Қаріп өлшемі
Жұмыс парақтарыBMG1014 TRIM 2020 Mid-Term Tet
Total сұрақ: 100
Worksheet time: 25hrs 0mins
Time should be considered a(n) ________ resource.
abundant
diminishing
limited
renewable
Technology makes it easier to stay connected but ________.
there is always the risk of security breaches and the theft of information necessary for good time management practices
it raises expectations on the part of those to whom we are connected
technology fails, batteries lose power, and their effectiveness wanes
it also presents constant distractions, making it difficult to stay on task
An individual who works with and through other people by coordinating their work activities in order to accomplish organizational goals is ________.
an assembly line worker
a labourer
a manager
a salesperson
The organizational chart shows titles such as front-line manager, plant manager, and vice president of operations. It is very likely this organization has a ________.
traditional committee structure
traditional pyramid structure
modern matrix structure
flexible structure
Supervisor is another name for ________.
team leader
middle manager
first-line manager
top manager
Managers with titles such as regional manager, project leader, or division manager are ________.
first-line managers
top managers
production managers
middle managers
________ are responsible for making organization-wide decisions and establishing the plans and goals that affect the entire organization.
Middle managers
Top managers
Production managers
Research managers
________ involves ensuring that work activities are completed efficiently and effectively by the people responsible for doing them.
Leading
Managing
Planning
Organizing
Wasting resources is considered to be an example of ________.
inefficacy
ineffableness
inefficiency
ineffectiveness
Effectiveness is associated with ________.
reducing inventory
decreasing production time
doing the right things
doing things right
A problem can best be described as ________.
a change from the past
something bad that has happened
a difference between current conditions and some desired state
a loss of something of value
Which of the following statements is true concerning problem identification?
Problems are generally obvious.
A symptom and a problem are one and the same.
Generally, what is a problem for one manager is a problem for all other managers.
Effectively identifying problems is not easy.
After identifying a problem, the next step in the decision-making process is ________.
identifying decision criteria
allocating weights to decision criteria
analyzing alternatives
developing alternatives
To determine the ________, a manager must determine what is relevant or important to resolving a problem.
bounded rationality of a decision
escalation of commitment
cost of implementation
decision criteria
After identifying the decision criteria that are important or relevant to resolving a problem, the next step in the decision-making process is ________.
allocating weights to the criteria
analyzing the alternatives to solving the problem
reducing the number of criteria through the process of elimination
implementing the alternative
Creativity is most essential in which of the following steps of the decision-making process?
analyzing alternatives
allocating weights to the decision criteria
developing alternatives
identifying decision criteria
In the decision-making process, while ________, the decision maker puts the decision into action by conveying it to those affected by it and getting their commitment to it.
selecting an alternative
evaluating a decision's effectiveness
implementing an alternative
analyzing alternatives
Which of the following is important in effectively implementing the chosen alternative in the decision-making process?
evaluating each alternative by using the established criteria
being creative while implementing the alternatives
allowing those impacted by the outcome to participate in the process
ignoring criticism concerning your chosen alternative
The final step in the decision-making process is to ________.
determine the criteria for the next decision
analyze the process of allocating weights to the decision criteria
evaluate the outcome of the decision
implement the chosen alternative
Managers are assumed to use ________ if they make logical and consistent choices to maximize value.
rational decision making
intuitive decision making
bounded rationality
evidence-based management
When managers make decisions that are rational but limited by their ability to process the information, they are following the concept of ________.
cognitive decision making
bounded rationality
escalation of commitment
intuitive decision making
More than a hundred years ago, Henri Fayol proposed that managers performed five functions. They were ________.
planning, organizing, directing, evaluating, and controlling
organizing, directing, coordinating, evaluating, and controlling
planning, organizing, directing, coordinating, and controlling
planning, organizing, commanding, coordinating, and controlling
Organizing includes ________.
setting organizational goals
hiring organizational members
motivating organizational members
determining who does what tasks
The ________ roles involve collecting, receiving, and disseminating information, according to Mintzberg's managerial roles.
interpersonal
informational
technical
decisional
________ developed a categorization scheme for defining what managers do, consisting of ten different but highly interrelated roles.
