This document provides an overview of a training module for middle managers. It begins by welcoming managers to the workshop and explaining that middle managers are responsible for both subordinates and superiors. The objectives of the training are then defined as defining management, organizational strategies, and creating structures.
The second module introduces management and explains that managers ensure business runs smoothly by implementing superior's strategies. Managers are responsible for motivating employees and achieving results. The module discusses what management entails, the roles and responsibilities of managers, and why management is important for reducing costs and increasing profits.
The third module covers ethics and social responsibility. It explains that leadership must be ethical and socially conscious. Unethical behaviors like discrimination are discussed alongside frameworks
Presentation Middle Management in Managing Worker Compliance behaviourJohn McGinn
Middle managers play a key role in influencing worker behavior and compliance through effective communication, safety culture development, and leadership. They should communicate safety standards, involve workers in hazard identification, monitor safety daily, and provide feedback to senior management. Without feedback from middle management, companies cannot properly assess safety culture or benchmark performance. It is important for middle managers to lead by example in prioritizing safety, developing workers' skills and attitudes, and promoting a positive culture.
The document provides an overview of a training course on supervisory skills for supervisors. It covers key areas of responsibility for supervisors, including legal obligations. It discusses techniques for effective time management, coaching and developing employees, and active listening skills. Key topics include transitioning to a leadership role, determining an employee's development level to apply the appropriate coaching style, and barriers to active listening.
The document discusses performance management and the performance appraisal process. It describes performance management as a process of goal setting, communication, observation, and evaluation to support employee development and organizational success. It outlines the reasons for performance management, including providing feedback to employees, encouraging self-improvement, and creating a shared understanding of performance standards. The document then details the various steps in the performance appraisal process, from planning meetings to conducting effective appraisals to following up with feedback.
Middle manager is different from executive managers, who guide an organization, and front-line managers, who engage workers and customers.
We will examine the main roles and responsibilities of your ATTACKING MIDFIELDER and ADVANCED PLAYMAKER and how to keep them sharp.
Dr. Leahcim Semaj
No one is born knowing how to be a manager. And whatever your previous job, it did not prepare you for management work. So if you’ve just become a supervisor, you must quickly start learning some new skills. The most important of these is performance management.
Delivering results through other people is the greatest challenge for most new supervisors. Before, you only had to worry about your own results – but now you must motivate others to do their best work. The guidelines below can help you succeed at this complex task.
The document discusses the five key skills, or "Five C's", for effective people management: Create, Comprehend, Communicate, Collaborate, and Confront. It describes each C in detail. Create involves recruiting the right people and providing training. Comprehend means understanding individuals' personalities and motivations. Communicate is conveying needs clearly to the team. Collaborate is sharing responsibility and delegating. Confront is addressing conflicts directly to avoid resentment. The Five C's form a holistic approach that delivers results through developing motivated employees.
Presentation Middle Management in Managing Worker Compliance behaviourJohn McGinn
Middle managers play a key role in influencing worker behavior and compliance through effective communication, safety culture development, and leadership. They should communicate safety standards, involve workers in hazard identification, monitor safety daily, and provide feedback to senior management. Without feedback from middle management, companies cannot properly assess safety culture or benchmark performance. It is important for middle managers to lead by example in prioritizing safety, developing workers' skills and attitudes, and promoting a positive culture.
The document provides an overview of a training course on supervisory skills for supervisors. It covers key areas of responsibility for supervisors, including legal obligations. It discusses techniques for effective time management, coaching and developing employees, and active listening skills. Key topics include transitioning to a leadership role, determining an employee's development level to apply the appropriate coaching style, and barriers to active listening.
The document discusses performance management and the performance appraisal process. It describes performance management as a process of goal setting, communication, observation, and evaluation to support employee development and organizational success. It outlines the reasons for performance management, including providing feedback to employees, encouraging self-improvement, and creating a shared understanding of performance standards. The document then details the various steps in the performance appraisal process, from planning meetings to conducting effective appraisals to following up with feedback.
Middle manager is different from executive managers, who guide an organization, and front-line managers, who engage workers and customers.
We will examine the main roles and responsibilities of your ATTACKING MIDFIELDER and ADVANCED PLAYMAKER and how to keep them sharp.
Dr. Leahcim Semaj
No one is born knowing how to be a manager. And whatever your previous job, it did not prepare you for management work. So if you’ve just become a supervisor, you must quickly start learning some new skills. The most important of these is performance management.
Delivering results through other people is the greatest challenge for most new supervisors. Before, you only had to worry about your own results – but now you must motivate others to do their best work. The guidelines below can help you succeed at this complex task.
The document discusses the five key skills, or "Five C's", for effective people management: Create, Comprehend, Communicate, Collaborate, and Confront. It describes each C in detail. Create involves recruiting the right people and providing training. Comprehend means understanding individuals' personalities and motivations. Communicate is conveying needs clearly to the team. Collaborate is sharing responsibility and delegating. Confront is addressing conflicts directly to avoid resentment. The Five C's form a holistic approach that delivers results through developing motivated employees.
The success of any business depends heavily on the effectiveness of its managers. They can have a significant impact on business outcomes and employee engagement. But many organizations do not adequately select or develop their managers, and they miss a great opportunity for business advancement.
If you want to learn more about this topic: https://www.newsteer.com/resources/be-an-effective-manager-guide
Leading change through innovation requires strategic leadership that creates ongoing strategic change. Successful change combines top-down and bottom-up approaches to build sustainable capability for change and learning. Organizational change involves disruption to the status quo and can make people feel loss of control, competence, and identity. Leaders must address these feelings and guide people through the journey of change from initial fear and resistance to eventual acceptance and commitment.
This document discusses Belbin's Team Role Model, which identifies 9 common team roles that individuals tend to adopt: Shaper, Implementer, Completer-Finisher, Coordinator, Team Worker, Resource Investigator, Plant, Monitor-Evaluator, and Specialist. These roles are categorized into Action, People and Thought orientations. Understanding individual roles helps create balanced teams by ensuring necessary skills are covered and weaknesses addressed. The document provides guidance on using Belbin's model to analyze team roles and balance for improved performance. However, it cautions not to rely too heavily on the model and to consider other factors impacting team success.
This document provides an overview of managing employee performance. It discusses understanding employment law and procedures for managing staff such as disciplinary processes. Typical problems with employees like lateness and errors are outlined. The importance of managing employees is explained in terms of return on investment, costs of recruitment, and morale. Proper procedures include setting standards, appraisals, warnings, and training plans. Dismissal should only be a last resort. Support services from Aventi HR are presented.
Management and Leadership Training PresentationFelcotech
The document outlines an upcoming presentation by Felix Ugokpa on developing leadership skills for effective people management, including an overview of the presentation content which covers modules on leadership, management, communication, and conflict management skills. The objectives are for participants to learn skills and techniques for people's management, leadership attributes, and how to reduce conflicts.
This document discusses the importance of supervisory development training. It notes that supervisors are the first line managers and their skills impact the speed of the entire organization. Effective supervisory skills include patience, commitment, respect, good judgment, and the ability to manage adversity. The methodology outlined includes providing a respectful workplace where ideas are valued, recognizing talent, short and long term career planning, empowering decision making, setting clear goals, and providing continuous feedback and rewards. Activities include solving problems immediately, reviewing team goals in line with organizational goals, and prioritizing work to meet targets.
Effective people management can not only influence productivity but also has a direct correlation with morale of employees and their motivation to work harder and smarter
This document discusses effective supervisory skills for managers. It emphasizes that managers are important for setting and achieving organizational goals and linking workers to management. Essential skills include people management, technical skills, effective communication, delegation, providing feedback, achieving goals, leading and disciplining teams, managing conflicts, and managing oneself. Specific techniques are provided, such as using the HEAR model for communication, setting SMART goals, coaching direct reports, and resolving issues promptly. Overall, the document offers guidance to supervisors on developing critical skills for overseeing employees and operations.
This document discusses leadership skills and development. It covers several key points:
1. Only three things happen naturally in an organization: friction, confusion, and underperformance. Everything else requires leadership.
2. It explores various leadership theories, styles, and levels. Theories discussed include trait, behavioral, and contingency theories. Styles examined include autocratic, democratic, visionary, affiliate, pace-setting, and coaching. Levels range from position to permission to production to people development to the pinnacle.
3. Various aspects of human nature are addressed, including needs, thought processes, and motivation. Abraham Maslow's hierarchy of needs and the ladder of inference model are summarized.
4.
Our leadership coaching is designed for effective leadership skills by providing leadership training. Join our online Effective leadership for developing leadership skills and coaching skills
Delegation involves assigning tasks or responsibilities to other competent individuals. The document defines delegation and discusses its benefits, barriers, and effective process. It also addresses potential pitfalls like loss of control, micromanagement, and lack of support. The key steps to delegation outlined are: introduce the task, demonstrate what needs to be done, ensure understanding, allocate authority and resources, let go, and support and monitor progress. Overall, the document provides guidance on how to properly delegate work to maximize productivity while developing employees' skills.
The document discusses three leadership styles - Directive Leader, Charismatic Leader, and Situational Leader - and their communication methods. A Directive Leader dictates tasks and deadlines, focusing on tasks and power. A Charismatic Leader motivates employees and avoids conflict, focusing on employee happiness. A Situational Leader identifies employee expectations and barriers, mixing the styles of the other two leaders based on each situation. The Situational Leader is presented as the most effective style.
People Management Training, Strategic People Management, Fundamentals, How to...Bryan Len
This document discusses the importance of people management skills for business leaders. Effective people management includes understanding employment law, training and motivating employees, and providing constructive feedback. It helps with business development and allows employees to grow professionally. The document outlines that people management skills are essential for achieving goals through others, managing operations while leading people, and supervising connections between levels of management and personnel. It provides an overview of a people management training course that covers topics such as the role of managers, performance management, communication, and creating a positive organizational culture.
