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business
understanding management

Questions and Answers of Understanding Management

I cannot pay all my bills.Yes No LO.1
I am not putting any money away in savings right now; I will wait until after I graduate from college.Yes No LO.1
I pay all my expenses, but I never seem to have any money left over for fun.Yes No LO.1
I never seem to have any money left over at the end of the week (or month).Yes No LO.1
At the beginning of each week (or month, or term), I write down all my fixed expenses.Yes No LO.1
I spend all my money as soon as I get it.Yes No LO.1
An in-house translator adds American slang to the story.While the story is in development, it is available on Tokyopop’s Intranet to any U.S. or Tokyo employee, who can monitor its progress.
The company quantifies reader interest through e-mails to its 100,000 fan base, as well as chat rooms and newsgroups, LO.1
Employees who do not speak Japanese evaluate the story’s appeal from a text summary and graphics, LO.1
A committee in Japan comes up with basic stories they think Americans will like and they send it on to the Los Angeles office, LO.1
Explain the value of open-book management and the balanced scorecard approaches to control in a turbulent environment.LO.1
Describe the concept of total quality management and major TQM techniques.LO.1
Discuss how to measure and manage productivity.LO.1
Contrast the bureaucratic and decentralized control approaches.LO.1
Explain the four steps in the control process.LO.1
Describe differences in control focus, including feedforward, concurrent, and feedback control.LO.1
Define organizational control and explain why it is a key management function.LO.1
Describe a situation in which conflict might arise in a NEADS team.LO.1
What factors determine the cohesiveness of NEADS teams?LO.1
Describe the characteristics of a typical NEADS team, using the criteria discussed in the chapter.LO.1
Does mission commander Jim Lovell successfully manage the group dynamics to return the group to a normal state?LO.1
Is this intergroup conflict or intragroup conflict? What effects can such conflict have on the group dynamics on board Apollo 13?LO.1
What triggers the conflict in this scene?LO.1
What advice would you give Suzanne Howard and her team for improving the employee involvement climate at the Lubbock plant?LO.1
Why do you think the team project succeeded at Wichita but is not working in Lubbock?LO.1
What types of teams described in the chapter are represented in this case?LO.1
Show up and be present to what is going on.1 2 3 4 5 6 7 0 LO.1
Suggest from time to time that the group take stock of how it is functioning.1 2 3 4 5 6 7 0 LO.1
Be a active and take responsibility for what is happening even when it does not affect me directly.1 2 3 4 5 6 7 0 LO.1
Complete in a timely manner all tasks that I agree to do.1 2 3 4 5 6 7 0 LO.1
Be open to yielding on certain troublesome issues while finding creative solutions that are sensitive to others’ views.1 2 3 4 5 6 7 0 LO.1
Assist in confining conflict to issues such as tasks, roles, and responsibilities, and discourage those about personalities.1 2 3 4 5 6 7 0 LO.1
Plan on conflict arising and think of it as an indication of progress.1 2 3 4 5 6 7 0 LO.1
Be patient with people and the process.1 2 3 4 5 6 7 0 LO.1
Be willing to give honest feedback to others even when it may feel uncomfortable to do so.1 2 3 4 5 6 7 0 LO.1
Encourage other members.1 2 3 4 5 6 7 0 LO.1
Be interested in learning how groups develop.1 2 3 4 5 6 7 0 LO.1
Expect uncertainty early in the group’s existence and tolerate that uncertainty.1 2 3 4 5 6 7 0 LO.1
You will accept my idea of all that it means to be a member of this team.1 2 3 4 5 6 7 0 Rate how easy or challenging it will be for you to perform the following team behaviors.III. My Team Abilities
You have no ulterior motives.1 2 3 4 5 6 7 0 LO.1
You are genuinely dedicated to the team’s task.1 2 3 4 5 6 7 0 LO.1
You can maintain confidentiality.1 2 3 4 5 6 7 0 LO.1
You know your craft (as related to the team’s work).1 2 3 4 5 6 7 0 LO.1
You can be relied on.1 2 3 4 5 6 7 0 LO.1
I am confident that I can influence the team’s direction and outcome.1 2 3 4 5 6 7 0 II. How Much Do I Trust You?(“You” means all your fellow team members)Concerned Confident Do not know LO.1
I am confident that my skills will be used.1 2 3 4 5 6 7 0 LO.1
The team can do this task as well as or better than one individual could.1 2 3 4 5 6 7 0 LO.1
The team’s task is important and useful.1 2 3 4 5 6 7 0 LO.1
I am confident I belong in this group.1 2 3 4 5 6 7 0 LO.1
Describe the advantages and disadvantages of teams. In what situations might the disadvantages outweigh the advantages?LO.1
How might employee network groups contribute to the advancement of women and minorities to higher-level positions in an organization?LO.1
What is the relationship between team cohesiveness and team performance?LO.1
When you are a member of a team, do you adopt a task specialist or socioemotional role? Which role is more important for a team’s effectiveness? Discuss.LO.1
Think of a work team or student project team of which you have been a member. Identify some of the team’s unstated norms. How did these norms develop?LO.1