Henri Fayol
Abraham Maslow
Henry Mintzberg
Peter Drucker
Technical skills include ________.
experience gained by experiments that are used in performing managerial tasks
job specific knowledge needed to proficiently perform work tasks
the ability to work well with individuals and groups
skills managers use to think and to conceptualize about abstract and complex situations
Conceptual skills involve ________.
managing employees who use tools to produce the organization's products
communicating with customers
thinking about abstract and complex situations
inspiring enthusiasm and trust among employees
What is the connection between managers and customers?
Today, managers are expected to interact regularly with customers.
Managers in service industries are expected to deliver customer service. but managers in manufacturing are not.
Managers must create a customer-responsive organization in order to survive successfully in today's environment.
There is no connection between managers and customers.
Which one of the following represents one reward of being a manager?
operating with limited resources
receiving recognition in the organization
motivating workers in chaotic situations
performing duties that are more clerical than managerial
Social obligation is the obligation of a business to meet its ________.
social and legal responsibilities
economic and social responsibilities
social and economic responsibilities
economic and legal responsibilities
The ________ view is that management's social responsibility goes beyond making profits to include protecting and improving society's welfare.
sociotechnical
socioeconomic
sociocultural
sociopolitical
________ is defined as a business firm's intention, beyond its legal and economic obligations, to do the right things and act in ways that are good for society.
Social obligation
Social responsibility
Social screening
Values-based management
According to the ________ argument on social responsibility, businesses should be socially responsible because responsible actions are the right thing to do.
better environment
ethical obligation
public image
greater good
Which one of the following arguments on social responsibility states that a business is socially responsible only when it pursues its economic interests?
public expectations
violation of profit maximization
superiority of prevention over cures
possession of resources
Which one of the following arguments on social responsibility states that pursuing social goals hurts a business's economic productivity?
long-run profits
dilution of purpose
stakeholder interests
public image
In which of the following approaches of going green does the organization exhibit the least environmental sensitivity?
legal (light green) approach
dark green approach
market approach
stakeholder approach
Organizational change can best be defined as ________.
rethinking the organization's target markets
innovation that affects employees and customers
a "cleaning house" of the top executives
any alteration of people, structure, or technology.
Organizations need change because ________.
the future is unpredictable
the environment is stable
external and internal factors create the forces for change
employees get bored with the status quo
The two metaphors commonly used to describe the two views of the change process are ________.
smooth water and troubled water
calm waters and white-water rapids
shallow water and falling water
burning bridge and water over the dam
Organizational change is any alteration of ________.
people, structure, or technology
structure, management, or goals
technology, goals, or management
rules, procedures, or management
Changes in work processes, methods, and equipment are a part of ________ changes.
technological
structural component
financial
structural design
Technological changes usually involve the introduction of ________.
new equipment, tools, or operating methods
new equipment, tools or people
new equipment, operating methods, or structure
new equipment, people, or structure
________ is the term used to describe change methods that focus on people and the nature and quality of interpersonal work relationships.
Commercial development
Organizational development
Career development
Comprehensive development
________ involves defining the organization's goals, establishing strategies for achieving those goals, and developing plans to integrate and coordinate work activities.
Execution
Logistics
Planning
Operations
The effect of planning on managers is that it forces them to ________.
generate higher profits
anticipate and respond to change
eliminate uncertainty
work at cross purposes
Which one of the following is among the reasons why managers should plan?
When work activities are coordinated around plans, inefficiencies become obvious.
Uncertainty can be eliminated and the organization can be insulated from change with planning.
Planning eliminates the need to set goals.
Planning eliminates the need to measure work effort.
Which one of the following is true of the impact of formal planning on organizational performance?
Formal planning is associated with positive financial results.
Organizations that formally plan invariably outperform those that don't plan.
The amount of planning done is more important to high performance than the quality of planning and implementation.
