Management Test 3 - Flashcards

Q: The first step in the six-step strategic management process is to ________.

identify the organization\'s mission

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In informal planning, goals are usually ________ shared with others in the organization.

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unwritten, and little is

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Which of the following is NOT a reason for managers to plan?

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to establish responsibility for mistakes

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Organizations that don't formally plan may be more likely to have ________.

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multiple departments performing the same task

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Failing to discard successful plans from the past is likely to lead to ________.

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failure because conditions are likely to change in the future

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A mission statement includes identification of an organization's ________.

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purpose and basic philosophy

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Together, an organization's resources and core competencies make up which of the following?

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competitive weapons

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An organization's capabilities identify ________.

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what the organization can do

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SWOT analysis combines ________.

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external and internal analyses

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A salad dressing company that buys a large olive grove to produce olive oil is practicing which of the following

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backward vertical integration

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According to Michael Porter, a company with good products that has no clear competitive advantage is said to be ________.

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stuck in the middle

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This term describes an electric shaver company that carefully observes its competitor's production line to look for ways to improve its own manufacturing process.

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benchmarking

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Which of the following best defines plans?

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documents that describe how goals will be met

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In reality, all organizations have ________.

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multiple goals

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Directional plans ________.

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are flexible general guidelines

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The more uncertain a situation is, the more ________ plans must be.

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flexible

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In formal planning, ________.

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specific goals covering a period of years are defined

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Planning gives organizations direction that primarily helps them ________.

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improve their teamwork and coordinate activities

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One effect of planning on managers is that it forces them to ________.

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anticipate and consider the effect of change

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The first step in the six-step strategic management process is to ________.

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identify the organization's mission

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A mission statement does NOT include which of the following?

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major competitors

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Which term refers to an organization's capital, workers, and patents?

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resources

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Once SWOT analysis is complete, managers ________ to address the issues that came up during the analysis.

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formulate strategies

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Which of the following makes up the three main types of corporate strategies?

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growth, stability, renewal

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General Mills expanding its line so that it sells several different types of Cheerios is an example of which of the following?

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concentration

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To address limited, short-term problems, a company is most likely to employ a ________ strategy

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retrenchement

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A company that looks for a niche in the market is following which strategy?

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focus

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An organization's real goals and priorities are best revealed by ________.

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its actions in the marketplace

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In traditional goal setting, as they work their way from top management to employees, goals are likely to ________.

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become more specific

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MBO programs usually are successful largely because they ________.

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give employees a sense of ownership of goals

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Organizational design requires a manager to ________.

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Change or develop the structure of an organization

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Which statement accurately defines work specialization?

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Individual employees specialize in doing part of an activity rather than the entire activity.

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Functional departmentalization groups jobs by ________.

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tasks they perform

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What kind of departmentalization would be in place in a government agency in which there are separate departments that provide services for employers, employed workers, unemployed workers, and the disabled?

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customer

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The personal secretary of a top manager may have ________.

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power but not authority

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As represented in a hierarchical organization diagram, authority is based on ________.

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vertical position

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In recent years, organizations have become more ________ to be responsive to a dynamic business environment

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decentralized

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Strategy, size, technology, and the degree of uncertainty in the environment together make up what are called ________.

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contingency variables

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Larger organizations tend to have ________ than smaller organizations.

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more specialization

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The greater the environmental uncertainty, the more an organization needs to become ________.

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organic

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A simple structure is ________ like a mechanistic organization, but ________ like an organic organization.

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centralized; informal

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This is a key characteristic in an organization with a functional structure.

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departmentalization

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A key difference between a team structure and a matrix structure is that a team structure ________ while a matrix structure does not.

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empowers group members

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Which of the following is the biggest concern when doing work at anytime and anywhere?

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security

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Organizational learning can't take place without ________.

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a shared vision of the future

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Which of the following are NOT basic elements of organizational design?

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chain of command, line authority

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Early users of work specialization in the early twentieth century found that the practice ultimately resulted in ________.

