MGT3301-final review

What type of power gives a manager the ability to punish his/her subordinates? a) coercive b) legitimate c) referent d) expert

a) coercive Explanation Coercive power is the ability of a manager to punish others. Punishment can range from verbal reprimands to reductions in pay or working hours to actual dismissal.

To make a self-managed work team effective, managers should a) supervise the team's work. b) allow team members to self-select. c) provide training to the team members d) take responsibility for the team's output.

c) provide training to the team members Explanation One of the steps managers can take to ensure that self-managed work teams are effective is to analyze what type of training team members need and provide it.

Nonverbal communication a) does not use a medium. b) shares information by using words. c) does not involve a message. d) shares information without words.

d) shares information without words. Explanation Nonverbal communication shares information by means of facial expressions (smiling, raising an eyebrow, frowning, dropping one's jaw), body language (posture, gestures, nods, shrugs), and even style of dress (casual, formal, conservative, trendy).

First and foremost, communication involves sharing

information. Explanation First and foremost, communication, no matter how electronically based, is a human endeavor and involves individuals and groups sharing information and coordinating their actions.

An appraisal that is based on facts and is likely to be numerical is a(n) ________ appraisal. a) objective b) collective c) selective d) behavior

a) objective Explanation An objective appraisal is an appraisal that is based on facts and is likely to be numerical.

The managers responsible for managing an organization's production system are known as ______ managers. a) production b) operations c) general d) front-line

b) operations Explanation An operations manager is a manager who is responsible for managing an organization's production system and determining where operating improvements might be made.

Which of the following is frequently used to compare different organizations in their efficiency? a) material productivity b) energy productivity c) total factor productivity d) labor productivity

d) labor productivity Explanation Labor productivity is most commonly used to draw efficiency comparisons between different organizations.

The way that demand for a particular product changes in a predictable pattern over time is known as the a) development life cycle b) product maturity curve. Incorrect c) development maturity curve. d) product life cycle.

d) product life cycle. Explanation The product life cycle is the way demand for a product changes in a predictable pattern over time.

The program that focuses on building the knowledge and skills of organizational members so they are prepared to take on new responsibilities and challenges is called

development Explanation Development focuses on building the knowledge and skills of organizational members so they are prepared to take on new responsibilities and challenges. Development tends to be used more frequently with professionals and managers.

________ is the expansion of employees' knowledge, tasks, and decision-making responsibilities. a) Satisficing b) Empowerment c) Position power d) Intellectual stimulation

Empowerment Explanation Empowerment is the process of giving employees at all levels the authority to make decisions, be responsible for their outcomes, improve quality, and cut costs, and it is becoming increasingly popular in organizations. When leaders empower their subordinates, the subordinates typically take over some responsibilities and authority that used to reside with the leader or manager.

According to the behavior model of leadership, when leaders show their subordinates that they trust, respect, and care about them, they engage in a) consideration. b) empowerment. c) coercion. Incorrect d) satisficing.

a) consideration. Explanation Leaders engage in consideration when they show their subordinates that they trust, respect, and care about them. Managers who truly look out for the well-being of their subordinates, and do what they can to help subordinates feel good and enjoy their work, perform consideration behaviors.

Ramon Lopez, the CEO of Top Auto, has decided to implement additional outsourcing. To implement the added outsourcing, Mr. Lopez could a) contract with an auto parts supplier in the country to provide automobile parts. b) open a factory in another country in order to minimize their labor costs. c) acquire a major supplier in order to centralize the product-related decision-making for Top Auto. d) buy a Chinese company that manufactures automobile parts.

a) contract with an auto parts supplier in the country to provide automobile parts. Explanation As a result of their human resource planning, managers sometimes decide to outsource to fill some of their human resource needs. Instead of recruiting and selecting employees to produce goods and services, managers contract with people who are not members of their organization to produce goods and services. Outsourcing can give managers increased flexibility. Outsourcing can sometimes allow managers to use human resources at a lower cost.

With a JIT inventory system a) defective parts can be quickly identified. b) a company is protected from fluctuations in supply. c) the inventory holding costs increase significantly. d )the company has a buffer stock of inventory.

a) defective parts can be quickly identified. Explanation Just-in-time (JIT) inventory systems play a major role in the process of identifying and finding the source of defects in inputs. When an organization has a just-in-time inventory system, parts or supplies arrive at the organization when they are needed, not before.

Management by wandering around is an example of a) face-to-face communication. b) information overload. c) nonverbal communication. d) information distortion.

a) face-to-face communication. Explanation Management by wandering around is a face-to-face communication technique that is effective for many managers at all levels in an organization. Rather than scheduling formal meetings with subordinates, managers walk around work areas and talk informally with employees about issues and concerns that both employees and managers may have.

