Question 1 managers are responsible for getting activities

Question

Question 1: Managers are responsible for getting activities completed efficiently and achieving the firm's goals by utilizing:

• Human, financial, and material resources
• Information, human, and service resources
• Human resources, organizational competitiveness, and organizational goals
• Financial resources, top management, and organizational goals

Question 2: A difference between management and leadership can be defined in the following way

• Management is human capital, and leadership is directing staff
• Management is getting things done, and leadership is deciding what needs to be done
• Management is getting things done, and leadership is inspiring action taken by others
• Management is a position of authority or power, and leadership is inspiring action taken by others

Question 3: Three different types of planning used in the function of management are

• Strategic, tactical, and operational
• Strategic, organizational design, and job design
• Job design, job enrichment, and teamwork
• Strategic, organizational design, and operational

Question 4: Triple bottom line refers to the measurement of business performance along

• Social, economic and organizational dimensions
• Social, economic and environmental dimensions
• Economic, organizational, and human performance dimensions
• Environmental, organizational and corporate responsibility

Question 5: The difference between group and team is

• A collection of people is a group and not necessarily a team
• Complementary skills are found in a group but not a team
• The aim and purpose of a group is to perform in the workplace
• Groups are defined by their relatively small size

Question 6: "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:

• Unity of command
• Unity of direction
• Subordination of individual interest
• Discipline

Question 7: The term social movement refers to a type of group that:

• Imitates corporations to improve employee morale in organizations
• Is focused on specific political or social issues
• Mimic society
• Performs activities outside the workplace

Question 8: Working with people from different countries can be a challenge because of:

• Language issues and different cultural norms
• Cross-cultural misunderstandings
• Different work skills according to cultural norms
• Global strategic communication

Question 9: People in societies where uncertainty avoidance is high want:

• Are less rule-oriented
• Tolerate a variety of opinions
• Are open to change and taking risks
• Want strict rules, laws and policies

Question 10: Firms with clearly communicated, widely understood and collectively shared mission and vision have been shown:

• To create and advance technology
• To embrace diversity
• To perform better than those without them
• To employ a smarter workforce

Question 11: Organizational culture is defined by all of the following EXCEPT:

• Life experiences of the employees
• Strengths and weakness of the staff
• Organizational mission and vision statements
• Education of the employee

Question 12: The number of people who participate in a nominal group technique is generally:

• 1-5 participants
• 3-8 participants
• 6-10 participants
• 8-14 participants

Question 13: Mission and vision development are analogous to which step in the principles of management framework:

• Planning
• Organizing
• Leading
• Controlling

Question 14: Strategy formulation answers the question:

• How do we execute a chosen strategy?
• What should our strategy be?
• Where does strategy fit in?
• How is strategy applied to me?

Question 15: The different aspects of strategy as distinguished by Mintzberg include which of the following?

• Consequential
• Differentiate
• Realized
• Permanent

Question 16: Firms that do the product leadership strategy well include which of the following factors:

• Do not focus on innovation
• Have superb operations and execution
• Are in stagnant markets
• Focus on development, innovation, design, and time to market

Question 17: Which of the following is considered an intangible resources?:

• Scientific capabilities
• Production equipment
• Manufacturing plants
• Formal reporting structures

Question 18: The intensity of industry competition and an industry's profit potential are a function of which of the following forces of competition?

• Power of stockholders
• Power or employees
• Global economic conditions
• Threats posed by new entrants

Question 19: Goals are outcome statements that define what an organization is trying to accomplish:

• Programmatically
• Organizationally
• Both programmatically and organizationally
• Internally

Question 20: Characteristics of MBO includes which of the following?:

• Systematic and organized approach
• Aims to improve employee morale
• It improves communication by centralizes decision making
• Used by managers to track their best customers

Question 21: The following is NOT considered a best practice when managing performance evaluations:

• Determine how best to use the Balanced Scorecard
• Ensure that all key staff are involved in the development of the performance management processes
• Provide additional training for supervisors on how to conduct the mid-year and year-end performance reviews
• Plan to modify the performance management system over time

Question 22: Among the top motivators driving corporations to engage in CSR include all of the following reasons EXCEPT:

• Meeting or exceeding budget
• Ethical considerations
• Innovation and learning
• Employee motivation

Question 23: Self-development, individual initiative and organizational loyalty are:

• Necessary in current principles of behavior in organizations
• Examples of organizational citizenship behaviors
• In-role performance standards
• CSR standards for individual performance

Question 24: The Gilbreths are most famous for:

• Content Packaging
• Times studies
• Productivity reports
• Time and motion studies

Question 25: Social networks are often referred to as:

• The invisible organization
• Important to organizational culture
• NIH
• Important to the mission and vision of the organization