian Gilbreth

Mary Parker Follett

Also called operations research or management science, _____

the closed system

the quantitative approach

_ is referred to as "doing things right"; _ is referred to as

_ is referred to as "doing things right"; _ is referred to as "doing the