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MGT503PrinciplesofManagementManagersandManagingsolvedMCQs

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MGT503 Principles of Management - Managers and Managing solved MCQs
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ManagersandManaging
Organizations
collectionsofpeoplewhoworktogetherandcoordinatetheiractionstoachieveawidevarietyofgoalsordesiredfutureoutcomes.
Management
theplanning,organizing,leading,andcontrollingofhumanandotherresourcestoachieveorganizationalgoalsefficientlyandeffectively.
organizationalperformance
ameasureofhowefficientlyandeffectivelyamanagerusesresourcestosatisfycustomersandorganizationalgoals.
efficiency
ameasureofhowproductivelyresourcesareusedtoachieveagoal.
effectiveness
ameasureoftheappropriatenessofthegoalsanorganizationispursuingandofthedegreestowhichtheorganizationachievesthosegoals.
planning
identifyingandselectingappropriategoals.oneofthefourprincipaltasksofmanagement.
strategy
aclusterofdecisionsaboutwhatgoalstopursue,andhowtouseresourcestoachievegoals.
organizing
structuringworkingrelationshipssoorganizationalmembersworktogethertoachieveorganizationalgoals,oneofthefourprincipletasksofmanagement.
organizationalstructure
aformalsystemoftaskandreportingrelationshipsthatcoordinatesandmotivatesorganizationalmemberssothattheyworktogethertoachieveorganizationalgoals.
leading
articulatingaclearvisionandenergizingandenablingorganizationalmemberssothattheyunderstandtheparttheyplayinachievinggoals.oneofthefourprincipletasksofmanagement.
controlling
evaluatinghowwellanorganizationisachievingitsgoalsandtakingactiontomaintainorimproveperformance.oneofthefourtasksofmanagement.
department
agroupofpeoplewhoworktogetherandpossesssimilarskillsorusethesameknowledge,toolsortechniquestoperformtheirjobs.
firstlinemanager
amanagerwhoisresponsibleforthedailysupervisionofnonmanagerialemployees.
middlemanager
amanagerwhosupervisesthefirstlinemanagersandisresponsibleforfindingthebesdtwaytouseresourcestoachieveorganizationalgoals.
topmanager
amanagerwhoestablishesorganizationalgoals,decideshowdepartmentsshouldinteract,andmonitorstheperformanceofmiddlemanagers.

topmanagementteam
agroupcomposedoftheCEO,theCOO,thepresident,andtheheadsofthemostimportantdepartments.
conceptualskills
theabilitytoanalyzeanddiagnosethesituationandtodistinguishbetweencauseandeffect.
humanskills
theabilitytounderstand,alter,lead,andcontrolthebehaviorofotherindividualsandgroups.
technicalskills
thejobspecificknowledgeandtechniquesrequiredtoperformanorganizationalrole.
corecompetency
thespecificsetofdepartmentalskills,knowledge,andexperiencethatallowsoneorganizationtooutperformanother.
restructuring
downsizinganorganizationbyeliminatingthejobsorlargenumbersoftop,middle,andfirstmanagersandnonmanagerialemployees.
outsourcing
contractingwithanothercompany,usuallyabroad,tohaveitperformanactivitytheorganizationpreviouslyperformeditself.
empowerment
theexpansionofemployees'knowledge,tasks,anddecisionmakingresponsibilities.
selfmanagedteam
agroupofemployeeswhoassumeresponsibilityfororganizing,controlling,andsupervisingtheirownactivitiesandmonitoringthequalityofthegoodsandservicestheyproduce.
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globalorganization
organizationsthatoperateandcompeteinmorethanonecountry.

competitiveadvantage
theabilityofoneorganizationtooutperformanotherbecauseitproducesdesiredgoodsorservicesmoreefficientlyandeffectivelythantheydo.

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innovation
theprocessofcreatingneworimprovedgoodsandservicesordevelopingbetterwaystoproduceorprovidethem.
turnaroundmanagement
thecreationofanewvisionforastrugglingcompanybasedonanewapproachtoplanningandorganizingtomakebetteruseofacompany'sresourcestoallowittosurviveandprosper.

SeeAlso

Solved

University

Achiev

Distinguish

Solved

Causeandeffects
University

Clear

Achiev

Clusters

Competency

Causeandeffects

Clear

CompetitiveAdvantage
Clusters

Diagnose

Competency

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