ch 10, mgmt 10, Chapter 10 MGT3013, Exam 2

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Certainty

1) All information the decision maker needs is fully available. Few decision are certain in the real world, most contain risk and uncertainty.

Administrative Model

1) Vague problems and goals 2) conditions of uncertainty 3) limited information 4) satisficing choice of resolving problem using intuition. -- Descriptive -- Bounded Rationality -- Satisficing

Point counterpoint

1) breaks decision making group into two subgroups 2) assigns them different sometimes competing responsibilities

A quality circle is a group of _____ volunteer employees.

6 to 12

_____ refers to the activities undertaken to attract, develop, and maintain an effective workforce within an organization.

Human Resource Management

_____ is the first step in attracting an effective work force.

Human resource planning

In _____ production, firms produce goods in batches of one or a few products designed to customer specification. a. service b. customer-induced c. continuous process d. small batch e. mass

Vision statement

Clear sense of the future and the actions needed to get there

Level 3: Basic Assumptions

Core values of the organization

Goals cannot be set for every aspect of employee behavior or organizational performance, instead manager establish goals based on the idea of choice and clarity.

Cover Key Result Areas

What is a choice made from available alternatives?

Decision

"When did it occur" and "how did it occur" are questions associated with which step of the decision making process?

Diagnosis and analysis of causes

Self-contained unit structure is a term used for:

Divisional structure

When work specialization is extensive:

Employees perform a single task

_____ is the last step in the decision making process.

Evaluation and Feedback

What is used to help determine why employees are leaving their jobs?

Exit Interviews

Grand Strategy

Explains how the organization's mission is to be accomplished

Gatekeep Utilities is a subsidiary ofGW Enterprises. Gatekeep has a mission and product line that is unique from GW. Gatekeep's competitors are also very different from those of its parent, and the subsidiary markets to a very different group of customers. As such, Gatekeep can be described as a(n) _____. a.product unit b. functional unit c.operational unit d.strategic business unit e.boston consulting group uniy

_____ refers to a desired future state that an organization attempts to realize.

Goal

_____ specify future ends and _____ specify today's means.

Goals; plans

Which of the following is a comprehensive management control system that balances traditional financial measures with operational measures relating to a company's critical success factors?

Balanced Scorecard

Which of the following is NOT one of Porter's competitive forces?

Bargaining power of stockholders

Which of the following is Not one of Porter's competitive forces? Bargaining powers of supplies (b) Bargaining powers of customers (c) Bargaining power of stockholders (d) Potential new entrants (e) rivalry among competitors

Bargaining power of stockholders. Which of the following is Not one of Porter's competitive forces? Bargaining powers of supplies (b) Bargaining powers of customers (c) Bargaining power of stockholders (d) Potential new entrants (e) rivalry among competitors

Barriers to entry are related to which competitive force? a. Rivalry among competitors b. Potential new entrants c. Threat of substitute products d. Bargaining power of buyers e. Bargaining power of suppliers

People with a(n) _____ style usually are concerned with the personal development of others and may make decisions that help others achieve their goals.

Behavioral

Which of these styles is adopted by managers who have a deep concern for others as individuals?

Behavioral

Finance managers at Big Bend Inc. made a financial blunder when they solely looked at the previous year's sales to estimate sales for the coming year. Of which management bias is this an example?

Being influenced by initial impressions

Which of the following is the process of measuring your organizational process against the best in the industry?

Benchmarking

Boars' Nest Distributors is continually hampered by an inability to adapt to an unstable environment. Which of the following is a plausible explanation as to why? a. Boars' Nest's structure is too loose. b. Boars' Nest's structure is too horizontal. c. Boars' Nest uses a vertical structure. d. All of these. e. Both Boars' Nest's structure is too loose and structure is too horizontal.

Boars' Nest Distributors is continually hampered by an inability to adapt to an unstable environment. Which of the following is a plausible explanation as to why?

Boars' Nest uses a vertical structure

Boars' Nest Distributors is continually hampered by an inability to adapt to un unstable environment. Which of the following is a plausible explanation as to why?

Boars' Nest uses a vertical structure.

Bounded rationality

As a top manager, Joanna works with others within her team every day in making important corporate decisions. Her preferred decision-making approach is to generate as many alternatives to problems as possible in a short amount of time. This approach is referred to as _____.

Brainstorming

The BCG matrix organizes along which of the following dimensions?

Business growth rate and market share

The BCG matrix organizes along which of the following dimensions? Market share and profit Sales and market share Business growth rate and market share Business growth rate and profit Sales and profits

Business growth rate and market share

When Coca-Cola introduced Surge, a new citrus soft-drink, what type of strategy was being pursued?

Business-level strategy. When Coca-Cola introduced Surge, a new citrus soft-drink, what type of strategy was being pursued? Business-level strategy

Strategic goal

Increase revenue from new customers by 10% over the next 12 months

_____ is a systematic process of gathering and interpreting information about the essential duties.

Job Analysis

A formal chain of command for both functional and divisional relationships is provided by the __ approach to structure.

Matrix

Which of the following refers to the deployment of organizational resources to achieve strategic goals?

Organizing

The two stages of crisis planning include:

Prevention and preparation

Which of these is lacking in the goal "profits should be increased in the coming year?"

Specific and measurable

____ departments include all of those that provide specialized skills in support of ____ departments

Staff; line

_____ are the broad statements of where the organization wants to be in the future.

Strategic Goals

Which of these represent the broad statements of where the organization wants to be in the future?

Strategic goals

SWOT

Strengths (I), Weaknesses (I), Opportunities (E), Threats (E)

A _____ change is related to the organization production process.

Technological

Which of the following refers to the number of employees reporting to a supervisor?

The Span of Management

The _____ function recruits selects, trains, transfers, promotes, and lays off employees to achieve strategic goals. a.production b.leadership c.information and control systems d.structural design e.human resourcs

According to the BCG Matrix, which of the following exists in a mature, slow-growth industry, but is a dominant business in the industry, with a large market share? a.Question mark b.Asterisk c.Dog d.Star e.Cash cow

Managers are often referred to as: a. decision makers. b. peace makers. c. conflict creators. d. an unnecessary layer of employees. e. profit suppressor.

When the organization is structured along _____ lines, coordination is required.

a. functional b. divisional c. team d. all of these e. functional or divisional

43. Which of the following is NOT one of Porter's competitive forces? a. Potential new entrants b. Bargaining power of suppliers c. Bargaining power of stockholders d. Bargaining power of customers e. Rivalry among competitors

Which style is used by people who prefer simple, clear-cut solutions to problems? a. Behavioral b. Conceptual c. Directive d. Analytical e. Classical

The use of teams may lead to too much; division of labor decentralization authority and responsibility in top management's hands formalization narrow span of management

decentralization

When departments are grouped together on the basis of organizational outputs, the organization is using a: functional structure matrix structure divisional structure virtual network structure team-based structure

divisional structure

Ron meets with his company's accountant to discuss the budget of anticipated and actual expenses for each segment of the organization. This involves review of which type of budget?

expense budget

Numerous ____ are likely to be part of an overall ____.

projects, program

The question mark has a:

small market share in a rapidly growing industry.

. People need to understand how their individual actions can contribute to achieving an organizational strategy. This can be accomplished by delegating authority, creating teams, and defining roles. These actions are part of which tool for putting strategy into action? a.Visible leadership b.Candid communication c.Human resources d.Clear roles and accountability e.Bargaining power of employees

. Which of the following is an incorrect fit in a stable organizational environment? a. A tight structure b. A rigid structure c. A functional structure d. A horizontal structure e. A vertical structure

. Which of the following refers to the planning and decision making that lead to the establishment of the organization's goals and of a specific strategic plan? a.Strategy formulation b.Strategy implementation c.Strategy coordination d.Strategy control e.SWOT

Decision

1) A choice made from available alternatives. Example: An accounting manager selecting a junior auditor.

Classical Model

1) Based on rational economic assumptions and manager beliefs about what ideal decision making SHOULD be. 2) Based of of 4 assumptions 3) Normative How things should go but often unattainable, although helps decision makers be more rational instead of solely based on preference.

Conceptual Style

1) Broad amount of information - Broad alternatives. 2) rely on info from both people and systems 3) like to solve problems. creatively.

Decision-Making Models (3)

1) Classical Model - Ideal - Normative 2) Administrative - Reality - Descriptive - Bounded rationality - Satisficing - Intuition 3) Political - Complex - Coalition

Analytical Style

1) Complex solutions - A lot of detailed Data 2) Carefully consider alternatives 3) search for the best possible decision

Behavioral Style

1) Deep concerns for others as individuals 2) Like to talk to people (one-on-one) 3) Concerned with personal development

Why do managers make bad decisions

1) Influenced by initial impressions 2) Justifying past decisions 3) Seeing what you want to see 4) Perpetuating the status quo - what has wrkd 5) Being influenced by emotions 6) Overconfidence

Programmed Decisions

1) Involve situations that have occurred often enough 2) to enable decision rules to be developed and applied in the future. Made in response to recurring organizational problems.

Bounded Rationality

1) Meaning people have limits, or boundaries on how rational they can be. Organizations are incredibly complex and managers only have the time and ability to process only a limited amount of information with which to make decisions.

Satisficing

1) Means that decision makers choose the first solution alternative that satisfies minimal decision criteria. Rather than evaluate all alternatives and solutions to evaluate which will maximize economic return.

Types of Decisions

1) Programmed 2) Nonprogrammed

Decision - Making Steps RDASIE - Running Dog And Sleeping Iguana Eat.

1) R - recognition of a Problem 2) D - Diagnosis and Analysis of Causes 3) A - Alternatives (Development) 4) S - Selection of desired alternatives 5) I - Implementations of chosen alternatives 6) E - Evaluation and Feedback.

Intuition

1) Represents a quick apprehension of a decision situation based on past experience but without conscious thought.

Decision Making

1) The process of identifying problems and opportunities 2) then resolving them Revolves effort before and after the actual choice. Vital part of good management, not easy!

Classical Model - 4 assumptions

1) accomplish goals that are known and agreed on - Precisely formulated and defined. 2) strive for conditions of certainty and gather all information. All alternatives calculated. 3) criteria for evaluating alternatives are known and select only alternatives that will maximize economic return. 4) decision maker is rational and uses logic.

Electronic Brainstorming

1) also called brain writing 2)Brings people together in an interactive group over a computer network.

Coalition

1) an informal alliance between managers 2) who support a specific goal.

Nonprogrammed decisions

1) are made in response to situations that are unique 2) poorly defined 3) largely unstructured 4)have important consequences.

Risk

1) decision has clear-cut goals 2) good information is available 3) The future outcomes associated with each alternative are subject to chance

Uncertainty

1) know which goals they wish to achieve 2) But information about alternatives and future events is incomplete Leads mangers to make assuptions

Directive Style

1) simple, clear cut solutions 2) make decisions quickly 3) prefer to rely on existing rules or procedures for making decisions.

Political Model

1)Pluralistic conflicting goals 2) Conditions of uncertainty or ambiguity 3) Inconsistent Viewpoints; ambiguous information 4) Bargaining, discussion, and coalition

The __________ prohibits discrimination against qualified individuals by employers for a demand of "reasonable accommodation."

Americans with Disabilities Act

__________ is a device for collecting information about an applicant's education, previous job experience, and other background characteristics?

An application form

An organization strives for internal efficiency with a(n) _____ strategy. a. integration b. diversification c. differentiation d. defensive e. cost leadership

Managers are considered to have a(n) _____ style when they prefer to consider complex solutions based on as much data as they can gather.

Analytical

The organization chart

1. shows the characteristics of the organization's vertical structure 2. is a visual representation of the organization's structure 3. details the formal reporting relationships that exist within an organization

Family and Medical Leave Act require employers to provide up to _____ weeks unpaid leave for childbirth, adoption, or family emergencies.

Which of the following structures works best in an uncertain organizational environment?

A Horizontal Structure

List the four components of a SWOT analysis.

A SWOT includes strengths, weaknesses, opportunities, and threats.

Blue Ocean Strategy

A company creates a new, uncontested market space that makes competitors irrelevant, creates new consumer value, and decreases costs

A corporate-level strategy is concerned with the question: a.what business are we in? b. how do we compete? c.how do we support our chosen strategy? d.where do we market our products? e.should we promote from within

Theresa works in an organization where coordination across organizational units is poor and the units perceived themselves to be in competition with one another for organizational resources. These characteristics are consistent with which of the following structures?

A divisional structure

The planning process starts with:

A formal mission that defines the organization's purpose

At the top of the goal hierarchy is:

A mission

Operating plan

A plan that breaks long-term output into shortterm targets or goals

Benchmarking

A process by which a company compares its performance with that of high-performing organizations

Stategic Management

A process that involves managers from all parts of the organization in the formulation and the implementation of strategies and strategic goals

A pure functional structure is most appropriate for achieving: a. innovation. b. differentiation. c. internal efficiency goals. d. flexibility. e. all of these

_______ allow employees to select the benefits of greatest value to them.

Cafeteria-plan benefits packages

According to the BCG Matrix, which of the following exists in a mature, slow-growth industry, but is a dominant business in the industry, with a large market share?

Cash cow. According to the BCG Matrix, which of the following exists in a mature, slow-growth industry, but is a dominant business in the industry, with a large market share? Cash Cow

__ means that decision authority is located near the __ of the organization?

Centralization, top

_____ means that decision authority is located near the _____ of the organization

Centralization; Top

_____ means that decision authority is located near the _____ of the organization.

Centralization; top

_______ means that decision authority is located near the ________ of the organization Centralization; bottom Decentralization; bottom Centralization; top Centralization; middle None of these

Centralization; top

Mechanistic organizations

Centralized HoA, many rules, specialized tasks, formal, few teams, narrow & tall

In times of crisis or risk of company failure, authority should be:

Centralized at the top

Associated with the condition of _____ is the lowest possibility of failure.

Certainty

Which of the following means that all the information the decision-maker needs is fully available?

Certainty

Unity of command and the scalar principle are both closely related to the:

Chain of Command

Jacob was recently looking at his company's organization chart in an attempt to discover who reports to whom. Jacob is studying his organization

Chain of command

Jacob was recently looking at his company's organization chart in an attempt to discover who reports to whom. Jacob is studying his organization's:

Chain of command

Unity of command and the scalar principle are both closely related to the

Chain of command

Darren set goals for each of his employees. Each employee ended up with at least twenty-five goals. This process violates which of the following criteria for effective goals? Specific and measurable Challenging but realistic Covers key result areas Defined time period Linked to rewards

Challenging but realistic

Which of the following is the intervention stage of organization development in which individuals experiment with new workplace behavior?

Changing

The most common form of formal corporate training is:

Classroom training

Classy Clay has extremely creative employees who, in the opinion of the organization, keep the company ahead of the competition. The creativity of these employees would be classified as a. an internal weakness. b. an external opportunity. c. an external strength. d. an internal strength. e. a neutral factor.

Classy Clay has extremely creative employees who, in the opinion of the organization, keep the company ahead of the competition. The creativity of these employees would be classified as a(n) _____. a.internal weakness b.external opportunity c.external strength d.internal strength e.neutral factor

Which of the following is the process of forming alliances among managers during the decision making process?

Coalition Building

What is the process of forming alliances among managers during the decision making process?

Coalition building

Sender, message, receiver, feedback

Communication Process

Medium Barrier

Communication channel is blocked

Single-product strategy

Company makes and sells only one product within its market

What refers to all monetary payments and all goods or commodities used in lieu of money to reward employees?

Compensation

____ refers to what sets the organization apart from others and provides it with a distinct edge.

Competitive advantage

Which is an advantage of the divisional structure?

Concern for customer's needs is high

What is not a characteristic of the administrative decision making model?

Conditions of certainty

Coordination is defined as: a. the ability of the organization to produce timely products. b. the quality of collaboration across departments. c. differentiation. d. the quantity of goods produced by the organization. e. all of these.

Which of the following is a business activity that an organization does especially well relative to its competition? a. Strategy b. Cash cow c. Synergy d. Core competence e. Multidomestic

Core Competence

Danny is participating with other managers in a discussion about what his organization's goals should be for the next decade. He is participating in... strategic planning. operational planning. tactical planning. controlling.

Change and uncertainty in the environment are usually associated with

Decentralization

Change and uncertainty in the environment are usually associated with _____.

Decentralization

The use of teams may lead to too much

Decentralization

Organic organizations

Decentralized HoA, few rules, shared tasks, informal, many teams, wider and flatter structures

Alabama Airlines has three planning specialists who help division managers develop their own division plans. Serving as consultants to the divisions, the planning specialists give advice about strengths, weaknesses, opportunities, and threats. Alabama Airlines is utilizing what approach to the planning function?

