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Course: MHR 301, Winter 2011

School: Cal Poly Pomona

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ch1 1. 2. A desired future outcome that a firm hopes to achieve is called a goal. True False The planning, organizing, leading, and controlling of resources in order to achieve organizational goals both effectively and efficiently is known as management. True False An organization's people are not considered one of its resources as they are not permanent. True False Management is the process of planning,...

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2. ch1 1. A desired future outcome that a firm hopes to achieve is called a goal. True False The planning, organizing, leading, and controlling of resources in order to achieve organizational goals both effectively and efficiently is known as management. True False An organization's people are not considered one of its resources as they are not permanent. True False Management is the process of planning, organizing, leading and controlling resources in order to make a profit. Therefore, an administrator of a not-for-profit organization is not truly a manager. True False Increase in a firm's effectiveness will increase its performance, but increase in efficiency will have no predictable effect on performance. True False McDonald's developed a fat fryer that decreases the amount of oil used in cooking, and reduced the amount of time to cook fries. This is an example of increased efficiency. True False Effectiveness is a measure of how productively a firm uses its resources to achieve a goal. True False In general, jobs become more interesting the more complex or responsible they are. True False Effective managers are those who choose the right organizational goals to pursue and have the skills to utilize resources efficiently. True False 3. 4. 5. 6. 7. 8. 9. 10. A measure of the appropriateness of goals selected by managers for the organization and the degree to which the organization achieves these goals is known as the effectiveness of the organization. True False 11. The process that managers use to select the goals for the organization is known as organizing. True False 12. An organization's strategy is an outcome of its planning process. True False 13. Grouping people into various departments of a firm is known as organizing. True False 14. An organization's structure determines how the organization's resources can be used to create goods and services. True False 15. The outcome of the controlling function should be the ability to measure the organization's performance accurately. True False 16. Considering the management hierarchy, first-line managers typically report to top managers. True False 17. To perform managerial tasks efficiently and effectively, organizations group their managers by level in hierarchy and by type of skill. True False 18. Managers who supervise first-line managers are typically called middle managers. True False 19. The relative importance of planning, organizing, leading, and controlling differ depending on the level of management that a manager occupies. True False 20. The lower the manager's position in the organization's hierarchy, the less time the manager will spend leading and controlling subordinates. True False 21. The amount of time that managers spend planning and organizing resources decreases as they move towards higher levels in the organization. True False 22. The lower the managers' positions are in the hierarchy, the more time the managers spend leading and controlling first-line managers or nonmanagerial employees. True False 23. On a relative scale, managers spend a considerable amount of time on controlling. True False 24. The ability to distinguish between the cause and effect of a problem within an organization is an important part of the conceptual skills of a manager. True False 25. An organization's top managers need to have more conceptual skills than other managers. True False 26. Human skills can be learned through education and training, but they cannot be developed through work experience. True False 27. Thorough and direct feedback allows managers to develop their human skills. True False 28. The array of technical skills managers need depends on their position in their organizations. True False 29. Departmental skills that create a core competency give an organization a competitive advantage. True False 30. The dramatic change in the tasks and responsibilities of managers can be predominantly attributed to global competition and advances in new information technology (IT). True False 31. Modern information technology has contributed to increases in restructuring and outsourcing in organizations. True False 32. Self-managed teams and empowerment are ways to increase efficiency and effectiveness in an organization. True False 33. In a self-managed team, first-line managers act as coaches or mentors to provide advice and guidance and help teams find new ways to perform their tasks more efficiently. True False 34. Information technology facilitates the use of self-managed teams. True False 35. Responsiveness to customers is one of the building blocks of competitive advantage. True False 36. Companies that have speed and flexibility are agile competitors. True False 37. Pressure to increase performance can be healthy for an organization because it leads managers to question the way the organization is working. True False 38. IT enables individual employees by providing them with more important information and allowing for virtual interactions around the globe by using the Internet. It does not, however, have sufficient impact on self-managed teams. True False 39. Crisis management involves making important choices about how to establish the organizational chain of command and reporting relationships necessary to mobilize a fast response. True False 40. The causes of global crises or disasters fall into three main categories: natural causes, human causes, and international terrorism and geopolitical conflicts. True False 41. The measure of how well (or how productively) an organization uses its resources to achieve a goal is known as: A. effectiveness. B. appropriateness. C. efficiency. D. timeliness. E. appraisal. 42. Burger King developed a fat-fryer machine that reduced the amount of oil used to fry burgers by 30 percent over its current competitors. This is an example of an attempt to improve the organization's: A. effectiveness. B. efficiency. C. planning. D. organizing. E. appropriateness. 43. A manager who chooses inappropriate goals for the organization, but makes good use of the organization's resources in pursuing these goals is said to have: A. low effectiveness/medium efficiency. B. low effectiveness/high efficiency. C. medium effectiveness/low efficiency. D. high effectiveness/high efficiency. E. medium effectiveness/medium efficiency. 44. A manager who chooses the wrong goals for the organization and makes poor use of the organization's resources in pursuing these goals is said to have: A. low effectiveness/low efficiency. B. low effectiveness/medium efficiency. C. medium effectiveness/low efficiency. D. high effectiveness/high efficiency. E. medium effectiveness/medium efficiency. 45. When a manager produces a new product that many customers want to purchase and sells it at a price that is attractive to these customers, this manager is said to have: A. medium efficiency/low effectiveness. B. low efficiency/high effectiveness. C. high efficiency/high effectiveness. D. low efficiency/medium effectiveness. E. medium effectiveness/medium efficiency. 46. When a manager produces a product that customers want, but that is too expensive for them to buy, the manager is said to have: A. low efficiency/low effectiveness. B. low efficiency/high effectiveness. C. high efficiency/high effectiveness. D. low efficiency/medium effectiveness. E. medium effectiveness/medium efficiency. 47. 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: A. efficiency. B. strategy. C. effectiveness. D. conceptual skill. E. restructuring. 48. The people within an organization who are responsible for supervising the organization's use of its resources are known as: A. managers. B. normalisers. C. precisionist. D. strategists. E. restructurers. 49. All of the following are essential managerial functions EXCEPT: A. leading. B. controlling. C. demonstrating. D. planning. E. organizing. 50. In what order do managers typically perform managerial functions? A. Organizing, Planning, Controlling, Leading B. Organizing, Leading, Planning, Controlling C. Planning, Organizing, Leading, Controlling D. Planning, Organizing, Controlling, Leading E. Leading, Organizing, Planning, Controlling 51. Planning involves: A. measuring and monitoring organizational goals. B. evaluating how well the organization has achieved its goals. C. energizing individuals and groups to work together to achieve organizational goals. D. deciding the strategies to adopt to attain organizational goals. E. allowing people to work together to achieve organization goals. 