MGT TEST 2 PRACTICE QUESTIONS
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15.
Amazon.com was very eager to respond to Barnes & Noble's price cuts. If Amazon.com did not respond to these price cuts, many customers may have opted to purchase a Nook instead of a Kindle. This is an example of what primary factor that influences a firm's action or reaction? A. Competitor motivation B. Competitor awareness C. Competitive dynamics D. Environmental analysis E. Competitor capability
A
An individual with must approve responsibility __________. a) must approve or disapprove decisions b) is responsible for executing a specific or limited portion of the function c) guides and directs the execution of the function through the person accepting operating responsibility d) is directly responsible for the execution of the function
A
Bureaucracy includes three primary components: a clearly outlined organizational hierarchy, impersonal relationships among organization members, and which of the following? A. Detailed procedures and rules B. A matrix structure C. Division of labor D. An informal structure E. Minimal departmentalization
A
Designing the training program is which step in the training process? A. Step 2 B. Step 5 C. Step 1 D. Step 3 E. Step 4
A
Early leadership research that assumed a good leader is born, not made, is known as the _______. A. trait approach B. path-goal theory C. contingency theory D. behavioral approach E. life cycle theory
A
Edwin is currently working with his management team to determine for their new venture its purpose and why it shouldexist, which is also called ________. A. the organizational mission B. environmental analysis C. the mission statement D. social values E. the intensity of rivalry
A
Fort Wayne Electronics wants to match a recent price drop by its major competitor Horace Industries, but it doesn't have the cash resources to market the change as well as lose profit in the short-term. This is an example of ________. A. competitor capability B. competitor motivation C. monitoring skill D. competitive dynamics E. strategic control
A
George is an employee in an office who is ineffective in his job and doesn't contribute much to management objectives. George would thus be an example of _______. A. inappropriate human resources B. appropriate human resources C. a trainer D. a stakeholder E. a competitor
A
Priscilla runs a small technology startup company where there are few formal rules and workers are loosely connected. This fits with which kind of structure? A. organic structure B. bureaucracy C. unity of command D. coordination structure E. mechanistic structure
A
Robin is the CEO of a large manufacturing firm. He only invests money in planning if he thinks there will be a return on the investment in the future. This is an example of ________. A. the commitment principle B. strategy C. a procedure D. a tactical plan E. long range planning
A
Skincare Inc. is training its new employees on the products of the organization by having an instructor orally present the information to trainees in a classroom. This is an example of the technique _______. A. lecture B. performance appraisal C. programmed learning D. on-the-job E. personality tests
A
Structure behavior is __________. A) any leadership activity that delineates the relationship between the leader and the leader's followers or establishes well-defined procedures that the followers should adhere to in performing their jobs B) the process of directing the behavior of others toward the accomplishment of an objective C) aimed at being friendly with followers and showing interest in them as human beings D) leadership behavior that reflects friendship, mutual trust, respect, and warmth in the relationship between leader and followers
A
The focus strategy is based on __________. A) making a company competitive with a cost advantage in a very narrow and niche market B) making an organization competitive on the basis of having the lowest costs in its industry C) making a company competitive by offering unique products that are widely valued by customers D) making a company competitive by offering a unique product to a very narrow or niche market
A
The main criticism of Weber's bureaucracy focuses on what main component in the organization? A. The human component B. The product component C. The organizational structure D. The organizational effectiveness component E. The technology component
A
The owners of a small regional restaurant chain are working on determining the major tasks they will need workers to do in their restaurants. This best fits which step of the organizing process? A. Step 2 B. Step 3 C. Step 1 D. Step 5 E. Step 4
A
The process of establishing orderly uses for resources within the management system is known as ______________. A. organizing B. leading C. influencing D. controlling E. planning
A
To provide appropriate human resources to fill both managerial and nonmanagerial openings, managers follow four sequential steps. Which of the following is the first step in this process? A. Recruitment B. Termination C. Selection D. Training E. Performance appraisal
A
Transformational leadership __________. A) inspires organizational success by profoundly impacting the organization's followers' beliefs and values B) is an approach to leading in which leaders view their primary role as helping followers in their quests to satisfy personal needs, aspirations, and interests C) is an approach to leadership that blends personal humility with an intense will to build long-range organizational success D) is characterized by someone who is a good listener, provides emotional support, and leads by example
A
Which of the following competitive strategies is based on making a company competitive by offering unique products that are widely valued by customers? a) Differentiation strategy b) Focused strategy c) Cost leadership strategy d) Stability strategy
A
Which of the following involves short-range planning that emphasizes the current operations of various parts of theorganization? A. Tactical planning B. Competitive dynamics C. SWOT analysis D. Strategic planning E. Strategic control
A
Which of the following is a technique for developing skills on the job? A. Coaching B. Video games C. Lectures D. Outplacement E. Aptitude testing
A
Which of the following is an advantage of matrix departmentalization? A. It allows a firm to pool human resources for both short-term and long-term projects. Your answer is correct. B. It allows managers to focus on and cater to the most important customers. C. Managers can focus on the various regions served by the company. D. It allows managers to focus on the products being sold by the company. E. It is relatively easy to assign blame or credit for the performance of a function.
