MGMT 300 QUIZZES 1, 2, 3, 4, 7, 8, 9, 14, 15, 16, 18

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False: The question defines conceptual skill.

Technical skill refers to the ability to see the organization as a whole, how the different parts affect each other, and how the company fits into or is affected by its environment. t/f

Technical skill refer to:

____the ability to apply the specialized procedures, techniques, and knowledge required to get the job done

False: Spokesperson is an informational role.

There are four decisional roles. They are entrepreneur, disturbance handler, resource allocator, and spokesperson. t/f

The four decisional roles are:

___entrepreneur, disturbance handler, resource allocator, and negotiator.

False

The job of team leader would NOT be considered a management position. t/f

The job of team leader is indeed one of the four kinds of management jobs, which are:

___top managers, middle managers, first-line managers, and team leaders.

False

Typical titles used for top managers are general manager, plant manager, regional manager, and divisional manager. t/f

These are typical titles for middle managers, not top managers:

___general manager, plant manager, regional manager, and divisional manager.

True

First-line managers are the only managers who do not supervise other managers. t/f

False

The three interpersonal roles are monitor, disseminator, and spokesperson. t/f

The three interpersonal roles are:

__figurehead, leader, and liaison.

True

The Hawthorne Studies proved that financial incentives were not necessarily the most important motivator for workers. t/f

True

One of Taylor's scientific management principles concerned how workers should be selected. t/f

True

After the Industrial Revolution, jobs mostly occurred in large, formal organizations where hundreds of people worked under one roof. t/f

True

Because of Eli Whitney's ideas for increasing production in a gun-manufacturing operation, most products are manufactured today using standardized, interchangeable parts. t/f

True

Henri Fayol classified management functions into five categories. t/f

False

Frank and Lillian Gilbreth studied the psychology of groups. t/f

True

The two kinds of external organizational environments are the general environment and the specific environment. t/f

Howard Shultz:

__In the Tegrity lecture for chapter 3, Dr. Doctor named who? as the CEO with the most powerful influence on the development of his company's culture. (one word, last name)

False

Successful organizational cultures seem to be based solely upon consistency (i.e., "strength" of the organizational culture). t/f

Facebook:

__who?(one word) is the name of the company mentioned by Dr. Doctor acorporate culture that might be a challenge for him to adjust to and fit in.

True

A primary source of organizational culture is the company founder. t/f

False

Buyer dependence is the degree to which a company relies on a supplier because of the importance of the supplier's product to the company and the difficulty of finding other sources of that product.t/f

True

Concentration of effect is how much an act affects the average person. t/f

True

A company using a reactive strategy to respond to demands for social responsibility will do less than society expects. t/f

True

In order to ensure that a company's ethics code will encourage ethical decision making and behavior, companies need to accomplish two objectives. The first is to communicate the codes to others both within and outside the company. The second is to develop practical ethical standards and procedures specific to the company's line of business. t/f

True

The categories of social responsibility for a company are economic, legal, ethical, and discretionary. t/f

False

The level of agreement on whether behavior is good or bad is defined as the level of ethical acceptance. t/f

False

Kohlberg's three phases of moral development (in the appropriate order) are law and order, instrumental exchange, and universal principle. t/f

Matrix:

_____structures are notorious for confusion and conlict.

meaningful:

According to the job characteristics model, for a job to be internally motivating workers must experience the work as____(either the m word or the i word), they must feel responsible, and they must know how well they are performing.