Dynamic Defense systems manufacturers engines for military jets. Its factory uses a ______ layout. a) fixed-position b) comprehensive c) process d) product

a) fixed-position Explanation In a product layout, machines are organized so that each operation needed to manufacture a product is performed at workstations arranged in a fixed sequence. Mass production is the familiar name for this layout; car assembly lines are probably the best-known example.

Regarding Fiedler's contingency model of leadership, a) leader style is an enduring characteristic that managers cannot change. b) leadership situations are more favorable for leading when position power is weak. c) when task structure is low, the situation is favorable for leading. d) task-oriented leaders are primarily concerned with developing good relationships with subordinates.

a) leader style is an enduring characteristic that managers cannot change. Explanation Fred E. Fiedler was among the first leadership researchers to acknowledge that effective leadership is contingent on, or depends on, the characteristics of the leader and of the situation. Fiedler's contingency model helps explain why a manager may be an effective leader in one situation and ineffective in another. According to Fiedler, leadership style is an enduring characteristic; managers cannot change their style, nor can they adopt different styles in different kinds of situations.

Saori, a production manager, sees that production was down during the overnight shift in her aluminum casting facility. She immediately confronts Eli, the night supervisor, because she feels he is to blame. After reprimanding Eli, she sees that she set up the orders for the previous night improperly. She immediately tells Eli and the plant manager that she was to blame for the lack of production and explains what happened. Which leadership attribute did Saori display? a) maturity b) dominance b) tolerance for stress c) honesty

a) maturity xplanation Maturity helps managers avoid acting selfishly, control their feelings, and admit when they have made a mistake.

Spoken communication transmitted over phone lines or via the Internet is more rich than a) personal written communication, but less rich than face-to-face communication. b) impersonal written communication, but less rich than personal written communication. c) personal written communication, but less rich than impersonal written communication. Incorrect d) face-to-face communication, but less rich than personal written communication.

a) personal written communication, but less rich than face-to-face communication Explanation Lower than electronically transmitted verbal communication in information richness is personally addressed written communication. Even if managers use face-to-face communication, a follow-up in writing is often needed for messages that are important or complicated and need to be referred to later. Impersonal written communication is lowest in information richness

The fundamental rethinking and radical redesign of business activities to achieve dramatic improvements in critical measures of performance such as cost, quality, service, and speed is known as a) process reengineering. b) backward integration. c) differential diagnosis. d) 360-degree appraisal.

a) process reengineering Explanation Process reengineering is the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical measures of performance such as cost, quality, service, and speed. Process reengineering can boost efficiency because it eliminates the time devoted to activities that do not add value.

"Synergy" refers to a) the performance gains that result when individuals and departments coordinate their actions. b) the violation of a group norm by a member of the group. c) a set of tasks and behaviors that a member of a group is expected to perform. Incorrect d) the degree to which members are attracted to their group and internalize its norms.

a) the performance gains that result when individuals and departments coordinate their actions. Explanation Synergy is the performance gains that result when individuals and departments coordinate their actions. Factors that can contribute to synergy in groups include the ability of group members to bounce ideas off one another, to correct one another's mistakes, and to solve problems immediately as they arise.

Child labor was prohibited and the minimum wage, overtime pay, and maximum working hours were implemented with the ________ Act. a) Equal Pay b) Fair Labor Standards c) Civil Rights d) Age Discrimination in Employment

b) Fair Labor Standards Explanation In 1938, the government passed the Fair Labor Standards Act, which prohibited child labor and provided for minimum wages, overtime pay, and maximum working hours to protect workers' rights.

What is likely true of luxury brands like Rolex (watches) and Chanel (couture fashion)? a) They have a very particular customer base that prefers brand prestige to quality. b) Their high-quality products have led to a reputation that allows them to charge more. c) Their clever marketing allows them to charge higher prices even though the quality is average. d) They have to charge higher prices to make a profit because they have such a limited clientele.

b) Their high-quality products have led to a reputation that allows them to charge more. Explanation Often, providing high-quality products creates a brand-name reputation for an organization's products. In turn, this enhanced reputation may allow the organization to charge more for its products than its competitors are able to charge, and thus it makes even greater profits.

When a task force has submitted its findings, it has reached which stage of group development? a) storming b) adjourning c) forming d) performing

b) adjourning Explanation The last stage, adjourning, applies only to groups that eventually are disbanded, such as task forces. During adjourning, a group is dispersed. Sometimes adjourning takes place when a group completes a finished product, such as when a task force evaluating the pros and cons of providing on-site child care produces a report supporting its recommendation.