A
Which performance evaluation method is also known as a "forced distribution" or "forced ranking" system? A. Employee comparisons B. Rating scale C. Selection D. Critical-form essay E. Free-form essay
A
Which term best describes the incentives that an organization has to undertake an action? A. Competitor motivation B. Competitor awareness C. Competitor capability D. Competitive analysis E. Competitive dynamics
A
Which term describes an occurrence in which the more leaders believe their subordinates can achieve, the more they do achieve? A. Pygmalion effect B. Job-centered behavior C. Leader flexibility D. Path-goal leadership E. Authentic leadership
A
Which term describes the process of ensuring that an organization possesses and benefits from the use of an appropriate organizational strategy? A. Strategic management B. Strategy implementation C. Tactical planning D. Differentiation E. Strategic control
A
Which term states that managers should commit funds for planning only if they can anticipate a return on planning expenses as a result of long-range planning analysis? A. Commitment principle B. Strategic management C. Cost leadership D. Tactical planning E. Strategic planning
A
Kevin's department received some criticism for past performance. He accepted responsibility for the mistakes and spared his employees the excessive criticism. Kevin is exhibiting what key dimension of responsible managementbehavior? A. Behavior with upper management B. Behavior with other groups C. Attitude toward and conduct with subordinates D. Personal attitudes and values E. Overlapping responsibility
A
________ refers to how mindful a company is of its competitor's actions. A. Competitor awareness B. Competitive dynamics C. Competitor capability D. Competitor motivation E. Monitoring skill
A
According to the management responsibility guide, an individual with specific responsibility __________. a) is directly responsible for the execution of the function responsibility b) is responsible for executing a specific or limited portion of the function c) guides and directs the execution of the function through the person accepting operating responsibility d) may be called on to relate information, render advice, or make recommendations before the action is taken
B
According to the path-goal theory of leadership, directive behavior __________. a) is aimed at setting challenging goals for followers to reach and expressing and demonstrating confidence that they will measure up to the challenge b) is aimed at telling followers what to do and how to do it c) is aimed at being friendly with followers and showing interest in them as human beings d) is aimed at seeking suggestions from followers regarding business operations to the extent that followers are involved in making important organizational decisions
B
An employee comparison is a method of performance appraisal in which __________. A) individuals appraising performance use a form containing several employee qualities and characteristics to be evaluated B) appraisers rank employees according to such factors as job performance and value to organization C) appraisers simply write down their impressions of employees in paragraph form D) appraisers write down particularly good or bad events involving employees as these events occur
B
An individual's job activities within an organization are usually summarized in a formal statement known as which of thefollowing? A. Job specification B. Job description C. Management responsibility guide D. Organization chart E. Job activity report
B
As reported by Harold Koontz, several important situational factors influence the appropriateness of the size of anindividual's span of management. Which of the following is NOT one of these factors? A. Geographic continuity B. Controlling C. Similarity of functions D. Planning E. Coordination
B
Brenda is currently thinking about how much decentralization is needed at her organization, considering how similar various products sold are. This best fits with the decentralization question of _______. A. Is creativity a desirable feature of the organization? B. How homogeneous is the organization's product line? C. Where are organizational suppliers? D. Are quick decisions needed in the organization? E. What is the present size of the organization?
B
Company A is considering five employees for one promotion to management. In order to select the best candidate, all applicants will engage in a number of individual and group exercises constructed to simulate important activities at the management levels to which they aspire. This set of exercises is known as a(n) __________________. A. personality test B. assessment center C. aptitude test D. integrity test E. achievement test
B
In the BCG Growth-Share Matrix, an SBU that has a high share of a high-growth market and typically needs large amounts of cash to support rapid and significant growth is referred to as a _______. A. dog B. star C. cash cow D. flower E. question mark
B
John is a manager who exhibits many workplace behaviors focused on how well subordinates perform their jobs. In the leader behaviors identified in the Michigan studies, these types of behaviors are known as _______. A. supportive behavior B. job-centered behavior C. employee-centered behavior D. structure behavior E. leadership style
B
Kathryn, a faculty member, chairs a special projects committee for the university. In this position, Kathryn has authority to assign tasks to graduate student researchers, which is not usually part of her job. This is an example of what type ofauthority? A. Line B. Functional C. Staff D. Accountability E. Delegation
B
Line authority is defined as __________. A) the right to advise or assist those who possess line authority as well as other staff personnel B) the most fundamental authority within an organization. It reflects existing superior-subordinate relationships and consists of the right to make decisions and to give orders concerning the production-, sales-, or finance-related behavior of subordinates C) the right to give orders within a segment of the organization in which this right is normally nonexistent D) the right to perform or command
B
Managers delegate job activities in order to increase the _________. A) probability that commands are obeyed B) likelihood that management system objectives are achieved C) degree of centralization within the organization D) level of effectiveness through overlapping responsibility
B
Supportive behavior is __________. A) the process of directing the behavior of others toward the accomplishment of an objective B) aimed at being friendly with followers and showing interest in them as human beings C) any leadership activity that delineates the relationship between the leader and the leader's followers or establishes well-defined procedures that the followers should adhere to in performing their jobs D) leadership behavior that reflects friendship, mutual trust, respect, and warmth in the relationship between leader and followers
B
The Vroom-Yetton-Jago model of leadership __________. a) creates a sense of duty within an organization, encourages new ways of handling problems, and promotes learning for all organization members b) suggests five different decision styles ranging from autocratic to consultative c) is a range of leadership behaviors available to managers when they are making decisions d) encourages listening closely, providing emotional support, and showing appropriate behavior by example
B
The management responsibility guide includes seven responsibility relationships among managers. Which type of relationship focuses on the individual who is directly responsible for the execution of a function? A. Must be notified B. Operating responsibility C. Must approve D. Specific responsibility E. General responsibility
B
The step of the strategic management process that involves establishing organizational direction is ________. A. Step 1 B. Step 2 C. Step 3 D. Step 4 E. Step 5
B
The study of the organizational environment to identify any environmental factors that could impact organizational operations is known as _________. A. the commitment principle B. environmental analysis C. the general environment D. demographics E. strategic management
B
The ___________ leader identifies inappropriate behavior in followers and suggests how they might correct that behavior. A. level 5 B. coaching C. transformational D. servant E. authentic
B
The ________________ enforces federal laws prohibiting discrimination on the basis of race, color, religion, gender,disability, sexual orientation, national origin, and genetic information in recruitment, hiring, firing, layoffs, and all other employment practices. A. Office of Federal Contract Compliance Programs B. Equal Employment Opportunity Commission C. Bureau of Labor Statistics D. Homeland Security E. Department of Labor
B
Whereas a _______ ensures completion of tasks, a _______ cares about and focuses on the people who do the job. A. stockholder; stakeholder B. manager; leader C. leader; manager D. leader; follower E. follower; leader
B
Which component of the general environment includes new approaches to producing goods and services? A. Social B. Technological C. International D. Economic E. PoliticalB
B
Which leadership theory focuses on how much participation to allow subordinates in the decision-making process? A. Life cycle theory B. The Vroom-Yetton-ago model C. The trait approach D. Path-goal theory E. Participative behavior
B
Which of the following details the characteristics of the individual who should be hired for the job? A. Job analysis B. Job specification C. Performance appraisal D. Position replacement form E. Job description
B
Which of the following is NOT a suggestion for delegating tasks? A. Don't delegate a task because you don't want to do it. B. To break the ice, include the activities that are not essential but easy and interactive. C. Don't delegate a task because you don't know how to do it. D. Learn the strengths of your employees. E. Realize that you cannot do it all.