Decentralized planning staff

Personal _____ style refers to differences among people with respect to how they perceives problems and make decisions.

Decision

Which of the following is a choice made from available alternatives?

Decision

Mark, a production manager at Kaylie's Kookware, recently chose to schedule his workers to work overtime. His alternative was to hire more workers. He is now monitoring the consequences of his choice. This is an example of _____.

Decision-making

_____ refers to the process of identifying problems and then resolving them.

Decision-making

Decisions regarding the proper amount of advertising for a particular good or service are related to: a.corporate-level strategies. b. functional-level strategies. c.tactical-level strategies. d.business-level strategies. e.retrenchment strategie

specifies the date on which goal attainment will be measured

Defined time period

Gina wishes to transfer authority and responsibility to her subordinates. This process is known as:

Delegating

Gina wishes to transfer authority and responsibility to her subordinates. This process is known as __.

Delegation

Gina wishes to transfer authority and responsibility to her subordinates. This process is known as:

Delegation

Which of the following is the basis for grouping positions into departments abad departments the total organization?

Departmentalization

Descriptive

Describes how managers ACTUALLY make decisions in complex situations rather than dictating how they SHOULD make decisions.

_____ approach describes how managers actually make decisions, where as _____ approach defines how a decision-maker should make decisions.

Descriptive; Normative

Jeff is a top manager at a textile factory. He is developing a crisis plan in the event that the company has a toxic spill or accident. Which of the following should Jeff undertake to prepare for such a crisis?

Designating a crisis management team in the event of an environmental disaster

Examples of nonprogrammed decisions would include the decision to:

Develop a new product or service

The _____ is the individual who is assigned the role of challenging assumptions made by the group.

Devil's Advocate

The _____ is the individual who is assigned the role of challenging assumptions made by the group.

Devils Advocate

_____ is the step in the decision-making process in which managers analyze underlying causal factors associated with the decision situation.

Diagnosis

Diagnosis and analysis of causes

All of the following are Porter's competitive forces except:

Differentiation

Which of the following strategies involve an attempt to distinguish the firm's products or services from others in the industry

Differentiation

Which of the following strategies involve an attempt to distinguish the firm's products or services from others in the industry?

Differentiation

Which of the following strategies involve an attempt to distinguish the firm's products or services from others in the industry? . Focus b. Cost leadership c. Internal growth-wrong d. Differentiation e. Liquidation

Differentiation

Which strategy can be profitable for an organization when customers are loyal and willing to pay high prices?

Differentiation

Which strategy can be profitable for an organization when customers are loyal and willing to pay high prices?

Differentiation. Which strategy can be profitable for an organization when customers are loyal and willing to pay high prices? Differentiation

Which style is used by people who prefer simple, clear-cut solutions to problems?

Directive

Lainie was denied a promotion to partner in her accounting firm because of her gender. Lainie is a victim of _____.

Discrimination

The hiring of applicants based on criteria that are not job-related is called:

Discrimination

For the compact disc industry, the advent of MP3 technology can best be described as what type of innovation?

Disruptive Innovation

_____ refers to innovations in products, services, or processes that radically change an industry's rules of the game for producers and consumers.

Disruptive Innovation

The purpose of _____ is to expand the firm's business operations to produce new kinds of valuable products and services?

Diversification

_____ is NOT a type of current problem that organizational development can help address.

Diversification

__ is also referred to as work specialization

Division of labor

Self-contained unit structure is a term used

Divisional structure

Stephanie works in one of seven research and development departments at Tara's Terrace, Inc. This would suggest that Tara's Terrace has a:

Divisional structure

When departments are grouped together on the basis of organization outputs, the organization is using a

Divisional structure

When departments are grouped together on the basis of organizational outputs, the organization is using a:

Divisional structure

According to your text, in very large companies, a

Divisional structure is essential

The functional, __, and __ are traditional approaches that rely on the chain of command define departmental groupings and reporting relationships along the hierarchy.

Divisional, matrix

Operational planning

Done by first-line managers for the next one to fifty-two weeks. Goals. Action plans.

Tactical Planning

Done by middle managers for the next six to twenty-four months. Goals. Action plans.

Strategic planning

Done by top managers for the next one to five years. Goals. Action plans

Double Click, Inc. has a number of strategic business units. Their hand-held computer unit has a large market share in this rapidly growing industry. Their hand-held computer business would be classified as a. a dog. b. a star. c. a question mark. d. a cash cow. e. stuck in the middle.

Double Click, Inc. has a number of strategic business units. Their hand-held computer unit has a large market share inthis rapidly growing industry. Their hand-held computer business would be classified as: a.a dog. b.a star. c.a question mark. d.a cash cow. e.stuck in the middle.

From top to bottom

Downward

The classical model of decision making is based on _____ assumptions.

Economic

Employees and customers are treated like a family at Bayou Seafood Café. Paul and Betsey, the owners, work to encourage unity to increase their employees' job satisfaction and commitment. At their café, Paul and Betsey have built a(n) A) clan culture. B) goal-driven agenda. C) bureaucracy culture. D) market culture. E) adhocracy culture.

When work specialization is extensive:

Employees perform a specific task

Face-to-face

Employees value authentic human time with the boss

A(n) _____ is a company that is highly attractive to potential employees because of human resources practices that focus on tangible and intangible benefits, and that embraces a long-term view to solving immediate problems.

Employer of choice

All of the following are the major disadvantages of the matrix structure EXCEPT

Enlarged tasks for employees

Strategic Management Process step 1

Establish the mission/vision/values statement

Which of the following lists the strategic management process in proper order?

Evaluate current mission/goals; Perform SWOT analysis; Define new mission/goals; Formulate strategy; Execute strategy

Which of the following lists the strategic management process in proper order?

Evaluate current mission/goals; Perform SWOT analysis; Define new mission/goals; Formulate strategy; Execute strategy.

_____ is the last step in the decision making process.

Evaluation and feedback

Level 2: Espoused Values

Explicitly Stated Values and Norms

Which of the following strategies would be appropriate when the need for both national responsiveness and global integration is low?

Export

Which of the following strategies would be appropriate when the need for both national responsiveness and global integration is low? a. Globalization b. Transnational c. Export d. Multidomestic e. Import

Export

Mission statement

Expresses the purpose of the organization

According to the strategy map described in chapter 7, which of the following is NOT a type of goal?

External business process goals

Market Culture

External environment, values stability and control, driven by competition and a strong desire to deliver results

Adhocracy Culture

External focus, values flexibility, adaptable, creative, and quick to respond to changes in the marketplace

Paramount, Inc. is particularly concerned about pending legislation in Congress that would further regulate their organization. This legislation would be classified as a(n) _____.

External threat

FLY Industries is a global conglomerate company headquartered in the United States that does business in over fifty countries. The company seeks to balance global efficiencies and local responsiveness by hiring locally as well as from home. It can best be described as using which global corporate strategy? a.Globalization strategy b.Multidomestic strategy c.Export strategy d.Transnational strategy e.Domestic strategy

Flash Card Inc. recently underwent a significant company-wide change that involved revision of its manufacturing and leadership processes. The result of this was a stronger emphasis on horizontal coordination. This level of change is referred to as _____. a. reorganization b. reengineering c. e-engineering d. strategic planning e. corporate structuring

he biggest advantage to a virtual network approach is _____ and _____ on a global scale.

Flexibility; competitiveness

Horizontal

Flows within and between units

Ford's decision to completely redesign its Ford Taurus can be classified asa: a.corporate level strategy. b. business level strategy. c.functional level strategy. d.retrenchment strategy. e.stability strategy

Follow the chain of command and are recognized as official

Formal Communication Channels

Vertical, downward, upward, horizontal, external

Formal communication

Strategic Management Process step 3

Formulate the grand strategy

Fred has been assigned to conduct a SWOT analysis for his organization, Acme, Inc.As part of this assignment, Fred will: a.conduct an external wage survey. b. search for the strengths, weaknesses, opportunities, and threats that impact his firm. c.choose a grand strategy for his firm. d.do a cost/benefit analysis. e.develop a mission

Fred has been assigned to conduct a SWOT analysis for his organization, Flintstones, Inc. As part of this assignment, Fred will a. conduct an external wage survey. b. search for the strengths, weaknesses, opportunities, and threats that impact his firm. c. choose a grand strategy for his firm. d. do a cost/benefit analysis. e. develop a mission.

Upward

From bottom to top

General Products Inc. is a small clothing designer and manufacturer located in the United States. A vast majority ofthe company's revenues comes from U.S. sales, although about ten percentof the company's revenue come from sales toCanada. General Products Inc. can best be described as using which global corporate strategy? a.Globalization strategy b.Multidomestic strategy c.Export strategy d.Transnational strategy e.Domestic strategy

The decision-maker must _____ once the problem has been recognized and analyzed.

Generate alternatives

All functions in a specific country or region report to the same division manager in _____ divisions.

Geographic based

All functions in a specific country or region report to the same division manager in __ divisions.

Geographic-based

Gillette operates numerous strategic business units. Most of its units in the personal care division have low market share but high business growth. These units are classified as _____. a. dogs b. question marks c. stars d. cash cows e. none of these

Gillette operates numerous strategic business units. Most of its units in the personal care division have low market share but high business growth. These units are classified as _____. a.dogs b.question marks c.stars d.cash cows e.none of these

If ABC International has standardized its product line throughout the world it is pursuing a:

Globalization Strategy

List the three global corporate strategies.

Globalization strategy, transnational strategy, and multi-domestic strategy.

______ refers to a desired future state that an organization attempts to realize. Plan Vision Statement Goal Mission Statement Idea

Goal

Which of the following is not a reason why planning positively affects a company's performance?

Goals and plans provide legitimacy for customers

_____ specify future ends and _____ specify today's means.

Goals; Plans

_____ is a vital part of good management because decisions determine how the organization solves its problems, allocates resources, and accomplishes its goals.

Good decision making

Greg was thinking about how he just did on his Economics test when his Management professor talked about tomorrow's Management quiz. This is an example of a(n) _____ barrier. encoding decoding medium receiver

_____ refers to the tendency of people in groups to suppress contrary opinions.

Group think

Stars

Have high growth and high market share - keepers

Dogs

Have low growth, low market share - should be gotten rid of

Cash Cows

Have slow growth but high market share - income finances stars and question marks

Shared development of innovations among several departments is emphasized by the _____ approach to innovation

Horizontal Linkage models

Which of the following is an incorrect fit in a stable organizational environment?

Horizontal structure

Horizontal, vertical

Normative

How a decision maker SHOULD make decision.

How business units and product lines fit together in a logical way is the essence of: a.business-level strategy. b. portfolio strategy. c.competitive strategy. d.financial strategy. e.functional strategy

Which of these questions is central to a functional-level strategy?

How do we support our chosen strategy?

Today, more than ever, strategic decisions are related to human resource considerations. _________ refers to the economic value of the knowledge, experience, skills, and capabilities of employees?

Human Capital

_____ is the first step in attracting an effective work force.

Human Resource Planning

The _____ function recruits selects, trains, transfers, promotes, and lays off employees to achieve strategic goals.

Human Resource function

Today, more than ever, strategic decisions are related to human resource considerations. Which of the following refers to the economic value of the knowledge, experience, skills, and capabilities of employees?

Human capital

_____ refers to the activities undertaken to attract, develop, and maintain an effective workforce within an organization.

Human resource management

_____ standards represent an international standard for quality management.

ISO 9000

Which of these is based on a set of international standards for quality?

ISO certification

Ashley has average technical skills but her real strengths lay in visualizing the benefits of other's ideas and in finding financial and political support for these ideas. Ashley is an excellent example of a(n) _____.

Idea Champion

Which of the following describes a person who is passionately committed to a new product of idea despite rejection by others?

Idea Champion

Which of the following is a person who sees the need for and fights for productive change in an organization?

Idea Champion

If ABC International has standardized its product line throughout the world itis pursuing a: a.multidomestic strategy. b.retrenchment strategy. c.diversity strategy. d.globalization strategy. e.liquidation strategy

Strategic Management Process step 4

Implement the strategy

The _____ step in the decision making process involves using managerial, administrative, and persuasive abilities to translate the chosen alternative into action.

Implementation

In a _____ organization, the entire work flow is mechanized in a sophisticated and complex form of production technology. a. service production b. mass production c. large-batch production d. small-batch production e. continuous process production

In the Mary Kay Cosmetics Co., the best salespeople receive pink Cadillacs in special awards ceremonies. This is an example of a symbol. a value. a rite or ritual. both a symbol and a rite.

________ requires the applicant to play the role of a manager who must decide how to respond to ten memos in his or her in-basket within a two-hour period.

In-basket simulations

In utilizing the matching model of employee selection, the organization offers ________ and the employee offers _______.

Inducements; contributions

Develop outside the formal structure and do not follow the chain of command

Informal communication channels

Innovative Creations Corporation is designed along functional lines. New product development is very slow and the process is plagued by many problems. One of the problems is that the people in marketing never communicate with the people in production. This is an example of poor _____. a. coordination b. planning c. motivating d. leading e. controlling

A(n) _________ is a cross-functional group of managers and employees who work together to gain a deep understanding of a specific business issues, with the aim of presenting insights related to that issue.

Intelligence team

At Save-tech, Sophia, director of marketing, is a member of a cross-functional group of managers and employees. The purpose of the group is to gain a deep understanding company's competitive environment and periodically present these findings to top management. Sophia is involved in what type of team?

Intelligence team

A pure functional structure is most appropriate for achieving:

Internal Efficiency goals

Classy Clay has extremely creative employees who, in the opinion of the organization, keep the company ahead of the competition. The creativity of these employees would be classified as a(n) _____.

Internal Strength

Clan Culture

Internal focus, values flexibility rather than stability, encourages collaboration

Hierarchy Culture

Internal focus, values stability, formalized structured work environment

An example of ________ is when current employees are given preference when a position opens in their organization.

Internal recruiting

____________ generates higher employee commitment, development, and satisfaction than does____________.

Internal recruiting; external recruiting

Operational goal

Introduce out two ned

Rodney doesn't always realize that within his role as an air traffic controller, he must continuously percieve and process information based on knowledge and experience that he is not always consciously aware of. This describes what type of decision making?

Intuitive

John has tremendous technical skills and frequently comes up with valuable ideas. However, he has clueless about how to promote it within the organization. John is a good example of a(n)_____ .

Inventor

Which of the following is NOT involved in the stages of crisis planning?

Investigating all stakeholders

Growth Strategy

Involves expansion, as in sales revenues, market share, number of employees, or number of customers

Stability

Involves little or no significant change

Defensive

Involves reduction in the organization's efforts

Diagnosis

Is the step in the decision-making process in which managers analyze underlying causal factors associated with the decision situation.

Risk Propensity

Is the willingness to undertake risk with the opportunity of gaining an increased payoff. Used when choosing among alternatives

Which of these are true about the cash cow? It generates tremendous profits in a rapidly growing industry It has a small market share in a rapidly growing industry It has a small market share in a slow growth industry It has a large market share in a slow growth industry It is generally a dead business that should be divested

It has a large market share in a slow growth industry

Which of these is true about the cash cow?

It has a large market share in a slow growth industry

Which of these is true about the cash cow? a. It has a large market share in a slow growth industry. b. It is generally a dead business that should be divested. c. It generates tremendous profits in a rapidly growing industry. d. It has a small market share in a rapidly growing industry. e. It has a small market share in a slow growth industry.

It has a large market share in a slow growth industry. Which of these is true about the cash cow?

Which of these is true about the dog division?

It has a small share of a slow growth market.

Which of these is true about the dog division?

It has a small share of a slow-growth market

Jacob was recently looking at his company's organization chart in an attempt to discover who reports to whom. Jacob is studying his organization's a. degree of formalization. b. amount of differentiation. c. degree of centralization. d. chain of command. e. division of labor.

Janessa is the CEO of a privately-held software company. In defining corporate-level strategies, which of the following questions would she most likely be concerned with? a.How do we compete? b. What business are we in? c.How does marketing support the business? d.How can we maximize profits? e.How can we make manufacturing processes more efficient?

Jeremy shares information with his fellow task-force members about their project. Jeremy is communicating a) externally. b) downward. c) upward. d) horizontally.

________ is a listing of job duties and desirable qualifications for a particular job.

Job description

Lisa is responsible for coordinating the efforts of several different departments. Which of the following titles best describes her position? a. Department manager b. Middle manager c. First-level supervisor d. Project manager e. Chairman of the board

Conditions that affect the possibilities of decision failure

Low -----------------------------------------High Certainty--Risk--Uncertainty--Ambiguity Programmed<-------> non-programmed Decisions differ according to the amount of certainty risk, uncertainty or ambiguity.