52. The outcome of planning is _____, a cluster of decisions concerning what organizational goals to pursue, what actions to take, and how to use resources to achieve goals. A. turnaround B. control mechanism C. strategy D. restructuring E. empowerment 53. The process that managers use to design a structure of working relationships that allows employees to work together to achieve organizational goals is called: A. planning. B. leading. C. demonstrating. D. controlling. E. organizing. 54. When a manager groups workers into departments based on the tasks that they perform, it is called: A. planning. B. organizing. C. leading. D. demonstrating. E. controlling. 55. A formal system of reporting relationships that coordinates workers so that they work together to attempt to achieve organizational goals is called a(n): A. leading strategy. B. controlling strategy. C. organizational structure. D. low-cost strategy. E. efficiency strategy. 56. Mr. Jake, CEO of Star, Inc. draws a picture of the reporting relationships that will occur under the new management reorganization. This is an example of: A. planning. B. leading. C. organizing. D. executing. E. controlling. 57. Effective leadership depends on the use of: A. power and influence. B. authority and giving orders. C. physical resources. D. structure. E. policies and procedures. 58. Managers motivating and assisting workers to achieve organizational goals is an important aspect of: A. planning. B. leading. C. demonstrating. D. controlling. E. organizing. 59. Jane, who heads the Finance team, monitors the work performance of her team members to determine if the quality of their work is "up to standard." Jane is engaging in which function? A. Planning B. Demonstrating C. Organizing D. Leading E. Controlling 60. _____ managers are often called supervisors. A. First-line B. Middle C. Top D. Interim E. Consultant 61. Which of the following is least likely to be a first-line manager? A. A foreman in an auto assembly plant. B. The manager of tellers in a bank. C. The head of a marketing department. D. A head mechanic in a car dealer's service department. E. The head nurse in the obstetrics department of a hospital. 62. Who is responsible for finding the best way to organize human and other resources to achieve organizational goals? A. First-line manager B. Middle manager C. Top manager D. Executive E. Supervisor 63. Which of the following is NOT a part of the job of a middle manager? A. Deciding how to organize human resources B. Suggesting to top management ways in which goals should be changed C. Developing and fine-tuning skills and know-how within functional areas D. Making decisions about the production of goods/services E. Cross-departmental responsibility 64. When we say that the top managers of an organization are responsible for the performance of all the departments in an organization, this is another way of saying that they have: A. restructuring responsibilities. B. technical responsibilities. C. global responsibilities. D. cross-departmental responsibilities. E. competitive responsibilities. 65. The top managers of an organization devote most of their time to _____ than lower level managers do. A. planning and organizing B. leading and controlling C. controlling and staffing D. staffing and organizing E. motivation and controlling 66. The ability to analyze and diagnose a problem situation and distinguish between cause and effect is a: A. human skill. B. negotiating skill. C. technical skill. D. conceptual skill. E. service skill. 67. Which of the following includes the ability to understand, lead, and control the behavior of other workers? A. Conceptual skill B. Human skill C. Technical skill D. Negotiating skill E. Organizing skill 68. The ability of a worker in the accounting department to prepare the organization's balance sheet is an example of a(n): A. conceptual skill. B. first-line skill. C. human skill. D. technical skill. E. cognitive skill. 69. Which of the following is NOT a reason that organizations often group people of similar technical skills together? A. They can learn from each other. B. It is easier to supervise them. C. It is easer to focus on the bigger picture to identify cause effect relationship. D. It is easier to train the employees. E. The employees can easily become more skilled. 70. The specific set of departmental skills, knowledge, and experience that allows one organization to outperform its competitors is called: A. total quality management B. core competencies C. managerial skill D. competitive advantage E. empowerment 71. TeleTop Corporation is planning to eliminate a few redundant departments and reduce levels in the organizational hierarchy to lower operating costs. This is an example of: A. empowerment B. restructuring C. outsourcing D. controlling E. CRM 72. _____ involves simplifying, shrinking, or downsizing an organization's operations to lower operating costs. A. Streamlining B. Reengineering C. Optimization D. Restructuring E. Reforming 73. Which of the following statements is true regarding restructuring? A. It is significantly different from downsizing. B. It focuses on reducing the number of jobs among first-line managers. C. It can be done by eliminating departments and reducing levels in the hierarchy. D. Restructuring has decreased in recent years on account of modern IT. E. Restructuring reduces efficiency and effectiveness. 74. Which of the following statements is true regarding outsourcing? A. It reduces efficiency. B. It leads to an increase in operating costs. C. It is not widely practiced in the business world. D. It can be used for activities such as manufacturing, marketing, and customer service. E. It takes up money and resources that could be used in more effective ways. 75. _____ involves contracting with another company, usually in a low-cost country abroad, to have it perform a work activity the organization previously performed itself. A. Leasing B. Sub-letting C. Importing D. Exporting E. Outsourcing 76. The process of expanding employees' knowledge, tasks, and responsibility is called: A. empowerment B. restructuring C. outsourcing D. controlling E. job remodeling 77. _____ involves giving employees more authority and responsibility over the way they perform their work activities. A. Empowerment B. Job remodeling C. Task analysis D. Work liberation E. Emancipation 78. A _____ refers to a group of employees who assume collective responsibility for organizing, controlling, and supervising their own work activities. A. quality circle B. self-managed team C. cross-functional team D. project team E. virtual team 79. All of the following statements are true regarding the role of IT in empowering employees, EXCEPT: A. it expands employees' job knowledge. B. it reduces the scope of employees' job responsibilities. C. it allows one employee to perform a task that was previously performed by many employees. D. it increases an employee's autonomy and responsibility. E. it facilitates the use of self-managed teams. 80. The use of information technology in self-managed teams: A. provides team members with real-time information about each others' performance. B. causes poor resource allocation decisions. C. results in the underutilization of a firm's human resources. D. allows first line managers to tell employees how to do their jobs. E. increases the amount of time required to complete a task. 81. When CostCo builds a distribution warehouse so that it can supply products to its stores within a 200mile radius on almost a daily basis, we say that CostCo has achieved: A. empowerment. B. a competitive advantage. C. increased quality. D. increased innovation. E. work liberation. 82. Which of the following is NOT a building block of competitive advantage? A. Efficiency B. Innovation C. Responsiveness to customers D. Quality E. Extremity 83. When workers are organized into quality control teams and are given the responsibility of continuously improving their performance, they are involved in: A. MBO. B. SEC. C. EPA. D. TQM. E. NVE 84. The process of creating new products that customers want is called: A. customer responsiveness. B. TQM. C. strategy formulation. D. innovation. E. restructuring. 85. All the following are true about turnaround management EXCEPT: A. it is the creation of a new vision for a struggling company using a new approach to planning and organizing. B. it involves developing radical new strategies C. it is a complex management task. D. it is done under conditions of certainty. E. it is intended to help a company survive, and eventually prosper. 86. When considering the challenges of managing diversity in the workplace, managers should establish practices that ensure that human resources are treated fairly. Which of the following is NOT one of the types of diversity managers need to be concerned about for legal and ethical reasons? A. Sexual preference B. Personality C. Religion D. Age E. Gender 87. Crisis management involves all of the following EXCEPT: A. creating teams to facilitate rapid communication. B. developing bargaining and negotiating strategies. C. creating teams to facilitate thoughtful decision making. D. establishing the organizational chain of command to mobilize a fast response. E. recruiting and select the right people to lead and work in teams. 