Staff:

___authority is the right to advise but not command others who are not subordinates in the chain of command

Organic:

___(o word) organizations are characterized by broadly defined jobs, loosely defined roles, and decentralized authority.

False

The key idea of reengineering an organization is that the company's structure and processes are out of focus so to speak and in need of finetuning. t/f

Modular:

___organizations like Modern Shed outsource functins that aren't central to their core competency.

True

Companies may determine standards by evaluating their capacity to enable goal achievement, by listening to customers, by observing competitors, or by benchmarking other companies. t/f

False

Benchmarking is the process of setting corporate norms. t/f

False

Control is an intermittent activity that requires periodic attention from managers once or twice a month. t/f

False

Implementing controls is always worthwhile. t/f

True

While the bureaucratic control model is designed to make companies more efficient, effective, and fair, it frequently has the opposite effect. t/f

True

In the behavioral approach to managerial control, a company's widely shared values and beliefs guide workers' behavior and decisions. t/f

True

The Balanced Scorecard approach to control emphasizes measurement of organizational performance in three equally important areas. These areas are finances, internal operations, and innovation and learning. t/f

True

Budgets are used to project costs and revenues, to prioritize and control spending, and to ensure that expenses don't exceed available funds and revenues. t/f

True

One significant advantage of economic valve added (EVA) is that it clearly states what specific actions managers should or should not take in order to improve financial performance. t/f

True

Customer satisfaction surveys are an accurate and effective way to answer the Balanced Scorecard question: "How do customers see us?" t/f

False

The only dimension needed to measure quality is conformance to expectations. t/f

True

The three levels of waste minimization are waste disposal, waste reduction, and recycling. t/f

True

Benchmarking is the process of identifying outstanding practices, processes, and standards in other companies and adapting them to your company. t/f

True

Standards are a basis of comparison for measuring the extent to which various kinds of organizational performance are satisfactory or unsatisfactory. t/f

Standards are:

__a basis of comparison for measuring the extent to which various kinds of organizational performance are satisfactory or unsatisfactory.

Control:

__a regulatory process of establishing standards to achieve organizational goals, comparing actual performance against the standards, and taking corrective action when necessary.

True

Conceptual skills are the ability to see the organization as a whole, understand how the different parts affect each other, and recognize how the company fits into or is affected by its environment. t/f

Spokesperson:

__the informational role managers play when they share information with people outside their departments or companies.

Henri Fayol:

__Planning, Organizing, Leading, Controlling

Planning, Organizing, Leading, and Controlling are known as:

__Henri Foyol's management functions

Informational roles:

__monitor, disseminator, and spokesperson.

management functions (Henri Fayol):

__Planning, Organizing, Leading, Controlling.

Frank and Lillian Gilbreth:

__best known for their use of motion studies to simplify work.

Buyer dependence:

__the degree to which a supplier relies on a buyer because of the importance of that buyer to the supplier and the difficulty of finding other buyers for its products.

Reengineering:

__fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical measures of performance, such as cost, quality, service, and speed.

Benchmarking:

__the process of identifying outstanding practices, processes, and standards in other companies and adapting them to your company.

Balanced Scorecard:

__measurement of organizational performance in four equally important areas: finances, customers, internal operations, and innovation and learning.

True

Cybernetic feasibility refers to the extent to which it is possible to implement each step in the control process. t/f

True

in the behavioral approach to managerial control, a company's widely shared values and beliefs guide workers' behavior and decisions. t/f

True

Concertive control produces less stress for workers than bureaucratic control. t/f

True

When self-control is used, leaders and managers provide workers with clear boundaries within which they may guide and control their own goals and behaviors. t/f

True

The Balanced Scorecard approach to control emphasizes measurements of organizational performance in three equally important areas. These areas are finances, internal operations, and innovation and learning. t/f

False

The term excessive appropriated (EVA) refers to the amount by which profits (after expenses) exceed the cost of capital in a given year. t/f

True

The three levels of waste minimization are waste disposal, waste reduction, and recycling. t/f

Control:

__is achieved when behavior and work procedures conform to set standards and that the company goals are accomplished.

True

The control process begins when managers set goals. t/f

True

Companies may determine standards by evaluating their capacity to enable goals achievement, by listening to customers, by observing competitors, or by benchmarking other companies. t/f

False

Control is an intermittent activity that requires periodic attention from managers once or twice a month. t/f

Feedback control:

__a mechanism for gathering information about performance deficiencies (after) they occur.

Feedforward control:

__a mechanism for monitoring performance inputs rather than outputs to prevent or minimize performance deficiencies (before) they occur.

