MGMT 3661 Test 2

"We respect our employees and value their diversity" is an example of a statement you are most likely to find in the organization's _____. a. mission b. tactical plans c. tactical goals d. strategic goals e. strategic plans

a

_____ refers to innovations in products, services, or processes that radically change an industry's rules of the game for producers and consumers. a. Disruptive innovation b. Reverse innovation c. Restructuring innovation d. Trickle up innovation e. Productive innovation

a

A(n) _____ typically outlines the knowledge, skills, education, and physical abilities needed to perform the job adequately. a. job specification b. OJT c. assessment test d. paper-and-pencil test e. application form

a

Focusing manager and employee efforts on activities that will lead to goal attainment is a benefit of what management method? a. management by objectives b. contingency planning c. tactical planning d. management by walking around e. single-use planning

a

Michael Porter's competitive strategies model suggests that a company can adopt one of three strategies: a. differentiation, cost leadership, or focus b. differentiation, cost loss, or segmentation c. segmentation, cost leadership, or focus d. differentiation, quality leadership, or segmentation

a

One of the elements of competitive advantage is: a. target customers b. target competitors c. lower synergy d. lower systems

a

Strategy defines _____ to do (it) while organizing defines _____ to do (it). a. what; how b. how; why c. how; what d. what; why e. when; what

a

The _____ approach to change implementation should be used when users have power to resist. a. participation b. domination c. education d. top management support e. coercion

a

The _____ is an organization structure that divides the major functions of the organization into separate companies. a. virtual network approach b. team approach c. BCG approach d. functional approach e. diversification approach

a

The generation of novel ideas that may meet perceived needs or respond to opportunities for the organization is called _____. a. creativity b. a great idea c. a search initiative d. an ideal champion e. strategic analysis

a

The official goals of the organization are best represented by the _____. a. strategic goals b. tactical goals c. operational goals d. competitive goals e. none of these

a

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

a

Which of the following characteristics distinguishes authority? a. Subordinates accept it. b. It is vested in people, not positions. c. It emerges from the organizational values. d. Individuals are born with this power. e. It flows across the horizontal hierarchy.

a

Which of the following describes a person who is passionately committed to a new product of idea despite rejection by others? a. An idea champion b. A skunkwork c. An investor d. A sponsor e. A new-venture team

a

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

a

Which of the following refer to specific results expected from individuals? a. operational goals b. operational plans c. tactical goals d. strategic goals e. mission statements

a

Which of the following refers to the process of determining the skills, abilities, and other attributes a person needs to perform a particular job? a. Selection b. Orientation c. Development d. Training e. Recruiting

a

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

a

_____ is a vital part of good management because decisions determine how the organization solves its problems, allocates resources, and accomplishes its goals. a. good decision making b. leadership c. proper alignment d. competitive visioning e. organizing

a

_____ is the first step in the MBO process. a. setting goals b. developing action plans c. appraising overall performance d. reviewing progress e. none of these

a

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

b

Relative to a flat organizational structure, a tall structure has a _____ span of management and _____ hierarchical levels. a. wide; more b. narrow; more c. narrow; wider d. wide; fewer e. narrow; fewer

b

The adoption of a new idea or behavior by an organization is known as organizational _____. a. development. b. change. c. structure. d. intervention. e. responsibility.

b

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

b

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

b

The organization's reason for existence is known as the organization's _____. a. vision b. mission c. value d. service e. goal

b

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

b

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

b

Which model of decision making is associated with satisficing, bounded rationality, and uncertainty? a. political b. administrative c. rational d. quantitative e. classical

b

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

b

Which of the following refers to the degree to which organizational tasks are subdivided into individual jobs? a. Autonomy b. Work specialization c. Team structure d. Multitasking e. Lines of authority

b

Which of the following typically is NOT considered a staff department? a. Strategic planning b. Manufacturing c. Accounting d. Research and development e. Human resources

b

Which of these styles is adopted by managers who have a deep concern for others as individuals? a. conceptual b. behavioral c. analytic d. logical e. classical

b

Which of these styles is adopted by managers who have a deep concern for others as individuals? a. structural decision b. nonprogrammed decision. c. programmed decision. d. certainty decision e. poor management decision.

