Key for Homework

Chapter 1

2. Are all effective organizations also efficient? Discuss. If you had to choose between being effective or being efficient, which one would you say is more important? Why?

Answer: definition of efficiency and effectiveness; relationship between them. Both efficiency and effectiveness are important. Good manager should consider both and balance them.

5. Is there one best “style” of management? Why or why not?

Answer: no. students can refer the knowledge and responsibility of management levels, the management process performed at different level, managerial roles in different size of business, or management skills required at different level.

8. Using current business periodicals, find five examples of managers you would describe as master managers. Write a paper describing these individuals as managers and why you think they deserve this title.

Answer: depend on students’ reading after class.

Chapter 3

6. Explain how a manager might deal with making decisions under conditions of uncertainty.

Answer: definition of uncertainty. Refer to the bounded rational model and intuition decision making.

7. Why do you think organizations have increased the use of groups for making decisions? When would you recommend using groups to make decisions?

Answer: feature of problem manager faced today; advantages of group decision making. Knowledge of prerequisite of group decision making and criteria used for defining effectiveness.

8. Find two examples each of procedures, rules, and policies. Bring your examples to class and be prepared to share them.

Answer: Student responses will vary.

Chapter 4

3. What is a SWOT analysis and why is it important to managers?

Answer: SWOT analysis refers to analyzing the organization’s internal strengths and weaknesses as well as external opportunities and threats in order to identify a niche that the organization can exploit. Having completed the SWOT analysis, the organization reassesses its mission and objectives. This process provides the foundation for planning and an accurate assessment of the organization in order to operate and succeed.

4. Organizations that fail to plan are planning to fail. Do you agree or disagree with this statement? Explain your position.

Answer: Consider the reasons for planning and criticisms of formal plan. The relationship between planning and performance.

6. Find examples in current business periodicals of each of Porter’s generic strategies. Name the company, describe the strategy being used, and explain why it’s an example of that strategy. Be sure to cite your sources.

Answer: consider the Porter’s suggestion of competitive strategy choosing.

Chapter 5

4. With the availability of information technology that allows employees to work anywhere, anytime, is organizing still an important managerial function? Why or why not?

Answer: definition of organizing; influence of technology to structure. Information technology has changed the way work is done and the structure is arranged. Organizing may be even more essential in a virtual environment made possible by information technology.

6. Classrooms have cultures. Describe your class culture using Exhibit 5-13. How does it affect your instructor? How does it affect you?

Answer: Student responses will vary based on the class.

7. Draw an organization chart of an organization with which you’re familiar (where you work, a student organization to which you belong, your college or university, etc.). Be very careful in showing the departments (or groups) and especially be careful to get the chain of command correct. Be prepared to share your chart with the class.

Answer: Student answers will depend on the organization that they choose.

Chapter 8

2. Contrast lower-order and higher-order needs in Maslow’s needs hierarchy.

Answer: Within every human being, there exists a hierarchy of five needs. Lower-order needs are physiological needs and safety needs. Higher-order needs are social needs, esteem needs, and self-actualization needs.

4. What are some of the possible consequences of employees perceiving an inequity between their inputs and outcomes and those of others?

Answer: On the basis of equity theory, when employees perceive an inequity, they might (1) distort either their own or others’ inputs or outcomes, (2) behave in some way to induce others to change their inputs or outcomes, (3) behave in some way to change their own inputs or outcomes, (4) choose a different comparison referent, and/or (5) quit their job.

7. Could managers use any of the motivation theories or approaches to encourage and support workforce diversity efforts? Explain.

Answer: workforce diversity means people are different. Hierarchy of needs theory propose individuals have different needs and managers motivate them to satisfy their needs. Theory X and Y assume people are different in human nature and managers will take different measures to motivate them respectively. Equity theory is heavily dependent on employee perception and managers need to be sensitive to it. Expectancy theory would also meet people's expectations through communication.

Chapter 9

3. Do you think that most managers in real life use a contingency approach to increase their leadership effectiveness? Discuss.

Answer: Yes, choose one theory and analyze.

7. Research how organizations can develop effective leaders and write a short report explaining your findings.

Answer: From the early stages of recruiting to training and development, organizations need to identify future leaders early in their talent pool and then strategically integrate them in the succession plan. It is an imperative for organizations to maximize their human capital and consistently develop leaders at every level. Companies must cultivate leaders for successful organizations.

8. When might leaders be irrelevant?

Answer: textbook page 260, substitutes for leadership. Characteristics of employees such as experience, training, “professional” orientation, or need for independence can neutralize the effect of leadership. Jobs that are inherently unambiguous and routine or that are intrinsically satisfying may place fewer demands on the leadership variable. Organizational characteristics as explicit formalized goals, rigid rules and procedures, or cohesive work groups can act in the place of formal leadership.

Chapter 10

4. “Ineffective communication is the fault of the sender.” Do you agree or disagree with this statement? Discuss.

Answer: refer to the process of communication.

6. Why are effective interpersonal skills so important to a manager’s success?

Answer: the importance of communication to manager’s job. interpersonal skills are based on communication. interpersonal skills include active listening, feedback skills, delegating skills, conflict management, negotiation skills.

8. Research the characteristics of a good communicator. Write up your findings in a bulleted list report. Be sure to cite your sources.

Answer: Student answers will vary, although clarity, active listening, seeking feedback, etc. are all essential elements.

Chapter 11

1. What is the role of control in management?

Answer: process of management. Concept of controlling.

5. Why is what is measured in the control process probably more critical to the control process than how it is measured?

Answer: The selection of the wrong criteria can result in serious dysfunctional consequences. What is measured determines what people in the organization will attempt to excel at.

8. How could you use the concept of control in your personal life? Be specific. (Think in terms of feedforward, concurrent, and feedback controls as well as specific controls for the different aspects of your life—school, work, family relationships, friends, hobbies, etc.)

Answer: The concepts can be applied to all facets of life. The specific examples will vary by student.

大学管理学原理试题