_____ is primarily responsible for operational goals/plans.

Lower Management

____ is primarily responsible for operational goals/plans.

Lower Mangement

_____ is primarily responsible for operational goals/plans.

Lower management

Strategic Management Process step 5

Maintain strategic control

Makai's Marketing Mix (MMM) does not use its resources wisely. The employees at MMM spend too much time in meetings and not enough time focusing on the task at hand. MMM's management should consider changing the organizational structure from _____ to _____. a. horizontal, vertical b. team based, horizontal c. vertical, team based d. mechanistic, rigid e. team-based, virtual network

Focusing manager and employee efforts on activities that will lead to goal attainment is a benefit of what management method?

Management by objectives

Which of these is a method of management whereby managers and employees define goals for every department, project, and person and use them to monitor subsequent performance?

Management by objectives

Which of these is a method of management whereby managers and employees define goals for every department, project, and person and use them to monitor subsequent performance?

Management by objectives.

Management by objectives (MBO)

Managers and employees jointly set objectives for the employee

MBO

Managers and employees periodically review the employee's performance

MBO

Managers develop action plans

Which of the following happens as organizations grow?

Managers have to find ways to tie different departments

Which of the following happens as organizations grow?

Managers have to find ways to tie different departments.

MBO

Managers make a performance appraisal and reward the employee according to results

Which of the following typically is NOT considered a staff department?

Manufacturing

Which of the following typically is NOT considered a staff department?

Manufacturing (Staff departments are: Research and development, Strategic planning, Human resources, and accounting)

Carly's Clothes, Inc. manufactures children's clothes. Which of the following departments for Carly's Clothes can be considered a line department?

Manufacturing Department

Carly's Clothes, Inc. manufactures children's clothes. Which of the following departments for Carly's Clothes can be considered a line department.

Manufacturing department

Marissa was recently assigned to a committee whose task is to research new product opportunities. Once this group generates a list of six or seven viable options, it will be disbanded. This group is also known as a _____. a. team b. standing committee c. permanent committee d. task force e. none of these

A formal chain of command for both functional and divisional relationships is provided by the _____ approach to structure.

Matrix

Global companies often use a __ structure to achieve simultaneous coordination of products across countries.

Matrix

Kent works at the Tick Tock, Inc. He has two bosses, one a functional manager and the other a divisional manager. Tick Tock, Inc. has a _____ structure.

Matrix

The __ is the product or functional boss, who is responsible for one side of the matrix.

Matrix boss

Kent works at the Tick Tock, Inc. He has 2 bosses, one a functional manager and the other a divisional manager. Tick Tock, Inc. has a

Matrix structure

Competitive Intelligence

Means gaining information about one's competitors' activities so that you can anticipate their moves and react appropriately

Melissa wants her employee, Ralph, to turn in his monthly sales report by the 5th of every month. This meets the ____________ requirement of SMART goals. specific measurable attainable target dates

When an experienced employee guides and supports a newcomer or less-experienced employee, this is referred to as _____.

Mentoring

Encoding barrier

Message is not expressed correctly

Which of these is(are) primarily concerned with tactical goals/plans?

Middle management

Mingles, Inc. concentrates its efforts on its target market of 18 to 25 year olds. It is using a(n) ____ strategy. a. focus b. differentiation c. overall cost leadership d. multidomestic e. universal strategy

Mingles, Inc. concentrates its efforts on its target market of 18 to 25 year olds. Itis using a(n) _____ strategy. a.focus b.differentiation c.cost leadership d.multidomestic e.universal strategy

"We respect our employees and value their diversity" is an example of a statement you are most likely to find in the organization's _____.

Mission

"We seek to become the premier business school in the west" is an example of a statement you are most likely to find in the organization's _____.

Mission

The organization's reason for existence is known as the organization's _____.

Mission

A statement that identifies distinguishing characteristics of an organization is known as a(n):

Mission Statement

____ refers to a broadly stated definition of the organization's basic business scope and operations that distinguishes it from similar types of organizations.

Mission statement

In the __ approach, a manufacturing company uses outside suppliers to provide entire chunks of a product, which are then assembled into a final product by a handful of workers

Modular

Mondavi Corporation has a finance department, a marketing department, and a production department. Mondavi: a. uses a functional structure. b. has a geographic structure. c. uses a divisional structure. d. uses product-based structure. e. uses a matrix structure.

Silver Star Automobiles holds monthly planning and operational reviews to ensure that it is on track for meeting organizational goals. This involves which stage of the organizational planning process? Developing the plan Translating the plan Plan operations Executing the plan Monitoring and learning

Monitoring and learning

A blueprint specifying the resource allocations schedules, and other actions necessary for attaining goals is referred to as a(n) _____.

Plan

A blueprint specifying the resource allocations schedules, and other actions necessary for attaining goals is referred to as a(n)

Plan (activities)

Which of the following is not a step in the organizational planning process?

Plan marketing tactics

Which of the following is not a step in the organizational planning process? Monitor and learn Plan operations Translate the plan Develop the plan Plan marketing tactics

Plan marketing tactics

Of the strategic management functions, which is considered the most fundamental?

Planning

The forecasting of human resource needs and the projected matching of individuals with expected job vacancies is referred to as human resource _____.

Planning

_____ is the act of determining the organization's goals and the means for achieving them.

Planning

______ is the act of determining the organization's goals and the means for achieving them. Brainstorming Organizing Planning Developing a mission A blueprint

Planning

Baltimore Brewery allows its line managers to take responsibility for strategic planning. This approach is consistent with which of the following?

Planning task force

Which of the following is a commonly-cited limitation of planning?

Plans can create a false sense of security.

Which of the following is a decision-making technique in which people are assigned to express competing points of view?

Point-counterpoint

An example of a _____ is a statement supporting the organization's efforts in the area of sexual harassment.

Policies

_____ define boundaries within which to make a decision.

Policies

Jefferson Inc. is an information technology consulting firm located in Washington D.C. Decisions at Jefferson are complex and involve many people, with a significant amount of disagreement and conflict. Which decision-making model fits best for this organization?

Political

The _____ model closely resembles the real environment in which most managers and decision-makers operate

Political

The _____ model of decision-making is useful for making nonprogrammed decisions when conditions are uncertain, information is limited, and there are managerial conflicts about what goals to pursue or what course of action to take.

Political

_____ is a type of corporate-level strategy that pertains to the organization's mix of strategic business units.

Portfolio strategy

A(n) _____ occurs when the organizational accomplishment is less than established goals.

Problem

Constant change prevents MBO from taking hold---An environment of poor emploryer-employee relations reduces MBO effectiveness---Strategic goals may be replaced by operational goals---Mechanistic orgs and values that discourage participation can harm the MBO process---too much paperwork saps MBO energy

Problems with MBO

Which of the following is not an approach to structural design that reflects different uses of the chain of command?

Process approach

_____ change is a change in the organization's product or service outputs.

Product

__________ change is a change in the organization's product or service outputs.

Product

_____ decisions are associated with decision rules.

Programmed

Nordstrom Department store's "No questions asked - Return's Policy" is an example of a(n):

Programmed Decision

If your instructor has an attendance policy, she/he is using a(n):

Programmed decision

Gillette operates numerous strategic business units. Most of its units in the personal care division have low market share but high business growth. These units are classified as _____.

Question mark exists in a new, rapidly growing industry, but only has a small market share.

What is a recruiting approach that gives applicants all pertinent and realistic information about the job and the organization?

Realistic job preview

Decoding barrier

Recipient doesn't understand the message

Programmed decisions are made in response to _____ organizational problems.

Recurring

Reengineering

Which of the following leads to strong coordination across functional areas and greater flexibility in responding to changes in the environments?

Reengineering

Groupthink

Refers to the tendency of people in groups to suppress contrary opinions.

Which of the following is the reinforcement stage of organization development in which individuals acquire a desired new skill or attitude and are rewarded for it by the organization?

Refreezing

Which strategy refers to moving into a new business that is related to the company's existing business activities?

Related Diversification

Semway, a regional bank, recently announced that it would soon begin offering financial planning services. This is an example of which of these?

Related diversification

High Fence Corporation is currently implementing an MBO program. Managers and employees jointly set objectives and develop action plans, and goal achievement is evaluated on an annual basis. High Fence is missing which major activity that must occur in order for MBO to be successful?

Reviewing Progress

Reviewing progress

Intentionally reducing the company's workforce to the point where the number of employees is deemed to be right for the company's current situation is referred to as _________.

Rightsizing

Under conditions of _____, statistical analyses are useful.

Risk

What means that a decision has clear-cut goals and that good information is available, but the future outcomes associated with each alternative are subject to chance?

Risk

What refers to the willingness to undertake risk with the opportunity to increase one's return?

Risk Propensity

Which of the following refers to the willingness to undertake risk with the opportunity to increase one's return?

Risk propensity

Question Marks

Risky new ventures - some will become stars, some dogs

The essence of _____ is to choose the first solution available.

Satisficing

Most managers settle for a _____ rather than a _____ solution.

Satisficing; Maximizing

According to MANAGER'S SHOPTALK in Chapter 10, all of the following are effective ways for a manager to delegate EXCEPT:

Save feed back for completion project

According to MANAGER'S SHOPTALK, all of the following are effective ways for a manager to delegate EXCEPT:

Save feedback for completion of the project

Which of the following organization have a flat structure compared to others?

Save feedback for completion of the project

__ refers to a clearly defined line of authority in the organization that includes all employees.

Scalar principle

_____ refers to a clearly defined line of authority in the organization that includes all employees.

Scalar principle

Where does the information about opportunities and threats comes from?

Scanning the external environments

_____ involves looking at trends and discontinuities and imagining possible alternative future to build a framework within which unexpected future events can be managed.

Scenario Building

_____ involves looking at trends and discontinuities and imagining possible alternative future to build a framework within which unexpected future events can be managed.

Scenario building

Sears' decision to sell off much of its financial services division is an example of a: a.corporate-level strategy. b. business-level strategy. c.functional-level strategy. d.growth strategy. e.stability strategy.

Once the desired alternative is developed, it should be _____.

Selected

Which of the following refers to the process of determining the skills, abilities, and other attributes a person needs to perform a particular job?

Selection

Semway, a regional bank, recently announced that it would soon begin offering financial planning services. This is anexample of which of these?a.Related diversification b. Unrelated diversification c.Cross-functional diversification d.Product line diversification e.Industry diversification

Which of these are primarily responsible for strategic goals/plans?

Senior management

Which of the following is not a step in the containment stage in crisis management?

Set up effective communications systems

Which of these is the first step in the MBO process?

Setting goals

_____ is the first step in the MBO process.

Setting goals

Traditionally, a span of management of about __ has been recommended.

Seven

Traditionally, a span of management of about _____ has been recommended.

Seven

Sherri has been asked to participate on a cross-functional task force that is charged with performing an audit checklist for her advertising firm. The task force will analyze organizational strengths and weaknesses as they apply to the firm. Sherri's task isto analyze management quality, staff quality, degree of centralization, and organizational charts. This levelof analysis pertains to which area of the audit? a.Management and organization b.Marketing c.Human resources d.Research and development e.Production

Decision styles - 4 styles A,B,C,D

Significant differences distinguish the ways in which individual managers may approach problems and make decisions concerning them. 1) Analytical 2) Behavioral 3) Conceptual 4) Directive

developed to achieve a set of goals that are not likely to be repeated in the future. programs and projects

Single use plans

"The Brain" is a permanent secret group within one of the nation's largest auto manufacturers. Members of this elite group focus intently on developing new and innovative automobile technologies. "The Brain" can best be described as what type of group or team?

Skunkwork

The question mark has a:

Small market share in a rapidly growing industry

Some people argue that _____ is the most difficult and most important part of strategic management. a.SWOT analysis b.strategic formation c.strategic execution d.strategic analysis e.strategy evaluation

Which of these is lacking in the goal "profits should be increased in the coming year?"

Specific and measureable

SMART goals

Specific, measurable, attainable, results, target dates

Vivian, as a vice-president of marketing, which is far removed from the research and development department. However, she keeps a close eye on what is happening in R & D and tries to support good ideas whenever she can by removing unnecessary organizational obstacles. Vivian is a good example of a(n)_____.

Sponsor

__ departments include all of those that provide specialized skills in support of __ departments.

Staff; line

According to the BCG Matrix, which of the following exists in a mature, slow-growth industry, but is a dominant business in the industry, with a large market share? a. Asterisk b. Dog c. Cash cow d. Star e. Question mark-wrong

Star

Stephanie works in one of seven research and development departments at Tara's Terrace, Inc. This would suggest that Tara's Terrace has a a. functional structure. b. divisional structure. c. wide span of control. d. high degree of centralization. e. matrix structure.

Stephanie works in one of seven research and development departments at Tara's Terrace, Inc. This would suggest that Tara's Terrace has a: a. functional structure. b. divisional structure. c. wide span of control. d. high degree of centralization. e. matrix structure.

What type of organizational unit has a unique business mission, product line, competitors, and markets relative to other units in the same corporation?

Strategic Business Unit (SBU)

__________ are the broad statements of where the organization wants to be in the future.

Strategic Goals

A long-term time frame is most closely associated with:

Strategic Plans

What type of organizational unit has a unique business mission, product line, competitors, and markets relative to other units in the same corporation?

Strategic business unit

_____ are the broad statements of where the organization wants to be in the future.

Strategic goals

_____ is the set of decisions and actions used to formulate and implement strategies that will provide a competitively superior fit between the organization and its environment so as to achieve organizational goals.

Strategic management

____ are called the action steps by which an organization intends to attain its strategic goals.

Strategic plans

The plan of action that prescribes resource allocation and other activities for dealing with the environment and helping the organization attain its goals is known as a(n) _____.

Strategy

_____ refers to the use of managerial tools to direct resources toward the achievement of strategic goals.

Strategy execution

Which of the following refers to the planning and decision making that lead to the establishment of the organization's goals and of a specific strategic plan?

Strategy formulation

Which of the following refers to the planning and decision making that lead to the establishment of the organization's goals and of a specific strategic plan? Strategy formulation Strategy implementation Strategy coordination Strategy control SWOT

Strategy formulation

_____ includes the planning and decision making that lead to the establishment of the firm's goals and the development of a specific strategic plan.

Strategy formulation

Which of the following is a visual representation of the key drivers of an organization's success, showing the cause-and-effect relationships among goals and plans?

Strategy map

2. __________ are reasonable yet highly ambitious goals that are so clear, compelling, and imaginative that they fire up employees and engender excellence.

Stretch Goals

_____ are reasonable yet highly ambitious goals that are so clear, compelling, and imaginative that they fire up employees and engender excellence.

Stretch goals

___________ are reasonable yet highly ambitious goals that are so clear, compelling, and imaginative that they fire up employees and engender excellence.

Stretch goals

Which of the following characteristics distinguishes authority?

Subordinates accept it

Which of the following factors is NOT associated with larger span of control?

Subordinates are located at various different locations

Which of the following factors is NOT associated with larger span of control?

Subordinates are located at various different locations.

What is not a factor that is associated with larger span of control?

Subordinates located at various locations

In using MBO, objectives should be set by the:

Supervisor and employee jointly

Swift Move Facilities manufacturers two different bicycle models. The company produces a high volume of products using standardized production runs. The company does very little product customization. Swift Move uses what type of technology structure? a. Service production b. Mass production c. Large-batch production d. Small-batch production e. Continuous process production

After Sunshine Systems merged with RTD Enterprises, company executives noticed that due to increased employee collaboration between the two units, costs were down and revenues increased within both areas. This is an example of what business phenomenon?

Synergy

The condition that exists when the organization's parts interact to produce a joint effect that is greater than the sum of the parts acting alone is known as:

Synergy

Which type of plan helps managers implement the overall strategic plan?

Tactical

Goals that define the outcomes that major divisions and departments must achieve in order for the organization to reach its overall goals is called:

Tactical Goals

One of the elements of competitive advantage is:

Target Customers

Task force

There are many organizational development activities, which are effective in solving many different problems. _____ enhances the cohesiveness and success of organizational groups.

Team Building

Which of the following is a contemporary approach to structural design in departmentalization?

Teams

Techniques used to monitor external environments include: a.hiring scanning organizations. b. hiring the competitive intelligence professionals. c.government reports. d.professional journals. e.all of these

Which of the following is a change in the manner in which an organization does its work?

Technology

Which of the following is a change in the organization's production process--how the organization does its work?

Technology

What is using computers and telecommunications equipment to do work without going to an office?