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bored workers with low morale

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A soap company that features a bath soap department, a laundry detergent department, and a dish soap department is using which of the following?

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product departmentalization

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State motor vehicle offices usually use this kind of departmentalization.

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process

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In the chain of command, each person above you ________.

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has line authority

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Your firm's attorney has ________ power when giving legal advice.

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expert

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Modern managers find that they can ________ if their employees are experienced, well-trained, and motivated

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increase their span of control

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Today's managers expect employees to ________.

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use discretion when it comes to following the rules

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Which of the following would likely be found in mechanistic organizations

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standardized jobs

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Together, contingency variables determine the ________.

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structure of an organization

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Avoiding redundancy is a strength of which structure?

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functional

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Having separate payroll departments in each division of a divisional structure is an example of which of the following?

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duplication, because a single payroll department could do the job

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In a ________, employees are recruited from functional departments to work on a specific project for a limited time period.

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matrix structure

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Global competition forces firms to ________.

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idk

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A learning organization requires employees to ________.

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share information and collaborate with one another

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The first three activities of the human resource management (HRM) process are about ________.

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planning

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The last steps of the HRM process deal with ________.

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performance and compensation

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Affirmative action programs seek to make sure that employers ________ minority groups.

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enhance employment opportunities for

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Frances begins her career working in the human resources department of a major corporation. She is asked to help ensure the organization is following the federal guidelines for employment. Prior to setting up the interviews for the executive position, Frances spent a great deal of time analyzing the position and determining what skills, attitudes, and actions it would require. This lengthy review is called a ________.

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job analysis

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HR managers can accurately estimate human resource needs for an organization by evaluating which of the following?

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employment and unemployment statistics

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If employment planning shows a large surplus of employees, management may want to ________.

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downsize

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Which of the following is NOT a voluntary form of downsizing?

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early retirement

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________ indicates how consistently a selection device measures a criterion

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reliability

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A(n) ________ selection device shows a clear link between test performance and job performance.

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valid

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Which of the following is NOT a source of bias in a typical interview?

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how articulate the interviewer is

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All of the following are goals of the orientation process EXCEPT ________.

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discuss payments and benefits

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All of the following are true of an adjective rating scale for employee evaluation EXCEPT ________.

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provides the most thorough view of the employee

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A 360-degree feedback process differs from other appraisal methods in that it includes ________.

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feedback from an employee's supervisor

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Which of the following would be most likely to result in a manager recommending counseling for an employee?

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lack of desire to do job

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This is the most important factor in determining how much pay an employee receives.

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the type of job the employee has

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Human resource management is concerned with ________ competent employees.

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obtaining, training, motivating, and retaining

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The most important environmental factor in the HRM process is ________.

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The most important environmental factor in the HRM process is ________.

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Which of the following countries' laws pertaining to HRM practices most closely parallel those in the United States?

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Canada

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The first step in any employment planning process involves making a ________.

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human resource inventory

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A job specification is ________

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a list of job qualifications only

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This is a key disadvantage to recruiting through employee referrals.

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no diversity increase

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While ________ can reach the greatest number of applicants for a job, many of those candidates may be unqualified for the job itself.

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advertising

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An accept error occurs when an applicant ________.

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who is hired performs poorly on the job

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Today, selection techniques that result in reject errors can open the organization to ________.

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charges of employment discrimination

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To use a physical test as a selection device, a company must demonstrate that ________.

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physical ability is related to job performance

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The most important reason for why managers are increasingly using performance-simulation tests is that they have been found to be ________.

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valid predictors of job performance

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Interviews are valid predictors of success in the workplace if ________.

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questions are structured

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Organizational orientation informs a new employee about ________.

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the history and philosophy of the organization

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Nine out of ten organizations in the United States pay their workers on a scale that is based primarily on ________.

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performance

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To improve workplace diversity, a manager might ________.

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advertising in ethnic newspapers

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Change can't be eliminated, so managers must learn to ________ successfully

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manage it

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Which of the following is an example of a technology change within an organization?

