Accounting
Anthropology
Archaeology
Art History
Banking
Biology & Life Science
Business
Business Communication
Business Development
Business Ethics
Business Law
Chemistry
Communication
Computer Science
Counseling
Criminal Law
Curriculum & Instruction
Design
Earth Science
Economic
Education
Engineering
Finance
History & Theory
Humanities
Human Resource
International Business
Investments & Securities
Journalism
Law
Management
Marketing
Medicine
Medicine & Health Science
Nursing
Philosophy
Physic
Psychology
Real Estate
Science
Social Science
Sociology
Special Education
Speech
Visual Arts
Question
Which of the managerial functions is planning most related to, and why?
Answer
This answer is hidden. It contains 143 characters.
Related questions
Q:
Discuss the various relationships that supervisors develop while working with various groups.
Q:
Discuss the relationship between managerial level and authority and responsibility.
Q:
When the organization strives to become leaner and more efficient by reducing the workforce and consolidating departments and work groups, the practice is called:
a. distribution.
b. downsizing.
c. globalizing.
d. linking.
Q:
Typically, spend a larger proportion of their time in leading, that is, working with their people directly.
a. company directors
b. top managers
c. supervisory managers
d. chief executive officers
Q:
particularly need strong conceptual skills because changes affecting the organization tend to be more important at their level than at other managerial levels.
a. Middle managers
b. Top managers
c. Intermediate managers
d. Supervisory managers
Q:
Which of the following is true of the basic organizational activities?
a. Operations involves the selling and distribution of the organizations' products in the defined market.
b. Financing involves the providing and using of funds to produce and distribute an organization's product.
c. Marketing involves the manufacture of products or services of the organization.
d. Marketing activities are not performed in small companies and companies which do not work for profit.
Q:
Studies have found that the behavior of "exceptional" and "average" supervisors is essentially identical.
a. True
b. False
Q:
Administrative skills consist of the ability to understand other people and interact effectively with them.
a. True
b. False
Q:
The leading function of a manager involves praising employees and rewarding them for work well done.
a. True
b. False
Q:
The basic resources that any organization has are physical resources, human resources, and financial resources.
a. True
b. False
Q:
Which of the following statements is true of problem solving?
a. The golden rule of management is that a supervisor should always consider a problem as an opportunity.
b. Decision making is unrelated to problem solving.
c. Effective supervisors analyze problems, and solve them by eliminating their causes.
d. Placing greater emphasis on problems can help a supervisor to identify opportunities.
Q:
A fire accident just occurred in the department that Tom supervises. Which type of decision must Tom make in the given situation?
a. A non-programmed decision
b. An opportunity decision
c. A programmed decision
d. A repetitive decision
Q:
A is one which is routine and repetitive.
a. non-programmed decision
b. linear decision
c. programmed decision
d. reflexive decision
Q:
The highest level of ethical behavior is the legal level, adhering to the "law of the land."
a. True
b. False
Q:
Fluency is the ability to let ideas flow out of your head like water over a waterfall.
a. True
b. False
Q:
The Crawford Slip technique makes use of two elements that are important to creativity: fluency and leniency.
a. True
b. False
Q:
Decision makers attempt to minimize the possibility of risk by not attempting to forecast outcomes or variables.
a. True
b. False
Q:
A situation that is viewed as a source of anxiety or distress can best be called an opportunity.
a. True
b. False
Q:
Even if an outcome is inevitable, a decision is always needed.
a. True
b. False
Q:
Discuss the inverted pyramid organizational structure.
Q:
Discuss the benefits and costs of downsizing an organization.
Q:
Why should the use of functional authority be limited?
Q:
The process of eliminating unnecessary levels of management, and thus reducing the number of staff personnel and supervisors, is:
a. decentralization.
b. delegation.
c. downsizing.
d. partnering.
Q:
When a quality control specialist tells a production manager to adjust a machine to increase the quality of the product, he or she is using:
a. advisory authority.
b. unity of command.
c. functional authority.
d. line authority.
Q:
The number of people a given manager directly supervises is called the:
a. chain of command.
b. span of management.
c. unity of command.
d. division of labor.
Q:
The unity of command principle:
a. prevents line employees from coming in contact with staff personnel.
b. reduces organizational morale.
c. increases conflicts between line and staff personnel.
d. gives the employee a single manager to turn to when a problem arises.
Q:
Which of the following is true of line organizations?
a. The owner performs all the functions single-handedly.
b. The accountability of employees is maximized in such organizations.
c. It is easy for employees to evade their responsibilities in such organizations.
d. Authority is decentralized in these organizations.
Q:
In the one-person organization stage, .
a. all functions of the organization are performed by the owner and his/her assistants.
b. there are more than 150 employees, and each person has clearly defined responsibilities.
c. all functions of the organization are performed by the owner/founder.
d. specialists are hired to oversee the work of different departments.
Q:
What role do ethics play in the decision process?
Q:
What does the cost/benefit analysis entail?