MHR 301 - Final Review - Quiz Answers

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tbagnu
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265924
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MHR 301 - Final Review - Quiz Answers
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2014-03-11 04:10:59
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MHR
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Winter 2014
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Quiz questions to review for MHR 301 Final
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  1. Quiz 1
    The ability to analyze and diagnose a problem situation and distinguish between cause and effect is a:
    conceptual skill.
  2. Quiz 1
    When a manager groups workers into departments based on the tasks that they perform, this is called:
    organizing.
  3. Quiz 1
    The people who work in an organization are considered:
    resources.
  4. Quiz 1
    The process of creating new products that customers want to purchase is called:
    innovation
  5. Quiz 1
    When an organization removes a layer of middle managers from the organization's structure, this is called:
    restructuring
  6. Quiz 1
    The measure of the "appropriateness" of the goals selected by management for the organization and the degree to which the organization accomplishes these goals is known as:
    effectiveness
  7. Quiz 1
    The measure of how well (or how productively) an organization uses its resources to achieve a goal is known as:
    efficiency
  8. Quiz 1
    A formal system of reporting relationships that coordinates workers so that they work together to attempt to achieve organizational goals is called:
    an organizational structure
  9. Quiz 1
    If an organization has a hard-working, committed workforce, this is most likely to be a result of managers' abilities to:
    lead
  10. Quiz 1
    A manager who trains and mentors subordinates to assist them to achieve their full potential within the organization is acting primarily within which function?
    Leading
  11. Q2
    As a manager, Nancy is known in the company as a risk-taker and an innovator. Nancy is:
    high on openness to experience.
  12. Q2
    As the night manager of Spicy Bites, Ronald feels competent, deserving, and capable of handling most situations. Ronald:
    has high self-esteem.
  13. Q2
    Edward, a manager at Real Corp., is a very positive individual. He rarely exhibits adverse emotions or moods and is always optimistic about himself and others. It can be said that Edward is:
    low on negative affectivity.
  14. Q2
    Emotional intelligence can help managers perform interpersonal roles like that of a:
    liaison
  15. Q2
    In Dave's Steel Manufacturing Co., new employees go through a short orientation process after their induction. During this process, they are told about the organization and its history, values, jargon, culture, and procedures. They are then introduced to their work group, the specific people they would work with, informed about their own role in the organization, the skills needed to do their job, and both formal procedures and informal norms. This is an example of organizational:
    socialization
  16. Q2
    Max enjoys being the center of attraction during his office parties. He has excellent social skills and easily makes friends with new employees. He can rightly be said to:
    be an extravert.
  17. Q2
    Steven is an effective and efficient manager. However, he is quite pessimistic and avoids social interactions. Steven can be classified as an:
    introvert
  18. Q2
    Whenever Cate does not perform well in a test, she blames it on the lack of preparedness on her part. Cate is said to have:
    an internal locus of control.
  19. Q2
    Whenever Daniel performs well in a test, he thinks that his teacher was being lenient or that he was lucky. Daniel is said to have:
    an external locus of control.
  20. Q2
    Which of the following is true of the planning process in an organization with an innovative culture?
    It encourages lower-level managers to participate in the process.
  21. Q2
    With regard to the managerial function of controlling in an organization that has a conservative culture, managers:
    set specific, difficult goals for employees, frequently monitor progress toward these goals, and develop a clear set of rules that employees are expected to adhere to.
  22. Q5
    A manager considers a limited sample of the potential alternative solutions for a problem and selects one that is acceptable instead of attempting to select the optimum solution. This type of decision is called:
    satisficing

    Satisficing is exploring a limited sample of all potential alternatives. When managers satisfice, they search for and choose acceptable, or satisfactory, ways to respond to problems and opportunities rather than trying to make the optimal decision.
  23. Q5
    A manager of a charity asks the board of directors for permission to hire temporary help when the regular secretary goes on vacation. This is an example of which type of decision?
    Programmed

    Programmed decision making is a routine, virtually automatic process. Programmed decisions are decisions that have been made so many times in the past that managers have developed rules or guidelines to be applied when certain situations inevitably occur. This is a programmed decision because a rule has been established to be applied when a certain situation occurs.
  24. Q5
    A software firm is considering introducing a new product unlike any previously on the market. Managers cannot estimate the probability of success for the new product. Which of the following best describes the situation?
    Uncertainty

    When uncertainty exists, the probabilities of alternative outcomes cannot be determined and future outcomes are unknown. Managers are working blind. Because the probability of a given outcome occurring is not known, managers have little information to use in making a decision.
  25. Q5
    After one person shares an idea, the next thing that should happen in a brainstorming session is:
    the sharing of other ideas.

