25 May Chapter 1—Innovative Management for a Changing World
Question
Chapter 1—Innovative Management for a Changing World
TRUE/FALSE
1. The nature of management is to control and dictate others in an organization.
2. In today’s turbulent and hypercompetitive global environment, managers must help their companies innovate more than ever.
3.The late famed management theorist Peter Drucker is often credited with creating the modern study of management.
4.Managers get things done by coordinating and motivating other people.
5. The attainment of organizational goals through planning, organizing, leading and controlling reflects the essence of the management process.
6. Where the organization wants to be in the future and how to get there defines controlling.
7. Organizing means defining goals for future organizational performance and deciding on the tasks and resources needed to attain them.
8. Leading is the use of influence to motivate employees to achieve organizational goals.
9. The use of influence to motivate employees to achieve organizational goals defines organizing.
10. How an organization goes about accomplishing a plan is a key part of the management function of controlling.
11. Using influence to motivate employees describes the management function of leading.
12. The use of influence to motivate employees to achieve the organization’s goals refers to controlling.
13. Organizing means creating a shared culture and values.
14. Controlling involves monitoring employee’s activities and taking corrective action as necessary.
15. An organization is a social entity that is goal directed and deliberately structured.
16. In the definition of an organization, deliberately structured means being made up of two or more people and designed to achieve some outcomes.
17. Efficiency refers to the degree to which the organization achieves a stated objective.
18. Efficiency can be calculated as the amount of resources used to produce a product or service.
19. To perform effectively, all managers must possess conceptual, human, and technical skills, though the degree of each skill necessary at different levels of an organization may vary.
20. All managers have to pay attention to costs and according to research, the best way to improve organizational effectiveness is by severe cost cutting.
21. Only the top managers in organizations need conceptual skills since it involves planning.
22. Technical skills are most important at lower organizational levels while human skills become more important as managers move up the organizational hierarchy.
23. One of the biggest mistakes during turbulent times is managers’ failure to comprehend and adapt to the rapid pace of change in the world around them.
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24. Managers use conceptual, human, and technical skills to perform the four management functions of planning, organizing, leading, and controlling in all organizations.
25. According to research, managers most enjoy activities such as leading others, networking, and leading innovation.
26. Managers least enjoy activities such as controlling subordinates and managing time pressures.
27. The individual performer is a generalist and coordinates a broad range of activities.
28. The manager is a specialist and a “doer.”
29. Becoming a successful manager means thinking in terms of building teams and networks, becoming a motivator and organizer within a highly interdependent system of people and work.
30. Spotlight on Skills box in Chapter 1 asks you to consider issues such as the increased workload and the challenge of supervising former peers to help you decide if you really want to become a manager.
31. Managerial activity is often characterized by routine, continuity, and lengthy time-frame.
32. A manager forwards information to other organization members in the disseminator role.
33. In the spokesperson role, a manager forwards information to other organization members.
34. The interpersonal roles performed by managers include figurehead, leader, and liaison.
35. The informational roles that managers perform include monitor, disseminator, and spokesperson.
36. The monitor role involves the initiation of change.
37. In the figurehead role, the manager performs ceremonial and symbolic duties.
38. The disturbance handler role involves the initiation of change, thinking about the future and how to get t
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