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17 Cards in this Set
- Front
- Back
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"How does the competitive landscape shape the potential for success or failure?" Which pillar of management addresses this question? |
strategic positioning |
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"How will Performance be measured?" is a question addressed by the |
organizational perspective of management |
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After hiring a consultant, a senior management team realized that the organizations’s structure did not enable proper usage of its resources and the culture was not reinforcing employee performance. Which pillars of management has the organization failed to consider? |
organizational design |
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Z-Gadget organizations often face opposition when they go into a community to open a new Z-Gadget store. One reason for this is that the management of Z-Gadget has been accused of unethical acts such as discriminating against women and minorities. The top manager's poor treatment of women and minority employees might be considered a failure with respect to what area of management? |
individual leadership |
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The interplay of strategy, organizational design, and individual action operates within a broad contextual landscape |
true |
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most important skill of a middle manager |
interpersonal skills such as motivating and developing teams |
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a person who focuses on technical issues to ensure that operations are running smoothly is an example of a |
frontline supervisor |
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John is a top executive in an organization. He is involved in developing and improving the organization’s strategy by working along with other senior executives. From this scenario, it can be inferred that John uses (blank) (blank) of management |
conceptual skills |
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the factor that distinguishes leadership from management is that |
leadership is the ability to drive change though motivation |
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Harry, a top manager of an organization, clearly differentiated the tasks and responsibilities of his employees. Moreover, he emphasized that top level executives should do the planning and the lower level executives should execute those plans. Identify the management technique used by Harry |
Bureaucratic organization structure |
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according to the contingent view |
the organizations structure should fit the firm's environment |
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the factor that distinguishes HR movement from scientific management is that HR movement |
emphasized the importance of informal social relations at work |
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scientific management |
Focuses on how jobs, work, and incentive schemes could be designed to improve productivity using industrial engineering methods |
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shareholder view of the firm |
the job of top managers was to produce the highest possible stock market valuation of the firm's assets |
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managerial view on the purpose of business |
a business framework where the firm is seen as a mechanism for converting raw materials intro products to sell to customers |
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stakeholder view |
Businessframework that attempts to organize and analyze multiple groups that interactwith the firm |
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through (blank) (blank) (blank), senior leaders of a corporation meet with business unit managers to assess progress toward specific goals |
strategic review process |