    During brainstorming, after a manager describes in broad outline the problem the group is to address, group members share their ideas and generate alternative courses of action.
  26. Q5
    Dynamic Explosives is trying to decide whether or not to launch nationally a new product that the organization has never sold previously. This represents which type of decision for the organization?
    Nonprogrammed decision

    Nonprogrammed decisions are made in response to unusual or novel opportunities and threats. Nonprogrammed decision making occurs when there are no ready-made decision rules that managers can apply to a situation.
  27. Q5
    In the context of promoting organizational learning and intrapreneurship, the idea behind the role of _____ is that, if intrapreneurs are isolated, they will become so intensely involved in a project that development time will be relatively brief and the quality of the final product will be enhanced.
    skunkworks

    A skunkworks is a group of intrapreneurs who are deliberately separated from the normal operation of an organization to encourage them to devote all their attention to developing new products. The idea is that if these people are isolated, they will become so intensely involved in a project that development time will be relatively brief and the quality of the final product will be enhanced.
  28. Q5
    Margaret, a marketing manager, wants to budget the advertising for a new product launch. She is trying to determine the amount of money that her company can afford to spend on advertising this new product. In the context of decision-making, which of the following criteria of alternative courses of action is Margaret implementing?
    Economic feasibility

    Managers must decide whether the alternatives are economically feasible -that is, whether they can be accomplished given the organization's performance goals.
  29. Q5
    The classical model of decision making assumes that:
    managers have access to all the information they need to make the optimum decision.

    The classical model assumes that managers have access to all the information they need to make the optimum decision, which is the most appropriate decision possible in light of what they believe to be the most desirable future consequences for the organization.
  30. Q5
    The marketing managers of Rudolf Ltd. strive so hard to agree on an important decision to launch a product that they ignore information that a similar product already exists in the market and that the barriers to entry into the market are high. This refers to which of the following decision-making processes?
    Groupthink

    Groupthink is a pattern of faulty and biased decision making that occurs in groups whose members strive for agreement among themselves at the expense of accurately assessing information relevant to a decision.
  31. Q5
    When managers decide that they have the capabilities and resources required to implement an alternative, and they are sure that the alternative will not threaten the attainment of other organizational goals, they are focusing on which of the following criteria of alternative courses of action?
    Practicality

    Managers must decide whether they have the capabilities and resources required to implement the alternative, and they must be sure the alternative will not threaten the attainment of other organizational goals. At first glance an alternative might seem economically superior to other alternatives; but if managers realize it is likely to threaten other important projects, they might decide it is not practical after all.
  32. Q6
    Managers at Dimensions, Inc.
    strategy formulation

    In strategy formulation, managers work to develop the set of strategies that will allow an organization to accomplish its mission and achieve its goals. Strategy formulation begins with managers systematically analyzing the factors or forces inside an organization and outside in the global environment that affect the organization's ability to meet its goals now and in the future.
  33. Q6
    A broad declaration
    mission statement.

    A mission statement is a broad declaration of an organization's overriding purpose, what it is seeking to achieve from its activities; this statement is also intended to identify what is unique or important about its products to its employees and customers as well as to distinguish or differentiate the organization in some ways from its competitors.
  34. Q6
    A group of managers at Power Explosives
    SWOT analysis

    SWOT analysis is a planning exercise in which managers identify internal organizational strengths (S) and weaknesses (W) and external environmental opportunities (O) and threats (T).
  35. Q6
    Five Forces
    Determines whether an industry is attractive for profits and future growth
  36. Q6
    The cluster of decisions
    strategy

    A strategy is a cluster of related managerial decisions and actions to help an organization attain one of its goals.
  37. Q6
    Arrow Corp. attempts to gain a competitive advantage by driving down its production costs per unit below those of its competitors. Which of the following strategies is Arrow pursuing?
    Low-cost strategy

    With a low-cost strategy, managers try to gain a competitive advantage by focusing the energy of all the organization's departments or functions on driving the company's costs down below the costs of its industry rivals.
  38. Q6
    Coca-Cola spends an enormous amount of money on advertising to distinguish, and create a unique image for, their products. Which of the following strategies is Coca-Cola pursuing?
    Differentiation