88. Discuss the relationship between "efficiency" and "effectiveness" and how they impact the performance of an organization. 89. Explain why college students should study management. Explain how the knowledge of management may benefit fit you personally in your future. 90. Identify and define the essential managerial functions. 91. What is a "strategy"? Give an example of the strategy of a business with which you are familiar. 92. Identify and define the basic levels of management. What is each responsible for? Give an example of each. 93. Explain how and why the amount of time managers spend in the managerial functions varies across the different levels of management. 94. Identify and briefly define the three major types of managerial skills that managers need. 95. Identify and discuss what is meant by the "technical skills" of a manager. Give a practical business example of how managers use these skills in their everyday activities in a particular setting. 96. Briefly explain how restructuring and outsourcing are used to increase organizational efficiency and effectiveness. 97. What is empowerment? What effect is empowerment likely to have on organizations? 98. What are the building blocks of competitive advantage? 99. What are some of the implications of having a diverse workforce? 100.Briefly explain the causes of global crises. ch1 Key 1. (p. 4) A desired future outcome that a firm hopes to achieve is called a goal. TRUE AACSB: Analytic Blooms Taxonomy: Knowledge Difficulty: Easy Jones - Chapter 01 #1 Learning Objective: 01-1 Topic: What Is Management? 2. (p. 4) The planning, organizing, leading, and controlling of resources in order to achieve organizational goals both effectively and efficiently is known as management. TRUE AACSB: Analytic Blooms Taxonomy: Knowledge Difficulty: Easy Jones - Chapter 01 #2 Learning Objective: 01-1 Topic: What Is Management? 3. (p. 4) An organization's people are not considered one of its resources as they are not permanent. FALSE AACSB: Analytic Blooms Taxonomy: Comprehension Difficulty: Moderate Jones - Chapter 01 #3 Learning Objective: 01-1 Topic: What Is Management? 4. (p. 4) Management is the process of planning, organizing, leading and controlling resources in order to make a profit. Therefore, an administrator of a not-for-profit organization is not truly a manager. FALSE AACSB: Analytic Blooms Taxonomy: Comprehension Difficulty: Hard Jones - Chapter 01 #4 Learning Objective: 01-1 Topic: What Is Management? 5. (p. 5) Increase in a firm's effectiveness will increase its performance, but increase in efficiency will have no predictable effect on performance. FALSE AACSB: Analytic Blooms Taxonomy: Comprehension Difficulty: Moderate Jones - Chapter 01 #5 Learning Objective: 01-1 Topic: Achieving High Performance: A Managers Goal 6. (p. 5) McDonald's developed a fat fryer that decreases the amount of oil used in cooking, and reduced the amount of time to cook fries. This is an example of increased efficiency. TRUE AACSB: Reflective Thinking Blooms Taxonomy: Application Difficulty: Hard Jones - Chapter 01 #6 Learning Objective: 01-1 Topic: Achieving High Performance: A Managers Goal 7. (p. 6) Effectiveness is a measure of how productively a firm uses its resources to achieve a goal. FALSE AACSB: Analytic Blooms Taxonomy: Knowledge Difficulty: Easy Jones - Chapter 01 #7 Learning Objective: 01-1 Topic: Achieving High Performance: A Managers Goal 8. (p. 6) In general, jobs become more interesting the more complex or responsible they are. TRUE AACSB: Analytic Blooms Taxonomy: Knowledge Difficulty: Easy Jones - Chapter 01 #8 Learning Objective: 01-1 Topic: Why Study Management? 9. (p. 6) Effective managers are those who choose the right organizational goals to pursue and have the skills to utilize resources efficiently. TRUE AACSB: Analytic Blooms Taxonomy: Knowledge Difficulty: Easy Jones - Chapter 01 #9 Learning Objective: 01-1 Topic: Achieving High Performance: A Managers Goal 10. (p. 6) A measure of the appropriateness of goals selected by managers for the organization and the degree to which the organization achieves these goals is known as the effectiveness of the organization. TRUE AACSB: Analytic Blooms Taxonomy: Knowledge Difficulty: Easy Jones - Chapter 01 #10 Learning Objective: 01-1 Topic: Achieving High Performance: A Managers Goal 11. (p. 8) The process that managers use to select the goals for the organization is known as organizing. FALSE AACSB: Analytic Blooms Taxonomy: Knowledge Difficulty: Easy Jones - Chapter 01 #11 Learning Objective: 01-2 Topic: Planning 12. (p. 9) An organization's strategy is an outcome of its planning process. TRUE AACSB: Analytic Blooms Taxonomy: Knowledge Difficulty: Easy Jones - Chapter 01 #12 Learning Objective: 01-2 Topic: Planning 13. (p. 9) Grouping people into various departments of a firm is known as organizing. TRUE AACSB: Analytic Blooms Taxonomy: Knowledge Difficulty: Easy Jones - Chapter 01 #13 Learning Objective: 01-2 Topic: Organizing 14. (p. 9) An organization's structure determines how the organization's resources can be used to create goods and services. TRUE AACSB: Analytic Blooms Taxonomy: Comprehension Difficulty: Easy Jones - Chapter 01 #14 Learning Objective: 01-2 Topic: Organizing 15. (p. 10) The outcome of the controlling function should be the ability to measure the organization's performance accurately. TRUE AACSB: Analytic Blooms Taxonomy: Comprehension Difficulty: Easy Jones - Chapter 01 #15 Learning Objective: 01-2 Topic: Controlling 16. (p. 11) Considering the management hierarchy, first-line managers typically report to top managers. FALSE AACSB: Analytic Blooms Taxonomy: Knowledge Difficulty: Easy Jones - Chapter 01 #16 Learning Objective: 01-3 Topic: Levels of Management 17. (p. 11) To perform managerial tasks efficiently and effectively, organizations group their managers by level in hierarchy and by type of skill. TRUE AACSB: Analytic Blooms Taxonomy: Knowledge Difficulty: Easy Jones - Chapter 01 #17 Learning Objective: 01-3 Topic: Levels and Skills of Managers 18. (p. 12) Managers who supervise first-line managers are typically called middle managers. TRUE AACSB: Analytic Blooms Taxonomy: Knowledge Difficulty: Easy Jones - Chapter 01 #18 Learning Objective: 01-3 Topic: Levels of Management 19. (p. 13) The relative importance of planning, organizing, leading, and controlling differ depending on the level of management that a manager occupies. TRUE AACSB: Analytic Blooms Taxonomy: Comprehension Difficulty: Easy Jones - Chapter 01 #19 Learning Objective: 01-3 Topic: Levels of Management 20. (p. 13) The lower the manager's position in the organization's hierarchy, the less time the manager will spend leading and controlling subordinates. FALSE AACSB: Analytic Blooms Taxonomy: Comprehension Difficulty: Moderate Jones - Chapter 01 #20 Learning Objective: 01-3 Topic: Levels of Management 21. (p. 13) The amount of time that managers spend planning and organizing resources decreases as they move towards higher levels in the organization. FALSE AACSB: Analytic Blooms Taxonomy: Comprehension Difficulty: Moderate Jones - Chapter 01 #21 Learning Objective: 01-3 Topic: Levels of Management 22. (p. 13) The lower the managers' positions are in the hierarchy, the more time the managers spend leading and controlling first-line managers or nonmanagerial employees. TRUE AACSB: Analytic Blooms Taxonomy: Comprehension Difficulty: Moderate Jones - Chapter 01 #22 Learning Objective: 01-3 Topic: Levels of Management 23. (p. 13) On a relative scale, managers spend a considerable amount of time on controlling. FALSE AACSB: Analytic Blooms Taxonomy: Comprehension Difficulty: Hard Jones - Chapter 01 #23 Learning Objective: 01-3 Topic: Levels of Management 24. (p. 14) The ability to distinguish between the cause and effect of a problem within an organization is an important part of the conceptual skills of a manager. TRUE AACSB: Analytic Blooms Taxonomy: Knowledge Difficulty: Easy Jones - Chapter 01 #24 Learning Objective: 01-4 Topic: Managerial Skills 25. (p. 14) An organization's top managers need to have more conceptual skills than other managers. TRUE AACSB: Analytic Blooms Taxonomy: Comprehension Difficulty: Easy Jones - Chapter 01 #25 Learning Objective: 01-4 Topic: Managerial Skills 26. (p. 14) Human skills can be learned through education and training, but they cannot be developed through work experience. FALSE AACSB: Analytic Blooms Taxonomy: Comprehension Difficulty: Easy Jones - Chapter 01 #26 Learning Objective: 01-4 Topic: Managerial Skills 27. (p. 14) Thorough and direct feedback allows managers to develop their human skills. TRUE AACSB: Analytic Blooms Taxonomy: Comprehension Difficulty: Easy Jones - Chapter 01 #27 Learning Objective: 01-4 Topic: Managerial Skills 28. (p. 15) The