MGT101-HK1. PRINCIPLES OF MANAGEMENT (MGT101-HK1) > TAKE
ASSESSMENT: FINAL EXAM
Question 1 1 points
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When creativity is desirable,
then:
the
organization should be completely centralized
the
organization should be completely decentralized
some
degree of decentralization is desirable
it is
impossible to recommend centralization or decentralization in this situation
Question 2 1 points
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In order to raise the odds their
commands will be accepted, Barnard recommends:
the
manager uses informal channels of communication
each
organization member receive directions from the most expedient communication
channel
the
line of communication between manager and subordinate go through the CEO
commands
are authenticated as coming from a manager
Question 3 1 points
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According to staff personnel, one
reason for line/staff conflict is that line personnel:
tend to
assume staff authority
do not
give sound advice
fail to
keep staff personnel informed of their activities
resist
new ideas
Question 4 1 points
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The three main types of authority
that can exist within an organization are:
line,
staff, and formal
staff,
informal, and formal
line,
staff, and functional
line,
functional, and formal
Question 5 1 points
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The most basic method of dividing
job activities is the:
process
control method
customer
location method
centralization
method
functional
similarity method
Question 6 1 points
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The roles that staff personnel
perform include all of the following EXCEPT:
the
advisory or counseling role
the
service role
the
financial role
the
control role
Question 7 1 points
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All of the following should be
done by staff personnel to reduce line-staff conflict EXCEPT:
emphasize
the objectives of the organization as a whole
encourage
and educate line personnel in the appropriate use of staff personnel
deal
intelligently with resistance to change, rather than view it as an immovable
barrier
all of
the above should be used by staff personnel to reduce line-staff conflict
Question 8 1 points
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The process of assigning job
activities and related authority to specific individuals in the organization is
termed:
delegation
accountability
responsibility
authority
Question 9 1 points
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The three steps of the delegation
process are:
create
accountability, promote acceptance, and require performance
assign
specific duties, grant authority, and create accountability
assign
responsibility, create accountability, and assign specific duties
create
responsibility, grant authority, and promote acceptance
Question 10 1 points
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The amount of power an individual
in an organization possesses is:
total
power
position
power
authority
personal
power
Question 11 1 points
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A manager who quietly makes her
significant achievements visible to others and builds up a successful record
and a solid professional reputation is attempting to increase her:
personal
power through creating a belief she possesses a high level of expertise within
the organization
position
power through creating a belief she possesses a high level of expertise within
the organization
personal
power by establishing a sense of identification with the manager
position
power by establishing a sense of identification with the manager
Question 12 1 points
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Which one of the following is NOT
one of the three main steps of the controlling process?
taking
corrective action
measuring
performance
establishing
policies and rules
comparing
measured performance to standards
Question 13 1 points
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A sign that a problem exists is:
declining
sales
a
symptom
low
employee morale
a
standard
Question 14 1 points
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A good, objective method of
determining the optimal amount of control to use is:
the
Delphi technique
cost-benefit
analysis
linear
programming
post-control
processes
Question 15 1 points
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The power derived from a
manager’s relationship with others is:
total
power
position
power
authority
personal
power
Question 16 1 points
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Making something happen the way
it was planned to happen is:
control
planning
influencing
organizing
Question 17 1 points
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The controller would most likely
report to which of the following individuals?
chairperson
of the board of directors
chief
executive officer
outside
accounting firm
vice
president of finance
Question 18 1 points
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Factors within an organization
that are barriers to organizational goal attainment are:
problems
issues
symptoms
standards
Question 19 1 points
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Because of its value to
management, ______________ should be _____________ as much as possible.
communication,
ignored
message
encoding, ignored
feedback,
encouraged
nonverbal
communication, practiced
Question 20 1 points
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Which of the following statements
is most accurate regarding nonverbal communication:
nonverbal
communication is usually consistent with verbal communication
nonverbal
communication usually contains more meaning than verbal communication
nonverbal
communication should be ignored
managers
do not need to be effective at reading nonverbal communication
Question 21 1 points
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The originator of an
interpersonal communication is the:
source
encoder
decoder
both a
and b
Question 22 1 points
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In interpersonal communication,
the destination’s reaction to a message, is known as:
feedforward
feedback
listening
the
communication process
Question 23 1 points
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Which form of communication is
primarily used for coordinating various activities?
formal
communication
lateral
organizational communication
downward
organizational communication
upward
organizational communication
Question 24 1 points
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A position description is an
example of which form of communication?
upward
formal communication
downward
formal communication
downward
informal communication
lateral
formal communication
Question 25 1 points
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Which of the following strategies
should be followed to encourage the flow of formal communication channels?
