MGMT 300 Test 1

. It is often difficult to make decisions about subsystems because they are _____. a. interdependent b. independent c. managed differently d. filled with employees e. organizationally based

a

. Which of these employee behaviors matches with the postconventional level of personal moral development? a. Empowered employees, full participation b. Task accomplishment c. Act in own interest d. Work group collaboration e. Autocratic

a

. Which of these is the use of influence to motivate employees to achieve organizational goals? a. Leading b. Controlling c. Organizing d. Planning e. Staffing

a

A "dairy farm" view of management, i.e., contented cows give more milk, so satisfied workers will give more work was espoused by: a. human relations management. b. human resource perspective. c. behavioral science approach. d. management science perspective. e. none of these.

a

A functional team is also referred to as a(n) _____. a. command team b. task force c. special purpose team d. horizontal team e. interorganizational team

a

A social entity that is goal directed and deliberately structured is referred to as a(n): a. organization. b. management. c. employee. d. student. e. task.

a

According to Douglas McGregor, the classical perspective on management is consistent with which of the following? a. Theory X manager b. Theory Y manager c. Theory Z manager d. Theory A manager e. None of these

a

An example of an ethical structure is: a. chief ethics officer. b. a formal statement of company values. c. an equal opportunity policy. d. whistle-blowing. e. corporate speech.

a

An interest group that works within the legal-political framework to influence companies to behave in socially responsible ways is called a(n): a. pressure group. b. legal group. c. political influence group. d. social group. e. none of these.

a

An object, act, or event that conveys meaning to others is referred to as a: a. symbol. b. slogan. c. story. d. hero. e. culture.

a

Beth Brant, production supervisor at Trustworthy Tools Mfg., Inc. believes that her employees dislike work, avoid responsibility, and therefore they need to be controlled and directed. Beth is a: a. theory X manager. b. theory Y manager. c. realistic manager. d. theory Z manager. e. theory J manager.

a

Caleb is a manager at Computer-Care Company. He is expected to consider the effort of each decision alternative on all parties and select the one that optimizes the satisfaction for the greatest number of people. This is an example of the: a. utilitarian approach. b. individualism approach. c. moral-justice approach. d. justice approach. e. soft-line managerial approach.

a

Calvin Strine is the office manager of a local accounting firm. His level in the management hierarchy is that of a(n): a. first-line manager. b. middle manager. c. top manager. d. consultant. e. operative.

a

Disk Replacement Services has just completed a procedure manual to handle employee grievances. One of the main criteria is to make it clear to employees that rules will be administered fairly and consistently. Disk Replacement operates on: a. the procedural justice approach. b. the utilitarian approach. c. the individual approach. d. the defensive approach. e. the free-choice approach.

a

Frank Gilbreth felt that efficiency equated with: a. one best way to do work. b. leadership flows from the top down. c. procedures and policies. d. scientific management. e. bureaucracy.

a

Frederick Taylor's contributions were in the field of: a. scientific management. b. human resource management. c. human relations. d. quantitative management. e. total quality management.

a

In response to pressure from environmental advocates, organizations have become increasingly sensitive to diminishing: a. natural resources. b. economic resources. c. financial resources. d. human resources. e. technology resources.

a

In what stage of personal moral development is a person mostly concerned with external rewards and personal consequences of an action? a. Preconventional b. Conventional c. Principled d. Discretionary e. None of these

a

Jefferson and Squire is an advertising firm that is viewed as having a fast-paced and posh corporate culture. The company uses bold coloring with expensive accents in all office décor. This exemplifies which level of corporate culture? a. Visible artifacts b. Underlying assumptions c. Expressed values d. Heroes e. Ceremonies

a

Juan Perez is the President of WV Railroad. His organization faces issues related to the environment, government regulation, and competition. He will need to rely primarily on his: a. conceptual skills. b. technical skills. c. human skills. d. controlling skills. e. interpersonal skills.

a

Managers shift gears quickly and therefore, the average time spent on any one activity is less than _____. a. nine minutes b. an hour c. one workday d. a half hour e. a half day

a

Mary Parker Follett contributed to which field? a. Humanistic approach b. Scientific management approach c. Total quality management approach d. Quantitative approach to management e. Systems approach to management

a

One of the important ideas in the text's definition of management is: a. the management functions of planning, organizing, leading, and controlling. b. the attainment of societal goals. c. effectiveness is more important than efficiency. d. management is unique to for-profit organizations. e. efficiency is more important than effectiveness.

a

Problems within the finance industry in 2008 have been attributed to a breakdown in which managerial function? a. Controlling b. Leading c. Organizing d. Planning e. Delegating

a

Randy is a team leader at Welldrilling.net. His team is made up of fifteen co-workers. Recently, he has noticed a tendency for some team members to participate much less than others. They seem uninterested and content to let others do the work. This is called: a. free riding. b. reduced commitment. c. power realignment. d. the costs of coordination. e. self-directed team.

a

Robbie's Robots decided to continue operations at one plant while shutting down another. The decision was justified on the basis of what was best for the total corporation. This is an example of the: a. utilitarian approach. b. individualism approach. c. moral-justice approach. d. justice approach. e. illegal approach.

a

Sabrina recently helped her subordinates at work resolve an interpersonal conflict by listening to the problem and serving as a mediator. This is an example of use of which management skill? a. Human b. Strategic c. Technical d. Conceptual e. Analytical

a

Sharon is a manager at Softest Tissue Corporation. She is faced with an interesting problem. One of her employees has been cheating the company out of expense money. Sharon must decide whether or not to fire this employee. In this role, Sharon is acting as: a. a moral agent. b. an ethical theorist. c. a symbolic leader. d. an authoritarian leader. e. an obstructive manager.

a

Stan is the owner of a small marketing firm. He designs ad campaigns that specifically target demographic groups within U.S. markets. Which demographic category currently has the largest market size? a. Baby boomers b. Generation X c. Generation Y d. Tweeners e. In-betweeners

a

Statements that define fundamental values and reference organizational responsibilities, products and employees are often called _____. a. principle-based b. policy-based c. ethically-based d. codified e. codes of organizational integrity

a

Taylor Brittingham is a general manager. Which of the following best describes her position? a. She is responsible for several departments that perform different functions. b. She organizes people across departments to perform a specific task. c. She is responsible for one specific department (e.g., marketing). d. She supervises employees with similar training and skills. e. None of these

a

The _____ emphasized the importance of understanding human behaviors, needs, and attitudes in the workplace as well as social interactions and group processes. a. humanistic perspective b. classical perspective c. scientific management d. bureaucratic organizations e. contingency perspective

a

The adaptability culture emerges in an environment that requires _____ response and _____ decision making. a. fast; high-risk b. fast; low-risk c. slow; high-risk d. slow; low-risk e. regulated; low-risk

a

The bureaucratic organizations approach is a subfield within the _____. a. classical perspective b. systems theory c. scientific management d. learning organization e. management science view

a

The degree to which an organization achieves a stated goal refers to: a. effectiveness. b. synergy. c. conceptual skill. d. efficiency. e. human skill.

a

The individual performer is a _____; whereas, the manager has to be a(n) _____. a. specialist; generalist b. "leader"; doer c. generalist; specialist d. producer; expert e. communicator; operator

a

The management science perspective emerged after World War II to treat problems associated with: a. modern global warfare. b. environmental issues. c. employee involvement. d. Germany. e. improving manufacturing.

a

The moral rights approach that deals with performing experimental treatment on unconscience trauma patient is the: a. right of free consent. b. right to privacy. c. right of freedom of conscience. d. right of free speech. e. right of due process.

