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Exam 6: Understanding the Management Process

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Question 1

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Why would technical skills be important to lower-level managers?

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Technical skills are important to lower-level managers for several reasons: 1. **Effective Task Management**: Lower-level managers are often directly involved in the day-to-day operations of a business. Technical skills enable them to understand the specific tasks their team members are performing and manage these tasks effectively. This includes troubleshooting issues, optimizing processes, and ensuring that work is completed to a high standard. 2. **Team Leadership and Training**: Managers with strong technical skills are better equipped to train new employees and provide ongoing guidance to their teams. They can demonstrate best practices, explain the rationale behind certain procedures, and ensure that their team members are competent in their roles. 3. **Improved Communication**: Technical skills help lower-level managers communicate more effectively with their team, as well as with higher-level management and other departments. They can accurately convey technical details and requirements, which is essential for coordinating efforts and aligning goals across the organization. 4. **Decision Making**: Managers with a good grasp of the technical aspects of their work can make more informed decisions. They can evaluate the feasibility of projects, assess risks, and allocate resources in a way that maximizes efficiency and productivity. 5. **Innovation and Problem-Solving**: Technical knowledge can foster innovation and enhance a manager's ability to solve problems creatively. Understanding the intricacies of the work allows managers to identify opportunities for improvement and implement solutions that can give their company a competitive edge. 6. **Credibility**: Technical expertise can establish a manager's credibility with their team. When a manager understands the challenges faced by their employees, they can gain respect and trust, which is crucial for maintaining morale and motivating the team. 7. **Adaptability**: In today's fast-paced and ever-changing business environment, having strong technical skills allows lower-level managers to adapt to new technologies and processes quickly. This adaptability is key to ensuring that the team remains productive and competitive. 8. **Quality Control**: Managers with technical skills can ensure that the products or services delivered by their team meet the required standards. They can oversee quality control processes and implement improvements to maintain high-quality outputs. 9. **Resource Management**: Technical skills enable managers to make better use of the tools and technology available to them. They can optimize the use of software, equipment, and other resources to enhance productivity and reduce costs. 10. **Career Advancement**: For lower-level managers, having strong technical skills can lead to career advancement opportunities. As they demonstrate their competence and ability to handle complex technical issues, they position themselves for promotions and additional responsibilities. In summary, technical skills are a critical component of a lower-level manager's toolkit, allowing them to lead their teams effectively, contribute to the organization's success, and advance their own careers.

Question 2

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The cost of implementing a total quality management program normally results in lower returns on sales and investments.

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B) False

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Question 3

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Shane does not specialize in a particular function; instead, he provides overall guidance and leadership for the company.Shane is an administrative or ____ manager.

The two managerial functions that compose the process of directing an organization are

Management can achieve its goals by coordinating what four types of resources?

A broad set of plans that outlines alternative courses of action when problems develop is called a strategy.

In terms of developing managerial skills, education is more important than experience.

Gary Downs recently has noticed that the plant he is managing is delivering only 30 percent of its products on time.To determine what is causing the problem, he assembles the various department heads and the plant supervisor to get their input on the matter.Although the ultimate responsibility is his, he has no difficulty in delegating decision-making authority to any member of this group.This participative style of leadership suggests that Gary is a(n) ____ leader.

Common job titles associated with ____ management include president, vice president, and chief executive officer.

Centrum Springs, Inc. Riley has worked for Centrum Springs, Inc., for many years and has now been given the opportunity to advance in the company.His manager is retiring and hopes that Riley will take over for him.However, even though Riley is an experienced employee, there are many things that he still needs to learn.Riley has trained many new employees, but he has never held a management position.Riley needs to have a general understanding of what it takes to be a manager. There are many problems in Riley's department.There are no secondary plans to fall back on in case the initial plan fails.Riley also will need to learn how to direct people in such a way that makes them want to do more than the absolute minimum they have to.Riley feels that this is a great opportunity, and he is anxious to learn everything to be a great manager.He knows that if he performs well in this position, he will have the opportunity to move up the corporate ladder. -Refer to Centrum Springs, Inc.The different resources available to all managers include all of the following except _____.

In his decisional role as a manager, Matthew has to settle a dispute between a manager and an employee who does not agree with the manager's assessment of her work.Matthew is acting in the ____ role.

A positive problem may be viewed as a(n) _____.

Accounting and investments are specialized areas within financial management.

Roles that involve dealing with people are known as ____ roles.

When Terri began her first managerial job, she tried the authoritarian style.She believed she could accomplish more that way, but later she could not say whether it actually worked.She then tried the laissez-faire style because one of her best managers had used it successfully.She, however, found it a bit awkward.Now, with a different group of subordinates, she is trying the democratic style, with some success.What concluding remark would you make about the different leadership styles that Terri has tried?

Management is the process of coordinating people and other resources to achieve the goals of an organization.

The CEO's role at General Electric requires him to spend a great deal of time on planning.This indicates that he is a(n) ____ manager.

The process of evaluating and regulating ongoing activities to ensure that goals are achieved is known as _____.

As a manager carries out his or her functions, the first step is to control, the second is to organize, and the third is to plan.

The leadership style advocating that a leader involve subordinates in most decisions as well as the assignment of tasks is called _____.