MGT 101 Practice Test 2 – Flashcards
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A manager who is effectively managing diversity in the liaison role would:
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Help diverse individuals to coordinate their efforts.
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The idea that managers should receive a raise in pay based upon their contributions to the organization, and not based on their gender, is consistent with which principle?
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Distributive justice.
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The Supervisor of medical billing at a hospital has been establishing a rubric that helps her to be objective when she decides whom to promote to a new position within her department. This is based upon which principle?
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Procedural justice.
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Darden Restaurant seeks to satisfy the needs and tastes of diverse customers by providing menus in Spanish in communities with large Hispanic populations. This is an example of:
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Managing diversity.
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Effectively managing diversity is a necessity on:
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Ethical and business grounds but not religious.
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The process through which selection, organization, and interpretation of experiences occurs is called:
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Perception.
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In signing Stanley up for the company basketball team, Michael inaccurately assumes that Stanley is a great player just because he is African-American. Michael is exhibiting:
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Stereotyping.
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The tendency for a manager to use information about subordinates in ways that result in inaccurate perceptions of these subordinates is known as:
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Bias.
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Tucker is in the process of hiring a new manager for his newly expanded store in a neighboring community. As he reviews the credentials of all the applicants, he pays special attention to individuals that exhibit similar characteristics to himself. Tucker is exhibiting:
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The similar-to-me effect.
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Janice is in the process of hiring a new assistant. As she reviews the credentials of all the applicants, she pays special attention to a young woman who comes from a very distinguished family in the area. Janice is exhibiting:
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The social status effect.
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Sue has several female subordinates working on her shift. Recently, a young male employee has been transferred to Sue's department. Sue tends to spend more time monitoring the work of the male than any other employee. Sue is exhibiting:
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The salience effect.
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When a manager knowingly and willingly denies a subordinate an opportunity for promotion within the organization because that subordinate is "different from" the manager, what has occurred?
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Overt discrimination.
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Jeanie has realized that her values and beliefs differ significantly from some of her younger Generation X employees. What should Jeanie do to increase the accuracy of her perceptions?
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Seek out other points of view.
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What is the purpose of community internship program at United Parcel Service (UPS)?
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To increase diversity awareness of managers.
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The process by which experienced members of the organization provide guidance and advice to newer members is called:
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Mentoring.
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In a recent survey of women in the National Association for Female Executives, about what percentage of those surveyed reported that they personally had experienced some form of sexual harassment?
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60 percent.
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A female manager says to a male subordinate who is up for promotion, "Spend the weekend with me working on this project and we'll get to know each other much better. Then I can give you a great recommendation." This manager is exhibiting:
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Quid pro quo sexual harassment.
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Whenever Lisa goes to the warehouse to pick up timesheets, she is confronted with whistles and lewd comments, both of which make her uncomfortable. What type of sexual harassment has occurred?
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Hostile work environment.
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Two male managers exchange a lewd sexual joke in the presence of a female manager. These male managers have exhibited:
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A hostile work environment.
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Which of the following is not one of the recommended steps to eliminate sexual harassment?
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A) Develop and clearly communicate a sexual harassment policy. B) Establish and use a complaint procedure. C) Take corrective action against sexual harassers. Correct Answer: D) Fire all sexual harassers regardless of the size of the offense. E) Train members about sexual harassment.
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While on a business trip, Eva, the planning manager, suggests to male subordinate that it would be good for his career if he engaged in sexual activity with her. This is an example of:
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Quid pro quo sexual harassment.
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Which of the following is NOT one of the steps managers should take to promote diversity?
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Correct Answer: A) Discourage mentoring to reduce bad habits. B) Encourage mentoring of diverse employees. C) Empower employees to challenge discriminatory actions. D) Consider the numbers. E) Reward employees for effectively managing diversity.
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Overt discrimination is a clear violation of the principles of:
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Both distributive and procedural justice.
