Managers and You in the Workplace Answer Key Part 3

71) Which one of the following is true concerning the three managerial skills? A) Technical skills tend to be most important for middle-level managers. B) Conceptual skills are most important for lower-level managers. C) Interpersonal skills remain equally important to all levels of management. D) Technical skills increase and conceptual skills decrease in importance as a manager climbs the organizational chart. Answer: C 72) Because Sterling is a shift manager, ________. A) his technical skills are of the utmost priority B) his conceptual skills are of the utmost priority C) his interpersonal skills are not important D) he need not have any empirical skills Answer: A 73) Terry has recently been promoted from shift manager to department manager. As a result, ________. A) his empirical skills are going to be most important B) the importance of his technical skills is reduced C) his conceptual skills are going to take the priority D) the importance of his interpersonal skills is reduced Answer: B 74) The CEO of MindWerks must understand the industry in which his business competes, the future of that industry, and the competition. This requires strong ________ skills. A) technical B) interpersonal C) conceptual D) controlling Answer: C 75) Ethan is the president of his organization. Therefore, ________. A) he should be very sound in his technical skills B) he can manage with limited financial skills C) conceptual skills are the most important skills that Ethan requires D) his interpersonal skills are not important Answer: C 76) Managers with good ________ skills know how to communicate, motivate and lead to get the best out of their people. A) interpersonal B) conceptual C) technical D) empirical Answer: A 77) Conceptual skills involve ________. A) managing employees who use tools to produce the organization's products B) communicating with customers C) thinking about abstract and complex situations D) inspiring enthusiasm and trust among employees Answer: C 78) Effectiveness refers to getting the most output from the least amount of input. Answer: FALSE 79) Efficiency is described as "doing things right." Answer: TRUE 80) Determining who reports to whom is part of the planning function of management. Answer: FALSE 81) Directing and motivating are part of the organizing function of management. Answer: FALSE 82) The four contemporary functions of management are planning, organizing, commanding, and controlling. Answer: FALSE 83) As part of Dave's controlling function of management, he must monitor and evaluate performance. Answer: TRUE 84) Conceptual skills are less important to top managers. Answer: FALSE 85) According to Mintzberg, the leader role is more important for higher-level managers because they have responsibility for more of the organization. Answer: FALSE 86) Figurehead, leader, and liaison are all informational managerial roles according to Mintzberg. Answer: FALSE 87) Disturbance handler is one of Mintzberg's interpersonal roles. Answer: FALSE 88) According to Robert L. Katz, managers need to have technical, interpersonal, and conceptual skills. Answer: TRUE 89) Technical skills become less important as a manager moves into higher levels of management. Answer: TRUE 90) Briefly discuss the difference between efficiency and effectiveness. Answer: a. Efficiency refers to getting the most output from the least amount of inputs. Because managers deal with scarce inputs-including resources such as people, money, and equipment-they are concerned with the efficient use of resources. It's often referred to as "doing things right"-that is, not wasting resources. For instance, efficient manufacturing techniques can be implemented by doing things such as cutting inventory levels, decreasing the amount of time to manufacture products, and lowering product reject rates. b. Effectiveness is often described as "doing the right things"-that is, doing those work activities that will help the organization reach its goals. For instance, goals can include meeting customers' rigorous demands, executing world-class manufacturing strategies, and making employee jobs easier and safer. Through various work initiatives these goals can be pursued and achieved. Whereas efficiency is concerned with the means of getting things done, effectiveness is concerned with the ends, or attainment of organizational goals. 91) List and explain the four basic functions of management. Answer: The four basic functions of management are: (a) Planning, (b) Organizing, (c) Leading, and (d) Controlling. a. When managers engage in planning, they set goals, establish strategies for achieving those goals, and develop plans to integrate and coordinate activities. b. When managers organize, they determine what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are to be made. c. When managers engage in leading, they motivate subordinates, help resolve work group conflicts, influence individuals or teams as they work, select the most effective communication channel, or deal in any way with employee behavior issues. d. When managers control, they ensure that goals are being met and that work is being done as it should be. They monitor and evaluate performance. They compare actual performance with the set goals. If those goals aren't being achieved, it's the manager's job to get work back on track. This process of monitoring, comparing, and correcting is the controlling function. 