The document outlines an training program on effective leadership and management skills. It covers topics such as the nature of leadership, differences between leadership and management, effective leadership behaviors, interpersonal skills, communication, conflict management, team building, performance management, and change management. The training utilizes group discussions and activities to evaluate leadership styles and develop strategies for improving skills in areas like communication, emotional intelligence, and conflict resolution.
Managing Poor performance in workplace. Understanding the various types of performers in the organisation and managing them with care will ensure high level of protection from all legal consequences. We are introducing a new concept ECONO way of performance management that will ensure high level of compliance with Australian Fairwork act requirements of performance management and termination process.
1) Prioritize requests from your boss and your boss's boss above all others as they are highest in the company hierarchy and can directly impact your career advancement. Also prioritize tasks that have the biggest impact on business performance and your personal goals.
2) Delegate as much work as possible to empower your team to take initiatives and act independently in order to minimize your time spent and maximize efficiency. Push your team to take on harder tasks within reason.
3) Seek to automate repetitive tasks through technology and outsource non-core work to further reduce time spent on lower value activities. Know your stakeholders well and manage expectations on quality and deadlines accordingly.
This document contains an examination paper on organizational behavior. It is divided into three sections. Section A contains 30 multiple choice and short answer questions testing key concepts. Section B presents two case studies for analysis, focusing on issues at an engineering company and a new production foreman. Section C consists of two long answer essay questions applying organizational behavior theory to improving climate at a manufacturer and explaining leadership skills and traits. The examination tests students' understanding of core topics in organizational behavior.
More then a good story case application 1 answerRazveer Jahan
Case Application
More Than a Good Story
1. Jake and Rocket a cartoon guy and his cartoon dog, can be found on most of the apparel and other branded products sold by the Life is Good Company. With his perky beret (or other appropriate head gear), Jake has that contended look of being able to enjoy life as it is and finding reasons to be happy right now, and Rocket? Well he is just happy to be along for the ride. And what a ride it’s been for the two! They’ve been part of the company growth to over $100 million in revenues. Company co-founders and brothers, Bert and John Jacobs have a personal and Business philosophy much like Jake; simplicity, humor and humility. However both understand that even this philosophy they need to be good managers throughout the organization in order to stay successful.
2. Bert and John designed their first tee shirts in 1989 and sold them door-to-door in college dorms along the East Coast and in Boston where they’d set up shop using an old card table in locations on one way streets so they could pick up and move quickly if they needed to. They used this simple approach because like many young entrepreneurs, they couldn’t afford required business licenses. Although they met a lot of wonderful people and heard a lot of good stories during those early years, sales weren’t that great. As the company legend goes, the brothers “lived on peanut butter and jelly, slept in their beat-up van, and showered when they could.” During one of their sales trip parties, Bert and John asked some friends for advice on an assortment of images and slogans they had put together. Those friends (some of whom now work for the company) liked the “Life is Good” slogan and drawing of Jake that had been sketched by the John. So Bert and John printed up to 48 Jake shits for a local street fair in Cambridge, Massachusetts. By noon 48 shirts were gone, something that had never happened! The brothers were smart enough to recognize that they might be on to something. And, as the old saying goes…..the rest is history! Since that momentous day in 1994, they’ve sold nearly 20 million Life is Good shirts featuring Jake and Rocket. Bert attributes their success to his belief that the “ the ‘Life is Good’ message, coupled with the carefree image of Jake,
was simple enough to swallow, light enough to be mistaken for preachy, and profound enough to matter.” He goes on to say that, “Note that we don’t say ‘Life is great!’ We say life is
good, period. These simple words, People connect with it instantly.”
3. Another important facet of Life is good is their commitment to good causes. And those aren’t just “words” to Bert and John; they act on their words. They are passionately involved with Project Joy, which is a nonprofit organization that fosters the development of at risk children through the art of play. Bert says their partnership with Project Joy aligns with Life is good’s philosophy. The financial
The success of any business depends heavily on the effectiveness of its managers. They can have a significant impact on business outcomes and employee engagement. But many organizations do not adequately select or develop their managers, and they miss a great opportunity for business advancement.
If you want to learn more about this topic: https://www.newsteer.com/resources/be-an-effective-manager-guide
Leading change through innovation requires strategic leadership that creates ongoing strategic change. Successful change combines top-down and bottom-up approaches to build sustainable capability for change and learning. Organizational change involves disruption to the status quo and can make people feel loss of control, competence, and identity. Leaders must address these feelings and guide people through the journey of change from initial fear and resistance to eventual acceptance and commitment.
This document discusses Belbin's Team Role Model, which identifies 9 common team roles that individuals tend to adopt: Shaper, Implementer, Completer-Finisher, Coordinator, Team Worker, Resource Investigator, Plant, Monitor-Evaluator, and Specialist. These roles are categorized into Action, People and Thought orientations. Understanding individual roles helps create balanced teams by ensuring necessary skills are covered and weaknesses addressed. The document provides guidance on using Belbin's model to analyze team roles and balance for improved performance. However, it cautions not to rely too heavily on the model and to consider other factors impacting team success.
This document provides an overview of managing employee performance. It discusses understanding employment law and procedures for managing staff such as disciplinary processes. Typical problems with employees like lateness and errors are outlined. The importance of managing employees is explained in terms of return on investment, costs of recruitment, and morale. Proper procedures include setting standards, appraisals, warnings, and training plans. Dismissal should only be a last resort. Support services from Aventi HR are presented.
Management and Leadership Training PresentationFelcotech
The document outlines an upcoming presentation by Felix Ugokpa on developing leadership skills for effective people management, including an overview of the presentation content which covers modules on leadership, management, communication, and conflict management skills. The objectives are for participants to learn skills and techniques for people's management, leadership attributes, and how to reduce conflicts.
This document discusses the importance of supervisory development training. It notes that supervisors are the first line managers and their skills impact the speed of the entire organization. Effective supervisory skills include patience, commitment, respect, good judgment, and the ability to manage adversity. The methodology outlined includes providing a respectful workplace where ideas are valued, recognizing talent, short and long term career planning, empowering decision making, setting clear goals, and providing continuous feedback and rewards. Activities include solving problems immediately, reviewing team goals in line with organizational goals, and prioritizing work to meet targets.
Effective people management can not only influence productivity but also has a direct correlation with morale of employees and their motivation to work harder and smarter
This document discusses effective supervisory skills for managers. It emphasizes that managers are important for setting and achieving organizational goals and linking workers to management. Essential skills include people management, technical skills, effective communication, delegation, providing feedback, achieving goals, leading and disciplining teams, managing conflicts, and managing oneself. Specific techniques are provided, such as using the HEAR model for communication, setting SMART goals, coaching direct reports, and resolving issues promptly. Overall, the document offers guidance to supervisors on developing critical skills for overseeing employees and operations.
This document discusses leadership skills and development. It covers several key points:
1. Only three things happen naturally in an organization: friction, confusion, and underperformance. Everything else requires leadership.
2. It explores various leadership theories, styles, and levels. Theories discussed include trait, behavioral, and contingency theories. Styles examined include autocratic, democratic, visionary, affiliate, pace-setting, and coaching. Levels range from position to permission to production to people development to the pinnacle.
3. Various aspects of human nature are addressed, including needs, thought processes, and motivation. Abraham Maslow's hierarchy of needs and the ladder of inference model are summarized.
4.
Our leadership coaching is designed for effective leadership skills by providing leadership training. Join our online Effective leadership for developing leadership skills and coaching skills
Delegation involves assigning tasks or responsibilities to other competent individuals. The document defines delegation and discusses its benefits, barriers, and effective process. It also addresses potential pitfalls like loss of control, micromanagement, and lack of support. The key steps to delegation outlined are: introduce the task, demonstrate what needs to be done, ensure understanding, allocate authority and resources, let go, and support and monitor progress. Overall, the document provides guidance on how to properly delegate work to maximize productivity while developing employees' skills.
The document discusses three leadership styles - Directive Leader, Charismatic Leader, and Situational Leader - and their communication methods. A Directive Leader dictates tasks and deadlines, focusing on tasks and power. A Charismatic Leader motivates employees and avoids conflict, focusing on employee happiness. A Situational Leader identifies employee expectations and barriers, mixing the styles of the other two leaders based on each situation. The Situational Leader is presented as the most effective style.
People Management Training, Strategic People Management, Fundamentals, How to...Bryan Len
This document discusses the importance of people management skills for business leaders. Effective people management includes understanding employment law, training and motivating employees, and providing constructive feedback. It helps with business development and allows employees to grow professionally. The document outlines that people management skills are essential for achieving goals through others, managing operations while leading people, and supervising connections between levels of management and personnel. It provides an overview of a people management training course that covers topics such as the role of managers, performance management, communication, and creating a positive organizational culture.
The document outlines an training program on effective leadership and management skills. It covers topics such as the nature of leadership, differences between leadership and management, effective leadership behaviors, interpersonal skills, communication, conflict management, team building, performance management, and change management. The training utilizes group discussions and activities to evaluate leadership styles and develop strategies for improving skills in areas like communication, emotional intelligence, and conflict resolution.
Managing Poor performance in workplace. Understanding the various types of performers in the organisation and managing them with care will ensure high level of protection from all legal consequences. We are introducing a new concept ECONO way of performance management that will ensure high level of compliance with Australian Fairwork act requirements of performance management and termination process.
1) Prioritize requests from your boss and your boss's boss above all others as they are highest in the company hierarchy and can directly impact your career advancement. Also prioritize tasks that have the biggest impact on business performance and your personal goals.