Support
the flow of clear and concise statements through formal communication channels
Take
care to ensure that all organization members have free access to formal
communication channels
Assign
specific communication responsibilities to staff personnel
All of
the above are effective strategies for encouraging the flow of formal
communication
Question 26 1 points
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Organizational communication that
follows the lines of the organizational chart are:
verbal communication
informal
organizational communication
formal
organizational communication
nonverbal
communication
Question 27 1 points
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A source can gather nonverbal
feedback simply by:
watching
the nonverbal response of the destination to the message
testing
the destination
asking
the destination questions about the message
listening
to the destination’s verbal response to the message
Question 28 1 points
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Passing information from one
individual to another in a series, or sequence, is known as:
lateral
organizational communication
the
grapevine
serial
transmission
noise
Question 29 1 points
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The unique way in which a manager
perceives organizational problems are:
forces
in the environment
forces
in the task
forces
in the manager
forces
in the subordinate
Question 30 1 points
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The most widely used basis for
establishing departments within the formal structure is:
functional
departmentalization
product
departmentalization
geographic
departmentalization
customer
departmentalization
Question 31 1 points
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Helgesen stipulates that
______________tend to create networks or “webs” of authority.
men
managers
women
managers
all
managers
there
are not any managers who do this
Question 32 1 points
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Which of the following statements
would be most accurate if subordinates’ activities were very similar?
there
could be a large span of control
there
is no need for unity of command
the
organization should be departmentalized by product
the
organization should be departmentalized by manufacturing process
Question 33 1 points
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The main criticism of Max Weber’s
bureaucracy is that it:
violated
the unity of command concept
created
a narrow span of control
did not
give enough concern for the human variable
did not
emphasize specialization of labor
Question 34 1 points
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The main components of Weber’s
bureaucracy include all of the following EXCEPT:
detailed
procedures and rules
a
clearly outlined organizational hierarchy
impersonal
relationships among organizational members
task
duplication
Question 35 1 points
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A unique group of resources
established by management to perform some organizational task is:
an
organizational team
a group
a
standing committee
a
department
Question 36 1 points
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The assignment of various
portions of a particular task among a number of organizational members is:
coordination
division
of labor
unity
of command
span of
control
Question 37 1 points
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The writer who had the most
profound influence on classical organizing theory was:
Max
Weber
Frederick
Taylor
Abraham
Maslow
Henri
Fayol
Question 38 1 points
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All of the following are
characteristics of successful JIT programs EXCEPT:
high
quality of materials purchased from supplies
closeness
of suppliers
well-organized
receiving and handling of materials purchased from suppliers
low
management commitment and support
Question 39 1 points
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Which of the following ratios
should be used when evaluating an organization’s performance?
return
on investment
inventory
turnover
current
ratio
all of
the above
Question 40 1 points
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The operational plan of action
outlining which goods and services an organization will produce is a:
marketing
strategy
product
strategy
process
strategy
layout
strategy
Question 41 1 points
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The ratio that is calculated by
dividing sales by inventory (measured in dollars) is the:
current
ratio
debt
ratio
inventory
turnover ratio
return
on investment ratio
Question 42 1 points
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Scheduling, sequencing, routing,
dispatching, and expediting are all:
cost-benefit
analysis activities
break-even
analysis activities
shop-floor
activities
top-management
directional activities
Question 43 1 points
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The algebraic equation for the
determination of the break-even point is:
BE =
VC/(P-FC)
BE = P/
(FC-VC)
BE =
C/R
BE =
FC/(P-VC)
Question 44 1 points
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A control tool where the manager
assigns a specialized set of objectives and action plans to workers and then
rewards those workers on the basis of how close they came to reaching their
goals is:
management
by exception
management
by objectives
management
by consideration
manpower
planning
Question 45 1 points
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Operational tools used to
establish labor standards useful for planning, control, productivity
improvements, and compensation are:
manpower
plans
work
measurement methods (Operational Tools in Human Resource Strategy, difficult)
motion-study
techniques
work
methods analysis
Question 46 1 points
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The amount of revenue that
exceeds the total costs of producing the products sold is:
total
revenue
profits
break-even
point
total
costs
Question 47 1 points
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Which of the following is an
observable symptom of undesirably high stress levels?
moodiness
chronic
worrying
increased
aggression
all of
the above
Question 48 1 points
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Which of the following is NOT a
guideline for reducing the resistance to change?
change
should be made as quickly as possible
avoid surprises
make
tentative change
promote
real understanding of the change
Question 49 1 points
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When workers come into the office
frequently, but are not assigned a permanent office space:
it is
called tethering workers
the
worker is called fully mobile
it is
called hoteling
it is
called telecommuting
Question 50 1 points
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When an organization ties
together company stakeholders through e-mail or the Web, it is creating a:
virtual
team
bureaucracy
virtual
corporation
virtual
office
Question 51 1 points
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Which of the following statements
is most accurate regarding the research conducted on the managerial grid?