b

_____ enables firms to cope with unexpected events that are so sudden and devastating that they have the potential to destroy the organization if managers aren't prepared with a quick and appropriate response. a. contingency planning b. crisis planning c. emergency planning d. strategic planning e. incident planning

b

_____ involves looking at trends and discontinuities and imagining possible alternative future to build a framework within which unexpected future events can be managed. a. contingency planning b. scenario building c. caution planning d. trend management e. crisis planning

b

Which of the following created the Equal Employment Opportunity Commission? a. Equal Pay Act b. Immigration Reform and Control Act c. Vocational Rehabilitation Act d. Civil Rights Act e. Americans with Disabilities Act

d

A desired future circumstance or condition that the organization attempts to realize

Goal

A blueprint specifying the resource allocations, schedules, and other actions necessary for attaining goals

Plan

Quality circles are based on the assumption(s) that: a. the people who do the job know it better than anyone else. b. quality can be increased by increasing the size of the organization. c. quality can be increased by talking more about it. d. the more employees talk, the more satisfied they will be. e. all of these.

a

Ron meets with his company's accountant to discuss the budget of anticipated and actual expenses for each segment of the organization. This involves review of which type of budget? a. Expense budget b. Nonfinancial budget c. Revenue budget d. Capital budget e. Cash budget

a

The firm's financial position with respect to assets and liabilities at a specific point in time is shown by its: a. balance sheet. b. income statement. c. liquidity ratio. d. profitability ratio. e. activity ratio.

a

What is the first step in the feedback control system? a. Establishing standards of performance b. Measuring previous performance c. Taking corrective action d. Establishing strategic objectives e. Comparing performance to standard

a

Which of these is based on a set of international standards for quality? a. ISO certification b. Open-book management c. Corporate governance d. Balance scorecard e. Quality circle

a

Zachary, a manager at ExecuComp, receives quarterly reports, which track his department's production statistics. However, these reports lack key information regarding reject rates. Which of the following components of the control model need improvement? a. Measuring actual performance b. The planning and setting of performance standards c. SWOT analysis d. The ability to take corrective action when necessary e. All of these

a

_____ refers to the activities undertaken to attract, develop, and maintain an effective workforce within an organization. a. Human resource management b. Strategic management c. Talent search d. Recruitment e. Operations management

a

Heather belongs to an informal group at work that meets twice a month to discuss common issues and problems in the workplace. Recently, this group has been focusing on ways to improve safety in the workplace. This group is an example of: a. a safety group. b. a quality circle. c. an ad-hoc committee. d. a problem team. e. none of these.

b

The _____ plans future investments in major assets to be depreciated over several years. a. profit budget b. capital budget c. revenue budget d. balance sheet budget e. cash budget

b

Which of the following is a quality control approach that emphasizes a relentless pursuit of higher quality and lower costs? a. Cycle time b. Six Sigma c. Continuous improvement d. Benchmarking e. Quality circles

b

Which of the following is the systematic process through which managers regulate organizational activities? a. Organizational leading b. Organizational control c. Strategic planning d. Organizational goal setting e. Strategic regulation

b

A quality circle is a group of _____ volunteer employees. a. 2 to 4 b. 30 to 50 c. 6 to 12 d. 10 to 20 e. 15 to 25

c

All of the following are key steps of setting up feedback control systems EXCEPT: a. measuring performance. b. comparing performance to standards. c. getting employee opinions. d. making necessary corrections. e. establishing standards.

