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1、Chapter 1 Introduction to Management and OrganizationsESSAY QUESTIONSWHO ARE MANAGERS?127. In a short essay, explain how the definition of a manager has changed over time. Provide an example that illustrates the current definition.AnswerManagers used to be defined as the organizational members who t
2、old others what to do and how to do it. In the past, it was easy to differentiate managers from nonmanagerial employees. Nonmanagers were organizational members who worked directly on a job or task and had no one reporting to them. Managers were those who supervised other employees.Today, the changi
3、ng nature of organizations and work has blurred the distinction between managers and nonmanagerial employees. Many traditional nonmanagerial jobs now include managerial activities. For example, managerial responsibilities are shared by managers and team members at General Cable Corporations facility
4、 in Moose Jaw, Saskatchewan, Canada. Most of the employees at Moose Jaw are cross-trained and multi-skilled. Within a single shift, an employee can be a team leader, equipment operator, maintenance technician, quality inspector, or improvement planner. (easy; pp. 4-5)128. In a short essay, describe
5、the similarities and differences between managerial and nonmanagerial positions in todays work environment.Answera. SimilaritiesIn todays work force, both managers and nonmanagers may at times have responsibility for certain managerial activities. In addition, like nonmanagerial employees, managers
6、may carry out some duties that do not involve supervising others.b. DifferencesA nonmanagers job tends to be focused on personal achievement. By contrast, a managers job is not about personal achievement but rather helping others to do their work. In addition, nonmanagers focus primarily on accompli
7、shing specific tasks. Managers may have their own tasks to accomplish, but they also focus on coordinating the work of others. (easy; pp. 4-5)129. In a short essay, describe and provide examples of first-line, middle, and top managers.Answera. First-line managers are the lowest level of management a
8、nd manage the work of nonmanagerial individuals who are directly involved with the production or creation of the organizations products. First-line managers are often called supervisors, but may also be called line managers, office managers, or even foremen.b. Middle managers include all levels of m
9、anagement between the first-line level and the top level of the organization. These managers manage the work of first-line managers and may have titles such as department head, project leader, plant manager, or division manager.c. Top managers are responsible for making organization-wide decisions a
10、nd establishing the plans and goals that affect the entire organization. These individuals typically have titles such as executive vice president, president, managing director, chief operating officer, chief executive officer, or chairman of the board.(easy; pp. 6-7)WHAT IS MANAGEMENT?130. In a shor
11、t essay, discuss the difference between efficiency and effectiveness and include a specific example to support each concept.Answera. Efficiency refers to getting the most output from the least amount of inputs. Because managers deal with scarce inputsincluding resources such as people, money, and eq
12、uipmentthey are concerned with the efficient use of resources. For instance, at the HON Company plant in Cedartown, Georgia, where employees make and assemble steel and wooden office furniture, efficient manufacturing techniques were implemented by doing things such as cutting inventory levels, decr
13、easing the amount of time to manufacture products, and lowering product reject rates. From this perspective, efficiency is often referred to as “doing things right”that is, not wasting resources. b. Effectiveness is often described as “doing the right things”that is, those work activities that will
14、help the organization reach its goals. For instance, at the HON factory, goals included meeting customers increasingly stringent needs, executing world-class manufacturing strategies, and making employee jobs easier and safer. Through various work methods and programs, these goals were pursued and a
15、chieved. Whereas efficiency is concerned with the means of getting things done, effectiveness is concerned with the ends, or attainment of organizational goals.(moderate; pp. 7-8)WHAT DO MANAGERS DO?131. In a short essay, list and explain the four basic functions of management.Answera. Planninginvol
16、ves the process of defining goals, establishing strategies for achieving those goals, and developing plans to integrate and coordinate activities.b. Organizinginvolves the process of determining what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and w
17、here decisions are to be made.c. Leadingwhen managers motivate subordinates, influence individuals or teams as they work, select the most effective communication channel, or deal in any way with employee behavior issues, they are leading.d. Controllingto ensure that work is proceeding as it should,
18、managers must monitor and evaluate performance. The process of monitoring, comparing, and correcting is what is meant by the controlling function.(moderate; pp. 8-9)132. In a short essay, list and discuss 7 of the 10 managerial roles developed by Mintzberg. Include specific examples of each role and
19、 group each according to interpersonal, informational, and decisional roles. AnswerInterpersonal Rolesa. Figureheadsymbolic head; obliged to perform a number of routine duties of a legal or social nature. Examples include greeting visitors and signing legal documents.b. Leaderresponsible for the mot
20、ivation and activation of subordinates; responsible for staffing, training, and associated duties. Examples include performing virtually all activities that involve subordinates.c. Liaisonmaintains self-developed network of outside contacts and informers who provide favors and information. Examples
21、include acknowledging mail, doing external board work, and performing other activities that involve outsiders.Informational Rolesa. Monitorseeks and receives wide variety of internal and external information to develop thorough understanding of organization and environment. Examples include reading
22、periodicals and reports, and maintaining personal contacts.b. Disseminatortransmits information received from outsiders or from subordinates to members of the organization. Examples include holding informational meetings and making phone calls to relay information.c. Spokespersontransmits informatio
23、n to outsiders on organizations plans, policies, actions, results, and so on. Examples include holding board meetings and giving information to the media.Decisional Rolesa. Entrepreneursearches organization and its environment for opportunities and initiates “improvement projects” to bring about cha
24、nges. Examples include organizing strategy and review sessions to develop new programs.b. Disturbance handlerresponsible for corrective action when organization faces important, unexpected disturbances. Examples include organizing strategy and review sessions that involve disturbances and crises.c.
