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Which of the following is a factor of production?
In a traditional economy, what is the primary method of production?
Which managerial skill involves the ability to analyze and diagnose complex situations?
What is the role of operational-level managers?
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What characterizes a market economy?
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Which type of manager is primarily concerned with the overall direction of the company?
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Which of the following skills is necessary for successfully working with teams?
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Which economy blends both market freedom and government intervention?
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Which function is NOT one of the four basic functions of management?
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What characteristic distinguishes a large company?
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Which of the following best describes organizational performance?
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What is the primary reason decision making is considered an inherently uncertain and risky process?
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In decision making, when does risk exist?
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Which of the following is a key difference between small and medium enterprises (SMEs) and microenterprises?
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What does ambiguous information refer to in decision making?
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What is the primary measure of effectiveness in management?
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In which scenario would a company be classified as a medium company?
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What is a significant impact of cognitive bias on managers' decision making?
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Which of the following describes the confirmation bias in decision making?
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What defines an independent worker in the context provided?
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What is representativeness bias in decision making?
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Which statement about efficiency is true?
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How do time constraints affect managers' decision making capacity?
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Which cognitive bias can lead top managers to overestimate their control over events?
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Which leadership style is most effective in a crisis requiring immediate action?
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What is the primary goal of the pacesetting leadership style?
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Under which leadership style is the leader most likely to guide and support without taking control?
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What is the primary difference between programmed and nonprogrammed decision making?
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Which factor is essential for effective decision making in organizations?
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Which leadership style encourages participation to gather valuable input from employees?
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What characteristic defines a leader with a coaching style?
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What characterizes the decision-making process when companies face opportunities?
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A leader who regularly punishes team members for mistakes is exhibiting which leadership style?
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Why do programmed decisions not require new judgments repeatedly?
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What defines power in leadership according to the provided content?
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What is a key characteristic of nonprogrammed decisions?
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Which leadership style is best suited for encouraging a creative and spontaneous team environment?
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What does the classical model of decision making assume about managers?
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Which of the following decisions is most likely to be nonprogrammed?
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What happens as a result of bad decision making in organizations?
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Study Notes
What is Management?
- Management is the process of achieving organizational goals efficiently and effectively, using available resources and through the work of others.
- It is based on four basic functions: planning, organizing, leading, and controlling.
Organizational Performance
- Organizational performance measures how efficiently and effectively managers use available resources to satisfy customers and achieve organizational goals.
- Efficiency measures the productivity with which resources are used to achieve a goal.
- Effectiveness measures the appropriateness of the goals set and the degree to which those goals are achieved.
Company Types
- Company: A legal entity that produces goods and services, enjoys decision-making autonomy, and allocates resources.
- Large Company: Employs 250 or more people, with a turnover exceeding 50 million euros and net assets exceeding 43 million euros.
- Medium Company: Employs less than 250 people, annual turnover does not exceed 50 million euros or annual balance sheet total does not exceed 43 million euros.
- Small Company: Employs less than 50 people, annual turnover or annual balance sheet total does not exceed 10 million euros.
- Micro-enterprise: Employs less than 10 people, annual turnover or annual balance sheet total does not exceed 2 million euros.
- SMEs (Small and Medium Enterprises): Employs less than 250 people, annual turnover does not exceed 50 million euros or total annual balance sheet does not exceed 43 million euros, and includes micro-enterprises.
- In Portugal, approximately 97% of companies are SMEs.
Legal Forms of Organization
- Individual Company (LTD): Includes sole proprietorship and self-employed worker.
- Entrepreneur (ENI): Carries out organized, non-commercial economic activity for profit.
- Independent Worker: Registered with tax authorities as a distinct, taxable entity.
- Company: An organized unit of human, technical, and financial resources whose objective is to produce and/or sell goods and services, satisfying community needs.
Factors of Production
- Land: Natural resources.
- Labour: Workers.
- Capital: Machines, tools (not money).
- Entrepreneurship: Taking risks for business.
- Knowledge: Technology.
Economic Systems
- Traditional Economy: Focuses on producing goods and services based on tradition.
