Question Question 1 Darren set goals for each of his employees. Each employee ended up with at least twenty-five goals. This process violates which of the following criteria for effective goals? specific and measureable linked to rewards challenging but realistic defined time period covers key results Question 2 Skip to question text. Beth’s Barnyard, Inc. has decided to restructure the entire organization. You hold a meeting with your employees to notify them of the change. You do not give them any detailed information. Which of the barriers to change would you expect your employees to exhibit? disagreements about the benefits uncertainty about the future a lack of trust fear of organizational loss all of these Question 3 Which of the following describes the last step in the perception process? observing information screening the information selecting what to process organizing the selected data into patterns transmitting the observed information Question 4 Skip to question text. Li Koyoto, department manager for a division of Anima Productions, felt frustrated in his attempt to convince the district manager to adopt some of his ideas for improved reorganization. One idea was to arrange for employees from different functional departments to meet regularly and resolve mutual issues and problems. Also, he believed lower-level supervisors should be given more authority and responsibility. Another idea was to increase the span of control for department managers and make the district organization flatter. Finally, Li thought that decision-making authority in many areas should reside at the departmental level rather than being handled by the district manager. The district manager turned down all his suggestions. Consequently, Li thought about going around his district manager and talking directly with the manager’s boss. Li Koyoto’s suggestion to bring employees together to solve mutual issues and problems is what approach to organizing? Team Horizontal functional Virtual network Matrix Hierarchy Question 5 Which of the following strategies involves rewarding an employee’s innovation? cost leadership differentiation focus internal growth Question 6 Mingle’s, Inc. concentrates its efforts on its target market of 18 to 25 year olds. It is using a(n) __________ strategy. focus differentiation cost leadership multidomestic universal Question 7 Skip to question text. A large nationally-known hospital has hired a company to respond to phone calls from people needing medical information. Another company handles the hospital’s billing and filing insurance claims. There is another subcontractor who is responsible for conducting monthly seminars on customer relationship management issues. The hospital’s organizational approach is consistent with a: Functional structure Team-based structure Divisional structure Virtual network structure Service structure Question 8 Artful Innovation Inc. operates with open channels of communication and an established suggestion system that encourages brainstorming and freewheeling discussions. Artful Innovations can best be described as a(n): experimental organization cooperative organization entrepreneurial organization creative organization Question 9 Li Koyoto, department manager for a division of Anima Productions, felt frustrated in his attempt to convince the district manager to adopt some of his ideas for improved reorganization. One idea was to arrange for employees from different functional departments to meet regularly and resolve mutual issues and problems. Also, he believed lower-level supervisors should be given more authority and responsibility. Another idea was to increase the span of control for department managers and make the district organization flatter. Finally, Li thought that decision-making authority in many areas should reside at the departmental level rather than being handled by the district manager. The district manager turned down all his suggestions. Consequently, Li thought about going around his district manager and talking directly with the manager’s boss. By increasing many managerial spans of control and making the organization flatter, the: Administrative overhead would be increased Percentage of total managers to employees would be lower Ratio of indirect-to-direct employees would increase District would likely be more, not less, centralized Concerns about an organic structure would be eliminated Question 10 Jurgen is one of several middle managers sent to a training course on leadership skills. Through this effort, the organization is atemping: organization change organization development people change culture change artifact change Question 11 Cyrus’s Resort has proposed some major structural changes within their organization. Some of the employees fear that they will lose power with the changes. They begin voicing resistance to the changes. What barrier to change are they exhibiting? disagreements about the benefits self interests a lack of understanding and trust uncertainty goals and rewards Question 12 “The Brain” is a permanent secret group within one of the nation’s largest auto manufacturers. Members of this elite group focus intently on developing new and innovative automobile technologies. “The Brain” can best be described as what type of group or team? cross-functional team fast-cycle team brainstorming team skunkwork new venture team Question 13 Inventory