array of technical skills managers need depends on their position in their organizations. TRUE AACSB: Analytic Blooms Taxonomy: Comprehension Difficulty: Easy Jones - Chapter 01 #28 Learning Objective: 01-4 Topic: Managerial Skills 29. (p. 16) Departmental skills that create a core competency give an organization a competitive advantage. TRUE AACSB: Analytic Blooms Taxonomy: Knowledge Difficulty: Easy Jones - Chapter 01 #29 Learning Objective: 01-4 Topic: Managerial Skills 30. (p. 16) The dramatic change in the tasks and responsibilities of managers can be predominantly attributed to global competition and advances in new information technology (IT). TRUE AACSB: Analytic Blooms Taxonomy: Knowledge Difficulty: Easy Jones - Chapter 01 #30 Learning Objective: 01-5 Topic: Recent Changes in Management Practices 31. (p. 17) Modern information technology has contributed to increases in restructuring and outsourcing in organizations. TRUE AACSB: Analytic Blooms Taxonomy: Comprehension Difficulty: Moderate Jones - Chapter 01 #31 Learning Objective: 01-5 Topic: Restructuring and Outsourcing 32. (p. 17) Self-managed teams and empowerment are ways to increase efficiency and effectiveness in an organization. TRUE AACSB: Analytic Blooms Taxonomy: Knowledge Difficulty: Moderate Jones - Chapter 01 #32 Learning Objective: 01-5 Topic: Empowerment and Self-Managed Teams 33. (p. 18) In a self-managed team, first-line managers act as coaches or mentors to provide advice and guidance and help teams find new ways to perform their tasks more efficiently. TRUE AACSB: Analytic Blooms Taxonomy: Knowledge Difficulty: Moderate Jones - Chapter 01 #33 Learning Objective: 01-5 Topic: Empowerment and Self-Managed Teams 34. (p. 18) Information technology facilitates the use of self-managed teams. TRUE AACSB: Analytic Blooms Taxonomy: Comprehension Difficulty: Moderate Jones - Chapter 01 #34 Learning Objective: 01-5 Topic: Empowerment and Self-Managed Teams 35. (p. 20) Responsiveness to customers is one of the building blocks of competitive advantage. TRUE AACSB: Analytic Blooms Taxonomy: Comprehension Difficulty: Moderate Jones - Chapter 01 #35 Learning Objective: 01-6 Topic: Building Competitive Advantage 36. (p. 21) Companies that have speed and flexibility are agile competitors. TRUE AACSB: Analytic Blooms Taxonomy: Comprehension Difficulty: Moderate Jones - Chapter 01 #36 Learning Objective: 01-6 Topic: Building Competitive Advantage 37. (p. 23) Pressure to increase performance can be healthy for an organization because it leads managers to question the way the organization is working. TRUE AACSB: Ethical Understanding Blooms Taxonomy: Comprehension Difficulty: Moderate Jones - Chapter 01 #37 Learning Objective: 01-6 Topic: Maintaining Ethical and Socially Responsible Standards 38. (p. 26) IT enables individual employees by providing them with more important information and allowing for virtual interactions around the globe by using the Internet. It does not, however, have sufficient impact on self-managed teams. FALSE AACSB: Use of Information Technology Blooms Taxonomy: Knowledge Difficulty: Easy Jones - Chapter 01 #38 Learning Objective: 01-6 Topic: IT and E-Commerce 39. (p. 27) Crisis management involves making important choices about how to establish the organizational chain of command and reporting relationships necessary to mobilize a fast response. TRUE AACSB: Analytic Blooms Taxonomy: Knowledge Difficulty: Moderate Jones - Chapter 01 #39 Learning Objective: 01-6 Topic: Practicing Global Crisis Management 40. (p. 27) The causes of global crises or disasters fall into three main categories: natural causes, human causes, and international terrorism and geopolitical conflicts. TRUE AACSB: Analytic Blooms Taxonomy: Knowledge Difficulty: Moderate Jones - Chapter 01 #40 Learning Objective: 01-6 Topic: Practicing Global Crisis Management 41. (p. 5) The measure of how well (or how productively) an organization uses its resources to achieve a goal is known as: A. effectiveness. B. appropriateness. C. efficiency. D. timeliness. E. appraisal. AACSB: Analytic Blooms Taxonomy: Knowledge Difficulty: Easy Jones - Chapter 01 #41 Learning Objective: 01-1 Topic: Achieving High Performance: A Managers Goal 42. (p. 5) Burger King developed a fat-fryer machine that reduced the amount of oil used to fry burgers by 30 percent over its current competitors. This is an example of an attempt to improve the organization's: A. effectiveness. B. efficiency. C. planning. D. organizing. E. appropriateness. This machine reduces the use of a resource, cooking oil. Thus, Burger King can produce the same output (burgers) with fewer resources. This meets the definition of efficiency. AACSB: Reflective Thinking Blooms Taxonomy: Application Difficulty: Hard Jones - Chapter 01 #42 Learning Objective: 01-1 Topic: Achieving High Performance: A Managers Goal 43. (p. 5) A manager who chooses inappropriate goals for the organization, but makes good use of the organization's resources in pursuing these goals is said to have: A. low effectiveness/medium efficiency. B. low effectiveness/high efficiency. C. medium effectiveness/low efficiency. D. high effectiveness/high efficiency. E. medium effectiveness/medium efficiency. This scenario fits the definition of low effectiveness and high efficiency (Figure 1.1). AACSB: Reflective Thinking Blooms Taxonomy: Comprehension Difficulty: Hard Jones - Chapter 01 #43 Learning Objective: 01-1 Topic: What Is Management? 44. (p. 5) A manager who chooses the wrong goals for the organization and makes poor use of the organization's resources in pursuing these goals is said to have: A. low effectiveness/low efficiency. B. low effectiveness/medium efficiency. C. medium effectiveness/low efficiency. D. high effectiveness/high efficiency. E. medium effectiveness/medium efficiency. This scenario fits the definition of low effectiveness and low efficiency (Figure 1.1). AACSB: Reflective Thinking Blooms Taxonomy: Comprehension Difficulty: Hard Jones - Chapter 01 #44 Learning Objective: 01-1 Topic: What Is Management? 45. (p. 5) When a manager produces a new product that many customers want to purchase and sells it at a price that is attractive to these customers, this manager is said to have: A. medium efficiency/low effectiveness. B. low efficiency/high effectiveness. C. high efficiency/high effectiveness. D. low efficiency/medium effectiveness. E. medium effectiveness/medium efficiency. This example fits the description of high efficiency and high effectiveness (Figure 1.1). AACSB: Reflective Thinking Blooms Taxonomy: Application Difficulty: Hard Jones - Chapter 01 #45 Learning Objective: 01-1 Topic: What Is Management? 46. (p. 5) When a manager produces a product that customers want, but that is too expensive for them to buy, the manager is said to have: A. low efficiency/low effectiveness. B. low efficiency/high effectiveness. C. high efficiency/high effectiveness. D. low efficiency/medium effectiveness. E. medium effectiveness/medium efficiency. This example fits the description of low efficiency and high effectiveness (Figure 1.1). AACSB: Reflective Thinking Blooms Taxonomy: Application Difficulty: Hard Jones - Chapter 01 #46 Learning Objective: 01-1 Topic: What Is Management? 47. (p. 6) 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: A. efficiency. B. strategy. C. effectiveness. D. conceptual skill. E. restructuring. Organizations are effective when managers choose appropriate goals and then achieve them. Effective managers are those who choose the right organizational goals to pursue and have the skills to utilize resources efficiently. AACSB: Analytic Blooms Taxonomy: Knowledge Difficulty: Easy Jones - Chapter 01 #47 Learning Objective: 01-1 Topic: Achieving High Performance: A Managers Goal 48. (p. 7) The people within an organization who are responsible for supervising the organization's use of its resources are known as: A. managers. B. normalisers. C. precisionist. D. strategists. E. restructurers. The job of management is to help an organization make the best use of its resources to achieve its goals. They do so by performing four essential managerial tasks: planning, organizing, leading, and controlling. AACSB: Analytic Blooms Taxonomy: Knowledge Difficulty: Easy Jones - Chapter 01 #48 Learning Objective: 01-1 Topic: Essential Managerial Tasks 49. (p. 7) All of the following are essential managerial functions EXCEPT: A. leading. B. controlling. C. demonstrating. D. planning. E. organizing. Managers at all levels and in all departmentswhether in small or large companies, for-profit or not-for-profit organizations, or organizations that operate in one country or throughout the world are responsible for performing the four essential managerial tasks of planning, organizing, leading, and controlling. AACSB: Analytic Blooms Taxonomy: Knowledge Difficulty: Easy Jones - Chapter 01 #49 Learning Objective: 01-2 Topic: Essential Managerial Tasks 50. (p. 7) In what order do managers typically perform managerial functions? A. Organizing, Planning, Controlling, Leading