c

All of the following are major perspectives of the Balanced Scorecard EXCEPT _____. a. learning and growth b. customers c. competitors d. financial e. internal business processes

c

Charlie, a manager at a textile company, is bothered by a lack in quality of products manufactured by his company. Charlie hopes to infuse quality into the company through continuous improvement by involving everyone who works there. This describes which control philosophy? a. Balanced scorecard b. Six Sigma c. Total quality management d. Continuous improvement e. Open-book management

c

Recruiting and selecting employees involves which human resource management goal? a. Managing talent b. Maintaining an effective workforce c. Finding the right people d. Controlling strategies e. Implementing strategies

c

Which of the following includes anticipated and actual expenses for a responsibility center? a. Cash budget b. Revenue budget c. Expense budget d. Operating budget e. Capital budget

c

Which of these is a financial budget that estimates cash flows on a daily basis or weekly basis to ensure that the company can meet its obligations? a. Profit budget b. Balance sheet budget c. Cash budget d. Revenue budget e. Capital expenditure budget

c

_____ is defined as activities or practices that define the characteristics of applicants to whom selection procedures are ultimately applied. a. Selection b. Planning c. Recruiting d. Training e. Developing

c

_____ is the first step in attracting an effective work force. a. Applying the matching model b. Selecting the candidate c. Human resource planning d. Initiating change e. Choosing recruiting sources

c

_____ standards represent an international standard for quality management. a. Six Sigma b. Kiazan c. ISO 9000 d. TQM e. Foreign Economy Index

c

"We seek to become the premier business school in the west" is an example of a statement you are most likely to find in the organization's _____. a. tactical goals b. operational goals c. tactical plans d. mission e. operational plans

d

A blueprint specifying the resource allocations schedules, and other actions necessary for attaining goals is referred to as a(n) _____. a. mission b. vision c. objective d. plan e. goal

d

All well-designed control systems involve the use of _____ to determine whether performance meets established standards. a. opinions b. consultants c. advice d. feedback e. benchmarks

d

Recruiting methods that are used to promote the hiring, development, and retention of "protected groups" are examples of: a. nepotism. b. equal employment opportunity. c. unfair labor practices. d. affirmative action. e. illegal discrimination.

d

The forecasting of human resource needs and the projected matching of individuals with expected job vacancies is referred to as human resource _____. a. selection b. organizing c. development d. planning e. downsizing

d

The process of observing and evaluating an employee's performance, recording the assessment, and providing feedback to the employee is referred to as: a. orientation training. b. classroom training. c. a paper-and-pencil test. d. performance appraisal. e. none of these.

d

Which of the following is the process of measuring your organizational process against the best in the industry? a. Competitive measurement b. Continuous improvement c. Outsourcing d. Benchmarking e. Environmental analysis

d

Which of the following refers to the system of governing an organization so that the interests of corporate owners are protected? a. ISO certification b. Quality circle c. Open-book management d. Corporate governance e. Balance scorecard

d

Which quality control technique uses a five-step methodology to define, measure, analyze, improve, and control processes, otherwise referred to as DMAIC? a. Balanced scorecard b. Quality circles c. Continuous improvement d. Six Sigma e. Benchmarking

d

_____ is the second step in attracting individuals who show signs of becoming valued, productive, and satisfied employees. a. Human resource planning b. Applying the matching model c. Initiating change d. Choosing recruiting procedures e. Selecting the candidate

d

A group of 6 to 12 volunteer employees who meet regularly to discuss and solve problems affecting their common work activities is a _____. a. committee b. problem team c. feedforward control group d. work team e. quality circle

e

In _____, an experienced manager shows a new employee how to perform job duties. a. classroom training b. orientation training c. realistic job previews d. computer-assisted instruction e. on-the-job training

e

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

e

Which of the following is a comprehensive management control system that balances traditional financial measures with operational measures relating to a company's critical success factors? a. Economic value-added system b. Open-book management system c. Market value-added system d. Activity-based costing system e. Balanced scorecard

