Chapter 1 Exam: Leading Edge Management

Attaining organizational goals through effective and efficient use of resources and the four core management functions.

Carrying out specialized technical tasks that are normally assigned to employees.

Issuing commands and maintaining strict control over every employee action.

Monitoring results without making changes when performance falls below expectations.

Create systems and conditions that allow others to perform effectively.

Remain responsible for every specialized task performed by the organization.

Communicate the organization's position to external audiences only.

Remove all employee discretion so that work follows one fixed procedure.

Identifying appropriate organizational goals and selecting courses of action.

Comparing actual performance with established standards.

Assigning tasks and delegating authority to employees.

Motivating employees to commit to organizational objectives.

Organizing

Planning

Leading

Controlling

A manager communicates a clear vision and encourages employees to give full effort to achieving it.

A manager establishes a formal reporting hierarchy for the department.

A manager compares quarterly sales with the sales target.

A manager chooses the organization's objectives for the next five years.

Evaluate goal attainment and take action to maintain or improve performance.

Create new relationships among employees and departments.

Motivate employees by providing a shared organizational vision.

Decide which organizational goals should be pursued.

Goals, strategies, and allocation of organizational resources

Resources, organizational goals, and strategies

Strategies, resources, and organizational goals

Performance standards, corrective actions, and employee motivation

A connected set of decisions about objectives, actions, and resource use.

A detailed procedure for handling one routine employee task.

The formal hierarchy used to submit employee reports.

A manager's personal effort to motivate employees.

A formal arrangement of tasks and reporting relationships designed to coordinate organizational members.

An informal agreement among employees about preferred social activities.

A financial measure of how efficiently resources are converted into outputs.

A process for encouraging employees to support a shared vision.

The degree to which the organization achieves its goals.

The amount of output produced from each unit of input.

The proficiency demonstrated in a particular technical task.

The degree of employee commitment to a shared vision.

Producing the desired output with minimal resources.

Achieving organizational goals regardless of resource consumption.

Organizing reporting relationships to support employee cooperation.

Influencing employees to devote greater effort to the work.

Effective but not efficient

Efficient but not effective

Both effective and efficient

Neither effective nor efficient

An organization that fails to achieve its goals cannot be considered efficient.

Any organization that achieves its goals is automatically maximally efficient.

Effectiveness and efficiency can be evaluated independently because they are unrelated.

An organization may be efficient even when it produces no useful result.

True

False

True

False

True

False

True

False

True

False

True

False

True

False