92) List the ten managerial roles developed by Mintzberg. Answer: Mintzberg described ten managerial roles grouped around interpersonal relationships, the transfer of information, and decision making. A. The interpersonal roles are ones that involve people (subordinates and persons outside the organization) and other duties that are ceremonial and symbolic in nature. The three interpersonal roles include: a. figurehead b. leader c. liaison B. The informational roles involve collecting, receiving, and disseminating information. The three informational roles include: a. monitor b. disseminator c. spokesperson C. Finally, the decisional roles entail making decisions or choices. The four decisional roles include: a. entrepreneur b. disturbance handler c. resource allocator d. negotiator 93) Describe the three main types of managerial skills identified by Robert Katz. Which skills are most important to each level of management, and why? Answer: Robert L. Katz proposed that managers need three critical skills in managing: technical, interpersonal, and conceptual. a. Technical skills are the job specific knowledge and techniques needed to proficiently perform work tasks. These skills tend to be more important for first-line managers because they typically manage employees who use tools and techniques to produce the organization's products or service the organization's customers. Often, employees with excellent technical skills get promoted to first-line manager. b. Human skills involve the ability to work well with other people, both individually and in a group. Because all managers deal with people, these skills are equally important to all levels of management. Managers with good interpersonal skills get the best out of their people. They know how to communicate, motivate, lead, and inspire enthusiasm and trust. c. Conceptual skills are the skills managers use to think and to conceptualize about abstract and complex situations. Using these skills, managers see the organization as a whole, understand the relationships among various subunits, and visualize how the organization fits into its broader environment. These skills are most important to top managers. 94) ________ resulted in the shifting of organizational boundaries. A) Digitization has B) Increased emphasis on organizational ethics has C) Increased competitiveness has D) Changing security threats have Answer: A 95) Increased accountability of employees is typically caused by ________. A) increased digitization B) increased emphasis on organizational ethics C) security threats to the organization D) discrimination concerns Answer: B 96) What is the connection between managers and customers? A) Today, managers are expected to interact regularly with customers. B) Managers in service industries are expected to deliver customer service. but managers in manufacturing are not. C) Managers must create a customer-responsive organization in order to survive successfully in today's environment. D) There is no connection between managers and customers. Answer: C 97) Social media is a communications tool which should be ________. A) used to publish one-way messages from managers to employees B) banned from the workplace C) limited only to top managers D) used to foster cooperation and collaboration Answer: D 98) From a business perspective, a company's ability to achieve its business goals and increase long-term shareholder value by integrating economic, environmental, and social opportunities into its business strategies is known as ________. A) accountability B) universality C) equitability D) sustainability Answer: D 99) Because of the emphasis her company has placed on sustainability, Darlene, a first-line manager, must now consider ________. A) her company's stock trading price B) the impact of her department's waste on the environment C) how to retain employees even during an expanding economy D) her employees' non-work obligations when scheduling workers Answer: B 100) Innovation is confined to high-tech and other technologically sophisticated organizations. Answer: FALSE 101) Firms that compete in non-technology markets, such as retailers, need not concern themselves with innovation. Answer: FALSE 102) In order for organizations to survive successfully, managers must create a customerresponsive organization. Answer: TRUE 103) Because of the advances in social media and the extensive use of technology in business communications, social skills have diminished in importance in the workplace. Answer: FALSE 104) Managers must understand and manage both the power and the peril of social media. Answer: TRUE 105) Briefly describe the importance of innovation and sustainability to the manager's job. Answer: Innovation means doing things differently, exploring new territory, and taking risks. It is not just for high-tech or other technologically sophisticated organizations. Innovative efforts can be found in all types of organizations. If a firm does not innovate, it undertakes great risks. Innovation is critical to today's organizations. The concept of managing in a sustainable way, has had the effect of widening corporate responsibility not only to managing in an efficient and effective way, but also to responding strategically to a wide range of environmental and societal challenges. From a business perspective, sustainability is defined as a company's ability to achieve its business goals and increase long-term shareholder value by integrating economic, environmental, and social opportunities into its business strategies. Sustainability issues are now moving up the agenda of business leaders and the boards of thousands of companies. Running an organization in a more sustainable way means that managers have to make informed business decisions based on thorough communication with various stakeholders, understanding their requirements, and starting to factor economic, environmental, and social aspects into how they pursue their business goals. 106) In a short essay, describe the importance of customers to the manager's job. Answer: Organizations need customers. Without them, most organizations would cease to exist. Yet, focusing on the customer has long been thought to be the responsibility of marketing types. However, employee attitudes and behaviors play a big role in customer satisfaction. Managers are recognizing that delivering consistent high-quality customer service is essential for survival and success in today's competitive environment and that employees are an important part of that equation. Managers must create a customer-responsive organization where employees are friendly and courteous, accessible, knowledgeable, prompt in responding to customer needs, and willing to do what's necessary to please the customer. 