- Command Economy: Production is controlled by the government, with quotas and regulations dictating output.
- Market Economy: Characterized by freedom and variety, driven by supply and demand.
- Mixed Economy: A combination of market and command elements, seeking to balance freedom with social safety nets.
Fundamental Functions of Management
- Planning
- Leading
- Organizing
- Controlling
Types of Managers
- Superior (Higher Level): Concerned with the entire company, involve resources, determine the company's course of action, and formulate policies. Strong conceptual skills.
- Intermediate (Tactical Level): Move resources short term, elaborate plans related to a specific area of the company. Examples include divisional, departmental, financial, and marketing directors. Balance of technical, human relations, and conceptual skills.
- Operational Level: Their activity is reflected in execution. Examples include supervisors, service heads, and section heads. Strong technical skills.
Skills Needed by Managers
- Conceptual Skills: Analyzing and diagnosing complex situations to make good decisions.
- Interpersonal Skills: Working well with others individually and in groups, communicating, motivating, mentoring, and delegating.
- Technical Skills: Job-specific knowledge, expertise, and techniques needed to perform work tasks.
- Political Skills: Building a power base and establishing connections to get needed resources.
- Other Important Skills: Decision making, team building, decisiveness, personal responsibility, trustworthiness, loyalty, professionalism, tolerance, adaptability, creative thinking, listening, and self-development.
Decision Making
- Decision making is the process of responding to opportunities and threats by analyzing options and making decisions about specific organizational goals and courses of action.
- Good decisions improve organizational performance, while bad decisions lower performance.
- Decision-making in response to opportunities seeks to improve organizational performance for customers, employees, and stakeholders.
Types of Decision Making
- Programmed Decision Making: Routine, automatic process where established rules or guidelines are applied in predictable situations.
- Nonprogrammed Decision Making: Occurs in unexpected or uncertain situations, where no pre-existing rules apply.
Decision Making Models
- Classical Model: Assumes perfect information, rational decision-making, and the selection of the best alternative.
- Administrative Model: Acknowledges the limitations of managers, incomplete information, uncertainty, ambiguous information, and time constraints.
- Bounded Rationality: Managers have incomplete information and use simplified processes to make decisions.
- Cognitive Bias: Errors in decision making due to how knowledge of situations negatively affects judgment.
Network
- Dynamic, adaptable structures that offer agility to respond to customers' needs.
- Organized horizontally or in networks.
Leadership
- Influencing others to achieve desired outcomes.
- The ability to influence a group towards shared goals.
- Includes strong structure, technology, powerful information systems, good cost structure, diversification, and skilled people.
Goleman's Six Leadership Styles
- Commanding: Demands immediate compliance (effective in crises).
- Visionary: Mobilizes people towards a shared vision (effective when change and direction are clear).
- Affiliative: Creates harmony and builds emotional bonds (effective for motivating teams during stress).
- Democratic: Forges consensus through participation (effective for gaining input from employees).
- Pacesetting: Sets high standards for performance (effective for achieving quick results from competent teams).
- Coaching: Develops people for the future (effective for improving performance and team skills).
Power
- The ability to influence others' behavior and actions.
- Expert Power: Based on special knowledge, skills, and expertise.
- Referent Power: Comes from respect, admiration, and loyalty from others.
- Reward Power: Ability to give or withhold tangible and intangible rewards.
- Coercive Power: Ability to punish others.
- Legitimate Power: Derived from the leader's position in an organization.
- Natural Leader: Received power from others and is accepted by them.
Leadership Styles
- Autocratic/Authoritative: Leader makes all decisions, plans, and distributes activities. Leads to high productivity but potential tension within the team.
- Democratic: Leader involves the group in decision-making, guides, and supports behavior. Encourages creativity and spontaneity.
- Laissez-Faire: Groups have freedom to make decisions without the leader's intervention. Leader provides materials and information only if requested.
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Description
Test your knowledge on the fundamentals of management, including its definition and key functions. Explore how organizational performance is assessed and the categorization of different company types. This quiz will enhance your understanding of effective management practices.