Regarding group cohesiveness, a) members of small groups are less cohesive than members of large groups. b) as groups become more successful, their cohesiveness tends to increase. c) cohesiveness within a group increases when conformity to group norms is low. d) healthy competition decreases group cohesiveness.

b) as groups become more successful, their cohesiveness tends to increase. Explanation Members of small groups tend to be more motivated and committed than members of large groups. When group cohesiveness is low, managers can often increase it by encouraging groups to develop their own identities or personalities and engage in healthy competition. As groups become more successful, they become increasingly attractive to their members, and their cohesiveness tends to increase.

Which of the following refers to an enthusiastic, self-confident leader who is able to clearly communicate his or her vision of how good things could be? a) transformational leader b) charismatic leader c) transactional leader d) considerate leader

b) charismatic leader Explanation A charismatic leader is an enthusiastic, self-confident leader who is able to clearly communicate his or her vision of how good things could be.

During the norming stage of group development, a) members try to get to know one another and reach a common understanding. Incorrect b) close ties between group members develop. c) the real work of the group gets accomplished. d) group members experience conflict and disagreements.

b) close ties between group members develop. Explanation During the third stage, norming, close ties between group members develop, and feelings of friendship and camaraderie emerge. Group members arrive at a consensus about what goals they should seek to achieve and how group members should behave toward one another.

A group that managers or nonmanagerial employees form to help achieve their own goals or meet their own needs is called a(n) a) virtual group. b) informal group. c) self-managed work group. d) task force.

b) informal group. Explanation Sometimes organizational members, managers or nonmanagers, form groups because they feel that groups will help them achieve their own goals or meet their own needs. Groups formed in this way are informal groups. Formal groups are those managers establish to achieve organizational goals.

When important information is overlooked and irrelevant information gets more attention than it deserves, ______ is usually to blame. a) impersonal written communication b) information overload c) information distortion d) ineffective communication

b) information overload Explanation Information overload is the potential for important information to be ignored or overlooked while tangential information receives attention. Moreover, information overload can result in thousands of hours and millions of dollars in lost productivity.

A disadvantage of the JIT inventory system is the a) inability to identify the origin of defective parts used in production. b) lack of a buffer stock of inventory against supply fluctuations. c) increase in storage space and inventory-holding costs. d) increase in the cost of capital tied up in inventory.

b) lack of a buffer stock of inventory against supply fluctuations. Explanation One drawback of JIT systems is that they leave an organization without a buffer stock of inventory. Although buffer stocks of inventory can be expensive to store, they can help an organization when it is affected by shortages of inputs brought about by a disruption among suppliers.

The term information refers to a set of facts that have been a) collected but not summarized. b) put into a meaningful order. c) collected but not analyzed. d) put into a written form.

b) put into a meaningful order. Explanation Information is data that are organized in a meaningful fashion, such as in a graph showing changes in sales volume or costs over time.

In a typical communication process, encoding takes place when the a) receiver interprets the message. b) sender translates the message into symbols. c) receiver distinguishes the message from the noise around it. d) sender selects a medium for transmitting the message.

b) sender translates the message into symbols. Explanation The sender, the person or group wishing to share information with some other person or group, decides on the message, what information to communicate. Then the sender translates the message into symbols or language, a process called encoding; often messages are encoded into words.

Key aspects of the work situation and job tasks are duplicated as closely as possible in an artificial setting in a) on-the-job-training. b) simulations. c) unstructured interviews. d) trait appraisals.

b) simulations. Explanation Simulations also can be part of classroom instruction, particularly for complicated jobs that require an extensive amount of learning and in which errors carry a high cost. In a simulation, key aspects of the work situation and job tasks are duplicated as closely as possible in an artificial setting.

Managers assess subordinates on personal characteristics that are relevant to job performance, such as skills, abilities, and personality, when ________ appraisals are used. a) behavior b) trait c) results d) needs

b) trait Explanation When trait appraisals are used, managers assess subordinates on personal characteristics that are relevant to job performance, such as skills, abilities, or personality. Because trait appraisals focus on relatively enduring human characteristics that change only over the long term, employees can do little to change their behavior in response to performance feedback from a trait appraisal.

Goods and services that are reliable, dependable, or psychologically satisfying are said to score high on a) validity. b) efficiency. c )quality. d) cohesiveness.

c )quality. Explanation "Quality" refers to goods and services that are reliable, dependable, or psychologically satisfying.