grid OD
leads to increased profit for the organization
grid OD
leads to positive changes in managerial behavior
grid OD
leads to positive changes in managerial attitudes
more
testing needs to be completed before any conclusive statements can be made
Question 52 1 points
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Which of the following would NOT
be considered a potential advantage to matrix organizations?
better
customer relations
shorter
project development time
lower
project costs
more
complex internal operations
Question 53 1 points
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The best rationale for modifying
an existing organization is to increase:
organizational
effectiveness
employee
morale
customer
service
profit
Question 54 1 points
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Another name for a matrix
organization is:
a
project organization
a
complex organization
a
multi-level multinational corporation
a
traditional organization
Question 55 1 points
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The primary advantage of changing
a traditional organization into a matrix organization is that it:
creates
a more complex internal organization
is
flexible
enhances
the equal application of company policies
is
easier to manage
Question 56 1 points
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The process of increasing the
number of operations an individual performs in a job is:
job
rotation
job
enlargement
job
enrichment
team
management
Question 57 1 points
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According to Argyris’ continuum,
as individuals mature they are more likely to do all of the following EXCEPT:
have
increasing needs for more activity
have a
short-term perspective
have
deeper and more lasting interests
have
control over their own destiny
Question 58 1 points
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A reward that consists of the
elimination of an undesirable consequence of behavior is:
positive
reinforcement
negative
reinforcement
punishment
extinction
Question 59 1 points
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A manager who has a cooperative,
team-centered management style who prefers to influence subordinates to
complete tasks through team efforts probably has a high need for:
achievement
power
affiliation
control
Question 60 1 points
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Which of the following focuses on
managing human activity by controlling the consequences of performing that
activity?
job
enrichment
Needs-Goal
Theory
behavior
modification
reinforcement
Question 61 1 points
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According to McClelland, people
who are greatly motivated to influence other people and to assume
responsibility have a high need for:
achievement
affiliation
power
dominance
Question 62 1 points
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Rewards that come directly from
performing a task are:
goals
money
extrinsic
rewards
intrinsic
rewards
Question 63 1 points
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The most fundamental motivation
theory that begins with an individual feeling a need is:
ERG
theory
equity
theory
Herzberg’s
Two-Factor Theory
Needs-Goal
Theory
Question 64 1 points
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In Likert’s Management System,
which management style can be categorized by a lack of confidence or trust in
subordinates, with the bulk of all decision-making being done at the top of the
organization?
System
1
System
2
System
3
System
4
Question 65 1 points
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In order to avoid the potential
weaknesses of performance appraisals, supervisors should do all of the
following EXCEPT:
view
paperwork as an aid in providing feedback
make
the appraisal as tactful as possible
make
the appraisal as objective as possible
view
the appraisal process as a means of rewarding or punishing employees
Question 66 1 points
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The process of developing
qualities in human resources that will enable them to be more productive is:
recruitment
training
selection
performance
appraisal
Question 67 1 points
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The performance appraisal should:
focus
on the evaluator’s impression of the individual’s work habits
stress
only performance in the position the individual holds
be
acceptable to the evaluator and the individual being evaluated
focus
on subjective areas of performance
Question 68 1 points
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The form used in compiling a
human resource inventory that summarizes information about organizational
members who could fill a position is a:
management
manpower replacement chart
position
replacement form
management
inventory card
human
resource inventory
Question 69 1 points
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The purpose of training is to:
serve
as a recruitment tool
serve
as a basis for promotion
increase
the compensation of individuals
increase
the productivity of employees by influencing their behavior
Question 70 1 points
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Selection is dependent upon
effective:
recruitment
performance
appraisal
advertising
affirmative
action programs
Question 71 1 points
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The initial attraction and
screening of the supply of prospective human resources available to fill a
position is:
performance
appraisal
screening
selection
recruitment
Question 72 1 points
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Excessive rejected products,
unmet deadlines, and high labor costs are all clues that help the manager:
determine
those individuals who need to be terminated
determine
training needs and identify needed skills
identify
where to place the blame
determine
needed areas for recruitment
Question 73 1 points
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Performance appraisals can best
be described as:
a
one-time evaluation of an individual’s productivity
a
continuing activity that provides feedback to organization members
a
method of developing organizational goals
an
activity without any potential weaknesses
Question 74 1 points
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Accepted facts or truths about an
object or person that have been gained from either direct experience or a
secondary source are:
attitudes
beliefs
values
perceptions
Question 75 1 points
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The approach to learning that is
based on the belief that behavior is a function of its consequences and that
behavior leading to positive consequences is more likely to be repeated is:
cognitive
learning
perception
operant
learning
MBO
Question 76 1 points
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The basis for goal-setting
strategies, which is widely used in the business world, is:
cognitive
learning
perception
operant
learning
positive
reinforcement
Question 77 1 points
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Managers can avoid inappropriate
attributions by doing all of the following EXCEPT:
making
a greater effort to see situations as they are perceived by others
guarding
against perceptual distortions
paying
more attention to individual differences among subordinates
ignoring
individual differences among subordinates
Question 78 1 points
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The most common application of
goal-setting is:
the
path-goal theory
MBO (Cognitive
Learning, moderate)
operant
conditioning
selective
perception
Question 79 1 points
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A predisposition to react to a
situation, person, or concept with a particular response is a/an:
belief
attitude
value
perception
Question 80 1 points
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Which of the following is NOT one
of four major causes of behavior problems?
