ML 350- Final Exam (True/False)
A key element of the strategic approach to human resource management argues that human resource management is NOT a matching process and managers should avoid attempts to match or integrate employees to organization's strategy and goals.
False
A systematic process of gathering and interpreting information about the essential duties refers to job design.
False
A vertical structure that emphasizes specialization and centralization is appropriate when environmental uncertainty is high.
False
According to both research and managerial experience, intuitive decisions are best and will always work out.
False
According to the BCG Matrix, the cash cow has a large market share in a rapidly growing industry.
False
According to the classical model of decision making, managers' searches for alternatives are limited because of human, information, and resource constraints.
False
An SBU stands for Star Business Unit.
False
Benchmark control focuses on the quantity of an end production or service.
False
Brainwriting refers to the tendency of people in groups to suppress contrary opinions.
False
Business-level strategies include all of the major functions, including finance, research and development, marketing, and manufacturing.
False
Certainty in the environment is usually associated with decentralization.
False
Coaching is when an experienced employee guides and supports a less-experienced employee.
False
Core competence is the plan of action that prescribes resource allocation and other activities for dealing with the environment.
False
Executives acquire information about external opportunities and strengths from a variety of reports, including budgets financial ratios, profit and loss statements, and surveys of employee attitudes and satisfaction.
False
Exit interviews are valuable HR tools only if the departing employee leaves voluntarily.
False
Fortunately, today, part-time and temporary workers are not often used by most companies.
False
Front-line managers have the final responsibility for strategic planning.
False
In order to protect an organization's mission, the human resource functions are removed from strategic goals.
False
In the divisional approach, coordination across divisions is great whereas coordination within divisions is often poor.
False
In the implementation stage, decision makers gather information that tells them how well the decision was implemented and whether it was effective in achieving its goals.
False
Job description is the process of determining the skills, abilities, and other attributes a person needs to perform a particular job.
False
Making a choice is the most significant part of the decision-making process.
False
Most organizations today discourage managers to delegate authority to the lower levels given the challenges to meet customer needs and adapt to the environment.
False
Nonprogrammed decisions require six steps, however, programmed decisions being structured and well understood require only one step.
False
People who work for an organization, but not on a permanent or full-time basis are called "employees of choice."
False
Quick response to external changes is an advantage of vertical functional structure.
False
Strategic thinking is more important- profit businesses than for non-profit organizations.
False
Structured interviews allow the applicant a great deal of freedom in determining the course of the conversation, with the interviewer taking care not to influence the person's remarks.
False
The BCG (Boston Consulting Group) matrix evaluates SBUs with respect to their business growth rate and geographical location.
False
The behavioral style is often adopted by managers who like to consider complex solutions based on as much data as they can gether.
False
The duty to perform the task or activity an employee has been assigned is called accountability.
False
The essence of formulating strategy is choosing how the organization will conform to become like its key competitors in the industry.
False
The functional structure is appropriate when the primary goal is innovative and flexibility.
False
The horizontal structure provides traditional control within functional departments, and the vertical structure provides coordination across departments.
False
The most effective managers are consistent in using their own decision style rather than shifting among styles.
False
The three levels of strategy pertains to the organization as a whole.
False
Two employees in Stacey's department quit which is normal for her department. She is faced with the decision to fill these positions. This would be considered a nonprogrammed decision.
False
Uncertainty means that a decision has clear-cut goals, and that good information is available, but the future outcomes associated with each alternative are subject to chance.
False
Unfortunately, today's organizations offer universal, "one-size-fits-all" benefits packages, rather than pay-for-performance.
False
When an organization uses a differentiation strategy, it strives for internal efficiency.
False
With a matrix structure, the entire organization is made up of horizontal teams that coordinate their work and work directly with customers to accomplish the organization's goals.
False
A mentor is an experienced employee who guides and supports a less-experienced employee.
True
A project manager is a person responsible for coordinating the activities of several departments for the completion of a specific project.
True
A situation where the goals to be achieved or the problem to be solved is unclear, alternatives are difficult to define, and information about outcomes is unavailable refers to ambiguity.
True
A standard for performance is included in an organization's overall strategic plan to compare organizational activities against.
True
A system of governing an organization so that the interests of corporate owners are protected refers to corporate governance.
True
A tall structure is a management structure characterized by an overall narrow span of management and a relatively large number of hierarchical levels.
True
All managers are involved in human resource management.
True
An exit interview is an interview conducted with departing employees to determine the reason for their termination.
True
Authority is the right to use resources, make decisions and issue orders in an organization.
True
Brainstorming uses face-to-face interactive group to spontaneously suggest a wide range of alternatives for decision making.
True
Challenging assignments and creative development opportunities are part of the new social contract between employees and employer.
True
Communication is one of the most important methods for effective strategy execution.
True
Competency-based pay systems are also call skill-based pay systems.
True
Corporate-level strategy pertains to the organization as a whole.
True
Differentiation, cost leadership, and focus are three of Porter's competitive strategies.
True
For successful execution, alignment of everyone in the organization must occur.
True
Groupthink refers to the tendency of people in groups to suppress contrary opinions.
True
In a geographic-based structure, all functions in a specific country or region report to the same division manager.
True
In strategy implementation, leadership is the ability to influence people to adopt the new behaviors needed.
True
Individuals with a conceptual decision-making style are more likely socially oriented than those with an analytical style.
True
Intuition is a quick apprehension of a decision situation based on past experience but without conscious thought.
True
It is okay for a job application to ask whether the applicant has a legal right to work in the United States.
True
Justifying past decisions is a common bias of managers.
True
Line departments perform tasks that reflect the organization's primary goal and mission.
True
Managers focus on the various elements of the scorecard to set targets, evaluate performance, and guide discussion about what further actions need to be taken.
True
One major disadvantage of the virtual network approach is the lack of hands-on control.
True
Recruiting activities can be divided into (1) internal recruiting including "promote from within" policies, and (2) external recruiting including the use of headquarters.
True
Research has shown that strategic thinking and planning positively affects firm's performance and financial success.
True
Sexual harassment is a violation of Title VII of the Civil Rights Act.
True
Step one in the managerial decision-making process is recognition of decision requirement.
True
Strategic partnerships are the current trend, rather than mergers and acquisitions.
True
The administration and implementation of the strategic plan is strategic execution.
True
The administrative model of decision making describes how managers actually make decisions in difficult situations.
True
The combination of benefits received and costs paid by the customer refers to value.
True
The divisional structure encourages decentralization.
True
The dog, according to the BCG Matrix, is a poor performer.
True
The framework in which the organization defines how tasks are divided, resources are deployed and departments are coordinated is called organizational structure.
True
The interaction of Production and Sales working together to produce profit greater than the total of both working separately is an example of synergy.
True
The matrix approach can be highly effective in a complex, rapidly changing environment in which the organization needs to be flexible and adaptable.
True
The modular approach is similar to virtual networking.
True
The number of employees reporting to a supervisor is his or her span of management.
True
The process of determining the value of jobs within an organization through an examination of job content refers to job evaluation.
True
The process of forming alliances among managers is called coalition building.
True
The pure functional structure is appropriate for achieving internal efficiency goals.
True
The question mark exists in a new, rapidly growing industry but has only a small market share, according to the BCG Matrix.
True
The systematic process of regulating organizational activities to make them consistent with the expectations in plans, targets, and standards of performance refers to organizational control.
True
Top managers and chief executives have the final responsibility for strategic planning.
True
Unrelated diversification occurs when an organization expands into a totally new line of business.
True