e

_____ is a clear and concise summary of the specific tasks, duties and responsibilities for a particular job. a. A job analysis b. A job listing c. A realistic job previews d. A job requirement e. A job description

e

Of the management functions, which is considered the most fundamental? a. analyzing b. planning c. executing d. leading e. controlling

b

A company's ___ competence is something that the organization does especially well in comparison to its ___. a. basic, customers b. core, competitors c. core, customers d. basic, competitors

b

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

b

Darren set goals for each of his employees. Each employee ended up with at least twenty-five goals. This process violates which of the following criteria for effective goals? a. challenging but realistic b. covers key result areas c. defined time period d. linked to rewards e. specific and measurable

b

Mark, a production manager at Kaylie's Kookware, recently chose to schedule his workers to work overtime. His alternative was to hire more workers. He is now monitoring the consequences of his choice. This is an example of _____. a. planning b. decision making c. controlling d. organizing e. leading

b

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

c

At which stage of the change process do managers evaluate problems and opportunities? a. Implement change b. Internal forces c. Need for change d. Monitor forces for change e. Initiate change

c

Communication and education tactic to change implementation should be used when: a. initiators clearly have power. b. users need to feel involved. c. change is technical. d. group will lose out in change. e. group has power over implementation.

c

Global companies often use a _____ structure to achieve simultaneous coordination of products across countries. a. divisional b. product-based c. matrix d. functional e. process-based

c

Goals that define the outcomes that major divisions and departments must achieve in order for the organization to reach its overall goals is called: a. a plan b. a mission c. tactical goals d. operational goals e. strategic goals

c

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

c

The biggest advantage to a virtual network approach is _____ and _____ on a global scale. a. communication; no cost b. coordination; organization c. flexibility; competitiveness d. communication; organization e. flexibility; coordination

c

The formal and legitimate right of a manager to make decisions is _____. a. span of management b. leadership c. authority d. delegation e. responsibility

c

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

c

The matrix structure violates which of the following principles of management? a. Work specialization b. Span of management c. Unity of command d. Division of labor e. Unity of direction

c

The people with authority and responsibility are subject to reporting and justifying task outcomes to those above them in the chain of command. This is called _____. a. staff authority b. hierarchy c. accountability d. delegation e. line authority

c

When work specialization is extensive: a. employees perform many tasks. b. employees are often highly challenged. c. employees perform a single task. d. jobs tend to be large. e. employees are often inefficient.

c

Which approach to change implementation should be used when a crisis exists? a. Education b. Participation c. Coercion d. Top management support e. None of these

c

Which of the following is a change in the manner in which an organization does its work? a. Creativity b. Product c. Technology d. Entrepreneurship e. Incremental

c

Which of the following is a decision-making technique in which people are assigned to express competing points of view? a. Devil's advocate b. brainwriting c. point-counterpoint d. debate e. groupthink

c

Which of the following is a device for collecting information about an applicant's education, previous job experience, and other background characteristics? a. An employment test b. A privacy form c. An application form d. An assessment center e. An affirmative action form

c

Which of the following is not a step in the organizational planning process? a. plan operations b. develop the plan c. plan marketing tactics d. translate the plan e. monitor and learn

c

Which of the following means extending the search for and commercializing new ideas beyond the boundaries of the organization and even beyond the boundaries of the industry? a. An inventor b. An idea incubator c. Open innovation d. An idea champion e. A new-venture team

c

Which of the following provides a safe harbor where ideas from employees throughout the company can be developed without interference from company bureaucracy or politics? a. An idea champion b. A new-venture team c. An idea incubator d. A sponsor e. An inventor

c

Which of these are true about contingency plans? a. They are developed to achieve a set of goals that are unlikely to be repeated in the future. b. They are used to provide guidance for tasks performed repeatedly within the organization. c. They define company responses to specific situations, such as emergencies or setbacks. d. They are most important in the organizations. e. None of these

c

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

c

A formal chain of command for both functional and divisional relationships is provided by the _____ approach to structure. a. product b. divisional c. vertical functional d. matrix e. team-based

d

All of the following are advantages of a functional structure EXCEPT: a. career progress within functional departments. b. high quality technical problem solving. c. in-depth skill specialization and development. d. excellent coordination between functions. e. economies of scale.