B
Which of the following is a chart that represents a composite view of the individuals being considered by management for purposes of human resource planning? A. Job description B. Management manpower replacement chart C. Position replacement form D. Job analysis E. Performance appraisal
B
Which of the following is another name for the "employee comparisons" method of performance appraisal? A. Critical form essay B. Forced distribution C. Free form essay D. Job analysis E. Rating scale
B
Which of the following is defined as the relationships among organizational resources as outlined by management? A. Division of labor B. Formal structure C. Informal structure D. Span of management E. Horizontal dimensioning
B
Which of the following is the directive behavior of the path-goal theory of leadership? a) It is aimed at being friendly with followers and showing interest in them as human beings. b) It is aimed at telling followers what to do and how to do it. c) It is aimed at setting challenging goals for followers to reach and demonstrate confidence that they will measure up to the challenge. d) It is aimed at seeking suggestions from followers regarding business operations to the extent that followers are involved in making important organizational decisions.
B
Which of these is NOT a step in the functional similarity method of dividing job activities? A. Designating appropriate activities that must be performed to reach objectives B. Establishing a chain of command C. Examining management system objectives D. Designing specific jobs by grouping similar activities E. Making specific individuals responsible for performing those jobs
B
Which term refers to the right to perform or command? A. Accountability B. Authority C. Planning D. Responsibility E. Delegation
B
___________ skill is the ability to use information to determine whether a problem has arisen that is blocking implementation. A. Allocating B. Monitoring C. Organizing D. Interacting E. Conceptual
B
_________________ is the obligation to perform assigned activities. It is the self-assumed commitment to handle a job to the best of one's ability. A. Decentralization B. Responsibility C. Authority D. Accountability E. Delegation
B
An indication that decentralization would be appropriate is when _________. a) time is available to study the impact of decisions b) processes and tasks do not change c) suppliers are located far from the organization d) product lines are highly similar
C
An individual with must be consulted responsibility __________. A) guides and directs the execution of the function through the person accepting operating responsibility B) is directly responsible for the execution of the function C) Is someone whose area is affected by a decision and who must be called on to render advice or relate information before any decision is made or approval is granted D) is responsible for executing a specific or limited portion of the function
C
Because matrix organizations are complex and intimidating, some managers may struggle to get results. Which of these would LEAST likely help a manager succeed in a matrix? A. Increasing trust by upholding promises B. Building strong relationships with colleagues C. Increase the manager's span of management D. Developing interpersonal skills E. Identifying shared goals
C
Blair Service wants its managers to be leaders. Which of the following behaviors best fits with being a leader versus being a manager? A. Systematically choosing goals. B. Rewarding employees for high performance. C. Having concern for workers as people. D. Developing organizational strategies. E. Designing organization systems in a rational manner.
C
Cost leadership strategy is based on __________. A) making a company competitive by offering unique products that are widely valued by customers B) management maintaining or slightly improving the amount of business that a strategic business unit is generating C) making a company competitive by having the lowest expenditure possible D) making a company competitive by offering a unique product to a very narrow or niche market
C
Customer departmentalization allows __________. A) firms to pool human resources for both short-term and long-term projects B) managers to focus on various regions served by the company C) managers to focus on and cater to the most important customers D) for consistent marketing messages throughout the company
C
Employee-centered behavior is __________. A) based on the assumption that each instance of leadership is different and therefore requires a unique combination of leaders, followers, and leadership situations b) based on early leadership research that assumed a good leader is born and not made c) leader behavior that focuses primarily on subordinates as people d) any leadership activity that delineates the relationship between the leader and the leader's followers or establishes well-defined procedures followers should adhere to in performing their jobs
C
For their performance appraisal the consulting firm Insight Industries has managers write down particularly good and bad events an employee was involved in. They review these events to evaluate performance. This fits with the appraisal method of _______. A. job specification B. free form essay C. critical form essay D. programmed learning E. rating scale
C
Gary works hard to help his followers reach their dreams and aspirations. He is a(n) ______________ leader. A. authentic B. transformational C. servant D. coaching E. level 5
C
Horizontal dimensioning of an organization refers to __________. A) the extent to which an organization uses vertical levels to separate job responsibilities B) the management principle that recommends that an individual have only one boss C) the extent to which firms use lateral subdivisions or specialties within an organization D) the process of establishing departments within the management system
C
Individuals within the organization who make a valuable contribution to management system goal attainment are referred to as _______. A. investors B. stakeholders C. appropriate human resources D. inappropriate human resources E. customers
C
Johnson Electric is engaging in the tactical planning process. Which of the following is a likely element of their planningprocess? A. Plans cover long periods of time B. Plans focus on retrenchment options C. Plans are developed mainly by lower-level management D. Plans contain relatively little detail E. Facts are relatively difficult to gather
C
Marla is a transformational leader in the logistics company she works for. Which leader behavior below best supports the idea she is a transformational leader? A. She gives bonuses for quality work B. She rarely fires an employee C. She promotes learning for all organization members D. She makes sure that professionalism is the main value of all employees E. She has subordinates focus attention on improving their skills in current work practices
C
Organizing skill is __________ a) the ability to use information to determine whether a problem has arisen that is blocking implementation b) the ability to provide the organizational resources necessary to implement a strategy c) the ability to create throughout the organization a network of people who can help solve implementation problems as they occur d) the ability to manage people during implementation
C
Sarah wants to use the most basic method to divide the job activities in her department. What method should she use? A. Control role B. Responsibility gap C. Functional similarity D. Delegation E. Overlapping responsibility
C
Strategic control focuses on all of the following EXCEPT ______. A. strategy formulation B. organizational direction C. risk analysis D. environmental analysis E. strategic implementation
C
Tanya has a position where she has the right to advise people making a decision. This authority is known as _______. A. Accountability B. Staff C. Consulting D. Line E. Delegation
C
The degree of responsibility that a manager possesses can be determined by appraising the manager on four dimensions. Which of the following is one of these dimensions? A. Societal traditions B. Self-reflection C. Attitude toward and conduct with subordinates D. Emotional intelligence E. Intelligence quotient (IQ)
C
The strategic management process is generally thought to consist of five sequential and continuing steps. What is the third step? A. Strategic control B. Establishment of an organizational direction C. Strategy formulation D. Environmental analysis E. Strategy implementation
C
The type of HR inventory record that focuses on position-centered information rather than people-centered information is known as which of the following? A. Management manpower replacement chart B. Succession planning C. Position replacement form D. Management inventory card E. Organization chart
C
What is the end result of strategic planning? A. SWOT analysis B. An organizational objective C. A strategy D. Increased profitability E. A mission statement
C
What is the fourth step in the strategic management process? A. Establishment of organizational direction B. Strategic control C. Strategy implementation D. Strategy formulation E. Environmental analysis
C
When a manager is choosing an individual to hire from all those who have been recruited, she is engaging in the process of _________. A. training B. testing C. selection D. job analysis E. succession planning
C
Which of the following is LEAST likely to be an obstacle to the delegation process? A. Obstacles related to subordinates B. Obstacles related to organizations C. Obstacles related to family members D. Obstacles related to employees E. Obstacles related to the supervisor
C
Which of the following is NOT one of the steps in the strategic management process? A. Strategic control B. Environmental analysis C. Tactical application D. Strategy formulation E. Strategy implementation
C
Which of the following is a category of different types of tests used to identify qualities relevant to performing availablejobs? A. Lectures B. Field experiences C. Achievement tests D. Attitude tests E. Compensation tests
C
Which of the following is a program in which individuals participate in a number of individual or group exercises created to mimic important activities at the organizational levels to which they aspire? A. On-the-job training B. Job analysis C. Assessment center D. Affirmative action program E. Succession planning
C
Which of the following is most likely an advantage of functional departmentalization? A. It allows managers to focus on the products being sold by the company. B. It allows managers to focus on and cater to the most important customers. C. It allows for consistent marketing messages throughout the company. D. It allows managers to focus on the various regions served by the company. E. It allows firms to develop human resources by rotating managers across different regions.
