management makeup test

Why do managers make bad decisions
Seeing what you want to see, Overconfidence
resistance to change
Self-interest, Uncertainty
Implementation tactics
Communication and education, Coercion
_____ are the broad statements of where the organization wants to be in the future
strategic goals
_____ is the act of determining the organization’s goals and the means for achieving them.
Goals that define the outcomes that major divisions and departments must achieve in order for the organization to reach its overall goals is called:
tactical goals
A long-term time frame is most closely associated with:
strategic goals
The official goals of the organization are best represented by the _____.
strategic goals
Good examples of _____ decisions are strategic decisions.
nonprogrammed decisions
The _____ model of decision-making is useful for making nonprogrammed decisions when conditions are uncertain, information is limited, and there are managerial conflicts about what goals to pursue or what course of action to take.
When managers know which goals they wish to achieve, but information about alternatives and future events is incomplete, the condition of _____ exists.
The _____ is the individual who is assigned the role of challenging assumptions made by the group.
devils advocate
Which of the following 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?
The _____ model of decision making describes how managers actually makes decisions in situations characterized by nonprogrammed decisions, uncertainty, and ambiguity.
_____ means that managers know which goals they wish to achieve, but information about alternatives and future events is incomplete.
Strategy defines _____ to do (it) while organizing defines _____ to do (it).
what, how
Which of the following refers to the deployment of organizational resources to achieve strategic goals
When departments are grouped together on the basis of organizational outputs, the organization is using a:
divisional structure
The formal and legitimate right of a manager to make decisions is _____.
When work specialization is extensive:
employees perform a single task
Organization structure is defined as the:
framework in which the organization defined how tasks are divided, resources are deployed, and departments are coordinated.
_____ change is a change in the organization’s product or service outputs.
Which approach to change implementation should be used when a crisis exists?
The _____ approach to change implementation should be used when users have power to resist.
Which of the following describes a person who is passionately committed to a new product of idea despite rejection by others?
idea champion
Which of the following is a change in the manner in which an organization does its work?
The innovation strategy for changing products and technologies that involves managers putting in place processes and structures to ensure that new ideas are carried forward for acceptance and implementation is known as _____.
innovation roles
_____ refers to innovations in products, services, or processes that radically change an industry’s rules of the game for producers and consumers
disruptive innovation
Which of the following is the systematic process through which managers regulate organizational activities?
organizational control
A group of 6 to 12 volunteer employees who meet regularly to discuss and solve problems affecting their common work activities is a _____.
quality circle
Which of the following is the process of measuring your organizational process against the best in the industry?
Which of the following is a quality control approach that emphasizes a relentless pursuit of higher quality and lower costs?
six stigma
Which quality control technique uses a five-step methodology to define, measure, analyze, improve, and control processes, otherwise referred to as DMAIC?
six stigma
_____ standards represent an international standard for quality management.
iso 9000
define company responses to be taken in the case of emergencies, setbacks, or unexpected conditions. To develop these plans, managers identify important factors in the environment, such as possible economic downturns, declining markets, increases in cost of supplies, new technological developments, or safety accidents
contingency plans
something that the organization does especially well in comparison to its competitors
core competence
enables an organization to cope with sudden, unexpected events that have the potential to destroy the organization if managers aren’t prepared with a quick and appropriate response
crisis planning
is a method whereby managers and employees define goals for every department, project, and person and use then to monitor subsequent performance
management by objectives
are developed to achieve a set of goals that are not likely to be repeated in the future
single-use plans
ongoing plans that provide guidance for tasks or situations that occur repeatedly within the organization
standing plans
includes a careful assessment of strengths, weaknesses, opportunities and threats that affect organizational performance
SWOT analysis
means that the goals to be achieved or the problem to be solved is unclear, alternatives are difficult to define, and information about outcomes is unavailable
an informal alliance among managers who support a specific goal
represents a quick apprehension of a decision situation baed on past experience but without conscious thought. Not arbitrary or irrational because it is based on years of practice and hands-on experience
means it defines how a decision maker should make a decision
occurs when organizational accomplishment is less than established goals
means that decision makers choose the first solution alternative that satisfies minimal decision criteria. Rather than pursuing all alternatives to identify the single solution that will maximize economic returns, managers will opt for the first solution that appears to solve the problem, even if better solutions are presumed to exist
the basis for grouping positions into departments and departments into the total organization
the deployment of organizational resources to achieve strategic goals
is a disparity between actual and desired performance.
need for change
a separate small, informal, highly autonomous, and often secretive group that focuses on breakthrough ideas.
belief that groups and subcultures are inherently equal
is an invisible barrier that exists for women and minorities that limits their upward mobility in organizations. They can look up through the ceiling and see top management, but prevailing attitudes and stereotypes are invisible obstacles to their own advancement.
glass ceiling
an experienced employee is asked to take a new employee under his or her wing and show the newcomer how to perform job duties.
on-the-job training
means that an organization accommodates several subcultures. Movement toward —— seeks to integrate fully into the organization the employees who otherwise would feel isolated and ignored.
is the tendency to view people who are different as being deficient.

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