107) Select three of the focuses of today's managers and discuss its importance to the success of business. Answer: Students' answers will vary. a. Customer: By listening to customers, businesses can discover new opportunities for products and services. They may also discover why some customers remain loyal to the company and why others leave. b. Technology: Although technology cannot completely replace human interaction and judgment, it can automate routine and hazardous tasks, thereby freeing humans for more complex tasks. Technology can make humans more productive, reducing costs and increasing profitability. c. Social Media: More and more businesses are turning to social media as a way to connect to customers. Employees can use social media to support and promote their employer and to cooperate and collaborate with each other. d. Innovation: Innovation is critical at all levels in the organization. Customers demand new, better, more robust products and services. Innovation can provide the competitive advantage necessary for continued success. e. Sustainability: What's emerging in the twenty-first century is the concept of managing in a sustainable way, which has had the effect of widening corporate responsibility not only to managing in an efficient and effective way, but also to responding strategically to a wide range of environmental and societal challenges. Customers expect businesses to manage themselves in such a way as to provide quality products and services with the smallest footprint possible, preserving resources for future generations. f. Employee: Progressive companies recognize the importance of treating employees well not only because it's simply the right thing to do, but also because it is good business. Well-treated employees are more likely to go the extra mile when performing their jobs. Employees who are treated well will treat customers well, contributing to business success and profitability. 108) Management is needed in all types and sizes of organizations, at all organizational levels and in all organizational work areas, and in all organizations, no matter where they are located. This principle is known as the ________. A) impartiality of management B) neutrality of management C) universality of management D) reality of management Answer: C 109) Which one of the following represents one of the challenges of management? A) creating an environment in which organizational members can do their best work B) helping others find meaning and fulfillment in their work C) influencing organizational outcomes D) having to deal with a variety of personalities Answer: D 110) Which one of the following types of managerial positions is most likely to involve clerical duties? A) supervisor B) regional manager C) project leader D) president Answer: A 111) Which one of the following represents one reward of being a manager? A) operating with limited resources B) receiving recognition in the organization C) motivating workers in chaotic situations D) performing duties that are more clerical than managerial Answer: B 112) The universality of management means that ________. A) all managers in all organizations perform the four management functions B) all managers in all organizations perform the same quantity of managerial functions C) all managers in all organizations perform managerial functions in similar ways D) any manager can work in any organization and perform any management function Answer: A 113) Management is universally needed in all organizations. Answer: TRUE 114) Research shows that the quality of management has little impact on the success of the business. Answer: FALSE 115) A portion of a manager's job, especially at lower organizational levels, may entail duties that are often more clerical than managerial. Answer: TRUE 116) List at least five rewards and five challenges of being a manager. Answer: Rewards of Being a Manager: a. Managers create a work environment in which organizational members can work to the best of their ability. b. Managers have opportunities to think creatively and use their imagination. c. Managers help others find meaning and fulfillment in work. d. Managers get to support, coach, and nurture others. e. Managers get to work with a variety of people. f. Managers receive recognition and status in organization and community. g. Managers play a role in influencing organizational outcomes. h. Managers receive appropriate compensation in the form of salaries, bonuses, and stock options. Challenges of Being a Manager: a. Managers have to do hard work. b. Managers have to deal with a variety of personalities. c. Managers often have to make do with limited resources. d. Managers have to motivate workers in chaotic and uncertain situations. e. Managers should be able to successfully blend knowledge, skills, ambitions, and experiences of a diverse work group. 117) What is universality of management? Why is it important? Answer: Management is needed in all types and sizes of organizations, at all organizational levels and in all organizational work areas, and in all organizations, no matter where they're located. This is known as the universality of management. In all organizations, managers must plan, organize, lead, and control. Management is universally needed in all organizations. So it is necessary to find ways to improve the way organizations are managed. Organizations that are well managed develop a loyal customer base, grow, and prosper, even during challenging times. Those that are poorly managed find themselves losing customers and revenues. By studying management and its universality, an individual will be able to recognize poor management and work to get it corrected.