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The idea that a manager has a tendency to judge people based on how conspicuous they are is called:
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The salience effect.
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The tendency to perceive individuals differently based on their position or job is called:
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The social status effect.
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Steve tends to think Bill is more responsible and capable than Gus because Bill is a member of the management team and Gus is the maintenance supervisor, this is a type of bias known as:
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The social status effect.
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The process by which managers respond to opportunities and threats facing their organization by analyzing options and taking actions is known as:
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Decision making.
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Managers make decisions when they are involved in which managerial function?
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Planning, organizing, leading, and controlling.
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Decisions that have been made many times in the past and for which managers have rules and guidelines as to how to make similar decisions in the future are known as:
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Programmed decisions.
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Programmed decision making is a ______.
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Routine.
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Nonroutine decisions made in response to novel situations in business are known as:
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Nonprogrammed decisions.
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When a manager makes a good decision based on a "gut feeling," this is known as:
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An intuitive decision.
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Which of the following would NOT be considered a nonprogrammed decision of Jochen Zeitz, CEO of Puma?
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Hire additional staff.
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The classical model specifies how decisions should be made. In other words it is:
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Prescriptive.
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In the classical model of decision-making, the most appropriate decision given the likely future consequences to the organization is known as the ____________ decision.
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Optimum.
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What assumption is made by the classical model?
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Managers have access to all the information they need.
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In the administrative model of decision making, when the number of possible alternatives to a decision is so large that the manager cannot possibly evaluate all of them before making a decision, this is called:
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Bounded rationality.
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When managers know the possible outcomes of a decision and can assign probabilities to each of these outcomes in terms of their likelihood of occurrence in the future, this is known as:
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Risk.
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In 1993, when Apple Computer introduced the Newton, its personal digital assistant (PDA), managers had no idea what the probability of a successful product launch for a PDA might be. This condition is called:
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Uncertainty.
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A reason why information is incomplete is that much of the information managers have at their disposal is ______ information.
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Ambiguous.
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Eileen, a college professor, is attempting to choose the best textbook for an upcoming course. After reviewing ten of the twenty possible choices, she runs out of time, and chooses one. What has she done?
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Satisficed.
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According to the administrative model, in the real world, managers must rely on their ______ to make what seems to them to be the best decision in the face of uncertainty and ambiguity.
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Intuition.
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Because the radio station's special rate program was about to expire, Tim proceed with his promotional campaign even though he didn't have all the information he needed. Tim's information was incomplete because of:
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A time constraint.
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Which of the following is NOT a reason for managers to pursue a satisficing strategy?
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A) Bounded rationality. B) Certain future. Correct Answer :C) Unquantifiable risks. D) Considerable ambiguity. E) High information costs.
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Based on the work of March & Simon's Administrative Model, the first step in the managerial decision-making process is to:
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Recognize the need for a decision.
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Which of the following is NOT one of the four criteria managers use to evaluate the pros and cons of alternative courses of action?
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Rationality.
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A marketing manager wants to budget the advertising for a new product launch. She is trying to determine the amount of money that her company can afford to spend on advertising this new product. Which criterion of decision-making is this marketing manager focusing?
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Economic feasibility.
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Before deciding to expand his operations to China, Josh has his attorney look over the contracts to ensure the organization is following all the governmental regulations required by the Chinese officials. Josh is focusing on which criterion for decision-making?
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Legality.
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Dan, president of Bank Missouri, is attempting to determine whether the bank has both the capability and the resources to develop a branch facility in a new location. Dan is focusing on which criterion for decision-making?
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Practicality.
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Corey has been looking at several alternative locations for his new facility location. Corey performs a cost-benefit analysis of several alternative locations in order to determine the net financial payoff of each location. On which criterion for decision-making is Corey focusing?
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Economic feasibility.
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Based on March and Simon's Administrative Model, the last step in the managerial decision-making process is to:
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Learn from feedback.
