MGT 310 EXAM 2

"There is absolutely no reason why I, the founder of this enterprise, should be making the choice of floor cleaner. The housekeepers know what works and what doesn't. Let them choose." So said Juan, owner of Miller's Office Cleaning. Juan's comment indicates he believes in ________. A. self-direction B. problem solving C. autonomy D. employee empowerment

D

A ________ is a broad statement of an organization's purpose that provides an overall guide to what organizational members think is important. A. vision B. preamble C. project D. mission

D

As her business grew and competitors entered the market, Inez knew she had to step up her game. What had worked well when the company was brand new no longer enabled her company to meet its goals. Inez realizes she must become a(n) ________ if her company is to continue to grow and prosper. A. visionary B. better manager C. charismatic leader D. change agent

D

Decades ago only former military personnel and hoodlums sported tattoos. Today tattoos are considered an art form, giving rise to a plethora of tattoo shops. These body artists have taken advantage of changes in ________. A. market structure B. demographics C. processes D. perception

D

Farrah has created a computer-generated mockup of her new product for inclusion in the ________ section of her business plan. A. executive summary B. analysis of the context C. description of the business D. supporting documentation

D

Geneva needs additional capital to launch her business but does not want to share management responsibility with partners. Neither does she want to pay the high taxes often assessed on businesses. Her best option may be a(n) ________. A. C corporation B. sole proprietorship C. S corporation D. limited liability partnership

D

Ignacio knows he cannot pay what the "big boys" pay, so he decides instead to emphasize the ________ his company offers. A. health insurance benefits B. performance incentives C. retirement savings plan D. learning opportunities and recognition

D

In the ________ metaphor, change is normal and expected and managing it is a continual process. A. smooth water B. calm waters C. water over the dam D. white-water rapids

D

Large organizations are more ________. A. disorganized B. organic C. decentralized D. mechanistic

D

Managers begin human resource planning by ________. A. locating capable applicants B. forecasting sales C. job analysis D. inventorying current employees

D

Operational plans are usually ________. A. short term, directional, and standing B. long term, directional, and single use C. long term, specific, and standing D. short term, specific, and standing

D

Organizations need change because ________. A. employees get bored with the status quo B. the environment is stable C. the future is unpredictable D. external and internal factors create the forces for change

D

A ________ personality is characterized by chronic feelings of a sense of time urgency, an excessive competitive drive, and difficulty accepting and enjoying leisure time. A. Type A B. Type X C. Type Y D. Type B

A

A bank estimates the capabilities of its customer service employees prior to implementing a new training program designed to change their method of providing customer service. The bank is ________. A. performing an internal analysis B. formulating its competitive strategies C. conducting an external analysis D. performing an employee audit

A

Hendricks Ceramics sells items it buys from ceramic factories. If it were to purchase one of these factories, it would be engaging in ________ integration. A. backward vertical B. concentrated C. horizontal D. forward vertical

A

In highly ________ organizations, there are explicit job descriptions, numerous organizational rules, and clearly defined procedures covering work processes. A. formalized B. specialized C. decentralized D. departmentalized

A

In stable and simple environments, ________. A. mechanistic designs are most effective B. low formalization is necessary C. decentralization is necessary D. organic designs are most effective

A

Increasing the numbers of employed women and minorities forces managers to pay attention to what change factor? A. changes in the composition of the workforce B. organizational strategy C. new equipment D. changing technology

A

Joan Woodward divided firms into three distinct technologies that had increasing levels of complexity and sophistication: unit production, mass production, and ________. A. process production B. repetitive flow production C. product production D. continuous production

A

Long-term plans are defined as those with a time frame beyond ________. A. three years B. seven years C. five years D. one year

A

Organizational change can best be defined as ________. A. any alteration of people, structure, or technology. B. rethinking the organization's target markets C. innovation that affects employees and customers D. a "cleaning house" of the top executives

A

Organizational change is any alteration of ________. A. people, structure, or technology B. technology, goals, or management C. structure, management, or goals D. rules, procedures, or management

A

Recruitment is the process of ________. A. locating, identifying, and attracting capable applicants B. moving employees laterally to reduce intra-organizational supply-demand imbalances C. screening job applicants to determine who is the best D. selecting candidates to fill open positions

