Management Final True or False
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Efficiency and effectiveness means to use resources—people, money, raw materials, and the like—wisely and cost effectively.
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The management functions are sometimes called the six management parts.
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When Paul, a new restaurant owner, is determining which products to offer on his menu, he is involved in the management function of planning.
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Controlling is the arranging of jobs, people, and other resources to accomplish tasks and responsibilities.
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George is developing a new employee schedule for his lawn care service due to the increase in business during the summer. While doing this, George is involved in organizing.
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Max Weber believed that a company that is a bureaucracy never achieves a competitive advantage because it is inefficient and is plagued with management problems.
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The managers of a restaurant have decided to utilize the Hawthorne effect to increase productivity, which means using cameras to film employees at work in order to isolate the parts of a job.
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The human relations movement was based on increasing sales by utilizing improved marketing and customer service techniques with customers.
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Abraham Maslow said that all customers and their needs are equal in importance.
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Theory Y managers are pessimistic and have a negative view of employees. This type of manager believes that workers are irresponsible, lack ambition, and hate work.
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A social audit is a systematic assessment of employee happiness within a company.
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A distributor is a person or an organization that helps another company sell its goods and services to customers. Distributors are considered external stakeholders.
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The macroenvironment, which includes sociocultural, demographic, political-legal and international forces, cannot easily be controlled by organizations.
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To save money, Paul, the owner of a struggling restaurant produce supplier, has been considering reducing the amount of produce in some cases delivered to busy restaurants, knowing the customers will probably never notice. This decision is an example of an ethical dilemma.
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Tom, the CEO of a large landscaping company, has been studying an article in a business publication that instructs managers how to increase profits through boosting worker efficiency. This is the aim of corporate social responsibility, which states that it is the responsibility of corporations to be profitable even if the other goals in the community are not met.
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In discussing Americans as global citizens, Keith Reinhard from the nonprofit group Business for Diplomatic Action said, \"Globally, Americans are viewed by the world as quiet humanitarians striving for equality and accord.\"
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The global village refers to the \"shrinking\" of time and space as air travel and the electronic media have made it easier for people worldwide to communicate with one another.
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During the annual planning meeting, Alexandria, president of a Fortune 500 company, discussed with the upper management the strategic goal of expanding company operations across the globe. This long-term vision by Alexandria is an example of e-commerce.
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Alan, a retired doctor, is interested in starting a nonprofit organization that will include doctors and other medical professionals who travel to low income areas in the United States and internationally to assist with medical needs and open hospitals. Alan's organization is an example of a multinational organization.
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Maquiladoras are manufacturing plants allowed to operate in Mexico with special privileges in return for employing Mexican citizens.
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There is little proof that writing out goals helps an individual feel more confident and energetic when entering a new group.
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To start work every day, David sits down and sets his goals for the day and then he decides how to achieve them, formulating future courses of action to achieve the specified results. This is the definition of planning.
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A business plan is a tool used by the federal government to determine how to strengthen the business sector through macroeconomics and microeconomics.
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Strategic management is a process in the formulation, implementation, and execution of strategies and strategic goals to advance the purposes of the organization.
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Prior to opening his business, Sal, the owner of The Italian Kitchen, is writing a document that explains the reason for his business. This statement would be a part of his mission statement.
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A sustainable competitive advantage is the ability of an organization to perform the tasks it normally does well in the same way each time to perfect those activities.
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Johnson's Fruit Farm is one of several stores in the county where customers can purchase locally grown fruits and vegetables. However, Mrs. Johnson also offers weekly workshops in her store on topics such as canning, healthy eating, and how to grow a garden, which no other store in the county does. By offering these unique workshops, the Johnsons are engaging in strategic positioning.
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The organizational-management process consists of seven steps: (1) doing research, (2) establishing the mission and vision, (3) assessing the current reality, (4) formulating the grand strategy, (4) implementing the strategy, (6) maintaining strategic control, and (7) maintaining the feedback loop.
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Several studies found that strategic planning does not benefit smaller companies, as they very seldom see improvements in financial performance from this type of planning.
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Sue and Jane Smith are writing the vision for their new consignment shop. Because they want their employees and business to grow and reach goals, like all organization visions, it should be positive and inspiring, pushing their organization and the workers to achieve goals that they believe are not possible.
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Donald, the owner of a popular restaurant, is a religious man, and he needs to make a decision on whether he will add beer and wine to his menu, based on the recommendations of his chefs and others. When confronted with a choice when making a decision, he tends to make his decisions based on his beliefs, even if evidence shows those beliefs are wrong. If his beliefs favor not serving alcohol in his café, according to the prior-hypothesis bias he would choose not to add beer and wine to his menu.
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Decision making is the process of identifying and choosing individuals who can assist with looking at alternative choices.
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Technology Specialists is an organization specializing in highly specialized technology software, but they found that their original business idea is not working. Rather than failing as a company, they chose a new direction and rewrote their business plan. Technology Specialists is an example of how managers need to think and act as if their organization is an unfinished prototype that won't be ruined by dangerous new ideas or it is impossible to change.
