onl test

• Conceptual skills involve the ability to see the big picture, think strategically, and understand complex relationships between different parts of an organization.
• First-line managers typically supervise frontline employees and focus on daily tasks and operations.
• Middle managers manage first-line managers and connect them to upper management. While they need some conceptual skills, their focus leans more towards translating upper management strategies into actionable plans for their teams.
• Top managers are responsible for the overall direction and strategy of the organization. They need strong conceptual skills to make strategic decisions, analyze industry trends, and ensure the organization's long-term success.
• Operations managers focus on the efficient day-to-day operations of a specific department or function. While they need some planning skills, their primary focus is on execution rather than broad strategic thinking.
• Leading and controlling subordinates are core responsibilities of managers, particularly those who directly supervise frontline employees.
• Managers must be able to lead by example, set clear expectations, and hold team members accountable for meeting goals.
• Controlling involves monitoring performance against established standards and taking corrective actions when necessary.
• Planning involves setting objectives, developing strategies, and creating detailed plans to achieve organizational goals.
• Delegation involves assigning tasks and responsibilities to others while providing guidance and support as needed.
• Effective communication is essential for managing people effectively. Managers must communicate clearly with their team members about expectations, feedback, and performance issues.
• Organizing involves structuring resources (people, equipment, etc.) to accomplish tasks efficiently and effectively.
• • Lower-level managers in the hierarchy typically have more direct reports and spend a significant portion of their time managing and overseeing their team's activities.
  • Higher-level managers tend to have fewer direct reports but manage broader functions or departments. Their focus often shifts towards strategic planning, decision-making, and collaboration with other senior leaders. While they still provide guidance and direction, they may delegate more day-to-day leadership tasks to middle managers.
• The other three options (Quality, Innovation, Efficiency) are all well-established building blocks of competitive advantage. Companies can achieve a competitive advantage by:

  • Quality: Offering products or services that are superior in reliability, performance, or features compared to competitors.
  • Innovation: Developing new and unique products, services, or processes that differentiate the company in the market.
  • Efficiency: Minimizing costs and maximizing outputs to deliver value to customers at a lower price than competitors.
• People who are high on extraversion tend to be sociable, outgoing, and friendly.

  The tendency of a person to get along well with other workers is called agreeableness.
• • Stakeholders are individuals or groups that have an interest in a company's success or failure. They are affected by the company's actions and decisions.
  • Stockholders, managers, and customers are all stakeholders.
  • Stockholders have a financial stake in the company's performance.
  • Managers are responsible for running the company and making decisions that impact all stakeholders.
  • Customers rely on the company's products or services
• Individual Ethics


  Moral principles and values held by individuals within the organization, influenced by personal beliefs, experiences, and upbringing, contributing to the overall ethical climate
• Societal Ethics


  Norms, values, and standards that are widely accepted and practiced in a particular society, influenced by cultural, religious, and social factors, providing a broader context within which organizations operate
• Organizations must align their codes of ethics with societal expectations to maintain legitimacy and trust within the community
• Professional Ethics


  Ethical standards and guidelines established by professional bodies and associations relevant to the organization's industry, governing the behavior of individuals within a particular profession and ensuring adherence to the highest standards of practice and integrity