C
Which of the following is one of the primary types of leader behavior according to the path-goal theory of leadership? A. Initiating structure B. Job-centered behavior C. Directive behavior D. Consideration E. Employee-centered behavior
C
Which of the following represents the fifth step in the strategic management process? A. Strategy formulation B. Strategy implementation C. Strategic control D. Environmental analysis E. Establishment of an organizational direction
C
Which of these is implied when a maximum number of job activities and a maximum amount of authority have been delegated to subordinates by management? A. Responsibility gap B. Centralization C. Decentralization D. Accountability E. Overlapping responsibility
C
Which of these represents the first step in the delegation process? A. Creating the obligation for the subordinate to perform the duties assigned B. Granting appropriate authority to the subordinate C. Assigning specific duties to the individual D. Restricting employees' role in defining, implementing, and communicating progress on tasks E. Limiting employee access to information, people, and departments
C
Which skill refers to the ability to manage people during implementation? A. Allocating skill B. Monitoring skill C. Interacting skill D. Conceptual skill E. Organizing skill
C
Which statement about functional similarity and job responsibility is TRUE? A) Overlapping responsibilities positively impact product quality. B) Responsibilities that overlap are beneficial as long as they are tied to objectives. C) When responsibilities overlap, the probability of job completion decreases. D) Employees whose responsibilities overlap experience fewer conflicts.
C
Which term describes the initial attraction and screening of the supply of prospective human resources available to fill aposition? A. Appropriate human resources B. Testing C. Recruitment D. Training E. Selection
C
__________ refers to the extent to which an organization uses vertical levels to separate job responsibilities. A) Horizontal dimensioning B) Departmentalizing C) Vertical dimensioning D) Unity of command
C
__________ is the second step managers follow to provide appropriate human resources to fill both managerial and nonmanagerial openings. A. Recruitment B. Performance appraisal C. Selection D. Training E. Termination
C
__________ reflects friendship, mutual trust, respect, and warmth in the relationship between leader and followers. Supportive behavior Consideration behavior Leadership Structure behavior
CONSIDERATION BEHAVIOR
__________ would increase span of management when the work of subordinates needs little synchronization. Complexity of function Coordination Geographic continuity Similarity of functions
Coordination
A local package delivery store has struggled recently with coordination, as some tasks are done more than once while other important tasks go undone. If the store were to apply Follet's guidelines on coordination which actions best fits with those guidelines? A. Managers should forbid workers at the same level from talking B. Workers should be allowed to generally do what they think is best C. Division of labor should be reduced D. Managers should examine the human communication process E. A single training session on coordination should fix the problem
D
A successful coaching leader is characterized by many different kinds of behavior. Which of the following is NOT one of these behaviors? A. Shows by example what constitutes appropriate behavior B. Gives emotional support C. Listens closely D. Empowers employees to act on visions creatively E. Shows patience toward people
D
A television program production company wants its employees to be able to focus on multiple projects at once, with project managers using workers from other parts of the organization for specific projects. Which departmentalization method best fits this situation? A. Customer B. Geographic C. Functional D. Matrix E. Product
D
ABC Books is entering the online publishing and selling market. Emily is evaluating whether the design and layout of the company's newly developed website meet the goals and standards of the company. This is an example of____________. A. tactical planning B. organizing skill C. strategy implementation D. strategic control E. environmental analysis
D
An organization with a very high degree of delegation is said to be ______________. A. accountable B. diverse C. responsible D. decentralized E. centralized
D
At a hamburger restaurant at the mall no particular job is assigned the task of cleaning up the grill at the end of the night. This would be an example of _______. A. overlapping responsibility B. responsibility C. a job description D. a responsibility gap E. centralization
D
Coach Smith tries to drill into her athletes that the team wins and loses together. There are no individual players, only the team. She is demonstrating which characteristic of an effective coach? A. Empathy B. Enthusiasm for people C. Listening skills D. Noncompetitiveness with team members E. Self-confidence and emotional stability
D
Complexity of function has the tendency to increase span of management when __________. A) subordinates are physically close b) subordinates have similar functions c) subordinates need little coordination d) subordinates have simple tasks
D
Gary is currently implementing a strategy his organization has come up with. This best fits with what step of the strategic management process? A. Step 1 B. Step 2 C. Step 3 D. Step 4 E. Step 5
D
In the strategic management process, the strategy implementation step follows _________. A) environmental analysis B) strategic control C) establishment of an organizational direction D) strategy formulation
D
Joel is looking into the demographics of the potential consumer base for the products his company produces. Which component of the general environment is he currently looking at? A. International B. Political C. Legal D. Social E. Cultural
D
Rhonda is a leader who has a leadership style where she is skilled at clearly outlining goals and what needs to be done. This fits with the Fiedler's Contingency theory factor of _______. A. leader-member relations B. consideration C. life cycle stage D. task structure E. position power
D
Staff authority is defined as __________. A) the right to perform or command B) reflecting existing superior-subordinate relationships and consists of the right to make decisions and to give orders concerning the production-, sales-, or finance-related behavior of subordinates C) the right to give orders within a segment of the organization in which this right is normally nonexistent D) the right to advise or assist those who possess line authority as well as other staff personnel
D
Stewart is putting together a list of what tasks waitresses need to perform in their jobs for his restaurant. This is calleda(n) __________. A. responsibility gap B. responsibility statement C. organization chart D. job description E. authority document
D
Tests that measure the potential of an individual to perform a task are known as _______ tests. A. integrity B. vocational interest C. personality D. aptitude E. achievement
D
The idea that each instance of leadership is different and requires a unique set of leaders, followers, and leadership situations is known as the ______________. A. transformational approach B. trait approach C. life cycle theory D. situational approach E. behavioral approach
D
The process of reviewing individuals' past productive activity to evaluate the contributions they have made toward attaining management system objectives is known as ______________. A. strategic management B. personality testing C. recruitment D. performance appraisal E. training
D
The science that focuses on understanding how people in communities or nations produce, distribute, and use different goods and services is known as ________. A. demographics B. divestiture C. a SWOT analysis D. economics E. environmental analysis
D
Weber's most notable contribution to classical organizing theory was his concept of _________. A. fair treatment B. situational motivation C. scientific management D. bureaucracy E. empowerment
D
What is the primary disadvantage of programmed learning? A. There is little or no opportunity for practice, reinforcement, knowledge of results, or overlearning. B. It encourages too much discussion and interaction among trainees. C. Trainees learn while doing. D. No one is present to answer a confused learner's questions. E. It is time consuming.