A

Stress symptoms are grouped under the categories of ________. A. physical, psychological, and behavioral B. physical, political, and social C. physical, economic, and legal D. physical, psychological, and cultural

A

The ________ Act makes it a crime in the United States to engage in theft of a trade secret. A. Economic Espionage B. Industrial Espionage C. Patriot D. Sarbanes-Oxley

A

The commitment concept says that plans should ________. A. extend far enough to meet those commitments made when the plans were developed B. not commit to specifically meeting the goals made when the plans were developed C. be done for as short a time period as possible D. be done for as long a time period as possible

A

The effect of planning on managers is that it forces them to ________. A. anticipate and respond to change B. generate higher profits C. work at cross purposes D. eliminate uncertainty

A

The essence of affirmative action is to ________. A. prevent discrimination and enhance the status of members from protected groups B. provide experiential exercises and on-the-job coaching for employees C. provide positive reinforcements to encourage desirable behavior D. prevent employees from behaving unethically

A

The first three activities of the human resource management process involve ________. A. identifying and selecting competent employees B. providing employees with up-to-date knowledge and skills C. retaining competent and high-performing employees D. providing employees with flexible job assignments

A

The two types of orientations are ________. A. work unit orientation and organization orientation B. organization orientation and group orientation C. job orientation and procedural orientation D. work unit orientation and group orientation

A

Which one of the following Acts gives employees the legal right to examine personnel files and letters of reference? A. Privacy Act B. Worker Adjustment and Retraining Notification Act C. Civil Rights Act, Title VII D. Consolidated Omnibus Reconciliation Act

A

________ is the term used to describe change methods that focus on people and the nature and quality of interpersonal work relationships. A. Organizational development B. Comprehensive development C. Career development D. Commercial development

A

________ refers to the rights inherent in a managerial position to tell people what to do and to expect them to do it. A. Authority B. Bureaucracy C. Liability D. Responsibility

A

Bill manages the quality department. His people check parts made by the production departments to assure all specifications are met. Bill is ________. A. a line manager B. a staff manager C. a middle manager D. a non-manager

A maybe

Paul, the HR manager, works in the Townsville plant and reports to the plant manager there, but he also reports to the corporate HR director in Cityburg. This reporting structure violates the principle of ________. A. unity of purpose B. unity of command C. chain of command D. division of authority

B

Strategic plans are usually ________. A. short term, directional, and standing B. long term, directional, and single use C. long term, specific, and standing D. short term, specific, and standing

B

The final three activities of the human resource management process ensure ________. A. the best compensation packages for the new hires B. that the organization retains competent and high-performing employees C. that the organization selects and trains competent employees D. that employees are continuously provided with up-to-date knowledge and skills

B

Which of the following steps in human resource management helps retain competent and high-performing employees? A. selecting B. performance management C. orientation D. training

B

Work teams composed of individuals from various functional specialties are known as ________ teams. A. cross-department B. cross-functional C. cross-control D. cross-training

B

________ is what distinguishes an entrepreneurial venture. A. Competitive advantage B. Innovation C. Determination D. Growth

B

Which of the following is an example of a psychological symptom of stress? A. changes in metabolism B. increased heart and breathing rate C. procrastination D. changes in productivity

C

Which of the following statements accurately defines work specialization? A. It clarifies who reports to whom. B. It is the basis of grouping jobs together. C. Individual employees specialize in doing part of an activity rather than the entire activity. D. It is the line of authority extending from upper organizational levels to the lower levels.

C

Which one of the following statements is true of traditional goal setting? A. Evaluation of performance is carried out concurrently with the flow of goals through the organization. B. Goals defined narrowly by top managers need to be made more directional as they flow down through the organization. C. Managers at each level define goals and apply their own interpretations and biases as they make them more specific. D. Traditional goal setting assumes that employees know best and employs a bottom-up approach of setting organizational goals.