lack of
skills
lack of
positive attitude
low
salary
personal
problems
Question 81 1 points
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Consistently providing personnel
activities that are highly valued by employees will in the long run improve
attitudes, intentions, and behaviors. This management philosophy is also known
as the:
golden
rule
law of
supply and demand
team
management
human
resource approach
Question 82 1 points
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Ben believes that all women are
poor drivers. This is a:
projection
case of
selective perception
stereotype
self-serving
error
Question 83 1 points
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A manager who has the tendency to
“sell” his or her decisions is most likely to:
be on
the right-hand side of the Tannenbaum and Schmidt Leadership Continuum
be a
subordinate-centered leader
be
willing to give up significant freedom
want to
use their authority to a large degree
Question 84 1 points
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The OSU studies concluded that
leaders exhibit two main styles of behavior:
structure
behavior and employee-centered behavior
consideration
behavior and job-centered behavior
structure
behavior and consideration behavior
employee-centered
behavior and job-centered behavior
Question 85 1 points
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According to the characteristics
of the emerging leader versus characteristics of the manager, which of the
following would be associated with the leader?
independent
consulting
authoritative
problem-solving
Question 86 1 points
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Generally, except for which of
the following, managers increase their success by allowing subordinates more
freedom in making decisions when the subordinates have:
a
relatively high need for dependence
the
necessary knowledge and expertise to deal with the problem
a
relatively high tolerance for ambiguity
learned
to share in decision-making
Question 87 1 points
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Which approach to leadership
views the personal characteristics of an individual as the main determinants of
how successful that individual could be as a leader?
trait
approach
behavior
approach
situational
approach
characteristic
approach
Question 88 1 points
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The subtle barrier of negative
attitudes and prejudices that prevents women from reaching seemingly attainable
top management positions is known as the:
glass
door
glass
ceiling
glass wall
glass
barrier
Question 89 1 points
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According to the OSU studies, the
behavior that reflects friendship, mutual trust, respect, and warmth in the
relationship between leader and follower is:
employee-centered
behavior
job-centered
behavior
consideration
behavior
structure
behavior
Question 90 1 points
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Which of the following is a
situational leadership theory?
the
trait approach
path-goal
theory
the
Michigan Studies
the
Ohio State studies
Question 91 1 points
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The Vroom-Yetton-Jago Model is
designed to:
determine
the maturity level of subordinates
determine
the appropriate level of subordinate involvement in the decision-making process
determine
the degree of boss-centered activity that is appropriate
determine
the degree of structure in the situation
Question 92 1 points
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Which of the following is the
correct sequence of the stages of group development?
acceptance,
communication/decision-making, solidarity, control
acceptance,
solidarity, control, communication/decision-making
solidarity,
acceptance, communication/decision-making, control
control,
solidarity, acceptance, communication/decision-making
Question 93 1 points
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Which of the following is least
accurate regarding groups?
they
are found in all organizations
an
understanding of groups can help managers raise the probability the groups will
cause desirable consequences for the organization
groups
inevitably form in all facets of organizational existence
groups
invariably cause desirable consequences within the organization
Question 94 1 points
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A formal group of organization
members who interact with one another to accomplish some nonroutine task is
a/an:
work
group
command
group
interest
group
task
group
Question 95 1 points
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Which stage of team development
is characterized by conflict and disagreement as team members try to clarify
their individual roles and challenge the way the team functions?
forming
norming
performing
storming
Question 96 1 points
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The most fundamental ingredient
for an effective teams is:
money
strong
management support
common
interests
trust
Question 97 1 points
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Which of the following is a
procedural step that could be taken to increase the probability a committee
will be successful?
rephrasing
ideas already expressed
specifying
the authority of the committee
bringing
all members into active participation
stimulating
further thought by members
Question 98 1 points
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A set of shared values and
beliefs organization members have regarding the functioning and existence of
their organization is:
organizational
climate
corporate
culture
corporate
climate
none of
the above
Question 99 1 points
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Which of the following is an
organization-related step in building an effective work team?