    With a differentiation strategy, managers try to gain a competitive advantage by focusing all the energies of the organization's departments or functions on distinguishing the organization's products from those of competitors on one or more important dimensions, such as product design, quality, or after-sales service and support. Coca-Cola pursues a strategy of differentiation. It spends enormous amounts of money on advertising to differentiate, and create a unique image for its products.
  39. Q6
    Frame Corporation updates its five-year plan annually to take into account changing conditions within the organization and in the organization's external environment. Which of the following best explains this plan implemented by Frame Corporation?
    Rolling plan

    A rolling plan is a plan that is updated and amended every year to take account of changing conditions in the external environment.
  40. Q6
    Jespher, Inc., allows Hertonz, a foreign organization, to take charge of both manufacturing and distributing one or more of its products in Thailand in return for a negotiated fee. This is an example of which mode of international expansion?
    Licensing

    In licensing, a company (the licenser) allows a foreign organization (the licensee) to take charge of both manufacturing and distributing one or more of its products in the licensee's country or world region in return for a negotiated fee.
  41. Q6
    Madison Hotels sells a foreign organization the rights to use its brand name and operating know-how in return for a lump-sum payment and a share of the profits. This is an example of which mode of international expansion?
    Franchising

    In franchising, a company (the franchiser) sells to a foreign organization (the franchisee) the rights to use its brand name and operating know-how in return for a lump-sum payment and a share of the franchiser's profits.
  42. Q6
    Managers at Ferwn Pvt. Ltd. which is number two in market share in the local sports equipments manufacturing industry, develop strategies to take over the number-one spot. Under which of the following levels of organizational strategies would this strategy fall?
    Business-level

    Business-level strategy outlines the specific methods a division, business unit, or organization will use to compete effectively against its rivals in an industry.
  43. Q6
    Medien Corporation decides to enter a new type of business in order to create a competitive advantage in one of its existing businesses. Which of the following strategies is Medien pursuing?
    Related diversification

    Related diversification is the strategy of entering a new business or industry to create a competitive advantage in one or more of an organization's existing divisions or businesses.
  44. Q6
    TechnoSol Ltd. designs a corporate-level strategy, which includes expanding its operations into a new type of business for the organization. Which of the following strategies is TechnoSol Ltd. pursuing?
    Diversification

    Diversification is the corporate-level strategy of expanding a company's business operations into a new industry in order to produce new kinds of valuable goods or services.
  45. Q6
    When Gallo purchased a company that makes wine bottles, it was involved in:
    backward vertical integration.

    Purchasing a supplier of raw materials is backward vertical integration. Vertical integration is a corporate-level strategy in which a company expands its business operations either backward into a new industry that produces inputs for the company's products (backward vertical integration) or forward into a new industry that uses, distributes, or sells the company's products (forward vertical integration).
  46. Q6
    When PepsiCo purchased Frito-Lay and expanded its operations into the snack-food business, which of the following strategies did is pursue?
    Diversification