Telecommuting

The BCG matrix organizes along which of the following dimensions? a. Market share and profit b. Sales and market share c. Business growth rate and market share d. Business growth rate and profit e. Sales and profits

The BCG matrix organizes along which of the following dimensions? a.Market share and profit b.Sales and market share c.Business growth rate and market share d.Business growth rate and profit e.Sales and profits

The _____ strategy involves seeking efficient facilities, cutting costs and using tight cost controls to be more efficient than competitors. a.cost leadership b.differentiation c.focus d.internal growth e.liquidation

The assumption that a single global market exists would lead toa: a.globalization strategy. b.multidomestic strategy. c.diversity strategy. d.domestic strategy. e.liquidation strategy

The company's CEO puts pressure on the firm's R&D managers to develop products that can be created cheaply. The firm would be following a ________ strategy. cost leadership differentiation cost focus retrenchment

Which of the following has the highest possibility of failure?

The condition of ambiguity

The condition that exists when the organization's parts interact to produce a joint effect that is greater than the sum of the parts acting alone is known as: a.core competence. b. synergy. c.value creation. d.business-level strategy. e.multidomestic strategy

Which of these assumptions are included in the classical model of decision making?

The decision-maker strives for certainty

The planning process begins with which of these?

The development of a mission statement

The human resource department at Paula's Powerwheels is implementing a number of functional level strategies. These strategies include focusing on ways to retain and develop a stable work force and ways to improve efficiency in the organization. These functional-level strategies are consistent with which of the following strategies? a.Cost leadership b.Differentiation c.New product development d.New market development e.Divestiture

Ambiguity

The most difficult decision situation 1) Goals to be achieved or the problem to be solved is unclear 2) alternatives are difficult to define 3) information about outcomes is unavailable

The organization chart a. shows the characteristics of the organization's vertical structure. b. is a visual representation of the organization's structure. c. details the formal reporting relationships that exist within an organization. d. all of these. e. both shows the characteristics of the organization's vertical structure and is a visual representation of the organization's structure.

The outcome of information and cooperation is _____. a. organization b. planning c. coordination d. differentiation e. controlling

What is force field analysis?

The process of determining which forces drive and which resist a proposed change

The pure functional structure does not enable the organization to be: a. a cost leader. b. efficient. c. flexible. d. stable. e. all of these.

The purpose of _____ isto expand the firm's business operations to produce new kinds of valuable products and services? a.retrenchment b. diversification c.liquidation d.cash cow e.internal growth

The question mark has a: a.large market share in a rapidly growing industry. b. large market share in a slow growth industry. c.small market share in a rapidly growing industry. d.small share of a slow growth market. e.moderate market share in a slow growth industry

Feedback barrier

The recipient doesn't respond enough

Which of the following refers to the number of employees reporting to a supervisor?

The span of management

The star has a: a.large market share in a rapidly growing industry. b. large market share in a slow growth industry. c.small market share in a rapidly growing industry. d.small share of a slow growth market. e.moderate market share in a slow growth industry

The team approach to departmentalization is a response to: a. lack of participative teams. b. centralized decision-making. c. the competitive global environment. d. all of these. e. both lack of participative teams and centralized decision-making.

Grapevine

The unoffical communication system of the informal organization

__ is an organization structure that divides the major functions of the organization into separate companies

The virtual network approach

Which of these is true about single-use plans?

They are developed to achieve a set of goals that are unlikely to be repeated in the future

Which of these is true about single-use plans?

They are developed to achieve a set of goals that are unlikely to be repeated in the future.

Which of these are true about contingency plans?

They define company responses to specific situations, such as emergencies or setbacks.

____ is primarily responsible for strategic goals/plans.

Top Management

_____ is primarily responsible for strategic goals/plans.

Top Management

Juan is a top manager at I.F.L., a matrix organization. He oversees both the product and functional chains of command, and is responsible for maintaining a power balance between the two sides of the matrix. Juan is a _____.

Top leader

_____ is primarily responsible for strategic goals/plans.

Top management

Which of the following strategies would be appropriate when the need for both national responsiveness and global integration is low?

Transnational

Typically, project managers have authority over _____ but not over _____ assigned to it. a. people; the project b. the project; people c. resources; the project d. people; other resources e. finances; products

Means that managers know which goals they wish to achieve, but information about alternatives and future events is incomplete.

Uncertainty

The four positions on the possibility of failure scale include certainty, risk, ambiguity, and _____.

Uncertainty

_____ is the lack of information about future events.ganization?

Uncertainty

_____ means that managers know which goals they wish to achieve, but information about alternatives and future events is incomplete.

Uncertainty

A step in the diagnosis stage of organizational development in which participants are made aware of problems is referred to as _____,

Unfreezing

Organizational development specialists identify three distinct steps for achieving behavioral and attitudinal changes. These are

Unfreezing, changing, and refreezing

The matrix structure violates which of the following principles of management?

Unity of Command

The matrix structure violates which of the following principles of management

Unity of command

__ means that each employee is held accountable to only one supervisor

Unity of command

_____ means that each employee is held accountable to only one supervisor.

Unity of command

When an organization expands into a totally new line of business, it is implementing a strategy of: Related diversification Unrelated diversification Cross-functional diversification Product line diversification Industry diversification

Unrelated diversification

When an organization expands into a totally new line of business, it is implementing a strategy of:

Unrelated diversification. When an organization expands into a totally new line of business, it is implementing a strategy of: unrelated diversification

Crowdsourcing

Using the Internet and social media to enlist a group outside the organization for help solving a problem

_____ can be defined as the combination of benefits received and costs paid by the customer.

Value

How does managerial authority flow through the organizational hierarchy?

Verically

Up and down the chain of command

Vertical

Kara's department is made up of people with similar skills and work activities. Her organization uses to __ approach to departmenalization.

Vertical functional

In the _____ structure, the organization is viewed as a central hub surrounded by a network of outside specialists which are sometimes spread all over the world.

Virtual Network

Which of the following structures is the leanest of all organization forms because little supervision is required?

Virtual Network Approach

In the _____ structure, the organization is viewed as a central hub surrounded by a network of outside specialists which are sometimes spread all over the world.

Virtual network

The _____ is an organization structure that divides the major functions of the organization into separate companies and coordinates their activities from a small headquarters organization.

Virtual network approach

Which of the following structures is the leanest of all organization forms because little supervision is required?

Virtual network approach

Walt works for a large company. Recently, his organization began to contract out such functions as training, engineering, and computer service. This approach is consistent with a a. functional structure. b. team structure. c. divisional structure. d. hollow/network structure e. service structure

Social Media

Web-based and mobile technologies generate interactive dialogue with members of a network

A corporate-level strategy is concerned with the question

What business are we in?

Janessa is the CEO of a privately-held software company. In defining corporate-level strategies, which of the following questions would she most likely be concerned with?

What business are we in?

Janessa is the CEO of a privately-held software company. In defining corporate-level strategies, which of the following questions would she most likely be concerned with? How do we compete? What business are we in? How does marketing support the business? How can we maximize profits? How can we make manufacturing processes more efficient?

What business are we in?

Values statement

What the company stands for: core priorities, values of employees, and what the products contribute to society

What type of organizational unit has a unique business mission, product line, competitors, and markets relative together units in the same corporation? a.Product unit b.Functional unit c.Strategic business unit d.Operational unit e.Business consulting group unit

Strategy defines _____ to do (it) while organizing defines _____ to do (it).

What; How

When AT&T decided to buy Media One, a cable company, it was pursuing a(n) _____ strategy. a.functional-level b. internal growth c.multi-domestic d.corporate-level e.business-leve

When Coca-Cola introduced Surge, a new citrus soft-drink, what type of strategy was being pursued? a.Functional-level strategy b. Multi-domestic strategy c.Corporate-level strategy d.Retrenchment strategy e.Business-level strategy

When Philip-Morris, the tobacco giant, bought Kraft, Inc., it was pursuing a _____. a.corporate-level strategy b. business-level strategy c.functional-level strategy d.multidomestic strategy e.retrenchment strategy

When an organization expands into a totally new line of business, itis implementing a strategy of: a.Related diversification b. Unrelated diversification c.Cross-functional diversification d.Product line diversification e.Industry diversification

When analyzing the "W" in SWOT analysis, Roberta, the manager might be assessing possible challenges in the market. competitors' actions. high turnover of employees. good financial resources of the firm.

Escalating Commitment

When managers and company often continue to invest time and money in a solution despite strong evidence that it is not appropriate.

When properly managed, _____ can create additional value with existing resources, providing a big boost to the bottom line. a.synergy b. competitors c.government contacts d.command structure e.cooperation among customers

When the organization is structured along _____ lines, coordination is required. a. functional b. divisional c. team d. all of these e. functional or divisional

Where does the information about opportunities and threats comes from? a.An analysis of the organization's internal environment b.A department by department study of the organization c.Scanning the external environments d.Employee grievances e.Financial ratios of the organization

Which is an advantage of the divisional structure? a. Concern for customers' needs is high. b. There is little duplication of services across divisions. c. There is good coordination across divisions. d. Top management retains tight control of the organization. e. There is no competition for corporate resources.

Which of the following happens as organizations grow? a. Positions and departments are deleted. b. Management layers are eliminated to save cost. c. Managers have to find ways to tie different departments. d. Top management becomes more autocratic. e. None of these.

Which of the following is NOT one of Porter's competitive forces? a.Potential new entrants b.Bargaining power of suppliers c.Bargaining power of stockholders d.Bargaining power of customers e.Rivalry among competitor

Which of the following is a "do" when attempting to improve communication? A) Close your eyes. B) Speak very slowly. C) Lick your lips or play with your hair. D) Smile. E) Look away from the speaker.

Which of the following is a business activity that an organization does especially well relative to its competition? a.Strategy b.Synergy c.Cash cow d.Core competence e.Multidomestic

Which of the following is a contemporary approach to structural design in departmentalization? a. Functional b. Divisional c. Traditional divisions d. Teams e. Geographic-based

Which of the following is closest to a SMART goal? a. Send out a whole bunch of my resumes so I can get a job working in retail banking b. Read the job wanted ads to find out which banks are hiring c. Call a friend who works at a bank to get a referral d. Send out my resume to all local banks by the end of the week e. Get a job now

Which of the following is not an approach to structural design that reflects different uses of the chain of command? a. Matrix approach b. Team-based approach c. Process approach d. Divisional approach e. Virtual network approach

Which of the following is not an example of noise in the communication process in a typical classroom? A) a student answering a professor's question B) a student in the back of the classroom texting a friend C) uncomfortable classroom desks D) an attractive person walking by the open classroom door E) groundskeepers mowing the lawn outside the classroom window

Which of the following is(are) an advantage of team structure? a. Increased barriers among departments b. Unplanned decentralization c. Time and resources spent on meetings d. Less response time, quicker decisions e. All of these

Which of the following isNOT one of the tools used for putting strategy into action? a.Visible leadership b.Diversification c.Human Resources d.Communication e.Clear roles and accountability

Which of the following leads to strong coordination across functional areas and greater flexibility in responding to changes in the environments? a. Reengineering b. Layoffs c. Downsizing d. A temporary committee e. An ad hoc committee

Which of the following lists the strategic management process in proper order? a.Formulate strategy; Evaluate strategy; Perform SWOT analysis; Define new mission/goals; Execute strategy; Control strategy. b. Perform SWOT analysis; Evaluate current mission/goals; Formulate strategy; Execute strategy; Define new mission/goals. c.Evaluate current mission/goals; Define new mission/goals; Formulate strategy; Execute strategy; Perform SWOT analysis . d.Evaluate current mission/goals; Perform SWOT analysis; Define new mission/goals; Formulate strategy; Execute strategy. e.Define n

Which of the following pertains to the organization as a whole? a.Business-level strategy b. Functional-level strategy c.Corporate-level strategy d.Operational-level strategy e.Competitive-level strategy

Which of the following portfolio categories is made up of poor performers who command only a small share of a slow growth market?a.Star b.Cash cow c.Question mark d.Dog e.Cat

Which of the following refers to a strategy that combines global coordination to attain efficiency with flexibility tomeet specific needs in various countries? a.Domestic strategy b.Global strategy c.Transnational strategy d.Multidomestic strategy e.Region design strategy

Which of the following strategies involve an attempt to distinguish the firm's products or services from others in the industry? a.Cost leadership b.Differentiation c.Focus d.Internal growth e.Liquidation

Which of the following strategies refers to moving into a new business that is related to the company's existing business activities?a.Horizontal integration b.Vertical integration c.Unrelated diversification d.Related diversification e.Strategic partnership

Which of the following strategies would be appropriate when the need for both national responsiveness and global integration is low?a.Globalization b.Multidomestic c.Export d.Transnational e.Import

Which of the following structures is most consistent with a strategy of stability? a. Team based structure b. Organic structure c. Matrix structure d. Functional structure e. Learning structure

Which of the following structures works best in an uncertain organizational environment? a. A tight structure b. A mechanistic structure c. A horizontal structure d. A functional structure e. A vertical structure

Which of the following symbolizes the legitimacy of the organization to external audiences? a. Operational goals b. Tactical plans c. Strategic goals d. Mission statement e. Tactical goals

Which of these is true about the cash cow? a.It generates tremendous profits in a rapidly growing industry. b. It has a small market share in a rapidly growing industry. c.It has a small market share in a slow growth industry. d.It has a large market share in a slow growth industry. e.It is generally a dead business that should be divested

Which of these is true about the dog division?a.It has a large market share in a rapidly growing industry. b. It has a large market share in a slow growth industry. c.It has a small market share in a rapidly growing industry. d.It has a small share of a slow growth market. e.It has a moderate market share in a rapidly growing industry

Which of these questions is central to a functional-level strategy? a.What business are we in? b. How do we compete? c.How do we support our chosen strategy? d.What business do we buy? e.Where to market our products

Which strategy can be profitable for an organization when customers are loyal and willing to pay high prices?a.Focus b.Globalization c.Overall cost leadership d.Differentiation e.Liquidation

_____ decisions are associated with conflicts over goals and decision alternatives, rapidly changing circumstances, fuzzy information, and unclear links among decision elements.

Wicked

While interviews are ____, they are generally ____ predictors of subsequent job performance.

Widely used; Not valid

__ is the trend in recent years.

Wider spans of management

____ is the trend in recent years.

Wider spans of management

With a(n) _____ strategy, the organization attempts to develop innovative products unique to the market. a. differentiation b. integration c. reengineering d. cost leadership e. defensive

With a(n) _____ strategy, the organization concentrates on a specific regional market or buyer group. a.cost leadership b.differentiation c.focus d.internal growth e.liquidation

Which of the following refers to the degree to which organizational tasks are subdivided into individual jobs?

Work Specialization

Which of the following refers to the degree to which organizational tasks are subdivided into individual jobs?

Work specialization

XYZ Hospital has a chief of medical services, a director of administrative services, and a director of outpatient services. XYZ has a ___________ structure. functional simple divisional matrix

____ means that decision authority is located near the ____ of the organization. a. Centralization, bottom b. Decentralization, top c. Centralization, top d. Centralization, middle e. None of these

_____ can be defined as the combination of benefits received and costs paid by the customer. a.Organizational benefits b. Value c.Cost-benefit diversity d.Synergy e.Core competence

_____ level strategy pertains to the major functional departments within the business unit. a.Operational b.Corporate c.National d.Business e.Functional

_____ refers to the fact that services are perishable and cannot be stored in inventory. a. Boundarylessness b. Tangible output c. Intangible output d. Flexible operations e. Centralization

_____ refers to the modification of product design and advertising strategies to suit the specific needs of individual countries. a.Domestic strategy b.Global strategy c.Transnational strategy d.Multidomestic strategy e.Market design strategy

_____ refers to the use of managerial tools to direct resources toward the achievement of strategic goals. a.Strategy formulation b. Strategy coordination c.Strategy execution d.Strategy control e.Strategy planning

Which of the following refers to a major shift in the norms, values, attitudes, and mindset of the entire organization

`Culture Change

"When did it occur" and "how did it occur" are questions associated with which step of the decision making process? a. Diagnosis and analysis of causes b. Recognition of decision requirement c. Development of alternatives d. Selection of desired alternative e. None of these

10. Sears' decision to sell off much of its financial services division is an example of a: a. corporate-level strategy. b. business-level strategy. c. functional-level strategy. d. growth strategy. e. stability strategy.

11. A corporate-level strategy is concerned with the question: a. what business are we in? b. how do we compete? c. how do we support our chosen strategy? d. where do we market our products? e. should we promote from within?