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workers using new software

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The Patient Protection and Affordable Care Act is an example of which of the following forms of environmental change?

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government laws and regulations

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To compete with rival company X, company Y changes its management structure. This is an example of ________.

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an external change causing an internal change

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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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The "calm waters" metaphor envisions an organization as ________.

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a large ship on a calm sea

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Organization development (OD) helps employees ________.

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deal with planned change

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The most popular OD efforts involve cooperation and these kinds of activities.

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group interactions

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Uncertainty causes people to resist change because it ________.

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replaces the known with the unknown

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Older workers tend to resist change more than younger workers because they ________.

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have more invested in the current system

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Stress in the workplace is an adverse reaction that people have in response to ________.

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demands, constraints, and opportunities

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A constraint causes stress because it ________.

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prevents you from achieving your goal

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Which of the following countries reports the highest level of employee stress?

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UK

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Which type of demand is related to working conditions, such as having an office that is too loud or overcrowded?

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Task demands

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The first step in creativity involves ________.

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putting ideas together

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Which of the following is an organizational "people change"?

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attitudes that people have

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Which of the following is an organizational structure change?

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a new way to package chocolate cake

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Falling interest rates are an example of what kind of external force that causes a company to need to make an organizational change?

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economic forces

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A company's workers asking to be able to celebrate Mexican holidays is an example of ________ force for change

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an internal workforce composition

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The "white-water rapids" metaphor envisions an organization as ________.

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a small raft on a raging river

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The first step in Lewin's three-step description of the change process involves ________.

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unfreezing the status quo

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The primary goal of the OD method called teambuilding is to ________.

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increase trust and openness

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Which of the following is a term borrowed from the physical sciences that accurately describes people's resistance to change?

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uncertainty

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A technique that helps employees deal with change that appeals to their sense of logic is ________.

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education and communication

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A technique that helps employees deal with change that includes them in the decision-making process is ________.

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participation

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When an entire workforce threatens to go on strike to protest a work change, managers might try this method of reducing resistance to change.

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negotiation

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When managers threaten to fire workers unless they agree to go along with new company policies, they are using which of the following?

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coercion

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Which of the following might be a source of stress for an employee who is very happy with her job with respect to the tasks she performs, what is expected from her, and how she is supervised?

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interpersonal demands

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To reduce stress, managers need to make sure that employees ________.

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have jobs that match their abilities

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________ variables are thought to promote innovation.

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structural, cultural, human resource

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The control management function ensures that ________ in an organization

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goals are met

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The major part of the controlling function of management is to

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correct performance problems

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A well-run company that has well thought out plans, motivated and productive workers and an efficient organizational structure

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may not always attain its goal

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the value of the controlling function is seen in 3 specific areas, planning

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empowering employees, and protecting the workplace.

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controlling is the______ in the management process

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final step

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the first step in the control process is to

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measure actual performance

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Managers always use these for performance standards during the control process

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employee opinions

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An advantage of management by walking around is

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personal contact

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What managers choose to measure is largely determined by

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what an organization does well

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A car company that puts more effort into measuring quality than total units sold most likely wants to excel at

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customer satisfaction

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Which of the following performance measurement categories must be measured in objective or quantifiable terms?

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job satisfaction

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The second step in the control process is to

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compare performance against a standard

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The third step in the control process is

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take action

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When actual performance falls outside an acceptable range of variation, it is termed a

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significant deviation

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If a manager of a tennis store sees sales totals for a particular racquet significantly exceeding goals and deviating from acceptable range of variation, she might

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inquire about ordering more racquets

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In may cases, immediate corrective action rather than basic corrective action is taken by managers because they

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lack time

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When might a manager be justified in revising a standard rather than taking corrective action to remedy a significant performance deviation?

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When the standard is unrealistic

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Which kind of control takes place before the actual work is carried out?

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feedforward

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When feedback control shows that planning goals and actual performance were dramatically different, the most likely conclusion is that

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planning was not on target

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all of the following are important in efforts to protect information in an organization except

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search engines

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