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In managerial decision-making, "rules of thumb" that are useful to managers because they simplify the decision-making process are called:
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Heuristics.
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Mistakes in decision-making that some managers make over and over again without learning from their mistakes are known as:
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Systematic errors.
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What cognitive bias results from the tendency to generalize inappropriately from a small sample or from a single vivid event or episode?
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Representative bias.
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A pattern of faulty and biased decision making that occurs in groups whose members strive for agreement among themselves at the expense of accurately assessing information relevant to a decision is called:
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Groupthink.
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Two separate groups of managers are given a problem to solve, and then each group presents its proposed solution to top management in an attempt to determine the best course of action. This process is called:
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Dialectical inquiry.
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The cluster of decisions that managers make to assist an organization to achieve its goals is known as:
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Strategy.
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A broad statement of an organization's purpose, products, and customer base that differentiate an organization from its competitors is known as a:
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Mission statement.
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Along with the need for unity, continuity and accuracy, what else did Fayol emphasize in the planning process?
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Flexibility.
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When Fayol stated that managers should attempt to collect and to use all available information in the organization's planning process, which aspect of planning was he emphasizing?
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Accuracy.
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In large organizations the functional level of management is also known as:
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Departmental level.
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Which plan of the organization contains top management's decisions about the organization's mission, goals, strategy, and structure?
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Corporate-level plan.
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Which type of plan details the long-term divisional goals that will allow the division to meet corporate goals?
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Business-level plan.
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In the planning process, it is important to ensure that planning across the three different levels is:
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Consistent.
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Typically ______-level goals and strategies require intermediate- and short-term plans.
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Functional.
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Because of the hostile external environment, RST Consulting treats its multiyear corporate-level plan as a ______ plan in order to maintain flexibility without losing sight of the need to plan for the long term.
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Rolling.
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What type of plans are developed to handle nonprogrammed decision making in unusual or one-of-a-kind situations?
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Single-use.
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What type of plans are used in situations in which programmed decision making is appropriate?
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Standing.
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A general guide to action for the managers of an organization is known as:
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A policy.
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A formal, written guide to action for managers in an organization is known as:
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A rule.
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Another name for contingency planning is:
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Scenario planning.
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To determine an organization's mission managers must first:
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Define its business.
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A group of managers analyzes both the internal strengths and weaknesses of their organization as well as the opportunities and threats of the external environment. What type of analysis is this?
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SWOT analysis.
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Organizational strengths (S) and weaknesses (W) are ______ and environmental opportunities (O) and threats (T) are ______.
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Internal, external.
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In performing a SWOT analysis, RST Consulting realized that its staff was relatively untrained. RST Consulting would classify this as a(n):
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W.
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Permanent, ongoing, intense competition brought about by advancing technology or changing customer tastes, fads and fashions is referred to as:
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Hypercompetition.
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An organization attempts to gain a competitive advantage by aiming its efforts at driving down its production costs per unit below those of its competitors. This is known as which type of strategy?
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Low-cost strategy.
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An organization attempts to succeed by distinguishing its products from those of the competition. What type of strategy is this?
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Differentiation strategy.
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Tim's Tropical Treats' competitive advantage is achieved by keeping production costs per unit below those of its competitors. Tim's Tropical Treats uses which type of strategy?
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Low-cost strategy.
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Though their prices are higher than other rental places, Comfy Canoes has premium canoes with contoured seats. The company uses:
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Differentiation strategy.
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Apple decided to open its own Apple retail stores. This is an example of:
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Forward vertical integration.
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PepsiCo purchased KFC so that it could replace Coke products with Pepsi products in KFC restaurants. This was an example of:
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Vertical integration.
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When PepsiCo purchased Frito-Lay and expanded its operations into the snack-food business, this was an example of which type of strategy?
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Diversification.
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When KFC decided to customize its menu options based on a particular country's preference, the company is employing a ______ strategy.
