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Exam 7: Management and Leadership

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Question 111

Multiple Choice

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_________ planning is a part of contingency planning that is used to deal with sudden and unexpected changes in the business environment.

A) Crisis
B) Tactical
C) Operational
D) SWOT

E) B) and C)
F) None of the above

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Question 112

Multiple Choice

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Because economic and competitive environments frequently change,organizations should:

A) set a long-term plan and stick to it.
B) develop contingency plans.
C) save time and money by cutting back on planning.
D) eliminate any long-term strategic plans,but devise short-term tactical plans and update them once a year.

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

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Question 113

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Due to the fact that employees today often know much more about technology and the technical aspects of their jobs than their managers do,progressive managers emphasize team work and cooperation as a strategy for getting work done.

The four key management functions are planning,organizing,leading,and controlling.

Liz is a first-line manager at her company,which is very traditional in its approach to management.In her position,Liz probably spends a lot of time giving employees detailed and specific instructions.

The CEO of peripheral company QuickDrive uses a leadership style that encourages employees to discuss management issues with the CEO and to work together to resolve those issues in a democratic manner.Which of the following statements would the CEO of QuickDrive most likely make?

In the control process the first step is to:

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

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:

Mini-Case Lauzy Fare left his position as senior vice president at Blue Skies Electronics a few weeks ago to become the new CEO of Idle Time Gaming.Before joining the new company,Lauzy spent time studying Idle Time's competitive position and talking to employees in all divisions and at all levels of the organization.Based on his findings,Lauzy believes that Idle Time has potential,but also faces some serious challenges if it expects to grow. Lauzy found that when confronted by him,most of Idle Time's professional employees seemed almost afraid to express their opinions.He learned that Otto Craddick,the previous CEO and founder of the company viewed himself as the boss,and,as such,micromanaged every aspect of the business.This discouraged employees from using their own initiatives and ideas to solve problems.For example,Otto required sales and service representatives to get his approval before they made any major commitments to customers.Otto's policy prevented the organization from responding quickly to customer requests,so sales were lost.Unlike his predecessor,Lauzy believes it is important for sales and service personnel to be able to deal with many types of customer requests without needing approval from top management.He is confident that giving employees the authority and flexibility to deal with customers,and providing them with the training and resources to help them do so,will improve morale within the company,create customer satisfaction,and grow revenues. Lauzy also wants to make workers throughout the organization feel more appreciated.He plans to continue meeting with them on a regular basis to seek their advice.He hopes his work colleagues will eventually respond to his leadership style.He has already encouraged middle managers to get employees more involved in decision-making,and has suggested some problem solving techniques the managers could try. Although he thought that changing the rigidity of the company culture would be his first challenge at the new firm,Lauzy quickly realized that there were no standards in place to measure the progress of changes in internal morale,customer satisfaction,and profitability.He has asked managers in those departments to spend more time setting performance standards and then monitoring actual performance.Lauzy is confident that in a relatively short period of time internal changes will lead to good company performance.As a member of top management,Lauzy performs a variety of important tasks. -Lauzy seems to prefer a(n) __________ style of leadership.

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

Which of the following management positions is responsible for getting the right information to other managers to enable them to make better decisions?

A vision for a company is:

Contingency planning involves developing alternative courses of action to be used if the primary plans do not achieve the desired results.

Sharon needed to solve a problem quickly,so she called together the work team in her department and asked them to list as many possible solutions as they could come up with in a short period of time.During the process she encouraged responses and avoided censoring what her workers said.Sharon is utilizing a problem solving technique known as brainstorming.

Managers in progressive firms of all kinds tend to be friendly,and treat employees as partners.

After thirteen years as a laborer for Hendrix Construction,Jimmy was promoted to the position of foreman.He is directly responsible for assigning various jobs to his work crew and evaluating their performance on a daily basis.Jimmy is now a member of:

Leaders:

Beth has spent the last two hours going over some consumer surveys to see how well her company is achieving its goal of improving customer satisfaction.Beth's efforts are an example of the controlling function of management.

Mini-Case Lauzy Fare left his position as senior vice president at Blue Skies Electronics a few weeks ago to become the new CEO of Idle Time Gaming.Before joining the new company,Lauzy spent time studying Idle Time's competitive position and talking to employees in all divisions and at all levels of the organization.Based on his findings,Lauzy believes that Idle Time has potential,but also faces some serious challenges if it expects to grow. Lauzy found that when confronted by him,most of Idle Time's professional employees seemed almost afraid to express their opinions.He learned that Otto Craddick,the previous CEO and founder of the company viewed himself as the boss,and,as such,micromanaged every aspect of the business.This discouraged employees from using their own initiatives and ideas to solve problems.For example,Otto required sales and service representatives to get his approval before they made any major commitments to customers.Otto's policy prevented the organization from responding quickly to customer requests,so sales were lost.Unlike his predecessor,Lauzy believes it is important for sales and service personnel to be able to deal with many types of customer requests without needing approval from top management.He is confident that giving employees the authority and flexibility to deal with customers,and providing them with the training and resources to help them do so,will improve morale within the company,create customer satisfaction,and grow revenues. Lauzy also wants to make workers throughout the organization feel more appreciated.He plans to continue meeting with them on a regular basis to seek their advice.He hopes his work colleagues will eventually respond to his leadership style.He has already encouraged middle managers to get employees more involved in decision-making,and has suggested some problem solving techniques the managers could try. Although he thought that changing the rigidity of the company culture would be his first challenge at the new firm,Lauzy quickly realized that there were no standards in place to measure the progress of changes in internal morale,customer satisfaction,and profitability.He has asked managers in those departments to spend more time setting performance standards and then monitoring actual performance.Lauzy is confident that in a relatively short period of time internal changes will lead to good company performance.As a member of top management,Lauzy performs a variety of important tasks. -Lauzy favors problem-solving techniques that allow teams of workers to freely identify and discuss possible solutions to a problem without having their ideas censored.Which of the following is a problem solving technique that Lauzy is likely to suggest to his managers?