Management Test 1

Bounded rationality is assumed in the _____ model of decision making. a. administrative b. ​rational c. ​classical d. ​groupthink e. ​irrational

a. administrative

Rather than prescribing how decisions should be made, the _____ model describes how they are made. a. administrative b. practical c. realistic d. classical e. rationa

a. administrative

Which of the following focuses on the management of the entire firm as opposed to the jobs of individual workers? a. Administrative management b. Theory X c. The behavioral management perspective d. Scientific management e. The Contingency perspective

a. administrative management

_____ is one major element of organizational politics that is especially relevant to decision making. a. ​Coalitions b. ​Intuition c. ​Escalation of commitment d. ​Satisficing e. ​Risk propensity

a. coalitions

_____ is an organizational strength that is possessed by only a small number of competing firms. a. Distinctive competence b. Distinctive scope c. Strategic advantage d. Effective strategy e. Resource deployment

a. distinctive competence

_____ describes the number of different businesses that an organization is engaged in and the extent to which these businesses are related to one another a. Diversification b. Divestiture c. Entropy d. Economy of scale e. Competency

a. diversification

A strategy that promotes a superior alignment between the organization and its environment and the achievement of strategic goals is a(n) a. effective strategy. b. competent strategy. c. tactical competence. d. distinctive strategy. e. distinctive competence

a. effective strategy

The management pioneer who performed the Hawthorne studies at Western Electric was a. Elton Mayo. b. Henry Gantt. c. Frank Gilbreth. d. Frederick W. Taylor. e. Lillian Gilbreth

a. elton mayo

_____ managers are typically involved in recruiting and selecting employees, training and development, designing compensation and benefit systems, formulating performance appraisal systems, and discharging low-performing and problem employees. a. Human resources b. Marketing c. Operations d. Plant e. Finance

a. human resources

A(n) _____ is an internal skill or capability that does not enable a company to choose and implement strategies that support its mission. a. organizational weakness b. organizational threat c. market threat d. process gain e. economic downswing

a. organizational weakness

In a Boston Consulting Group (BCG) matrix, _____ are businesses that have only a small share of a quickly growing market. a. question marks b. stars c. entropies d. cash cows e. dogs

a. question marks

In contrast to strategic plans, tactical plans must a. specify resources and time frames. b.be developed independently of the internal business environment. c.be developed independently of the external business environment. d. be more general and broadly based. e. focus on resources, environment, and mission

a. specify resources and time frames

What is an advantage associated with unrelated diversification over related diversification? a. Ability to exploit strengths in multiple businesses b. Lower economic risk c. Reduced overhead costs d. The ability to achieve stable performance over time e. Reduced dependence on a single business

a. the ability to achieve stable performance over time

The Delphi group technique is a group decision-making technique in which: a. the opinions of group member are combined and averaged. b. the members are involved in extensive discussions with each other. c.the members are most likely to be first-line employees belonging to the same department. d. the daily operational problems of an organization are addressed. e. the members are most likely to indulge in groupthink.

a. the opinions of a group member are combined and averaged

Firms that implement a strategy of _____ operate multiple businesses that are not logically associated with one another. a. unrelated diversification b. nondiversification c. single-business unit d. synergy e. entropy

a. unrelated diversification

Business-level strategy is a.the set of decisions an organization makes about how it will distribute its resources. b.the set of strategic alternatives that helps an organization focus its competitive efforts for each industry or market in a targeted and focused manner. c.the set of processes involved in creating or determining an organization's strategies. d.the set of strategic alternatives from which an organization chooses as it manages its operations simultaneously across several industries and several markets. e.the methods by which strategies are operationalized or executed within the organization

b. a set of strategic alternatives that helps an organization focus its competitive efforts for each industry or market in a targeted and focused manner

​A(n) _____ is a form of group decision making in which a group arrives at a consensus of expert opinion. a. ​unstructured group b. ​Delphi group c. inactive group d. ​unconventional group e. ​interacting group

b. delphi group

Which of the following disadvantages of group decisions typically results from the group being very cohesive? a. Conflicts b. Groupthink c. Lower acceptance of the final decision d. Disagreement e. Minimal participation of members

b. groupthink

_____ managers work in areas such as new product development, promotion, and distribution. a. Finance b. Marketing c. Human resources d. Plant e. Operations

b. marketing

Tactical goals are set by a. first-line managers. b. middle managers. c. assembly-line managers. d. stockholders. e. investors

b. middle managers

One disadvantage of group decision making is that: a. very little information and knowledge are available. b. one person may dominate the group. c. fewer alternatives are generated. d. it reduces the chances of acceptance of the final decision. e. it prevents groupthink from developing

b. one person may dominate the group

_____ techniques are methods that diversified organizations use to determine in which businesses to engage and how to manage these businesses to maximize corporate performance. a. Divestiture b. Portfolio management c. Process gain d. Deskilling e. Entropy

b. portfolio management

A(n) _____ is an operational plan that is developed to carry out a course of action that is not likely to be repeated in the future. a. rule or regulation b. single-use plan c. policy d. standing plan e. SOP