d

An advantage of functional structures is the: a. easy pinpointing of responsibility for product problems. b. development of general management skills. c. flexibility in an unstable environment. d. resulting economies of scale. e. enlarged tasks for employees.

d

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

d

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

d

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

d

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

d

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

d

Shared development of innovations among several departments is emphasized by the _____ approach to innovation a. vertical b. top down c. diagonal d. horizontal linkage model e. bottom-up

d

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

d

Which of the following is a commonly-cited limitation of planning? a. plans make it more difficult to measure standards of performance b. plans limit employee motivation and commitment c. plans boost intuition and creativity d. plans can create a false sense of security e. plans make resource allocation more difficult

d

Which of the following is a person who sees the need for and fights for productive change in an organization? a. A critic b. A creative individual c. A catalyst d. An idea champion e. A sponsor

d

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

d

Which of the following organizations have a flat structure compared to others? a. Organization E with seven hierarchical levels b. Organization D with six hierarchical levels c. Organization A with eleven hierarchical levels d. Organization B with three hierarchical levels e. Organization C with eight hierarchical levels

d

Which of the following refers to the deployment of organizational resources to achieve strategic goals? a. Leading b. Controlling c. Planning d. Organizing e. Strategic management

d

Which of these are described by mission statements? a. corporate values b. product quality c. location of facilities d. all of these e. none of these

d

_____ are the broad statements of where the organization wants to be in the future. a. operational goals b. tactical plans c. operational goals d. strategic goals e. tactical goals

d

_____ is the final step in the MBO process. a. review progress b. set goals c. develop an action plan d. appraise overall performance e. conduct periodic checkups

d

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

d

_____ refers to a broadly stated definition of the organization's basic business scope and operations that distinguishes it from similar types of organizations. a. goal setting b. goal statement c. management by objective d. mission statement e. corporate competitive-value statement

d

_____ refers to the process of identifying problems and then resolving them. a. controlling b. organizing c. planning d. decision-making e. leading

d

A long-term time frame is most closely associated with: a. operational plans b. tactical plans c. mission plans d. tactical goals e. strategic plans

e

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

e

Carly's Clothes, Inc. manufactures children's clothes. Which of the following departments for Carly's Clothes can be considered a line department? a. Marketing department b. Research and development department c. Finance department d. Human Resources department e. Manufacturing department

e

Conolly Company uses internal recruiting whenever possible. This practice: a. demotivates existing employee given limited socializing opportunities. b. decreases employee satisfaction. c. costs more than external recruiting. d. gives employees an upper hand in negotiations. e. generates increased employee commitment.

e

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

e

Gina wishes to transfer authority and responsibility to her subordinates. This process is known as: a. passing the buck. b. departmentalization. c. coordination. d. accountability. e. delegation.

e

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

e

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

e

Managers use _____ to direct employees and resources toward achieving specific outcomes that enable the organization to perform efficiently and effectively. a. financial results b. growth goals c. strategic goals d. internal business process goals e. operational goals

e

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

e

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

e

The innovation strategy for changing products and technologies that involves managers putting in place processes and structures to ensure that new ideas are carried forward for acceptance and implementation is known as _____. a. cooperation b. horizontal linkage c. idea incubator d. exploration e. innovation roles

e

When trying to overcome the resistance for change, which approach is best suited when change is technical? a. Coercion b. Participation c. Top management support d. Negotiation e. Communication

e

Which department performs tasks that reflect the organization's primary goals and mission? a. staff b. strategic planning c. functional d. primary e. line

e