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WorksheetsPLAN, DECISION MAKING AND PROBLEM SOLVING
Total questions: 20
Worksheet time: 1hrs 10mins
Problems can be:
short-term
medium-term
long-term
All three
To solve a problem you must first:
analyse the rpoblem
generate potential solutions
take action
define the problem
Leaders must:
seek to resolve the problem themselves
seek to resove the problem quickly
support those closest to problem to determine their own solutions
What is Management?
The act of getting people together to accomplish desired goals
solve problem
refer to the person or people who perform the act of management
non of the above
What is Planning?
do something important
Process of deciding in advance what is to be done, where, how and by whom it is to be done.
set a date
Primary management function because it establishes the basis for all the other functions that managers perform
Planning involves:
None of the below
establishing an overall strategy for achieving those goals
defining the organisation’s goals
developing a comprehensive set of plans to integrate and coordinate organisational work.
Planning involves ________ important element:
1
2
3
4
There are ___________ components for Mission Statement
6
7
8
9
Significance of Planning are:
Minimises uncertainty
Emphasis on objectives
Promotes coordination
Facilitates control
_____ defines how job tasks are formally divided, grouped, and coordinated.
Organizational structure
work speacialization
Departmentalization
Organizational behavior
Organizational structure has six key elements. Which of the following is not one of these elements?
departmentalization
work specialization
formalization
authority
Simple structures are flexible and inexpensive, but are often only effective in small organizations.
True
False
Which of the following is NOT one of the four basic organizational levels?
Top Management
Supervisors
Middle Managers
Lower Managers
A learning organization is the term given to a company that facilitates the learning of its members and continuously transforms itself.
True
False
Organization chart helps manager to verify the following aspects;
•Level of management
•Chains of command
•Positions and types of work performed
•Departmentalization or division of work
True
False
❖Organizing is a function by which the concern is [being] able to define the role positions, the jobs related and the coordination between authority and responsibility (Chester Barnard 1886 – 1961)
True
False
Directive Style (Patronize) :
Decision makers with an analytic style have much greater tolerance for ambiguity than do directive types.
People using the directive style have low tolerance for ambiguity and are rational in their way of thinking.
Individuals with a conceptual style tend to be very broad in their outlook and will look at many alternatives.
Decision makers with a behavioural style work well with others.
Analytic Style :
Decision makers with an analytic style have much greater tolerance for ambiguity than do directive types.
People using the directive style have low tolerance for ambiguity and are rational in their way of thinking.
Individuals with a conceptual style tend to be very broad in their outlook and will look at many alternatives.
Decision makers with a behavioural style work well with others.
Conceptual Style :
Decision makers with an analytic style have much greater tolerance for ambiguity than do directive types.
People using the directive style have low tolerance for ambiguity and are rational in their way of thinking.
Individuals with a conceptual style tend to be very broad in their outlook and will look at many alternatives.
Decision makers with a behavioural style work well with others.
Behavioural Style (Paternalistic) :
Decision makers with an analytic style have much greater tolerance for ambiguity than do directive types.
People using the directive style have low tolerance for ambiguity and are rational in their way of thinking.
Individuals with a conceptual style tend to be very broad in their outlook and will look at many alternatives.
Decision makers with a behavioural style work well with others.
