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End of chapter quiz answers

End of chapter quiz answers - QUESTIONS FOR REVIEW CHAPTER...

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QUESTIONS FOR REVIEW – CHAPTER 1 1. How are OB concepts addressed in management functions, roles, and skills? Answer – One common thread runs through the functions, roles, and skills of managers: the need to develop people skills if they are going to be effective and successful. Managers get things done through other people. Managers do their work in an organization. Management functions involve managing the organization—planning and controlling and managing people within the organization—organizing and leading. Management roles (see Exhibit 1-1) are the “parts” managers play within an organization and involve their interaction with people. Management skills, as identified by Robert Katz, boil down to three essential management skills: technical, human, and conceptual. These use OB to manage processes and people and to problem solve. 2. Define organizational behavior. Relate it to management. Answer – Organizational behavior (abbreviated OB) is a field of study that investigates the impact that individuals, groups, and structure have on behavior within organizations for the purpose of applying such knowledge toward improving an organization’s effectiveness. As managers accomplish their work through others, OB provides the tools for guiding the productivity of others, predicting human behavior at work and the perspectives needed to manage individuals from diverse backgrounds. 3. What is an organization? Is the family unit an organization? Explain. Answer – An organization is a consciously coordinated social unit, composed of two or more people, which functions on a relatively continuous basis to achieve a common goal or set of goals. The family is a type of organization because it has all the characteristics of an organization. The one variation is that the “goals” of a family may not be explicit, and therefore students might argue that it is not an organization per se. 4. Identify and contrast the three general management roles. Answer – In the late 1960s, Henry Mintzberg discovered three general management roles that had sub-roles (See Exhibit 1-1). The ten roles can be grouped as being primarily concerned with interpersonal relationships, the transfer of information, and decision making. Interpersonal— ceremonial and symbolic Figurehead —duties are ceremonial and symbolic in nature Leadership —hire, train, motivate, and discipline employees Liaison —contact outsiders who provide the manager with information. These may be individuals or groups inside or outside the organization. Information— involve the collection and dissemination of information Monitor —collect information from organizations and institutions outside their own Disseminator —a conduit to transmit information to organizational members Spokesperson —represent the organization to outsiders Decisional —focus on making choices Entrepreneur —managers initiate and oversee new projects that will improve their organization’s performance
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