a

The most important responsibilities for _____ managers include communicating a shared vision for the organization and shaping corporate culture. a. top b. middle c. first-line d. leading e. organizing

a

Theory X and Theory Y was developed by _____. a. Douglas McGregor b. Henry Gantt c. Max Weber d. Mary Parker Follett e. Frank Gilbreth

a

When Miami Herald launches a Spanish-language newspaper, El Nuevo Herald, with articles emphasizing Hispanic, Cuban, and Latin American news and sports, it is responding to changes in _____ environment. a. sociocultural b. technological c. economic d. competitors e. suppliers

a

When senior managers at Gap, Inc. decided to become the number one service-quality clothing company in the world, they were engaging in the management function of _____. a. planning b. organizing c. leading d. controlling e. dreaming

a

Whereas scientific management focused on _____ , administrative principles approach focused on the _____. a. individual productivity; total organization b. organization productivity; individual effort c. efficient procedures; management by principle d. employee ability; employee loyalty e. employee competence; work flow through the organization

a

Which of the following are responsible for the entire organization? a. Top managers b. Middle managers c. First-line managers d. Controlling managers e. Organizing managers

a

Which of the following behaviors is consistent with the socioemotional role? a. Reduce tension b. Give opinions c. Seek information d. Summarize e. Energize

a

Which of the following is a formal team composed of a manager and his or her subordinates? a. Functional team b. Horizontal team c. Self-managed team d. Special-purpose team e. Social team

a

Which of the following is the first stage of team development? a. Forming b. Storming c. Norming d. Performing e. Reforming

a

Which of the following roles involve bargaining with others to meet the unit or departmental goals? a. Negotiator b. Resource allocator c. Figurehead d. Monitor e. Leader

a

Which of the following skill is the manager's ability to work with and through other people and to work effectively as a group member? a. Human b. Conceptual c. Technical d. Intellectual e. Planning

a

Which of the following statements is true? a. Self-managed teams are empowered with decision-making authority. b. Self-managed teams still rely heavily on their manager. c. Self-managed teams have little access to resources. d. Self-managed teams will eventually develop into problem-solving teams. e. None of these

a

Which of these is a major criticism of scientific management? a. It ignored the social context of work. b. It ignored the impact of compensation on performance. c. It overemphasized individual differences. d. It overemphasized the intelligence of workers. e. It emphasized the social context of work.

a

____ to ethical decision-making is consistent with due process, free consent, privacy, freedom of conscience and free speech. a. Moral-rights approach b. Individualism approach c. Utilitarian approach d. Justice approach e. Dual-economic approach

a

_____ are most important at the top management level. a. Conceptual skills b. Human skills c. Technical skills d. Project skills e. All of these

a

_____ forces refer to those aspects of a culture that guide and influence relationships among people. a. Social b. Political c. Economic d. Technological e. Legal

a

_____ includes all elements existing outside the boundary of the organization that have the potential to affect the organization. a. Organizational environment b. Internal environment c. Task environment d. General environment e. Technological environment

a

_____ is(are) included in an organization's task environment. a. Suppliers b. Accounting procedures c. Technology d. Government e. Demographic characteristics

a

he _____ leadership style matches with the preconventional level of personal moral development. a. autocratic b. team oriented c. servant leadership d. guiding/encouraging e. transforming

a

which of these can best describe organizing? a. Assigning responsibility for task accomplishment b. Using influence to motivate employees c. Monitoring activities and making corrections d. Selecting goals and ways to attain them e. None of these

a

. During the _____ stage of team development, the major emphasis is on task accomplishment. a. forming b. performing c. achieving d. norming e. storming

b

. _____ means that the first behaviors that occur in a team often set a precedent for later team expectations. a. Critical events b. Primacy c. Carryover behaviors d. Explicit statements e. Recency

b

10 + 10 = 25 reflects which of these? a. Entropy b. Synergy c. Open system d. Closed system e. Weberian math

b

A government inspection has required your company to upgrade the safety equipment in the manufacturing process of ice creamery. What dimension of the external environment has influenced these upgrades? a. Technological b. Legal-political c. Task d. Sociocultural e. Economic

b

A manager in for-profit business focuses primarily on _____, while a manager of a non-profit focuses on _____. a. the bottom-line; employee morale b. the bottom-line; social impact c. profitability; customer satisfaction d. market share; the bottom-line e. customer satisfaction; organization reputation

b

A manager's _____ skill is demonstrated in the way a manager relates to other people. a. conceptual b. human c. technical d. leading e. controlling

b

A significant contribution of Chester Barnard was the concept of: a. bureaucracy. b. the informal organization. c. total quality management. d. scientific management. e. traditional theory of authority.

b

According to Mintzberg, when Amanda attends a subordinate's wedding she is performing which of these roles? a. Monitoring b. Figurehead c. Spokesperson d. Leader e. Liaison

b

All the following are conflict handling styles discussed in your text EXCEPT: a. competing style. b. assertive style. c. avoiding style. d. accommodating style. e. compromising style.

b

An organization's _____ is a part of its internal environment. a. customers b. salespeople c. consumer price index d. suppliers e. competitors

b

An organization's decision to produce a new product is in the: a. domain of codified law. b. domain of free choice. c. domain of ethics. d. domain of compensatory justice. e. domain of social responsibility.

b

By definition, an organization is considered _____ because it is made up of two or more people. a. efficient b. a social entity c. effective d. goal-directed e. deliberately structured

b

Companies can reduce boundaries and increase collaboration with other organizations by creating: a. flexible structures. b. interorganizational partnerships. c. new company cultures. d. new supplier connections. e. none of these.

b

Donna Hyde is the head of the finance department at Muumuu Manufacturing, Inc. Her level in the management hierarchy is that of a(n): a. first-line manager. b. middle manager. c. top manager. d. chief executive officer. e. operative.

b

During the _____ stage, the team leader should encourage participation by each team member. a. forming b. storming c. norming d. adjourning e. performing

b

Gail Griffith, manager of the finance division, distributes relevant information everyday to all her employees enabling them to make quality decisions. Gail is performing which of the following roles? a. Monitor role b. Disseminator role c. Spokesperson role d. Disturbance handler role e. Figurehead role

b

How an organization goes about accomplishing a plan is a key part of the management function of _____. a. planning b. organizing c. leading d. controlling e. motivating

b

If Bradley Hak is responsible for maintaining information links both inside and outside organizations by using mail, phone calls, and conducting meetings as daily activities, he would be considered a: a. figurehead. b. liaison. c. negotiator. d. monitor. e. spokesperson.

b

In the context of work team effectiveness, _____ pertains to the team's ability to meet the personal needs of its members. a. cohesiveness b. satisfaction c. commitment d. leadership e. norms

b

Integrated Computers, Inc. wants to compile a profile of the customer it will target in its next promotional mailing. What environment would this be found in? a. Internal environment b. Task environment c. Work environment d. General environment e. None of these

b

Just Do It" is Nike's: a. ceremony. b. slogan. c. symbol. d. ritual. e. all of these.

b

Max Weber felt selection of employees should be based on _____. a. education b. competence c. connections d. political skills e. efficient systems

b

Positions organized in a hierarchy of authority is an important characteristic of: a. scientific management. b. bureaucratic organizations. c. quantitative management. d. the human relations movement. e. total quality management.

b

Research indicates that the one factor that increases a company's value the most is: a. investment in research and development. b. people and how they are treated. c. technology investment. d. a centralized organizational structure. e. attention to values.

b

Selecting goals and ways to attain them refers to _____. a. controlling b. planning c. organizing d. staffing e. leading

b

Some team members are asked to play a dual role. These members: a. engage in two sets of behaviors: initiation and energize. b. perform both role: task specialist and socioemotional. c. perform both roles: liaison and negotiator. d. engage in two sets of behavior: follow and compromise. e. do not do anything.

b

Stage of development, cohesiveness, norms, and conflict resolution are all part of which component of the work team effectiveness model? a. Work team effectiveness b. Team processes c. Organizational conflict d. Team composition e. Team characteristics

b

Standardization of work and wage incentives are characteristics of: a. bureaucratic organizations. b. scientific management. c. quantitative management. d. administrative management. e. behavioral science.

b

Stefan, a supermarket cashier, recently received an award for having the highest scan rate among all cashiers. This is an example of organizational: a. performance. b. efficiency. c. effectiveness. d. structure. e. goal-setting. b

b

Strong anti-American sentiments in many parts of the world exemplify the effect of: a. economic forces. b. political forces. c. demographic forces. d. technological forces. e. human relations forces.

