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5 Written questions

5 Matching questions

  1. preconventional, (Kohlberg has proposed three levels of personal moral development—preconventional, conventional, and postconventional. At level 1, the preconventional level, managers would be autocratic or coercive, and expect employees to be obedient for obedience's sake.)
  2. Hygiene Factors
  3. cost leadership, (The cost-leadership strategy is to keep the costs, and hence prices, of a product or service below those of competitors and to target a wide market.)
  4. Franchising, (Franchising is a form of licensing in which a company allows a foreign company to pay it a fee and a share of the profit in return for using the first company's brand name and a package of materials and services.)
  5. defensive, (A defensive strategy or a retrenchment strategy, is a grand strategy that involves reduction in the organization's efforts. In a variation of this strategy, it can sell off (liquidate) assets—land, buildings, inventories, and the like.)
  1. a Timex Watch makes inexpensive but reliable watches sold throughout the U.S. and is an example of an organization pursuing a _________ strategy.
  2. b Tanya is a new manager, and she is always threatening her employees with a variety of punishments in order to get them to follow the rules. The level of personal moral development at which Tanya is operating is the ______ level according to Kohlberg.
  3. c Techno Tools is selling off land, buildings and some of its product inventory. This is a variation of which of these grand strategies?
  4. d Pizza Hut provides the use of its name plus operating know-how to companies in Costa Rica in return for a fee plus a percentage of profits. Pizza Hut is
  5. e According to Herzberg, these factors do not motivate if present, but, if absent, result in dissatisfaction

5 Multiple choice questions

  1. In considering a large-scale layoff, a manager performs a cost-benefit analysis and determines that profits will be greatest if she proceeds. She is using the ______ approach to guide her decision regarding an ethical dilemma.
  2. Carla talked with Maddie after their task force meeting, and they discovered that neither of them had been in favor of dropping some items from next year's budget, yet neither spoke up. Both wanted to be supportive of the group instead. This is an example of
  3. There are three levels of planning. Their order, from first to last, is
  4. According to Expectancy Theory, motivation is a function of expectancy, instrumentality, and
  5. According to Hersey and Blanchard's Situational Leadership Theory, a worker who is unable, unwilling and lacks confidence is at this level of readiness

5 True/False questions

  1. strong financial resources of the firm, (Strengths of a company include financial resources & requirements, an internal factor.)When analyzing the "S" in a SWOT analysis, a manager might take note of

          

  2. Most codes of ethics offer guidance on how to treat stakeholders (A code of ethics consists of a formal written set of ethical standards guiding an organization's actions. Most codes offer guidance on how to treat customers, suppliers, competitors, and other stakeholders. The purpose is to clearly state top management's expectations for all employees. Most codes prohibit bribes.)Issues like privacy, health and safety, and due process being described as basic rights is typically tied to which of the following approaches to deciding ethical dilemmas?

          

  3. uncertainty avoidance, (The Hofstede model of four cultural dimensions identified four dimensions along which national cultures can be placed: (1) individualism/collectivism, (2) power distance, (3) uncertainty avoidance, and (4) masculinity/femininity.)Managers who are future oriented, dealing with uncertain, highly competitive conditions, and who stay alert to long-run opportunities and problems are most likely to be

          

  4. top managers. (Top managers make long-term decisions about the overall direction of the organization. They need to pay a lot of attention to the environment outside the organization, being alert for long-run opportunities and problems and devising strategies for dealing with them. Thus, executives at this level must be future oriented, dealing with uncertain, highly competitive conditions.)Managers who are future oriented, dealing with uncertain, highly competitive conditions, and who stay alert to long-run opportunities and problems are most likely to be

          

  5. escalation of commitment, (You need to be aware of the escalation of commitment bias, whereby decision makers increase their commitment to a project despite negative information about it.)Having just spent $1500 for a new engine for his old car, Raimundo now learns his transmission needs to be replaced. Raimundo decides to junk the car now, rather than repair it. Raimundo has avoided the __________ bias.