Managers are responsible for getting activities completed efficiently and achieving the firm’s goals by utilizing:
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Question 2 of 25 |
4.0 Points |
A difference between management and leadership can be defined in the following way
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[removed]A.management is human capital, and leadership is directing staff |
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[removed]B.management is getting things done, and leadership is deciding what needs to be done |
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[removed]C.management is getting things done, and leadership is inspiring action taken by others |
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[removed]D.management is a position of authority or power, and leadership is inspiring action taken by others |
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Question 3 of 25 |
4.0 Points |
Three different types of planning used in the function of management are
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[removed]A.strategic, tactical, and operational |
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[removed]B.strategic, organizational design, and job design |
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[removed]C.job design, job enrichment, and teamwork |
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[removed]D.strategic, organizational design, and operational |
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Question 4 of 25 |
4.0 Points |
Triple bottom line refers to the measurement of business performance along
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[removed]A.social, economic and organizational dimensions |
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[removed]B.social, economic and environmental dimensions |
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[removed]C.economic, organizational, and human performance dimensions |
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[removed]D.environmental, organizational and corporate responsibility |
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4.0 Points |
The difference between group and team is
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[removed]A.A collection of people is a group and not necessarily a team |
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[removed]B.Complementary skills are found in a group but not a team |
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[removed]C.The aim and purpose of a group is to perform in the workplace |
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[removed]D.Groups are defined by their relatively small size |
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Question 6 of 25 |
4.0 Points |
“The interests of one person should never take precedence over what is best for the company as a whole” is an explanation of which of Fayol’s principles of management:
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[removed]A.Unity of command |
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[removed]B.Unity of direction |
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[removed]C.Subordination of individual interest |
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[removed]D.Discipline |
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Question 7 of 25 |
4.0 Points |
The term social movement refers to a type of group that:
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[removed]A.Imitates corporations to improve employee morale in organizations |
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[removed]B.Is focused on specific political or social issues |
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[removed]C.Mimic society |
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[removed]D.Performs activities outside the workplace |
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Question 8 of 25 |
4.0 Points |
Working with people from different countries can be a challenge because of:
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[removed]A.Language issues and different cultural norms |
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[removed]B.Cross-cultural misunderstandings |
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[removed]C.Different work skills according to cultural norms |
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[removed]D.Global strategic communication |
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Question 9 of 25 |
4.0 Points |
People in societies where uncertainty avoidance is high want:
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[removed]A.Are less rule-oriented |
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[removed]B.Tolerate a variety of opinions |
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[removed]C.Are open to change and taking risks |
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[removed]D.Want strict rules, laws and policies |
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uestion 10 of 25 |
4.0 Points |
Firms with clearly communicated, widely understood and collectively shared mission and vision have been shown:
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[removed]A.To create and advance technology |
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[removed]B.To embrace diversity |
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[removed]C.To perform better than those without them |
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[removed]D.To employ a smarter workforce |
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Question 11 of 25 |
4.0 Points |
Organizational culture is defined by all of the following EXCEPT:
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[removed]A. Life experiences of the employees |
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[removed]B.Strengths and weakness of the staff |
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[removed]C.Organizational mission and vision statements |
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[removed]D.Education of the employe |
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Question 12 of 25 |
4.0 Points |
The number of people who participate in a nominal group technique is generally:
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[removed]A.1-5 participants |
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[removed]B.3-8 participants |
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[removed]C.6-10 participants |
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[removed]D.8-14 participants |
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Question 13 of 25 |
4.0 Points |
Mission and vision development are analogous to which step in the principles of management framework:
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[removed]A. Planning |
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[removed]B.Organizing |
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[removed]C.Leading |
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[removed]D.Controlling |
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Question 14 of 25 |
4.0 Points |
Strategy formulation answers the question:
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[removed]A. How do we execute a chosen strategy? |
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[removed]B.What should our strategy be? |
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[removed]C.Where does strategy fit in? |
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[removed]D.How is strategy applied to me? |
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Question 15 of 25 |
4.0 Points |
The different aspects of strategy as distinguished by Mintzberg include which of the following?:
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[removed]A. Consequential |
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[removed]B.Differentiate |
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[removed]C.Realized |
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[removed]D.Permanent |
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Question 16 of 25 |
4.0 Points |
Firms that do the product leadership strategy well include which of the following factors:
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[removed]A. Do not focus on innovation |
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[removed]B.Have superb operations and execution |
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[removed]C.Are in stagnant markets |
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[removed]D.Focus on development, innovation, design, and time to market |
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Question 17 of 25 |
4.0 Points |
Which of the following is considered an intangible resources?:
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[removed]A. Scientific capabilities |
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[removed]B.Production equipment |
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[removed]C.Manufacturing plants |
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[removed]D.Formal reporting structures |
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Question 18 of 25 |
4.0 Points |
The intensity of industry competition and an industry’s profit potential are a function of which of the following forces of competition?:
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[removed]A. Power of stockholders |
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[removed]B.Power or employees |
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[removed]C.Gobal economic conditions |
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[removed]D.Threats posed by new entrants |
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Question 19 of 25 |
4.0 Points |
Goals are outcome statements that define what an organization is trying to accomplish:
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[removed]A. Programmatically |
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[removed]B.Organizationally |
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[removed]C.Both programmatically and organizationally |
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[removed]D.Internally |
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Question 20 of 25 |
4.0 Points |
Characteristics of MBO includes which of the following?:
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[removed]A. Systematic and organized approach |
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[removed]B.Aims to improve employee morale |
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[removed]C.It improves communication by centralizes decision making |
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[removed]D.Used by managers to track their best customers |
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Question 21 of 25 |
4.0 Points |
The following is NOT considered a best practice when managing performance evaluations:
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[removed]A.Determine how best to use the Balanced Scorecard |
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[removed]B.Ensure that all key staff are involved in the development of the performance management processes |
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[removed]C.Provide additional training for supervisors on how to conduct the mid-year and year-end performance reviews |
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[removed]D.Plan to modify the performance management system over time
Among the top motivators driving corporations to engage in CSR include all of the following reasons EXCEPT:
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4.0 Points |
Self-development, individual initiative and organizational loyalty are:
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[removed]A.Necessary in current principles of behavior in organizations |
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[removed]B.Examples of organizational citizenship behaviors |
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[removed]C.In-role performance standards |
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[removed]D.CSR standards for individual performance |
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Question 24 of 25 |
4.0 Points |
The Gilbreths are most famous for:
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[removed]A.Content Packaging |
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[removed]B.Times studies |
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[removed]C.Productivity reports |
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[removed]D.Time and motion studies |
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Question 25 of 25 |
4.0 Points |
Social networks are often referred to as:
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[removed]A. The invisible organization |
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[removed]B.Important to organizational culture |
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[removed]C.NIH |
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[removed]D.Important to the mission and vision of the organization |
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