19. Which of the following refers to the planning and decision making that lead to the establishment of the organization's goals and of a specific strategic plan? a. Strategy formulation b. Strategy implementation c. Strategy coordination d. Strategy control e. SWOT

24. Sherri has been asked to participate on a cross-functional task force that is charged with performing an audit checklist for her advertising firm. The task force will analyze organizational strengths and weaknesses as they apply to the firm. Sherri's task is to analyze management quality, staff quality, degree of centralization, and organizational charts. This level of analysis pertains to which area of the audit? a. Management and organization b. Marketing c. Human resources d. Research and development e. Production

3. When properly managed, _____ can create additional value with existing resources, providing a big boost to the bottom line. a. synergy b. competitors c. government contacts d. command structure e. cooperation among customers

32. The star has a: a. large market share in a rapidly growing industry. b. large market share in a slow growth industry. c. small market share in a rapidly growing industry. d. small share of a slow growth market. e. moderate market share in a slow growth industry.

39. Semway, a regional bank, recently announced that it would soon begin offering financial planning services. This is an example of which of these? a. Related diversification b. Unrelated diversification c. Cross-functional diversification d. Product line diversification e. Industry diversification

42. All of the following are Porter's competitive forces except: a. differentiation. b. bargaining power of buyers. c. bargaining power of suppliers. d. threat of substitute products. e. potential new entrants.

46. The _____ strategy involves seeking efficient facilities, cutting costs and using tight cost controls to be more efficient than competitors. a. cost leadership b. differentiation c. focus d. internal growth e. liquidation

47. The human resource department at Paula's Powerwheels is implementing a number of functional level strategies. These strategies include focusing on ways to retain and develop a stable work force and ways to improve efficiency in the organization. These functional-level strategies are consistent with which of the following strategies? a. Cost leadership b. Differentiation c. New product development d. New market development e. Divestiture ANSWER: a POINTS: 1 DIFFICULTY: 2 REFERENCES: 253 LEARNING OBJECTIVES: MGMT.DAFT.12.08-06 - 08-06 NATIONAL STANDARDS: United States - BUSPROG: Analytic STATE STANDARDS: United States - LA - DISC: Strategy KEYWORDS: Bloom's: Knowledge OTHER: A

49. Mingles, Inc. concentrates its efforts on its target market of 18 to 25 year olds. It is using a(n) _____ strategy. a. focus b. differentiation c. cost leadership d. multidomestic e. universal strategy

53. The assumption that a single global market exists would lead to a: a. globalization strategy. b. multidomestic strategy. c. diversity strategy. d. domestic strategy. e. liquidation strategy.

58. Persuasion, motivation, and changes in cultures and values are examples of which of the dimensions used to implement strategy? a. Leadership b. Structural design c. Human resources d. Information and control systems e. Compensation

8. When Philip-Morris, the tobacco giant, bought Kraft, Inc., it was pursuing a _____. a. corporate-level strategy b. business-level strategy c. functional-level strategy d. multidomestic strategy e. retrenchment strategy

At the start of every shift, Carl, a delivery truck driver, plans out his route based on the addresses that he will be visiting to drop off packages. This can best be described as what kind of decision? a. Programmed b. Nonprogrammed c. Wicked d. Administrative e. Intuitive

Bierderlack has a policy that states that more than three absences in a six-month period shall result in a suspension. Colleen, the manager, has just decided to suspend one of her shift employees for violating this policy. This is an example of: a. a programmed decision. b. a nonprogrammed decision. c. an insignificant decision. d. poor management. e. personal grudge.

Good examples of _____ decisions are strategic decisions. a. nonprogrammed b. programmed c. insignificant d. recurring e. structured

If your instructor has an attendance policy, she/he is using a(n): a. programmed decision. b. unique approach. c. condition of ambiguity. d. nonprogrammed decision. e. none of these.

Managers with a(n) _____ style may make decisions that help others achieve their goals. a. behavioral b. conceptual c. directive d. analytical e. classical

Melissa is a manager at InStylez Clothing. Her job is very complex and she feels that she does not have enough time to identify and/or process all the information she needs to make decisions. Melissa's situation is most consistent with which of the following concepts? a. Bounded rationality b. The classical model of decision making c. Satisficing d. Brainstorming e. Scientific management

Nordstrom Department store's "No questions asked - Return's Policy" is an example of a(n): a. programmed decision. b. nonprogrammed decision. c. novel decision. d. poor management. e. unstructured decision.

The condition under which ambiguity occurs is when: a. alternatives are difficult to define. b. objectives are well defined. c. information about outcomes is readily available. d. all the alternatives are known. e. decisions are already made.

The four positions on the possibility of failure scale include certainty, risk, ambiguity, and _____. a. uncertainty b. conflict c. necessity d. indecision e. possibility

When managers base decisions on what has worked in the past and fail to explore new options, they are: a. perpetuating the status quo. b. being influenced by emotions. c. being overconfident. d. justifying past actions. e. seeing what they want to see.

When managers base decisions on what has worked in the past and fail to explore new options, they are: a. perpetuating the status quo. b. being influenced by emotions. c. being overconfident.

Which approach defines how a decision-maker should make decisions? a. Normative b. Scientific c. Descriptive d. Reflective e. Humanistic

Which of the following defines a technique that uses a face-to-face group to spontaneously suggest a broad range of alternatives for decision making? a. Brainstorming b. Groupthink c. Point-counterpoint d. Brainwriting e. Devil's advocate

Which of the following is a choice made from available alternatives? a. Decision b. Plan c. Goal d. Tactic e. Strategy

Which of the following is a decision-making technique in which people are assigned to express competing points of view? a. Point-counterpoint b. Devil's advocate c. Debate d. Groupthink e. Brainwriting

Which of the following means that all the information the decision-maker needs is fully available? a. Certainty b. Risk c. Uncertainty d. Ambiguity e. None of these

Which of these styles is adopted by managers who have a deep concern for others as individuals? a. Behavioral b. Classical c. Analytic d. Logical e. Conceptual

_____ is the last step in the decision making process. a. Evaluation and feedback b. Development of alternatives c. Implementation of chosen alternative d. Selection of desired requirement e. Recognition of decision requirement

Choosing between a differentiation strategy and an overall cost leadership strategy is...

a decision.

The planning process starts with:

a formal mission that defines the organization's purpose.

Roxanne is a manager at Geronimo Gaming. She recently attended a seminar on goal setting. She wishes to use goals to provide a sense of direction to her staff. She is using goals as:

a guide to action.

Disadvantages of the virtual network approach include:

a lack of hands-on control. b. the possibility of losing an important part of the organization. c. weakened employee loyalty. d. a lack of hands-on control and weakened employee loyalty.

Lower-level goals should lead to the achievement of higher-level goals. This is called

a means-end chain.

1. At the top of the goal hierarchy is:

a mission

Heather belongs to an informal group at work that meets twice a month to discuss common issues and problems in the workplace. Recently, this group has been focusing on ways to improve safety in the workplace. This group is an example of:

a quality circle

a star

Double Click, Inc. has a number of strategic business units. Their handheld computer unit has a large market share in this rapidly-growing industry. Their handheld computer business would be classified as...

a star

A task force is _____ committee(s) formed to solve a specific problem.

a temporary

Organizational structure includes which of these?

a. The set of formal tasks assigned to individuals b. The set of formal tasks assigned to departments c. The design of systems to ensure effective coordination of employees across departments d. Formal reporting relationships

Feedback is important because

a. decision making is a continuous process. b. it provides decision-makers with new information. c. it helps determine if a new decision needs to be made. d. it provides decision-makers with new information and it helps determine if a new decision needs to be made.

The team approach to departmentalization is a response to:

a. lack of participative teams. b. centralized decision-making. c. the competitive global environment. d. all of these. e. both lack of participative teams and centralized decision-making.

Nonprogrammed decisions are made in response to situations that are:

a. unique. b. unstructured. c. important to the organization. e. unique and important to the organization.

The people with authority and responsibility are subject to reporting and justifying task outcomes to those above them in the chain of command. This is called _____.

accountability

Authority

accountability, responsibility, and delegation; line versus staff positions

Advantages of the matrix structure include

all of these

The organization chart: shows the characteristics of the organization's vertical structure is a visual representation of the organization's structure details the formal reporting relationships that exist within an organization all of these both shows the characteristics of the organization's vertical structure and is a visual representation of the organization's structure

all of these

The ultimate impact of goals depended on the extent to which goal achievement is linked to

all the above rewards salary increases promotions

Successful change requires that organizations be capable of both creating and implementing ideas, which means the organization must learn to be _____.

ambidextrous

Which of the following is a device for collecting information about an applicant's education, previous job experience, and other background characteristics?

an application form

Which of the following describes a person who is passionately committed to a new product of idea despite rejection by others?

an idea champion

Which of the following provides a safe harbor where ideas from employees throughout the company can be developed without interference from company bureaucracy or politics?

an idea incubator

John has tremendous technical skills and frequently comes up with valuable ideas. However, he has little idea how to promote it within the organization. John is a good example of

an inventor

Standing Plans...

are used to provide guidance for tasks performed repeatedly within the organization

Standing plans:

are used to provide guidance for tasks performed repeatedly within the organization.

Research has identified four major decision styles. These include all of the following except _____.

authoritative (4 major decision types: Analytical, directive, conceptual, behavioral)

All of the following are ways in which companies can bring about relentless drive for progress EXCEPT

avoid stretching goals

13. Ford's decision to completely redesign its Ford Taurus can be classified as a: a. corporate level strategy. b. business level strategy. c. functional level strategy. d. retrenchment strategy. e. stability strategy.

2. The condition that exists when the organization's parts interact to produce a joint effect that is greater than the sum of the parts acting alone is known as: a. core competence. b. synergy. c. value creation. d. business-level strategy. e. multidomestic strategy.

20. Fred has been assigned to conduct a SWOT analysis for his organization, Acme, Inc. As part of this assignment, Fred will: a. conduct an external wage survey. b. search for the strengths, weaknesses, opportunities, and threats that impact his firm. c. choose a grand strategy for his firm. d. do a cost/benefit analysis. e. develop a mission.

27. How business units and product lines fit together in a logical way is the essence of: a. business-level strategy. b. portfolio strategy. c. competitive strategy. d. financial strategy. e. functional strategy.

36. Gillette operates numerous strategic business units. Most of its units in the personal care division have low market share but high business growth. These units are classified as _____. a. dogs b. question marks c. stars d. cash cows e. none of these

38. When an organization expands into a totally new line of business, it is implementing a strategy of: a. Related diversification b. Unrelated diversification c. Cross-functional diversification d. Product line diversification e. Industry diversification

4. Janessa is the CEO of a privately-held software company. In defining corporate-level strategies, which of the following questions would she most likely be concerned with? a. How do we compete? b. What business are we in? c. How does marketing support the business? d. How can we maximize profits? e. How can we make manufacturing processes more efficient?

4. _____ can be defined as the combination of benefits received and costs paid by the customer. a. Organizational benefits b. Value c. Cost-benefit diversity d. Synergy e. Core competence

40. The purpose of _____ is to expand the firm's business operations to produce new kinds of valuable products and services? a. retrenchment b. diversification c. liquidation d. cash cow e. internal growth

44. Which of the following strategies involve an attempt to distinguish the firm's products or services from others in the industry? a. Cost leadership b. Differentiation c. Focus d. Internal growth e. Liquidation

All of the following are characteristics of the administrative decision making model except: a. vague problem and goals. b. conditions of certainty. c. limited information about alternatives and their outcomes. d. satisfying choice. e. all of these are characteristics of administrative decision making model.

All of these are basic assumptions of the political model except: a. organizations are made up of groups with diverse interests, goals, and values. b. information is clear and complete. c. managers do not have the time, resources, or mental capacity to identify all dimensions of the problem. d. managers engage in the push and pull of debate to decide goals and discuss alternatives. e. all of these are basic assumptions of the political model.

Examples of nonprogrammed decisions would include the decision to: a. reorder supplies. b. develop a new product or service. c. perform routine maintenance on one of the machines in manufacturing. d. terminate an employee for violation of company rules. e. fill a position.

For a programmed decision: a. alternatives are usually difficult to identify. b. alternatives are usually easy to identify. c. there are usually few alternatives. d. there are usually few alternatives and they are difficult to identify. e. there are no alternatives.

Most managers settle for a _____ rather than a _____ solution. a. minimizing; maximizing b. satisficing; maximizing c. top-level; bottomline d. maximizing; satisficing e. challenging; simple

Programmed decisions are made in response to _____ organizational problems. a. unusual b. recurring c. significant d. minor e. unique

The concept that people have the time and cognitive ability to process only a limited amount of information on which to base decisions is known as: a. satisficing. b. bounded rationality. c. classical model of decision making. d. normative approach. e. scientific approach.

The growth of quantitative decision techniques that use computers has expanded the use of which decision-making approach? a. Administrative b. Classical c. Intuitive d. Political e. Bureaucratic

The recognition of the decision requirement step in the managerial decision making process requires managers to: a. develop alternative solutions. b. integrate information in novel ways. c. use the classical model of decision making. d. focus on generating ideas. e. select undesirable alternatives.

Two area banks, Bank A and Bank B, decided to merge their operations. This is an example of a: a. programmed decision. b. nonprogrammed decision. c. decision rule. d. structured decision. e. bad community decision.

When managers know which goals they wish to achieve, but information about alternatives and future events is incomplete, the condition of _____ exists. a. risk b. uncertainty c. ambiguity d. certainty e. problematic

Which model of decision making is associated with satisficing, bounded rationality, and uncertainty? a. Classical b. Administrative c. Quantitative d. Rational e. Political

Which of the following has the highest possibility of failure? a. The condition of certainty b. The condition of ambiguity c. The condition of uncertainty d. The condition of risk e. All of these

Which of the following is NOT one of the tools used for putting strategy into action? a. Visible leadership b. Diversification c. Human Resources d. Communication e. Clear roles and accountability

Which of the following means that a decision has clear-cut goals and that good information is available, but the future outcomes associated with each alternative are subject to chance? a. Certainty b. Risk c. Uncertainty d. Ambiguity e. Brainstorming

Which of the following refers to the willingness to undertake risk with the opportunity to increase one's return? a. Tunnel vision b. Risk propensity c. Risk averse d. Thrill seeking e. Ineffective investment philosophy

Which of these assumptions are included in the classical model of decision making? a. Problems are unstructured and ill defined. b. The decision-maker strives for conditions of certainty. c. Criteria for evaluating alternatives are unknown. d. The decision-maker selects the alternatives that will minimize the economic return to the organization. e. The situation is always uncertain.

_____ is the step in the decision-making process in which managers analyze underlying causal factors associated with the decision situation. a. Analysis b. Diagnosis c. Recognition d. Judgment e. Identification

_____ refers to the tendency of people in groups to suppress contrary opinions. a. Point-counterpoint b. Groupthink c. Devil's advocacy d. Escalating commitment e. Brainstorming

The firm's financial position with respect to assets and liabilities at a specific point in time is shown by its:

balance sheet

People with a(n) _____ style usually are concerned with the personal development of others and may make decisions that help others achieve their goals.

behavioral

investigation of the best results among other firms

benchmarking

The BGC matrix organizes businesses along two dimensions:

business growth rate and market share

Decisions regarding the proper amount of advertising for a particular good or service are related to: a. retrenchment strategies. b. tactical-level strategies.- wrong c. corporate-level strategies. d. functional-level strategies. e. business-level strategies.

business level strategies

Ford's decision to completely redesign its Ford Taurus can be classified as a:

business level strategy.

The question, "How do we compete?," concerns _____ strategy.

business-level

Decisions regarding the proper amount of advertising for a particular good or service are related to:

business-level strategies.

When Philip-Morris, the tobacco giant, bought Kraft, Inc., it was pursuing a _____.

business-level strategy

. Shirley works in the human resource department at Turtle Shells, Inc. She believes she is seeing an increase in drinking problems among the workforce. She thinks she needs to investigate further. She is at what stage of the managerial decision making process? a. Diagnosis and analysis of causes b. Development of alternatives c. Recognition of decision requirement d. Evaluation and feedback e. Selection of desired alternatives

16. Which of these questions is central to a functional-level strategy? a. What business are we in? b. How do we compete? c. How do we support our chosen strategy? d. What business do we buy? e. Where to market our products?

18. _____ refers to the use of managerial tools to direct resources toward the achievement of strategic goals. a. Strategy formulation b. Strategy coordination c. Strategy execution d. Strategy control e. Strategy planning

23. Paramount, Inc. is particularly concerned about pending legislation in Congress that would further regulate their organization. This legislation would be classified as a(n) _____. a. external opportunity b. internal strength c. external threat d. external weakness e. congressional chaos

26. What type of organizational unit has a unique business mission, product line, competitors, and markets relative to other units in the same corporation? a. Product unit b. Functional unit c. Strategic business unit d. Operational unit e. Business consulting group unit

29. The BCG matrix organizes along which of the following dimensions? a. Market share and profit b. Sales and market share c. Business growth rate and market share d. Business growth rate and profit e. Sales and profits

34. The question mark has a: a. large market share in a rapidly growing industry. b. large market share in a slow growth industry. c. small market share in a rapidly growing industry. d. small share of a slow growth market. e. moderate market share in a slow growth industry.