2) Delegate as much work as possible to empower your team to take initiatives and act independently in order to minimize your time spent and maximize efficiency. Push your team to take on harder tasks within reason.
3) Seek to automate repetitive tasks through technology and outsource non-core work to further reduce time spent on lower value activities. Know your stakeholders well and manage expectations on quality and deadlines accordingly.
This document contains an examination paper on organizational behavior. It is divided into three sections. Section A contains 30 multiple choice and short answer questions testing key concepts. Section B presents two case studies for analysis, focusing on issues at an engineering company and a new production foreman. Section C consists of two long answer essay questions applying organizational behavior theory to improving climate at a manufacturer and explaining leadership skills and traits. The examination tests students' understanding of core topics in organizational behavior.
More then a good story case application 1 answerRazveer Jahan
Case Application
More Than a Good Story
1. Jake and Rocket a cartoon guy and his cartoon dog, can be found on most of the apparel and other branded products sold by the Life is Good Company. With his perky beret (or other appropriate head gear), Jake has that contended look of being able to enjoy life as it is and finding reasons to be happy right now, and Rocket? Well he is just happy to be along for the ride. And what a ride it’s been for the two! They’ve been part of the company growth to over $100 million in revenues. Company co-founders and brothers, Bert and John Jacobs have a personal and Business philosophy much like Jake; simplicity, humor and humility. However both understand that even this philosophy they need to be good managers throughout the organization in order to stay successful.
2. Bert and John designed their first tee shirts in 1989 and sold them door-to-door in college dorms along the East Coast and in Boston where they’d set up shop using an old card table in locations on one way streets so they could pick up and move quickly if they needed to. They used this simple approach because like many young entrepreneurs, they couldn’t afford required business licenses. Although they met a lot of wonderful people and heard a lot of good stories during those early years, sales weren’t that great. As the company legend goes, the brothers “lived on peanut butter and jelly, slept in their beat-up van, and showered when they could.” During one of their sales trip parties, Bert and John asked some friends for advice on an assortment of images and slogans they had put together. Those friends (some of whom now work for the company) liked the “Life is Good” slogan and drawing of Jake that had been sketched by the John. So Bert and John printed up to 48 Jake shits for a local street fair in Cambridge, Massachusetts. By noon 48 shirts were gone, something that had never happened! The brothers were smart enough to recognize that they might be on to something. And, as the old saying goes…..the rest is history! Since that momentous day in 1994, they’ve sold nearly 20 million Life is Good shirts featuring Jake and Rocket. Bert attributes their success to his belief that the “ the ‘Life is Good’ message, coupled with the carefree image of Jake,
was simple enough to swallow, light enough to be mistaken for preachy, and profound enough to matter.” He goes on to say that, “Note that we don’t say ‘Life is great!’ We say life is
good, period. These simple words, People connect with it instantly.”
3. Another important facet of Life is good is their commitment to good causes. And those aren’t just “words” to Bert and John; they act on their words. They are passionately involved with Project Joy, which is a nonprofit organization that fosters the development of at risk children through the art of play. Bert says their partnership with Project Joy aligns with Life is good’s philosophy. The financial
This document appears to be a quiz for a Class A Operator management certification exam. It consists of 44 multiple choice questions covering various topics related to management functions, leadership styles, motivation theories, and effective management practices. The questions address concepts like disciplinary actions, employee motivation factors, leadership styles for different situations, Maslow's hierarchy of needs, management functions, communication techniques, and training methods.
Employees at the Rocking Panda Toys Company were worried about a change in management and the new annual review process being implemented. Irma, who has worked at the company for 3 years, does not like change. However, after talking to Darcy, Irma felt better about the changes. The document discusses various categories that can be included in annual reviews, such as work style, resource management, communication skills, and teamwork. It provides examples and definitions for each category. The goal is to help employees understand their strengths and areas for improvement in order to increase productivity and job satisfaction.
The document provides an overview of employee onboarding best practices. It discusses how implementing an effective onboarding program can help reduce turnover and improve productivity. Key aspects of onboarding covered include preparing for new hires, clarifying expectations, designating mentors, providing feedback and training, and creating checklists to ensure all onboarding steps are completed. A case study example showed how developing onboarding checklists helped a growing company improve productivity by 25% after new hires previously seemed counterproductive without proper onboarding processes in place.
The document discusses management by objectives (MBO), including:
1) MBO was first outlined by Peter Drucker in 1954 as a systematic approach for management to focus on achievable goals using available resources.
2) Drucker later decreased the significance of MBO, saying it is just another tool and objectives are often unknown.
3) The core concepts of MBO include avoiding getting trapped in daily activities and forgetting objectives, having all managers participate in strategic planning, and focusing on results rather than activities.
This document provides an introduction to management and organizations. It defines key management terms like managers, levels of management, and functions of management. It describes what managers do, including planning, organizing, leading, and controlling work. It also discusses the changing nature of management and importance of customers, innovation, and ethics. Finally, it explains why studying management is valuable due to its universal need in organizations and the challenges and rewards of being a manager.
This document provides an introduction to management and organizations. It defines key management terms like managers, levels of management, and functions of management. It describes what managers do, including planning, organizing, leading, and controlling work. It also discusses the changing nature of management and importance of customers, innovation, and ethics. Finally, it explains why studying management is valuable due to its universal need in organizations and the challenges and rewards of being a manager.
This document provides an introduction to management and organizations. It defines key management terms like managers, levels of management, and functions of management. It describes what managers do, including planning, organizing, leading, and controlling work. It also discusses the changing nature of management and importance of customers, innovation, and ethics. Finally, it explains why studying management is valuable due to its universal need in organizations and the challenges and rewards of being a manager.
This document provides an introduction to management and organizations. It defines key management terms like managers, levels of management, and functions of management. It describes what managers do, including planning, organizing, leading, and controlling work. It also discusses the changing nature of management and importance of customers, innovation, and ethics. Finally, it explains why studying management is valuable due to its universal need in organizations and the challenges and rewards of being a manager.
This document provides an introduction to management and organizations. It defines key management terms like managers, levels of management, and functions of management. It describes what managers do, including planning, organizing, leading, and controlling work. It also discusses the changing nature of management and importance of customers, innovation, and ethics. Finally, it explains why studying management is valuable due to its universal need in organizations and the challenges and rewards of being a manager.
This document provides an introduction to management and organizations. It defines key management terms like managers, levels of management, and functions of management. It describes what managers do, including planning, organizing, leading, and controlling work. It also discusses the changing nature of management and importance of customers, innovation, and ethics. Finally, it explains why studying management is valuable due to its universal need in organizations and the challenges and rewards of being a manager.
This document provides an introduction to management and organizations. It defines key management terms like managers, levels of management, and functions of management. It describes what managers do, including planning, organizing, leading, and controlling work. It also discusses the changing nature of management and importance of customers, innovation, and ethics. Finally, it explains why studying management is valuable due to its universal need in organizations and the challenges and rewards of being a manager.
Managers work in organizations to accomplish specific goals. They direct the activities of other people and have employees who report to them. The document discusses the functions of management as planning, organizing, leading, and controlling. It also examines Mintzberg's roles of managers and the skills needed such as conceptual, interpersonal, and technical skills. Finally, it explores how the manager's job may differ based on organization size, industry, and country but that the core functions remain the same with some differences in emphasis.
Group 11. A ________ is an example of a first-line manager.a.docxJeanmarieColbert3
Group 1
1. A ________ is an example of a first-line manager.
a. shift manager
b. division manager
c. store manager
d. regional manager
2. Establishing strategies for achieving organizational goals is a part of the ________ function.
a. coordinating
b. organizing
c. leading
d. planning
3. Katz proposed that managers need ________ skills.
a. human, empirical, and mechanical
b. technical, human, and conceptual
c. technical, human, and financial
d. technical, interpersonal, and legal
4. Which of the following changes has resulted in the shifting of organizational boundaries?
a. digitization
b. increased competitiveness
c. increased emphasis on organizational ethics
d. changing security threats
Managerial Basic Training (Scenario)
Imagine that your marketing company has just merged with a manufacturing organization. You have been asked to help provide some “basic” managerial training to the engineers in the research and development unit of the new company. To ensure you are covering the important issues, your boss has asked to see an overview of materials that you will be providing the engineers.
5. The engineers have to be informed that, ________ are the people who direct the activities of others in an organization.
a. line workers
b. directors
c. subordinates
d. managers
6. Many of the engineers in the group are unclear about what managers actually do. Your training materials should explain that a manager’s job focuses on ________.
a. personal achievement
b. helping others accomplish their work goals
c. supervising groups rather than individual employees
d. performing clerical duties
The Customer Meeting (Scenario)
Kelly, a production supervisor, is responsible for 10 employees who assemble components into a finished product that is sold to distributors. Kelly reports to Ben, a production manager, who in turn reports to Dan, a general manager, who reports to McKenna, a vice president of operations. Recently, McKenna asked Dan to have a meeting with Kelly and Ben regarding some customer concerns in the production area. The focus of the meeting was to judge the validity of the customer concerns, and to develop a specific plan to address these concerns.
7. Kelly is a ________.
a. middle manager
b. top manager
c. nonmanagerial employee
d. first-line manager
The General Manager (Scenario)
Michael is the manager of a production facility. On a routine day, Michael meets with the employees who produce the organization’s product. At another time, Michael meets with the production manager, Betty, and the human resource manager, Joyce, to discuss complaints filed by one of the employees in the production department. Michael also spends time on the Internet looking for new technologies that can be used in the production processes of his plant.
8. When Michael manages the employees who produce the product, he is utilizing his ________.
a. empirical skills
b. conceptual skills
c. technical skills
d. human skills
Managerial Skills (Scenario)
Adam, .