C

________ is a process of setting mutually-agreed upon goals and using those goals to evaluate employee performance. A. Management by observation B. Management by exception C. Management by objectives D. Management by walking around

C

________ is the ability to recognize major external changes, to quickly commit resources, and to recognize when a strategic decision is not working. A. Strategic leadership B. Strategic apprenticeship C. Strategic flexibility D. Strategic management

C

________ is the degree to which decision making takes place at upper levels of the organization. A. Formalization B. Departmentalization C. Centralization D. Decentralization

C

________ is the formal arrangement of jobs within an organization. A. Departmentalization B. Work specialization C. Organizational structure D. Organizational design

C

Which of the following is a physical symptom of stress? A. changes in attitude B. changes in productivity C. changes in metabolism D. changes in mood

C

A company that competes by offering unique products that are widely valued by customers is following a ________. A. focus strategy B. differentiation strategy C. functional strategy D. leadership strategy

B

A(n) ________ organization is highly adaptive, loose, and flexible. A. customer-oriented B. organic C. mechanistic D. centralized

B

According to Lewin, which of the following is the objective of refreezing? A. directing behavior away from the change B. stabilizing the new situation C. eliminating the need for future change D. hindering the existing equilibrium

B

During his first year of employment, Arnold saw mostly white male faces in his plant. Now he sees women and men of all ages and ethnicities. Communication has become challenging. Arnold has noticed a change in the ________. A. employment laws B. workforce composition C. lifestyle choices D. employee attitudes

B

Heavy investment in ________ will help take advantage of the market's growth and help maintain high market share. A. dogs B. stars C. question marks D. cash cows

B

How can managers effectively plan when the external environment is continually changing? A. They should discontinue formal planning. B. They should be ready to change directions if environmental conditions warrant. C. They should continue to follow the set organizational plans as persistence will eventually pay. D. They should set general, but rigid plans.

B

If top management set a goal that each store in the company should have sales equal to or greater than $100 per square foot per day, this would be an example of ________. A. a strategic goal B. a financial goal C. a strategic plan D. a directional plan

B

In his report, Wade described the strengths and weaknesses of each of his subordinates. He made a note of their past performances and the potential they displayed. He even provided suggestions for their improvements. Wade is using the ________ method of conducting a performance appraisal. A. multiperson comparison B. written essay C. behaviorally anchored rating scale D. graphic rating scale

B

Juanita gathers her employees to solicit their opinions regarding big issues facing the young business. After considering their input, Juanita makes the final decision. Juanita is engaging in ________. A. autocratic management B. participative management C. democratic management D. employee empowerment

B

Karlee, a production worker, is working on a project with employees from accounting, purchasing, engineering, and customer service. Karlee is part of a ________ team. A. product launch B. cross-functional team C. self-directed D. process improvement

B

Ned has built his entrepreneurial venture into a successful business. Part of his original plan was to build the business then sell it to another company that could take it to the next level of success. In other words, Ned intends to ________ his business. A. reap B. harvest C. co-opt D. relinquish

B

A ________ describes how a business will compete in its primary market. A. corporate strategy B. mission statement C. competitive strategy D. competitive advantage

C

A written statement that explains the job content, environment, and conditions of employment is called a ________. A. job manual B. job preview C. job description D. job specification

C

A(n) ________ strategy determines what businesses a company is in or wants to be in, and what it wants to do with those businesses. A. operating B. functional C. corporate D. competitive

C

As smartphone cameras improved, consumers turned away from traditional cameras. Polaroid lost market share and finally realized their product was no longer desired. At that point, Polaroid would be considered a ________ in the BCG matrix. A. question mark B. cash cow C. dog D. star

C

Because Quentin is the only male worker in a group of women, other male employees have made jokes about his gender identity. The jokes have affected Quentin's motivation to work and he is absent more often. This situation may constitute ________. A. normal workplace activity B. protected free speech C. hostile environment sexual harassment D. unwelcome sexual advances

C

Darby is a member of a global team of engineers who are required to coordinate their design efforts. Emailing files to each other doesn't work well, as several versions may be circulating simultaneously. Darby and his team could benefit from ________. A. the use of social media B. Google Analytics C. cloud computing D. frequent face-to-face meetings

C

Edwin would like to increase the level of creativity and innovation in his department. One step he could take would be to ________. A. decrease diversity of opinions B. resolve conflict C. decrease external control D. reduce resources

C

If Camden wants his new business to be a good corporate citizen, he should ________. A. observe all the local ordinances and employment laws B. minimize the risks his business takes C. consider community goals in his business plan D. hire only union labor

C

If human resource planning shows a surplus of employees, management can reduce the organization's workforce through ________. A. recruitment B. increased workweeks C. decruitment D. reduced job sharing

