Business Finals Study Guide

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What Level Managerial position is most likely to involve clerical duties:
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First Level
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A manager’s success is typically dependent on others’ work performance
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True
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A primary responsibility of a manager is creating a work environment that allows employees to do their work to the best of their ability
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True
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Technical skills are more important at lower levels of management, as these managers are dealing directly with employees doing the organizations work
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True
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Managers with good human skills are able to get the best out of their people
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True
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The process of monitoring, comparing and correcting is called controlling
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True
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The four contemporary functions of management are planning, organizing, leading, and controlling
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True
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Wasting resources is considered to be an example of managerial inefficiency.
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True
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Management is the process of getting activities completed efficiently and effectively with an through other people
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True
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Management affects employee morale and a company’s financial performance
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True
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Management function that involves monitoring, comparing and correcting work performance
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Controlling
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Job-specific knowledge and techniques need to proficiently perform specific tasks.
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Technical Skills
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The ability to work well with other people individually and in a group
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Human Skills
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Doing things right or getting the most output from the least amount of inputs
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Efficiency
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Management function that involves working with and through people to accomplish organizational goals
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Leading
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A deliberate arrangement of people to accomplish some specific purpose
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Organization
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Management function that involves arranging and structuring work to accomplish the organizations goals
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Organizing
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Doing the right things or completing activities so that organization goals are obtained
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Effectiveness
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Management function that involves defining goals, establishing strategies for achieving those goals, and developing plans to integrate and coordinate activities
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Planning
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The ability to think and to conceptualize about complex and abstract situations
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Conceptual Skills
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Which of the following represent the two view of managerial impact on the success or failure of the organization
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Omnipotent and symbolic
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In reality managers are most accurately viewed as
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Neither helpless nor all powerful
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Strong Cultures
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Have a greater influence on employees than do weak cultures
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The original source of an organization’s culture usually
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reflects the vision or mission of the organization’s founder
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The link between organizational values and managerial behavior is
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fairly straight forward
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An organization’s culture affects managers by
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establishing what is appropriate and expected behavior
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To encourage ethical cultures, Managers should
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serve as visible role models
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Conscientious employees with good listening skills are highly valuable for building a(n)________________ Organizational culture
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customer-responsive
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External environment refers to _____________
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factors and forces outside the organization that affect the organization’s performance
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Organizations exist to meet the needs of which of the following constituencies?
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customers
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When you think of an organization’s suppliers, you ______________
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typically think in terms of organizations that provide materials and equipment
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United Parcel Service represents which of the following to the U.S. Postal Service
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competitor
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Which of the following groups includes individuals who were born between the years 1946-1964
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the baby boomers
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In the symbolic view of management, managers are seen as directly responsible for an organization’s success or failure
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False
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Organizational cultures influence how employees behave in an organization
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True
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Strong cultures have more influence on employees than do weak cultures
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True
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An organization’s founder has little influence on its culture
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False
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A strong ethical culture is likely to have a powerful positive influence on employee behavior
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True
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Decision making is typically described as
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choosing among two or more alternatives
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Planning involves defining the organization’s goals, establishing an overall strategy for achieving those goals, and developing a comprehensive set of plans
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for organizational work activities
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A series of eight steps that begins with identifying a problem and concludes with evaluating the decision’s effectiveness is the
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decision-making process
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Studies of the factors that contribute to organizational performance have shown _________________relationship between strategic planning and performance
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a positive
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In identifying the problem, a manager
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compares the current state of affairs with where they would like to be
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In informal planning, __________ sharing of goals with others in the organization.
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nothing is written down, and there is little or no
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_____________and ___________ are outcomes from a study of the external environment.
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Opportunities; threats
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What is the second step in the decision-making process
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identifying decision criteria
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Formal planning involves which of the following aspects
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writing objectives
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What drawback of a strong organizational culture should a manager consider when completing the strategic management process
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It can be more difficult to change.
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What is the step where a decision maker wants to be creative in coming up with possible alternative?
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developing alternatives
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Planning gives direction, reduces the impact of change, minimizes waste and redundancy, and __________.
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sets the standards used in controlling
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Corporate reputation is an organization’s ________________ resource
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intangible
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When analyzing alternatives, what becomes evident?
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the strengths and weaknesses of each alternative
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Studies of performance in organizations that plan have reached ___________.
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generally positive conclusions regarding the benefits of planning
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Middle-level managers typically are responsible for _______________ strategies.
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business
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Planning is often called the primary management function because it ____________.
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establishes the basis for all the other functions
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An example of ________________ is when an organization possesses a characteristic that sets itself apart from competitors and gives the firm a distinctive edge.
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competitive advantage
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The final step in the decision-making process is to _______________.
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evaluate the outcome of the decision
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Planning involves two important elements: ___________.
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goals and plans
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Cost leadership as a strategy requires a firm to ____________.
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aggressively search out efficiencies to maintain the lowest cost structure
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______________ decision making is relatively simple and tends to rely heavily on previous solutions.
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Programmed
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When we categorize plans as being single-use versus standing, we categorize them by ____________.
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frequency of use
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Non programmed decisions are typically made under a condition of________________.