Sven is conducting yearly appraisals for the employees in his team. He wants to avoid giving subjective feedback and instead wants to focus on objective criteria. In order to achieve this, Sven would a) remind employees of the number of times they have been late during the month. b) appraise worker performance by their work behaviors. c) assess the actual production of workers, such as their sales data, in their jobs. d) provide his opinion of how the employees are performing.

c) assess the actual production of workers, such as their sales data, in their jobs. Explanation Objective appraisals are based on facts and are likely to be numerical—the number of cars sold, the number of meals prepared, the number of times late, the number of audits completed. Managers often use objective appraisals when results are being appraised because results tend to be easier to quantify than traits or behaviors.

Achieving high product quality lowers operating costs because of the effect of quality on a) shipping costs. b) customer satisfaction. c) employee productivity. d) corporate-level planning.

c) employee productivity. Explanation Higher product quality can increase efficiency and thereby lower operating costs and boost profits. Achieving high product quality lowers operating costs because of the effect of quality on employee productivity.

Which of the following refers to the shared guidelines or rules for behavior that most group members follow? a) group cohesiveness b) division of labor c) group norms d) group dynamics

c) group norms Explanation Group norms are shared guidelines or rules for behavior that most group members follow. Groups develop norms concerning a wide variety of behaviors, including working hours, the sharing of information among group members, how certain group tasks should be performed, and even how members of a group should dress.

The relative position of an organization's pay incentives in comparison with those of other organizations in the same industry employing similar kinds of workers is pay a) structure. b) range. c) level. d) grade.

c) level. Explanation Pay level is a broad comparative concept that refers to how an organization's pay incentives compare, in general, to those of other organizations in the same industry employing similar kinds of workers. Managers must decide if they want to offer relatively high wages, average wages, or relatively low wages.

To generate the specific, detailed information they need, managers select and use a) decision support systems. b) particularly rich information. c) management information systems. d) real-time information.

c) management information systems. Explanation A management information system (MIS) is a specific form of information technology that managers select and use to generate the specific, detailed information they need to perform their roles effectively.

Regarding the balance of conformity and deviance within a group, a) low conformity and high deviance result in low performance due to dysfunctional norms. b) high conformity and low deviance result in low performance due to uncontrolled member behavior. c) moderate conformity and moderate deviance result in high performance. d) groups should strive to maximize conformity and eliminate deviance.

c) moderate conformity and moderate deviance result in high performance. Explanation When managers encourage and accept employees' suggestions for changes in procedures, do not rigidly insist that tasks be accomplished in a certain way, and admit when a norm they once supported is no longer functional, they signal to group members that conformity should not come at the expense of needed changes and improvements. Managers should encourage members of groups and teams to periodically assess the appropriateness of their norms.

The component of an HRM system that gives managers the information they need to make decisions about how to train, motivate, and reward organizational members is known as a) development appraisal. b) selection processing. c) performance appraisal. d) recruitment processing.

c) performance appraisal. Explanation The third component of an HRM system, performance appraisal and feedback, serves two different purposes in HRM. First, performance appraisal can give managers the information they need to make good human resources decisions—decisions about how to train, motivate, and reward organizational members. Second, feedback from performance appraisal serves a developmental purpose for members of an organization.

The leader substitutes model a) identifies situations when different types of leaders are needed. b) shows leaders how to encourage their employees to reach organizational objectives. c) points out circumstances when the presence of a leader is not needed. d) calls for rotating all employees into leadership roles on a recurring basis.

c) points out circumstances when the presence of a leader is not needed. Explanation The leader substitutes model suggests that leadership is sometimes unnecessary because substitutes for leadership are present. A leadership substitute is something that acts in place of the influence of a leader and makes leadership unnecessary.

The feedback from a(n) ________ appraisal is likely to be of little help for employees interested in improving their performance, as the appraisal is based on relatively enduring human characteristics that change only over the long term. a) formal b) objective c) trait d) behavior

c) trait xplanation One of the disadvantages of trait appraisals is that they often do not enable managers to give employees feedback they can use to improve performance. Because trait appraisals focus on relatively enduring human characteristics that change only over the long term, employees can do little to change their behavior in response to performance feedback from a trait appraisal.

Ad hoc committees are a) informal groups that develop within an organization. b) also known as interest groups. c) permanent teams within the organization. d) formed to solve a specific problem.

d) formed to solve a specific problem. Explanation Managers form task forces to accomplish specific goals or solve problems in a certain time period; task forces are sometimes called ad hoc committees.