Suppose you are the leader of a team that has been created to develop a new registration process at your college or university.How can you use an understanding of the stages of team development to
What factors in today’s environment are contributing to an increasing use of virtual teams and global teams? Would you like to be part of a virtual team? Why or why not?LO.1
How is a self-directed team different from a crossfunctional team?LO.1
Volvo went to self-directed teams to assemble cars because of the need to attract and keep workers in Sweden, where pay raises are not a motivator (because of high taxes) and many other jobs are
Americans value cleanliness. They may seem obsessed with bathing, eliminating body odors, and wearing clean clothes.How many of these statements do you agree with? Discuss them with your friends and
Americans value punctuality. They keep appointment calendars and live according to schedules and clocks.LO.1
Americans dislike silence. They would rather talk about the weather than deal with silence in a conversation.LO.1
Americans are questioners. They ask a lot of questions even of someone they have just met. Some of these questions may seem pointless (“How ya’ doin’?) or personal(“What kind of work do you
Americans are independent and individualistic. They place a high value on freedom and believe that people can control their own destinies.LO.1
Americans are achievers. They like to keep score, whether at work or play. They emphasize accomplishments.LO.1
Americans are competitive. Some foreigners might think they are aggressive or overbearing.LO.1
Americans are direct. They do not beat around the bush, which means they do not talk around things but get right to the point. To some foreigners, this may seem abrupt or rude.LO.1
Americans are informal. They tend to treat everyone alike even when there are significant differences in age or social status.LO.1
Never force a consensus. There will naturally be conflict over some issues, which managers find a way to resolve without forcing a consensus. When there are persistent differences of opinion, the
Maintain a balance of power. Managers and team leaders should accept the team’s decision as fair even if they do not agree with it. Fairness requires a balance of power within the team?LO.1
Develop multiple alternatives. Teams that deliberately develop many alternatives, sometimes considering four or five options at once, have a lower incidence of interpersonal conflict. Having a
Focus on facts. Keep team discussions focused on issues, not personalities. Working with more data and information rather than less can keep team members focused on facts and prevent meetings from
Group members liked and respected each other.1 2 3 4 5 LO.1
We held each other accountable; each member was accountable to the group.1 2 3 4 5 LO.1
Group members gave and received feedback to help the group do better.1 2 3 4 5 LO.1
We gave each other credit for jobs well done.1 2 3 4 5 LO.1
I was satisfied being a member of the group.1 2 3 4 5 LO.1
Each member found a way to contribute to the final work product.1 2 3 4 5 LO.1
Leadership roles were rotated and shared, with people taking initiative at appropriate times for the good of the group.1 2 3 4 5 LO.1
We trusted each other, speaking personally about what we felt.1 2 3 4 5 LO.1
Group members listened to one another.1 2 3 4 5 LO.1
We talked through any conflicts and disagreements until they were resolved.1 2 3 4 5 LO.1
We spent most of our meeting time talking business, but discussions were open-ended and active.1 2 3 4 5 LO.1
We talked about and shared the same goals for group work and grade.1 2 3 4 5 LO.1
Group meetings were held regularly and everyone attended.1 2 3 4 5 LO.1
Failure is celebrated. When a team decides an idea is not worthy of further pursuit, it kills the venture and celebrates with food or drink. This lets everyone know that part of risktaking is that
The long view is the norm, taking sometimes years for a product to get to market.LO.1
No ranks or job descriptions. Everyone is supposed to be like an amoeba, and morph into what is needed for the job at hand.LO.1
No chain-of-command rules. Anyone can talk to anyone.Written memos are frowned upon, with a preference for face-to-face interactions.LO.1
Teams are kept small, to increase familiarity and a sense of community.The company even limits plant size to 200 workers.LO.1
Discuss the assets and liabilities of organizational teams.LO.1
Understand the causes of conflict within and among teams and how to reduce conflict.LO.1
Explain the concepts of team cohesiveness and team norms and their relationship to team performance.LO.1
Identify ways in which team size and diversity of membership affects team performance.LO.1
Explain the general stages of team development.LO.1
Identify roles within teams and the type of role you could play to help a team be effective.LO.1
Discuss new applications of teams to facilitate employee involvement.LO.1
Identify the types of teams in organizations.LO.1
Why are listening skills so important at NEADS?LO.1
According to one study, the impact of facial expressions on message interpretation is 55 percent. How might this finding be used at NEADS?LO.1
How would you describe the capacity and richness of the NEADS match meeting as a communication channel?LO.1

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