managers at SYX Enterprises utilize an inventory control system where materials are scheduled to arrive just as they are needed on the production line. This is referred to as: restructuring force-field control total quality management just-in-time inventory control skunkwork inventory control Question 14 Cooltown University recently invited members of its social network group to enter a contest on YouTube to design the best video promoting the university. This is an example of what innovative approach? social group innovation network innovation techsourcing crowdsourcing insourcing Question 15 Skip to question text. The Gulf Coast of the United States bristles with oil refineries that churn out a combined 2.5 billion barrels of gasoline, kerosene, jet fuel and other petroleum products each year. That’s ten percent of the world’s annual supply. But getting those resources to distribution centers around the country is a tricky logistics problem. A new website called Transport4 is a centralized order processing system that collects customer shipping requests though the Web and then translates that order information back to each pipeline company’s own internal system. Transport4 simplifies a process that can be as complex as the tangle of pipelines criss-crossing the country. Traditionally, scheduling petroleum shipments to various locations around the country required separate phone calls, faxes, or even snail mail requests to the different pipeline operators serving those regions. Even worse, each carrier had its own product code and scheduling protocol, which made the ordering process different for each company. Now, an oil company shipping to three regions can simply log on to Transport4’s password-protected website and place the orders using a new set of standardized company codes. The Transport4 system automatically routes the orders to the appropriate carriers, who then send scheduling information back to the Trnapsor4 Website. The whole process takes only minutes. What type of system would Transport4 use to track its customers’ interactions and to allow it to know immediately when a customer’s shipment will arrive at its destination? a marketing information system a customer relationship management system an expert system a market processing system You Answered a transaction processing system Question 16 Roy is a top executive at a cigarette manufacturing company who believes that cigarettes are dangerous products and they kill people. This condition can be described as:: job involvement extroversion cognitive dissonance Machiavellianism job satisfaction Question 17 Skip to question text. Melissa is a manager at InStylez Clothing, Inc. Her job is very complex and she feels that she does not have enough time to identify and/or process all the information she needs to make decisions. Melissa’s situation is most consistent with which of the following concepts? bounded rationality the classical model of decision making satisficing brainstorming scientific management Question 18 Skip to question text. Li Koyoto, department manager for a division of Anima Productions, felt frustrated in his attempt to convince the district manager to adopt some of his ideas for improved reorganization. One idea was to arrange for employees from different functional departments to meet regularly and resolve mutual issues and problems. Also, he believed lower-level supervisors should be given more authority and responsibility. Another idea was to increase the span of control for department managers and make the district organization flatter. Finally, Li thought that decision-making authority in many areas should reside at the departmental level rather than being handled by the district manager. The district manager turned down all his suggestions. Consequently, Li thought about going around his district manager and talking directly with the manager’s boss. Which concept of organizing most closely illustrates giving lower-level supervisors more authority and responsibility? Span of management Delegation Scalar principle Chain of command Unit of command Question 19 The innovation strategy for changing products and technologies that involves designing the organization to encourage creativity and the imitation of new ideas is known as __________. exploration cooperation entrepreneurship idea incubator horizontal linkage Question 20 Skip to question text. Alabama Airlines has three planning specialists who help division managers develop their own division plans. Serving as consultants to the divisions, the planning specialists give advice about strengths, weaknesses, opportunities, and threats. Alabama Airlines is utilizing what approach to the planning function? centralized planning department planning task force decentralized planning department centralized planning committee Question 21 Bierderlack has a policy that states that more than three absences in a six-month period shal result in a suspension. Colleen, the manager, has just decided to suspend one of her shift employees for violating this policy. This is an example of: a programmed decision a nonprogrammed decision an insignificant decision poor management personal grudge Question 22 Skip to question text. Too Easy, Inc. is changing from a manual ordering system to a computer-based odering system. As part of the implementation procedures, the company invests in detailed, comprehensive