48. With a(n) _____ strategy, the organization concentrates on a specific regional market or buyer group. a. cost leadership b. differentiation c. focus d. internal growth e. liquidation

5. Where does the information about opportunities and threats comes from? a. An analysis of the organization's internal environment b. A department by department study of the organization c. Scanning the external environments d. Employee grievances e. Financial ratios of the organization

50. General Products Inc. is a small clothing designer and manufacturer located in the United States. A vast majority of the company's revenues comes from U.S. sales, although about ten percent of the company's revenue come from sales to Canada. General Products Inc. can best be described as using which global corporate strategy? a. Globalization strategy b. Multidomestic strategy c. Export strategy d. Transnational strategy e. Domestic strategy

54. Which of the following strategies would be appropriate when the need for both national responsiveness and global integration is low? a. Globalization b. Multidomestic c. Export d. Transnational e. Import

57. Some people argue that _____ is the most difficult and most important part of strategic management. a. SWOT analysis b. strategic formation c. strategic execution d. strategic analysis e. strategy evaluation

9. Which of the following pertains to the organization as a whole? a. Business-level strategy b. Functional-level strategy c. Corporate-level strategy d. Operational-level strategy e. Competitive-level strategy

All of the following are cognitive biases that can affect manager's judgment except: a. being influenced by initial impressions. b. justifying past decisions. c. seeing what you don't want to see. d. perpetuating the status quo. e. overconfidence.

All of the following are cognitive biases that can affect manager's judgment, except: a. being influenced by initial impressions. b. justifying past decisions. c. seeing what you don't want to see. d. perpetuating the status quo. e. overconfidence.

Associated with the condition of _____ is the lowest possibility of failure. a. ambiguity b. uncertainty c. certainty d. risk e. all of these

Genna is collecting data on how well the organization has done since their new strategy was implemented. She is in what stage of the managerial decision making process? a. The generation of alternatives b. Implementation of the chosen alternative c. Evaluation and feedback d. Recognition of the decision requirement e. Selection of desired alternative

Once the desired alternative is developed, it should be _____. a. analyzed b. evaluated c. selected d. recognized e. identified

Personal _____ style refers to differences among people with respect to how they perceives problems and make decisions. a. risk taking b. behavior c. decision d. strategic e. analysis

Ryan is a manager at Dream Catchers. Dream Catchers is currently operating in an environment of high uncertainty. As a result, Ryan will: a. most likely be making programmed decisions. b. probably have an easy time generating alternatives. c. probably have a difficult time generating alternatives. d. most likely rely on the classical model of decision making. e. wait until environment becomes certain.

Shirley works in the human resource department at Turtle Shells, Inc. She believes she is seeing an increase in drinking problems among the workforce. She thinks she needs to investigate further. She is at what stage of the managerial decision making process? a. Diagnosis and analysis of causes b. Development of alternatives c. Recognition of decision requirement d. Evaluation and feedback e. Selection of desired alternatives

The _____ is the individual who is assigned the role of challenging assumptions made by the group. a. group gadfly b. multiple advocate c. devil's advocate d. brainstormer e. inferior member

The _____ model of decision making describes how managers actually makes decisions in situations characterized by nonprogrammed decisions, uncertainty, and ambiguity. a. normative b. classical c. administrative d. scientific management e. objective

The _____ model of decision making is most valuable when applied to _____. a. administrative; programmed decisions b. classical; nonprogrammed decisions c. classical; programmed decisions d. classical; ambiguous decisions e. administrative; structured decisions

The classical model of decision making is based on _____ assumptions. a. philosophical b. irrational c. economic d. uncertainty e. technological

The decision-maker must _____ once the problem has been recognized and analyzed. a. evaluate and provide feedback b. choose among alternatives c. generate alternatives d. prioritize the alternatives e. reanalyze the problem

Under conditions of _____, statistical analyses are useful. a. certainty b. ambiguity c. risk d. uncertainty e. conflict

When a small community hospital decides to add a radiation therapy unit, it is considered a: a. programmed decision. b. structured decision. c. nonprogrammed decision. d. poor management decision. e. certainty decision.

When managers ask questions such as "What is the state of disequilibrium affecting us?", they are in which stage of the managerial decision-making process? a. Selection of a desired alternative b. Development of alternatives c. Diagnosis and analysis of causes d. Recognition of decision requirement e. Evaluation and feedback

When quality control measures at the local tire plant were found to be inadequate, managers were asking themselves, "How did this occur?" and "What is the result?" The company is in which stage of the managerial decision-making process? a. Selection of a desired alternative b. Development of alternatives c. Diagnosis and analysis of causes d. Recognition of decision requirement e. Evaluation and feedback

Which of the following is the first step in the managerial decision making process? a. Evaluation and feedback b. Development of alternatives c. Recognition of decision requirement d. Diagnosis and analysis of causes e. Selection of desired alternatives

Which of the following is the process of forming alliances among managers during the decision making process? a. Networking b. Socializing c. Coalition building d. Satisficing e. Passing the buck

Which of the following refers to a strategy that combines global coordination to attain efficiency with flexibility to meet specific needs in various countries? a. Domestic strategy b. Global strategy c. Transnational strategy d. Multidomestic strategy e. Region design strategy

Which style is used by people who prefer simple, clear-cut solutions to problems? a. Behavioral b. Conceptual c. Directive d. Analytical e. Classical

_____ approach describes how managers actually make decisions, where as _____ approach defines how a decision-maker should make decisions. a. Normative; descriptive b. Normative; classical c. Descriptive; normative d. Descriptive; administrative e. Normative; administrative

_____ decisions are associated with conflicts over goals and decision alternatives, rapidly changing circumstances, fuzzy information, and unclear links among decision elements. a. Nonprogrammed b. Programmed c. Wicked d. Conventional e. Irrational

_____ decisions are associated with decision rules. a. Nonprogrammed b. Unique c. Programmed d. Ill-structured e. Novel

_____ is the approach that defines how a decision maker should make decisions and provides guidelines for reaching an ideal outcome for the organization. a. Administrative b. Descriptive c. Normative d. Bounded rationality e. None of these

_____ means that managers know which goals they wish to achieve, but information about alternatives and future events is incomplete. a. Certainty b. Risk c. Uncertainty d. Ambiguity e. Advocacy

_____ refers to the process of identifying problems and then resolving them. a. Organizing b. Controlling c. Decision-making d. Planning e. Leading

The _____ plans future investments in major assets to be depreciated over several years.

capital budget

Which of these is a financial budget that estimates cash flows on a daily basis or weekly basis to ensure that the company can meet its obligations?

cash budget

A group of planning specialists who develop plans for the organization as a whole is known as

centralized planning department

Associated with the condition of _____ is the lowest possibility of failure.

certainty

Which of the following means that all the information the decision-maker needs is fully available?

certainty

Jacob was recently looking at his company's organization chart in an attempt to discover who reports to whom. Jacob is studying the organization's: degree of formalization amount of differentiation degree of centralization chain of command division of labor

chain of command

The growth of quantitative decision techniques that use computers has expanded the use of which decision-making approach?

classical

The ____ model of decision making is most valuable when applied to ____

classical, programmed decisions

Which approach to change implementation should be used when a crisis exists?

coercion

When trying to overcome the resistance for change, which approach is best suited when change is technical?

communication

All of the following are major perspectives of the Balanced Scorecard EXCEPT _____.

competitors (Major perspectives are: financial, learning and growth, internal business processes, customers)

All of the following are characteristics of the administrative decision making model except:

conditions of certainty.

During the ______ stage of his company's crisis management, Jesse Winkler must ensure that the stakeholders' physical and emotional needs are met.

containment

Jerrica, a finance manager at LRV industries, is asked by her boss to develop a plan in the event that company sales drop by 20 percent or more. This type of plan is known as a _______. contingency plan financial plan crisis plan consumer protection plan environmental plan

contingency plan

Jerrica, a finance manager at LRV industries, is asked by her boss to develop a plan in the event that company sales drop by 20 percent or more. This type of plan is known as _____.

contingency planning

A business activity that an organization does particularly well relative to its competition is known as a(n) _____.

core competence

Which of the following refers to the system of governing an organization so that the interests of corporate owners are protected?

corporate governance

The question, "What business are we in?," concerns the _____ strategy.

corporate-level

When AT&T decided to buy Media One, a cable company, it was pursuing a(n) _____ strategy a. multi-domestic b. internal growth c. functional-level d. corporate-level e. business-level- wrong

corporate-level

Sears' decision to sell off much of its financial services division is an example of

corporate-level strategy

When Philip-Morris, the tobacco giant, bought Kraft, Inc., it was pursuing a ____

corporate-level strategy

With a(n) _____ strategy, the organization aggressively seeks efficient facilities, pursues cost reductions, and uses tight cost controls to produce products more efficiently than competitors.

cost leadership

The _____ strategy involves seeking efficient facilities, cutting costs and using tight cost controls to be more efficient than competitors.

cost leadership. The cost leadership strategy involves seek efficient facilities, cutting costs and using tight cost controls to be more efficient than competitors.

The generation of novel ideas that may meet perceived needs or respond to opportunities for the organization is called _____.

creativity

To remain competitive, companies should develop strategies that focus on core competencies, providing synergy, and creating value for

customers

. Intuition is based on _____, but lacking in _____. a. conscious thought; practicality b. experience; applicability c. a solid analysis; applicability d. experience; conscious thought e. thought-process; guts

1. Which of the following is a business activity that an organization does especially well relative to its competition? a. Strategy b. Synergy c. Cash cow d. Core competence e. Multidomestic

15. Decisions regarding the proper amount of advertising for a particular good or service are related to: a. corporate-level strategies. b. functional-level strategies. c. tactical-level strategies. d. business-level strategies. e. retrenchment strategies.

17. Which of the following lists the strategic management process in proper order? a. Formulate strategy; Evaluate strategy; Perform SWOT analysis; Define new mission/goals; Execute strategy; Control strategy. b. Perform SWOT analysis; Evaluate current mission/goals; Formulate strategy; Execute strategy; Define new mission/goals. c. Evaluate current mission/goals; Define new mission/goals; Formulate strategy; Execute strategy; Perform SWOT analysis . d. Evaluate current mission/goals; Perform SWOT analysis; Define new mission/goals; Formulate strategy; Execute strategy. e. Define new mission/goals; Execute strategy; Formulate strategy; Evaluate new mission/goals; Perform SWOT analysis.

22. Classy Clay has extremely creative employees who, in the opinion of the organization, keep the company ahead of the competition. The creativity of these employees would be classified as a(n) _____. a. internal weakness b. external opportunity c. external strength d. internal strength e. neutral factor

30. Double Click, Inc. has a number of strategic business units. Their hand-held computer unit has a large market share in this rapidly growing industry. Their hand-held computer business would be classified as: a. a dog. b. a star. c. a question mark. d. a cash cow. e. stuck in the middle.

33. Which of the following portfolio categories is made up of poor performers who command only a small share of a slow growth market? a. Star b. Cash cow c. Question mark d. Dog e. Cat

35. Which of these is true about the dog division? a. It has a large market share in a rapidly growing industry. b. It has a large market share in a slow growth industry. c. It has a small market share in a rapidly growing industry. d. It has a small share of a slow growth market. e. It has a moderate market share in a rapidly growing industry.

41. Which of the following strategies refers to moving into a new business that is related to the company's existing business activities? a. Horizontal integration b. Vertical integration c. Unrelated diversification d. Related diversification e. Strategic partnership

45. Which strategy can be profitable for an organization when customers are loyal and willing to pay high prices? a. Focus b. Globalization c. Overall cost leadership d. Differentiation e. Liquidation

5. After Sunshine Systems merged with RTD Enterprises, company executives noticed that due to increased employee collaboration between the two units, costs were down and revenues increased within both areas. This is an example of what business phenomenon? a. Strategy execution b. Portfolio strategy c. Core competency d. Synergy e. Delivering value

51. FLY Industries is a global conglomerate company headquartered in the United States that does business in over fifty countries. The company seeks to balance global efficiencies and local responsiveness by hiring locally as well as from home. It can best be described as using which global corporate strategy? a. Globalization strategy b. Multidomestic strategy c. Export strategy d. Transnational strategy e. Domestic strategy

52. If ABC International has standardized its product line throughout the world it is pursuing a: a. multidomestic strategy. b. retrenchment strategy. c. diversity strategy. d. globalization strategy. e. liquidation strategy.

55. _____ refers to the modification of product design and advertising strategies to suit the specific needs of individual countries. a. Domestic strategy b. Global strategy c. Transnational strategy d. Multidomestic strategy e. Market design strategy

6. When AT&T decided to buy Media One, a cable company, it was pursuing a(n) _____ strategy. a. functional-level b. internal growth c. multi-domestic d. corporate-level e. business-level

All of the following are characteristics of the classical decision making model except: a. clear-cut problems and goals. b. conditions of certainty. c. rational choice by individual for maximizing outcomes. d. limited information about alternatives and their outcomes. e. all of these are characteristics of classical decision making model.

Bobby, a product manager, wants to increase the market share of his product. He is unsure about how to go about it, not knowing for sure how costs, price, the competition, and the quality of his product will interact to influence market share. Bobby is operating under a condition of _____. a. risk b. ambiguity c. certainty d. uncertainty e. brainstorming

Bobby, a product manager, wants to increase the market share of his product. He is unsure about how to go about it, not knowing for sure how costs, price, the competition, and the quality of his product will interact to influence market share. Bobby is operating under a condition of: a. risk. b. ambiguity. c. certainty. d. uncertainty. e. brainstorming.

During the fallout of the global financial crisis of the late 2000s, finance companies had to make important decisions in a highly ambiguous environment. The decision to buyout failed banks could best be described as what type of decision? a. Bounded b. Programmed c. Conventional d. Wicked decision problem e. Irrational decision

Gatekeep Utilities is a subsidiary of GW Enterprises. Gatekeep has a mission and product line that is unique from GW. Gatekeep's competitors are also very different from those of its parent, and the subsidiary markets to a very different group of customers. As such, Gatekeep can be described as a(n) _____.

Managers are considered to have a(n) _____ style when they prefer to consider complex solutions based on as much data as they can gather. a. behavioral b. conceptual c. directive d. analytical e. classical

Nonprogrammed decisions are made in response to situations that are: a. unique. b. unstructured. c. important to the organization. d. all of these e. unique and important to the organization.

People need to understand how their individual actions can contribute to achieving an organizational strategy. This can be accomplished by delegating authority, creating teams, and defining roles. These actions are part of which tool for putting strategy into action? a. Visible leadership b. Candid communication c. Human resources d. Clear roles and accountability e. Bargaining power of employees

People with a(n) _____ style usually are concerned with the personal development of others and may make decisions that help others achieve their goals. a. classical b. analytic c. logical d. behavioral e. conceptual

Research has identified four major decision styles. These include all of the following except _____. a. behavioral b. conceptual c. analytical d. authoritative e. directive

Riley is a manager at the Tinker Tools. She is expected to make decisions that are in the organization's best economic interests. Her decisions should be based on which of the following models? a. The administrative model of decision making b. The garbage can model of decision making c. The scientific management model of decision making d. The classical model of decision making e. The humanistic model of decision making

The _____ step in the decision making process involves using managerial, administrative, and persuasive abilities to translate the chosen alternative into action. a. recognition b. analysis c. evaluation d. implementation e. feedback

The essence of _____ is to choose the first solution available. a. bounded rationality b. creativity c. decision maximization d. satisficing e. the classical model of decision making

Which of the following means that the goals to be achieved or the problem to be solved is unclear, alternatives are difficult to define, and information about outcomes is unavailable? a. Certainty b. Risk c. Uncertainty d. Ambiguity e. Brainstorming

_____ is a vital part of good management because decisions determine how the organization solves its problems, allocates resources, and accomplishes its goals. a. Organizing b. Competitive visioning c. Proper alignment d. Good decision making e. Leadership

_____ is by far the most difficult situation for a decision-maker. a. Certainty b. Risk c. Uncertainty d. Ambiguity e. Brainstorming

Traditionally, if Stephanie, CEO of Butterfly Pillows, needed to conduct corporate planning, it would be performed by all of the following EXCEPT a. central planning departments. b. consulting groups. c. the president of the company. d. decentralized planning groups. e. top executives.

decentralized planning groups.

Traditionally, if Stephanie, CEO of Butterfly Pillows, needed to conduct corporate planning, it would be performed by all of the following except:

decentralized planning groups.

