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Exam 7: Management and Leadership

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Question 131

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Contingency planning is most important in markets where conditions are relatively stable and market growth is predictable.

A) True
B) False

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Question 132

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Explain the differences between strategic,tactical,operational,and contingency planning.

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Strategic planning is long-range plannin...

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Question 133

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Goals are developed and agreed to by management so that the workers can follow them.

Leaders:

_____________ involves creating a vision for others to follow,establishing corporate values and ethics,and transforming the way an organization does business so that it is more effective and efficient.

Jack,a manager with Tiny Tots Toy Company,has just participated in a meeting that looked at future trends in the toy industry,and identified new challenges and opportunities for Tiny Tots.Jack's participation in this meeting was part of the organizing function of management.

A vision for a company is:

Effective leadership includes both the ability to welcome change and to promote ethical behavior.

Kayla is a supervisor who manages a production line.She spends several hours each week developing specific employee work assignments and production schedules for the coming week so that the production department can meet its short-term production objectives.This suggests that a significant component of Kayla's job involves:

Strategic planning determines the major goals of the organization.

Supervisory managers usually work more with ideas than with people.

Ricardo works as a department head at Barnes Hospital.His job requires Ricardo to spend most of his time training and coaching employees to perform their jobs more effectively and teaching other managers to be better leaders.Ricardo's job requires him to make full use of his:

Harold is a no-nonsense boss who believes that the best way for an organization to achieve its goals is for workers to follow their boss's orders.Thus,he tells workers exactly what to do and how to do it.Harold's approach is an example of directing.

Mini-Case Lauzy Fare left his position as senior vice president at Blue Skies Electronics a few weeks ago to become the new CEO of Idle Time Gaming.Before joining the new company,Lauzy spent time studying Idle Time's competitive position and talking to employees in all divisions and at all levels of the organization.Based on his findings,Lauzy believes that Idle Time has potential,but also faces some serious challenges if it expects to grow. Lauzy found that when confronted by him,most of Idle Time's professional employees seemed almost afraid to express their opinions.He learned that Otto Craddick,the previous CEO and founder of the company viewed himself as the boss,and,as such,micromanaged every aspect of the business.This discouraged employees from using their own initiatives and ideas to solve problems.For example,Otto required sales and service representatives to get his approval before they made any major commitments to customers.Otto's policy prevented the organization from responding quickly to customer requests,so sales were lost.Unlike his predecessor,Lauzy believes it is important for sales and service personnel to be able to deal with many types of customer requests without needing approval from top management.He is confident that giving employees the authority and flexibility to deal with customers,and providing them with the training and resources to help them do so,will improve morale within the company,create customer satisfaction,and grow revenues. Lauzy also wants to make workers throughout the organization feel more appreciated.He plans to continue meeting with them on a regular basis to seek their advice.He hopes his work colleagues will eventually respond to his leadership style.He has already encouraged middle managers to get employees more involved in decision-making,and has suggested some problem solving techniques the managers could try. Although he thought that changing the rigidity of the company culture would be his first challenge at the new firm,Lauzy quickly realized that there were no standards in place to measure the progress of changes in internal morale,customer satisfaction,and profitability.He has asked managers in those departments to spend more time setting performance standards and then monitoring actual performance.Lauzy is confident that in a relatively short period of time internal changes will lead to good company performance.As a member of top management,Lauzy performs a variety of important tasks. -Lauzy favors problem-solving techniques that allow teams of workers to freely identify and discuss possible solutions to a problem without having their ideas censored.Which of the following is a problem solving technique that Lauzy is likely to suggest to his managers?

Which of the following statements about effective leadership is the most accurate?

Organizing involves allocating resources,assigning tasks,and establishing procedures for accomplishing the organizational objectives.

A meaningful mission statement should address topics such as the organization's:

The autocratic style of leadership can be very effective in emergency situations.

Lucy is part of the top management team at Cloudy Daze Rain Gear,a company that produces umbrellas,raincoats,hats and all-weather shoes.As a member of top management,Lucy is more likely to be involved in strategic planning than in tactical planning.

The experience gained by first-line managers as they perform their jobs enables them to acquire all the skills they will need when promoted to higher levels of management.