Chapter 1—Innovative Management for a Changing WorldTRUE/FALSE

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 there.

39. Fortunately for managers, the disseminator and spokesperson roles are identical.

40. Managers in small businesses tend to emphasize roles different from those of managers in large corporations.

41. Not-for-profit organizations, such as The Red Cross and the Girl Scouts, represent a major application of management talent.

42. We might expect managers in nonprofit organizations to place more emphasis on the roles of spokesperson, leader, and resource allocator.

43. Managers in not-for-profit organizations, according to research, should place less emphasis on the roles of spokesperson, leader, and resource allocator.

44. One of the most striking changes affecting organizations and management is technology.

45. In the new workplace, the valued worker is one who learns quickly, shares knowledge, and is comfortable with risk, change, and ambiguity.

46. The primary characteristic of the new workplace is that it is centered on loyal and homogeneous employees.

47. The new workplace is organized around networks rather than rigid hierarchies, and work is often virtual.

48. Organizations are increasingly shifting significant chunks of what were once considered core functions to outsiders via outsourcing, joint ventures, and other complex alliances.

49. In the new workplace, managers should focus on developing teamwork, collaboration, and learning.

50. Success in the new workplace depends on the strength and quality of independent employees.

51. Organizations are learning to value stability and efficiency over change and speed because of changes in technology, globalization, and diversity.

52. Companies can survive over the long run without innovation as long as they are successful imitators.

53. Despite the need for companies to control costs in today’s economy, innovation has become the new imperative.

54. Recognizing the value of employees involves the organizing role of management.

55. Resources such as efficiency and effectiveness are used by managers to attain organizational goals.

56. Allocating resources across the organization is part of the organizing management function.

57. An important phase within the controlling function of management is making corrections when necessary.

58. By calculating the amount of resources used to produce a single automobile at a manufacturing plant, managers are determining organizational effectiveness.

59. The ultimate responsibility of managers is to achieve high performance by balancing efficiency and effectiveness.

60. The majority of business failures are the result of poor human skills.

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61. Most top executives routinely work at least 12 hours a day and spend 50 percent or more of their time traveling.

62. Customer relationship management systems collect and manage large amounts of data about customers and make them available to employees.

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63. The sequence of suppliers and purchasers, covering all stages of processing from obtaining raw materials to distributing finished goods to consumers is referred to as CRM.

64. Outsourcing refers to contracting out selected functions or activities to other organizations that can do the work more cost-efficiently.

65. A process whereby companies find out how others do something better than they do and then try to imitate or improve on it refers to outsourcing.

66. Kaizen refers to an innovation mindset, used widely by Indian companies, that strives to meet customers’ immediate needs quickly and inexpensively.

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