MGT 173 Midterm

Generally a business plan should project approximately how many years in the future? 1 year 3-5 years 10-15 years At least 20 years

3-5 years

For the purposes of managing programs, data and information are different in that: Data is essentially raw or unorganized information Information is data that has been organized, accurate, and timely Information is presented in a context that gives it meaning and relevance Data alone may be difficult to interpret, but information increases understanding All of the above

All of the above

Which of the following is an example of a manager's use of reward power? Promotion Flexible work schedule Pay raise All of the above

All of the above

When participants are much more involved in developing implementation decisions than the manager, this is considered a __________ implementation approach. Top-down Bottom-up Participative All-inclusive

Bottom-up

In Vroom's 1973 decision-making model, one type of decision-making would include a manager who shares information with relevant participants in a group, and asks for their ideas and suggestions in a group setting, but ultimately makes the decision on his or her own. Which type of decision-making approach would this be, according to Vroom's model? Consultative decision-making Autocratic decision-making Group decision-making Democratic decision-making

Consultative decision-making

Other than legitimate power, the other 4 types of interpersonal power include all of the following except: Reward power Coercive power Expert power Referent power Control power

Control power

____________ are useful in evaluating alternative solutions when decisions are linked together over time, each having various possible outcomes. Pareto charts Payoff tables Decision trees Decision grids

Decision trees

The three core management activities are: Hiring, administration, and project mapping Supporting, directing, and synthesizing Delegating, disciplining, and analyzing Developing/Strategizing, designing, and leading

Developing/Strategizing, designing, and leading

Which of the following is not one of the 3 key components of situational analysis? External situational analysis Internal situational analysis Inventory of desired results Dissemination of analysis results

Dissemination of analysis results

Your manager informs you that he is promoting you from Researcher to Senior Researcher of the project you have been working on. Unfortunately, funding is tight so you will not be rewarded with a pay raise. Which of the 5 levels of needs on Maslow's Hierarchy of Needs is your manager attempting to satisfy with this promotion? Self-actualization Social activity Safety and security Physiological Ego

Ego

Projects usually differ from programs in that they are: Longer and more permanent Longer and less focused Smaller and more focused Temporary and more specific Either (c) or (d)

Either (c) or (d)

Specialization means expertise based on: Education Experience Either education or experience Neither education nor experience

Either education or experience

Communicating, evaluating, and marketing are all examples of: Core management activities Facilitative management activities Supplemental management activities Essential management activities

Facilitative management activities

(T/F) A logic model focuses only on the program itself, and should not take into account the external environment of the program.

False

(T/F) A manager should never change program objectives once work has begun.

False

(T/F) Because the external environment of health programs can be difficult to predict, it is best not to specify a timeframe in which goals/objectives should be completed.

False

(T/F) Developing/strategizing for a new program is almost identical to the process of developing/strategizing for an established program.

False

(T/F) Health determinants include personal, social, and environmental factors, but do not include economic factors.

False

(T/F) If done properly, it is always possible to make a completely rational, risk-free decision.

False

(T/F) In Adams's Equity Theory, the absolute value of the ratio of effort to reward is much more important than the perceived value of the reward, relative to effort.

False

(T/F) Interpersonal power is derived mainly from the authority of one's formal position.

False

(T/F) Managers typically perform all 3 of the core management activities only if they are at higher levels within an organization.

False

(T/F) Programs and projects mean the same thing, and the terms can be used interchangeably.

False

(T/F) Span of control does not affect organizational design.

False

(T/F) The core activities of managers are usually carried out independently of one another.

False

(T/F) The goals in Locke's Goal-Setting theory can be conscious or subconscious, and need not necessarily be accompanied by intentions.

False

(T/F) The patterns of relationships established by managers that organize humans and other program resources are considered informal designs.

False

Examples of a manager's interpersonal roles include: Figurehead and liaison Monitor and spokesperson Negotiator and resource allocator Disseminator and entrepreneur

Figurehead and liaison

A financial analysis, human resources analysis, marketing analysis, and operations analysis are all characteristics of: Internal situational analysis External situational analysis SWOT analysis MAPP analysis

Internal situational analysis

Which sources of interpersonal power are generally restricted only to managers? relative, and referent Legitimate, reward, and coercive Expert and reward All of the above

Legitimate, reward, and coercive

Which of the following descriptions of workplace climate would stimulate innovation and creativity? Low tolerance for impractical suggestions Low tolerance for ambiguity Low tolerance for risk-taking Minimum number of rules, procedures, and policies

Minimum number of rules, procedures, and policies

Which of the following tools is used to show the relative importance of several causes of a problem? Pareto chart Fishbone diagram Vroom decision-aid chart Yetton problem diagram

Pareto chart

Vroom's Expectancy Theory concurred with other theories in believing that people are motivated by unmet needs, but further posited that: People can decide how they will and will not behave to meet these needs. People often expect someone else to meet their needs. People expect that they can always control whether their needs are met. People expect their needs to be met, and lose motivation if they are not met.

People can decide how they will and will not behave to meet these needs.