Economic value added (EVA):

__the amount by which company profits (revenues, minus expenses, minus taxes) exceed the cost of capital in a given year.

False

Feedback control is a mechanism for gathering information about performance deficiencies (before) they occur. t/f

Cybernetic feasibility:

__the extent to which it is possible to implement each step in the control process.

False

Technology cycles for low-tech products follow the typical U-curve pattern cycle of innovation. t/f

True

Technological discontinuities are followed by discontinuous change characterized by technological substitution and design competition. t/f

True

Dominant designs emerge because they solve a practical problem, are a results of the negotiations of independent standards bodies, or because of critical mass. t/f

False

The same techniques for managing innovation work equally as well after technological discontinuities as during periods of incremental change. t/f

False

Milestones are formal review points that tend to lengthen the innovation process. t/f

False

Results-driven change focuses primarily on changing company procedures, management philosophy, or employee behavior. t/f

True

Global business is defined as the buying and selling of goods and services by people from different countries. t/f

True

Multinational corporations are corporations that own businesses in two or more countries. t/f

True

The phase model of globalization means that companies made the transition from a domestic company to a global company in three sequential phases. The three phases are exporting, followed by wholly owned subsidiaries, and finishing with strategic alliances. t/f

True

a joint venture is an example of a strategic alliance. t/f

False

global new ventures bring a good or service to market in one foreign market at a time. t/f

True

deciding where to "go global" is just as important as deciding how your company will go global. t/f

True

leadership is the process of influencing others to achieve group or organizational goals. t/f

False

one of the differences between managers and leaders is that managers focus on visions, missions, goals, and objectives, and leaders focus solely on productivity and efficiency. t/f

True

managers tend to have a short-term perspective, leaders tend to have a long-term perspective. t/f

True

According to the trait theory, all effective leaders possess a similar set of traits or characteristics. t/f

True

as a leader behavior, initiating structure is the degree to which a leader structures the roles of followers by setting goals, giving directions, setting deadlines, and assigning tasks. t/f

True

there is no such thing as a "best" leadership style for all situations and employees. t/f

False

Fiedler's contingency theory is based on the assumption that leaders are capable of adapting and adjusting their leadership styles to fit the demands of different situations. t/f

True

as described in the path-goal theory, directive leadership is similar to the key leadership behavior of initiating structure. t/f

True

directive leadership is a leadership style in which leaders set challenging goals, have high expectations of employees, and display confidence that employees will assume responsibility and put forth extraordinary effort. t/f

True

Within the path-goal model, the achievement-oriented and participative leadership styles directly parallel the key leadership behaviors of initiating structure and consideration, respectively.

True

Strategic leadership is defined as the ability to think strategically and create a strategic plan for an organization. t/f

True

While transformational leaders use visionary and inspirational appeals to influence followers, transactional leadership is based on an exchange process. t/f

True

Due to perceptual filters, people exposed to the same information will often disagree about what they saw or heard. t/f

True

In the perceptual process, apprehension is the process of remembering interpreted information. t/f

True

Selective perception is the tendency to notice and accept objects and information consistent with our values, beliefs, and expectations; and screen out or not accept inconsistent information. t/f

True

According to attribution theory, the two general reasons or attributions we use to explain people's behavior are primary attribution and secondary attribution. t/f

True

The self-serving bias is the tendency to overestimate our value by attributing successes to ourselves (internal causes) and attributing failures to others or the environment (external causes). t/f

True

Feedback is not necessary in the communication process when the sender and receiver are both confident that they understand each other. t/f

True

Another name for the informal communication channel is the "grapevine." t/f

False

One recommendation for managers wishing to improve their formal communication is to decrease reliance on downward communication. t/f

False

The two kinds of one-on-one communication are mentoring and vestibule training. t/f

False

As a general rule, managers prefer written communication methods over oral communication methods. t/f

True

Managers with better listening skills are rated as better managers by their employees and are much more likely to be promoted. t/f

False

In general, blogs serve no value in the corporate world. t/f

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