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Multidomestic.
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When expanding internationally, which way offers the least amount of risk?
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Exporting.
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Allowing a foreign organization to take charge of manufacturing and distributing a product in its country or world region in return for a negotiated fee is referred to as:
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Licensing.
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The process by which managers design the working relationship among the workers of the organization is known as:
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Organizing.
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What is the combination of organizational structure, culture, control systems, and human resource management (HRM) systems that together determine how efficiently and effectively organizational resources are used?
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Organizational architecture.
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A ______ strategy that is aimed at driving down costs in all functions usually fares best in a more ______ structure with more conservative norms.
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Low-cost; formal.
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The degree to which programmed solutions are available to people or functions to solve the problems they encounter is known as:
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Task analyzability.
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The process by which managers decide how to organize the tasks that workers need to do into the jobs that are needed to produce the organization's goods or services is known as:
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Job design.
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A manager increases the number of tasks that a subordinate has to perform in order to attempt to make the job more interesting for the subordinate. This is called:
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Job enlargement.
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When a manager redesigns the job of a subordinate so that the subordinate has more responsibility over his or her job, this is called:
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Job enrichment.
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A manager can enrich the job of a subordinate by all the following except:
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Increasing the number of tasks performed.
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The extent to which a job requires the worker to use a wide range of knowledge and abilities is known as:
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Skill variety.
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The extent to which a job requires a worker to perform all of the tasks that are required to complete the job is called:
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Task identity.
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The degree to which a manager feels that his or her job is "meaningful" because of the way in which the job affects other people is known as:
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Task significance.
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Josh is an entrepreneur and owns a store. Josh has ______ than an engineer working for a large corporation.
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Higher autonomy.
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The extent to which a job gives the worker direct and clear information about how well the worker is performing the job is known as:
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Feedback.
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The relationship between all of the departments of the organization is called which type of structure of the organization?
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Functional structure.
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The relationship between the business units of the organization is known as what type of structure of the organization?
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Divisional structure.
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Andy, the CEO for ABC Inc., structured his organization according to the product lines offered. What type of structure is the organization using?
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Product structure.
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When Taylor, the CEO for RST Consulting, began his company he had several locations around the country. Taylor decided to organize it based on the regions each facility served. What type of structure is RST consulting using?
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Geographic structure.
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When managers organize divisions according to the type of customer they focus on, they adopt a:
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Market structure.
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In designing an organization, if managers are grouped both by function and by product at the same time, what type of organizational structure is being used?
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Matrix structure.
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When different managers from different functional areas are brought together to work on an organizational task, this is known as:
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A cross-functional team.
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Another name for the organization's hierarchy of authority is:
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The chain of command.
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The number of subordinates who report directly to a manager is known as what aspect of that manager's responsibility?
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Span of control.
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Giving lower-level managers and nonmanagerial employees the right to make important decisions about how to use organizational resources is referred to as:
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Decentralizing Authority.
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Managers can increase coordination among functions and divisions by:
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Establishing liaison roles.
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A committee of managers from different functions or divisions is formed to solve a specific, mutual problem. What they established is called:
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A task force.
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The shared set of beliefs, expectations, values, and norms that influence how members of an organization relate to one another and cooperate to achieve organizational goals is referred to as:
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Organizational culture.
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The moral values, beliefs, and rules that establish the appropriate way for an organization and its members to deal with each other and with people outside the organization are referred to as:
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Organizational ethics.
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Cultures whose values and norms help an organization to build momentum and to grow and change as needed to achieve its goals and be effective are referred to as:
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Adaptive cultures.
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In what type of culture are employees content to be told what to do and have little incentive or motivation to perform beyond minimum work requirements?
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Inert culture.
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Which culture develops an emphasis on entrepreneurship and respect for the employee and allows the use of organizational structures, such as the cross-functional team structure, that empower employees to make decisions and motivate them to succeed?
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Adaptive cultures.
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