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Research shows that most managers have characteristics that fall into two or three decision-making styles, and that decision-making styles vary across occupations, job level, and countries.
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Being aware of your decision-making style does not really help a person determine his or her strengths and weaknesses as a decision maker, but it can help them understand when a decision needs to be made.
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The IT network that allows for the movement of organizational information within that company is known as the organizational structure.
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Thomas, an employee for a government contractor, likes the strict culture that he finds with ABC Industries, which supplies equipment parts to several government bases. There is very little focus on the external environment and little company flexibility due to the type of customers they serve. Since the product they sell needs little improvement and there is virtually no competition, few are risks taken. This is an example of an adhocracy culture.
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Organizational culture appears as five layers: observable artifacts, espoused values, basic assumptions, informal groups, and management groups.
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Hannah, the youngest owner of a family-owned grocery, wants to make sure her company's culture is embedded in their organization. In a recent tradeshow workshop, she learned that she can do this by having company rites and rituals, continuing to tell stories about company legends, and being a role model to her employees.
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According to Chester I. Barnard, an organization is made up of at least one person who strives daily to achieve the organization's goals.
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Arbitration is the process in which a neutral third party, a mediator, listens to both sides in a dispute, makes suggestions, and encourages them to agree on a solution.
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The purpose of the strategic human resource management process is to get optimal work performance to help realize the company's mission and vision.
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Because of globalization and information technology, the United States has an advantage in knowledge workers.
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Three types of selection tools, including background information, interviewing, and social media tests, help predict how well the candidate will perform the job and how long he or she will stay.
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In sexual harassment, the harasser may be a(n) outsider, coworker, supervisor, or someone of the same sex.
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Innovation happens in a \"Eureka!\" moment and it can be systematized.
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Adaptive change is the introduction of a practice that is new to the organization.
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The value of Kotter's steps for leading organizational change is that they provide specific recommendations about behaviors that managers need to exhibit to successfully lead organizational change.
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Organizational development managers and consultants follow a moving vehicle model.
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OD intervention strategies that are successful in one country are highly likely to be successfully applied in other countries.
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A person who scores high on the openness to experience personality dimension is typically relaxed, secure, and unworried.
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According to one study, middle-aged male employees tend to have stable attitudes toward their work, even when they change jobs.
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Belittling the importance of the inconsistent behavior is one way to reduce cognitive dissonance.
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Thought is the process of interpreting and understanding one's environment.
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Employee engagement is defined as an individual's involvement, satisfaction, and enthusiasm for work.
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According to Maslow, office parties, company softball teams, and management retreats provide self-actualization needs.
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According to the acquired needs theory, those who tend to seek social approval and satisfying personal relationships may have a high need for affiliation.
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According to Maslow's hierarchy of needs, taking a sabbatical leave to further personal growth is an example of the self-actualization need.
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Goal-setting theory suggests that employees can be motivated by goals that are specific and challenging, but achievable.
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There are two different approaches to job design. The traditional approach to job design is to fit people to the jobs, the modern way is to fit the jobs to the people.
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Members of a group that are asking \"What's next?\" are in the performing stage of team development.
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Teams with nine or fewer members have better interaction and morale, yet they also have fewer resources, are possibly less innovative, and may have work unevenly distributed among members.
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The tendency of people to exert more effort when working in groups than when working alone is known as social loafing.
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The Abilene paradox is the tendency of people to go along with others for the sake of avoiding conflict.
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Stereotyping the opposition, rationalization, and peer pressure are symptoms of groupthink.
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According to John Kotter, management is about coping with complexity.
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Authority is the extent to which a person is able to influence others so they respond to orders.
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Narcissism is a key positive leadership trait.
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A possible explanation for the limited number of women holding executive leadership positions is that women typically do not aspire to be CEOs.
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The primary purpose of relationship-oriented leadership behavior is to ensure that people, equipment, and other resources are used in an efficient way to accomplish the mission of a group or organization.
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Setting and time are two ways nonverbal communication is expressed.
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An example of a norm of the Millennial or Internet Generation is freedom, the desire to experience new and different things. This norm takes precedence over long-term commitments, and is expressed in a desire for flexible work hours and locations, to have a say in how things are done, and for freedom of choice.
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The unofficial communication system of the informal organization, a system of gossip and rumor, is known as jargon.
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People who enjoy the social camaraderie of the office setting will probably like telecommuting.
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One violation of privacy is identity theft, a downside of the digital age.
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A company that determines the acceptable number of consumer complaints it will expect for the upcoming year has set a statistical target.
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Management by measurement is a control principle that states that managers should be informed of a situation only if data show a significant deviation from standards.
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As part of their strategic control of the organization, the CEO and senior managers at Ford review the daily performance of the company's suppliers to determine which should be kept.
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As part of their strategic control of the organization, the CEO and senior managers at Ford review the daily performance of the company's suppliers to determine which should be kept.
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Bureaucratic control attempts to elicit employee compliance using strict rules, a rigid hierarchy, well-defined job descriptions, and administrative mechanisms such as budgets, performance appraisals, and compensation schemes.
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