Craig felt like he was running in place with his business. He realized he needed to develop his business acumen further. He started recognizing learning events by evaluating past decisions, using problems as learning opportunities, and getting feedback on his blind spots. This allowed him to continuously learn and improve his decision making, which helped advance his business.
1) Managers coordinate and oversee the work of others in an organization to help achieve goals. They work in various organizations and are responsible for key functions like planning, organizing, staffing, leading, and controlling.
2) Managers play important roles by helping organizations adapt to changing conditions, ensuring tasks are completed properly, and building relationships with employees that boost productivity and loyalty. Their responsibilities include leadership, production management, planning, and hiring.
3) Managers perform roles in planning work, organizing resources, leading teams, making decisions, and exchanging information. While their specific focus may differ by level, managers generally take on interpersonal, informational, and decision-making roles.
Millions are spent each year on hair treatments and styling, as people obsess over their hair appearance. The author decided to get highlights but found the results were sometimes too subtle, making her look partially gray. She later decided to go fully blonde, but the result left her with a nearly bald patch on her scalp. She is now struggling with the loss of hair, which has challenged her self-confidence as someone who has always enjoyed styling her hair.
Ten X Fitness provides online personal training and fitness programs including nutrition coaching, group and individual training, and boot camps. Their programs focus on 5 components of fitness - nutrition, resistance training, cardiovascular training, supplements, and coaching. Nutrition is emphasized as 70% of results coming from eating a balanced diet with the right macros. Training includes resistance training to build muscle and interval cardiovascular training to burn fat. Coaches create custom programs and provide accountability to help clients reach their goals.
The document describes the services offered by Everyday Development to help people achieve personal, professional, and financial success. It offers various courses and coaching programs in areas like executive leadership, entrepreneurship, fitness and nutrition. Specific programs include a 60 course certification program in executive leadership, an online fitness and nutrition program with a mobile app, and one-on-one business or fitness coaching. Membership costs $30 per month for access to courses and weekly on demand training, while the business opportunity costs $100 per month and provides additional services and commission income. The goal is to help people improve themselves and build a business through these programs.
The document describes the services offered by Everyday Development to help people achieve personal, professional, and financial success. It offers various courses and coaching programs in areas like executive leadership, entrepreneurship, fitness and nutrition. Specific programs include a 60 course certification program in executive leadership, an online fitness and nutrition program with a mobile app, and one-on-one business or fitness coaching. The mission is to help members succeed through these programs and services.
The document describes the services offered by Everyday Development to help people achieve personal, professional, and financial success. It offers various courses and coaching programs, including a 60 course executive leadership certification program, an online fitness and nutrition program with a mobile app, and one-on-one business and fitness coaching. The mission is to help members succeed through educational courses and coaching, and people can also build a business as a brand affiliate by recruiting other members and coaches to earn residual commissions.
This document provides an overview of performance management. It discusses how performance management is not about micromanaging employees, but rather ensuring business and organizational goals are being met satisfactorily. It also describes defining performance standards, providing feedback, and setting effective goals. Additionally, it explains that performance management consists of planning, monitoring performance, developing capacity, periodically rating performance, and rewarding employees. The document also notes that goal setting should involve creating SMART (Specific, Measurable, Attainable, Realistic, and Timely) goals.
This document summarizes key points from a leadership workshop covering situational leadership. It discusses different leadership styles that should be adapted based on the situation and follower readiness. The Situational Leadership Model outlines four styles: Telling (for new/unable followers), Selling (task-focused with relationship building), Participating (competent followers with less direction), and Delegating (empowered followers with minimal oversight). The goal is to develop followers through these stages to become fully autonomous through adapting one's leadership style to the current situation and follower abilities.
This document provides an overview of Lean Process and Six Sigma. It discusses Six Sigma as a data-driven approach to eliminating defects and waste in business processes. Lean aims to continuously improve processes by eliminating waste. The Toyota Production System served as an early inspiration for Lean manufacturing. It outlines the Toyota Way principles of long-term philosophy, continuous improvement, problem solving, respect for people, and more. The document also reviews the TPS House model which depicts the goals of eliminating mura, muri and muda as well as the pillars of Just-in-Time and Jidoka supported by foundations of level production and waste reduction.
The document provides an overview of knowledge management concepts across 5 modules. It discusses getting started with knowledge management, understanding knowledge and knowledge management, the knowledge management life cycle, and the new knowledge management paradigm. The key points covered include defining data, information and knowledge, the tacit and explicit modes of knowledge, the knowledge management acquisition, integration and application stages, and how knowledge management has evolved from older static systems to newer networked models that foster learning.
The document provides an overview of a business writing workshop that covers basic writing concepts such as spelling, grammar, and punctuation. It discusses modules on getting started with writing, working with words, constructing sentences, creating paragraphs, writing meeting agendas, and writing emails. The workshop aims to provide participants an extra edge in the workplace by refreshing their writing skills.
This document outlines modules from a workshop on budgets and financial reports. Module One introduces key terms like ROI, EBIT, GAAP. Module Two defines commonly used financial terms and the roles of key finance positions. Module Three explains financial statements including balance sheets, income statements, statements of retained earnings and cash flows. Module Four discusses using ratios to analyze financial statements, including liquidity, profitability, working capital and bankruptcy ratios. The review questions test understanding of the content.
This document provides an overview of a supply chain management course through various modules. Module One covers basic housekeeping and workshop objectives like improving supply chain performance levels and tracking methods. Module Two defines supply chain management and its role in customer satisfaction, performance improvement, lowering costs, and product development. It also presents a case study of a publishing company that failed to sufficiently market its new eBook product. Module Three defines key supply chain terms like procurement, forecasting, carrying costs, and the flow of upstream and downstream goods. It also provides a case study analyzing products for an outdoor equipment company.
The document provides an overview of project management concepts across four modules:
Module One introduces the concept that project management principles can be applied to projects of any size.
Module Two defines key terms like projects, project management, and project managers. It discusses the Project Management Institute's (PMI) Project Management Body of Knowledge (PMBOK) framework.
Module Three explores the PMBOK further, outlining its five process groups and ten knowledge areas, and how the "triple constraint" of scope, time and cost must be balanced.
Module Four focuses on project initiation, including identifying stakeholders, assessing needs vs wants, and setting SMART goals and project requirements.
The document provides information about social media policies in the workplace. It discusses how companies create social media policies to outline what is and is not acceptable use of social media by employees. It emphasizes the importance of having a "living document" for a social media policy that can be updated regularly as social media and company needs change over time. It also discusses appointing an "information officer" to be in charge of the policy and determining what types of content and sharing are appropriate or prohibited by the policy. The document uses examples and case studies to illustrate key points about developing comprehensive yet adaptable social media policies for companies.
Donald realized he was not connecting well with his coworkers. Some coworkers were upset about a new increased workload. He approached Brad, who was upset about the workload, and genuinely acknowledged how Brad felt about the stress, showing empathy.
This document provides an overview of top sales secrets and strategies across 4 modules. Module 1 discusses getting started in sales and developing positive traits like being assertive. Module 2 focuses on effective traits like emotional intelligence and problem solving. It also provides case studies and review questions. Module 3 covers knowing your clients through research and anticipating their needs. Module 4 discusses believing in and promoting the product or service while linking it to customer values. The overall document aims to teach sales representatives how to be effective through developing the right traits, understanding customers, and believing in their product.
This document provides an overview of a personal productivity workshop with 4 modules:
1. Getting Started - The workshop teaches time management skills like goal setting and beating procrastination.
2. Setting SMART Goals - Goal setting is critical to productivity. The SMART framework (Specific, Measurable, Achievable, Relevant, Timed) is introduced.
3. The Power of Routines - Routines provide structure and allow focus on important tasks. Personal and professional routines are discussed.
4. Scheduling Yourself - Routines form the framework for efficient time management. Tracking systems and scheduling appointments and tasks are covered.
This document provides information on organizing skills and prioritizing tasks. It discusses getting started with organization, removing clutter, and prioritizing tasks. It suggests writing down tasks, using an Urgent/Important matrix with four boxes, dividing large tasks into smaller groups, and focusing on the most important 20% of tasks using the 80/20 rule. Case studies show characters writing lists and using the three boxes approach to declutter. Review questions assess understanding of prioritization techniques discussed.
The document provides an overview of internet marketing fundamentals through a series of modules. Module One discusses getting started with internet marketing and integrating modern techniques. Module Two covers conducting a SWOT analysis to determine internal/external strengths, weaknesses, opportunities, and threats. It also presents a case study where a CEO ignored customer complaints about poor service, leading to a 20% drop in sales. Module Three stresses the importance of primary/secondary marketing research to identify target audiences and develop products meeting consumer expectations.
The document provides an overview of human resource management. It discusses recruiting and interviewing new employees. The first module introduces the workshop and defines the objectives. Module two discusses what human resources involves today, including key factors like technology and globalization. It also covers trends in areas like onboarding, recruiting and work-life balance. Module three focuses on recruiting and interviewing, outlining the job selection process and providing tips for effective interviewing techniques. It stresses preparing for interviews, asking job-specific questions, and avoiding biases.
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2. Module One:
Getting Started
Welcome to the Middle Manager workshop.
Traditionally, middle managers make up the
largest managerial layer in an organization.
Middle managers are responsible to those
above them and those below them. They
head a variety of departments and projects. In
order for a company to operate smoothly, it is
essential that those in middle management be
committed to the goals of the organization
and they understand how to effectively
execute these goals.
Effective
leadership is
putting first
things first.
Effective
management is
discipline,
carrying it out.
Stephen Covey
4. Module Two: Introduction
to Management
There are middle managers in every field. From
accounting and production to marketing and
sales, managers ensure that business runs
smoothly. Managers implement the strategies of
their superiors. They are responsible for
motivating people and getting results. In order to
be an effective manager, it is important to
understand exactly what management is, what
managers do, and why management is so
important
Effective
management
always means
asking the
right question.