D
What type of organizational structure is best at allowing managers to focus on what the organization sells? A. Matrix B. Mechanistic C. Informal D. Product E. Functional
D
When Sharon delegates a task to a subordinate, she always receives input from the employee on what the ultimate outcome and performance expectations should be. Sharon is demonstrating which of the following guidelines for effective delegation? A. Training employees to complete delegated tasks satisfactorily B. Giving employees the freedom to pursue tasks in their own way C. Delegating tasks on the basis of employee interests D. Establishing mutually agreed-upon standards for delegated tasks E. Giving employees the authority necessary to accomplish tasks
D
When several individuals perform different parts of one task, this is known as ___________. A. a formal structure B. bureaucracy C. departmentalization D. division of labor E. coordination
D
When writing performance appraisals, what should evaluators do? a) Separate the topic of performance from the discussion of objectives. b) Emphasize short-term rewards for the individual over organizational success. c) Include negative comments that force the individual to increase productivity. d) Describe performance in relation to the position the individual holds.
D
Which appraisal method involves appraisers writing down particularly good or bad events involving employees as these events occur? A. Employee comparisons B. Free-form essay C. Rating scale D. Critical-form essay E. Selection
D
Which management principle suggests that an individual should have only one supervisor? A. Division of labor B. Horizontal dimensioning C. Scalar relationship D. Unity of command E. Vertical dimensioning
D
Which of the following best explains the importance of having an organizational mission? A. It helps develop job descriptions within an organization. B. It pushes human effort in a diverse direction. C. It helps the organization collaborate with its competitors. D. It helps increase the probability that the organization will be successful. E. It provides the organization with a blueprint for detailed budgeting.
D
Which of the following best illustrates the personal attitudes and values of a responsible manager? A. Organizing tasks and activities efficiently B. Addressing all shareholder concerns C. Taking complete charge of their work groups D. Putting organizational goals ahead of personal desires E. Ensuring that their work groups meet project deadlines
D
Which of the following describes the situation when a minimal number of job activities and a minimal amount of authority have been delegated to subordinates by management? A. Accountability B. Overlapping responsibility C. Responsibility gap D. Centralization E. Decentralization
D
Which of the following is NOT a potential weakness of performance appraisals? A. Individuals being evaluated view the process as unfair or biased. B. Performance appraisals focus employees on short-term rewards rather than on issues that are important to thelong-run success of the organization. C. Individuals involved in performance appraisals view them as a rewarddash-punishment situation. D. They provide systematic judgments to support promotions, transfers, and sometimes demotions or terminations. E. Subordinates react negatively when evaluators offer unfavorable comments.
D
Which of the following is a technique used by organizations to gain an understanding of a position to be filled? A. Job specification B. Performance appraisal C. Job description D. Job analysis E. Succession planning
D
Which of the following would be recommended to make delegation more effective? A. Avoiding any explanations of the relevance of delegated tasks to minimize confusion B. Limiting employee access to information, people, and departments when they are working on delegated tasks C. Delegating tasks that you as a manager do not want D. Establishing mutually agreed-upon results and performance standards for delegated tasks E. Restricting employees' role in defining, implementing, and communicating progress on tasks
D
Which of these refers to examining human resources for qualities relevant to performing available jobs? A. Succession planning B. Selection C. Recruitment D. Testing E. Training
D
Which of these refers to the process of reviewing individuals' past productive activity to evaluate the contribution they have made toward attaining management system objectives? A. Job description B. Position replacement form process C. Job analysis D. Performance appraisal E. Job specification
D
Which statement about management and leadership is most likely TRUE? A. Managing is more important than leading. B. Managing is more focused in scope when compared to leading. C. Managing and leading are synonyms for one another and can be used interchangeably. D. Managing is broader in scope than leading. E. Managing is easier than leading.
D
Which step in the strategic management process consists of monitoring and evaluating the strategic management process as a whole to ensure that it is operating properly? A. Establishment of organizational direction B. Strategy implementation C. Strategy formulation D. Strategic control E. Environmental analysis
D
Which strategic implementation skill involves the ability to provide the organizational resources necessary to implement a strategy? A. Organizing skill B. Interacting skill C. Monitoring skill D. Allocating skill E. Controlling skill
D
Which term describes the process of developing qualities in human resources that will enable them to be more productive and thus contribute more to organizational goal attainment? A. Testing B. Selection C. Human resource inventory D. Training E. Recruitment
D
Which term describes the right to advise or assist those who possess line authority as well as other staff personnel? A. Delegation B. Accountability C. Functional authority D. Staff authority E. Line authority
D
Which term refers to the actual process of assigning job activities and corresponding authority to specific individuals within the organization? A. Line authority B. Staff authority C. Centralization D. Delegation E. Functional authority
D
Which term refers to the individuals within the organization who make a valuable contribution to management system goal attainment? A. Inappropriate human resources B. Special interest groups C. Head hunters D. Appropriate human resources E. Independent corporate reviewers
D
Which tool describes the various responsibility relationships that exist in the organization and summarizes how the responsibilities of various managers relate to one another? A. Mission statement B. Vision statement C. Job description D. Management responsibility guide E. Functional similarity method
D
__________ is the amount of time managers must spend developing management system objectives and plans and integrating them with the activities of their subordinates A) Similarity of functions B) Complexity of function C) Geographic continuity D) Planning
D
__________, responsible managers accept criticism for mistakes and buffer their groups from excessive criticism. A) In regards to dealing with other groups B) In regards to attitudes toward and conduct with subordinates C) In regards to personal attitudes and values D) In regards to behavior with upper management
D
_____________ refers to a firm's ability to undertake an action. A. Competitive analysis B. Competitive dynamics C. Competitor motivation D. Competitor capability E. Competitor awareness
D
Which of the following is LEAST likely a part of the general environment? A. Demographics B. Social values C. New technology D. Marketing E. Passed legislation
D (part of internal environment)
__________ is the process of assigning job activities and corresponding authority to specific individuals within the organization. Delegation Authority Accountability Responsibility
DELEGATION
A broad and general plan developed to reach long-term objectives is known as a(n) ________. A. environmental analysis B. procedure C. tactical plan D. standing plan E. strategy
E
A graphic illustration that represents the structure of a company is called a(n) _______________. A. moving average chart B. management manpower replacement chart C. Gantt chart D. PERT network E. organizational chart