Managers are often referred to as:

decision makers

Shoshanna is manager of a customer service firm where she oversees five subordinates. To help her subordinates learn more about the different roles within the company, Shoshanna regularly assigns them tasks that are not part of their normal routine. This is an example of:

delegation

The crisis management plan should be a _____ that specifies the actions to be taken, and by whom, if a crisis occurs.

detailed, written plan

The crisis management plan should be a ______ that specifies the actions to be taken, and by whom, if a crisis occurs. vague, verbal plan detailed, verbal plan long, difficult to read plan vague, written plan detailed, written plan

detailed, written plan

Examples of nonprogrammed decisions would include the decision to:

develop a new product or service

Examples of nonprogrammed decisions would include the decision to:

develop a new product or service.

All of the following are Porter's competitive forces except: differentiation bargaining power of buyers bargaining power of suppliers threat of substitute products potential new entrants

differentiation

The _____ strategy involves an attempt to distinguish the firm's products or services from others in the industry.

differentiation

With a(n) ______ strategy, the organization attempts to develop innovative products unique to the market. differentiation integration reengineering cost leadership defensive

differentiation

Michael Porter's competitive strategies model suggests that a company can adopt one of three strategies:

differentiation, cost leadership, or focus

All of the following are Porter's competitive forces except: a. differentiation. b. potential new entrants. c. bargaining power of suppliers. d. bargaining power of buyers. e. threat of substitute products.

differentiation.

All of the following are Porter's competitive forces except: a. bargaining power of suppliers. b. differentiation. c. potential new entrants. d. bargaining power of buyers. e. threat of substitute produc

differentiation.

_____ refers to innovations in products, services, or processes that radically change an industry's rules of the game for producers and consumers.

disruptive innovation

The acquisition of a business that is related to current product lines or that takes the corporation into new areas is called _____.

diversification

The purpose of _____ is to expand the firm's business operations to produce new kinds of valuable products and services?

diversification

____ is also referred to as work specialization.

division of labor

Self-contained unit structure is a term used for:

divisional structure

Louise works in the manufacturing department at Ice Sculptures. The work in department is low in task specialization.

does a variety of tasks and activities

Louise works in the manufacturing department at Ice Sculptures. The work in Louise's department is low in task specialization. As a result, Louise:

does a variety of tasks and activities.

12. When Coca-Cola introduced Surge, a new citrus soft-drink, what type of strategy was being pursued? a. Functional-level strategy b. Multi-domestic strategy c. Corporate-level strategy d. Retrenchment strategy e. Business-level strategy ANSWER: e POINTS: 1 DIFFICULTY: 3 REFERENCES: 243 LEARNING OBJECTIVES: MGMT.DAFT.12.08-01 - 08-01 NATIONAL STANDARDS: United States - BUSPROG: Analytic STATE STANDARDS: United States - LA - DISC: Strategy KEYWORDS: Bloom's: Knowledge OTHER: A

21. Techniques used to monitor external environments include: a. hiring scanning organizations. b. hiring the competitive intelligence professionals. c. government reports. d. professional journals. e. all of these.

37. According to the BCG Matrix, which of the following exists in a mature, slow-growth industry, but is a dominant business in the industry, with a large market share? a. Question mark b. Asterisk c. Dog d. Star e. Cash cow

7. _____ level strategy pertains to the major functional departments within the business unit. a. Operational b. Corporate c. National d. Business e. Functional

A(n) _____ occurs when the organizational accomplishment is less than established goals. a. strength b. threat c. diagnosis d. opportunity e. problem

Feedback is important because: a. decision making is a continuous process. b. it provides decision-makers with new information. c. it helps determine if a new decision needs to be made. d. it provides decision-makers with new information and it helps determine if a new decision needs to be made. e. all of these.

Finance managers at Big Bend Inc. made a financial blunder when they solely looked at the previous year's sales to estimate sales for the coming year. Of which management bias is this an example? a. Being influenced by emotions b. Perpetuating the status quo c. Seeing what you want to see d. Justifying past actions e. Being influenced by initial impressions

Rodney doesn't always realize that within his role as an air traffic controller, he must continuously perceive and process information based on knowledge and experience that he is not consciously aware of. This describes what type of decision-making? a. Administrative b. Right-brained c. Satisficing d. Rational e. Intuitive

The _____ function recruits selects, trains, transfers, promotes, and lays off employees to achieve strategic goals. a. production b. leadership c. information and control systems d. structural design e. human resource

The _____ model closely resembles the real environment in which most managers and decision-makers operate. a. normative b. administrative c. descriptive d. classical e. political

The ability to make _____ decisions is a critical skill in today's fast-moving organizations. a. fast b. widely supported c. high-quality d. frequent e. all of these

The tendency of organizations to invest time and money in a solution despite strong evidence that is not appropriate is referred to as: a. technological decisions. b. collective intuition. c. decision learning. d. team delay. e. escalating commitment.

The classical model of decision making is based on _____ assumptions.

economic

When work specialization is extensive

employees perform a single task

When work specialization is extensive:

employees perform a single task.

Relative to the functional structure, the divisional structure:

encourages decentralization

Relative to the functional structure, the divisional strucutre

encourages decentralization

All of the following are the major disadvantages of the matrix structure EXCEPT:

enlarged tasks for employees (Major disadvantages of the matrix structure: the confusion caused by the dual chain of command, it generates a large amount of conflict, the power imbalance that can result between the sides of the matrix, managers spend much time resolving conflict)

The tendency of organizations to invest time and money in a solution despite strong evidence that is not appropriate is referred to as:

escalating commitment

What is the first step in the feedback control system?

establishing standards of performance

All of the following are advantages of a functional structure EXCEPT

excellent coordination between functions

All of the following are advantages of a functional structure EXCEPT:

excellent coordination between functions.

Opportunity

exist when managers see potential accomplishments that exceed specified current goals.

Which of the following includes anticipated and actual expenses for a responsibility center?

expense budget

Intuition is based on _____, but lacking in _____.

experience; conscious thought

Paramount, Inc. is particularly concerned about pending legislation in Congress that would further regulate their organization. This legislation would be classified as a(n) _____. a. internal strength b. external opportunity-wrong c. external weakness d. congressional chaos e. external threat

external threat

Paramount, Inc. is particularly concerned about pending legislation in Congress that would further regulate their organization. This legislation would be classified as a(n) _____.

external threat.Paramount, Inc. is particularly concerned about pending legislation in Congress that would further regulate their organization. This legislation would be classified as a(n) external threat

Brainstorming

face to face interactive group to spontaneously suggest a wide range of alternatives for decision making. - build on each others ideas - just ideas no solutions

All well-designed control systems involve the use of _____ to determine whether performance meets established standards.

feedback

Recruiting and selecting employees involves which human resource management goal?

finding the right people

The biggest advantage to a virtual network approach is __ and __ on a global scale

flexibility, competitiveness

The pure functional structure does not enable the organization to be:

flexible

With a(n) _____ strategy, the organization concentrates on a specific regional market or buyer group.

focus

Organization structure is defined as the

framework in which the organization defines how tasks are divived, resources are deployed and departments are coordinated.

The question, "How do we support the business-level competitive strategy?," concerns _____ strategy.

functional-level

Conolly Company uses internal recruiting whenever possible. This practice:

generates increased employee commitment

Salta Communications is a global telecommunications company that has operations on four continents. The CEO's direct supervisors include VPs for the North American South American, European, and the Asian divisions. Salta can best be described as using what organizational structure?

geographic

All functions in a specific country or region report to the same division manager in _____ divisions.

geographic based

All functions in a specific country or region report to the same division manager in _____ divisions.

geographic-based

All of the following are key steps of setting up feedback control systems EXCEPT:

getting employee opinions (actual key steps are: establishing standards, measure performance, comparing performance to standards, and making necessary corrections)

Common purpose

gives everyone an understanding of the organization's reason for being

The standardization of product design and advertising strategies throughout the world is called _____.

globalization

One major limitation of goals and plans is:

goals and plans may cause rigidity in a turbulent environment.

What is not a characteristic of effective goal setting?

goals should be set for every aspect of employee behavior

All of the following are characteristics of effective goal setting except:

goals should be set for every aspect of employee behavior.

Rosalie is a manager at GMG Gaming. She recently attended a seminar on goal setting. She wishes to use goals to provide a sense of direction to her staff. She is using goals as

guide to action

The traditional approach to corporate planning was to

have a centralized planning department

The traditional approach to corporate planning was to:

have a centralized planning department.

Division of labor:

having discrete parts of a task done by different people

Shared development of innovations among several departments is emphasized by the _____ approach to innovation

horizontal linkage model

The _____ function recruits selects, trains, transfers, promotes, and lays off employees to achieve strategic goals.

human resource

The final step to be managed in the change process is:

implementation

The innovation strategy for changing products and technologies that involves managers putting in place processes and structures to ensure that new ideas are carried forward for acceptance and implementation is known as _____.

innovation roles

The recognition of the decision requirement step in the managerial decision making process requires managers to:

integrate information in novel ways.

A(n) _____ is a cross-functional group of managers and employees who work together to gain a deep understanding of a specific business issues, with the aim of presenting insights related to that issue.

intelligence team

Classy Clay has extremely creative employees who, in the opinion of the organization, keep the company ahead of the competition. The creativity of these employees would be classified as a(n) ________ internal weakness external opportunity external strength internal strength neutral factor

internal strength

_____ is a clear and concise summary of the specific tasks, duties and responsibilities for a particular job.

job description

A(n) _____ typically outlines the knowledge, skills, education, and physical abilities needed to perform the job adequately.

job specification

In using MBO, objectives should be set

jointly by the supervisor and the employee.

kara's department is made up of people with similar skills and work activities. Her organization uses the _____ approach to departmentalization. a. team-based b. horizontal matrix c. divisional d. vertical functional e. process

In the BCG matrix, the star has a(n) _____ market share in a rapidly growing industry.

large

The star has a

large market share in a rapidly growing industry.

The ability to influence people to adopt the new behaviors needed for strategy implementation is called _____.

leadership

In the BCG matrix, the dog has _____ market share and _____ business growth rate.

low, low

Hierarchy of authority:

making sure the right people do the right things at the right time (unity of command)

Which is a method of management whereby managers and employees define goals for every department, project, and person and use them to monitor subsequent performance?

management by objective

mass production

A formal chain of command for both functional and divisional relationships is provided by the _____ approach to structure.

matrix

Global companies often use a _____ structure to achieve simultaneous coordination of products across countries.

matrix

Kent works at Tick Tock, Inc. He has two bosses, one a functional manager and the other a divisional manager. Tick Tock, Inc has a _____ structure. functional divisional geographical matrix product

matrix

The _____ is the product or functional boss, who is responsible for one side of the matrix.

matrix boss

Zachary, a manager at ExecuComp, receives quarterly reports, which track his department's production statistics. However, these reports lack key information regarding reject rates. Which of the following components of the control model need improvement?

measuring actual performance

"We respect our employees and value their diversity" is an example of a statement you are most likely to find in the organization's _____.

mission

The organization's reason for existence is known as the organization's _____.

mission

A statement that identifies distinguishing characteristics of an organization is known as a(n): goals statement values statement income statement mission statement competitive-edge statement

mission statement

____ symbolizes the legitimacy of the organization to external audiences.

mission statement

A statement that identifies distinguishing characteristics of an organization is known as

mission statement.

A statement that identifies distinguishing characteristics of an organization is known as a(n):

mission statement.

"We respect our employees and value their diversity" is an example of a statement you are most likely to find in the organization's

mission.

At the top of the goal hierarchy is the

mission.

When an organization chooses a(n) _____ strategy, it means that business decisions such as product design are made on a country-by-country basis.

multi-domestic

Relative to a flat organizational structure, a tall structure has a _____ span of management and _____ hierarchical levels.

narrow; more

Relative to a flat organizational structure, a tall structure has a ______ span of management and ______ hierarchical levels. wide; fewer narrow; fewer narrow; wider narrow; more wide; more

narrow; more

At which stage of the change process do managers evaluate problems and opportunities?

need for change

Good examples of _____ decisions are strategic decisions.

non programmed

Two area banks, Bank A and Bank B, decided to merge their operations. This is an example of a:

non programmed decision

When a small community hospital decides to add a radiation therapy unit, it is considered a:

non programmed decision

Good examples of _____ decisions are strategic decisions.

nonprogrammed

Kate is a salesperson at a large retail chain. She was assigned a goal of $265,000 in sales for the current quarter. She is unhappy because she knows that the most any salesperson has sold in one quarter in the past is $150,000. Her goal of $265,000 is probably

not realistic.

Tabu is a salesperson at a large retail chain. She was assigned a goal of $265,000 in sales for the current quarter. She is unhappy because she knows that the most any salesperson has sold in one quarter in the past is $150,000. Her goal of $265,000 is probably

not realistic.

Problem

occurs when organizational accomplishment is less than established goals

The most common form of formal corporate training is...

on-the-job training

In _____, an experienced manager shows a new employee how to perform job duties.

on-the-job-training

Which of the following means extending the search for and commercializing new ideas beyond the boundaries of the organization and even beyond the boundaries of the industry?

open innovation

Managers use ____ to direct employees and resources toward achieving specific outcomes that enable the organization to perform efficiently and effectively.

operational goals

Managers use _____ to direct employees and resources toward achieving specific outcomes that enable the organization to perform efficiently and effectively.

operational goals

The ____ is the department manager's tool for daily and weekly operations.

operational plan

Ophelia, the new CEO at Odyssey Inc., plans to implement a highly effective systematic process of regulating organizational activities to make them consistent with the expectations that are established by managers within the company. This is referred to as _____ control.

organizational

The _____ delineates the chain of command, indicates departmental tasks and how they fit together, and provides order and logic for the organization.

organizational chart

Which of the following is the systematic process through which managers regulate organizational activities?

organizational control

The process of observing and evaluating an employee's performance, recording the assessment, and providing feedback to the employee is referred to as:

performance appraisal

Sam is in charge of strategy control at Lanser's, a large clothing retailer. He regularly tracks sales in relation to targets, number of products on back order, and percentage of customer service calls resolved within specified time periods. These metrics are known as:

performance dashboards.

_____ teams are brought together as a formal department in the organization.

permanent

A blueprint specifying the resource allocations schedules, and other actions necessary for attaining goals is referred to as a(n) _____.

plan

The forecasting of human resource needs and the projected matching of individuals with expected job vacancies is referred to as human resource _____.

planning

The _____ model closely resembles the real environment in which most managers and decision-makers operate.

political

How business units and product lines fit together in a logical way is the essence of:

portfolio strategy.How business units and product lines fit together in a logical way is the essence of: portfolia

The two stages of crisis planning include

prevention and preparation.

A project is an example of a

procedure.

programmed

A group of 6 to 12 volunteer employees who meet regularly to discuss and solve problems affecting their common work activities is a _____.

quality circle

_____ is defined as activities or practices that define the characteristics of applicants to whom selection procedures are ultimately applied.

recruiting

Programmed decisions are made in response to _____ organizational problems.

recurring

reengineering

All of the following are traditional model dimensions of diversity EXCEPT

religious beliefs

An advantage of functional structures is the

resulting economies of scale

Which of the following means that a decision has clear-cut goals and that good information is available, but the future outcomes associated with each alternative are subject to chance?

risk

All of the following are critical innovation strategies for changing products and technologies EXCEPT

risk propensity

"No food and/or drinks in the classroom" is an example of a _____.

rule

"No food and/or drinks in the classroom" is an example of a

rule.

Rebecca works for a company that has clearly defined lines of authority. Each employee knows that he or she has authority and responsibility for a distinct set of tasks. Employees are also aware of the company's reporting structure as well as successive management levels all the way to the top. Rebecca's company follows which principle?

scalar principle

Contingency plans are also referred to as

scenarios.

Contingency plans are also referred to as:

scenarios.

Fred has been assigned to conduct a SWOT analysis for his organization, Acme, Inc. As part of this assignment, Fred will: conduct an external wage survey search for the strengths, weaknesses, opportunities, and threats that impact his firm choose a grand strategy for his firm do a cost/benefit analysis develop a mission

search for the strengths, weaknesses, opportunities, and threats that impact his firm

Fred has been assigned to conduct a SWOT analysis for his organization, Acme, Inc. As part of this assignment, Fred will:

search for the strengths, weaknesses, opportunities, and threats that impact his firm.

All of the following are cognitive biases that can affect manager's judgment except:

seeing what you don't want to see.

A project is an example of a:

single-use plan.

Which of the following is a quality control approach that emphasizes a relentless pursuit of higher quality and lower costs?

six sigma

Which quality control technique uses a five-step methodology to define, measure, analyze, improve, and control processes, otherwise referred to as DMAIC?

six sigma

In ____ production, firms produce goods in batches of one or a few products designed to customer specification.

small batch

In _____ production, firms produce goods in batches of one or a few products designed to customer specification.

small batch

Devil's Advocate

someone who has the role of challenging the assumptions and assertions made by the group.