Robert Heller
6. What Do Managers Do?
Meet business goals and objectives
Responsible for team performance
Hire, train, and develop employees
Identify problems and come up with
solutions
Share responsibility
7. What Does It Take to Be a
Manager?
Integrity Communication
Focus and
Composure
Analytical
Thinking
Manager
9. Case Study
David fumbled to get all his ducks in a row
His boss, Emily, saw that he carried the weight of the
world on his shoulders
Emily helped David to identify how long each task
would take
She also showed him how to identify the top
employees
10. Module Two: Review Questions
1. In a business setting, what do managers ensure?
a) That nothing will ever get done
b) That you will get a nice lunch
c) That business runs smoothly
d) That you will attend countless meetings
2. Managers ______________ the strategies of their
superiors.
a) Dislike
b) Implement
c) Disregard
d) Rewrite
11. Module Two: Review Questions
3. Managers are responsible for __________ people and
getting results.
a) Embarrassing
b) Manipulating
c) Motivating
d) Berating
4. ______________ is vital to the success of every
organization.
a) Management
b) Pay
c) Time
d) Purpose
12. Module Two: Review Questions
5. What does a manager do for its team?
a) Irritate and annoy
b) Coordinate and organize
c) Manipulate and coerce
d) Disregard and avoid
6. A manager should coordinate and organized based on
what?
a) Attitudes, resistance level, and ability
b) Hourly wage, schedules, and distance
c) Policies, goals, and objectives
d) Practice, patience, and perfection
13. Module Two: Review Questions
7. Managers need to be both effective and ___________ in
their jobs.
a) Redundant
b) Efficient
c) Unorganized
d) Unrelenting
8. Which of these is not an example of effective
management?
a) Develops strategies to reach goals
b) Predicts and adapts to change
c) Organizes company picnics
d) Task oriented
14. Module Two: Review Questions
9. Which of these is not an example of efficient
management?
a) Work oriented
b) Micromanaging
c) Avoids change
d) Adheres to job requirements
10.Which of these is not a manager's responsibility?
a) Ordering your lunch
b) Hiring, training, and development of employees
c) Identifying problems and coming up with solutions
d) Meeting business goals, visions, and objectives
15. Module Two: Review Questions
1. In a business setting, what do managers ensure?
a) That nothing will ever get done
b) That you will get a nice lunch
c) That business runs smoothly
d) That you will attend countless meetings
2. Managers ______________ the strategies of their
superiors.
a) Dislike
b) Implement
c) Disregard
d) Rewrite
16. Module Two: Review Questions
3. Managers are responsible for __________ people and
getting results.
a) Embarrassing
b) Manipulating
c) Motivating
d) Berating
4. ______________ is vital to the success of every
organization.
a) Management
b) Pay
c) Time
d) Purpose
17. Module Two: Review Questions
5. What does a manager do for its team?
a) Irritate and annoy
b) Coordinate and organize
c) Manipulate and coerce
d) Disregard and avoid
6. A manager should coordinate and organized based on
what?
a) Attitudes, resistance level, and ability
b) Hourly wage, schedules, and distance
c) Policies, goals, and objectives
d) Practice, patience, and perfection
18. Module Two: Review Questions
7. Managers need to be both effective and ___________ in
their jobs.
a) Redundant
b) Efficient
c) Unorganized
d) Unrelenting
8. Which of these is not an example of effective
management?
a) Develops strategies to reach goals
b) Predicts and adapts to change
c) Organizes company picnics
d) Task oriented
19. Module Two: Review Questions
9. Which of these is not an example of efficient
management?
a) Work oriented
b) Micromanaging
c) Avoids change
d) Adheres to job requirements
10.Which of these is not a manager's responsibility?
a) Ordering your lunch
b) Hiring, training, and development of employees
c) Identifying problems and coming up with solutions
d) Meeting business goals, visions, and objectives
20. Module Three: Ethics and
Social Responsibility
Business scandals are ingrained in
the public’s consciousness. Many
people expect the worst from those
in positions of leadership. The truth
is, however, that leadership at every
level needs to be ethical and socially
responsible. Let’s examine the ethics
and social responsibility for middle
managers.
It has become
dramatically
clear that the
foundation of
corporate
integrity is
personal
integrity.
Sam Dipiazza
21. What is Ethical Workplace
Behavior?
Equal opportunity
No tolerance for harassment
Converse respectfully
22. What is Unethical Workplace
Behavior?
Discrimination
Lack of
compensation
Threats or acts
of violence
23. How to Make Ethical Decisions
Acquire all of the facts
Evaluate different options
Monitor the situation after
the decision is made
24. What is Social Responsibility?
The environment
The community
Customers
Business alliances
25. Case Study
Sam stood tangled in a web of electrical
cords in his office
Joe braved the live wires and inched his way through
the electrified maze
Together they unplugged the energy zapping monsters
and made his obstacle course vanish
Sam then acted as an energy saving and safety super
hero
26. Module Three: Review Questions
1. Leadership at every level needs to be ethical and
______________ responsible.
a) Socially
b) Externally
c) Momentarily
d) Regretfully
2. Most companies have codes of conduct that govern
_____________ in the workplace.
a) Manipulate
b) Ethics
c) Disregard
d) Simplify
27. Module Three: Review Questions
3. It is important that ______________ lead by example
in the workplace.
a) Parents
b) Teachers
c) Managers
d) Children
4. An ethical workplace will lead to what three things?
a) Better pay, better location, better job
b) Humor, anecdotes, insanity
c) Honesty, commitment, loyalty
d) Longevity, responsibility, royalties
28. Module Three: Review Questions
5. Which is not an ethical standard at most companies?
a) Pay employees fairly
b) Ignoring safety concerns
c) Providing equal opportunity
d) No tolerance for harassment of any kind
6. Which of these would be an example of unethical
workplace behavior?
a) Inappropriate jokes or comments
b) Meeting OSHA standards
c) Paying employees a fair wage
d) Having compassion
29. Module Three: Review Questions
7.What can unethical behavior lead to?
a)A welcoming environment
b)Happy employees
c) Lawsuits
d)Trends
8.Managers need to make __________ decisions.
a)Interesting
b)No
c) Ethical
d)Hopeless
30. Module Three: Review Questions
9. Which of these does not make up the framework for
identifying ethics of a decision?
a) Ignoring the problem
b) Acquiring all the facts
c) Evaluating different options
d) Monitoring the situation
10.What is social responsibility?
a) Going out with friends and family
b) Lunch with your coworkers
c) The way a company treats people outside the workplace
d) Being active on social media
31. Module Three: Review Questions
1. Leadership at every level needs to be ethical and
______________ responsible.
a) Socially
b) Externally
c) Momentarily
d) Regretfully
2. Most companies have codes of conduct that govern
_____________ in the workplace.
a) Manipulate
b) Ethics
c) Disregard
d) Simplify
32. Module Three: Review Questions
3. It is important that ______________ lead by example
in the workplace.
a) Parents
b) Teachers
c) Managers
d) Children
4. An ethical workplace will lead to what three things?
a) Better pay, better location, better job
b) Humor, anecdotes, insanity
c) Honesty, commitment, loyalty
d) Longevity, responsibility, royalties
33. Module Three: Review Questions
5. Which is not an ethical standard at most companies?
a) Pay employees fairly
b) Ignoring safety concerns
c) Providing equal opportunity
d) No tolerance for harassment of any kind
6. Which of these would be an example of unethical
workplace behavior?
a) Inappropriate jokes or comments
b) Meeting OSHA standards
c) Paying employees a fair wage
d) Having compassion
34. Module Three: Review Questions
7.What can unethical behavior lead to?
a)A welcoming environment
b)Happy employees
c) Lawsuits
d)Trends
8.Managers need to make __________ decisions.
a)Interesting
b)No
c) Ethical
d)Hopeless
35. Module Three: Review Questions
9. Which of these does not make up the framework for
identifying ethics of a decision?
a) Ignoring the problem
b) Acquiring all the facts
c) Evaluating different options
d) Monitoring the situation
10.What is social responsibility?
a) Going out with friends and family
b) Lunch with your coworkers
c) The way a company treats people outside the workplace
d) Being active on social media
36. Module Four: Managing
Information
Managing information is important to
the success of any business. Technology
is making information readily available,
and more people are accessing
information. Information forms the
strategies and processes of a company.
Managers, at every level, need to
organize, acquire, and maintain
information in order to make
appropriate decisions and ensure that
the company runs smoothly.
Information is a
source of learning.
But unless it is
organized,
processed, and
available to the
right audience in
a format for
decision-making,
it is a burden, not
a benefit.