training classes. What approach to change implementation is TooEasy using? communication and education top management support participation coercion negotiation Question 23 The specific results expected from departments, work groups and individuals are the ______ goals. tactical operational strategic smart Question 24 Sandbox Sally’s, Inc. is making some changes to the work schedules of its employees. Some of the employees are not happy with the changes. As their manager, Harry tells them that they can accept it or leave. What approach to change implementation is Harry using? negotiation top management support participation coercion No answer text provided. Question 25 XYZ, Inc. aggressively seeks efficient facilities, pursues cost reductions, and uses tight cost controls to produce products more efficiently than competitors. This competitive strategy is known as: cost leadership product differentiation focus internal growth Question 26 The owner of Sugar Maple, Inc., a manufacturer of wooden kitchen bowls, spoons, and cutting boards, wishes to transfer more authority and responsibility to his subordinates. This process is known as: Accountability Coordination Delegation Departmentalization Collaboration Question 27 Jefferson Inc. is an information consulting firm located in Washington, D.C. Decisions at Jefferson are complex and involve many people, with a significant amount of disagreement and conflict. Which decision making model fits best for this organization? political functional classical administrative bureaucratic Question 28 The assistant director of the human resources department at a large sports equipment manufacturing company believes she is seeing an increase in drinking problems among the workforce. She thinks she needs to investigate further. She is at what state of the managerial decision-making process? diagnosis and analysis of causes development of alternatives recognition of decision requirement evaluation and feedback selection of desired alternatives Question 29 Skip to question text. The Gulf Coast of the United States bristles with oil refineries that churn out a combined 2.5 billion barrels of gasoline, kerosene, jet fuel and other petroleum products each year. That’s ten percent of the world’s annual supply. But getting those resources to distribution centers around the country is a tricky logistics problem. A new website called Transport4 is a centralized order processing system that collects customer shipping requests though the Web and then translates that order information back to each pipeline company’s own internal system. Transport4 simplifies a process that can be as complex as the tangle of pipelines criss-crossing the country. Traditionally, scheduling petroleum shipments to various locations around the country required separate phone calls, faxes, or even snail mail requests to the different pipeline operators serving those regions. Even worse, each carrier had its own product code and scheduling protocol, which made the ordering process different for each company. Now, an oil company shipping to three regions can simply log on to Transport4’s password-protected website and place the orders using a new set of standardized company codes. The Transport4 system automatically routes the orders to the appropriate carriers, who then send scheduling information back to the Trnapsor4 Website. The whole process takes only minutes. When an oil refinery decided to abandon its traditional oil logistics strategies and useTransport4, it was making a(n) __________ decision. nonprogrammed bureaucratic programmed heuristic routine Question 30 Frostburg Fireplaces has used MBO for the past year. Top management just finished evaluating overall performance. The next step in the MBO process should be: to develop new action plans to develop new objectives based on the review of last year’s performance to begin a new MBO “cycle”, using the same objectives as last year to wait several months to allow information to be digested none of these Question 31 For the compact disc industry, the advent of MP3 technology can best be described as what type of innovation? disruptive innovation service innovation productive innovation restructive innovation reverse innovation Question 32 Ashley has average technical skills but her real strengths lay in visualizing the benefits of other’s ideas and in finding financial and political support for these ideas. Ashley is an excellent example of a(n): critic sponsor idea champion inventor bureaucrat Question 33 Skip to question text. Li Koyoto, department manager for a division of Anima Productions, felt frustrated in his attempt to convince the district manager to adopt some of his ideas for improved reorganization. One idea was to arrange for employees from different functional departments to meet regularly and resolve mutual issues and problems. Also, he believed lower-level supervisors should be given more authority and responsibility. Another idea was to increase the span of control for department managers and make the district organization flatter. Finally, Li thought that decision-making authority in many areas should reside at the departmental level rather than being handled by the district manager. The district manager turned down all his suggestions. Consequently, Li thought about going around his district manager and talking directly with the manager’s