Procter & Gamble Co., also known as P&G, is an American multinational consumer
goods company. Its products include cleaning agents and personal care products.P&G
has operations in more than 80 countries, with more than 300 brands
1. Managers at all levels and in all areas of organizations make decisions. What kinds of decisions to
different members of an organization have to make at different levels within the organization?
Managers at all levels and in all areas of organizations
1. Define and discuss the four-stage model of the progression of an organization's social responsibility.
Stage 1: manager is following the classical view of social responsibility and obeys all laws and
regulations while caring for stockholders'
1. Describe the role of the manager based on the symbolic view of management.
Based on the symbolic view of management, the manager's ability to affect organizational outcomes
are influenced by factors managers don't control. Thus the role of the
1. Explain how the work of Fredrick Taylor and Frank and Lillian Gilbreth improved worker efficiency
Fredrick Taylor developed scientific management and improved efficiency by urging employers put the right
person on the job with the correct tools and equ
Discuss the importance of good management to the success of a company.
The Gallup Organization has found that the single most important variable in employee productivity and
loyalty isn't pay or benefits or workplace environment, it's the quality of the r
CHAPTER SUMMARY CHAPTER 18
What Is Control and Why Is It Important?
Contrast the three approaches to designing control systems.
Discuss the reasons why control is important.
Explain the planning-controlling link.
Controlling is the process
KEY TERMS CHAPTER 18
The process of monitoring, comparing, and correcting work
An approach to control that emphasizes the use of external
market mechanisms to establish the control standards.
CHAPTER SUMMARY CHAPTER 17
Who Are Leaders and What Is Leadership?
Define leaders and leadership.
Explain why managers should be leaders.
A leader is someone who can influence others and who has managerial authority. Leadership is
what leaders do that i
1. Identify and discuss the four reasons for planning.
1. Planning provides direction to managers and nonmanagers.
2. Planning reduces uncertainty by forcing managers to look ahead, anticipate change, consider
the impact of change, and develop app
1. Discuss SWOT analysis and its components.
The combined external and internal analyses are called SWOT analysis because it's an
analysis of the organization's strengths, weaknesses, opportunities, and threats. Strengths and
weaknesses of the org
1. Differentiate between those jobs and organizations that are highly formalized and those that are
Formalization refers to how standardized an organization's jobs are and the extent to which
employee behavior is guided by rules and procedure
Why is decision making often described as the essence of the managers job?
As shown in Exhibit 6.5, decisions are made throughout the performance of all four
functions of management. Almost anything a manager does in terms of planning,
1. Identify and discuss three specific areas in which the value of control functions can be seen.
1. Planning: Controlling is the only way managers know whether organizational goals are being met and
if not, the reasons why.
2. Empowering employee
1. Identify and define the seven traits shown to be associated with effective leadership.
2. The desire to lead
3. Honesty and integrity
6. Job-relevant knowledge
2. Identify the four spe
1. How can managers use Maslow's hierarchy of needs to motivate their employees?
According to Maslow, each level in the needs hierarchy must be substantially satisfied
before the next is activated and once a need is substantially satisfied, the ne
1. Identify and discuss the major components that determine group performance and
1. External conditions imposed on the group.
2. Group member resources.
3. Group structure.
4. Group processes.
5. Group tasks.
2. Identify and define
1. Explain the current assessment in human resource planning.
Managers begin HR planning by reviewing the organization's current human resource status.
A human resource inventory is created from forms filled out by employees with information such
1. Identify and discuss the four major functions of communication.
1. Communication acts to control employee behavior, both through formal
communication, such as formal guidelines that employees are expected to follow, and
through informal communi
KEY TERMS CHAPTER 17
Someone who can influence others and who has managerial
The process of influencing a group to achieve goals.
Leadership theories that identified behaviors that differentiated
CHAPTER SUMMARY CHAPTER 16
What Is Motivation?
Explain the energy, direction, and persistence aspects of motivation.
Motivation is the process by which a persons efforts are energized, directed, and sustained
towards attaining a goal.
CHAPTER SUMMARY CHAPTER 7
What Is Planning and Why Do Managers Plan?
Differentiate between formal and informal planning.
Describe the purposes of planning.
Discuss the conclusions from studies of the relationship between
planning and perf
KEY TERMS CHAPTER 7
Defining the organizations goals, establishing
an overall strategy for achieving those goals,
and developing plans for organizational work
goals Desired outcomes for individuals, groups, or entire organizations.
CHAPTER SUMMARY CHAPTER 6
The Decision-Making Process
Define decision and decision-making process.
Describe the eight steps in the decision-making process.
A decision is a choice. The decision-making process consists of eight steps
that begin with (1) a
KEY TERMS CHAPTER 6
A choice from two or more alternatives.
A set of eight steps that include identifying a problem, selecting an
alternative, and evaluating the decisions effectiveness.
A discrepancy between an ex
CHAPTER SUMMARY CHAPTER 5
What Is Social Responsibility?
Contrast classical and socioeconomic views of social responsibility.
Discuss the role that stakeholders play in the four stages of social
Differentiate between social obligation,
KEY TERMS CHAPTER 5
The view that managements only
responsibility is to maximize profits.
The view that managements social responsibility
goes beyond making profits to include protecting
and improving societys welf
CHAPTER SUMMARY CHAPTER 3
The Manager: Omnipotent or Symbolic
Contrast the actions of managers according to the omnipotent and
Explain the parameters of managerial discretion.
According to the omnipotent view, managers are directly respo
KEY TERMS CHAPTER 3
omnipotent view of management
The view that managers are directly responsible for
an organizations success or failure.
symbolic view of management The view that much of an organizations success or
failure is due to external forces outs