E
A written document developed by management that identifies and explains the organization's purpose is known as a(n) ________. A. procedure B. SWOT analysis C. business portfolio analysis D. environmental analysis E. mission statement
E
Anna is currently giving her subordinate Eddie the authority needed to perform the task delegated to him. This is a part of what step in the delegation process? A. First step B. Pre-first step C. Forth step D. Third step E. Second step
E
A ________ covers a relatively long period of time, whereas a ____________ covers a relatively short period of time. A. SWOT analysis; tactical plan B. tactical plan; strategic plan C. strategic plan; SWOT analysis D. SWOT analysis; strategic plan E. strategic plan; tactical plan
E
Being willing to listen and trying to understand another person's point of view exemplifies which characteristic of an effective coach? A. Diplomacy and tact B. Minimum hostility toward people C. Enthusiasm for people D. Noncompetitiveness with team members E. Empathy
E
Bonnie has been designated the person who will take over when the current CEO of the company retires. This is an example of _______. A. training B. recruitment C. testing D. a human resource inventory E. succession planning
E
Harriett has been given a test to see how appealing various jobs at the organization might be for her. This an example of a(n) _______. A. personality test B. aptitude test C. achievement test D. integrity test E. vocational interest test
E
Hitomi has made her organization's structure a bureaucracy to be more efficient and better reach organizational goals. The company has impersonal relationships among employees and detailed procedures and rules. What is the third component of bureaucracy? A. Creative problem solving B. Organizing skill C. An informal structure D. Minimal departmentalization E. Clearly outlined organizational hierarchy
E
If John is able to get his employees to act in a certain manner, and follow a new course of action in his department, it is an example of _________. A. organizing B. planning C. controlling D. coercing E. directing
E
In most cases, the strategic management process involves _________ steps. A. seven B. eight C. four D. three E. five
E
Mario is a restaurant owner who is implementing the organizing process in his restaurant. Mario is trying to determine who will take orders, who will clear the tables, and the details of the relationship between these individuals. Mario is implementing which step of the organizing process? A. Reflecting on plans and objectives B. Evaluating results of an implemented organizing strategy C. Dividing major tasks into subtasks D. Establishing major responsibilities E. Allocating resources and directives for subtasks
E
Organizations with much height are usually referred to as ____________, while those with little height are referred to as________________. A. wide, flat B. flat, tall C. narrow, tall D. narrow, wide E. tall, flat
E
The ability to provide the organizational resources necessary to implement a strategy is known as ___________. A. interacting skill B. organizing skill C. monitoring skill D. conceptual skill E. allocating skill
E
The terms centralization and decentralization describe the general degree to which ________ exists within an organization. A. planning B. staff authority C. accountability D. a responsibility gap E. delegation
E
The _______ strategy emphasizes making an organization more competitive by producing products more cheaply than competitors. A. focus B. differentiation C. growth D. divestiture E. cost leadership
E
Two significant components of organizational direction are organizational ________ and organizational ________. A. skills; systems B. managers; employees C. products; markets D. finances; facilities E. mission; objectives
E
What is the final step managers follow in providing appropriate human resources to fill both managerial and nonmanagerial openings? A. Selection B. Termination C. Recruitment D. Training E. Performance appraisal
E
What is the first step in the strategic management process? A. Strategic control B. Strategy formulation C. Strategy implementation D. Establishment of organizational direction E. Environmental analysis
E
What is the fourth step in filling both managerial and nonmanagerial openings? A. Compensation B. Recruitment C. Training D. Selection E. Performance appraisal
E
What is the last step in the strategic management process? A. Strategy implementation B. Establishment of an organizational direction C. Strategy formulation D. Environmental analysis E. Strategic control
E
When more than one individual is responsible for the same activity, this is a situation known as _________________. A. centralization B. delegation C. a responsibility gap D. decentralization E. overlapping responsibility
E
Which leadership approach takes into account follower maturity, leader task behavior, and leader relationship behavior? A. Contingency theory B. Trait approach C. Behavioral approach D. Path-goal theory E. Life cycle theory
E
Which of the following is NOT a step in training individuals? A. Evaluating the training program B. Administering the training program C. Determining training needs D. Designing the training program E. Determining the training compensation
E
Which of the following is NOT a step of the organizing process? A. Allocating resources and directives for subtasks B. Reflecting on plans and objectives C. Evaluating results of an implemented organizing strategy D. Dividing major tasks into subtasks E. Establishing goals to be achieved for the long-term survival of the organization
E
Which of the following is NOT a type of departmentalization mode? A. Product B. Matrix C. Functional D. Geographic E. Organic
E
Which of the following is primarily a one-way communication situation in which an instructor orally presents information to a group of listeners? A. Performance appraisal B. On-the-job training C. Programmed learning D. Testing E. Lectures
E
Which of these describes a method in which leaders view helping followers in their quests to satisfy personal needs, aspirations, and interests as their main priority? A. Level 5 leadership B. Authentic leadership C. Coaching D. Transformational leadership E. Servant leadership
E
Which of these issues is primarily emphasized in leading? A. Analytical B. Abstract C. Diagnostic D. Cognitive E. Behavioral
E
Which term refers to the process of determining appropriate courses of action for accomplishing organizationalobjectives? A. Strategic management B. Tactical planning C. Environmental analysis D. Cost leadership E. Strategy formulation
E
Zack tries to see the good in all of his subordinates. This is an example of which characteristic of an effective coach? A. Diplomacy and tact B. Insight into people C. Noncompetitiveness D. Self-confidence and emotional stability E. Enthusiasm for people
E
______________ is the responsibility of managers to synchronize the completion of individual parts of a task in order to meet the overall objective of the larger organizational task. A. Formal structure B. Bureaucracy C. Departmentalization D. Similarity of functions E. Coordination
E
________________ refers to the thinking where individuals are held liable for how well they use their authority and live up to their responsibility of executing preset activities. A. Centralization B. Delegation C. Authority D. Decentralization E. Accountability
E
Short-range is defined as a period of time extending about ________. A. three to five years B. five to ten years C. eleven years or more D. two to three years E. one year or less
E
_____________ refers to the process by which firms undertake strategic and tactical actions and how competitors respond to these actions. A. Competitive analysis B. Competitor capability C. Competitor motivation D. Competitor awareness E. Competitive dynamics
E
Which of the following is a FALSE statement about responsibility? A. Responsibility is the obligation to perform assigned activities. B. A person who accepts a job agrees to carry out specific duties. C. Responsibility is often difficult to identify. D. Responsibility is the self-assumed commitment to handle a job as best as possible. E. The source of responsibility lies with the position an individual occupies.