develop
clear objectives, directions, and project plans for the team
reward
and recognize team members for their accomplishments
encourage
team involvement
try to
make the team’s work satisfying
Question 100 1 points
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Which of the following is the
correct sequence of the stages for team development?
acceptance,
communication/decision-making, solidarity, control
forming,
norming, storming, performing, adjourning
forming,
storming, norming, performing, adjourning
norming,
forming, storming, performance, adjourning
MGT101-HK1. PRINCIPLES OF MANAGEMENT (MGT101-HK1) > TAKE
ASSESSMENT: FINAL EXAM Question 1 1 points
Save When creativity is desirable,
then: the
organization should be completely centralized the
organization should be completely decentralized some
degree of decentralization is desirable it is
impossible to recommend centralization or decentralization in this situation Question 2 1 points
Save In order to raise the odds their
commands will be accepted, Barnard recommends: the
manager uses informal channels of communication each
organization member receive directions from the most expedient communication
channel the
line of communication between manager and subordinate go through the CEO commands
are authenticated as coming from a manager Question 3 1 points
Save According to staff personnel, one
reason for line/staff conflict is that line personnel: tend to
assume staff authority do not
give sound advice fail to
keep staff personnel informed of their activities resist
new ideas Question 4 1 points
Save The three main types of authority
that can exist within an organization are: line,
staff, and formal staff,
informal, and formal line,
staff, and functional line,
functional, and formal Question 5 1 points
Save The most basic method of dividing
job activities is the: process
control method customer
location method centralization
method functional
similarity method Question 6 1 points
Save The roles that staff personnel
perform include all of the following EXCEPT: the
advisory or counseling role the
service role the
financial role the
control role Question 7 1 points
Save All of the following should be
done by staff personnel to reduce line-staff conflict EXCEPT: emphasize
the objectives of the organization as a whole encourage
and educate line personnel in the appropriate use of staff personnel deal
intelligently with resistance to change, rather than view it as an immovable
barrier all of
the above should be used by staff personnel to reduce line-staff conflict Question 8 1 points
Save The process of assigning job
activities and related authority to specific individuals in the organization is
termed: delegation
accountability
responsibility
authority
Question 9 1 points
Save The three steps of the delegation
process are: create
accountability, promote acceptance, and require performance assign
specific duties, grant authority, and create accountability assign
responsibility, create accountability, and assign specific duties create
responsibility, grant authority, and promote acceptance Question 10 1 points
Save The amount of power an individual
in an organization possesses is: total
power position
power authority
personal
power Question 11 1 points
Save A manager who quietly makes her
significant achievements visible to others and builds up a successful record
and a solid professional reputation is attempting to increase her: personal
power through creating a belief she possesses a high level of expertise within
the organization position
power through creating a belief she possesses a high level of expertise within
the organization personal
power by establishing a sense of identification with the manager position
power by establishing a sense of identification with the manager Question 12 1 points
Save Which one of the following is NOT
one of the three main steps of the controlling process? taking
corrective action measuring
performance establishing
policies and rules comparing
measured performance to standards Question 13 1 points
Save A sign that a problem exists is: declining
sales a
symptom low
employee morale a
standard Question 14 1 points
Save A good, objective method of
determining the optimal amount of control to use is: the
Delphi technique cost-benefit
analysis linear
programming post-control
processes Question 15 1 points
Save The power derived from a
manager’s relationship with others is: total
power position
power authority
personal
power Question 16 1 points
Save Making something happen the way
it was planned to happen is: control
planning
influencing
organizing
Question 17 1 points
Save The controller would most likely
report to which of the following individuals? chairperson
of the board of directors chief
executive officer outside
accounting firm vice
president of finance Question 18 1 points
Save Factors within an organization
that are barriers to organizational goal attainment are: problems
issues symptoms
standards
Question 19 1 points
Save Because of its value to
management, ______________ should be _____________ as much as possible. communication,
ignored message
encoding, ignored feedback,
encouraged nonverbal
communication, practiced Question 20 1 points
Save Which of the following statements
is most accurate regarding nonverbal communication: nonverbal
communication is usually consistent with verbal communication nonverbal
communication usually contains more meaning than verbal communication nonverbal
communication should be ignored managers
do not need to be effective at reading nonverbal communication Question 21 1 points
Save The originator of an
interpersonal communication is the: source encoder
decoder
both a
and b Question 22 1 points
Save In interpersonal communication,
the destination’s reaction to a message, is known as: feedforward
feedback
listening
the
communication process Question 23 1 points
Save Which form of communication is
primarily used for coordinating various activities? formal
communication lateral
organizational communication downward
organizational communication upward
organizational communication Question 24 1 points