b

Tamika is a manager at Sleeveless Clothes, Inc. Recently, she was assigned a work team. She is in charge of the team and it consists of the subordinates under her authority. This is an example of a _____ team. a. horizontal b. functionall c. self-managed d. special-purpose e. social

b

Temporary management professionals responsible for a temporary work project that involves the participation of people from various functions and levels of the organization are called _____. a. middle managers b. project managers c. interim managers d. first line managers e. functional managers

b

Terry manages a food distribution company that is highly focused on creating a strong cohesive culture, but the company does not tie organizational values directly to goals and desired business results. Terry's company most likely falls in which quadrant of organizational performance and culture? a. Quadrant A b. Quadrant B c. Quadrant C d. Quadrant D e. Quadrant E

b

The _____ dimension of the general environment includes federal, state, and local government regulations. a. technological b. legal-political c. economic d. sociocultural e. international

b

The _____ represents people in the environment who can be hired to work for the organization. a. competitors b. labor market c. suppliers d. customers e. government

b

The _____ the team interacts, the _____ cohesive the team. a. less, more b. more, more c. more, less d. all of these e. none of these

b

The assembly line is most consistent with which of the following general principles of management? a. Unity of command b. Division of work c. Authority d. Scalar chain e. Quality management

b

The assumption that "If it's not illegal, it must be ethical," ignores which of the following? a. Domain of codified law b. Domain of ethics c. Domain of free choice d. Discretionary responsibility e. Domain of symbolism

b

The biggest mistake that many managers make is the failure to: a. clarify direction. b. communicate effectively. c. display compassion to employees. d. create employee recognition programs. e. focus on productivity.

b

The decision by ABC International to downsize and reduce its labor force is in the: a. domain of codified law. b. domain of free choice. c. domain of ethics. d. social responsibility. e. none of these.

b

The findings provided by the Hawthorne Studies provided the impetus for the _____, despite flawed methodology or inaccurate conclusions. a. classical perspective b. humanistic perspective c. scientific management d. bureaucratic organizations e. contingency perspective

b

The human resources perspective of management links motivation theories with _____. a. top management b. employee tasks c. floor managers d. efficiencies e. profit maximization

b

The involvement culture has a(n) _____ focus on the involvement and participation of employees to rapidly meet changing needs from the environment. a. external b. internal c. structural d. competitive e. technological

b

The level of corporate culture in which values are so deeply embedded that members are no longer consciously aware of them is: a. invisible artifacts. b. expressed values and beliefs. c. underlying assumptions and deep beliefs. d. dress and office layout. e. slogans and ceremonies.

b

The level of corporate culture which cannot be seen but can be discerned from how people explain and justify what they do is: a. invisible artifacts. b. expressed values and beliefs. c. slogans and ceremonies. d. dress and office layout. e. none of these.

b

The management science perspective applies all of the following to managerial problems EXCEPT: a. statistics. b. qualitative techniques. c. mathematics. d. quantitative techniques. e. all of these are correct.

b

The relationship between social responsibility and financial performance has been shown to be _____. a. non-existent b. positive c. negative d. not important e. a reflection of top leadership

b

Three large electronics companies have recently collaborated to develop an innovative new cell phone. This is an example of which managerial trend? a. Outsourcing b. Interorganizational partnership c. Adversarial orientation d. Merger e. Boundary spanning

b

Today's middle manager is responsible for creating a _____ rather than managing the flow of information up and down the hierarchy. a. vertical chain b. horizontal network c. diagonal system of communication d. spiral network e. chaos-based evaluation system

b

Tommy believes his employees are responsible, creative, and able to work with minimal direction. He is a: a. theory X manager. b. theory Y manager. c. theory Z manager. d. theory A manager. e. contingency theory manager.

b

What is the ideal size of work teams? a. Three b. Five c. Twelve d. Fifteen e. Twenty-three

b

When everyone is pursuing self-direction, the greater good is ultimately served because people learn to accommodate each other in their own long-term interest is an example of the_____. a. utilitarian approach b. individualism approach c. moral-justice approach d. justice approach e. social responsibility

b

Which ethical approach are companies citing to justify their policing of employee's personal habits on and off the job, such as alcohol and tobacco consumption? a. Justice approach b. Utilitarian approach c. Individualism approach d. Moral-justice approach e. Discretionary responsibility

b

Which of the following is NOT one of the moral rights that could be considered during decision-making? a. The right to free consent. b. The right to invade privacy. c. The right to free speech. d. The right of freedom of conscience. e. The right to life and safety.

b

Which of the following is a bar graph that measures planned and completed work along each stage of production by time elapsed? a. Time and Work chart b. Gantt chart c. Time and Motion chart d. Production and Delivery chart e. Gilbreth chart

b

Which of the following is more common in large teams? a. Member satisfaction b. The development of subgroups c. Agreement d. Commitment e. All of these

b

Which of these is the disclosure by an employee of an illegal activity? a. Tattling b. Whistle-blowing c. Organizational communication d. The filing of a disclosure statement e. Snooping

b

Which of these managers are responsible for the manufacturing and marketing departments that make or sell the product or service? a. Top b. Line c. First-line d. Staff e. Project

b

Who is considered the "first lady of management?" a. Mary Parker Follett b. Lillian Gilbreth c. Carly Fiorona d. Maxine Weber e. Anne Adams

b

Work team effectiveness is based on three outcomes: productive output, capacity to adapt and learn, and _____. a. cohesiveness b. satisfaction c. commitment d. leadership e. norms

b

____ is a part of Ford's, the U.S. auto manufacturer, task environment. a. Inflation rate b. Chrysler c. Securities and Exchange Commission (SEC), a government regulating agency d. Amazon.com, an online bookseller e. Ford's corporate culture

b

_____ environment consists of demographic factors, such as population density. a. Technological b. Sociocultural c. Legal-political d. Internal e. Economic

b

_____ is an approach to boundary spanning which results from using sophisticated software to search through large amounts of internal and external data to spot patterns, trends, and relationships that might be significant. a. Merger intelligence b. Business intelligence c. Competitive intelligence d. Partnership intelligence e. Environment intelligence

b

_____ is not a force affecting transition from the old workplace to the new workplace. a. Focus b. Insourcing c. Workforce d. Technology e. Pace

b

_____ is the responsibility that goes beyond societal expectations to contribute to the community welfare. a. Ethical responsibility b. Discretionary responsibility c. Economic responsibility d. Legal responsibility e. Technical responsibility

b

_____ matches with the preconventional level of personal moral development. a. Work group collaboration b. Task accomplishment c. Empowered employees d. Full participation e. Transforming

b

elf-directed teams are _____ teams. a. temporary b. permanent c. ad-hoc d. task force e. none of these

b

he conventional stage of moral development is best described by which of the following statements? a. I won't do that because the boss will be upset with me. b. Everybody else is doing it, so it must be okay. c. I know this is not right, and I will not do it, even if everyone else is. d. What am I going to get from making this decision? e. All of these.

b

. Human beings have fundamental rights and liberties that cannot be taken away by another individual's decision. This ethical decision making approach is known as the: a. utilitarian approach. b. individualism approach. c. moral-rights approach. d. dualism approach. e. none of these.

c

. Shyloh can best be described as a(n): a. first-line manager. b. middle manager. c. individual performer. d. top manager. e. functional manager.

c

. Which of the following stages is the stage of personal moral development in which an individual develops an internal set of standards and values? a. Preconventional b. Conventional c. Principled d. Discretionary e. Social

c

. _____ skills is the cognitive ability to see the organization as a whole and the relationship among its parts. a. Human b. Resource allocation c. Conceptual d. Negotiation e. Technical

c

A situation that arises when all alternative choices or behaviors have been deemed undesirable because of the potentially negative ethical consequences, making it difficult to distinguish right from wrong, is considered: a. a moral agent. b. a social responsibility. c. an ethical dilemma. d. an ethical standard. e. discretionary responsibility.

c

According to Mintzberg, which of these is an interpersonal role? a. Monitor b. Negotiator c. Liaison d. Disturbance handler e. Spokesperson

c

Common types of formal teams are: a. vertical and diagonal. b. horizontal and diagonal. c. vertical and horizontal. d. horizontal and lateral. e. lateral and diagonal.