E (source is themselves)
An employee's performance rating is listed on the __________. management manpower replacement chart position replacement form human resource inventory management inventory card
MANAGMENT INVENTORY CARD
Which of the following processes occurs first in providing appropriate human resources for an organization? Training Selection Performance appraisal Recruitment
RECRUITMENT
__________ refers to the designated relationships among resources of the management system. Formal structure Organization structure Structure Informal structure
Structure
An organizational mission increases the likelihood that a firm will succeed by _________. a) identifying major targets that need to be reached b) detecting external opportunities and threats c) eliminating strategic business units that generate too little business d) formulating strategies that reflect environmental analysis
a
Buyer power is the extent to which _________. a) customers can control the firms in an industry b) new firms are able to enter an industry c) suppliers have control over firms operating in the industry d) customers use products from an industry that is not the primary industry
a
Company X is trying to become more competitive in its industry by targeting young adults ages 18dash-25. This is an example of what type of strategy? A. Focus B. Cost leadership C. Retrenchment D. Growth E. Differentiation
a
Strategy is defined as __________. a) a broad and general plan developed to reach long-term objectives b) the process of ensuring that an organization possesses and benefits from the use of an appropriate organizational strategy c) long-range planning that focuses on the organization as a whole d) the study of the organizational environment to pinpoint environmental factors that can significantly influence organizational operations
a
The primary mechanism used by managers to activate plans is known as _______. A. organizing B. staffing C. controlling D. influencing E. planning
a
Which strategic implementation skill involves the ability to create a network of people throughout the organization who can help solve implementation problems as they occur? A. Organizing skill B. Interacting skill C. Controlling skill D. Monitoring skill E. Allocating skill
a
Which term describes the right to make decisions and to give orders concerning the production-, sales-, orfinance-related behavior of subordinates? A. Line authority B. Unity of command C. Delegation D. Staff authority E. Accountability
a
__________ is the fourth step of the organizing process. Reflecting on plans and objectives Dividing major tasks into subtasks Allocating resources and directives for subtasks Establishing major tasks
allocating
A free-form essay is a method of performance appraisal in which __________. A) appraisers write down particularly good or bad events involving employees as these events occur B) appraisers simply write down their impressions of employees in paragraph form C) individuals appraising performance use a form containing several employee qualities and characteristics to be evaluated D) appraisers rank employees according to such factors as job performance and value to organization
b
According to Fred Fielder's contingency theory of leadership, there are three primary factors that should be considered when moving leaders into situations appropriate for their leadership styles: __________, __________, and__________. A. intelligence, past achievement, emotional maturity B. leader-member relations, task structure, position power C. leader flexibility, directive behavior, personal humility D. support, participation, achievement E. professional will, moral courage, coaching
b
Long-range planning that focuses on the organization as a whole is known as ________. A. the commitment principle B. strategic planning C. tactical planning D. strategic management E. environmental analysis
b
Probably the most widely used basis for establishing departments within the formal structure is by__________________. A. customer B. function C. product D. geography E. matrix
b
Tactical planning is defined as __________. A) how mindful a company is of its competitors' actions B) short-range planning that emphasizes the current operations of various parts of the organization C) the incentives that an organization has to take action D) the process by which firms undertake strategic and tactical actions and how competitors respond to these actions
b
The OSU studies concluded there were two main types of leader behavior. They are known as which of the following? A. Employee-centered behavior and job-centered behavior B. Structure behavior and consideration behavior C. Maturity and structure D. Relationship behavior and task behavior E. Directive behavior and supportive behavior
b
The degree to which workers' activities are difficult and involved is known as ____________. A. similarity of function B. complexity of function C. geographic continuity D. coordination E. bureaucracy
b
The leadership studies conducted at the University of Michigan identified two basic types of leader behavior: _________ behavior and _______ behavior. A. achievement-oriented; participative B. job-centered; employee-centered C. achievement-oriented; directive D. structure; consideration E. directive; supportive
b
The strategic management process is generally thought to consist of five sequential and continuing steps. What is the second step? A. Strategic control B. Establishment of an organizational direction C. Strategy formulation D. Environmental analysis E. Strategy implementation
b
Which of the following is a drawback of matrix departmentalization? a) This structure may create some redundancies and increased costs. b) It becomes difficult for employees to understand the power structure within a firm. c) Different units may result in duplication of efforts, which may lead to higher costs. d) It may not optimize the needs of an organization's various products and services.
b
Which of the following is a special tool used in formulating strategy that matches an organization's strengths and weaknesses with opportunities and threats? A. Critical question analysis B. SWOT analysis C. Business portfolio analysis D. Environmental analysis E. Five Forces Model
b
Which of the following is an advantage of product departmentalizing? A) It allows firms to pool human resources for both short-term and long-term projects. B) It allows managers to focus on the goods and services sold by a company. C) It allows for consistent marketing messages throughout a company. D) It allows managers to focus on various regions served by a company.