Save A position description is an
example of which form of communication? upward
formal communication downward
formal communication downward
informal communication lateral
formal communication Question 25 1 points
Save Which of the following strategies
should be followed to encourage the flow of formal communication channels? Support
the flow of clear and concise statements through formal communication channels Take
care to ensure that all organization members have free access to formal
communication channels Assign
specific communication responsibilities to staff personnel All of
the above are effective strategies for encouraging the flow of formal
communication Question 26 1 points
Save Organizational communication that
follows the lines of the organizational chart are: verbal communication
informal
organizational communication formal
organizational communication nonverbal
communication Question 27 1 points
Save A source can gather nonverbal
feedback simply by: watching
the nonverbal response of the destination to the message testing
the destination asking
the destination questions about the message listening
to the destination’s verbal response to the message Question 28 1 points
Save Passing information from one
individual to another in a series, or sequence, is known as: lateral
organizational communication the
grapevine serial
transmission noise Question 29 1 points
Save The unique way in which a manager
perceives organizational problems are: forces
in the environment forces
in the task forces
in the manager forces
in the subordinate Question 30 1 points
Save The most widely used basis for
establishing departments within the formal structure is: functional
departmentalization product
departmentalization geographic
departmentalization customer
departmentalization Question 31 1 points
Save Helgesen stipulates that
______________tend to create networks or “webs” of authority. men
managers women
managers all
managers there
are not any managers who do this Question 32 1 points
Save Which of the following statements
would be most accurate if subordinates’ activities were very similar? there
could be a large span of control there
is no need for unity of command the
organization should be departmentalized by product the
organization should be departmentalized by manufacturing process Question 33 1 points
Save The main criticism of Max Weber’s
bureaucracy is that it: violated
the unity of command concept created
a narrow span of control did not
give enough concern for the human variable did not
emphasize specialization of labor Question 34 1 points
Save The main components of Weber’s
bureaucracy include all of the following EXCEPT: detailed
procedures and rules a
clearly outlined organizational hierarchy impersonal
relationships among organizational members task
duplication Question 35 1 points
Save A unique group of resources
established by management to perform some organizational task is: an
organizational team a group
a
standing committee a
department Question 36 1 points
Save The assignment of various
portions of a particular task among a number of organizational members is: coordination
division
of labor unity
of command span of
control Question 37 1 points
Save The writer who had the most
profound influence on classical organizing theory was: Max
Weber Frederick
Taylor Abraham
Maslow Henri
Fayol Question 38 1 points
Save All of the following are
characteristics of successful JIT programs EXCEPT: high
quality of materials purchased from supplies closeness
of suppliers well-organized
receiving and handling of materials purchased from suppliers low
management commitment and support Question 39 1 points
Save Which of the following ratios
should be used when evaluating an organization’s performance? return
on investment inventory
turnover current
ratio all of
the above Question 40 1 points
Save The operational plan of action
outlining which goods and services an organization will produce is a: marketing
strategy product
strategy process
strategy layout
strategy Question 41 1 points
Save The ratio that is calculated by
dividing sales by inventory (measured in dollars) is the: current
ratio debt
ratio inventory
turnover ratio return
on investment ratio Question 42 1 points
Save Scheduling, sequencing, routing,
dispatching, and expediting are all: cost-benefit
analysis activities break-even
analysis activities shop-floor
activities top-management
directional activities Question 43 1 points
Save The algebraic equation for the
determination of the break-even point is: BE =
VC/(P-FC) BE = P/
(FC-VC) BE =
C/R BE =
FC/(P-VC) Question 44 1 points
Save A control tool where the manager
assigns a specialized set of objectives and action plans to workers and then
rewards those workers on the basis of how close they came to reaching their
goals is: management
by exception management
by objectives management
by consideration manpower
planning Question 45 1 points
Save Operational tools used to
establish labor standards useful for planning, control, productivity
improvements, and compensation are: manpower
plans work
measurement methods (Operational Tools in Human Resource Strategy, difficult) motion-study
techniques work
methods analysis Question 46 1 points
Save The amount of revenue that
exceeds the total costs of producing the products sold is: total
revenue profits
break-even
point total
costs Question 47 1 points
Save Which of the following is an
observable symptom of undesirably high stress levels? moodiness
chronic
worrying increased
aggression all of
the above Question 48 1 points
Save Which of the following is NOT a
guideline for reducing the resistance to change? change
should be made as quickly as possible avoid surprises
make
tentative change promote
real understanding of the change Question 49 1 points
Save When workers come into the office
frequently, but are not assigned a permanent office space: it is
called tethering workers the
worker is called fully mobile it is
called hoteling it is
called telecommuting Question 50 1 points
Save When an organization ties
together company stakeholders through e-mail or the Web, it is creating a: virtual