c

Elements of TQM include: a. employee detachment. b. focus on profits. c. benchmarking. d. accidental improvement. e. all of these.

c

For a widget manufacturing company, worker-hours per widget is a measure of: a. organizational effectiveness. b. organizational performance. c. organizational efficiency. d. organizational structure. e. none of these.

c

If a company emphasizes that "no purchase is complete until the customer is satisfied," then it's: a. utilizing a symbol. b. communicating its values to customers. c. using a slogan to present their values to customers and employees. d. utilizing a hero for the purpose of conveying values. e. using customers to harass the employees.

c

In _____, every situation is viewed as unique. a. a universalist view b. a contingency view c. a case view d. a scientific management view e. none of these

c

James, a casino manager, defines and uses signals and symbols to influence corporate culture by communicating central values to employees. As such, James can be described as what type of leader? a. Egalitarian leader b. Totalitarian leader c. Cultural leader d. Servant leader e. Transitional leader

c

Jessica is a recent college graduate who is seeking a job that includes telecommuting, shared jobs, flextime, and organization-sponsored sabbaticals. Based on this information, Jessica most likely belongs to which demographic group? a. Baby Boomer b. Generation X c. Generation Y d. Generation Z e. Tweener

c

Jessica was recently praised by her supervisor for displaying superior customer service during an encounter with a problem customer. This is an example of organizational: a. information processing. b. efficiency. c. effectiveness. d. structure. e. goal-setting.

c

Kyle Erckard, manager of the jewelry division of a major dept. store, coordinated the work of several people across several departments to accomplish a $500,000 fundraising for an animal shelter. He can best be described in his fundraising activities as a(n): a. top manager. b. middle manager. c. project manager. d. first-line manager. e. operative manager.

c

Managing team _____ is the most important skill required for effective team management. a. norms b. cohesiveness c. conflict d. membership e. none of these

c

Marley is the executive director of the local Community for Critters. Her level in the management hierarchy is that of a(n): a. first-line manager. b. middle manager. c. top manager. d. consultant. e. operative.

c

Mary Parker Follett thought of leadership as _____, rather than techniques. a. systems b. top managers c. people d. efficiencies e. floor managers

c

Most early interpretations of the Hawthorne studies argued that the factor that best explained increased output was _____. a. money b. days off c. human relations d. lighting e. free food

c

Once some teams have evolved to the _____ stage of team development, task performance is no longer the top priority. a. performing b. storming c. adjourning d. norming e. achieving

c

Organizational development is one specific set of management techniques based in the _____ approach. a. management science b. systems theory c. behavioral sciences d. scientific management e. quantitative

c

Organizations often lose good employees because front-line managers fail to: a. give direction. b. offer challenge. c. show respect. d. show recognition. e. listen to new ideas.

c

People making decisions based on an internal set of beliefs that has more meaning to them than the expectations of others: a. are in the preconventional level of moral development. b. are in the conventional level of moral development. c. are in the principled level of moral development. d. do not care what people think of them. e. none of these.

c

Sally is a member of a work team at Beauty-R-Us Corporation. She often proposes new solutions to team problems. This is an example of which task specialist role? a. Harmonize b. Seek information c. Initiation d. Reduce tension e. Compromise

c

Self-directed teams consist of 5 to 20 _____ workers. a. union b. non-union c. multiskilled d. low wage e. all of these

c

The _____ conflict resolution style is best when maintaining harmony is important. a. competing style b. collaborating style c. accommodating style d. avoiding style e. comprising

c

The _____ of the external environment represents events originating in foreign countries as well as opportunities for American companies in other countries. a. national dimension b. global dimension c. international dimension d. Japan's dimension e. U.S. dimension

c

The golden rule "do unto others as they would do unto you" is: a. an example of the utilitarian approach to ethical behavior. b. representative of the moral-justice approach to moral decision making. c. an example of the values that guide the individualism approach to ethical behavior. d. silly and outdated. e. an example of the justice approach to ethical behavior.

c

The great majority of managers operate at the: a. preconventional level. b. principled level. c. conventional level. d. postconventional level. e. autocratic level.

c

The individual identity includes which of the following? a. Generalist, coordinates diverse tasks b. Gets things done through others c. Works relatively independently d. A network builder e. Works in highly interdependent manner

c

The nature of management is to cope with _____ and far-reaching challenges. a. simple b. planned c. diverse d. organized e. controlled

c

The nineteenth and early twentieth centuries saw the development of which management perspective? a. The human relations movement b. The behavioral sciences approach c. The classical perspective d. The quantitative management approach e. The TQM approach

c

The teamwork philosophy is based in part on the assumption that five people working together can produce more than five people working individually. This philosophy is consistent with the concept of _____. a. transformation b. entropy c. synergy d. feedback e. quality

c

The three subfields of the classical perspective include: a. quantitative management, behavioral science, and administrative management. b. bureaucratic organization, quantitative management, and the human relations movement. c. administrative management, bureaucratic organization, and scientific management. d. scientific management, quantitative management, and administrative management. e. none of these.

c

Using influence to motivate employees describes which of these functions? a. Controlling b. Planning c. Leading d. Monitoring e. Organizing

c

Which of the five stages of team development is marked by conflict and disagreement? a. Performing b. Norming c. Storming d. Forming e. Reforming

c

Which of the following best describes Terrance's position as a project manager? a. He is responsible for several departments that perform different functions. b. He is required to have significant human skills. c. He is responsible for self-contained division and all the departments within it. d. He supervises employees with similar training and skills. e. All of these.

c

Which of the following brings norms into the team from outside? a. Critical events b. Primacy c. Carryover behaviors d. Explicit statements e. Recency

c

Which of the following cultures is suited to organizations that are concerned with servicing specific customers in the external environment but without the intense need for flexibility and rapid change? a. Adaptability culture b. Clan culture c. Achievement culture d. Consistency culture e. None of these

c

Which of the following is a standard of conduct that is shared by team members and guides their behavior? a. Leadership b. Cohesiveness c. Norm d. Attitude e. None of these

c

Which of the following is not a criticism of scientific management? a. It does not appreciate the social context of work. b. It does not appreciate the higher needs of workers. c. It does not appreciate the careful study of tasks and jobs. d. It does not acknowledge variance among individuals. e. It tends to regard workers as uninformed and ignored their ideas and suggestions.

c

Which of the following refers to managing the sequence of suppliers and purchasers, covering all stages of processing from obtaining raw materials to distributing finished goods to consumers? a. E-commerce b. E-business c. Supply chain management d. Knowledge management e. Customer relationship management

c

Which of the following roles are assumed by people and/or departments that link and coordinate the organization with key elements in the external environment? a. Figurehead b. Liaison c. Boundary-spanning d. Disturbance handler e. Leader

c

Which of the following teams are created outside the formal organization structure to undertake a project of special importance or creativity? a. Vertical b. Command c. Special-purpose d. Cross-functional e. Functional

c

Which of the following teams are described as a team that uses computer technology and groupware so that geographically distant members can collaborate on projects and reach common goals? a. Functional b. Command c. Virtual d. Long distance e. Task force

c

Which of these employee behaviors matches with the conventional level of personal moral development? a. Task accomplishment b. Empowered employees c. Work group collaboration d. Full participation e. Act in own interest

c

Which of these forces comprises unwritten, common rules and perceptions about relationships? a. Economic forces b. Political forces c. Social forces d. Legal forces e. Personal forces

c

Which of these forces pertain to the availability, production, and distribution of resources in a society? a. Social b. Political c. Economic d. Technological e. Legal

c

Which of these is NOT a part of an organization's general environment? a. Technological b. Economic c. Competitors d. Legal-political e. Sociocultural

c

Which of these perspectives emphasized a rational, scientific approach to the study of management and sought to make organizations efficient operating machines? a. The Humanistic Perspective b. The Behavioral Sciences Approach c. The Classical Perspective d. The TQM approach e. The Quantitative Management Approach

c

Which skill includes specialized knowledge and analytical ability? a. Conceptual b. Human c. Technical d. Controlling e. Planning