During the product life cycle, consumers are entering the market and buying the product for the first time in the ______ stage. a) introductory b) saturation Incorrect c) embryonic d) growth

d) growth Explanation As a product becomes accepted by customers, demand takes off and the product enters its growth stage. In the growth stage, many consumers are entering the market and buying the product for the first time, and demand increases rapidly.

First and foremost, communication involves sharing a) feelings. b) sounds. c) words. Incorrect d) information.

d) information. Explanation First and foremost, communication, no matter how electronically based, is a human endeavor and involves individuals and groups sharing information and coordinating their actions.

Regarding internal recruiting, a) managers do not possess prior knowledge about the abilities of the candidates. b) applicants are unfamiliar with the organization. Incorrect c) it is undertaken only laterally within the organization. d) it is less time-consuming than external recruiting.

d) it is less time-consuming than external recruiting. Explanation Employees recruited internally are either seeking lateral moves (job changes that entail no major changes in responsibility or authority levels) or promotions. Internal applicants are already familiar with the organization (including its goals, structure, culture, rules, and norms). Internal recruiting is normally less time-consuming and expensive than external recruiting.

Comparing male and female managers, a) male managers engage in less initiating structure than female managers. b) female managers engage in more consideration, and male managers engage in more initiating structure. Incorrect c) male managers are more likely than female managers to use participative styles of leadership. d) male and female managers do not differ significantly in their tendency to perform different leader behaviors.

d) male and female managers do not differ significantly in their tendency to perform different leader behaviors. Explanation The key finding from research on leader behaviors is that male and female managers do not differ significantly in their propensities to perform different leader behaviors. Even though they may be more participative, female managers do not engage in more consideration or less initiating structure than male managers.

Which of the following best defines a group? a) two or more managers who come together to establish and achieve organizational goals b) two or more people who work intensely with one another to achieve a specific common goal or objective Incorrect c) two or more high-level officers and the heads of the most important departments d) two or more people interacting with each other to accomplish certain goals or meet certain needs

d) two or more people interacting with each other to accomplish certain goals or meet certain needs Explanation A group may be defined as two or more people who interact with each other to accomplish certain goals or meet certain needs.

Theresa wants the managers in her retail outlet chain to encourage high performance with transactional leadership techniques. This means Theresa's managers will a) use their specialized knowledge to guide employees on tasks they do not fully understand. b) leave employees alone to manage their own affairs unless a major issue arises. Incorrect c) consult with employees before making any large decisions. d) use reward and coercive powers to motivate employees.

d) use reward and coercive powers to motivate employees. Explanation In transactional leadership, managers use their reward and coercive powers to encourage high performance. When managers reward high performers, reprimand or otherwise punish low performers, and motivate subordinates by reinforcing desired behaviors and extinguishing or punishing undesired ones, they are engaging in transactional leadership.

Task structure refers to the a) amount of legitimate, reward, and coercive power a leader has by virtue of his or her position in an organization. b) steps taken by leaders to make sure that work gets done, subordinates perform their jobs acceptably, and the organization is efficient and effective. Incorrect c) extent to which the work to be performed is clear-cut so that a leader's subordinates know what needs to be accomplished and how to go about doing it. Correct d) process of giving employees at all levels the authority to make decisions, be responsible for their outcomes, improve quality, and cut costs.

extent to which the work to be performed is clear-cut so that a leader's subordinates know what needs to be accomplished and how to go about doing it. Explanation Task structure is the extent to which the work to be performed is clear-cut so that a leader's subordinates know what needs to be accomplished and how to go about doing it. When task structure is high, the situation is favorable for leading. When task structure is low, goals may be vague.

Management by wandering around is an example of

face-to-face communication. Explanation Management by wandering around is a face-to-face communication technique that is effective for many managers at all levels in an organization. Rather than scheduling formal meetings with subordinates, managers walk around work areas and talk informally with employees about issues and concerns that both employees and managers may have.

Spoken communication transmitted over phone lines or via the Internet is more rich than

personal written communication, but less rich than face-to-face communication. Explanation Lower than electronically transmitted verbal communication in information richness is personally addressed written communication. Even if managers use face-to-face communication, a follow-up in writing is often needed for messages that are important or complicated and need to be referred to later. Impersonal written communication is lowest in information richness.

CRM systems allow marketing managers to identify potential customers via a) the Internet. b) social media. c) word-of-mouth referrals. d) cold calling.

social media. Explanation Social CRM systems can track customers on social media and put them on a company's radar. For example, if a Twitter user posts frequently about a topic relevant to the company or about the company's products, a CRM system can bring the user to the attention of the company as an important connection or a potential customer.