team bureaucracy
virtual
corporation virtual
office Question 51 1 points
Save Which of the following statements
is most accurate regarding the research conducted on the managerial grid? grid OD
leads to increased profit for the organization grid OD
leads to positive changes in managerial behavior grid OD
leads to positive changes in managerial attitudes more
testing needs to be completed before any conclusive statements can be made Question 52 1 points
Save Which of the following would NOT
be considered a potential advantage to matrix organizations? better
customer relations shorter
project development time lower
project costs more
complex internal operations Question 53 1 points
Save The best rationale for modifying
an existing organization is to increase: organizational
effectiveness employee
morale customer
service profit Question 54 1 points
Save Another name for a matrix
organization is: a
project organization a
complex organization a
multi-level multinational corporation a
traditional organization Question 55 1 points
Save The primary advantage of changing
a traditional organization into a matrix organization is that it: creates
a more complex internal organization is
flexible enhances
the equal application of company policies is
easier to manage Question 56 1 points
Save The process of increasing the
number of operations an individual performs in a job is: job
rotation job
enlargement job
enrichment team
management Question 57 1 points
Save According to Argyris’ continuum,
as individuals mature they are more likely to do all of the following EXCEPT: have
increasing needs for more activity have a
short-term perspective have
deeper and more lasting interests have
control over their own destiny Question 58 1 points
Save A reward that consists of the
elimination of an undesirable consequence of behavior is: positive
reinforcement negative
reinforcement punishment
extinction
Question 59 1 points
Save A manager who has a cooperative,
team-centered management style who prefers to influence subordinates to
complete tasks through team efforts probably has a high need for: achievement
power affiliation
control
Question 60 1 points
Save Which of the following focuses on
managing human activity by controlling the consequences of performing that
activity? job
enrichment Needs-Goal
Theory behavior
modification reinforcement
Question 61 1 points
Save According to McClelland, people
who are greatly motivated to influence other people and to assume
responsibility have a high need for: achievement
affiliation
power dominance
Question 62 1 points
Save Rewards that come directly from
performing a task are: goals money extrinsic
rewards intrinsic
rewards Question 63 1 points
Save The most fundamental motivation
theory that begins with an individual feeling a need is: ERG
theory equity
theory Herzberg’s
Two-Factor Theory Needs-Goal
Theory Question 64 1 points
Save In Likert’s Management System,
which management style can be categorized by a lack of confidence or trust in
subordinates, with the bulk of all decision-making being done at the top of the
organization? System
1 System
2 System
3 System
4 Question 65 1 points
Save In order to avoid the potential
weaknesses of performance appraisals, supervisors should do all of the
following EXCEPT: view
paperwork as an aid in providing feedback make
the appraisal as tactful as possible make
the appraisal as objective as possible view
the appraisal process as a means of rewarding or punishing employees Question 66 1 points
Save The process of developing
qualities in human resources that will enable them to be more productive is: recruitment
training
selection
performance
appraisal Question 67 1 points
Save The performance appraisal should:
focus
on the evaluator’s impression of the individual’s work habits stress
only performance in the position the individual holds be
acceptable to the evaluator and the individual being evaluated focus
on subjective areas of performance Question 68 1 points
Save The form used in compiling a
human resource inventory that summarizes information about organizational
members who could fill a position is a: management
manpower replacement chart position
replacement form management
inventory card human
resource inventory Question 69 1 points
Save The purpose of training is to: serve
as a recruitment tool serve
as a basis for promotion increase
the compensation of individuals increase
the productivity of employees by influencing their behavior Question 70 1 points
Save Selection is dependent upon
effective: recruitment
performance
appraisal advertising
affirmative
action programs Question 71 1 points
Save The initial attraction and
screening of the supply of prospective human resources available to fill a
position is: performance
appraisal screening
selection
recruitment
Question 72 1 points
Save Excessive rejected products,
unmet deadlines, and high labor costs are all clues that help the manager: determine
those individuals who need to be terminated determine
training needs and identify needed skills identify
where to place the blame determine
needed areas for recruitment Question 73 1 points
Save Performance appraisals can best
be described as: a
one-time evaluation of an individual’s productivity a
continuing activity that provides feedback to organization members a
method of developing organizational goals an
activity without any potential weaknesses Question 74 1 points
Save Accepted facts or truths about an
object or person that have been gained from either direct experience or a
secondary source are: attitudes
beliefs
values perceptions
Question 75 1 points
Save The approach to learning that is
based on the belief that behavior is a function of its consequences and that
behavior leading to positive consequences is more likely to be repeated is: cognitive
learning perception
operant
learning MBO Question 76 1 points
Save The basis for goal-setting
strategies, which is widely used in the business world, is: cognitive
learning perception
operant
learning positive
reinforcement Question 77 1 points
Save Managers can avoid inappropriate
attributions by doing all of the following EXCEPT: making
