Fundamentals of ManagementSixth Edition 课后习题答案.docx

Fundamentals of ManagementSixth Edition 课后习题答案.docx

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FundamentalsofManagementSixthEdition课后习题答案

Chapter_1

ReadingforComprehension

1.Whatisanorganization?

Whyaremanagersimportanttoanorganization'ssuccess?

Answer–Anorganizationisasystematicarrangementofpeoplebroughttogethertoaccomplishsomespecificpurpose.Allorganizationsbecauseeachcomprisesthreecommoncharacteristics.1）Everyorganizationhasapurposeandismadeupofpeoplewhoaregroupedinsomefashion.2）Nopurposeorgoalcanbeachievedbyitself;therefore,organizationshavemembers.3）Allorganizationsdevelopasystematicstructurethatdefinesandlimitsthebehaviorofitsmembers.Organization--anentitythathasadistinctpurpose,haspeopleormembers,andhasasystematicstructure.

Managersdirecttheactivitiesofotherpeopleintheorganization.Customarilyclassifiedastop,middle,orfirst-line,theysupervisebothoperativeemployeesandlower-levelmanagers.First-linemanagersareareresponsiblefordirectingtheday-to-dayactivitiesofoperativeemployees.Middlemanagersmanageothermanagersandpossiblysomeoperativeemployees.Theyareresponsiblefortranslatingthegoalssetbytopmanagementintospecificdetails.Topmanagersareresponsibleformakingdecisionsaboutthedirectionoftheorganizationandestablishingpoliciesthataffectallorganizationalmembers.

2.Whatfourcommonactivitiescomprisetheprocessapproachtomanagement?

Brieflydescribeeachofthem.

Answer–Themanagementprocesscanbecondensedtofourbasics:

planning,organizing,leading,andcontrolling.SeeExhibit1-4.Theseprocessesareinterrelatedandinterdependent.

Planning--encompassesdefininganorganization'sgoals,establishinganoverallstrategyforachievingthosegoals,anddevelopingcomprehensiveplanstointegrateandcoordinate.

Organizing--determiningwhattasksaretobedone,whoistodothem,howthetasksaretobegrouped,whoreportstowhom,andwheredecisionsaretobemade.

Leading--managersmotivateemployees,directtheactivitiesofothers,selectthemosteffectivecommunicationchannel,orresolveconflictsamongmembers.

Controlling--toensurethatthingsaregoingastheyshould,amanagermustmonitorperformance.Themonitoring,comparing,andcorrectingisthecontrollingprocess.

3.Whatarethefourgeneralskillsandthesixspecificskillsthataffectmanagerialeffectiveness?

Answer–

GeneralSkills

ØConceptualskillsrefertothementalabilitytoanalyzeanddiagnosecomplexsituations.Theyhelpmanagersseehowthingsfittogetherandfacilitatemakinggooddecisions.

ØInterpersonalskillsencompasstheabilitytoworkwith,understand,mentor,andmotivateotherpeople,bothindividuallyandingroups.

ØTechnicalskillsareabilitiestoapplyspecializedknowledgeorexpertise.

ØPoliticalskillsarerelatedtotheabilitytoenhanceone'sposition,buildapowerbase,andestablishtherightconnections.

SpecificSkills

Researchhasalsoidentifiedsixsetsofbehaviorsthatexplainalittlebitmorethan50percentofamanager'seffectiveness.

ØControllingtheorganization'senvironmentanditsresources.

ØOrganizingandcoordinating.

ØHandlinginformation.

ØProvidingforgrowthanddevelopment.

ØMotivatingemployeesandhandlingconflicts.

ØStrategicproblemsolving.

4.Howdoesamanager'sjobchangewithhis/herlevelintheorganization?

Answer–Thedifferencesareofdegreeandemphasisbutnotofactivity.Asmanagersmoveup,theydomoreplanningandlessdirectoverseeingofothers.SeeExhibit1-6.Theamountoftimemanagersgivetoeachactivityisnotnecessarilyconstant.Thecontentofthemanagerialactivitieschangeswiththemanager'slevel.Topmanagersareconcernedwithdesigningtheoverallorganization'sstructure.Lower-levelmanagersfocusondesigningthejobsofindividualsandworkgroups.

5.Whatvaluedocoursesinanthropology,economics,philosophy,politicalscience,psychology,andsociologyhaveformanagers?

Giveanexampleofoneapplicationtomanagementpracticethatcomesfromeachofthesedisciplines.

Answer–Students’examplesofapplicationwillvarybutshouldtakeintoconsiderationthefollowingpracticalities.

ØAnthropology.Anthropologists'workonculturesandenvironmentshashelpedmanagersbetterunderstanddifferencesinfundamentalvalues,attitudes,andbehaviorbetweenpeople.

ØEconomics.Itprovidesanunderstandingofthechangingeconomyandtheroleofcompetitionandfreemarketsinaglobalcontext.

ØPhilosophy.Philosophycoursesinquireintothenatureofthings,particularlyvaluesandethics.Ethicalconcernsgodirectlytotheexistenceoforganizationsandwhatconstitutesproperbehaviorwithinthem.