William Pollard
41. Case Study
Mary sank underneath a mountain of files,
flow charts, and equations
Sandra jumped in to rescue her before she buried
herself under the rubble
Sandra fashioned a great system to allow data to pass
through
Mary a chance to soak up the information and neatly
send it sailing to where it needed to be
42. Module Four: Review Questions
1. Managing information is important to the ____________ of
any business.
a) Failure
b) Success
c) Computers
d) Employees
2. Managers need to organize, ___________, and maintain
information in order to make decisions.
a) Ignore
b) Read
c) Acquire
d) Write
43. Module Four: Review Questions
3. __________________ determines the decisions that
middle and senior managers make.
a) Motivation
b) Determination
c) Information
d) Insubordination
4. Middle managers need to seek out, sort, and
____________ relevant information.
a) Hide
b) Deliver
c) Rewrite
d) Avoid
44. Module Four: Review Questions
5. Information regarding changes to or problems with
technology or the __________________of the organization
needs to be addressed.
a) Infrastructure
b) Attitudes
c) Securities
d) Integrity
6. Customer ______________ needs to be addressed.
a) Habits
b) Income
c) Feedback
d) Attitudes
45. Module Four: Review Questions
7. Financial information should be constantly ___________.
a) Monitored
b) Ignored
c) Manipulated
d) Disregarded
8. Communication from __________ will provide valuable
information.
a) Employees
b) Neighbors
c) Spouses
d) Websites
46. Module Four: Review Questions
9. ____________ is essential to basic business strategies.
a) Communication
b) Delegation
c) Information
d) Determination
10.The success of any business plan is linked to the
______________ of the information that is used.
a) Freshness
b) Reliability
c) Language
d) Cost
47. Module Four: Review Questions
1. Managing information is important to the ____________ of
any business.
a) Failure
b) Success
c) Computers
d) Employees
2. Managers need to organize, ___________, and maintain
information in order to make decisions.
a) Ignore
b) Read
c) Acquire
d) Write
48. Module Four: Review Questions
3. __________________ determines the decisions that
middle and senior managers make.
a) Motivation
b) Determination
c) Information
d) Insubordination
4. Middle managers need to seek out, sort, and
____________ relevant information.
a) Hide
b) Deliver
c) Rewrite
d) Avoid
49. Module Four: Review Questions
5. Information regarding changes to or problems with
technology or the __________________of the organization
needs to be addressed.
a) Infrastructure
b) Attitudes
c) Securities
d) Integrity
6. Customer ______________ needs to be addressed.
a) Habits
b) Income
c) Feedback
d) Attitudes
50. Module Four: Review Questions
7. Financial information should be constantly ___________.
a) Monitored
b) Ignored
c) Manipulated
d) Disregarded
8. Communication from __________ will provide valuable
information.
a) Employees
b) Neighbors
c) Spouses
d) Websites
51. Module Four: Review Questions
9. ____________ is essential to basic business strategies.
a) Communication
b) Delegation
c) Information
d) Determination
10.The success of any business plan is linked to the
______________ of the information that is used.
a) Freshness
b) Reliability
c) Language
d) Cost
52. Module Five:
Decision-Making
Once useful information is gathered,
decisions need to be made. These
decisions will guide the business, so it is
important that the decision-making
process be as accurate as possible.
Rational decision-making is a traditional
method of decision-making. Truly
effective managers are familiar with this
method, and they are always seeking to
improve their decision-making skills.
Making
good
decisions is
a crucial
skill at
every level.
Peter
Drucker
55. Limits to Rational
Decision-Making
Limited by the abilities of the
person
Steps depend on the criteria and
information remaining unchanged
Takes time that is not afforded
with every scenario
57. Case Study
Trent ran in circles trying to decide which
road to take
Alex witnessed the tornado flying passed
Alex told Trent that he needed a Super Process to
make his life easier
Alex showed he could build a new path
58. Module Five: Review Questions
1. Once ____________ information is gathered, decisions
need to be made.
a) Time consuming
b) Useful
c) Challenging
d) Useless
2. _________ decisions making is a traditional method of
decision making.
a) Wrong
b) Rational
c) Repetitive
d) Regretful
59. Module Five: Review Questions
3. Decision making is not the same as
_______________________ because decisions don't
always come from problems.
a) Memory keeping
b) Coordinating people
c) Problem-solving
d) Delegating
4. Rational decision making is a __________ process.
a) Cognitive
b) Intuitive
c) Fluid
d) Complicated
60. Module Five: Review Questions
5. How many basic steps are there to decision making?
a) One
b) Six
c) Ten
d) Five
6. These steps depend on the ______________ collected.
a) Cash
b) Bonds
c) Information
d) Employees
61. Module Five: Review Questions
7. Which of these is not a step to rational decision making?
a) Define the decision
b) Determine the criteria
c) Only explore one option
d) Rate options
8. Which is not an example of the limits to its effectiveness?
a) Basing decisions on known facts
b) Limited by its abilities of the person making the decision
c) Creativity is limited
d) Steps depend on criteria
62. Module Five: Review Questions
9. Rational decision making is ___________.
a) Superior
b) Complicated
c) Limited
d) Abundant
10.____________ decisions allow decision makers to
make decisions quickly.
a) Intuitive
b) Impressive
c) Incomplete
d) Intelligent
63. Module Five: Review Questions
1. Once ____________ information is gathered, decisions
need to be made.
a) Time consuming
b) Useful
c) Challenging
d) Useless
2. _________ decisions making is a traditional method of
decision making.
a) Wrong
b) Rational
c) Repetitive
d) Regretful
64. Module Five: Review Questions
3. Decision making is not the same as
_______________________ because decisions don't
always come from problems.
a) Memory keeping
b) Coordinating people
c) Problem-solving
d) Delegating
4. Rational decision making is a __________ process.
a) Cognitive
b) Intuitive
c) Fluid
d) Complicated
65. Module Five: Review Questions
5. How many basic steps are there to decision making?
a) One
b) Six
c) Ten
d) Five
6. These steps depend on the ______________ collected.
a) Cash
b) Bonds
c) Information
d) Employees
66. Module Five: Review Questions
7. Which of these is not a step to rational decision making?
a) Define the decision
b) Determine the criteria
c) Only explore one option
d) Rate options
8. Which is not an example of the limits to its effectiveness?
a) Basing decisions on known facts
b) Limited by its abilities of the person making the decision
c) Creativity is limited
d) Steps depend on criteria
67. Module Five: Review Questions
9. Rational decision making is ___________.
a) Superior
b) Complicated
c) Limited
d) Abundant
10.____________ decisions allow decision makers to
make decisions quickly.
a) Intuitive
b) Impressive
c) Incomplete
d) Intelligent
68. Module Six: Control
Middle managers are responsible for
controlling operations. This does not
mean operating as micromanagers.
Control is simply the actions that
managers take after making
decisions. Control is used to establish
timetables and achieve goals.
You can’t
control
what you
can’t
measure.
Tom
DeMarco
69. Basics of Control
Regulative Control
• Bureaucratic Control
• Financial Control
• Quality Control
Normative Control
• Teams
• Culture
70. The Control Process
Standards • Standards gauge performance
Measure • Measure performance regularly
Compare
• Compare performance with the
standards
Action • Take action to correct mistakes
71. Is Control Necessary or Possible?
Not possible to have complete
control
Life is unpredictable
Element of flexibility
72. How and What to Control
Exercised appropriately
Human element
Coached and rewarded
74. Case Study
Paul lost his head sitting at the controls of
the entire work force
Nancy, saw that he had no clear vision of how to lead a
team without hovering over them
Nancy offered some great suggestions
Paul was then able to chart and coordinate all of his
team
75. Module Six: Review Questions
1. Middle managers are responsible for __________
operations.
a) Disrupting
b) Controlling
c) Causing
d) Undermining
2. ________ is simply the actions that managers take after
making decisions.
a) Control
b) Convincing
c) Conniving
d) Coordinating
76. Module Six: Review Questions
3. Management control is used to direct and ________
operations.
a) Halt
b) Encourage
c) Guide
d) Change
4. What are the two types of control?
a) Manipulative and Dominant
b) Aggressive and Oppressive
c) Regulative and Normative
d) Passive and Aggressive
77. Module Six: Review Questions
5. What do regulative controls do?
a) Regulate the policies and procedures of the company
b) Control what employees do outside of work
c) Control what their competitors do
d) Regulate the buying habits of consumers
6. Normative control is the cultural behavior in __________
and organization.
a) Teens
b) Consumers
c) Teams
d) Society
78. Module Six: Review Questions
7.Which is not an example of regulative control?
a)Financial control
b)Quality control
c) Teams
d)Bureaucratic control
8.What are the two types of normative control?
a)Teams and culture
b)CEOs and middle managers
c) Location and mission
d)Values and promises
79. Module Six: Review Questions
9. There are ________ steps to the control process that
managers need to consider when implementing control.
a) Four
b) Huge
c) Incredible
d) Reliable
10.Which of these is not a step in the control process?
a) Measure
b) Compare
c) Action
d) Analyze
80. Module Six: Review Questions
1. Middle managers are responsible for __________
operations.
a) Disrupting
b) Controlling
c) Causing
d) Undermining
2. ________ is simply the actions that managers take after
making decisions.
a) Control
b) Convincing
c) Conniving
d) Coordinating
81. Module Six: Review Questions
3. Management control is used to direct and ________
operations.
a) Halt
b) Encourage
c) Guide
d) Change
4. What are the two types of control?
a) Manipulative and Dominant
b) Aggressive and Oppressive
c) Regulative and Normative
d) Passive and Aggressive
82. Module Six: Review Questions
5. What do regulative controls do?
a) Regulate the policies and procedures of the company
b) Control what employees do outside of work
c) Control what their competitors do
d) Regulate the buying habits of consumers
6. Normative control is the cultural behavior in __________
and organization.
a) Teens
b) Consumers
c) Teams
d) Society
83. Module Six: Review Questions
7.Which is not an example of regulative control?
a)Financial control
b)Quality control
c) Teams
d)Bureaucratic control
8.What are the two types of normative control?
a)Teams and culture
b)CEOs and middle managers
c) Location and mission
d)Values and promises
84. Module Six: Review Questions
9. There are ________ steps to the control process that
managers need to consider when implementing control.
a) Four
b) Huge
c) Incredible
d) Reliable
10.Which of these is not a step in the control process?
a) Measure
b) Compare
c) Action
d) Analyze
85. Module Seven:
Organizational Strategy
Organizational strategy is an important
aspect of business success. It uses the
missions and goals of the organization to
develop plans. The plans include policies,
projects, and resources to meet the goals.
Organizational strategy allows managers to
create, develop, and evaluate their
decisions.
