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
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
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. 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. 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
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.
KEY TERMS CHAPTER 16
The process by which a persons efforts are energized, directed,
and sustained towards attaining a goal.
hierarchy of needs theory
Maslows theory that there is a hierarchy of five human needs:
physiological, safety, social,
CHAPTER SUMMARY CHAPTER 15
Define the different types of groups.
Describe the five stages of group development.
Formal groups are work groups defined by the organizations structure that have designated
work assignments and specific
KEY TERMS CHAPTER 15
groupTwo or more interacting and interdependent individuals who come together to achieve
The first stage of group development in which people join the group
and then define the groups purpose, structure, and le
CHAPTER SUMMARY CHAPTER 12
Who Are Managers?
Explain how an organizations human resources can be a significant source of competitive
List the eight activities necessary for staffing the organization and sustaining high employee
KEY TERMS CHAPTER 12
Work practices that lead to both high individual and
and high organizational performance.
human resource management Activities necessary for staffing the organization
and sustaining high employe
CHAPTER SUMMARY CHAPTER 11
Differentiate between interpersonal and organizational communication.
Discuss the functions of communication.
Interpersonal communication is communication between two or more people. Organizational
KEY TERMS CHAPTER 11
The transfer and understanding of meaning.
interpersonal communication Communication between two or more people.
organizational communication All the patterns, networks, and systems of communication within an
CHAPTER SUMMARY CHAPTER 10
Defining Organizational Structure
Discuss the traditional and contemporary views of work specialization, chain of command,
and span of control.
Describe each of the five forms of departmentalization.
KEY TERMS CHAPTER 10
Arranging and structuring work to accomplish the organizations goals.
The formal arrangement of jobs within an organization.
Developing or changing an organizations structure.