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A systematic grouping of people brought together to accomplish some specific purpose is call a(n): ______

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CHAPTER 1:

1. A systematic grouping of people brought together to accomplish some specific purpose is call a(n): ______

2. Common characteristics that are found in every organization include the following except for:

3. Titles of typical top management positions include the following EXCEPT:

4. Organizations develop a systematic structure that defines the various roles of members. This may include the following EXCEPT FOR:

5. The Taft-Hartley Act started that any person who can do which of the following is a supervisor?

6. Organizations may bedivided in the following distinct levels EXCEPT FOR:

7. The controlling function includes all of the following EXCEPT FOR:

8. The bottom level in the pyramid is occupied by:

9. As the role of coach, the supervisor is expected to:

10. Individuals who reflect a group of people responsible for establishing the organizations overall objectives and developing the policies to achieve these objectives are called:

11. The management function which involves monitoring activities to ensure that targets are being met is called _______

12. Another way to think of supervisors are: 

13. Even though supervisors may perform operative tasks, they are still part of management. This was made clear by the passing of the:

14. The process of getting things done, effectively and efficiently, through and with other people is called: 

15. In management the term representing the primary activities supervisors perform is called:

16. When supervisors are performing tasks right, and they are concerned with the relationship between inputs and outputs, this relation is called:

17. When a supervisor is concerned with completing activities and achieving goals, this is called:

18. Being a good supervisor means being concerned with both attaining goals and:

19. The management process consists of the following functions EXCEPT FOR:

20. The planning function performed by managers includes the following EXCEPT FOR:

21. The organizing function includes all of the following EXCEPT FOR:

22. The following are different viewpoints of the supervisor’s role in management EXCEPT FOR:

23. Supervisory positions are recruited from all of the following EXCEPT FOR:

24. The following are reasons for employers to promote from within the ranks of operative employees to first-line managers EXCEPT FOR:

25. The major problems nineteen new supervisors experienced in their first year on the job include the following EXCEPT FOR:

26. Researcher Robert Katz, identified the following critical management competencies EXCEPT FOR:

27. The interpersonal competence for a first-line manager would include the ability to:

28. The mental ability managers must have in order to analyze is called:

29. The mental ability managers must have in order to analyze and diagnose complex situations is called: 

30. The importance of conceptual competence increases as managers move up in the organization because of the:

31. One characteristic operative employees share is they generally don’t manage or oversee the work of any other employee.

32. Supervisors oversee the work of middle managers and sometimes do the very same tasks.

33. An organization is a systematic grouping of people brought together to accomplish some specific purpose.

34. All managers perform the functions of leading and controlling. To what degree depends on their level of management in the organization.

35. The supervisor’s job has, and will continue to have, decreasing importance and simplicity in the future because of the responsibility for introducing and implementing changes.

36. Consistent with the belief that one of the most important abilities needed by supervisors is strong interpersonal skills, we often think of them as behavioral specialists.

37. The technical demands of operative employees tend to be related to knowledge of industry and a general understanding of the organization’s process and products.

38. First-level managers perform both technical and managerial work.

39. A skill is the ability to demonstrate a system and sequence of behavior that is functionally related to attaining a performance goal.

40. Beyond loyalty to the organization, a supervisor must demonstrate coerciveness to one’s employees at all time.

41. People responsible for establishing the organization’s overall objectives and developing the policies to achieve those objectives are ________ _________

42. ______ _______ have job titles such as vice president for finance, director of sales, division manager, group manager, unit manager, and school principals.

43. Most _______ are employed in overseeing skilled and semi-skilled workers in industry, and manage employees in retail sales and in offices.

44. Supervisors require ______ _______ the ability to apply specialized knowledge or expertise.

45. Since supervisors deal with input resources that are scarce money, people, equipment they must be concerned about using these resources _______

46. The management process has four functions: _____, ______, _____, and ______.

47. It is part of a manager’s job to direct and coordinate people in the organization. Performing this activity is the ______ function management.