a greater effort to see situations as they are perceived by others guarding
against perceptual distortions paying
more attention to individual differences among subordinates ignoring
individual differences among subordinates Question 78 1 points
Save The most common application of
goal-setting is: the
path-goal theory MBO (Cognitive
Learning, moderate) operant
conditioning selective
perception Question 79 1 points
Save A predisposition to react to a
situation, person, or concept with a particular response is a/an: belief attitude
value perception
Question 80 1 points
Save Which of the following is NOT one
of four major causes of behavior problems? lack of
skills lack of
positive attitude low
salary personal
problems Question 81 1 points
Save Consistently providing personnel
activities that are highly valued by employees will in the long run improve
attitudes, intentions, and behaviors. This management philosophy is also known
as the: golden
rule law of
supply and demand team
management human
resource approach Question 82 1 points
Save Ben believes that all women are
poor drivers. This is a: projection
case of
selective perception stereotype
self-serving
error Question 83 1 points
Save A manager who has the tendency to
“sell” his or her decisions is most likely to: be on
the right-hand side of the Tannenbaum and Schmidt Leadership Continuum be a
subordinate-centered leader be
willing to give up significant freedom want to
use their authority to a large degree Question 84 1 points
Save The OSU studies concluded that
leaders exhibit two main styles of behavior: structure
behavior and employee-centered behavior consideration
behavior and job-centered behavior structure
behavior and consideration behavior employee-centered
behavior and job-centered behavior Question 85 1 points
Save According to the characteristics
of the emerging leader versus characteristics of the manager, which of the
following would be associated with the leader? independent
consulting
authoritative
problem-solving
Question 86 1 points
Save Generally, except for which of
the following, managers increase their success by allowing subordinates more
freedom in making decisions when the subordinates have: a
relatively high need for dependence the
necessary knowledge and expertise to deal with the problem a
relatively high tolerance for ambiguity learned
to share in decision-making Question 87 1 points
Save Which approach to leadership
views the personal characteristics of an individual as the main determinants of
how successful that individual could be as a leader? trait
approach behavior
approach situational
approach characteristic
approach Question 88 1 points
Save The subtle barrier of negative
attitudes and prejudices that prevents women from reaching seemingly attainable
top management positions is known as the: glass
door glass
ceiling glass wall
glass
barrier Question 89 1 points
Save According to the OSU studies, the
behavior that reflects friendship, mutual trust, respect, and warmth in the
relationship between leader and follower is: employee-centered
behavior job-centered
behavior consideration
behavior structure
behavior Question 90 1 points
Save Which of the following is a
situational leadership theory? the
trait approach path-goal
theory the
Michigan Studies the
Ohio State studies Question 91 1 points
Save The Vroom-Yetton-Jago Model is
designed to: determine
the maturity level of subordinates determine
the appropriate level of subordinate involvement in the decision-making process
determine
the degree of boss-centered activity that is appropriate determine
the degree of structure in the situation Question 92 1 points
Save Which of the following is the
correct sequence of the stages of group development? acceptance,
communication/decision-making, solidarity, control acceptance,
solidarity, control, communication/decision-making solidarity,
acceptance, communication/decision-making, control control,
solidarity, acceptance, communication/decision-making Question 93 1 points
Save Which of the following is least
accurate regarding groups? they
are found in all organizations an
understanding of groups can help managers raise the probability the groups will
cause desirable consequences for the organization groups
inevitably form in all facets of organizational existence groups
invariably cause desirable consequences within the organization Question 94 1 points
Save A formal group of organization
members who interact with one another to accomplish some nonroutine task is
a/an: work
group command
group interest
group task
group Question 95 1 points
Save Which stage of team development
is characterized by conflict and disagreement as team members try to clarify
their individual roles and challenge the way the team functions? forming
norming
performing
storming
Question 96 1 points
Save The most fundamental ingredient
for an effective teams is: money strong
management support common
interests trust Question 97 1 points
Save Which of the following is a
procedural step that could be taken to increase the probability a committee
will be successful? rephrasing
ideas already expressed specifying
the authority of the committee bringing
all members into active participation stimulating
further thought by members Question 98 1 points
Save A set of shared values and
beliefs organization members have regarding the functioning and existence of
their organization is: organizational
climate corporate
culture corporate
climate none of
the above Question 99 1 points
Save Which of the following is an
organization-related step in building an effective work team? develop
clear objectives, directions, and project plans for the team reward
and recognize team members for their accomplishments encourage
team involvement try to
make the team’s work satisfying Question 100 1 points
Save Which of the following is the
correct sequence of the stages for team development? acceptance,
communication/decision-making, solidarity, control forming,
norming, storming, performing, adjourning forming,
storming, norming, performing, adjourning norming,
forming, storming, performance, adjourning
