Chapter 1 Introduction to Management and Organizations
A MANAGERS DILEMMA
1. Todays managers are just as likely to be women as they are men. (True; moderate; p. 4) 2. Management affects employee morale but not a companys financial per
Chapter 2 Management Yesterday and Today
HISTORICAL BACKGROUND OF MANAGEMENT
1. According to Adam Smith, division of labor was an important concept. (True; easy; p. 28) 2. The division of labor is also referred to by the term job spec
Case Study #2
Made by:-Anass Khelloufi
1-Introduction & Modeling.
2-Finding & Report.
3-Potential Application in the Moroccan Context.
1-Introduction & Modeling:
Yeager National Bank i
Youness El Gharbi
March 6, 2015
Process Chart: Reception of a
At Al Akhawayn University, in order for students to receive their transcript they should
follow many steps that sometimes involves interacting with mo
El Gharbi Younes
January 27, 2015
Productivity in Morocco
Productivity isnt everything, but in the long run it is almost
everything. A countrys ability to improve its standard of living over
time depends almost entirely on its ability
Chapter 12 Human Resource Management
WHY HUMAN RESOURCE MANAGEMENT IS IMPORTANT
1. High-performance work practices are those that lead to high individual and high organizational performance. (True; moderate; p. 323) 2. High-performanc
Chapter 10 Organizational Structure and Design
DEFINING ORGANIZATIONAL STRUCTURE
1. Organizational design is the organizations formal framework by which job tasks are divided, grouped, and coordinated. (False; difficult; p. 266) 2. Or
Chapter 15 Understanding Groups and Teams
1. Formal groups are primarily social in nature. (False; easy; p. 424) 2. Command groups, cross-functional teams, self-managed teams, and task forces are all examples of i
Chapter 8 Strategic Management
THE IMPORTANCE OF STRATEGIC MANAGEMENT
1. Strategic management is the set of managerial decisions and actions that determines the short-term performance of an organization. (False; moderate; p. 208) 2. S
Chapter 7 Foundations of Planning
WHAT IS PLANNING?
1. Planning is concerned with how objectives are to be accomplished, not what is to be accomplished. (False; easy; p. 184) 2. If a manager refuses to write anything down or share his
Chapter 6 Decision Making: The Essence of the Managers Job
THE DECISION-MAKING PROCESS
1. Problem identification is purely objective. (False; moderate; p. 157) 2. The second step in the decision-making process is identifying a problem
Chapter 5 Social Responsibility and Managerial Ethics
WHAT IS SOCIAL RESPONSIBILITY?
1. The classical view of organizational social responsibility is that managements only social
responsibility is to maximize profits.
Structure and Design
Arranging and structuring work to accomplish an
The formal arrangement of jobs within an
Chapter 4 Managing in a Global Environment
WHATS YOUR GLOBAL PERSPECTIVE?
1. Americans tend to suffer from parochialism.
(True; moderate; p. 91; AACSB: Globalizations)
2. A drawback of the geocentric perspective is that it is inflexib
Chapter 3 Organizational Culture and Environment: The Constraints
THE MANAGER: OMNIPOTENT OR SYMBOLIC?
1. In the symbolic view of management, managers are seen as directly responsible for an organizations success or failure. (False; e