Companies can start seeing the impact of formal planning on performance about a year after starting the planning process.
When formal planning fails to lead to higher performance, which one of the following is most likely to be the reason for the failure?
A participative style of planning was used.
Managers were allowed too much autonomy.
The company emphasized the control function over other functions.
External forces constrain managers' options.
Which aspect of planning refers to documents that outline how results are to be achieved?
goals
plans
objectives
performance guidelines
Goals are different from plans because ________.
goals identify specific steps that the organization needs to achieve, and plans identify the overall mission of the organization
goals describe financial objectives, and plans describe objectives related to social responsibility
goals are important only for small companies, and plans are important only for large companies
goals are desired outcomes, and plans describe how those outcomes will be accomplished
Which one of the following statements is true regarding an organization's goals?
All organizations share the single goal of making profits.
A single goal is more efficient than multiple goals for defining an organization's success.
Using a single goal such as profit may result in unethical behaviors by employees.
Long-term success is ensured if managers emphasize only one goal for an organization.
An organization's ________ goals are official statements of what an organization says, and what it wants its stakeholders to believe its goals are.
stated
real
authentic
implicit
Which one of the following is the best indicator of an organization's real goals?
organizational members' actions
mission statement
annual reports
stock valuation
Organizational plans can be classified on the basis of their ________.
usefulness
frequency of use
suitability
attainability
Strategic plans are usually ________.
short term, directional, and standing
short term, specific, and standing
long term, directional, and single use
long term, specific, and standing
________ plans apply to the entire organization and establish the organization's overall goals.
Departmental
Strategic
Operational
Long-term
Long-term plans are defined as those with a time frame beyond ________.
seven years
one year
five years
three years
Short-term plans are those covering ________ or less.
three years
one year
six months
five years
________ plans are clearly defined and leave no room for interpretation.
Directional
Stated
Long-term
Specific
Which of the following is an example of a single-use plan?
affirmative action hiring policies of a company
a plan developed to install a new computer network
the procedure to be followed for firing low-performing employees
a plan developed to ensure worker safety at the company's facilities
A standing plan is ________.
an ongoing plan that provides guidance for activities performed repeatedly
a plan that stands in place of a preferred plan in case of the failure of the latter
a one-time plan specifically designed to meet the needs of a unique situation
a flexible plan that sets out general guidelines for company strategy
In ________, goals set by top managers flow down through the organization and become subgoals for each organizational area.
management by objectives
management by observation
traditional goal setting
traditional planning
________ is a process of setting mutually-agreed upon goals and using those goals to evaluate employee performance.
Management by objectives
Management by walking around
Management by observation
Management by exception
Which one of the following is the first step in MBO?
The organization's overall objectives and strategies are formulated.
Unit managers collaboratively set specific objectives for their units with their managers.
Action plans are specified and agreed upon by managers and employees.
Major objectives are allocated among divisional and departmental units.
Which one of the following reflects the way goals are used in an MBO program?
Goals are used to prepare financial budgets for each unit.
Goals are used to broadly set the direction subject to encourage interpretation by individual managers.
Apart from being used to ensure that employees are doing what they are supposed to be doing, goals are used as a motivating tool for employees.
Goals are used to compare organizational performance year over year.
A ________ is a broad statement of an organization's purpose that provides an overall guide to what organizational members think is important.
mission
vision
project
preamble
A manager's analysis of the external environment can be improved by ________, which involves screening information to detect emerging trends.
environmental scanning
environmental activism
critical path analysis
social screening
A ________ describes the rationale of how a company is going to make money.
mission statement
business model
SWOT analysis
core competency
The main reason strategic management is important is ________.
it allows an organization to anticipate economic recessions
it can make a difference in how well an organization performs
it reduces uncertainty
it simplifies the environment
Defining the organizational mission forces managers to identify what ________.
its competitive advantage is
the organization is in business to do
its capabilities are
pending legislation will affect the organization
Managers perform an external analysis so that they know about ________.