C

In ________, a company grows by combining with competitors. A. vertical integration B. concentrated integration C. horizontal integration D. lateral integration

C

In the days before sterile adhesives, bandages were tied onto the patient. Next came adhesive tape with small squares of gauze attached, but making these in the doctors' office was tedious and time consuming. Finally Earle Dickson invented the Band-Aid for his wife, who needed a bandage she could apply to herself for small kitchen burns. Dickson saw ________. A. a new industry B. the unexpected C. a process need D. new knowledge

C

Managers should "milk" cash cows for as much as they can, limit any new investment in them, and use the large amounts of cash generated to invest in ________ and ________. A. question marks; dogs B. dogs; stars C. stars; question marks D. cash cows; dogs

C

Michelle is very concerned about the formal framework by which job tasks are divided, grouped, and coordinated within her unit. This implies that she is concerned about ________. A. the organizational design B. decentralization C. the organizational structure D. the chain of command

C

People's Airlines offers what it calls "no frills" flights: no reserved seating, no snacks or meals on flights, small planes that fly to smaller airports away from the city centers. People's Airlines is likely following a ________ strategy. A. focus B. differentiation C. cost leadership D. quality

C

Robert owns a small engineering firm serving customers on three continents. He has only three employees and contracts with freelancers as needed to fulfill his customers' needs. At any given time, he could have 50 or more engineers under contract. Robert operates a ________. A. boundaryless organization B. freelance agency C. virtual organization D. network organization

C

The building of a bridge would be a type of ________. A. mass production B. process production C. unit production D. flow production

C

When Michele had only three employees, she performed most of the records-keeping tasks herself and kept a general idea of finances in her head. Now that her business has expanded, she is having money problems. What should Michele do? A. Relinquish some of her other duties so she can focus on the money end of the business. B. Create and follow a set of financial controls. C. Take a course in financial accounting at the local college. D. Reach out to the local business development organization for assistance.

C

When is the traditional top-down approach to planning most likely to be effective? A. when the management avoids the use of a formal planning department B. when lower level employees develop plans C. when plans are developed that can actually be used by organizational members D. when the plans focus on developing a large number of plans and carefully documenting them

C

Which aspect of planning refers to documents that outline how results are to be achieved? A. goals B. performance guidelines C. plans D. objectives

C

Which of the following is a competitive force under the five forces model? A. vertical integration B. past rivalry with competitors C. threat of new entrants D. bargaining power of distributors

C

Steve introduces in-house technical training programs for employees, as well as a provision to reimburse the tuition fees for employees who take college courses that benefit both the employee and the organization. Steve is using ________ to motivate and retain employees. A. mentoring B. performance appraisal methods C. affirmative action D. high-performance work practices

D

The final step in the strategic management process allows an organization to understand the ________. A. resources and capabilities it possesses B. external environment C. implementation of the strategies D. effectiveness of the strategies used

D

To demonstrate social responsibility, entrepreneurs are encouraged to ________. A. participate in community organizations such as Kiwanis and Rotary B. sponsor youth sports teams C. use recycled materials in their production processes D. consider community goals in their business plans

D

What organizational development technique involves changing the attitudes, stereotypes, and perceptions that work groups have about each other? A. team building B. sensitivity training C. survey feedback D. intergroup development

D

Which of the following strategies involves a cost advantage or a differentiation advantage in a narrow segment? A. functional strategy B. leadership strategy C. retrenchment strategy D. focus strategy

D

Which one of the following is a type of general training provided by organizations? A. managing change B. customer education C. basic life-work skills D. customer service

D

Which one of the following provides a framework for understanding diverse businesses and helps managers establish priorities for allocating resources? A. a competitive strategy B. a business unit matrix C. a differentiation matrix D. a corporate portfolio matrix

D

Which one of the following would be considered a factor most directly influencing the human resource process? A. changes in consumer preferences B. offshoring of jobs C. changes in technology D. the economy

D

Which one of the many personality traits of entrepreneurs appeared on two separate lists? A. abundance of self-confidence B. persistent problem solver C. moderate risk taker D. high energy level

D

Which type of change might include a shift from a functional to a product structure? A. a technological change B. a structural component change C. a people change D. a structural design change

D

________ involves the theft of proprietary materials or trade secrets by any means. A. Data mining B. Data aggregation C. Business intelligence D. Corporate espionage

D