boss. The idea that decision-making authority should be shifted from the district manager to the department manager level addresses what organizing concept? Span of management Centralization-decentralization Division of work Departmentalization Unity of command Question 34 Riley is a manager at the Tinker Tools. She is expected to make decisions that are in the organization’s best interests. Her decisions should be based on which of the following models? the administrative model of decision making the garbage can model of decision making the scientific management model of decision making the classical model of decision making the humanistic model of decision making Question 35 Skip to question text. As a top manager, Joanna works with others within her team every day in making important corporate decisions. Her preferred decision making approach is to generate as many alternatives to problems as possible in a short amount of time. This approach is referred to as: groupthink devil’s advocacy point-counterpoint escalating commitment brainstorming Question 36 When a fake film critic gave one of Sony’s movies a very bad review, Sony could either respond by ignoring it, apologizing, or letting the courts handle the issue. Sony let the courts tell it how the issue would be handled. This is an example of: planning decision making organizing controlling planning Question 37 Skip to question text. Left-Right Industries employs a diverse set of individuals with strong personalities. Unfortunately, this means that there is a great deal of interpersonal disagreement among employees. What organizational tool would work best in this circumstance to manage conflict? organizational development skunkwork telecommuting downsizing small-group innovation Question 38 Harvest International is anticipating changes in their production procedures. You have been assigned to identify potential barriers to the change and suggest solutions to these barriers. You would use: force field analysis barrier analysis negotiation assessment of goals all of these Question 39 Skip to question text. Li Koyoto, department manager for a division of Anima Productions, felt frustrated in his attempt to convince the district manager to adopt some of his ideas for improved reorganization. One idea was to arrange for employees from different functional departments to meet regularly and resolve mutual issues and problems. Also, he believed lower-level supervisors should be given more authority and responsibility. Another idea was to increase the span of control for department managers and make the district organization flatter. Finally, Li thought that decision-making authority in many areas should reside at the departmental level rather than being handled by the district manager. The district manager turned down all his suggestions. Consequently, Li thought about going around his district manager and talking directly with the manager’s boss. If Li talks to his district manager’s boss, he is most likely violating what organizational concept? Staff-line authority Scalar principle Chain of command Span of management Work specialization Question 40 Skip to question text. The Gulf Coast of the United States bristles with oil refineries that churn out a combined 2.5 billion barrels of gasoline, kerosene, jet fuel and other petroleum products each year. That’s ten percent of the world’s annual supply. But getting those resources to distribution centers around the country is a tricky logistics problem. A new website called Transport4 is a centralized order processing system that collects customer shipping requests though the Web and then translates that order information back to each pipeline company’s own internal system. Transport4 simplifies a process that can be as complex as the tangle of pipelines criss-crossing the country. Traditionally, scheduling petroleum shipments to various locations around the country required separate phone calls, faxes, or even snail mail requests to the different pipeline operators serving those regions. Even worse, each carrier had its own product code and scheduling protocol, which made the ordering process different for each company. Now, an oil company shipping to three regions can simply log on to Transport4’s password-protected website and place the orders using a new set of standardized company codes. The Transport4 system automatically routes the orders to the appropriate carriers, who then send scheduling information back to the Trnapsor4 Website. The whole process takes only minutes. By using Transport4, oil refineries are able to make shipping decisions under conditions of: certainty ambiguity uncertainty risk jeopardy Question 41 Skip to question text. Vaughn Bately manages a group of eight electrical engineers at Defiance Designs. His team is highly trained and well respected by experts both inside and outside the company. Recently one of Vaughn’s engineers suggested a new technique for the development and use of an argon laser. There appeared to be rich potential for this technology, but Vaughn wasn’t certain that developing this technology was the best use of his limited resources. Vaughn was facing a significant decision. If Vaughn uses the administrative model of decision making, which of these assumptions would he reject? decision makers settle for a satisficing rather than maximizing solution the search for alternatives