c

____ are goals that cannot be attained by a single party. a. Conflict goals b. Mission-driven goals c. Superordinate goals d. Competitive goals e. Extraordinary goals

c

____ specifies a goal of no more than 3.4 defects per million parts. a. Benchmarking b. Total quality management c. Six sigma d. Balanced scorecard e. Jugaad

c

_____ are associated with surface level of organizational culture. a. Values b. Norms c. Manners of dress d. Beliefs e. All of these

c

_____ includes behavior that is not always written down and may actually not serve an organization's bottom-line. a. Legal responsibility b. Economic responsibility c. Ethical responsibility d. Discretionary responsibility e. None of these

c

_____ is a narrative based on true event that is repeated frequently and shared by organizational employees. a. Symbol b. Slogan c. Story d. Hero e. Culture

c

_____ is a process whereby companies find out how others do something better than they do and then try to imitate or improve on it. a. TQM b. Continuous improvement c. Benchmarking d. Empowerment e. MBO

c

_____ is economic development that generates wealth and meets the needs of their current generation while focusing on future generations. a. Ethical management b. Activist strategy c. Sustainability d. Market strategy e. Future management

c

_____ is the management function concerned with monitoring employees' activities, keeping the organization on track toward its goals, and making corrections as needed. a. Planning b. Resource allocation c. Controlling d. Organizing e. Efficiency

c

_____ means that managers do not have sufficient information about environmental factors to understand and predict environmental needs and changes. a. Adaptation b. Risk c. Uncertainty d. Knowledge e. Education

c

_____ refers to the concept that different treatment of people should not be based on arbitrary characteristics. a. Procedural justice b. Compensatory justice c. Distributive justice d. Organizational justice e. Moral-justice

c

_____ system draws resources from the external environment and releases goods and services back to it. a. Production b. Closed c. Open d. Information e. Management

c

ccording to Weber's ideas on bureaucracy, organizations should be based on which of these? a. Personal loyalty b. Personal references c. Rational authority d. Family ties e. Charismatic authority

c

ny group within or outside the organization that has a stake in the organization's performance is called: a. a supplier. b. an international customer. c. a stakeholder. d. OPEC. e. a trade association.

c

. One of the things managers enjoy doing the most is: a. financial planning. b. controlling activities. c. planning for future decisions. d. leading others. e. hiring new employees.

d

. Which of the following refers to the amount of resources used to achieve an organization's goal? a. Effectiveness b. Synergy c. Performance d. Efficiency e. Management

d

. _____ is a role in which the individual provides support for team members' emotional needs. a. A task specialist role b. A dual role c. A nonparticipator role d. A socioemotional role e. None of these

d

A _____ is a group of employees from different departments formed to deal with a specific activity and existing only until the task is completed. a. vertical team b. command team c. special purpose team d. task force e. functional group

d

A code of _____ is a formal statement of the company's values concerning ethics and social issues. a. integrity b. trust c. citizenship d. ethics e. honesty

d

A figure who exemplifies the deeds, character, and attributes of a corporate culture is referred to as a: a. symbol. b. stories. c. slogan. d. hero. e. culture.

d

A(n) _____ is a person who benefits from team membership but does not make a proportionate contribution to the team's work. a. "yes" man b. social worker c. work surfer d. free rider e. groupthink

d

According to the book's model for judging corporate social performance, social responsibility is divided into what into four sections? a. Ethical, legal, technical, and rational b. Mandatory, technical, discretionary, and economic c. Legal, mandatory, economic, and ethical d. Discretionary, legal, economic, and ethical e. None of these

d

According to the text, what are the skills used by managers when performing the four functions of management? a. Conceptual, interpersonal, and organizational b. Functional, problem-solving, and technical c. Analytical, interpersonal, and financial d. Conceptual, human, and technical e. Communication, strategic, and innovative

d

All of the following are examples of special interest groups except: a. professional associations. b. trade associations. c. political action committees. d. courts. e. consumerists.

d

All of these are a part of an organization's task environment except _____. a. customers b. labor markets c. competitors d. employers e. suppliers

d

Ally's Applesauce is in the process of hiring sixty new workers. The personnel department has a large pool of unskilled labor to draw from due to the high unemployment rate in the local area. Which dimension of the external environment is involved here? a. Sociocultural b. Competitors c. Technological d. Labor market e. Legal-political

d

Amanda Rowley, President of Autos-R-Us, recognizes the factory employees for their outstanding performance at the monthly awards banquet on the shop floor by presenting a plaque and a check for $100. She is engaging in the management function of _____. a. bribery b. organizing c. technical skills d. leading e. controlling

d

Amber is a member of a work team at Buchanon Dance, Inc. She often attempts to help disagreeing parties reach agreement. This is an example of which socioemotional role behavior? a. Compromise b. Follow c. Reduce tension d. Harmonize e. Summarize

d

An innovation mindset that strives to meet customers' immediate needs quickly and inexpensively is referred to as: a. kaizen. b. just-in-time control. c. total quality management. d. jugaad. e. XY Theory.

d

Chester Bernard felt that _____ could help a poorly managed organization. a. bureaucracy b. line managers c. efficiencies d. informal relations e. top/down flow of information

d

Consider the following three managers from Outrageous Outfitters, Inc. Tiffany Blanchard is the president, Timothy Thompson is the director of marketing, and Karen Baxter is a maintenance supervisor. Which of the following statements is true? a. Karen Baxter does more planning than Tiffany Blanchard. b. Timothy Thompson does more leading than Karen Baxter. c. Tiffany Blanchard does more controlling than Timothy Thompson. d. Tiffany Blanchard does more planning than Karen Baxter. e. None of these.

d

During which stage of team development does team unity emerge? a. Forming b. Storming c. Performing d. Norming e. Adjourning

d

Executives at One World Advertising have learned that it is necessary to establish strong personal relationships and emotional bonds with Chinese business partners. This relates most closely to which dimension of the general business environment? a. Natural b. Sociocultural c. Legal/Political d. International e. Internal

d

If a manager finds several new competitors on the horizon, they may need to spend more time in the which role? a. Negotiator b. Resource allocator c. Figurehead d. Monitor e. Leader

d

Maslow's hierarchy of needs started with which of these needs? a. Esteem b. Love c. Safety d. Physiological e. Belongingness

d

Matrix Dress Designs operates using the concept of empowerment, where employees act independently and with management facilitating rather than controlling workers. These qualities represent which management approach? a. Administrative principles approach b. Bureaucratic approach c. Scientific management approach d. Humanistic approach e. Behavioral sciences approach

d

McDonald's "I'm Lovin' It" is an example of a: a. ceremony. b. symbol. c. ritual. d. slogan. e. political activity.

d

Most of the laws guiding human resource management are based on the: a. utilitarian approach. b. moral-rights approach. c. individualism approach. d. justice approach. e. collectivism approach.

d

Of all management duties, one of the things managers like the least is: a. financial planning. b. controlling activities. c. planning for future decisions. d. handling paperwork. e. networking.

d

Operations research grew out of World War II groups and is based on _____. a. group dynamics b. employees in crisis c. production in turbulent times d. mathematical equations e. a humanistic approach

d

Regarding the levels of personal moral development, the majority of managers operate at the _____ level. a. preconventional b. autocratic c. postconventional d. conventional e. transformative

d

Research shows that managers enjoy all of the following except: a. networking. b. innovation. c. leading others. d. managing time. e. all of these.