B. Organizing, Leading, Planning, Controlling C. Planning, Organizing, Leading, Controlling D. Planning, Organizing, Controlling, Leading E. Leading, Organizing, Controlling Planning, Managerial tasks start with planning where managers identify and select appropriate organizational goals and courses of action; this is then followed by organizing where working relationships are structured so that organizational members work together to achieve organizational goals; leading revolves around encouraging all employees to perform at a high level to help the organization achieve its vision and goals; finally in controlling, the managers evaluate how well an organization has achieved its goals and to take any corrective actions needed to maintain or improve performance. AACSB: Analytic Blooms Taxonomy: Knowledge Difficulty: Easy Jones - Chapter 01 #50 Learning Objective: 01-2 Topic: Essential Managerial Tasks 51. (p. 8) Planning involves: A. measuring and monitoring organizational goals. B. evaluating how well the organization has achieved its goals. C. energizing individuals and groups to work together to achieve organizational goals. D. deciding the strategies to adopt to attain organizational goals. E. allowing people to work together to achieve organization goals. The three steps involved in planning are (1) deciding which goals the organization will pursue, (2) deciding what strategies to adopt to attain those goals, and (3) deciding how to allocate organizational resources to pursue the strategies that attain those goals. AACSB: Analytic Blooms Taxonomy: Knowledge Difficulty: Easy Jones - Chapter 01 #51 Learning Objective: 01-2 Topic: Planning 52. (p. 9) The outcome of planning is _____, a cluster of decisions concerning what organizational goals to pursue, what actions to take, and how to use resources to achieve goals. A. turnaround B. control mechanism C. strategy D. restructuring E. empowerment The outcome of planning is a strategy, a cluster of decisions concerning what organizational goals to pursue, what actions to take, and how to use resources to achieve these goals. AACSB: Analytic Blooms Taxonomy: Knowledge Difficulty: Easy Jones - Chapter 01 #52 Learning Objective: 01-2 Topic: Planning 53. (p. 9) The process that managers use to design a structure of working relationships that allows employees to work together to achieve organizational goals is called: A. planning. B. leading. C. demonstrating. D. controlling. E. organizing. Organizing is structuring working relationships so organizational members interact and cooperate to achieve organizational goals. AACSB: Analytic Blooms Taxonomy: Knowledge Difficulty: Easy Jones - Chapter 01 #53 Learning Objective: 01-2 Topic: Organizing 54. (p. 9) When a manager groups workers into departments based on the tasks that they perform, it is called: A. planning. B. organizing. C. leading. D. demonstrating. E. controlling. Organizing people into departments according to the kinds of job-specific tasks they perform lays out the lines of authority and responsibility among different individuals and groups. AACSB: Analytic Blooms Taxonomy: Knowledge Difficulty: Easy Jones - Chapter 01 #54 Learning Objective: 01-2 Topic: Organizing 55. (p. 9) A formal system of reporting relationships that coordinates workers so that they work together to attempt to achieve organizational goals is called a(n): A. leading strategy. B. controlling strategy. C. organizational structure. D. low-cost strategy. E. efficiency strategy. The outcome of organizing is the creation of an organizational structure, which determines how an organization's resources can be best used to create goods and services. AACSB: Analytic Blooms Taxonomy: Knowledge Difficulty: Easy Jones - Chapter 01 #55 Learning Objective: 01-2 Topic: Organizing 56. (p. 9) Mr. Jake, CEO of Star, Inc. draws a picture of the reporting relationships that will occur under the new management reorganization. This is an example of: A. planning. B. leading. C. organizing. D. executing. E. controlling. Part of the organizing function of management is laying out the lines of authority and responsibility between individuals and groups. Often this is depicted as an organization chart, which gives a picture of these relationships. Mr. Jake is creating such a chart. AACSB: Reflective Thinking Blooms Taxonomy: Application Difficulty: Hard Jones - Chapter 01 #56 Learning Objective: 01-2 Topic: Organizing 57. (p. 10) Effective leadership depends on the use of: A. power and influence. B. authority and giving orders. C. physical resources. D. structure. E. policies and procedures. Leadership involves managers using their power, personality, influence, persuasion, and communication skills to coordinate people and groups so that their activities and efforts are in harmony. AACSB: Group/Individual Dynamics Blooms Taxonomy: Comprehension Difficulty: Moderate Jones - Chapter 01 #57 Learning Objective: 01-2 Topic: Leading 58. (p. 10) Managers motivating and assisting workers to achieve organizational goals is an important aspect of: A. planning. B. leading. C. demonstrating. D. controlling. E. organizing. Leadership revolves around encouraging all employees to perform at a high level to help the organization achieve its vision and goals. This leads to a highly motivated and committed workforce. AACSB: Group/Individual Dynamics Blooms Taxonomy: Comprehension Difficulty: Easy Jones - Chapter 01 #58 Learning Objective: 01-2 Topic: Leading 59. (p. 10) Jane, who heads the Finance team, monitors the work performance of her team members to determine if the quality of their work is "up to standard." Jane is engaging in which function? A. Planning B. Demonstrating C. Organizing D. Leading E. Controlling In controlling, the task of managers is to evaluate how well an organization has achieved its goals and to take any corrective actions needed to maintain or improve performance. AACSB: Reflective Thinking Blooms Taxonomy: Application Difficulty: Moderate Jones - Chapter 01 #59 Learning Objective: 01-2 Topic: Controlling 60. (p. 11) _____ managers are often called supervisors. A. First-line B. Middle C. Top D. Interim E. Consultant First-line managers, often called supervisors, are responsible for the daily supervision of the nonmanagerial employees who perform many of the specific activities necessary to produce goods and services. AACSB: Analytic Blooms Taxonomy: Knowledge Difficulty: Easy Jones - Chapter 01 #60 Learning Objective: 01-3 Topic: Levels of Management 61. (p. 11) Which of the following is least likely to be a first-line manager? A. A foreman in an auto assembly plant. B. The manager of tellers in a bank. C. The head of a marketing department. D. A head mechanic in a car dealer's service department. E. The head nurse in the obstetrics department of a hospital. First-line managers are responsible for the daily supervision of the nonmanagerial employees who perform many of the specific activities necessary to produce goods and services. First-line managers work in all departments or functions of an organization. AACSB: Analytic Blooms Taxonomy: Comprehension Difficulty: Moderate Jones - Chapter 01 #61 Learning Objective: 01-3 Topic: Levels of Management 62. (p. 12) Who is responsible for finding the best way to organize human and other resources to achieve organizational goals? A. First-line manager B. Middle manager C. Top manager D. Executive E. Supervisor Middle managers find ways to help first-line managers and nonmanagerial employees better utilize resources to reduce manufacturing costs or improve customer service. AACSB: Analytic Blooms Taxonomy: Comprehension Difficulty: Moderate Jones - Chapter 01 #62 Learning Objective: 01-3 Topic: Levels of Management 63. (p. 12) Which of the following is NOT a part of the job of a middle manager? A. Deciding how to organize human resources B. Suggesting to top management ways in which goals should be changed C. Developing and fine-tuning skills and know-how within functional areas D. Making decisions about the production of goods/services E. Cross-departmental responsibility Middle managers are responsible for finding the best way to organize human and other resources to achieve organizational goals. A major part of the middle manager's job is developing and fine-tuning skills and know-how, such as manufacturing or marketing expertise, that allow the organization to be efficient and effective. AACSB: Analytic Blooms Taxonomy: Comprehension Difficulty: Moderate Jones - Chapter 01 #63 Learning Objective: 01-3 Topic: Levels of Management 64. (p. 12) When we say that the top managers of an organization are responsible for the performance of all the departments in an organization, this is another way of saying that they have: A. restructuring responsibilities. B. technical responsibilities. C. global responsibilities. D. cross-departmental responsibilities. E. competitive responsibilities. Top managers decide how the different departments should interact; they monitor how well middle managers in each department utilize resources to achieve goals. AACSB: Analytic Blooms Taxonomy: Knowledge Difficulty: Easy Jones - Chapter 01 #64 Learning Objective: 01-3 Topic: Levels of Management 65. (p. 13) The top managers of an organization devote most of their time to _____ than lower level managers do. A. planning and organizing B. leading and controlling C. controlling and staffing D. staffing and organizing E. motivation and controlling The amount of time that managers spend planning and organizing resources to maintain and improve organizational performance increases as they ascend the hierarchy (Figure 1.4). Top managers devote most of their time to planning and organizing, the tasks so crucial to determining an organization's long-term performance. AACSB: Analytic Blooms Taxonomy: Comprehension Difficulty: Easy Jones - Chapter 01 #65 Learning Objective: 01-3 Topic: Levels of Management 66. (p. 14) The ability to analyze and diagnose a problem situation and distinguish between cause and effect is a: A. human skill. B. negotiating skill. C. technical skill. D. conceptual skill. E. service skill. Conceptual skills are demonstrated in the ability to analyze and diagnose a situation and to distinguish between cause and effect. Top managers require the best conceptual skills because their primary responsibilities are planning and organizing. AACSB: Analytic Blooms Taxonomy: Knowledge Difficulty: Easy Jones - Chapter 01 #66 Learning Objective: 01-4 Topic: Managerial Skills 67. (p. 14) Which of the following includes the ability to understand, lead, and control the behavior of other workers? A. Conceptual skill B. Human skill C. Technical skill D. Negotiating skill E. Organizing skill Human skills include the ability to understand, alter, lead, and control the behavior of other individuals and groups. The ability to communicate, to coordinate, and to motivate people, and to mold individuals into a cohesive team, distinguishes effective from ineffective managers. AACSB: Analytic Blooms Taxonomy: Knowledge Difficulty: Easy Jones - Chapter 01 #67 Learning Objective: 01-4 Topic: Managerial Skills 68. (p. 14) The ability of a worker in the accounting department to prepare the organization's balance sheet is an example of a(n): A. conceptual skill. B. first-line skill. C. human skill. D. technical skill. E. cognitive skill. Technical skills are the job-specific skills required to perform a particular type of work or occupation at a high level. AACSB: Reflective Thinking Blooms Taxonomy: Application Difficulty: Moderate Jones - Chapter 01 #68 Learning Objective: 01-4 Topic: Managerial Skills 69. (p. 15) Which of the following is NOT a reason that organizations often group people of similar technical skills together? A. They can learn from each other. B. It is easier to supervise them. C. It is easer to focus on the bigger picture to identify cause effect relationship. D. It is easier to train the employees. E. The employees can easily become more skilled. Managers are grouped into different departments because a major part of a manager's responsibility is to monitor, train, and supervise employees so that their job-specific skills and expertise increase. AACSB: Analytic Blooms Taxonomy: Comprehension Difficulty: Moderate Jones - Chapter 01 #69 Learning Objective: 01-4 Topic: Managerial Skills 70. (p. 16) The specific set of departmental skills, knowledge, and experience that allows one organization to outperform its competitors is called: A. total quality management B. core competencies C. managerial skill D. competitive advantage E. empowerment Core competency refers to the specific set of departmental skills, knowledge, and experience that allows one organization to outperform another. AACSB: Analytic Blooms Taxonomy: Knowledge Difficulty: Easy Jones - Chapter 01 #70 Learning Objective: 01-4 Topic: Managerial Skills 71. (p. 17) TeleTop Corporation is planning to eliminate a few redundant departments and reduce levels in the organizational hierarchy to lower operating costs. This is an example of: A. empowerment B. restructuring C. outsourcing D. controlling E. CRM Restructuring involves simplifying, shrinking, or downsizing an organization's operations to lower operating costs. AACSB: Reflective Thinking Blooms Taxonomy: Comprehension Difficulty: Moderate Jones - Chapter 01 #71 Learning Objective: 01-5 Topic: Restructuring and Outsourcing 72. (p. 17) _____ involves simplifying, shrinking, or downsizing an organization's operations to lower operating costs. A. Streamlining B. Reengineering C. Optimization D. Restructuring E. Reforming Restructuring can be done by eliminating departments and reducing levels in the hierarchy, both of which result in the loss of large numbers of jobs of top, middle, or first-line managers and nonmanagerial employees. AACSB: Analytic Blooms Taxonomy: Knowledge Difficulty: Easy Jones - Chapter 01 #72 Learning Objective: 01-5 Topic: Restructuring and Outsourcing 73. (p. 17) Which of the following statements is true regarding restructuring? A. It is significantly different from downsizing. B. It focuses on reducing the number of jobs among first-line managers. C. It can be done by eliminating departments and reducing levels in the hierarchy. D. Restructuring has decreased in recent years on account of modern IT. E. Restructuring reduces efficiency and effectiveness. Restructuring involves simplifying, shrinking, or downsizing an organization's operations to lower operating costs. It can be done by eliminating departments and reducing levels in the hierarchy, both of which result in the loss of large numbers of jobs of top, middle, or first-line managers and nonmanagerial employees. AACSB: Analytic Blooms Taxonomy: Comprehension Difficulty: Moderate Jones - Chapter 01 #73 Learning Objective: 01-5 Topic: Restructuring and Outsourcing 74. (p. 17) Which of the following statements is true regarding outsourcing? A. It reduces efficiency. B. It leads to an increase in operating costs. C. It is not widely practiced in the business world. D. It can be used for activities such as manufacturing, marketing, and customer service. E. It takes up money and resources that could be used in more effective ways. Outsourcing increases efficiency because it lowers operating costs, freeing up money and resources that can be used in more effective ways. AACSB: Analytic Blooms Taxonomy: Comprehension Difficulty: Moderate Jones - Chapter 01 #74 Learning Objective: 01-5 Topic: Restructuring and Outsourcing 75. (p. 17) _____ involves contracting with another company, usually in a low-cost country abroad, to have it perform a work activity the organization previously performed itself. A. Leasing B. Sub-letting C. Importing D. Exporting E. Outsourcing Outsourcing increases efficiency because it lowers operating costs, freeing up money and resources that can be used in more effective ways. AACSB: Analytic Blooms Taxonomy: Knowledge Difficulty: Easy Jones - Chapter 01 #75 Learning Objective: 01-5 Topic: Restructuring and Outsourcing 76. (p. 17) The process of expanding employees' knowledge, tasks, and responsibility is called: A. empowerment B. restructuring C. outsourcing D. controlling E. job remodeling Empowerment is a management technique that involves giving employees more authority and responsibility over the way they perform their work activities. AACSB: Analytic Blooms Taxonomy: Knowledge Difficulty: Easy Jones - Chapter 01 #76 Learning Objective: 01-5 Topic: Empowerment and Self-Managed Teams 77. (p. 17-18) _____ involves giving employees more authority and responsibility over the way they perform their work activities. A. Empowerment B. Job remodeling C. Task analysis D. Work liberation E. Emancipation Empowerment is the expansion of employees' knowledge, tasks, and decision-making responsibilities. AACSB: Analytic Blooms Taxonomy: Knowledge Difficulty: Easy Jones - Chapter 01 #77 Learning Objective: 01-5 Topic: Empowerment and Self-Managed Teams 78. (p. 18) A _____ refers to a group of employees who assume collective responsibility for organizing, controlling, and supervising their own work activities. A. quality circle B. self-managed team C. cross-functional team D. project team E. virtual team A self-managed team can often find ways to accomplish a task more quickly and efficiently. AACSB: Analytic Blooms Taxonomy: Knowledge Difficulty: Easy Jones - Chapter 01 #78 Learning Objective: 01-5 Topic: Empowerment and Self-Managed Teams 79. (p. 18) All of the following statements are true regarding the role of IT in empowering employees, EXCEPT: A. it expands employees' job knowledge. B. it reduces the scope of employees' job responsibilities. C. it allows one employee to perform a task that was previously performed by many employees. D. it increases an employee's autonomy and responsibility. E. it facilitates the use of self-managed teams. Information technology is being increasingly used to empower employees because it expands employees' job knowledge and increases the scope of their job responsibilities. AACSB: Analytic Blooms Taxonomy: Comprehension Difficulty: Moderate Jones - Chapter 01 #79 Learning Objective: 