is limited because of information, human and resource constraints rational procedures will normally lead to the best solution in a complex organization decision objectives are often vague, conflicting, and lack consensus among managers all of these are accepted Question 42 Skip to question text. Vaughn Bately manages a group of eight electrical engineers at Defiance Designs. His team is highly trained and well respected by experts both inside and outside the company. Recently one of Vaughn’s engineers suggested a new technique for the development and use of an argon laser. There appeared to be rich potential for this technology, but Vaughn wasn’t certain that developing this technology was the best use of his limited resources. Vaughn was facing a significant decision. If Vaughn uses the classical model of decision making, which of these assumptions would he reject? the decision maker is rational and uses logic in assigning values and evaluating alternatives the desired decision will maximize attainment of organizational objectives the decision maker strives for complete certainty, gathering complete information problems are precisely formulated and defined the decision maker is limited and unable to make economically rational decisions in difficult situations Question 43 Jessica works for a small company in Wisconsin that manufactures kits for creating gingerbread houses. She has been assigned ______________ for making sure that all of the components are in the kits before they are sent out. This is the task she was assigned by the company’s owner. Autonomy Synergistic power Task reciprocity Task assurance Responsibility Question 44 Ligstrom, Inc. manufactures altars, pews, and other types of church furniture. Which of the following Ligstrom departments is a line department? finance department human resources department research and development department manufacturing department legal department Question 45 Skip to question text. Bobby, a product manager, wants to increase the market share of his product. He is unsure about how to go about it, not knowing for sure how costs, price, the competition, and the quality of his product will interact to influence market share. Bobby is operating under a condition of: risk ambiguity certainty uncertainty brainstorming Question 46 When Harley-Davidson wants to develop a new product, it uses a _______________. It maximizes the involvement of various functional areas by gathering employees from each area to integrate the new product development process throughout the company. Defacto group Contemporary team Virtual network Cross-functional team Multi-functional team Question 47 Skip to question text. Emily Deschamps works as a retail sales clerk at Nordstrom department store. She has the authority to decide how to handle customers’ requests for services not usually offered by the store, to deal with dissatisfied customers, and to make sure that customers receive value for their money. Nordstrom can be said to have: A high degree of decentralization A wide span of management A high degree of centralization A narrow span of management Violated the unity of command principle Question 48 Skip to question text. The Gulf Coast of the United States bristles with oil refineries that churn out a combined 2.5 billion barrels of gasoline, kerosene, jet fuel and other petroleum products each year. That’s ten percent of the world’s annual supply. But getting those resources to distribution centers around the country is a tricky logistics problem. A new website called Transport4 is a centralized order processing system that collects customer shipping requests though the Web and then translates that order information back to each pipeline company’s own internal system. Transport4 simplifies a process that can be as complex as the tangle of pipelines criss-crossing the country. Traditionally, scheduling petroleum shipments to various locations around the country required separate phone calls, faxes, or even snail mail requests to the different pipeline operators serving those regions. Even worse, each carrier had its own product code and scheduling protocol, which made the ordering process different for each company. Now, an oil company shipping to three regions can simply log on to Transport4’s password-protected website and place the orders using a new set of standardized company codes. The Transport4 system automatically routes the orders to the appropriate carriers, who then send scheduling information back to the Trnapsor4 Website. The whole process takes only minutes. The decision to abandon traditional logistics strategies and hire Transport4 to manage distribution was a simple and rational one for most companies. The efficiencies offered by Transport4 were clear. Most likely, a(n) __________ style of decision making would have been used to make the decision. behavioral conceptual directive analytical classical Question 49 “No food or drinks in the classroom” is an example of a: procedure rule policy single-use plan project Question 50 Finance managers at Big Bend, Inc. made a financial blunder when they solely looked at the previous year’s sales to estimate sales for the coming year. Of which management bias is this an example? being influenced by emotions You Answered perpetuating the status quo seeing what you want to see justifying past actions being influenced by initial impressions