b. single-use plan

The skills necessary to accomplish or understand the specific kind of work done in an organization are called _____ skills. a. time management b. technical c. conceptual d. decision-making e. diagnostic

b. technical

_____ proposed that workers respond primarily to the social context of the workplace, including social conditioning, group norms, and interpersonal dynamics. a. The systems perspective b. The human relations movement c. The contingency perspective d. Management science e. The classical management perspective

b. the human relations movement

The starting point in formulating strategies is usually a. divesting. b. deskilling. c. SWOT analysis. d. contingency analysis. e. resource deployment

c. SWOT analysis

By recognizing the _____ aspect of decision making, the administrative model better reflects subjective considerations. a. groupthink b. classical c. behavioral d. rational e. sequential

c. behavioral

The final phase of the management process is _____ which involves monitoring the organization's progress toward its goals. a. organizing b. decision making c. controlling d. planning e. leading

c. controlling

According to the BCG matrix, what should a company do with the cash that is generated by cash cows? a. Return it to shareholders. b. Invest it in question marks. c. Invest it in stars. d. Use it to incentivize employees. e. Apply it to R&D for new products.

c. invest in stars

In its simplest form, _____ means setting an organization's goals and deciding how best to achieve them a. controlling b. coordinating c. planning d. organizing e. leading

c. planning

_____ is a way of approaching business opportunities and challenges. a. Supply-chain management b. Greenwashing c. Strategic management d. Self-dealing e. Value migratio

c. strategic management

_____ suggests that organizational units (or subsystems) may often be more successful working together than working alone. a. Entropy b. Operations management c. Synergy d. Soldiering e. Chiseling

c. synergy

Strategic goals are set by a. first-line managers. b. middle managers. c. top managers. d. stockholders. e. consumers

c. top managers

According to the evidence-based management approach, managers must a. completely rely on the recommendations made by others. b. avoid experimentation. c. discourage employees from telling the unpleasant truth. d. be committed to fact-based decision making. e. base decisions on untested but strongly held beliefs

d. be committed to fact-based decision making

The concept of _____, suggested by Weber, is based on a rational set of guidelines for structuring organizations in the most efficient manner. a. scientocracy b. adhocracy c. meritocracy d. bureaucracy e. technocracy

d. bureaucracy

In a BCG matrix, _____ are businesses that have a large share of a market that is not expected to grow substantially. a. entropies b. question marks c. stars d. cash cows e. dogs

d. cash cows

In a BCG matrix, _____ are businesses that have a very small share of a market that is not expected to grow. a. question marks b. cows c. stars d. dogs e. rate busters

d. dogs

_____ is a normal process that leads to system decline. a. Symbiosis b. Economy of scale c. Synergy d. Entropy e. Contingency

d. entropy

One advantage of group decision making is: a. saved time. b. lowered cost of decision making. c. groupthink. d. more acceptance of the final decision. e. elimination of political forces.

d. more acceptance of the final decision

When managers want to be sure to get innovative and creative ideas, they will often create a(n) ____ group. a. judge-advisor system b. coalition c. advocacy group d. nominal group e. political group

d. nominal group

The first step in rational decision making is a. implementing an alternative. b. evaluating alternatives. c. selecting the best alternative. d. recognizing and defining the decision situation. e. identifying alternatives.

d. recognizing and defining the decision situation

A nonprogrammed decision a. is typically regarding daily organizational transactions. b. is relatively more frequent than programmed decisions. c. typically applies to basic operating systems and procedures. d. requires more time and resources than programmed decisions. e. is highly structured

d. requires more time and resources than programmed decisions

Lillian Gilbreth was one of the earliest advocates of a. the contingency perspective. b. Theory X and Theory Y. c. the Hawthorne studies. d. scientific management. e. administrative management.

d. scientific management

The nominal group decision-making technique: a. always results in groupthink. b. involves maximum interaction among group members. c.is a technique in which members are not brought together in a face-to-face setting. d.is a technique in which the manager lacks the authority to reject an alternative. e. ​is used to generate creative and innovative ideas

e. is used to generate creative and innovative ideas

A(n) _____ is an area in an organization's environment that, if exploited, may generate higher performance a. economic downswing b. process gain c. process loss d. organizational strength e. organizational opportunity

e. organizational opportunity

Determining how a company's activities and resources are to be grouped is called a. leading. b. controlling. c. divesting. d. planning. e. organizing

e. organizing

A _____ is the most general form of standing plan that specifies the organization's general response to a designated problem or situation. a. project b. single-use plan c. standard operating procedure d. program e. policy

e. policy

A(n) _____ decision is a decision that is relatively structured or recurs with some frequency (or both). a. custom-made b. novel c. unstructured d. intuitive e. programmed

e. programmed

In the rational decision-making model, once the alternatives have been evaluated, the next step is to a. identify the available alternatives. b. define the decision situation. c. implement the chosen alternative. d. evaluate the results of the chosen alternative. e. select the best alternative.

e. select the best alternative

In the context of the BCG matrix, _____ are businesses that have the largest share of a rapidly growing market a. dogs b. question marks c. entropies d. cows e. stars

e. stars