Tiêu đề Management 6e QnA.pdf ✅

Page 1 out of 66 Anoud Alyabah 140072205 Management A Practical Introduction, 6th Edition backup Chapter 1: The Exceptional Manager: What you Do, How you Do It. 1. Where does a manager operate? Managers operate within and organization. 2. Define organization? A group of people who work together to achieve some specific purpose. 3. Define management? The pursuit of organizational goals efficiently and effectively by integrating the work of people through, planning, organizing, leading and controlling the organization’s resources. 4. What is the meaning of efficient? To be efficient means to use resources – people, money, raw materials and the like – wisely and cost effectively. 5. What is the meaning of effectiveness? To be effective means to achieve results, to make the right decisions and to successfully carry them out so that they achieve organizational goals. 6. What are the rewards of studying management? a. Understanding how to deal with organizations from outside. b. Understanding how to relate to your supervisor. c. Understanding how to interact with co-workers. d. Understanding how to manage yourself in the workplace. 7. What are the rewards of practicing management? a. You and your employees can experience a sense of accomplishment. b. You can stretch your abilities and magnify your range. c. You can build a catalog of successful products or services. 8. What are the challenges to being an exceptional manager? a. Managing for competitive advantage- staying ahead of rivals. b. Managing for diversity – the future wont resemble the past. c. Managing for globalization – the expanding management universe. d. Managing for information technology. e. Managing for ethical standards. f. Managing for sustainability – the Business of Green. g. Managing for your own happiness and life goals. 9. Define managing for competitive advantage? The ability of an organization to produce goods or services more effectively than competitors do, thereby outperforming them. a. Being responsive to customers. b. Innovation. c. Quality. d. Efficiency. 10. Define managing for information technology?
Page 2 out of 66 Anoud Alyabah 140072205 By 2015, consumers are projected to spend 1.4$ trillion, a rise of 13.5% annually. Information technology has facilitated e-business, using the internet to facilitate every aspect of running a business. 11. What the implications of e-business? a. Far-ranging e-management and e-communication. b. Accelerated decision making, conflict and stress. c. Changes in organizational structure, jobs, goal setting and knowledge management. 12. Define managing for sustainability? Economic development that meets the needs of the present without compromising the ability of future generations to meet their own needs. 13. What are the 4 principal functions of a manager? a. Planning: set the goals and decide how to achieve them. b. Organizing: arrange tasks, people, and other resources to accomplish the work. c. Leading: motivate, direct, and otherwise influence people to work hard to achieve the organization’s goals. d. Controlling: monitor performance, compare it with goals and take corrective action as needed. 14. What are the levels and areas of management a. Top managers: make long-term decisions about the overall direction of the organization and establish the objectives, policies and strategies for it. b. Middle managers: implement the policies and plans of the top managers above them and supervise and coordinate the activities of the first-line managers below them. c. First-line managers: make short-term operating decisions, directing the daily tasks of nonmanagerial personnel. d. Functional manager: responsible for just one organizational activity. e. General manager: responsible for several organizational activities.
Page 3 out of 66 Anoud Alyabah 140072205 15. What are the Roles managers must play successfully as per Mintzberg’s findings? a. A manager relies more on verbal than written communication. b. A manager work long hours at an intense pace. c. A manager’s work is characterized by fragmentation, brevity and variety. 16. What are the managerial roles? a. Interpersonal roles: managers interact with people inside and outside their work units. Figurehead, leader, liaison. b. Informational roles: managers receive and communicate information, monitor, disseminator, spokesperson. c. Decisional roles: managers use information to make decisions to solve problems to take advantage opportunities, entrepreneur, disturbance handler, resource allocator, negotiator. 17. Define Entrepreneurship? The process of taking risks to tray to create a new empire. It has 2 types: a. Entrepreneur: someone who sees a new opportunity for a product or service and launches a business to try to realize it. b. Intrapreneur: someone who works inside and existing organization who sees an opportunity for a product or service and mobilizes the organization’s resources to try to realize it. 18. How do Entrepreneur & managers differ ? Being an Entrepreneur is what is takes to start a business, Being a manager is what it takes to grow or maintain a business. 19. What are the types of entrepreneurs ? a. Necessity entrepreneur: people who suddenly must earn a living and are simply trying to replace lost income and are hoping a job comes along. b. Opportunity entrepreneur: those who start their business out of a burning desire rather that because they lost a job. 20. What are the principle skills that a manager needs? a. Technical skills: the job-specific knowledge needed to perform well in specialized field. b. Conceptual skills: the ability to think analytically, to visualize and organization as a whole and understand how the parts work together. c. Human skills: the ability to work well in cooperation with other people to get things done. 21. What are most valued traits in managers? a. The ability to motivate and engage others. b. The ability to communicate. c. Work experience . d. High energy levels to meet the demands of global travel and a 24/7 world. Chapter 2: Management Theory: Essential Background for the Successful Manager. 1. Define Evidence based management? Translating principles based on best evidence into organizational practice, bringing rationality to the decision making process. Pfeffer and Sutton.
Page 4 out of 66 Anoud Alyabah 140072205 2. What are the Overarching Perspectives about management ? a. Historical perspective: classical, behavioral and quantitative. b. Contemporary perspective: systems, contingency, and quality management. 3. What are the practical reasons for studying chapter 2 ? a. Understanding of the present. b. Guide to action. c. Source of new ideas. d. Clues to meaning of your managers’ decisions. e. Clues to meaning of outside events. 4. Explain the viewpoints of the historical perspective? a. Classical viewpoint: Emphasis on ways to manage work more efficiently: 1. Scientific management: emphasis scientific study of work methods to improve productivity of individual workers. 2. Administrative management: Concerned with managing the total organization. b. Behavioral viewpoint: Emphasis on importance of understanding human behavior and motivating and encouraging employees toward achievement: 1. Early behaviorists. 2. Human relations movement: proposed better human relations could increase worker productivity. 3. Behavioral science approach: Relies on scientific research for developing theories about human behavior that can be used to provide practical management tools. c. Quantitative viewpoint: Application to management of quantitative techniques, such as statistics and computer simulations: a. Management science: stresses the use of rational, science-based techniques and mathematical models to improve decision making and strategic planning. b. Operations management: focuses on managing the production and delivery of an organization’s products or services more effectively. Work scheduling, production planning, facilities location and design. 5. Explain the Scientific Management and name the principles of it? The Scientific management emphasis scientific study of work methods to improve productivity of individual workers. The principles are: a. Scientifically study each part of the task. b. Carefully select workers with the right abilities. c. Give workers the training and incentives to do the task. d. Use Scientific principles to plan the work methods. 6. Who are the Scientific Management pioneers? Frederick W. Taylor, Frank and Lillian Gilbreth. 7. Talk about Henri Fayol? He is one of the administrative management pioneers. He is a French engineer and industrialist, first to identify the major functions of management.