A leader needs
enough
understanding
to fashion an
intelligent
strategy.
John Kotter
88. Strategy-Making Process
Develop goals based on the mission
and vision statements
Collect information to guide the plan
Use the information to create a
strategic plan
Evaluate the effectiveness of the plan
89. Corporate, Industry,
Firm Level Strategies
Top level of the company
Corporate
Strategies
Examines how to compete
in the industry
Industry
Strategies
Deals directly with
competition
Firm
Strategies
90. Case Study
Kelly missed the mark when it came to keeping
her eyes on the goals of the company
Kelly waved the white flag and asked Jane for help
Together they practiced and honed some good goals
Kelly victoriously chose the road to organizational
paradise
91. Module Seven: Review Questions
1. Organizational ____________ is an important aspect of
business success.
a) Crucial
b) Negative
c) Informative
d) Strategy
2. It uses the __________ and goals of the organization to
develop plans.
a) Words
b) Purpose
c) Missions
d) Intentions
92. Module Seven: Review Questions
3. The plans include all of the following except _________.
a) Policies
b) Fundamentals
c) Resources
d) Projects
4. Organizational strategy allows managers to create, develop
and ________ their decisions.
a) Scrutinize
b) Evaluate
c) Negate
d) Delete
93. Module Seven: Review Questions
5. What does the term SWOT stand for?
a) Strengths, Weaknesses, Opportunities, And Threats
b) Strengths, Wellness, Organization, And Teamwork
c) Service, Wisdom, Opportunity, And Talking Points
d) Service, Wealth, Operations, And Testing
6. A ______________ competitive advantage is any advantage
that an organization has, and that their competitors aren't
able to reproduce or duplicate easily.
a) Reliable
b) Impeccable
c) Sustainable
d) Valuable
94. Module Seven: Review Questions
7. Fine-tuning _________ or services will create an advantage.
a) Products
b) Problems
c) Persistence
d) Permeability
8. The good _____________ of a company will define it from
other organizations.
a) Employees
b) Management
c) Records
d) Reputation
95. Module Seven: Review Questions
9. _______________is a simple way for organizations to
differentiate themselves from the competition.
a) Location
b) Friendliness
c) Branding
d) Telecommuting
10.The strategy-making process is ____________ with
organizational strategy.
a) Competitive
b) Cohesive
c) Aligned
d) Synonymous
96. Module Seven: Review Questions
1. Organizational ____________ is an important aspect of
business success.
a) Crucial
b) Negative
c) Informative
d) Strategy
2. It uses the __________ and goals of the organization to
develop plans.
a) Words
b) Purpose
c) Missions
d) Intentions
97. Module Seven: Review Questions
3. The plans include all of the following except _________.
a) Policies
b) Fundamentals
c) Resources
d) Projects
4. Organizational strategy allows managers to create, develop
and ________ their decisions.
a) Scrutinize
b) Evaluate
c) Negate
d) Delete
98. Module Seven: Review Questions
5. What does the term SWOT stand for?
a) Strengths, Weaknesses, Opportunities, And Threats
b) Strengths, Wellness, Organization, And Teamwork
c) Service, Wisdom, Opportunity, And Talking Points
d) Service, Wealth, Operations, And Testing
6. A ______________ competitive advantage is any advantage
that an organization has, and that their competitors aren't
able to reproduce or duplicate easily.
a) Reliable
b) Impeccable
c) Sustainable
d) Valuable
99. Module Seven: Review Questions
7. Fine-tuning _________ or services will create an advantage.
a) Products
b) Problems
c) Persistence
d) Permeability
8. The good _____________ of a company will define it from
other organizations.
a) Employees
b) Management
c) Records
d) Reputation
100. Module Seven: Review Questions
9. _______________is a simple way for organizations to
differentiate themselves from the competition.
a) Location
b) Friendliness
c) Branding
d) Telecommuting
10.The strategy-making process is ____________ with
organizational strategy.
a) Competitive
b) Cohesive
c) Aligned
d) Synonymous
101. Module Eight:
Innovation and Change
Innovation is important to business
survival. Organizational innovation is
the ability of employees to find
different methods that improve the
way that work is performed and the
organization functions. While
innovation can increase productivity
and business success, it means
change, and people naturally resist
change.
Innovation is
the ability to
see change as
an
opportunity –
not a threat.
Anonymous
107. Managing Change
Share goals • Share how the change is essential
Communicate • Explain the changes in detail
Involve
people in the
process
• Encourage employees to be responsible
Develop
structure and
schedules
• Clearly outline the roles, responsibilities
108. Case Study
Angela sat deflated spinning like a hamster
on a wheel
Diane noticed the boredom written all over Angela's
face
Diane knew that the key to success meant thinking
outside the box
Angela thought of reaching new heights with new
ideas
109. Module Eight: Review Questions
1. __________ is important to business survival.
a) Resistance
b) Persistence
c) Innovation
d) Retaliation
2. Organizational innovation is the ability of employees to find
different ____________ that improve the way that work is
performed and the organization functions.
a) Employers
b) Methods
c) Coworkers
d) Careers
110. Module Eight: Review Questions
3. Managers need to ____________ innovation and manage
the change that comes with it.
a) Denounce
b) Demand
c) Encourage
d) Resist
4. Organizational innovation is used to improve all of these
except for one
a) Product
b) Service
c) Process
d) Appetites
111. Module Eight: Review Questions
5. To identify opportunities you must pinpoint internal
opportunities in a _________ analysis.
a) RAIC
b) OSHA
c) SWOT
d) AWACS
6. Determine direction is the same thing as saying which of
these phrases?
a) Identify which direction to take
b) Do the same thing over again
c) Resist change
d) Take a break
112. Module Eight: Review Questions
7. Coming up with different innovative concepts is the
same thing as _________?
a) Leaving everything exactly as it is
b) Brainstorming ideas
c) Giving up
d) Setting boundaries
8. What is one reason why we analyze ideas?
a) To determine their effectiveness
b) To waste time
c) To frustrate employees
d) To get a paycheck
113. Module Eight: Review Questions
9. Innovation allows companies to remain __________.
a) Constant
b) Lucrative
c) Competitive
d) Stagnant
10.Innovation requires the ______________ of managers.
a) Strength
b) Weaknesses
c) Support
d) Permission
114. Module Eight: Review Questions
1. __________ is important to business survival.
a) Resistance
b) Persistence
c) Innovation
d) Retaliation
2. Organizational innovation is the ability of employees to find
different ____________ that improve the way that work is
performed and the organization functions.
a) Employers
b) Methods
c) Coworkers
d) Careers
115. Module Eight: Review Questions
3. Managers need to ____________ innovation and manage
the change that comes with it.
a) Denounce
b) Demand
c) Encourage
d) Resist
4. Organizational innovation is used to improve all of these
except for one
a) Product
b) Service
c) Process
d) Appetites
116. Module Eight: Review Questions
5. To identify opportunities you must pinpoint internal
opportunities in a _________ analysis.
a) RAIC
b) OSHA
c) SWOT
d) AWACS
6. Determine direction is the same thing as saying which of
these phrases?
a) Identify which direction to take
b) Do the same thing over again
c) Resist change
d) Take a break
117. Module Eight: Review Questions
7. Coming up with different innovative concepts is the
same thing as _________?
a) Leaving everything exactly as it is
b) Brainstorming ideas
c) Giving up
d) Setting boundaries
8. What is one reason why we analyze ideas?
a) To determine their effectiveness
b) To waste time
c) To frustrate employees
d) To get a paycheck
118. Module Eight: Review Questions
9. Innovation allows companies to remain __________.
a) Constant
b) Lucrative
c) Competitive
d) Stagnant
10.Innovation requires the ______________ of managers.
a) Strength
b) Weaknesses
c) Support
d) Permission
119. Module Nine: Organizational
Structures and Process
Every organization needs structure. People
rely on processes that clearly define their
roles and responsibilities. Organizations,
however, are made up of people, and
middle managers need to address the
human element as they design structures
and processes to help guide their
employees. .
The
achievements
of an
organization
are the results
of the
combined
effort of each
individual.
Vince
Lombard
124. Case Study
Adam and Larry were stepping all over each
other’s toes
There went nowhere fast
They drew out a diagram detailing who was in charge
of what
Celebrations then took place due to their well-drawn
out plan
125. Module Nine: Review Questions
1. Every organization needs ________________.
a) Payroll managers
b) Vending machines
c) Structure
d) Micromanaging
2. People rely on processes that clearly _________ their
roles and responsibilities.
a) Insinuate
b) Define
c) Block
d) Eliminate
126. Module Nine: Review Questions
3. Middle managers need to address the _________ element as they
design structures and processes to help guide their employees.
a) Fifth
b) Born
c) Human
d) Humanoid
4. ______________________ is the process that divides work groups
into areas.
a) Compartmentalization
b) Relaxation
c) Departmentalization
d) Infatuation
127. Module Nine: Review Questions
5. How many categories of departmentalization are
there?
a) Two
b) Three
c) Five
d) Four
6. Which is not a category of departmentalization?
a) Financial
b) Product
c) Functional
d) Process
128. Module Nine: Review Questions
7. Which of these terms describes the location of an area?
a) Generalization
b) Gregarious
c) Geographic
d) Geometry
8. Organizational ____________ is chain of command that
establishes the authority of management and employees.
a) Authority
b) Sorority
c) Fraternity
d) Paternity
129. Module Nine: Review Questions
9. Which of these defines direct hierarchy?
a) Employees have authority
b) Employees have no authority
c) Direct flow of power from top to bottom
d) No one is in charge
10.Explaining the exact objectives that employees need to
achieve in their jobs is an example of which of these?
