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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. Deeper commitment to the decision, (Advantages of group decision making include (1) greater pool of knowledge, (2) different perspectives, (3) intellectual stimulation, (4) better understanding of decision rationale, (5) deeper commitment to the decision)
  3. low-context culture, (A person from North America, Great Britain, Scandinavia, Germany, or Switzerland, for example, comes from a low-context culture in which shared meanings are primarily derived from written and spoken words.)
  4. utilitarian, (Ethical behavior in the utilitarian approach is guided by what will result in the greatest good for the greatest number of people. Managers often take the utilitarian approach, using financial performance—such as efficiency and profit—as the best definition of what constitutes "the greatest good for the greatest number)
  5. Total Quality Management (TQM)
  1. a 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. b Which of the following is an advantage of group decision making?
  3. c This process instituting ongoing small, incremental improvements in all parts of an organization
  4. d 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.
  5. e In a(n) ______, shared meanings are primarily derived from written and spoken words rather than situational cues.

5 Multiple choice questions

  1. There are three levels of planning. Their order, from first to last, is
  2. According to Herzberg, these factors do not motivate if present, but, if absent, result in dissatisfaction
  3. Which of the following is a benefit of planning?
  4. This approach to leadership attempts to identify distinctive characteristics that account for the effectiveness of leader
  5. When analyzing the "O" in SWOT analysis, a manager might take note of

5 True/False questions

  1. efficient (Efficiency is the means of attaining the organization's goals. To be efficient means to use resources—people, money, raw materials, and the like—wisely and cost-effectively)Elian, a manager at a busy restaurant, was very careful about how he scheduled his personnel, making sure everyone was busy during work, and he carefully watched his other costs too, getting competitive bids from suppliers on a regular basis. Elian would best be described as a(n) _____ manager.

          

  2. R1A nation's __________ is the shared set of beliefs, values, knowledge, and patterns of behavior common to its people.

          

  3. technological; general (Technological forces are new developments in methods for transforming resources into goods or services. They are part of the organization's general environment.)The music industry has been changed dramatically by consumers' ability to download songs from the Internet. This is an example of ______ forces in an organization's ______ environment.

          

  4. 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.

          

  5. 1st line managers, (Following the plans of middle and top managers, first-line managers make short-term operating decisions, directing the daily tasks of nonmanagerial personnel, who are, of course, all those people who work directly at their jobs but don't oversee the work of others.)Managers who make short-term operating decisions and direct the daily tasks of the nonmanagerial employees are called