d

Robert, a top-level manager at an advertising agency, spends a significant part of his work day identifying goals for future organizational performance and deciding how to use resources to attain these goals. This involves which management function? a. Controlling b. Leading c. Organizing d. Planning e. Delegating

d

Sally is vice president of administration at a large non-profit charity for animals. She most likely falls within which management level? a. CEO b. Line employee c. Staff manager d. Top manager e. Middle manager

d

Sexual harassment is unethical because it violates an important part of which approach to ethical behavior? a. The utilitarian approach b. The individualism approach c. The justice approach d. The moral-rights approach e. The defensive approach

d

Success in the new workplace depends on the strength and quality of _____. a. individual workers b. independent teams c. followers d. collaborative relationships e. vendors

d

Team _____ occurs when individuals and departments rely on other individuals and departments for information or resources to accomplish their work. a. accountability b. cohesiveness c. control d. interdependence e. independence

d

The _____ refers to a chain of authority extending from top to the bottom of the organization and including every employee. a. unity of command b. division of labor c. unity of direction d. scalar chain e. none of these

d

The _____ refers to the ethical concept that moral decisions are those that best maintain the rights of those people affected by them. a. individualism approach b. justice approach c. utilitarian approach d. moral-rights approach e. discretionary responsibility approach

d

The environments in which businesses operate are increasingly _____, requiring managers to be ready to react and respond to even subtle environmental shifts. a. static b. universal c. constant d. dynamic e. traditional

d

The ethical decision approach that requires persons to be guided by standards of equity, fairness and impartiality is the: a. moral-rights approach. b. individualism approach. c. utilitarian approach. d. justice approach. e. discretionary responsibility.

d

The forming stage of team development is characterized by: a. the establishment of order and cohesion. b. cooperation. c. problem solving. d. orientation. e. conflict.

d

The task environmental dimension includes all elements that occur naturally on earth, including plants, animals, rocks, and natural resources such as air, water, and climate. a. True b. False

d

The tendency for people to be so committed to a cohesive team that they are reluctant to express contrary opinions refers to _____. a. brainstorm b. brain dump c. group innovation d. groupthink e. group anxiety

d

The use of specialization to produce more and better work with the same level of effort is consistent with the administrative management principle of: a. unity of command. b. unity of direction. c. scalar chain. d. division of work. e. none of these

d

Tool Techies, Inc. uses phone surveys of customers to gather information about service and quality. This is an example of the management function of: a. planning. b. technical skills. c. organizing. d. controlling. e. conceptual skills.

d

UPS is successful in the small package delivery market. One important reason for this success is the concept of: a. globalization. b. employee flexibility. c. loose standards. d. bureaucracy. e. non-bureaucratic organizational system.

d

What type of a stakeholder would a nature conservation group be for a paper manufacturing company? a. Supplier b. Competitor c. Employee d. Special interest group e. None of these

d

When Terry Doyle of CommuniCom, Inc. created smaller, more independent maintenance units, he was performing the function of _____. a. controlling b. human relations skills c. leading d. organizing e. resourcing

d

When Troy measures his employees' performance and compares their performance against the goals he set for them, he is performing which of these functions? a. Staffing b. Leading c. Organizing d. Controlling e. Planning

d

When two or more organizations combine to become one, it is referred to as a: a. joint venture. b. flexible structure. c. mechanistic structure. d. merger. e. inorganic venture.

d

Which of the following best describes Stacey's position as a functional manager? a. She is responsible for several departments that perform different functions. b. She organizes people across departments to perform a specific task. c. She is responsible for a self-contained division and all the departments within it. d. She supervises employees with similar training and skills. e. None of these.

d

Which of the following cultures values and rewards a methodical, rational, orderly way of doing things? a. Achievement culture b. Involvement culture c. Accomplishment culture d. Consistency culture e. Adaptability culture

d

Which of the following dimensions of the general environment includes all elements that occur naturally on earth? a. Sociocultural dimension b. Technological dimension c. Economic dimension d. Natural dimension e. Environmental dimension

d

Which of the following includes the manager identity? a. Specialist, performs specific tasks b. Gets things done through own efforts c. An individual actor d. A network builder e. Works relatively independently

d

Which of the following is a function of management? a. Human resources b. Raw materials c. Efficiency d. Planning e. Effectiveness

d

Which of the following is a(n) is the individual who must make an ethical choice in an organization? a. The symbolic leader b. An obstructive manager c. The defensive individual d. The moral agent e. An authoritarian manager

d

Which of the following is identified as a recent trend that has staying power? a. Corporate takeovers b. Hedging c. Insourcing d. Relationship management e. Task management

d

Which of the following is most important at lower organizational levels? a. Planning skills b. Human skills c. Conceptual skills d. Technical skills e. None of these

d

Which of the following is not a concern to managers under the justice approach? a. Compensatory justice b. Distributive justice c. Procedural justice d. Obstructive justice e. All of these

d

Which of the following is not one of the conceptual categories of managerial roles Mintzberg defined? a. Informational b. Interpersonal c. Decisional d. Intrapersonal e. All of these are managerial roles defined by Mintzberg

d

Which of the following is often considered the "father of the quality movement?" a. Weber b. Gilbreth c. Follett d. Deming e. Gehrke

d

Which of the following refers to financial managers and others who base their decisions on complex quantitative analysis, under assumption that using advanced mathematics and technology can accurately predict how the market works? a. Stems b. Yuppies c. Quals d. Quants e. Fins

d

Which of the following responsibilities is purely voluntary and is guided by a company's desire to make social contributions not mandated by economics, law, or ethics? a. Ethical b. Economic c. Legal d. Discretionary e. Stakeholder

d

Which of the following uses the latest information technology to keep in close touch with customers and to collect and manage large amounts of customer data? a. Supply Chain Management b. Learning Organizations c. Scientific Management d. Customer Relationship Management e. The Humanistic Approach

d

Which of these is consistent with the role of the socioemotional role? a. Encourage b. Follow c. Compromise d. All of these e. Both encourage and follow

d

With respect to appropriate corporate behavior, what society deems _____ as important. a. ethical responsibility b. discretionary responsibility c. economic responsibility d. legal responsibility e. moral responsibility

d

Within her role as a small business consultant, Alexa analyzes how organizations fit into their industries, the communities, and the broader social environment. This type of analysis involves which management skill? a. Organizing b. Technical c. Human d. Conceptual e. Delegation

d

____ are responsible for departments that perform a single task and have employees with similar training skills. a. Top managers b. Middle managers c. General managers d. Functional managers e. First-Line managers

d

____ is the understanding of and proficiency in the performance of specific tasks. a. Human skill b. Conceptual skill c. Interpersonal skill d. Technical skill e. Leadership skill

d

_____ increases team cohesiveness. a. External competition b. Shared goals c. Team success d. All of these e. Shared goals and team success

d

_____ is the extent to which team members are attracted to the team and motivated to remain in it. a. Norming b. Commitment c. Caring d. Cohesiveness e. Leadership.

d

. Primary stakeholders of an organization include: a. employees. b. customers. c. investors and shareholders. d. suppliers. e. all of these.

e

A _____ represents a phrase or sentence that succinctly expresses a key corporate value. a. symbol b. stories c. culture d. hero e. slogan

e

A(n) _____ perspective provides a broader way of thinking, a way of searching for patterns, and determining whether they recur across time periods. a. analytical b. futuristic c. systematic d. methodical e. historical

e

All of the following are characteristics of Weberian bureaucracy except: a. labor is divided with clear definitions of authority and responsibility that are legitimized as official duties. b. positions are organized in a hierarchy of authority, with each position under the authority of a higher one. c. all personnel are selected and promoted based on technical qualifications. d. administrative acts and decisions are recorded in writing. e. management is the same as the ownership of the organization.

e

All of the following are common dysfunctions of teams EXCEPT: a. lack of trust. b. avoidance of accountability. c. fear of conflict. d. lack of commitment. e. results orientation.

e

Conceptual, human, and technical skills are important to which managerial level? a. Top managers b. Middle managers c. First-line managers d. Non managers e. All of these

e

Critical management missteps include: a. poor communication skills. b. reactionary behavior. c. inability to build a team. d. failure to adapt. e. all of these.

e

Cross-border work teams made up of members of different nationalities whose activities span multiple countries are called: a. self-directed teams. b. project teams. c. multinational teams. d. long distance teams. e. global teams.

e

Darren and his team have just finished Project A, and are preparing to disband. Darren and his team are in the _____ stage of team development. a. forming b. storming c. norming d. performing e. adjourning

e

During which stage of team development should the team leader help clarify team roles, norms, and values? a. Adjourning b. Storming c. Forming d. Performing e. Norming

e

From the 1950s until today, which management perspective has remained the most prevalent? a. Systems b. Qualitative c. Scientific management d. Quantitative e. Humanistic

e

If a manager finds a severe decline in employee morale and direction, they may need to spend more time in the _____ role. a. negotiator b. resource allocator c. figurehead d. monitor e. leader

e

In a joint venture between large and small businesses, large businesses can provide all of the following except: a. sales staff. b. research staff. c. financial resources. d. distribution channels. e. top level management.