a) Assisting employees
b) Share objective
c) Trading tasks
d) Implementing plans
130. Module Nine: Review Questions
1. Every organization needs ________________.
a) Payroll managers
b) Vending machines
c) Structure
d) Micromanaging
2. People rely on processes that clearly _________ their
roles and responsibilities.
a) Insinuate
b) Define
c) Block
d) Eliminate
131. Module Nine: Review Questions
3. Middle managers need to address the _________ element as they
design structures and processes to help guide their employees.
a) Fifth
b) Born
c) Human
d) Humanoid
4. ______________________ is the process that divides work groups
into areas.
a) Compartmentalization
b) Relaxation
c) Departmentalization
d) Infatuation
132. Module Nine: Review Questions
5. How many categories of departmentalization are
there?
a) Two
b) Three
c) Five
d) Four
6. Which is not a category of departmentalization?
a) Financial
b) Product
c) Functional
d) Process
133. Module Nine: Review Questions
7. Which of these terms describes the location of an area?
a) Generalization
b) Gregarious
c) Geographic
d) Geometry
8. Organizational ____________ is chain of command that
establishes the authority of management and employees.
a) Authority
b) Sorority
c) Fraternity
d) Paternity
134. Module Nine: Review Questions
9. Which of these defines direct hierarchy?
a) Employees have authority
b) Employees have no authority
c) Direct flow of power from top to bottom
d) No one is in charge
10.Explaining the exact objectives that employees need to
achieve in their jobs is an example of which of these?
a) Assisting employees
b) Share objective
c) Trading tasks
d) Implementing plans
135. Module Ten:
Managing Teams
Middle managers are usually in charge of
teams. Managing teams is difficult but
rewarding. Teams are made up of
individuals who have to learn to work
together as a single unit. Teammates often
go through a difficult adjustment period
before they reach their optimal level of
performance. Fortunately, the right
leadership will enhance the effectiveness
of teams.
If everyone
is moving
forward
together,
then success
takes care
of itself.
Henry Ford
136. The Good and the
Bad of Using Teams
Good
Faster
Ideas
Consistent
Bad
Differences
Political
Personality
140. Case Study
Roman had enough work to last a lifetime
His coworker, Shane, noticed that he flew solo with a
very heavy work load
Shane told him that he needed an army of coworkers
Roman agreed and scoped out the room of eager
coworkers
141. Module Ten: Review Questions
1. Middle managers are usually in charge of _________.
a) Children
b) Errands
c) Teams
d) Cleaning
2. The right leadership will _________ the effectiveness
of teams.
a) Stop
b) Spoil
c) Enhance
d) Enlist
142. Module Ten: Review Questions
3. Which is not an example of a good reason to use a
team?
a) Work is faster
b) Teams are as strong as their weakest member
c) Accuracy improves
d) More ideas are generated
4. Differences in interests make unity ___________.
a) Easier
b) Better
c) Difficult
d) Stupendous
143. Module Ten: Review Questions
5. Leaders need to _________ people.
a) Motivate
b) Alienate
c) Incarcerate
d) Agitate
6. How many kinds of teams are recognized in modern
business?
a) Four
b) Three
c) Five
d) Two
144. Module Ten: Review Questions
7. Which is not an example of a recognized team?
a) Informal
b) Incomprehensible
c) Traditionally
d) Leadership
8. Which is an example of an informal team?
a) One where there are assigned teams
b) Temporary teams brought together for special
projects
c) Friendly associations that work together
d) Teams made up of people in authority
145. Module Ten: Review Questions
9. Effective teams share certain ________
a) Characteristics
b) Zip codes
c) Surnames
d) Birth dates
10.Which is an example of a practical procedure?
a) Clear goals and directions
b) Projects are the group's responsibility
c) Procedures are clear and relevant
d) Members work to educate employees outside their
team
146. Module Ten: Review Questions
1. Middle managers are usually in charge of _________.
a) Children
b) Errands
c) Teams
d) Cleaning
2. The right leadership will _________ the effectiveness
of teams.
a) Stop
b) Spoil
c) Enhance
d) Enlist
147. Module Ten: Review Questions
3. Which is not an example of a good reason to use a
team?
a) Work is faster
b) Teams are as strong as their weakest member
c) Accuracy improves
d) More ideas are generated
4. Differences in interests make unity ___________.
a) Easier
b) Better
c) Difficult
d) Stupendous
148. Module Ten: Review Questions
5. Leaders need to _________ people.
a) Motivate
b) Alienate
c) Incarcerate
d) Agitate
6. How many kinds of teams are recognized in modern
business?
a) Four
b) Three
c) Five
d) Two
149. Module Ten: Review Questions
7. Which is not an example of a recognized team?
a) Informal
b) Incomprehensible
c) Traditionally
d) Leadership
8. Which is an example of an informal team?
a) One where there are assigned teams
b) Temporary teams brought together for special
projects
c) Friendly associations that work together
d) Teams made up of people in authority
150. Module Ten: Review Questions
9. Effective teams share certain ________
a) Characteristics
b) Zip codes
c) Surnames
d) Birth dates
10.Which is an example of a practical procedure?
a) Clear goals and directions
b) Projects are the group's responsibility
c) Procedures are clear and relevant
d) Members work to educate employees outside their
team
151. Module Eleven: Motivation
and Leadership
A successful manager is a good leader who
is able to motivate and inspire employees
into action. Highly motivated employees
are more productive than unmotivated
employees. They are creative and
passionate about their work. Motivated
people are aligned with the company’s
values and show more loyalty to their
organizations.
If your actions
inspire others
to dream
more, learn
more, do more
and become
more, you are
a leader.
John Quincy
Adams
154. Expectancy Theory
Expectancy: relationship between
effort and performance
Instrumentality: relationship between
the performance and the reward
Valence: value that people place on
the reward
155. What is Leadership?
Provide answers
to difficult
questions
Culture and
vision
Provide
resources
Balance
employees and
organization
156. Situational Leadership
Maturity
• M1 = Immature employees
• M2 = Employees are unskilled, but willing to learn
• M3 = Skilled and willing workers, but they are not confident
• M4 = Work independently
Styles
• S1 = How and what to do
• S2 = Direct employees and sell them on the task
• S3 = Provide less direction and focus
• S4 = Delegate authority and responsibility
158. Case Study
Connie moved at a snail's pace through the
office with her head hanging low
Jim recognized that Connie had lost her motivation
and decided to help
Jim motivated Connie with his winning attitude and his
eternal optimism
Connie felt reminded that she once had been a shining
star in the office
159. Module Eleven: Review Questions
1. A successful manager is a __________ leader.
a) Successful
b) Good
c) Average
d) Comical
2. _________ motivated employees are more productive
than unmotivated employees.
a) Highly
b) Distinctly
c) Wisely
d) Probably
160. Module Eleven: Review Questions
3. Middle managers need to understand that ___________ is
the key to running a successful team.
a) Money
b) Prizes
c) Motivation
d) Education
4. There are both _________ and __________ motivations.
a) Comic, tragic
b) High, low
c) Internal, external
d) Futile, lackluster
161. Module Eleven: Review Questions
5. Which is not an example of external motivation?
a) Pay
b) Family
c) Rewards
d) Fear
6. Managers should try to link ____________ goals with work.
a) Home
b) Weight loss
c) Personal
d) Family
162. Module Eleven: Review Questions
7. Which is not an example of internal motivation?
a) Fear
b) Success
c) Family
d) Community
8. __________ responsibility is an example of connecting
personal employee beliefs and motivations to company
procedures.
a) Environmental
b) Social
c) Economical
d) Educational
163. Module Eleven: Review Questions
9. In order for managers to motivate employees they must be
_________ themselves.
a) Motivated
b) Coordinated
c) Educated
d) Aggravated
10.Their work needs to ________ their internal motivations.
a) External
b) Reflect
c) Personal
d) Intentional
164. Module Eleven: Review Questions
1. A successful manager is a __________ leader.
a) Successful
b) Good
c) Average
d) Comical
2. _________ motivated employees are more productive
than unmotivated employees.
a) Highly
b) Distinctly
c) Wisely
d) Probably
165. Module Eleven: Review Questions
3. Middle managers need to understand that ___________ is
the key to running a successful team.
a) Money
b) Prizes
c) Motivation
d) Education
4. There are both _________ and __________ motivations.
a) Comic, tragic
b) High, low
c) Internal, external
d) Futile, lackluster
166. Module Eleven: Review Questions
5. Which is not an example of external motivation?
a) Pay
b) Family
c) Rewards
d) Fear
6. Managers should try to link ____________ goals with work.
a) Home
b) Weight loss
c) Personal
d) Family
167. Module Eleven: Review Questions
7. Which is not an example of internal motivation?
a) Fear
b) Success
c) Family
d) Community
8. __________ responsibility is an example of connecting
personal employee beliefs and motivations to company
procedures.
a) Environmental
b) Social
c) Economical
d) Educational
168. Module Eleven: Review Questions
9. In order for managers to motivate employees they must be
_________ themselves.
a) Motivated
b) Coordinated
c) Educated
d) Aggravated
10.Their work needs to ________ their internal motivations.
a) External
b) Reflect
c) Personal
d) Intentional
169. Module Twelve:
Wrapping Up
Although this workshop is coming to a
close, we hope that your journey to
improve your Middle Management skills is
just beginning. Please take a moment to
review and update your action plan. This
will be a key tool to guide your progress in
the days, weeks, months, and years to
come. We wish you the best of luck on the
rest of your travels! .
A leader leads
by example,
whether he
intends to or
not.
Anonymous
170. Words from the Wise
Steven
Covey
• Management works in the system;
leadership works on the system.
H.S.M.
Burns
• A good manager is a man who isn’t
worried about his own career but
rather the careers of those who
work for him.
Robert
Heller
• Effective management always
means asking the right question.