the firm's basic beliefs and ethical priorities
what the competition is doing
what vendors want
their organization's core competencies
________ are positive trends in the external environment.
Strengths
Threats
Weaknesses
Opportunities
A study of the external environment allows a manager to understand the ________ and ________ for the organization.
threats; weaknesses
strengths; weaknesses
strengths; opportunities
opportunities; threats
An organization's financial, physical, human, and intangible assets are known as its ________.
resources
capabilities
strengths
core competencies
The major value-creating capabilities of the organization are known as its ________.
strengths
competitive advantages
core competencies
resources
The combined external and internal analyses are called ________.
competitor analysis
industry analysis
market analysis
SWOT analysis
After the SWOT analysis is complete, managers are ready to ________.
begin production
identify competitors
formulate strategies
review the analysis
The final step in the strategic management process allows an organization to understand the ________.
effectiveness of the strategies used
implementation of the strategies
external environment
resources and capabilities it possesses
Lower-level managers are responsible for ________ strategies.
functional
stability
corporate
tactical
A ________ strategy is when an organization expands the number of markets served or the products offered.
growth
renewal
stability
retrenchment
An organization that grows using ________ focuses on its primary line of business and increases the number of products offered or markets served in this primary business.
diversification
horizontal integration
vertical integration
concentration
________ takes place when a company combines with other companies in different, but associated, industries.
Stabilized diversification
Horizontal integration
Vertical integration
Related diversification
________ strategies address declining performance through retrenchment and turnaround strategies.
Renewal
Stability
Growth
Functional
In the BCG matrix, a ________ enjoys a high anticipated growth rate and a high market share.
question mark
star
cash cow
dog
In the BCG matrix, a business unit that has a high anticipated growth rate but a low market share is known as a ________.
star
dog
cash cow
question mark
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.
question mark
dog
cash cow
star
In an organization, the single independent businesses which formulate their own competitive strategies are known as ________.
strategic growth units
strategic business units
strategic profit units
service units
When used to connect with customers or to connect employees with co-workers in other locations, social media ________.
provide a means for customers to order products online
create distractions that can keep employees from being productive
provide information for competitors that give them a competitive advantage
can create a competitive advantage
A cost leadership strategy requires a firm to ________.
maintain the lowest cost structure
maintain the lowest prices to its customers
aim at a cost advantage in a niche market
match its competition's prices
A company that competes by offering unique products that are widely valued by customers is following a ________.
leadership strategy
differentiation strategy
focus strategy
functional strategy
Apple is an example of a company that was ________.
pursuing a cost leadership strategy
stuck in the middle
distinguishing itself from its competitors
unable to develop a successful competitive strategy
Ferrari sells very expensive, stylish, high-quality cars to very wealthy people. Ferrari follows a ________ strategy.
functional
focus
differentiation
quality
Functional-level strategy directly supports the ________.
corporate strategy
competitive strategy
operating strategy
concentration strategy
________ is the ability to anticipate, envision, maintain flexibility, think strategically, and work with others in the organization to initiate changes that will create a viable and valuable future for the organization.
Strategic leadership
Strategic management
Strategic competence
Strategic flexibility
Which one of the following is an advantage of being a first mover?
certainty over the direction of technology and market
low development costs
no financial or strategic risks
opportunity to begin building customer relationships
What is a strategic disadvantage of being a first mover?
least opportunity to build customer loyalty
risk of competitors imitating innovations
no cost and learning benefit
no control over resources
The level of corporate culture in which values are so deeply embedded that members are no longer consciously aware of them is
Invisible artifacts
Expressed values and beliefs
Dress and office layout
Slogans and ceremonies
____ is a narrative based on true event that is repeated frequently and shared by organizational employees.
Symbol
Slogan
Story
Hero
The involvement culture has a(n) ____ focus on the involvement and participation of employees to rapidly meet changing needs from the environment.
external
internal
structural
competitive
A figure who exemplifies the deeds, character, and attributes of a corporate culture is referred to as a
hero.
symbol.
stories.
slogan.
