MGMT Test 1
Genex Dynamics is a ballistics company that uses the unity of command, scalar chain, and division of work principles. These are part of which management philosophy? a. Administrative principles approach b. Bureaucratic approach c. Scientific management approach d. Humanistic approach e. Behavioral sciences approach
A
In a study by Kotter and Haskett evidence is provided to support the claim that _____ is important for performance. a. managing cultural values b. leading partnerships within an industry c. surveying the external environment d. managing client relationships as boundary spanners e. empowering employees
A
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
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
Of the management trends that have been popular over the past decade, managers are most aware of: a. e-business. b. virtual organization. c. empowerment. d. reengineering. e. customer relationship management.
A
Roberta is a top-level executive at a banking institution. She spends a significant part of her day meeting with local government officials, everyday consumers, and federal banking officials to address key issues in the banking industry. Roberta's role can best be described as: a. boundary-spanning. b. adaptive. c. interorganizational. d. external. e. internal.
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 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 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
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. supply chain e. geographic
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
Within his role as a financial accountant, Roger uses the capital asset pricing model and other mathematical tools to help clients keep track of their finances. Which perspective or approach does Roger apply most at his work? a. Quantitative perspective b. Qualitative perspective c. Humanistic approach d. Behavioral science approach e. Scientific management approach
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
A social group within an organization is part of the: a. formal organizational structure. b. informal organization. c. scalar chain. d. reorganization process. e. top management level.
B
Gail Griffith, manager of the finance division, distributes relevant information every day 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
One of the roles that a small business manager may emphasize over a counterpart in a large organization is: a. information processing. b. spokesperson. c. liaison. d. resource allocator. e. leader.
B
Since not-for-profit organizations do not have a conventional _____, managers may struggle with the question of what constitutes results and effectiveness. a. hierarchy b. bottom line c. information system d. decision-making process e. structure
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 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. explicit code of conduct. d. dress and office layout. e. slogans and ceremonies.
B
Which of the following is a characteristic of a traditional management approach? a. Managers play the role of an enabler. b. Managers supervise team members' tasks. c. Managers constantly mobilize for change. d. Managers lead and empower teams. e. Managers encourage conversation and collaboration.
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 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
According to Mintzberg, which of these is an interpersonal role? a. Monitor b. Negotiator c. Liaison d. Disturbance handler e. Spokesperson
C
According 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
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. organizational assets.
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
The Forestville Freeze is regionally known for its employee training programs. Managers at the Freeze conduct research to determine the best candidate interviewing techniques. This involves the use of which management approach? a. Administrative principles approach b. Bureaucratic approach c. Behavioral sciences approach d. Humanistic approach e. Scientific management approach
C
The people and organizations in the environment who acquire goods or services from the organization are: a. competitors. b. suppliers. c. customers. d. employees. e. potential employees.
C
Which of the following is not a criticism of scientific management? a. It does not appreciatethe 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 ignores their ideas and suggestions.
C
Which of the following roles is 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 these 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
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
In order to determine how to deal with a problem employee, Sharon evaluated the employee, the problem, and the context in which the problem occurred. She is applying which of the following perspectives? a. Participative view b. Universalist view c. Autonomy view d. Contingency view e. Humanist view
D
McDonald's "We Love to See You Smile" is an example of a: a. ceremony. b. symbol. c. ritual. d. slogan. e. political activity
D
Molly Madison received "The Employee of the Month" Award at Internal Workings Remodeling Service in April. Molly would be considered a part of which of these for Internal Workings? a. General environment b. Task environment c. Economic environment d. Internal environment e. Legal-political environment
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
Roadtec Tire Company has a corporate culture that emphasizes an internal focus on the involvement and participation of employees, placing high value on meeting the needs of employees. The company is known for its caring, family-like atmosphere. Which type of corporate culture does Roadtec possess? a. Adaptability culture b. Achievement culture c. Consistency culture d. Involvement culture e. Matrix culture
D
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
D
The general environment dimension that includes consumer purchasing power, the unemployment rate, and interest rates is called the: a. legal-political dimension. b. sociocultural dimension. c. technological dimension. d. economic dimension. e. task dimension.
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
Used widely by Indian companies, _______ refers to an innovation mind-set that strives to meet customers' needs quickly and inexpensively. a. benchmarking b. organizational development c. kaizen d. jugaad e. bureaucracy
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 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 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
A key finding in the Hawthorne studies was which of these? a. Stronger lighting increased productivity. b. More money resulted in increased productivity. c. Productivity increased with autocratic leadership. d. Higher temperatures reduced productivity. e. Human relations increased productivity.
