SOM Final Exam: Management – Flashcards

The management function concerned with anticipating future trends and determining the best strategies to achieve an organization's goals and objectives is known as: A. directing. B. leadership. C. planning. D. forecasting.

When managers work on creating conditions and systems to ensure that everything and everyone works together to achieve the organization's goals, they are involved in the __________ function of management.

__________ is the management function that involves determining whether an organization is progressing toward its goals, rewarding employees for doing a good job, and taking corrective action when they are not. A. controlling B. leading C. planning D. organizing

___________ is the management function of creating a vision for the organization and guiding, training, coaching, and motivating employees to help achieve the goals and objectives of the organization. A. Organizing B. Controlling C. Leading D. Officiating

A __________ analysis is used to help companies evaluate their internal strengths and weaknesses, and develop an awareness of external threats and opportunities. A. WISH B. SWAMP C. ASSET D. SWOT

__________ planning determines the major goals of an organization and lays the foundation for obtaining and using resources to achieve those goals. A. Strategic B. Contingency C. Central D. Tactical

__________ planning prepares alternative courses of action that may be used if the primary plans are not achieving objectives. A. Strategic B. Contingency C. Tactical D. Alternative

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.

Strategic planning looks at the organization as a whole, while ________ planning focuses on daily tasks and decisions. A. tactical B. strategic C. mission D. operational

Middle managers are responsible for: A. establishing the vision for the organization. B. assigning specific jobs and evaluating the daily performance of workers. C. devising the organization's strategic plan. D. developing tactical plans and controlling.

Supervisory managers spend most of their time on: A. conceptual and financial skills. B. technical and human relations skills. C. strategic planning. D. external efforts such as meeting with stockholders and other stakeholders.

___________ skills involve a manager's ability to picture the organization as a whole and the relationship among its various parts. A. Creative B. Technical C. Conceptual D. Autonomic

Leadership, coaching, and morale building are all part of a manager's _________ skills. A. technical B. theoretical C. empirical D. human relations

The __________ style of leadership is characterized by making managerial decisions without consulting others. A. autocratic B. bureaucratic C. free rein D. democratic

Managers who listen to their subordinates and allow them to participate in decision-making are using the ____________ style of leadership. A. autocratic B. free-rein C. participative D. bureaucratic

A(n) __________ leader would set objectives and give employees a great deal of freedom to decide for themselves how to accomplish those objectives. A. free-rein B. autocratic C. Type A D. aristocratic

A key to effective leadership is the ability to: A. maintain order, stability, and control. B. communicate a vision and rally others around that vision. C. master the technical details of the jobs performed by subordinates. D. maintain an autocratic approach to dealing with others.

In traditional organizations, ____________ involves giving explicit instructions to workers, telling them what to do to meet the goals and objectives of the organization. A. directing B. organizing C. budgeting D. controlling

Business partners Lars and Sam brought to life a revolutionary idea. Both were skilled in computer science. For the first few years, they hired people with their same mindset: employees who worked well under a free-reign leadership style where they could expand upon the company's technology and create new products. Moving forward, the partners realized that their fast-growing venture needed structure. Lars and Sam understood what was needed, but questioned whether they could change their own leadership behavior to make it happen. In order to develop the financial and operations side of the business, the partners hired an additional leader, a person whose leadership style was high on structure. Which of the following statements about leader behavior attests to the soundness of this strategic move? A. These partners could not perform the four functions of management. B. Successful leaders adapt their behavior to the situation at hand. C Most successful leaders will choose one leadership style and never succumb to the threat that their behavior will be detrimental to a business's progress. D. Businesses cannot continue to grow under the leadership of the original owners. Leaders cannot be strong in consideration and structure. It is either one or the other, but never both in various amounts.

Which of the following should form the foundation of a firm's control system? A. Accounting and finance B. Marketing and production C. Human resources and finance D. Computing and production