01-5 Topic: Empowerment and Self-Managed Teams 80. (p. 18) The use of information technology in self-managed teams: A. provides team members with real-time information about each others' performance. B. causes poor resource allocation decisions. C. results in the underutilization of a firm's human resources. D. allows first line managers to tell employees how to do their jobs. E. increases the amount of time required to complete a task. Using information technology designed to provide team members with real-time information about each member's performance, a self-managed team can often find ways to accomplish a task more quickly and efficiently. AACSB: Analytic Blooms Taxonomy: Comprehension Difficulty: Moderate Jones - Chapter 01 #80 Learning Objective: 01-5 Topic: Empowerment and Self-Managed Teams 81. (p. 19) When CostCo builds a distribution warehouse so that it can supply products to its stores within a 200mile radius on almost a daily basis, we say that CostCo has achieved: A. empowerment. B. a competitive advantage. C. increased quality. D. increased innovation. E. work liberation. Competitive advantage is the ability of one organization to outperform other organizations because it produces desired goods or services more efficiently. In this case, CostCo's distribution network, which can make product available in stores much quicker than its competitors, is a competitive advantage. AACSB: Reflective Thinking Blooms Taxonomy: Application Difficulty: Hard Jones - Chapter 01 #81 Learning Objective: 01-6 Topic: Building Competitive Advantage 82. (p. 20) Which of the following is NOT a building block of competitive advantage? A. Efficiency B. Innovation C. Responsiveness to customers D. Quality E. Extremity The four building blocks of competitive advantage are superior efficiency; quality; speed, flexibility, and innovation; and responsiveness to customers. AACSB: Analytic Blooms Taxonomy: Knowledge Difficulty: Easy Jones - Chapter 01 #82 Learning Objective: 01-6 Topic: Building Competitive Advantage 83. (p. 20) When workers are organized into quality control teams and are given the responsibility of continuously improving their performance, they are involved in: A. MBO. B. SEC. C. EPA. D. TQM. E. NVE Employees involved in TQM are often organized into quality control teams and are responsible for finding new and better ways to perform their jobs. AACSB: Analytic Blooms Taxonomy: Knowledge Difficulty: Easy Jones - Chapter 01 #83 Learning Objective: 01-6 Topic: Building Competitive Advantage 84. (p. 21) The process of creating new products that customers want is called: A. customer responsiveness. B. TQM. C. strategy formulation. D. innovation. E. restructuring. Innovation is the process of creating new or improved goods and services or developing better ways to produce or provide them. AACSB: Analytic Blooms Taxonomy: Knowledge Difficulty: Easy Jones - Chapter 01 #84 Learning Objective: 01-6 Topic: Building Competitive Advantage 85. (p. 22) All the following are true about turnaround management EXCEPT: A. it is the creation of a new vision for a struggling company using a new approach to planning and organizing. B. it involves developing radical new strategies C. it is a complex management task. D. it is done under conditions of certainty. E. it is intended to help a company survive, and eventually prosper. Turnaround management is the creation of a new vision for a struggling company using a new approach to planning and organizing to make better use of a company's resources to allow it to survive, and eventually prosper. It is a particularly difficult and complex management task because it is done under conditions of great uncertainty. AACSB: Analytic Blooms Taxonomy: Comprehension Difficulty: Moderate Jones - Chapter 01 #85 Learning Objective: 01-6 Topic: Building Competitive Advantage 86. (p. 25) When considering the challenges of managing diversity in the workplace, managers should establish practices that ensure that human resources are treated fairly. Which of the following is NOT one of the types of diversity managers need to be concerned about for legal and ethical reasons? A. Sexual preference B. Personality C. Religion D. Age E. Gender A major challenge for managers everywhere is to recognize the ethical need and legal requirement to treat human resources in a fair and equitable manner. Today the age, gender, race, ethnicity, religion, sexual preference, and socioeconomic makeup of the workforce present new challenges for managers. AACSB: Ethical Understanding Blooms Taxonomy: Comprehension Difficulty: Moderate Jones - Chapter 01 #86 Learning Objective: 01-6 Topic: Managing a Diverse Workforce 87. (p. 27) Crisis management involves all of the following EXCEPT: A. creating teams to facilitate rapid communication. B. developing bargaining and negotiating strategies. C. creating teams to facilitate thoughtful decision making. D. establishing the organizational chain of command to mobilize a fast response. E. recruiting and select the right people to lead and work in teams. Crisis management involves making important choices about how to (1) create teams to facilitate rapid decision making and communication, (2) establish the organizational chain of command and reporting relationships necessary to mobilize a fast response, (3) recruit and select the right people to lead and work in such teams, and (4) develop bargaining and negotiating strategies to manage the conflicts that arise whenever people and groups have different interests and objectives. AACSB: Analytic Blooms Taxonomy: Comprehension Difficulty: Moderate Jones - Chapter 01 #87 Learning Objective: 01-6 Topic: Practicing Global Crisis Management 88. (p. 5-6) Discuss the relationship between "efficiency" and "effectiveness" and how they impact the performance of an organization. Efficiency is the measure of how well the organization uses its resources to achieve its goals. Effectiveness is a measure of the "appropriateness" of the goals selected for the particular organization and the degree to which the organization achieves these goals. Organizational performance should increase in direct proportion to increases in both efficiency and effectiveness. AACSB: Analytic Blooms Taxonomy: Knowledge Difficulty: Moderate Jones - Chapter 01 #88 Learning Objective: 01-1 Topic: Achieving High Performance: A Managers Goal 89. (p. 6) Explain why college students should study management. Explain how the knowledge of management may benefit fit you personally in your future. (1) Managers control organizations, which control resources and contribute to the good of society; (2) Even if a person does not become a manager, it is likely they will need to work with managers, teams, and coworkers, and studying management helps people do this; (3) Studying management can make a person more competitive for good jobs and more promotable within organizations. AACSB: Analytic Blooms Taxonomy: Knowledge Difficulty: Moderate Jones - Chapter 01 #89 Learning Objective: 01-1 Topic: Why Study Management? 90. (p. 7-10) Identify and define the essential managerial functions. The four functions are planning, organizing, leading and controlling. Planning involves identifying and selecting appropriate goals. Organizing involves structuring working relationships so organizational members work together to achieve organizational goals. Leading involves articulating a clear vision and energizing and enabling organizational members so that they understand the part they play in achieving organizational goals. Controlling involves evaluating how well an organization is achieving its goals and taking action to maintain or improve performance. AACSB: Analytic Blooms Taxonomy: Knowledge Difficulty: Moderate Jones - Chapter 01 #90 Learning Objective: 01-2 Topic: Essential Managerial Tasks 91. (p. 8-9) What is a "strategy"? Give an example of the strategy of a business with which you are familiar. A strategy is a cluster of decisions concerning what organizational goals to pursue, what actions to take, and how to use resources to achieve goals. A low-cost strategy is a way of obtaining customers by making decisions that allow an organization to produce goods or services more cheaply than its competitors so that it can charge lower prices than they do. This is the strategy adopted by Dell Computers which focuses on providing inexpensive computers by using low-cost components and selling directly to customers. AACSB: Analytic Blooms Taxonomy: Comprehension Difficulty: Moderate Jones - Chapter 01 #91 Learning Objective: 01-2 Topic: Planning 92. (p. 11-12) Identify and define the basic levels of management. What is each responsible for? Give an example of each. Organizations normally have three levels of management: first-line managers, middle managers, and top managers. First-line managers are responsible for the daily supervision of non-managerial employees. An example of a first-line manager includes the supervisor of a work team in the manufacturing department of a car plant. Middle managers supervise first-line managers and