ØPoliticalScience.Specifictopicsofconcernincludestructuringofconflict,allocationofpower,andhowpeoplemanipulatepowerforindividualself-interest.Managementisaffectedbyanation'sformofgovernment,whetheritallowsitscitizenstoholdproperty,bytheabilitytoengageinandenforcecontracts,andbytheappealmechanismsavailabletoredressgrievances.

ØPsychology.Psychologycoursesarealsorelevanttomanagersintermsofgainingabetterunderstandingofmotivation,leadership,trust,employeeselection,performanceappraisals,andtrainingtechniques.

ØSociology.Sociologistsinvestigatehowsocietalchangessuchasglobalization,culturaldiversity,genderroles,andfamilylifeaffectorganizationalpractices.

LinkingConceptstoPractice

1.Arealleffectiveorganizationsalsoefficient?

Discuss.Ifyouhadtochoosebetweenbeingeffectiveorbeingefficient,whichonewouldyousayismoreimportant?

Why?

Answer–Managementistheprocessofgettingthingsdone,effectivelyandefficiently,throughandwithotherpeople.Effectivenessandefficiencydealwithwhatwearedoingandhowwearedoingit.Efficiency--doingthetaskrightandtotherelationshipbetweeninputsandoutputs.Effectiveness--doingtherighttask,thattranslatesintogoalattainment.Efficiencyandeffectivenessareinterrelated.

It'seasiertobeeffectiveifoneignoresefficiency.Goodmanagementisattaininggoals（effectiveness）anddoingsoasefficientlyaspossible.Organizationscanbeefficientandyetnotbeeffective.Highefficiencyisassociatedmoretypicallywithhigheffectiveness.Poormanagementismostoftenduetobothinefficiencyandineffectivenessortoeffectivenessachievedthroughinefficiency.

2.Contrastplanning,organizing,leading,andcontrollingwithHenryMintzberg'stenroles.

Answer–Students’responsescanbeabbreviatedbycomparingExhibit1.4andExhibit1.6.Seethesuggestedanswerfor#4below.

3.Isyourcollegeinstructoramanager?

Discussintermsofbothplanning,organizing,leading,andcontrolling,andMintzberg'smanagerialroles.

Answer–Acollegeinstructorisbothanindividualcontributorandamanager.He/sheisanoperativeinthathe/sheproduces"theproduct"oftheuniversity.Buthe/sheisalsoamanagerinthathe/shemustmanagetheclassandstudents.

Intermsof:

ØPlanning—theinstructordefinesclassgoals,establishesthesemesterplanforachievingthem,anddevelopslessonplanstointegrateandcoordinatetheseefforts.

ØOrganizing—notasmuch,ashe/sheisprimarilyresponsibleforexecutionbutmayneedtoifhe/sheusesclassparticipation.

ØLeading—shouldberelativelyobvious,motivatestudents,directtheactivitiesofothers,selectthemosteffectivecommunicationchannel,orresolveconflictsamongmembers.

ØControlling—ahgrading!

Forthesakeofspace,suggestionswillbelimitedtoMintzberg’sthreeprimarycategories.

ØInterpersonal—therolesofleaderandliaison.

ØInformational—monitoranddisseminator.

ØDecisional—disturbancehandlerandresourceallocator.

4.InwhatwayswouldtheactivitiesofanownerofabicyclerepairshopthatemploystwopeopleandthepresidentoftheSchwinnbicyclecompany'sjobbesimilar?

Inwhatwayswouldtheybedifferent?

Answer–Managingtheshopisdifferentfrommanagingthecompany.RefertoExhibit1-7.Theshopmanager'smostimportantroleisthatofspokesperson.Thepresident’smostimportantjob--decidingwhichorganizationalunitsgetwhatavailableresourcesandhowmuchofthem.Theentrepreneurialroleisleastimportanttothepresident.Theshopownerismorelikelytobeageneralist.Thepresident’sjobismorestructuredandformalthaninsmallfirms.Intheshop,planningislesscarefullyorchestrated,theshop’sdesignislesscomplexandstructured,andcontrolintheshopwillrelymoreondirectobservation.Weseedifferencesindegreeandemphasis,butnotinactivities.

5.Someindividualstodayhavethetitleofprojectleader.Theymanageprojectsofvarioussizeanddurationandmustcoordinatethetalentsofmanypeopletoaccomplishtheirgoals.Butnoneoftheworkersontheirprojectsreportdirectlytothem.Cantheseprojectleadersreallybeconsideredmanagersiftheyhavenoemployeesoverwhomtheyhavedirectauthority?

Discuss.

Answer–Lessbecausetheymanageprocesses.Theystillperformthefourbasicfunctionsofmanagersbutofprocessesnotpeople.ThisfactisreflectedincompensationstructuressuchastheHayConsultingGroup'scompensationstrategyformanagers.

Chapter_3

ReadingforComprehension

1.Contrastformalwithinformalplanning.

Answer–Ininformalplanning,verylittle,ifanything,iswrittendown.Informalplanning,therearewrittenplansatvariouslevels,peopleareassignedresponsibilities,thereisagreatdealofdetail,etc.Formalplanninginvolvesspecificgoalstobeachievedwithinspecifictimetables.

2.Underwhatcircumstancesareshort-termplanspreferred?

Underwhatcircumstancesarespecificplanspreferred?

Answer–Short-termcovers