b
According to the Tannenbaum and Schmidt leadership continuum, when a manager makes a decision and announces it to the team, rather than asking the group to make the decision, they are exhibiting what kind of leadership? Decision-centered Boss-centered Group-centered Subordinate-centered
boss-centered
In the advisory or counseling role, __________. A) individuals have the right to give orders within a segment of the organization in which this right is normally nonexistent B) staff personnel provide services that can more efficiently and effectively be provided by a single centralized staff group than by many individuals scattered throughout the organization C) staff personnel use their professional expertise to solve organizational problems D) staff personnel help establish a mechanism for evaluating the effectiveness of organizational plans
c
Stability is a strategy _________. a) based on offering a product to a specific customer b) offers unique products that are widely valued by customers c) adopted by management to maintain or slightly improve the amount of business that a strategic business unit is generating d) based on making a company competitive by having the lowest expenditure possible
c
The economic component has implications on the _________ within an environment. a) characteristics of the society b) issues related to government affairs c) allocation and use of resources d) new approaches to the production of goods
c
The process of directing the behavior of others toward the accomplishment of an objective is known as which of thefollowing? A. Organizing B. Planning C. Leadership D. Controlling E. Delegating
c
Weber used the term bureaucracy to label the management system that includes three primary components: detailed procedures and rules, a clearly outlined organizational hierarchy, and __________. A. compensating the managers as owners B. changing the manager's style to match the situation C. impersonal relationships among organization members D. matching the employees to the manager's skills E. a science for performing every task
c
Which type of leadership inspires organizational success by profoundly affecting followers' beliefs in what an organization should be, as well as their values, such as justice and integrity? A. Authentic B. Servant C. Transformational D. Coaching E. Level 5
c
Who had the most profound influence on classical organizing theory? A. Abraham Maslow B. J. Stacy Adams C. Max Weber D. Hersey and Blanchard E. Frederick Taylor
c
_________________ allows its holder to act in certain designated ways and to directly influence the actions of others through orders. A. Accountability B. Delegation C. Authority D. Responsibility E. Decentralization
c
A __________ is a good listener, provides emotional support, and leads by example. servant leader transformational leader Level 5 leader coaching leader
coaching leader
ABC Corp has a business unit that has a large share of the market but is not growing much if at all. In the BCGGrowth-Share Matrix, this business unit would be best categorized as a ________. A. question mark B. dog C. focus D. cash cow E. star
d
Ash is an important part of an organization's implementation team because she is talented at managing others during the implementation process. This is known as a(n) ________ skill. A. controlling B. organizing C. allocating D. interacting E. monitoring
d
Informal structure is __________. a) the extent to which firms use lateral subdivisions or specialties within an organization b) the relationships among organizational resources as outlined by management c) a less formal organizational structure that represents loosely coupled networks of workers d) the patterns of relationships that develop because of the informal activities of organization members
d
Jason always tries to discover the facts in what is said and the feelings and emotions behind what is said. Jason is exhibiting which of these coaching leader behaviors? A. Showing by example what constitutes appropriate behavior B. Empowering employees to act on visions creatively C. Giving emotional support D. Listening closely E. Showing patience toward people
d
What theory of leadership is based on two important premises: organizational decisions should be of high quality and subordinates should accept and be committed to organizational decisions that are made? A. Transformational leadership B. Ohio State studies C. Leadership continuum D. Vroom-Yetton-Jago model E. Path-goal theory
d
Which is a limitation of division of labor? a) Tasks that are highly specialized result in increased production. b) Employee motivation decreases as workers move from task to task. c) Workers perform their tasks with decreased skill and efficiency. d) Management coordination increases because tasks are synchronized.
d
Which of these refers to the extent to which customers may use products or services from another industry instead of the focal industry? A. Supplier power B. Buyer power C. Intensity of rivalry D. Threat of substitute products E. Threat of new entrants
d
Many contemporary management writers propose that formulating appropriate organizational strategy requires conducting a critical question analysis that involves answering four simple questions. Which of the following is NOT one of those four questions? A. What can be done to better achieve organizational objectives in the future? B. What are the purposes and objectives of the organization? C. Where is the organization presently going? D. In what kind of environment does the organization now exist? E. What are the profits and losses of the organization?
e
There are five main steps in the organizing process. Which step is characterized by collecting data to determine the success of the process? A. Allocating resources and directives for subtasks B. Dividing major tasks into subtasks C. Reflecting on plans and objectives D. Establishing major tasks E. Evaluating the results of an implemented organizing strategy
e
What is the primary reason that managers in the future will be challenged with changing their organizations? A. Constantly changing technology B. A severe deficit of skills and experience in the available talent pool C. A need for differentiation in the marketplace D. Increasing government regulations on profit-seeking organizations E. A rising trend among organizations to compete in the global business arena
e
Which of the following is a disadvantage of division of labor? A. When workers concentrate on performing only one job, they naturally try to make the job easier and more efficient. B. When workers specialize in a particular task, their skill at performing that task tends to increase. C. Workers who have one job and one place within which to do it do not lose valuable time changing tools or locations. D. Division of labor creates a situation in which workers need only to know how to perform their part of the work task rather than the entire process for producing the end product. E. Division of labor focuses solely on efficiency and economic benefit.
e
Which of these represents a list of specific activities that must be performed by whoever holds the position? A. Functional similarity method B. Management responsibility guide C. Responsibility depository D. Staff authority E. Job description
e
______________ is the organized arrangement of group efforts to provide unity of action while pursuing a common objective. A. Organizing B. Structure C. Departmentalizing D. Span of management E. Coordination
e
With _________ departmentalizing, structure is established according to the firm's primary activities. Customer Geographic Functional Service
functional
__________ is defined as the right to give orders within a segment of the organization in which this right is normally nonexistent. Staff authority Authority Line authority Functional authority
functional authority
According to the management responsibility guide, an individual with __________ guides and directs the execution of the function through the person accepting operating responsibility. may be consulted responsibility operating responsibility general responsibility specific responsibility
general responsibility
__________ is a strategy adopted by management to increase the amount of business that a strategic business unit (SBU) is currently generating. Focus Cost leadership Differentiation Growth
growth
Which is the advantage of lectures? Student-paced learning Maximum exposure to information Active participation in learning Interaction with other trainees
maximum exposure
An individual with __________ may be called on to relate information, render advice, or make recommendations before the action is taken. operating responsibility general responsibility may be consulted responsibility specific responsibility
may be consulted responsibility
__________ is a less formal organizational structure that represents loosely coupled networks of workers. Organic structure Horizontal dimensioning Informal structure Formal structure
organic structure
Directive behavior is one of the four primary types of behavior described by which theory? Contingency Vroom-Yetton-Jago Life cycle Path-goal
path-goal
The extent to which a leader has control over the rewards and punishments followers receive is known as __________. task structure directive behavior leader-member relations position power
position power
With functional departmentalizing, structure is established according to the firm's _________. major customer groups services or products primary activities geographic locations
primary activities
__________ is a strong and unwavering commitment to do whatever is necessary to build long-term success for the company. Personal humility Moral courage Professional will Servant leadership
professional will
Establishing major tasks is the __________ step of the organizing process. first third fourth second
second
Geographic contiguity has the tendency to increase span of management when __________. subordinates have similar functions subordinates are physically close subordinates need little coordination subordinates have simple tasks
subordinates are physically close
__________ is the process of outlining who will follow whom in various organizational positions. Performance appraisal Programmed learning Succession planning Recruitment
succession planning
The __________ step in the delegation process is creating the obligation for the subordinate to perform the duties assigned. first third second last
third
A(n) __________ attempts to measure an individual's interest in performing various kinds of jobs. vocational interest test achievement test aptitude test personality test
vocational interest test