Implementation

stage involves the use of managerial, administrative and persuasive abilities to ensure that the chosen alternative is carried out.

Cheyenne Creamery requires that all absent employees bring a note from their doctor when returning to work. This is an example of a

standing plan.

Cheyenne Creamery requires that all absent employees bring a note from their doctor when returning to work. This is an example of a:

standing plan.

Gatekeep Utilities is a subsidiary of GW Enterprises. Gatekeep has a mission and product line that is unique from GW. Gatekeep's competitors are also very different from those of its parent, and the subsidiary markets to a very different group of customers. As such, Gatekeep can be described as a(n) _______ product unit functional unit operational unit strategic business unit boston consulting group unit

strategic business unit

It is argued that _____ is the most difficult and most important part of strategic management.

strategic execution

The official goals of the organization are best represented by the _____.

strategic goals

The official goals of the organization are best represented by the

strategic goals.

The official goals of the organization are best represented by the ____.

strategic goals.

The set of decisions and actions used to formulate and implement strategies that will provide a competitively superior fit between the organization and its environment so as to achieve organizational goals is known as:

strategic management. The set of decisions and actions used to formulate and implement strategies that will provide a competitively superior fit between the organization and its environment so as to achieve organizational is strategic management

A long-term time frame is most closely associated with

strategic plans.

A long-term time frame is most closely associated with:

strategic plans.

The plan of action that prescribes resource allocation and other activities for dealing with the environment and helping the organization attain its goals is called a(n) _____.

strategy

The plan of action that prescribes resource allocation and other activities for dealing with the environment and helping the organization attain its goals is known as a(n) _____.

strategy

The use of managerial and organizational tools to direct resources toward accomplishing strategic results is known as _____.

strategy execution

In using MBO, objectives should be set by the:

supervisor and the employee jointly.

The condition that exists when the organization's parts interact to produce a joint effect that is greater than the sum of the parts acting alone is known as:

synergy

When organizational parts interact to produce a joint effect that is greater than the sum of the parts acting alone, _____ occurs.

synergy

When properly managed, _____ can create additional value with existing resources, providing a big boost to the bottom line

synergy

Beth is a middle manager at Egg Elements Corporation. She is most likely responsible for the achievement of ____ goals.

tactical

Sarah is a middle manager at Style Sneakers Corporation. She is most likely responsible for the achievement of _____ goals.

tactical

task force

A _____ change is related to the organization production process.

technological

Coordinated effort

the coordination of individual effort into group-wide effort

The planning process begins with what?

the development of a mission statement

Trouser's Inc. top management is exclusively made up of older white males. Trouser's promotes from within and top management is most comfortable with individuals who are similar to them. Women and minorities at this company who wish to be promoted are likely to experience...

the glass ceiling effect

Span of control

the number of people reporting directly to a given manager; narrow or wide

Quality circles are based on the assumption(s) that:

the people who do the job know it better than anyone else.

Typically, project managers have authority over _____ but not over _____ assigned to it.

the project; people

Typically, project managers have authority over _____ but not over _____ assigned to it.

the project; the people

Which of the following refers to the number of employees reporting to a supervisor? The line of authority The span of management The chain of command The management chain Delegation

the span of management

All of the following are advantages of a divisional structure EXCEPT

there is little duplication of services across divisions

All of the following are advantages of a divisional structure EXCEPT:

there is little duplication of services across divisions.

Porter's Five Competitive Forces

threat of new entrants. bargaining power of suppliers. bargaining power of buyers. threat of substitute products or services. rivalry among competitors.

Frostburg Fireplaces has used MBO for the past year. Top management just finished evaluating overall performance. The next step in the MBO process should be

to develop new objectives based on the review of last year's performance.

Charlie, a manager at a textile company, is bothered by a lack in quality of products manufactured by his company. Charlie hopes to infuse quality into the company through continuous improvement by involving everyone who works there. This describes which control philosophy?

total quality management

Which of the following is tied to the goal of managing talent in organizations?

training and development

A(n) _____ strategy seeks to achieve both global integration and national responsiveness.

transnational

The four positions on the possibility of failure scale include certainty, risk, ambiguity, and _____.

uncertainty

Organizational development specialists identify three distinct steps for achieving behavioral and attitudinal changes. These are...

unfreezing, changing, refreezing

Mondavi Corporation has a finance department, a marketing department, and a production department. Mondavi:

uses a functional structure

Centralized

versus decentralized authority: who makes decisions; upper management or middle

Kara's department is made up of people with similar skills and work activities. Her organization uses the _____ approach to departmentalization.

vertical functional

Kara's department is made up of people with similar skills and work activities. Her organization uses the _______ approach to departmentalization. team-based horizontal matrix divisional vertical functional process

vertical functional

The _____ is an organization structure that divides the major functions of the organization into separate companies.

virtual network approach

Strategy defines __ to do (it) while organizing defines __ (it).

what; how

Strategy defines _____ to do (it) while organizing defines _____ to do (it).

what; how

_____ decisions are associated with conflicts over goals and decision alternatives, rapidly changing circumstances, fuzzy information, and unclear links among decision elements.

wicked

While interviews are _______, they are generally ________ predictors of subsequent job performance.

widely used; not valid

All of the following are changes that are reshaping our workforce EXCEPT

younger workforce

_____ goals lead to the attainment of _____ goals, which in turn lead to the attainment of _____ goals.

Operational; tactical; strategic

Which of the following is NOT a tool for executing a plan?

Operations map

Riya was a highly successful manager at Optics Int'l. After ten years with the company, she decided to leave and become a full-time mother and caregiver to her ailing father. This example demonstrates which factor affecting women's careers?

Opt-out trend

The _____ delineates the chain of command, indicates departmental tasks and how they fit together, and provides order and logic for the organization.

Organizational Chart

Organizational development can help managers address problems such as merger/acquisitions, conflict management, and _____ .

Organizational Decline/Revitalization

Which of the following is defined by the text as the application of behavioral science knowledge to improve an organization's health and effectiveness through its ability to cope with environmental changes, improve internal relationships, and increase problem-solving capabilities?

Organizational Development

Organizations such as Amazon.com, Google, Facebook, and Priceline.com are examples of firms that are based on: a. digital technology. b. tangible output. c. direct contact with customers. d. mechanistic technology. e. products rather than services.

External

Outside the organization

Paramount, Inc. is particularly concerned about pending legislation in Congress that would further regulate their organization. This legislation would be classified as a(n) _____. a.external opportunity b.internal strength c.external threat d.external weakness e.congressional chao

The _____ approach to change implementation should be used when users have power to resist.

Participation

The _________ approach to change implementation should be used when users have power to resist.

Participation

_____ is incentive pay that ties at least part of compensation to employee effort and performance.

Pay-for-performance

_____ refers to a change in the attitudes and behaviors of a few employees in the organization.

People Change

Performance dashboards

__________ teams are brought together as a formal department in the organization.

Permanent

__ are brought together as a formal department in the organization.

Permanent teams

When managers base decisions on what has worked in the past and fail to explore new options, they are:

Perpetuating the Status Quo

When managers base decisions on what has worked in the past and fail to explore new options, they are:

Perpetuating the status quo

Persuasion, motivation, and changes in cultures and values are examples of which of the dimensions used to implement strategy? a.Leadership b.Structural design c.Human resources d.Information and control systems e.Compensation

Phillip, owner of Technology Sales, said, "We have to focus on our customers and how can we beat the competition, so we have to be flexible." He encourages his R&D department to develop innovative products and focuses on being quick to respond to market changes. Technology Sales has a(n) A) goal-driven agenda. B) focused approach. C) clan culture. D) market culture. E) adhocracy culture.

Level 1: Obersvable Artifact

Physical Manifestations of Culture

For a programmed decision:

Alternatives are usually easy to identify

What is not a question relevant to human resource planning?

"What was the volume of business over the past five years?"

Which of the following represent plans developed at the organization's lower levels that specify action steps toward achieving operational goals and that support tactical planning activities?

Operational plans

A task force is _____ committee(s) formed to solve a specific problem. a. a standing b. a permanent c. a temporary d. all of these e. none of these

Which of the following structures is an incorrect fit in an unstable organization environment?

A vertical structure

A(n) ____ is responsible for coordinating the activities of several departments. a. department manager b. line manager c. project manager d. operative e. moderating manager

A(n) _____ works best in a stable organizational environment. a. loose organizational structure b. vertical structure c. organic structure d. horizontal structure e. loose organizational structure or an organic structure

A(n) ________ form of media allows receivers to observe multiple cues, such as body language and tone of voice, and allows senders to get feedback. Face-to-face communication is an example of this form of media. A) dense B) formal C) encoded D) informal E) rich

____ goals lead to the attainment of ____ goals, which in turn lead to the attainment of ____ goals.

Operational, tactical, strategic

The people with authority and responsibility are subject to reporting and justifying task outcomes to those above them in the chain of command. This is called __.

Accountability

The people with authority and responsibility are subject to reporting and justifying task outcomes to those above them in the chain of command. This is called _____.

Accountability

Which model of decision making is associated with satisficing, bounded rationality, and uncertainty?

Administrative

Which model of decision making is associated with satisfying, bounded rationality, and uncertainty?

Administrative

Advantages of the matrix structure include: a. it increases employee participation. b. it makes efficient use of human resources. c. it works well in a changing environment. d. it develops both general and specialist management skills. e. all of these.

Recruiting methods that are used to promote the hiring, development, and retention of "protected groups" are examples of:

Affirmative Action

_________ is a policy requiring employers to be proactive in being certain that equal opportunity exists for all within their organization.

Affirmative Action

Organizational structure includes which of these?

All of the above

The organization chart

All of the above

All of the following are Porter's competitive forces except: a.differentiation. b.bargaining power of buyers. c.bargaining power of suppliers. d.threat of substitute products. e.potential new entrants

Disadvantages of the virtual network approach include

All of these

The team approach to departmentalization is a response to

All of these

Which of these are described by mission statements?

All of these Corporate Values Product Quality Location of facilities

Which of these are described by mission statements?

All of these (Corporate Values, Product Quality, Location of Facilities)

Shooting Star, Inc. has slow response to external changes, centralized decision making, and coordination across departments. It is likely structured

Along functional lines

The condition under which ambiguity occurs is when:

Alternatives are difficult to define

What describes that the goals to be achieved or the problem to be solved is unclear, alternatives are difficult to define, and information about outcomes is unavailable?

Ambiguity

What has the highest possibility of failure?

Ambiguity

Which of the following means that the goals to be achieved or the problem to be solved is unclear, alternatives are difficult to define, and information about outcomes is unavailable?

Ambiguity

_____ is by far the most difficult situation for a decision-maker.

Ambiguity

Apple has fired employees who have leaked news about unannounced products. Which step of the planning and controlling process is this? Make the plan. Carry out the plan. Take corrective action. Document the plan.

What question is inappropriate to ask on an employment application?

Applicant's ancestry/ethnicity

Which of the following is inappropriate to ask on an employment application?

Applicant's ancestry/ethnicity

Final step in (MBO) to carefully evaluate whether annual goals have been achieved for both individuals and departments

Appraise overall performance

_____ is the final step in the MBO process.

Appraise overall performance

Are the rituals and ceremonies of a company, as well as the manner of dress, awards, myths and stories told about a company. A) Observable artifacts of organizational culture B) Invisible artifacts of that industry's culture and values C) Espoused values of organizational culture D) Basic assumptions about organizational culture E) Enacted values of organizational culture

Strategic Management Process step 2

Assess the current reality

Strategic positioning

Attempts to achieve sustainable competitive advantage by preserving what is distinctive about a company

The formal and legitimate right of a manager to make decisions is

Authority

The formal and legitimate right of a manager to make decisions is _____.

Authority

Which of the following pertains to the organization as a whole?

Corporate-level strategy

An organization strives for internal efficiency with a(n) _____ strategy.

Cost leadership

The _____ strategy involves seeking efficient facilities, cutting costs and using tight cost controls to be more efficient than competitors.

Cost leadership

You are violating which of these goal characteristics when you attempt to create goals for every aspect of employee behavior?

Cover Key Result Areas

You are violating which of these goal characteristics when you attempt to create goals for every aspect of employee behavior?

Cover key result areas

Darren set goals for each of his employees. Each employee ended up with at least twenty-five goals. This process violates which of the following criteria for effective goals?

Covers Key results areas

Darren set goals for each of his employees. Each employee ended up with at least twenty-five goals. This process violates which of the following criteria for effective goals?

Covers key result areas

Contingency Planning

Creation of alternative hypothetical but equally likely future conditions

Which of the following refers to the generation of novel solutions to perceived problems?

Creativity

_____ enables firms to cope with unexpected events that are so sudden and devastating that they have the potential to destroy the organization if managers aren't prepared with a quick and appropriate response.

Crisis Planning

_____ enables firms to cope with the unexpected events that are so sudden and devastating that they have the potential to destroy the organization if managers aren't prepared with a quick and appropriate response.

Crisis planning

____ enables firms to cope with unexpected events that are so sudden and devastating that they have the potential to destroy the organization if managers aren't prepared with a quick and appropriate response.

Crisis planning.

The role of the _____ is to prevent people in other roles from adopting a bad idea.

Critic

To remain competitive, companies should develop strategies that focus on core competencies, providing synergy, and creating value for _____.

Customers

Today's most successful companies are including _____ directly in the product and service development process.

Customers

Which strategy can be profitable for an organization when customers are loyal and willing to pay high prices? a. Liquidation b. Focus c. Differentiation d. Globalization e. Overall cost leadership

Liquidation

John owns a piano sales and tuning store. He wants to be the biggest retailer in the Midlands. Adding salespeople would be part of his strategic location. execution. efficacy. efficiency.

Kara's department is made up of people with similar skills and work activities. Her organization uses the ____ approach to departmentalization. a. team-based b. horizontal matrix c. divisional d. vertical functional e. process

Cost-focus Strategy

Keep the costs of a product below those of competitors and to target a narrow market

Cost-leadership strategy

Keep the costs, and hence prices, of a product or service below those of competitors and target a wide market

Kent works at the Tick Tock, Inc. He has two bosses, one a functional manager and the other a divisional manager. Tick Tock, Inc. has a a. functional structure. b. divisional structure. c. geographic structure. d. matrix structure. e. product structure.

Dustin's subordinates are highly trained and all perform similar tasks. Brittany's subordinates are spread over two locations and she has little available in the way of support systems. Which of the following statements is most correct?

Kevin's span of management can be larger than Nichole's.

The star has a:

Large market share in a rapidly growing industry

Persuasion, motivation, and changes in cultures and values are examples of which of the dimensions used to implement strategy?

Leadership

In developing a strategy map for her interior design business, Carla has decided to promote employee development by providing online training tools. This involves goals in which strategy map category?

Learning and growth goals

Which of the following is an advantage of team structure?

Less response time, quicker decisions

Which department performs tasks that reflect the organization's primary goals and mission?

Line

Which of the following refer to specific results expected from individuals?

Operational plans

_____ refers to the modification of product design and advertising strategies to suit the specific needs of individual countries.

Multidomestic strategy

Relative to a flat organizational structure, a tall structure has a __ span of management and __ hierarchical levels.

Narrow, more

________ indicates a disparity between existing and desired performance levels.

Need For Change

Which approach should a group use to resist change if the group has power over implementation and if the group will lose out in the change?

Negotiation

Sender barrier

No message gets sent

Receiver barrier

No message is received

Which approach defines how a decision-maker should make decisions?

Normative

_____ is the approach that defines how a decision maker should make decisions and provides guidelines for reaching an ideal outcome for the organization.

Normative

Of the following, which medium is the least rich? A) conference telephone call B) flier on a bulletin board C) handwritten note D) e-mail E) instant messaging on the Internet

Focused-differentiation strategy

Offers products that are of unique and superior value compared to those of competitors and to target a narrow market

Differentiation Strategy

Offers products that are of unique and superior value compared to those of competitors but to target a wide market

The strategic approach to human resource management recognizes key elements. What is NOT an ingredient in successful human resource management?

Only top-line managers are predominantly human resource managers

Sherry is a first-line supervisor at Rooftop Corporation. She is most concerned with which level of goals?

Operational Goals

Which of the following refer to specific results expected from individuals?

Operational Goals

Which of the following represent plans developed at the organization's lower levels that specify action steps toward achieving operational goals and that support tactical planning activities?

Operational Plans

Ruby is a first-line supervisor at Rooftop Corporation. She is most concerned with which level of goals?

Operational goals

Sherry is the first-line supervisor at Rooftop Corporation. She is most concerned with which level of goals? Operational goals Tactical plans Strategic goals Mission statement Vision

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