Please take the time to review the questions below to test your knowledge of Chapter 1's content, definitions and principles.
Question 1: There is one clear distinction between managers and their employees. What is it? View Answer
Managers direct the work of their employees, rather than performing the work itself.
Question 2: How many levels of management are there in a typical organization? At which level are supervisory managers found? View Answer
There are three levels of management: upper, higher, or top level; middle level; and first or front-line level. Managers are found at the first or front-line level.
Question 3: Give a specific example of an activity that might be included in each of the five functions of the management process. View Answer
Planning might include setting production schedules; organizing would feature making job assignments; staffing could be interviewing prospective employees for job openings; activating might include issuing work orders; and controlling might compare today's output with what was called for on the production schedule.
Question 4: What is most surprising to you about the characteristics of systems? View Answer
Applicants responses will vary.
Question 5: Energy, good health, and self-control are among the characteristics looked for in a manger. Why are these qualities important? View Answer
The job of management is physically and mentally demanding. There are many distracting interruptions and difficult decisions to be made every day. This requires a person who is in good health and able to withstand stress without blowing up or falling to pieces.
Question 6: What factors distinguish a first level manager's work environment from that of a higher-level manager? In particular, explain the difference in their time horizons. View Answer
Lower level management is similar to higher level management in that it gets the work done through other people by performing the management process functions of planning, organizing, staffing, activating, and controlling. It is different in a number of ways, including its closeness to the day-to-day workplace; its greater emphasis on technical skills; the critical aspects of administrative skills; and – as a corollary of the latter two – a requirement for more activating (especially directing and motivating) and less long-range planning.