find the best way to use resources to achieve goals. The principal of school is an example of a middle manager. Top managers establish organizational goals, decide how departments should interact, and monitor the performance of middle managers. A chief executive office (CEO) is an example of a top manager. AACSB: Analytic Blooms Taxonomy: Knowledge Difficulty: Moderate Jones - Chapter 01 #92 Learning Objective: 01-3 Topic: Levels of Management 93. (p. 13) Explain how and why the amount of time managers spend in the managerial functions varies across the different levels of management. The relative importance of planning, organizing, leading, and controlling to any particular manager depends on the manager's position in the managerial hierarchy. The amount of time managers spend planning and organizing resources to maintain and improve organizational performance increases as they ascend the hierarchy. Top managers devote most of their time to planning and organizing, the tasks so crucial to determining an organization's long-term performance. The lower that managers' positions are in the hierarchy, the more time the managers spend leading and controlling first-line managers or nonmanagerial employees. Refer Figure 1.4 for the relative amount of time that managers spend on managerial tasks. AACSB: Analytic Blooms Taxonomy: Comprehension Difficulty: Moderate Jones - Chapter 01 #93 Learning Objective: 01-3 Topic: Levels of Management 94. (p. 14) Identify and briefly define the three major types of managerial skills that managers need. Conceptual skills refer to the ability to analyze and diagnose a situation and to distinguish between cause and effect. Human skills refer to the ability to understand, alter, lead, and control the behavior of other individuals and groups. Technical skills refer to the job-specific knowledge and techniques required to perform an organizational role. AACSB: Analytic Blooms Taxonomy: Knowledge Difficulty: Moderate Jones - Chapter 01 #94 Learning Objective: 01-4 Topic: Managerial Skills 95. (p. 14-15) Identify and discuss what is meant by the "technical skills" of a manager. Give a practical business example of how managers use these skills in their everyday activities in a particular setting. Technical skills are the knowledge and techniques needed to perform an organizational role that are also needed for managers to supervise those roles effectively. Managers need a range of technical skills to be effective. The array of technical skills managers need depends on their position in their organizations. The manager of a restaurant, for example, may need cooking skills to fill in for an absent cook, accounting and bookkeeping skills to keep track of receipts and costs and to administer the payroll, and aesthetic skills to keep the restaurant looking attractive for customers. AACSB: Analytic Blooms Taxonomy: Comprehension Difficulty: Moderate Jones - Chapter 01 #95 Learning Objective: 01-4 Topic: Managerial Skills 96. (p. 17) Briefly explain how restructuring and outsourcing are used to increase organizational efficiency and effectiveness. Restructuring involves simplifying, shrinking, or downsizing an organization's operations to lower operating costs. It can be done by eliminating departments and reducing levels in the hierarchy, both of which result in the loss of large numbers of jobs of top, middle, or first-line managers and nonmanagerial employees. Outsourcing involves contracting with another company, usually in a low-cost country abroad, to have it perform a work activity the organization previously performed itself, such as manufacturing, marketing, or customer service. Outsourcing increases efficiency because it lowers operating costs, freeing up money and resources that can be used in more effective waysfor example, to develop new products. AACSB: Analytic Blooms Taxonomy: Comprehension Difficulty: Moderate Jones - Chapter 01 #96 Learning Objective: 01-5 Topic: Restructuring and Outsourcing 97. (p. 17-18) What is empowerment? What effect is empowerment likely to have on organizations? Empowerment is the expansion of employees' knowledge, tasks, and decision-making responsibilities. It involves giving employees more authority and responsibility over the way they perform their work activities. Empowered organizations are likely to be more productive, innovative, and quality oriented. AACSB: Analytic Blooms Taxonomy: Knowledge Difficulty: Moderate Jones - Chapter 01 #97 Learning Objective: 01-5 Topic: Empowerment and Self-Managed Teams 98. (p. 20-22) What are the building blocks of competitive advantage? The four building blocks of competitive advantage are superior efficiency; quality; speed, flexibility, and innovation; and responsiveness to customers. Organizations increase their efficiency when they reduce the quantity of resources they use to produce goods or services. A major thrust to improving quality has been the introduction of total quality management (TQM) techniques. Quality control teams and are responsible for finding new and better ways to perform jobs and must also monitor and evaluate the quality of goods produced. Speed refers to how fast organizations can bring new products to market while flexibility refers to how easily they can change the way they perform their activities to respond to the actions of their competitors. Managing innovation and creating a work setting that encourage risk taking is important. Organizations compete for customers with their products and services, so training employees to be responsive to customers' needs is vital for all organizations, but particularly for service organizations. AACSB: Analytic Blooms Taxonomy: Comprehension Difficulty: Moderate Jones - Chapter 01 #98 Learning Objective: 01-6 Topic: Building Competitive Advantage 99. (p. 25) What are some of the implications of having a diverse workforce? Today the age, gender, race, ethnicity, religion, sexual preference, and socioeconomic makeup of the workforce present new challenges for managers. To create a highly trained and motivated workforce, as well as to avoid major class-action lawsuits, managers must establish human resource management (HRM) procedures and practices that are legal, are fair, and do not discriminate against any organizational members. To motivate and take advantage of the talents of a diverse workforce, organizations must make promotion opportunities available to all employees, including women and minorities. Managers must recognize the performance-enhancing possibilities of a diverse workforce, such as the ability to take advantage of the skills and experiences of different kinds of people. AACSB: Analytic Blooms Taxonomy: Comprehension Difficulty: Moderate Jones - Chapter 01 #99 Learning Objective: 01-6 Topic: Managing a Diverse Workforce 100. (p. 27) Briefly explain the causes of global crises. The causes of global crises or disasters fall into three main categories: natural causes, human causes, and international terrorism and geopolitical conflicts. Crises that arise because of natural causes include the hurricanes, tsunamis, earthquakes, famines, and diseases. Human-made crises are the result of factors such as global warming, pollution, and the destruction of the natural habitat or environment. Increasing geopolitical tensions have upset the balance of world power as different countries and geographic regions attempt to protect their own economic and political interests. The rise of global terrorism and terrorist groups is to a large degree the result of changing political, social, and economic conditions that have made it easier for extremists to influence whole countries and cultures. AACSB: Analytic Blooms Taxonomy: Comprehension Difficulty: Moderate Jones - Chapter 01 #100 Learning Objective: 01-6 Topic: Practicing Global Crisis Management ch1 Summary Category AACSB: Analytic AACSB: Ethical Understanding AACSB: Group/Individual Dynamics AACSB: Reflective Thinking AACSB: Use of Information Technology Blooms Taxonomy: Application Blooms Taxonomy: Comprehension Blooms Taxonomy: Knowledge Difficulty: Easy Difficulty: Hard Difficulty: Moderate Jones - Chapter 01 Learning Objective: 01-1 Learning Objective: 01-2 Learning Objective: 01-3 Learning Objective: 01-4 Learning Objective: 01-5 Learning Objective: 01-6 Topic: Achieving High Performance: A Managers Goal Topic: Building Competitive Advantage Topic: Controlling Topic: Empowerment and Self-Managed Teams Topic: Essential Managerial Tasks Topic: IT and E-Commerce Topic: Leading Topic: Levels and Skills of Managers Topic: Levels of Management Topic: Maintaining Ethical and Socially Responsible Standards Topic: Managerial Skills Topic: Managing a Diverse Workforce Topic: Organizing Topic: Planning Topic: Practicing Global Crisis Management Topic: Recent Changes in Management Practices Topic: Restructuring and Outsourcing Topic: What Is Management? Topic: Why Study Management? # of Questions 84 2 2 11 1 8 43 49 48 10 42 100 20 18 16 13 17 16 9 8 2 9 4 1 2 1 15 1 13 2 6 5 4 1 7 8 2
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