    Diversification is the corporate-level strategy of expanding a company's business operations into a new industry in order to produce new kinds of valuable goods or services. Example includes PepsiCo's diversification into the snack-food business with the purchase of Frito Lay.
  47. Q8
    Calculate the return on investment (ROI) from the information given below.Net Income = $18,000; Advertising Expenses = $220,000; Total Liabilities = $120,000; Total Assets = $160,000; Gross Margin = $80,000; Taxes Paid = $2,000
    12.5 percent
  48. Q8
    Ben, the production manager of Pace Shoes, sets a production target of 220 shoes to be distributed among 20 employees in a week. In the context of the control process, Ben is:
    establishing the standards of performance.
  49. Q8
    Which of the following types of financial ratios measures the ability of the organization to pay its short-term debts?
    Liquidity ratios
  50. Q8
    Entrepreneurship is the:
    mobilization of resources to take advantage of an opportunity to provide customers with new or improved goods and services.
  51. Q8
    From the information given below, calculate the organization's return on investment (ROI).Total Liabilities = $300,000; Total Assets = $600,000; Gross Margin = $200,000; Net Income Before Taxes = $30,000; Total Expenses = $240,000
    5 percent
  52. Q8
    The manager of a profit center is evaluated on the basis of the amount of sales that have been generated from the goods or services produced in his/her division. On the basis of which of the following budget approaches is the divisional manager being remunerated?
    Revenue budget approach
  53. Q8
    Action Explosives gives specifications to its suppliers of raw materials in an attempt to improve the quality of those raw materials and to minimize and anticipate the problems they are likely to face in the conversion process. Which of the following control systems is being used by Action Explosives?
    Feedforward control
  54. Q8
    The managers of a division are given a fixed budget and are then evaluated on the basis of their ability to produce goods or services. Which of the following budget approaches is being implemented by the organization?
    Expense budget approach
  55. Q8
    Calculate the current ratio of the organization from the information given below.Sales = $200,000; Gross Profit = $40,000; Total Assets = $450,000; Current Assets = $250,000; Current Liabilities = $300,000
    0.83
  56. Q8
    Which of the following types of performance ratios measures the efficiency of the organization in terms of how well the resources of the organization have been used to generate profit?
    Profit ratios
  57. Q8
    In management by objectives (MBO), which of the following is established first?
    Organizational objectives
  58. Q8
    Brandon, the manager of Flipflop Footwear, checked the weekly records and discovered that the number of shoes produced in one week by 20 employees was 250 against the set target of 220 shoes. With reference to the control process, Brandon is:
    comparing the actual performance against chosen standards of performance.
  59. Q8
    Identify the control system MOST likely to be used in a garment plant to solve problems like substandard inputs, broken machine parts, or a worker's skill deficiency to produce a particular type of garment.
    Concurrent control
  60. Q8
    Danny, the manager of Wader Shoes, installed new machinery to speed up the production process after the assigned targets were not achieved for the third week of the month. With regard to the control process, Danny is:
    initiating corrective actions.
  61. Q8
    A worker at a motorcycle plant comes up with a new way to attach the fuel injection system to the motor, increasing the efficiency of the assembly process. Always on the lookout for ways to standardize procedures, managers instruct all employees to attach fuel injection systems the same way. If all workers followed the rule to the letter, every car would come off the assembly line with its fuel injection system attached in the new way and there would be no need to check exhaust pipes at the end of the line. Which of the following forms of control is being used by the managers of the motorcycle plant?
    Bureaucratic control
  62. Q8
    Hanover Insurance sets up a management information system (MIS) that gives its regional managers information about changes in the task environment that may affect the organization at some future time. Which of the following control systems is being used by Hanover Insurance?
    Feedforward control
  63. Q8
    Which of the following types of control systems uses rules and SOPs to regulate the behavior of workers within the organization?
    Bureaucratic control system
  64. Q8
    Brennan Manufacturing monitors the number of customer returns for each product model to track when the organization is producing a large number of defective products. Which of the following control systems is being used by Brennan Manufacturing?
    Feedback control
  65. Q10
    A manager who is a transactional leader:
    uses punishment and extinction.
  66. Q10
    According to Fiedler's model, when a situation is very unfavorable for a leader, he/she will be more effective if he/she is:
    task-oriented.
  67. Q10
    According to the trait model, which of the following traits of leadership helps managers avoid acting selfishly, control their feelings, and admit when they have made a mistake?
    Maturity
  68. Q10
    Bradley Motors gives assembly-line workers the authority to shut down the production line whenever they believe that there is a quality defect in the production process. Which of the following best describes the situation?
    Empowerment
  69. Q10
    Dan is the marketing head at Blue Bay Resorts for the last seven years. His marketing plans are well formulated and executed. Many colleges in the neighborhood invite Dan for a paper presentation on marketing. In this situation, which of the following types of power suits Dan best?
    Expert power
  70. Q10
    James, the divisional manager at Leo Motors, has to consult with Mark when it comes to the hiring procedures of the company because Mark is a senior human resources manager. Which of the following would best describe the privileges that Mark enjoys?
    Legitimate power
  71. Q10
    Leadership that makes subordinates aware of their jobs' importance to the organization is called:
    transformational leadership.
  72. Q10
    The Pulse, an HR consulting firm, conducts friendly competitions between teams and rewards them with donuts every Friday morning. The main purpose of these games is to promote togetherness in the organization. Which of the following would best describe this effort taken by the management of The Pulse?
    Consideration
  73. Q10
    Which of the following is an example of a tangible reward that managers can give or withhold?
    Choice of job assignments
  74. Q10
    Which of the following is an example of the coercive power of a manager?
    Dismissal of subordinates
  75. Q10
    Which of the following is an example of the legitimate power of a manager?
    Appraisals of subordinates
  76. Q10
    Which of the following types of leadership behavior is similar to "initiating structure" of the behavior model?
    Directive behavior
  77. Q10
    Which type of behavior is a leader portraying when he/she expresses substantial levels of trust toward a subordinate?
    Consideration
  78. Q10
    _____ leadership theories propose that the effectiveness of a leader depends on the situation the leader faces.
    Contingency model

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