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Exam 7: Management and Leadership

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Question 61

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Tactical planning is concerned with:

A) determining the best way to cope with an emergency situation.
B) developing detailed strategies about what is to be done, who is to do it, and how it is to be done.
C) devising temporary courses of action to be used if the primary plans do not achieve the desired results.
D) setting long run goals that will govern the general course of the organization for years.

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

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Question 62

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Mark is a manager for Cable Connection. He spends most of his time scheduling the specific service calls that each employee performs during the day, verifying job completion, and evaluating employee performance on each call. These responsibilities suggest that Mark is a middle manager.

A) True
B) False

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Question 63

Multiple Choice

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Supervisory managers spend most of their time on:

Continuous planning is not necessary, because plans that worked well in the past are likely to continue to work well in the future.

According to the "Spotlight on Small Business" box in Chapter 7, the Blue Man Group knew that if they wanted to expand their product planning and organization were critical. Therefore, the three partners spent considerable time writing a:

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.

Middle managers usually are responsible for tactical planning and controlling.

Progressive managers consider planning to be of little importance in today's rapidly changing business environment.

First-line managers typically spend less time on conceptual tasks and more time on technical skills.

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.

Kayla is a supervisor who manages a production line. She spends several hours each week developing specific employee work assignments and production schedules for the coming week so that the production department can meet its short-term production objectives. This suggests that a significant component of Kayla's job involves:

The SWOT analysis helps firms identify competitive threats and market opportunities.

Which of the following statements about effective leadership is the most accurate?

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?

The steps of the controlling function include assigning tasks and establishing procedures to accomplish organizational goals.

When businesses empower their employees, the role of a manager becomes less that of a "boss" and more that of a coach, counselor, or team player.

Customers who visit any Good As New Appliance Repair Center see a framed statement prominently displayed near the front door. The plaque describes the company's fundamental purposes. In part, it states that "All Good As New Centers operate under the belief that every customer deserves good quality parts, fast and dependable service, and a fair price." The words on this plaque reflect the of Good As New.

A customer-oriented firm should focus exclusively on satisfying its internal customers.

Strategic planning determines the major goals of the organization.

Knowledge management involves finding the right information, keeping the information accessible, and making the information known to everyone in the firm.