Chapter 1 -2 - Chapter 1 1 Knowledge workers are those who...

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Chapter 1 1. Knowledge workers are those who primarily contribute their ideas and problem-solving exper<se. Workers whose primary contribu<on are ideas and problem-solving exper<se are o>en referred to as knowledge workers. Managing these workers poses some par<cular challenges such as knowing if they are doing a good job. 2. The skills of understanding oneself, managing oneself, and dealing effec<vely with others is called: emo*onal intelligence . Businesspeople o>en talk about emo<onal intelligence, or EQ- the skills of understanding oneself (including strengths and limita<ons), managing oneself (listening, showing empathy, mo<va<ng, leading, and so on). 3. Cost compe**veness means keeping costs low enough so that the company can realize profits and price its products at levels that are aOrac<ve to customers. Cost compe<<veness means keeping costs low enough so that the company can realize profits and price its products (goods or services) at levels that are aOrac<ve to customers. If a firm can offer a desirable product at a lower price, it is more likely to sell. 4. Which of the following is considered as an interpersonal role? Liason One of the interpersonal roles required in a manager is liason – maintaining a network of outside contacts who provide informa<on and favors. 5. Products do not sell forever, and compe<tors are introducing new products all the <me. Therefore, a firm must innovate , or it will die. A firm must adapt to changes in consumer demands and to new compe<tors. Products don’t sell forever; in fact, they don’t sell for nearly as long as they used to because so many compe<tors are introducing so many new products all the <me. A firm must innovate, or it will die. 6. Which of the following is characteris<c of frontline managers? They are the link between management and non-management personnel. Frontline managers are directly involved with non-management employees, implemen<ng the specific plans developed with middle managers. This role is cri<cal in the organiza<on because these opera<onal managers are the link between management and non-management personnel.
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7. A more complete approach to achieving total quality would include: achieving zero defects in manufacturing. W. Edwards Deming, J. M. Juran, and other quality gurus convinced managers to take a more complete approach to achieving total quality. This includes preven<ng defects before they occur, achieving zero defects in manufacturing, and designing products for quality. The goal is to solve and eradicate from the beginning all quality-related problems and to live a philosophy of con<nuous improvement in the way the company operates. 8. Which of the following is true of the common prac<ces of successful execu<ves? They take responsibility for decisions. Successful execu<ves ask “What needs to be done?” not just “What do I want to do?” They take responsibility for decisions. This requires checking up, revisi<ng, and changing if necessary.
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