Management Skills and Functions Quiz

Managers with this skill can see how various tasks within the organization fit together and contribute to the 'big picture'.

This management function deals with grouping jobs into units, establishing lines of authority, and creating communication channels.

According to Michael Porter, companies gain a competitive advantage by offering customers superior value for their money.

Productivity measures how efficiently resources are utilized to produce goods or services. It's measured by output per unit of input.

The process of monitoring and correcting activities to ensure they stay aligned with goals.

Organizational Behavior focuses on the human side of work - how individuals and groups behave in organizations.

This management approach focuses on finding the most efficient way to complete tasks by studying and analyzing work processes.

The process of determining the desired future state of the organization and planning how to get there.

This view recognizes that organizations are complex systems made up of interconnected parts that interact within their environment.

People with an internal locus of control believe they can control their outcomes and have a strong belief in their own abilities.

Individuals with high agreeableness are gentle, forgiving, cooperative, and understanding. They tend to build strong relationships.

This intelligence is the ability to use one's body and hands to manipulate objects and express oneself physically.

The ability to understand and empathize with others' emotions, even without direct communication.

A person with high conscientiousness takes responsibility, is organized, and acts with integrity at work. They prioritize work performance.

People with a Type B personality are typically relaxed, easygoing, and less competitive. They handle stress more calmly.

Managers with low tolerance for ambiguity prefer clear instructions and structured situations. They may be less comfortable with uncertainty.

Neuroticism is characterized by traits such as anxiety, depression, anger, and insecurity. It can impact work performance and relationships.

Circumstances can influence how individual differences manifest. What might be a positive trait in one situation could be negative in another.

The seven universal emotions are joy, sadness, anger, fear, disgust, surprise, and contempt.

The continuum suggests that leadership behavior should adapt based on factors like follower readiness and the nature of the situation.

A manager with a high concern for people but low concern for production. They prioritize employee well-being over strict productivity.

This theory suggests that effective leaders clarify the path for subordinates to achieve goals and provide rewards for desired behaviors.

Early leadership research focused on identifying traits or personality characteristics that distinguished successful leaders from others.

Fiedler's contingency theory suggests that a leader's effectiveness depends on their leadership style and the situation.

Leadership is both a process of influencing others and a set of characteristics or qualities associated with effective leaders.

A directive leadership style is characterized by clear instructions, close supervision, and a focus on control. It's useful when subordinates lack experience.

Position power is low when the leader has limited authority in areas like work assignments, promotions, or decision-making.

Tasks that are complex, nonroutine, and lack clear guidelines are considered unstructured. They require more flexibility and autonomy.

Effective leadership involves influencing others without using force or coercion. It relies on building relationships and trust.

Hersey and Blanchard's situational leadership model suggests that appropriate leadership behavior depends on the readiness of followers.

The leader-member exchange (LMX) model emphasizes the quality of the relationship between a leader and their direct reports.

Transactional leaders focus on setting clear goals, rewarding performance, and overseeing routine tasks. They operate within established systems.

A mentor provides guidance and support to help individuals develop their skills, knowledge, and career. They act as a trusted advisor.

Charismatic leadership relies on the leader's ability to inspire and motivate followers through personal charm, vision, and passion.

The Hersey and Blanchard model identifies four leadership styles: telling, selling, participating, and delegating. Each style matches a different follower readiness level.

Cross-cultural leadership requires leaders to be sensitive to the cultural differences in their teams and adjust their approach accordingly.

A vertical dyad refers to the individual relationship between a leader and a subordinate in the leader-member exchange (LMX) model.

Transformational leadership focuses on inspiring change and innovation. They empower followers, set a vision, and encourage growth.

Organic organizations are characterized by flexibility, decentralization, open communication, and adaptability. They empower employees to make decisions.

This refers to the degree to which tasks are specialized in an organization. High division of labor means each worker focuses on a narrow set of tasks.

Span of control refers to the number of subordinates a manager directly supervises. A wide span means more subordinates per manager.

Decentralization allows for decision-making to occur at lower levels in the organization. Employees have more autonomy and discretion.

Grouping jobs based on the functions or activities performed, for example, marketing, finance, and production. It creates specialized departments.

Lewin's three-step process for managing change includes unfreezing (preparing for change), moving (implementing the change), and refreezing (stabilizing the change).

This involves strategically planning, organizing, and implementing a change process within an organization, from the initial step to the fully operational state.

Organizational development (OD) applies behavioral science principles to improve organizational effectiveness, focusing on planned change and development.

Taking a holistic perspective on change considers its impact on different aspects of the organization, like culture, structure, and people.