e

In the current external business environment, which of the following is true? a. Corporate culture defines success. b. The business environment is static. c. Companies are more adversarial than ever before. d. Mergers are declining. e. Joint ventures are on the rise.

e

Monitoring activities and making corrections are part of: a. organizing. b. planning. c. leading. d. staffing. e. controlling.

e

Only about _____ percent of American adults reach the level-three stage of moral development. a. two b. four c. eleven d. fifteen e. twenty

e

Patty Rohrer is the director of human resources at Pet Grooming, Inc. She can be best described as a: a. top level manager. b. project manager. c. general manager. d. first-line manager. e. functional manager.

e

Regina, owner and operator of a small restaurant, believes that her most important task as manager is establishing goals for the restaurant and deciding what must be done to achieve them. This involves which aspect of what managers do? a. Organizing b. Motivating and communicating c. Measuring d. Developing people e. Setting objectives

e

Shifting one's own opinions to maintain team harmony refers to which socio-emotional role? a. Energizing b. Initiating ideas c. Encouraging d. Following e. Compromise

e

SweetTooth Candies is a U.S.-based company that manufactures and distributes candy bars and snack foods globally. The company sources most of its cocoa and sugar from South American companies. This business relationship highlights which dimension of the task environment? a. Customers b. Competitors c. Labor market d. Culture e. Suppliers

e

The behavioral sciences approach is based on which of the following disciplines? a. Anthropology b. Economics c. Sociology d. Psychology e. All of these

e

The concept that the party responsible should compensate individuals for the cost of their injuries is referred to as: a. distributive justice. b. injury justice. c. procedural justice. d. organizational justice. e. compensatory justice.

e

The decision by Paula Reid, the manager who statted the U.S. Secret Service prostitution scandal in Catagena, was based largely on the _____ approach a. justice b. moral-rights c. obstructive d. individualism e. practical

e

The internal environment within which managers work includes all of the following except _____. a. corporate culture b. production technology c. organization structure d. physical facilities e. labor market

e

Time and motion studies that resulted in drastic reduction in the time patients spent on the operating table were pioneered by _____. a. Edward Deming b. Henry Gantt c. Max Weber d. Mary Parker Follett e. Frank Gilbreth

e

To meet the needs of the organization, all managers carry out the three major categories of roles. They are: _____, _____, and _____ roles. a. monitor, figurehead, liaison b. leader, monitor, spokesperson c. disseminator, entrepreneurial, disturbance handler d. decisional, spokesperson, leader e. informational, interpersonal, decisional

e

What is the main concern of first-level managers? a. Monitoring the external environment and determining the best strategy to be competitive b. Putting top management plans into action across the organization c. Allocating resources and coordinating teams d. Linking groups of people e. Facilitating individual performance

e

Which dimension of the general environment represents the demographic characteristics, norms, customs, and values of the population within which the organization operates? a. Legal-political dimension b. Economic dimension c. Technological dimension d. Corporate culture dimension e. Sociocultural dimension

e

Which of the following is NOT one of the four key strategies for achieving a win-win solution through negotiation? a. Separate the people from the problem b. Focus on interests c. Generate many alternatives for mutual gain d. Insist that results be based on objective standards e. Keep the demands at the center

e

Which of the following is not a decisional role? a. Entrepreneur b. Negotiator c. Resource allocator d. Disturbance handler e. Liaison

e

Which of the following is not a function of management? a. Plan b. Control c. Organize d. Lead e. Performance

e

Which of the following would be considered a visual representation(s) of a company's corporate culture? a. All department heads have an executive office. b. Each department has an award plaque for employee of the month. c. All employees are dressed in professional business attire. d. Top level executives drive company owned sports car. e. All of these.

e

Which of these is a subfield of the classical management perspective that emphasized scientifically determined changes in management practices as the solution to improving labor productivity? a. The human relations movement b. The behavioral sciences approach c. The TQM approach d. The quantitative management approach e. The scientific management movement

e

Which of these managers are in charge of departments such as finance and HR that support line departments? a. Line b. Project c. Top d. Operatives e. Staff

e

Which of these refers to the management thinking and practice that emphasizes satisfaction of employees' basic needs as the key to increased worker productivity? a. Scientific management perspective b. Human resource perspective c. Management science perspective d. Behavioral sciences approach e. Human relations movement

e

Without _____, no company can survive over the long run. a. cost-cutting b. outsourcing c. command-and-control approach d. total quality teamwork e. innovation

e

____ is NOT included in the model of personal moral development described in your text. a. Preconventional level b. Conventional level c. Principled level d. Postconventional level e. All of these are included in the model

e

_____ is considered the "father of scientific management." a. Frank B. Gilbreth b. Elton Mayo c. Henry Gantt d. Douglas McGregor e. Frederick W. Taylor

e

_____ is not part of the structures and systems pillar of an ethical organization. a. Corporate culture b. Code of ethics c. Ethics committee d. Whistle-blowing mechanisms e. Rewarding ethical behavior

e

_____ managers are responsible for departments that perform a single functional task and have employees with similar training and skills. a. Top b. Middle c. First-line d. Bottom e. Functional

e

_____ matches with the postconventional level of personal moral development. a. Team oriented b. Autocratic c. Guiding/encouraging d. Coercive e. Servant leadership

e

_____ occurs when members of a team feel comfortable disagreeing and challenging one another in the interest of finding the best solution. a. Attention to results b. Team trust c. Team responsibility d. Team cohesiveness e. Healthy conflict

e

oday, many virtual teams use _____ to facilitate regular collaboration and open information sharing. a. hand-written messages b. face-to-face communication c. brainstorming d. e-mail e. wikis

e

plays a key role in creating an organizational climate that enables learning and innovative responses to threats from the external environment, challenging new opportunities, or organizational crises. a. Mission statement b. Vision statement c. Competitive intelligence d. Employee training e. Corporate culture

e

. Benchmarking involves finding out what the customer wants. a. True b. False

f

A common dysfunction of teams is to be results oriented. a. True b. False

f

A criticism of human relations management is that it ignores the social context and workers' needs. a. True b. False

f

A historical perspective provides a narrower way of thinking, a way of searching for patterns and determining whether they recur across time periods. a. True b. False

f

A multidomestic team is a work team made up of members of different nationalities whose activities span multiple countries. a. True b. False

f

A special purpose team is basically the same as a problem solving team. a. True b. False

f

All managers have to pay attention to costs and according to research, the best way to improve organizational effectiveness is by severe cost cutting. a. True b. False

f

An example of part of the legal-political dimension of the general environment is a government's report on the decline of unemployment rate. a. True b. False

f

Companies in Quadrant D put high emphasis on both culture and solid business performance as drivers of organizational success. a. True b. False

f

Compensatory justice argues that an employees compensation should be based on individual performance. a. True b. False

f

Cultural values in organizations are rarely observed, but are rather deeply embedded to the extent that members are not consciously aware of them. a. True b. False

f

Due to the stable environment and lack of technological change, mergers and joint ventures rarely occur in the U.S. a. True b. False

f

Economic responsibility defines what society deems as important with respect to appropriate corporate behavior. a. True b. False

f

Efficiency refers to the degree to which the organization achieves a stated objective. a. True b. False

f

Ethical behavior occurs when decisions enable an individual or company to gain at the expense of society. a. True b. False

f

Facilitating individual employee performance is an important role for top managers. a. True b. False

f

Frederick W. Taylor developed Systems Thinking and emphasized the fourteen principles of management that should guide managerial behavior. a. True b. False

f

Given the increasing environmental uncertainty, managers in partnering organizations are shifting from a partnership orientation to an adversarial orientation. a. True b. False

f

Horizontal teams are created by the organization as part of the formal organization structure. a. True b. False

