WorksheetsMGMT 1236
Total questions: 89
Worksheet time: 2hrs 42mins
someone who coordinates and
oversees the work of other people so that
organizational goals can be accomplished
a CEO is what type of manager?
nonmanagerial employees
Middle manager
Top manager
a supervisor is what type of manager?
nonmanagerial employees
Middle manager
Top manager
a department manager is what type of manager?
nonmanagerial employees
Middle manager
Top manager
manage the work of non-managerial employees
nonmanagerial employees
Middle manager
Top manager
manage the work of first-line managers
nonmanagerial employees
Middle manager
Top manager
responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization
nonmanagerial employees
Middle manager
Top manager
Where Do Managers Work?
Community
Organization
Market
Network
a deliberate arrangement of people to accomplish some specific purpose
Community
Organization
Market
Network
Characteristics of Organizations
Distinct purpose
Isolation
Deliberate structure
people
Why Are Managers Important?
what is the difference between "Efficiency and Effectiveness"
involves coordinating and overseeing the work activities of others so that their activities are completed efficiently and effectively.
Management Functions
a ____ is a specific actions or behaviors expected of and exhibited by a manager
a "disseminator" is what type of role?
Interpersonal
Informational
Decisional
none of the above
a "Figurehead" is what type of role?
Interpersonal
Informational
Decisional
none of the above
a "leader" is what type of role?
Interpersonal
Informational
Decisional
none of the above
a "disturbance handler" is what type of role?
Interpersonal
Informational
Decisional
none of the above
a "Monitor" is what type of role?
Interpersonal
Informational
Decisional
none of the above
a "Entrepreneur" is what type of role?
Interpersonal
Informational
Decisional
none of the above
a "liaison" is what type of role?
Interpersonal
Informational
Decisional
none of the above
a "spokesperson" is what type of role?
Interpersonal
Informational
Decisional
none of the above
a "resource
allocator" is what type of role?
Interpersonal
Informational
Decisional
none of the above
a "negotiator" is what type of role?
Interpersonal
Informational
Decisional
none of the above
What are the types of Mintzberg’s Managerial Roles?
Katz Management Skills
Some Important Managerial Skills:
What are some Changes Facing Managers and their Impacts:
Describe the factors that are reshaping and
redefining the manager’s job.
Explain the value of studying management.
Challenges of Being a Manager
Rewards of Being a Manager
____ is a choice among two or more alternatives
Decision-Making Process
a ____ is an obstacle that makes it difficult to
achieve a desired goal or purpose.
problem
____ are choices that are
logical and consistent and maximize value
Emotional Decision-Making
Rational Decision-Making
Random Decision-Making
Impulsive Decision-Making
decision making that’s rational, but limited by an individual’s ability to process information
accepting solutions that are “good enough”
an increased commitment to a previous decision despite evidence it may have been wrong
Escalation of commitment
Confirmation
name the five different aspects of intuition
making decisions on the basis of experience, feelings, and accumulated judgment
the systematic use of the best available evidence to improve management practice.
define each types of Decisions: Structured Problems and Programmed Decisions
define each types of Decisions: Unstructured Problems and Nonprogrammed Decisions
a series of sequential steps used to respond to a well-structured problem
an explicit statement that tells managers
what can or cannot be done
Rule
a guideline for making decisions
Decision
Procedure
Rule
Policy
a situation in which a manager can make accurate decisions because all outcomes are known
a situation in which the decision maker is able to estimate the likelihood of certain outcomes
Certainty
Uncertainty
Risk
a situation in which a decision maker has neither certainty nor reasonable probability estimates available
Risk
Uncertainty
holding unrealistically positive views of oneself and one’s performance
Selective Perception Bias
Anchoring Effect
Immediate Gratification Bias
Overconfidence Bias
choosing alternatives that offer immediate rewards and avoid immediate costs
Selective Perception Bias
Anchoring Effect
Immediate Gratification Bias
Overconfidence Bias
fixating on initial information and ignoring subsequent information
Selective Perception Bias
Anchoring Effect
Immediate Gratification Bias
Overconfidence Bias
selecting, organizing and interpreting events based on the decision maker’s biased perceptions
Selective Perception Bias
Anchoring Effect
Immediate Gratification Bias
Overconfidence Bias
seeking out information that reaffirms past choices while discounting contradictory information
Confirmation Bias
Availability Bias
Framing Bias
Representation Bias
selecting and highlighting certain aspects of a situation while ignoring other aspects
Confirmation Bias
Availability Bias
Framing Bias
Representation Bias
losing decision-making objectivity by focusing on the most recent events
Confirmation Bias
Availability Bias
Framing Bias
Representation Bias
drawing analogies and seeing identical situations when none exist
Confirmation Bias
Availability Bias
Framing Bias
Representation Bias
creating unfounded meaning out of random events
Sunk Costs Errors
Randomness Bias
Self-serving Bias
Hindsight Bias
forgetting that current actions cannot influence past events and relate only to future consequences
Sunk Costs Errors
Randomness Bias
Self-serving Bias
Hindsight Bias
taking quick credit for successes and blaming outside factors for failures
Sunk Costs Errors
Randomness Bias
Self-serving Bias
Hindsight Bias
mistakenly believing that an event could have been predicted once the actual outcome is known (after-the-fact)
Sunk Costs Errors
Randomness Bias
Self-serving Bias
Hindsight Bias
Guidelines for Making Effective Decisions
approaching management problems as designers approach design problems
decision making
financial metrics
traditional management
design thinking
the vast amount of quantifiable data that can be analyzed by highly sophisticated data processing
Big Data
viewing the world solely through your own perspectives, leading to an inability to recognize differences between people
Parochialism
Three Possible Global Attitudes
global organization of 161 countries that deals with the rules of trade among nations
An organization of 188 countries that promotes international monetary cooperation and provides advice, loans, and technical assistance
a group of very closely associated institutions that provides financial and technical assistance to developing countries
purchasing materials or labor from around the world wherever it is cheapest.
making products domestically and selling them abroad
acquiring products made abroad and selling them domestically
an organization gives another organization the right to make or sell its products using its technology or product specifications
Licensing
Partnership
Franchise
an organization gives another organization the right to use its name and operating methods
partnership between an organization and foreign company partner(s) in which both share resources and knowledge in developing new products or building production facilities
A specific type of strategic alliance in which the partners agree to form a separate, independent organization for some business purpose
directly investing in a foreign country by setting up a separate and independent production facility or office
Foreign Subsidiary
What challenges will a manager face in a new
country?
any alteration of people, structure, or technology in an organization
someone who acts as a catalyst and assumes the responsibility for managing the change process
External and Internal Forces for Change
reacting to a situation that has occurred
Reactive
Proactive
Overreacting
Reactor
acting in advance of a situation
Four Types of Change
Why Do People Resist Change?
Techniques for Reducing Resistance to Change?
Managers can make change happen successfully
by:
