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essentials of contemporary managment- test 1 chapters one and two

Terms in this set (11)

true or false- An organization's vision is a short, succinct, and inspiring statement of what the organization intends to become and the goals it is seeking to achieve.
true- An organization's vision is a short, succinct, and inspiring statement of what the organization intends to become and the goals it is seeking to achieve—its desired future state. In leading, managers articulate a clear organizational vision for the organization's members to accomplish, and they energize and enable employees so everyone understands the part he or she plays in achieving organizational goals.
true or false- When organizational members share an intense commitment to cultural values, beliefs, and routines and use them to achieve their goals, a strong organizational culture exists.
true
management includes-
planning, organizing, and leading resources as well as controlling them.
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Organizational performance is a measure of how efficiently and effectively managers use available resources to satisfy customers and achieve organizational goals. Organizational performance increases in direct proportion to increases in efficiency and effectiveness.
A manufacturing company is said to be effective if it-
sets appropriate goals and achieves them.
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Effectiveness is a measure of the appropriateness of the goals that managers have selected for the organization to pursue and the degree to which the organization achieves those goals. Organizations are effective when managers choose appropriate goals and then achieve them.
Which of the following describes organizational performance that results in a high-quality product that customers do not want?
high efficiency and low effectiveness
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In a low efficiency and low effectiveness situation, the manager chooses the wrong goals to pursue and makes poor use of resources. It results in a low-quality product that customers do not want. Refer: Figure 1.1
The strategy of delivering new, exciting, and unique products to the customers is a __________ task.
planning
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The strategy of delivering new, exciting, and unique products to the customers is planning task. To perform the planning task, managers identify and select appropriate organizational goals and courses of action; they develop strategies for how to achieve high performance.
what is true of middle managers?
They develop skills and know-how so that the organization is efficient and effective.
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To increase effectiveness, middle managers evaluate whether the organization's goals are appropriate and suggest to top managers how goals should be changed. A major part of the middle manager's job is developing and fine-tuning skills and know-how, such as manufacturing or marketing expertise, that allow the organization to be efficient and effective.
Matt slams his coffee cup on his desk and calls for his assistant Joe. Joe rushes in, and Matt begins to complain about Joe's lack of progress on an ongoing project. Then he breaks off, puts his head in his hands, and moans, "We'll never reach our goal; it's impossible at this rate." Matt is demonstrating
negative affectivity.
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Negative affectivity is the tendency to experience negative emotions and moods, feel distressed, and be critical of oneself and others. Managers high on this trait may often feel angry and dissatisfied and complain about their own and others' lack of progress.
If manager Cate Hale does not perform well on a project, she blames it on lack of preparedness on her part. Cate can be said to have
an internal locus of control.
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People with an internal locus of control believe they themselves are responsible for their own fate; they see their own actions and behaviors as being major and decisive determinants of important outcomes such as attaining levels of job performance, being promoted, or being turned down for a choice job assignment. Some managers with an internal locus of control see the success of a whole organization resting on their shoulders.
The process by which newcomers learn an organization's values and norms and acquire the work behaviors necessary to perform jobs effectively is known as organizational
socialization.
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Organizational socialization is the process by which newcomers learn an organization's values and norms and acquire the work behaviors necessary to perform jobs effectively. As a result of their socialization experiences, organizational members internalize an organization's values and norms and behave in accordance with them not only because they think they have to but because they think these values and norms describe the right and proper way to behave.
Alicia Nguyen hires a new salesperson, Peter McKinney. She notices he hesitates to cultivate new customers, preferring to work with established clients. One day Alicia takes Peter to lunch. To his surprise, she suddenly starts making a sales pitch to a total stranger on the street. The stranger isn't interested, but afterward Alicia turns to Peter and says, "That wasn't so bad; I've learned something from that encounter. Now you go and do likewise." Alicia's management style is
leading by example
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In an innovative culture, managers are likely to lead by example, encouraging employees to take risks and experiment. They are supportive regardless of whether employees succeed or fail. In contrast, managers in a conservative culture are likely to use management by objectives and to constantly monitor subordinates' progress toward goals, overseeing their every move.
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