f

How an organization goes about accomplishing a plan is a key part of the management function of controlling. a. True b. False

f

If something is ethical, it must not be illegal. a. True b. False

f

In the spokesperson role, a manager forwards information to other organization members. a. True b. False

f

Individual personalities emerge during the performing stage. a. True b. False

f

Individualism is popular in the highly organized society of today because it supports immediate self-gain. a. True b. False

f

Information technology is the most recent subfield of the quantitative perspective. a. True b. False

f

It is expected that the Hispanic population in the United States will shrink slightly over the next 30 years. a. True b. False

f

Level 3 of the Personal Moral Development model is Conventional. a. True b. False

f

One of the newest positions in organizations is the chief operating officer, a response to widespread financial wrongdoing in recent years. a. True b. False

f

Only the top managers in organizations need conceptual skills since it involves planning. a. True b. False

f

Productive output pertains to the team's ability to meet the personal needs of its members. a. True b. False

f

Recognizing the value of employees involves the organizing role of management. a. True b. False

f

Six Sigma refers to an innovation mindset, used widely by Indian companies, that strives to meet customers' immediate needs quickly and inexpensively. a. True b. False

f

Staff managers are responsible for the manufacturing and marketing departments that make or sell the products or services. a. True b. False

f

Standardization of work and wage incentives are characteristics of behavioral science. a. True b. False

f

The Systems Thinking approach develops theories about human behavior based on scientific methods and study. a. True b. False

f

The consistency culture has an external focus and a consistency orientation for a dynamic environment. a. True b. False

f

The disturbance handler role involves the initiation of change, thinking about the future and how to get there. a. True b. False

f

The ethical concept that acts are moral when they promote the individual's best long term interests, which ultimately leads to the greater good, is known as the moral rights approach. a. True b. False

f

The five stages of team development are forming, storming, reforming, performing, and adjourning. a. True b. False

f

The individual performer is a generalist and coordinates a broad range of activities. a. True b. False

f

The management science approach uses qualitative data in management decision making. a. True b. False

f

The raw materials that organizations use to produce its outputs are provided by customers. a. True b. False

f

The scalar chain is a hypothetical chain that provides horizontal links between unionized workers in different departments in an organization. a. True b. False

f

The use of influence to motivate employees to achieve the organization's goals refers to controlling. a. True b. False

f

The virtue ethics approach to ethical decision making sidesteps debates about what is right, good, or just and bases decisions on prevailing standards of the profession and the larger society, taking the interests of all stakeholders into account. a. True b. False

f

Two common behaviors of the socioemotional role are energizing and encouraging. a. True b. False

f

A competitive and adversarial negotiation approach in which each party strives to get as much as it can, usually at the expense of the other party is called distributive negotiation. a. True b. False

t

A social group within an organization is part of the informal organization. a. True b. False

t

A stakeholder is any group within or outside the organization that has a stake in the organization's performance. a. True b. False

t

A team is defined as a group of two or more people who interact and coordinate their work to accomplish a specific objective. a. True b. False

t

A team shares or rotates leadership roles while a group has a designated strong leader. a. True b. False

t

An avoiding style to handle conflict involves a low degree of assertiveness and a low degree of cooperation. a. True b. False

t

Controlling involves monitoring employee's activities and taking corrective action as necessary. a. True b. False

t

Customer relationship management systems collect and manage large amounts of data about customers and make them available to employees. a. True b. False

t

Customers are the people and organizations in the environment who acquire goods or services from the organization. a. True b. False

t

Discerning circles of causality is an important element of systems thinking. a. True b. False

t

Economic forces pertain to the availability, production, and distribution of resources in a society. a. True b. False

t

Economic problems in other parts of the world have a tremendous impact on U.S. companies. a. True b. False

t

Efficiency can be calculated as the amount of resources used to produce a product or service. a. True b. False

t

Ethics, found between the domains of law and free choice, is the code of moral principles that governs any individual or groups. a. True b. False

t

Fayol's unity of command principle emphasizes that each subordinate receives orders from one, and only one superior. a. True b. False

t

Follett and Barnard were early advocates of a more humanistic perspective on management that emphasized the importance of understanding human behavior, needs, and attitudes in the workplace as well as social interactions and group processes. a. True b. False

t

Groupthink occurs when people are so committed to a cohesive team that they are reluctant to express contrary opinions. a. True b. False

t

If Johnson Lumber provides trees for Westvaco Paper Manufacturing, then Johnson Lumber is considered a supplier for Westvaco. a. True b. False

t

In adaptive cultures, managers are concerned with customers and processes that bring about useful change. a. True b. False

t

Individuals, at the preconventional level, are concerned with external rewards and punishments and obey authority to avoid detrimental personal consequences. a. True b. False

t

Information technology is the most recent subfield of the quantitative perspective. a. True b. False

t

Managers are often concerned good citizenship will hurt performance. a. True b. False

t

Managers carry a tremendous responsibility for setting the ethical climate in an organization and can act as role models for others. a. True b. False

t

Managers in small businesses tend to emphasize roles different from those of managers in large corporations. a. True b. False

t

Managers use conceptual, human, and technical skills to perform the four management functions of planning, organizing, leading, and controlling in all organizations. a. True b. False

t

Most top executives routinely work at least 12 hours a day and spend 50 percent or more of their time traveling. a. True b. False

t

Norms begin to develop in the first interactions among members of a new team. a. True b. False

t

One of the primary advantages of virtual teams is the ability to rapidly assemble the most appropriate group of people to complete a project, solve a problem, or exploit a specific strategic opportunity. a. True b. False

t

Principle-based statements define fundamental values and contain general language about company responsibilities, quality of products, and treatment of employees. a. True b. False

t

Principled level of moral development is also referred to as the postconventional level. a. True b. False

t

Self-directed teams are empowered with decision-making authority, allowing members to have the freedom to select new members, solve problems, spend money, monitor results, and plan for the future. a. True b. False

t

Self-directed teams consist of 5 to 20 multi-skilled workers who rotate jobs and produce an entire product or service. a. True b. False

t

Social facilitation is the tendency for the presence of others to influence an individual's motivation and performance. a. True b. False

t

Social forces refer to those aspects of a culture that guide and influence relationships among people. a. True b. False

t

Social responsibility is management's obligation to make choices and take actions that will contribute to the welfare and interests of society as well as the organization. a. True b. False

t

Special interest groups include trade associations, political action committees and consumerists. a. True b. False

t

Team cohesiveness does not necessarily lead to higher team productivity. a. True b. False

t

Technical skills are most important at lower organizational levels while conceptual skills become more important as managers move up the organizational hierarchy. a. True b. False

t

Technological advances have resulted in employees becoming more empowered. a. True b. False

t

The basis for the recent trend among companies to police employee personal habits such as alcohol and tobacco consumption on the job is called the utilitarian ethic. a. True b. False

t

The classical perspective on management emerged during the 1800s. a. True b. False

t

The general environment and the task environment are the two layers of an organization's external environment. a. True b. False

t

The inherent focus of TQM is on managing the total organization to deliver quality to the customer. a. True b. False

t

The moral agent is an individual who must make an ethical choice in an organization. a. True b. False

t

The mythical sales representative at Robinson Jewelers who delivered a wedding ring directly to the church because the ring had been ordered late is an example of a hero. a. True b. False

t

The sociocultural dimension of the general environment includes societal norms and values. a. True b. False

t

The technological dimension of the external environment includes scientific and technological advancements in a specific industry as well as in society at large. a. True b. False

t

The virtue ethics approach to ethical decision making says that moral behavior stems from personal virtues. a. True b. False

t

When an organization is deliberately structured, it is designed to achieve some outcome, such as making a profit. a. True b. False

t

When an organization pays little attention to cultural values and instead focuses on business results, success will be difficult to sustain in the long run. a. True b. False

t

With clear definitions of authority and responsibility, division of labor is one of the six characteristics of the ideal bureaucracy. a. True b. False

t

uan, as a division manager, is generally concerned with the near future and is expected to establish good relationships with peers around the organization, encourage teamwork, and resolve conflicts. Juan can be described as a middle manager. a. True b. False

t