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Chapter 2
Chapter 3
Chapter 8
Chapter 11
Chapter 17
Chapter 18
2 3 8 11 17 18

YOU FINISHED THIS

GAME

TIME TO COUNT THE

Planning, Organizing, Leading
and Controlling

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answer
 Solution:
WHAT are the four
functions of a
manager?
$ 200
 1. Identify problem
2. Identify decision criteria
3. Weight the criteria
4. Develop alternatives
5. Analyze alternatives
6. Select alternative
7. Implement alternative
8. Evaluate decision effectiveness

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answer
 Solution:
WHAT are the 8 steps
in the decision making
process

$ 400
 are repetitive decisions that can be
handled by a routine approach and are
used when the problem being resolved is
straightforward, familiar, and easily
defined (structured).

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answer
 Solution:
WHAT IS
programmed
decision?
$ 600
 are unique decisions that require a
custom-made solution and are used
when the problems are new or
unusual (unstructured) and for
which information is ambiguous or
incomplete.
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answer
 Solution:
WHAT are
nonprogrammed
decisions?
$ 800
mistakenly believing that an
event could have been
predicted once the actual
outcome is known
(after-the-fact)

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answer
 Solution:
WHAT IS hindsight bias?

$ 1000
managers are directly
responsible for an
organization’s success
or failure
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answer
 Solution:
WHAT IS omnipotent view of
management?

$ 200
 much of an organization’s success or
failure is due to external forces outside
managers’ control

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answer
 Solution:
WHAT IS symbolic view of
management ?

$ 400
 attention to detail, outcome
orientation, people orientation,
team orientation,
aggressiveness, stability,
innovation, and risk taking.
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answer
 Solution:

WHAT are the 7 dimensions

of culture?
$ 600
 economic, demographic,
political/legal, sociocultural,
technological, and global.

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answer
 Solution:
WHAT ARE THE components
of the external environment?

$ 800
 The pandemic is an
example of this external
factor
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answer
 Solution:
WHAT‘S THE global
environment?

$ 1000
defining the organization’s goals, establishing an
overall strategy for achieving those goals, and
developing plans for organizational work
activities.

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 Solution:

WHAT IS planning?

$ 200
planning include providing direction,
reducing uncertainty, minimizing
waste and redundancy, and
establishing the goals or standards
used in controlling.
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answer
 Solution:
WHAT ARE the four purposes
of planning?

$ 400
 Goals are desired
outcomes. Plans are
documents that outline
how goals will be met.
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answer
 Solution:

WHAT IS the difference

between a plan and a goal
$ 600
plans that apply to the
entire organization and
establish the
organization’s overall
goals
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answer
 Solution:

WHAT IS a strategic plan?

$ 800
 plans that encompass a
particular operational area
of the organization
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answer
 Solution:

WHAT IS operation plans?

$ 1000
 1. Work specialization
2. Departmentalization
3. Chain of command
4. Span of control
5. Centralization/decentralization
6. Formalization
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answer
 Solution:
WHAT ARE THE SIX ELEMENTS IN THE
ORGANIZATIONAL DESIGN?

$ 200
dividing work activities
into separate job tasks

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answer
 Solution:
WHAT IS WORK
SPECIALIZATION?
$ 400
 the line of authority extending
from upper organizational levels
to the lowest levels, which
clarifies who reports to whom

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answer
 Solution:
WHAT IS CHAIN
OF COMMAND?
$ 600
 the degree to which decision
making is concentrated at upper
levels of the organization

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answer
 Solution:
WHAT IS
CENTRALIZATION
?
$ 800
1 2
High specialization Cross-functional teams
Rigid departmentalization Cross-hierarchical teams
Clear chain of command Free flow of information
Narrow spans of control Wide spans of control
Centralization Decentralization
High formalization Low formalization

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answer
 Solution:
What are the differences
between mechanistic and
organic organizations?

$ 1000
 He measured leader
style—relationship oriented or task
oriented—using the least-preferred
coworker questionnaire.
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answer
 Solution:
WHO IS FIEDLER?

$ 200
 focused on followers’ readiness. They identified four
leadership styles: telling (high task-low relationship), selling
(high task-high relationship), participating (low task-high
relationship), and delegating (low task-low relationship). They
also identified four stages of readiness: unable and unwilling
(use telling style), unable but willing (use selling style), able
but unwilling (use participative style), and able and willing
(use delegating style).
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answer
 Solution:
WHAT IS Hersey and
Blanchard’s situational
leadership theory
$ 400
 identified four leadership behaviors: directive, supportive,
participative, and achievement-oriented. He assumed that a leader
can and should be able to use any of these styles. The two
situational contingency variables were found in the environment and
in the follower. Essentially the path-goal model says that a leader
should provide direction and support as needed; that is, structure
the path so the followers can achieve goals.

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answer
 Solution:
WHAT IS The path-goal
model developed by
Robert House
$ 600
 says that leaders create in-groups and
outgroups and those in the in-group will
have higher performance ratings, less
turnover, and greater job satisfaction
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answer
 Solution:
WHAT IS LMX
THEORY
$ 800
exchanges rewards for productivity
where a transformational leader
stimulates and inspires followers to
achieve goals.

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answer
 Solution:
WHAT IS TRANSACTIONAL
LEADERSHIP?

$ 1000
is the process of monitoring,
comparing, and correcting
work performance

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answer
 Solution:

WHAT IS CONTROLLING

$ 200
 Measuring
Comparing
Taking action

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answer
 Solution:
WHAT ARE THE three steps
in the control process.
$ 400
 Productivity
Effectiveness
Industry and company rankings

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answer
 Solution:
How organizational and employee
performance are measured.

$ 600
Feedforward controls
Concurrent controls
Feedback controls
Financial controls
Information controls
Balanced scorecards
Benchmarking

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answer
 Solution:
WHAT ARE tools used to measure
organizational performance.

$ 800
Cross-cultural differences
Workplace privacy
Employee theft
Workplace violence
Customer interactions
Corporate governance

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answer
 Solution:
WHAT ARE contemporary
issues in control.?

$ 1000