25、Resource allocatorresponsible for the allocation of organizational resources of all kindsmaking or approving all significant organizational decisions. Examples include scheduling, requesting authorization; performing any activity that involves budgeting and the programming of subordinates work.d. Ne
26、gotiatorresponsible for representing the organization at major negotiations. Examples include participating in union contract negotiations.The interpersonal roles are roles that involve people and other duties that are ceremonial and symbolic in nature. The three interpersonal roles include being a
27、figurehead, leader, and liaison. The informational roles involve receiving, collecting, and disseminating information. The three informational roles include a monitor, disseminator, and spokesperson. Finally, the decisional roles revolve around making choices. The four decisional roles include entre
28、preneur, disturbance handler, resource allocator, and negotiator.(difficult; pp. 10-11; AACSB: Communication)139. In a short essay, discuss which approach is more useful for describing the job of a managerfunctions or roles? Describe the contributions of both approaches.AnswerFayols functions approa
29、ch represents the most useful way of describing the managers job. This is because Fayols functions provide “clear and discrete methods” of classifying management activities and techniques. Though less effective than the functions approach, Mintzbergs roles approach does offer important insights into
30、 managers work. Many of his roles align well with one or more of the functions. For instance, resource allocation is part of planning, as is the entrepreneurial role, and all three of the interpersonal roles are part of the leading function. (moderate; p. 12)140. In a short essay, describe the three
31、 main types of managerial skills identified by Robert Katz. Which skills are most important to each level of management, and why?Answera. Research by Robert L. Katz concluded that managers needed three essential skills. These are technical skills, human skills, and conceptual skills. Technical skill
32、s are the job-specific knowledge and techniques needed to perform specific tasks proficiently. Human skills involve the ability to work well with other people both individually and in a group. Conceptual skills are the skills managers use to think and to conceptualize about abstract and complex situ
33、ations. b. Technical skills tend to be more important for lower-level managers. This is because lower-level managers typically manage employees who use tools and techniques to produce the organizations products and services. Human skills are equally important at all levels of management, because all
34、 managers must deal directly with people. Conceptual skills are most important at top levels of management. Managers at top levels must use conceptual skills to see the organization as a whole, to understand the relationships among various subunits, and to visualize how the organization fits into it
35、s broader environment.(moderate; pp. 12-13)WHY STUDY MANAGEMENT?141. In a short essay, discuss the importance of studying management. Next, list at least five rewards and five challenges of being a manager.AnswerBy studying management, youll be able to recognize poor management and work to correct i
36、t. In addition, youll be able to recognize good management and encourage it, whether its in an organization youre simply interacting with or whether its in an organization where youre employed. Another reason for studying management is the reality that for most students, once they graduate from coll
37、ege and begin their careers, they will either manage or be managed. A final reason to study management is the rewards and challenges of being a manager.Rewards of Being a Managera. most important work of an organization is creating a work environment in which organizational members can work to the b
38、est of their abilityb. have opportunities to think creatively and use imaginationc. help others find meaning and fulfillment in workd. get to support, coach, and nurture otherse. get to work with a variety of peoplef. receive recognition and status in organization and communityg. play a role in infl
39、uencing organizational outcomesh. receive appropriate compensation in the form of salaries, bonuses, and stock optionsi. good managers are needed by organizationsChallenges of Being a Managera. its hard workb. have to deal with a variety of personalitiesc. often have to make do with limited resource
40、sd. motivate workers in chaotic and uncertain situationse. be able to successfully blend knowledge, skills, ambitions, and experiences of a diverse work group(moderate; p. 21; Exhibit 1-11)Chapter 2 Management Yesterday and TodayESSAY QUESTIONSHISTORICAL BACKGROUND OF MANAGEMENT1. Which two historic
41、al events were especially significant to the study of management? Describe these events and discuss how they helped develop the management profession.AnswerTwo historical events are especially significant to the study of management. First, in 1776, Adam Smith published The Wealth of Nations, in whic
42、h he argued the economic advantages that organizations and society would gain from the division of labor (or job specialization). The division of labor involved the breakdown of jobs into narrow and repetitive tasks. Smiths work showed that division of labor increased productivity by increasing each
43、 workers skill and dexterity. It also saved time lost in changing tasks, and it encouraged the development of labor-saving inventions and machinery. Division of labor continues to be popular as a principle for managing work. The second important event is the Industrial Revolution, which started in t
44、he late eighteenth century. During the Industrial Revolution, machine power was substituted for human power. This made it more economical to manufacture goods in factories rather than at home. The shift to factory work increased the need for management professionals. Large efficient factories needed
45、 managers to forecast demand and to ensure that enough material was on hand to make products. Managers were also needed to assign tasks to people and to direct daily activities. The increase in managers in turn necessitated the development of formal theories to guide managers in running large organi
46、zations. (moderate, pp. 28-29)SCIENTIFIC MANAGEMENT2. In a short essay, discuss Frederick Taylors work in scientific management. Next, list Taylors four principles of management.AnswerFrederick Taylor did most of his work at the Midvale and Bethlehem Steel Companies in Pennsylvania. As a mechanical
47、engineer with a Quaker and Puritan background, he was continually appalled by workers inefficiencies. Employees used vastly different techniques to do the same job. They were inclined to “take it easy” on the job, and Taylor believed that worker output was only about one-third of what was possible.
48、Virtually no work standards existed. Workers were placed in jobs with little or no concern for matching their abilities and aptitudes with the tasks they were required to do. Managers and workers were in continual conflict. Taylor set out to correct the situation by applying the scientific method to shop floor jobs. He spent more than two decades passionately pursuing the “one best way” for each job to be done.Taylors Four Principles of Managementa. Develop a science for each element of an individuals work, which will replace the old rule-of-thumb method.b.
