Chapter 1.2

Question 1

Leading

Answer 1

Involves motivating and inspiring others to perform the tasks necessary to achieve the organisation or department’s goals within the context of a supportive organisational culture

Question 2

Controlling activities

Answer 2

T-E-A-M

-Establish performance standards

-Measure actual performance and compare results against those set performance standards

-Take action to correct any deviations, if necessary

-Adjust performance standards when necessary.

Question 3

Controlling

Answer 3

The process by which a person, group, or organisation consciously monitors performance and takes corrective action, if needed

Question 4

Role

Answer 4

A behaviour pattern expected of an individual within a unit or position

Question 5

Roles of managers

Answer 5

-Interpersonal category
-Informational category
-Decisional category

Question 6

Interpersonal category

Answer 6

-Figure head
-Leader
-Liaison

Question 7

Informational category

Answer 7

-Monitor
-Disseminator
-Spokesperson

Question 8

Decisional category

Answer 8

N-E-R-D
-Entrepreneur
-Disturbance handler
-Resource allocator
-Negotiator

Question 9

Figurehead

Answer 9

A manager is expected to be a source of inspiration; they are a person of authority

Question 10

Leader

Answer 10

Managers manage the performance and responsibilities of everyone in the group

Question 11

Liaison

Answer 11

Managers must communicate with internal and external contracts

Question 12

Monitor

Answer 12

-Managers regularly seek out information related to their organisation

-Managers monitor their teams in terms of their productivity and well being

Question 13

Disseminator

Answer 13

Managers communicate potentially useful information to their colleagues and their teams

Question 14

Spokesperson

Answer 14

Managers represent and speak for their organisations

Question 15

Entrepreneur

Answer 15

Managers create and control change within their organisations

Question 16

Disturbance handler

Answer 16

When an organisation hits an unexpected roadblock, the manager must take charge

Question 17

Resources allocator

Answer 17

Managers need to determine where organisational resources are best applied

Question 18

Negotiator

Answer 18

Managers may be needed to take part in negotiations

Question 19

There are four characteristics that have an impact on the actual activities undertaken by managers:

Answer 19

-The size of the organisation

-Whether the manager is a top-level executive or a first-line supervisor

-Whether the organisation is a ‘for-profit’ or a ‘not-for-profit’ organisation

-The geographic location of organisations.

Question 20

Managers of Small organisations

Answer 20

-Spend most of their time as a spokesperson

-Their second most important role is of an entrepreneur

Question 21

Managers of Large organisations

Answer 21

-They spend most of their time negotiating

-They secondly spend their time being a resource allocator

Question 22

Level of management in the organisation

Answer 22

-First-line managers spend most of their time on ‘leading’

-Middle managers spend most of their time on ‘leading’ and ‘organising’

-Top managers spend most of their time on ‘organising’ and ‘planning’