Which of the following best describes Adams's Equity Theory? People expect to be rewarded equally for equal effort as compared to their peers. People are more motivated when they receive more rewards than others for equal efforts. Workers should be rewarded based on equal outputs, rather than on equal efforts. For any reward from a manager to motivate behavior, it must at least meet (be equal to) the value of the previous reward given to that same individual.

People expect to be rewarded equally for equal effort as compared to their peers.

Which equation accurately describes how motivation interacts with other variables to influence performance? Performance = Motivation X Time X Resources Performance = ( Motivation + Time ) X Experience Performance = Motivation X Encouragement + Resources Performance = Motivation X Environment X Physical and Mental Ability

Performance = Motivation X Environment X Physical and Mental Ability

Maslow's Hierarchy of Needs model organizes an individual's needs in the order in which an individual will seek to satisfy them: higher-level needs become dominant drivers of behavior only after the lower-level needs are met. Which of the following correctly orders the needs outlined in this model, from lowest to highest level? Physiological, safety & security, social activity, ego, self-actualization Safety & security, physiological, ego, social activity, self-actualization Physiological, safety & security, self-actualization, ego, social activity Safety & Security, social activity, physiological, self-actualization, ego

Physiological, safety & security, social activity, ego, self-actualization

Another name for legitimate power is: Certain power Positional power Relative power Organizational power None of the above

Positional power

Management decisions can be divided into two sub-sets: Problem-solving decisions and opportunistic decisions Personnel decisions and program decisions Short-term decisions and long-term decisions Operational decisions and outcomes decisions

Problem-solving decisions and opportunistic decisions

Locke's Goal-Setting Theory, Adams's Equity Theory, and Vroom's Expectancy Theory of choices are all key studies in which perspective of motivation? Content perspective Process perspective Preferences perspective Behaviors perspective

Process perspective

Your long-time co-worker and your new manager often disagree about how best to implement a health project, yet most of your colleagues prefer the personality of your co-worker, and often follow his lead even at the risk of offending your manager. Your co-worker likely possesses more of which kind of power than your manager? Referent power Expert power Reward power Positional power

Referent power

The three basic components of a logic model are : Resources, work processes, and desired results Program theories, program application, and program evaluation Theory, applied work, and data Planning, activities, and feedback loops

Resources, work processes, and desired results

The letters in "SWOT" analysis stand for: Scientific method, written report, outlined methods, timetables Strategies, workers, opponents, theories Strengths, weaknesses, opportunities, threats Situation, work flow, order of events, total output

Strengths, weaknesses, opportunities, threats

The fundamental building block in all organizational designs is: The individual position Work groups Work group clusters Systems or alliances

The individual position

Span of control refers to: How long a manager has been in power How many hierarchical levels a manager oversees The number of subordinates reporting directly to a single manager The principal that every manager's power is time-limited

The number of subordinates reporting directly to a single manager

Coordination and integration in the organizational design literature refers to: Ways to achieve unity of effort by all participants in an organization Striving to standardize work so that each employee performs tasks in exactly the same way The process of ensuring that work groups are working well together The process by which a new employee is socialized into an organization

The process of ensuring that work groups are working well together

(T/F) A non-programmed decision is more likely to require a creative approach to decision-making than a programmed one.

True

(T/F) A program is a type of organization.

True

(T/F) According to Vroom's 1973 model of decision-making, a manager making a decision on his or her own would be using an autocratic approach to decision-making.

True

(T/F) An analysis which focuses on the shared values of participants would likely be part of a human resource analysis, a component of an internal situational analysis.

True

(T/F) Generally the more professionally and technically trained individual participants are, the less supervision is required, and the wider the span of control can be.

True

(T/F) Health services are a health determinant.

True

(T/F) In large organizations, it is usually the mid-level managers who are in charge of organizing work groups and clusters of work groups.

True

(T/F) Nonmaleficence is rooted in medical ethics, and can be thought of as "First, do no harm."

True

(T/F) Policy competence is becoming increasingly important for managers.

True

(T/F) Scanning, monitoring, forecasting, assessing, and disseminating information are the five steps of an external situational analysis.

True

(T/F) The key difference between the content and process perspectives of motivation is that the content perspective focuses on what motivates people, whereas the process perspective focuses on how they are motivated.

True

(T/F) The more alternatives are available in decision-making, the more likely a satisfactory decision will be made.

True

(T/F) Transactional leadership is facilitated by a manager's reward power.

True

(T/F) Transformational leadership refers to leadership that brings about major changes within an organization.

True

(T/F) When choosing an alternative, one alternative that is always available is to do nothing.

True

Which of the following is not one of the five leader styles identified in Tannenbaum and Schmidt's Continuum of Leader Styles model? Autocratic Participative Tyrannical Laissez-faire Democratic

Tyrannical

Collecting samples, testing samples, and reporting results are all examples of which components of a logic model? Desired results Work processes Feedback Resources

Work processes

Which of the following is not one of the four elements of "respect for persons"? autonomy truth telling confidentiality fidelity reciprocity

reciprocity

Which of the following is not one of the three distinct types of work done in health programs? direct work theoretical work support work management

theoretical work