Organizational Behaviour: Understanding and Managing Life at Work 10th edition by Gary Johns Test ba

Diff: 2     Type: SA     Page Ref: 16

Skill:  Recall

Objective:  1.6 Explain what managers do–their roles, activities, agendas for action, and thought processes.

 

27) ________ is one of the most important contingency variables in organizational behaviour.

Answer:  National culture

Diff: 2     Type: SA     Page Ref: 18

Skill:  Recall

Objective:  1.6 Explain what managers do–their roles, activities, agendas for action, and thought processes.

 

28) Observers of successful managers have often noted that ________ seems to guide many of their actions.

Answer:  intuition

Diff: 2     Type: SA     Page Ref: 17

Skill:  Recall

Objective:  1.6 Explain what managers do–their roles, activities, agendas for action, and thought processes.

 

29) Describe the managerial informational roles identified by Mintzberg and give an example of each.

Answer:  Monitor, disseminator, and spokesperson. Examples will vary, but note that the example for disseminator should relate to internal communication, while that for spokesperson should be external.

Diff: 3     Type: ES     Page Ref: 15

Skill:  Applied

Objective:  1.6 Explain what managers do–their roles, activities, agendas for action, and thought processes.

 

 

30) Describe the managerial decisional roles identified by Mintzberg and give an example of each.

Answer:  Entrepreneur, disturbance handler, resource allocator, and negotiator. Examples will vary.

Diff: 3     Type: ES     Page Ref: 15

Skill:  Applied

Objective:  1.6 Explain what managers do–their roles, activities, agendas for action, and thought processes.

31) According to Luthans, Hodgetts, and Rosenkrantz, what are the four main types of managerial activities? Provide a specific example of each activity.

Answer:  Routine communication (e.g., memos and paperwork), traditional management (e.g., planning, decision making, and controlling), networking (e.g., meetings and social events with people both inside and outside the organization), and human resource management (e.g., motivating, disciplining, and training staff).

Diff: 2     Type: ES     Page Ref: 15

Skill:  Applied

Objective:  1.6 Explain what managers do–their roles, activities, agendas for action, and thought processes.

 

32) According to Luthans, Hodgetts, and Rosenkrantz, which activities were highly correlated with managerial success?

Answer:  It depends on how you define "managerial success." Networking is important for gaining rapid promotions in organizations, while human resource management is relatively more important for obtaining employee commitment and satisfaction.

Diff: 3     Type: ES     Page Ref: 16

Skill:  Recall

Objective:  1.6 Explain what managers do–their roles, activities, agendas for action, and thought processes.

 

33) Comment on the following statement: "Intuition results in random and often irrational decisions, and therefore, it should not be used by managers."

Answer:  Simon, Isenberg, and most modern management theorists would disagree. For the experienced manager, good intuition in problem solving is often based on years of systematic education and experience, which enable the manager to quickly locate problems within a network of previously acquired information.

Diff: 3     Type: ES     Page Ref: 17

Skill:  Applied

Objective:  1.6 Explain what managers do–their roles, activities, agendas for action, and thought processes.

 

 

1.7  

 

1) It has been reported that the total cost of reported absenteeism in Canada is