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
GreenTech 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
If a manager finds a severe decline in employee morale and direction, he or she may need to spend more time in the _____ role. a. negotiator b. resource allocator c. figurehead d. monitor e. leader
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
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
_____ 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
. 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.
F
A criticism of human relations management is that it ignores the social context and workers' needs.
F
Although developed by a Japanese business manager, the quality movement is strongly associated with American companies
F
An achievement culture is found in an environment that is dynamic and requires high-risk decision-making.
F
An assumption of Theory Y is that the average human being has an inherent dislike of work and will avoid it if possible.
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.
F
Companies in Quadrant A represent the high-performance culture.
F
Companies in Quadrant D put high emphasis on both culture and solid business performance as drivers of organizational success.
F
Contingency thinking is the ability to see both the distinct elements of a system or situation and the complex and changing interaction among those elements.
F
Efficiency refers to the degree to which the organization achieves a stated objective
F
In today's business environment, most companies operate in a stable and rigid environment.
F
Management idea life cycles have continually grown longer, reflecting the pace of change in today's business world.
F
Managers in partnering organizations, given the increasing environmental uncertainty, are shifting from a partnership orientation to an adversarial orientation.
F
The consistency culture has an external focus and a consistency orientation for a dynamic environment.
F
The humanistic perspective contains three subfields: scientific management, bureaucratic organizations, and administrative principles.
F
The individual performer is a generalist and coordinates a broad range of activities.
F
The management science approach uses qualitative data in management decision making.
F
The most recent U.S. census data show that about one-third of all babies born 2011 were members of minority group.
F
The scalar chain is a hypothetical chain that provides horizontal links between unionized workers in different departments in an organization.
F
The set of key values, beliefs, and norms, that are shared by members of an organization are combined to create the symbols of an organization
F
The systems thinking approach develops theories about human behavior based on scientific methods and study.
F
A joint venture involves a strategic alliance or program by two or more organizations.
T
A manager forwards information to other organization members in the disseminator role.
T
A narrative based on events within the organization that is frequently repeated is called an organizational story.
T
A political lobbyist for General Motors fills an essential boundary-spanning role.
T
Administrative acts and decisions recorded in writing is one of the six characteristics of the ideal bureaucracy.
T
Corporate culture 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.
T
Current employees, management, and especially corporate culture are part of an organization's internal environment
T
Customer relationship management systems collect and manage large amounts of data about customers and make them available to employees.
T
Fayol's unity of command principle emphasizes that each subordinate receives orders from one, and only one superior.
T
If Johnson Lumber provides trees for Westvaco Paper Manufacturing, then Johnson Lumber is considered a supplier for Westvaco.
T
Labor market forces affecting organizations right now include the growing need for computer-literate knowledge workers and the necessity for continuous investment in human resources through recruitment, education, and training.
T
McDonalds, Burger King, and Checkers are competitors since all three sell fast food to individuals.
T
Organization development is a specific set of management techniques based in the behavioral science approach.
T
Physical symbols are associated with the surface level of organizational culture.
T
Quadrant A represents organizations that are focused primarily on bottom-line results and pay little attention to organizational values
T
Supply chain management refers to the sequence of suppliers and purchasers, covering all stages of processing from obtaining raw materials to distributing finished goods to consumers.
T
Technical skills are most important at lower organizational levels while conceptual skills become more important as managers move up the organizational hierarchy.
T
The cultural leader articulates a vision for the organizational culture that employees can believe in and that generates excitement
T
The field of management that specializes in the physical production of goods or services refers to operations management.
T
The late famed management theorist Peter Drucker is often credited with creating the modern study of management.
T
The rise of virtual work has led to a decline in organizational hierarchies.
T
The top reason for manager failure is ineffective communication skills and practices.
T
The Hawthorne studies led to the early conclusion that positive human relations can lead to significantly higher performance.
t
Culture can be defined as: a. the set of key values, beliefs, understandings, and norms shared by members of an organization. b. the ability to speak different languages. c. an object, act, or event that conveys meaning to others. d. a narrative based on true events that is repeated frequently and shared by organizational employees. e. a planned activity at a special event that is conducted for the benefit of an audience
A