One of Dan's primary job responsibilities is the development of a quarterly report. Despite his best efforts to
work diligently and compose "to-do lists", he still ends up spending most of his time on whatever comes up,
is urgent, or is in front of him. A
Chapter 1 discusses a number of managerial myths and managerial realities. Of the statements below,
which is NOT a managerial reality?
a. People problems are far more complex than any other organizational problem.
b. People join organization
Chapter 10- Teams
Teams are a hot topic
When effective, teams can outperform individuals
Teams often fail
When do teams make sense?
Better when no individual expert exists
Teams tend to be superior in stimulating innovation and creativity
Conflict- chp. 11
Conflict- inevitable part of organizational life
Not always bad, but can be very destructive if left unchecked
Different kinds of conflict
Different styles of conflict resolution
Significant portion of managers job is negotiating
Selecting employees- one of the most important tasks for a manager
Without people, none of the other issues matter
Choosing the right people for the right jobs
No easy magic solutions for hiring the right people
Judgments about who will be successful are
In class, we talked about the distinct skill set required of a manager. Which of those listed below is a
managerial interpersonal competency?
' a. Understand basic accounting principles.
" b. Use information to diagnose problems.
At various stages of our lives, we all experience stress from what are termed, "traumatic/major events." Of
the list below, what is an example of this?
a. receiving an urgent and unexpected phone call about your weekend plans.
" b. having a f
You may have taken a number of self-assessments that indicate that you possess/prefer certain traits over
others. What is important to remember when interpreting and applying these assessment results?
" a. having a certain personality trait is
Butler University alumna Lilly underwent a series of assessments to determine her managerial
characteristics. Following these assessments, she should:
a. improve her weaknesses and ignore her strengths.
b. repeat the process to validate inco
Ryan has a busy semester, juggling an internship, full academic schedule, and serving as Treasurer for his
fraternity. During his second week at work, his supervisor asks him to put together a brief report, due the
next morning. Ryan smiles, and says that
Emily was in the process of presenting her internship project to upper management, and because of the
high-pressure nature of the situation, she forgot what she was going to say, was confused about her power
point, and thanked the wrong people. What is th
Three fundamental principles about effective management:
Principle 1: Management is the intervention of getting things done through others
Principle 2: Managers need their people more than those people need the manager
Principle 3: Managers get