48. The process of measuring performance, comparing objectives, and correcting deviations is part of the ______ function in the management process.

49. Today’s supervisors have an ambiguous role such as ______, _______, _______, ______, and ______.

50. Supervisors who rule from an authoritative position are called _____ supervisors.

 

CHAPTER 2

1. Planning for change would constitute the following EXCEPT FOR :

2. Many North American companies have changed dramatically in the 1990s by improving quality and reducing costs. This is direct response to :

3. Organizations have become increasingly global in their perspectives and accept the reality that national borders no longer define:

4. A specific challenge for supervisors is recognizing the differences that might exist among people. One the first issues supervisors must deal with is the perception of :

5. The concept of when we see things slowly through our own eyes and within our perspectives called:

6. Critical to the success of supervising  others in the global village is understanding:

7. Research undertaken by Geert Hofstede found that country’s culture had a major effect on employees’ work related:

8. Hofstede’s findings allow supervisors to group countries according to the following cultural variables EXCEPT FOR :

9. According to the Hofstede, a strong individualistic U.S supervisor may have difficulties if sent to the Pacific Rim country where:

10. In dealing with employees, supervisors must recognize that they must be:

11. Today’s supervisor must recognize the following individual differences among employees EXCEPT FOR :

12. Hofstede found that supervisors and employees vary on the following dimensions on natural culture EXCEPT FOR

13. A loosely knit social framework in which people are supposed to look after their own interests, and those of their immediate family is referred to as:

14. A tight social framework in which people expect others in groups which they are part of to look after them and protect them when they are in trouble is referred to as:

15. Technological developments impact the role of the supervisor in the following ways EXCEPT FOR:

16. Any high- tech equipment, tools or operating methods that are designed to make work more efficient are called

17. The method of linking a worker’s computer and modern with coworker and management at an office, making it possible for employees to be located anywhere in the global village is called:

18. Individuals comprised  of males, females, whites, blacks, Hispanics, Asians, Native Americans, the disabled, homosexuals, straights, and the elderly are called:

19. The largest group in the workforce, regarded  as career climbers, is called:

20. American companies working to become “learn and mean” organizations by cutting their staffs and reshaping organizations are called:

21. A philosophy of management that is driven by customer needs and expectations that is taking place in both business and the public sector is called:

22. A radical or quantum change in an organization’s work process is commonly referred to as :

23. An obligation organizations have to the public going beyond the law and profit making is:

24. The foundation of  a business’s public involvement is called

25. The addition of a moral element to the organization’s public obligation to do those things that make society better and not to do those things that could make it worse is:

26. Some of the most recent changes are as follows EXCEPT FOR :

27. Parochialism means:

28. E-business includes the following EXCEPT

29. Which group will make up a lager share of workforce in the future

30. The primary goals of continuous improvement are all of the below EXEPT

31. A company’s national origin is no longer a very good gauge of where it does business or the nation origin of  its employees.

32. Parochialism leads to viewing practices in other cultures as being better than our practices.

33. Power distance is a measure of extend to which a society accepts the fact that power institutions and organizations distributed unequally

34. The key to success for a supervisor is to never make any adjustments to the planning of improving technology

35. Technology is making it possible to better customers serve in many industries

36. Employees set aside their cultural values and life-style preferences when they come to work; therefore, supervisors do not have to remake organizations to accommodate these difference lifestyles, family needs, and work styles.

37. Organizations downsize to accomplish two primary goals to create greater efficiency and reduce cost.    

38. Individualism refers to a loosely knit social framework in which people are supposed to look after their own interests and those of their immediate family

39. Continuous improvement is concern with radical or quantum change where work process engineering focuses on ongoing incremental change

40. In situations involving ethics, supervisors will never know what  they will face; therefore, supervisors should prepare  ahead of time and anticipate what they would do

CHAPTER 3

Chapter 4

Chapter 5

Chapter 6

Chapter 7

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