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uncertainty
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Strategic plans tend to cover a longer period of time than operational goals and also _____________.
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cover a broader view of the organization
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Differentiation as a strategy requires a firm to ___________.
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be unique in its product offering
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__________ is a one-time plan specifically designed to meet the needs of a unique situation.
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A single-use plan
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The first organization to bring a product or service to market is often referred to as the _____________.
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first mover
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Standing plans are ongoing plans that provide ____________.
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guidance for activities performed repeatedly
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The original source of an organization’s culture usually ________________.
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reflects the vision or mission of the organization’s founder
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To encourage ethical cultures, managers should _________________.
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serve as visible role models
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The process of monitoring, comparing, and correcting is called________________.
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Controlling
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Organizations exist to meet the needs of which of the following constituencies?_______________________________
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customers
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External environment refers to _________________.
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factors and forces outside the organization that affect the organization’s performance
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United Parcel Service is what to the U.S. Postal Service?____________
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Competitor
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A manager’s success is typically ___________________.
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dependent upon others’ work performance.
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Supervisors and Foremen may both be considered __________________
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First Line Management
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A primary responsibility of a manager is creating a work environment that_____________________.
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allows employees to do their work to the best of their ability
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Which of the following best reflects the management structure of a traditional organization_______________________?
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pyramid
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Someone who works with and through other people by coordinating their work activities in order to accomplish organizational goals is____________.
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a manager
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Management by objectives (MBO) is a management system in which the first steps are setting specific performance goals that are _____________.
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jointly determined by employees and their managers
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What are the decisions and actions that determine long-run performance of an organization?__________________________________________.
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strategies
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Structured problems align well with which type of decision making?_______________________
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programmed
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.________________ is the existence of a discrepancy between an existing and a desired state of affairs.
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A problem
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In studying intuitive decision making, researchers have found that __________________.
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managers use data from their subconscious mind to help make their decisions
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In studies in which formal planning did not lead to higher performance, ____________.
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the external environment often was the culprit
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What is an organization’s financial, physical, human, and intangible assets that are used to develop, manufacture, and deliver products or services to its customers?
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its resources
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Goals are objectives, _________________________________________
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and we use the two terms interchangeably
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Good decisions come from experience. Experience comes from ___________
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bad decisions
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What happens to traditional goals as they make their way down from top management to lower levels?_______________________
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They lose clarity and unity.
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How can a cost leader use e-business to reduce costs?_____________________.
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by using Web-based inventory control systems that reduce storage costs
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Technical skills are more important at Top levels of management, as these managers are dealing directly with employees doing the organization’s work?
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False
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Callaway Golf is not considered a competitor with Cleveland Golf.
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False
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A primary responsibility of managers is creating a work environment that allows employees to do their work to the best of their ability.
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True
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Only First-line managers and employees need to be concerned about providing excellent customer service.
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False
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The link between organizational values and managerial behavior is usually uncertain.
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False
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In reality, managers are most accurately viewed as neither helpless nor all powerful.
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True
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Management is the process of getting activities completed efficiently and effectively with and through other people
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True
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An organization’s founder has little influence on its culture.
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False
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In the symbolic view of management, managers are seen as directly responsible for an organization’s success or failure.
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False
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Increasing the number of employed women and minorities forces managers to pay attention to the __________________ change factor
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Workforce
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In organizations, people who act as catalysts and assume the responsibility for managing the change process are called ____________________
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Change Agents
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As change agents, managers should be motivated to initiate change because they are committed to __________________
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Improving the performance of the organization
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When grocery stores installed scanners to read product price, this was an example of managing____________ change category
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Technology
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To cope with the complexity of life, individuals rely on ________________
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habits or programmed responses
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Actions that managers can use to deal with resistance to change are _______________
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Educate, Negotiate, Participation, Communication, Facilitation
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For _______________ to be effective, there must be mutual trust and credibility between managers and employees
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Communication
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_________ is using direct threats or force on those who resist change
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Coercion
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Cultural change is most likely to take place when _____________________
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leadership changes
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National Labor Relations Act
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Allows employees to vote on a union or not
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Fair Labor Standards Act
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Set s Minimum wage and requires overtime pay in excess of 40 hours
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Taft Hartley Act
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President can end a strike in case of national security
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Equal Pay Act
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Requires men and women to be paid the same for the same job
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Civil Rights Act 1972
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Forbids discrimination for race, color, religion, sex or national origin
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Age Discrimination in Employment Act
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Forbids discrimination people older than 40
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OSHA
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Requires employers to provide safe work place from hazards
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American Disability Act
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Forbids discrimination disabled people
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Civil Rights 1991
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Amends the 1972 act by making it easier to file lawsuits: Forbids discrimination for race, color, religion, sex or national origin
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Family and Medical Leave Act 1993
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Requires employers to provide 12 weeks of unpaid leave due to emergencies family or medical
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Job Description
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A written statement of what a job holder does
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Job Specification
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A written statement of the minimum requirements
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Recruitment
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The process of locating, identifying, and attracting capable applicants
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Affirmative Action
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The requirement for employers to proactively seek out those that are underrepresented
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Human Resource Management
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An organizational function that recruits. selects, and trains the work force

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