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1. You are the new human resource manager and wanted to walk the ground

to observe and learn the organization's culture. Which is the most likely aspect of a company's cultures you may gather? A) Core values B) Espoused values C) Organisational norms D) Visible culture 2. What type of management skills involves the manager's ability to identify and resolve problems for the benefit of the organization and everyone concerned? A) Conceptual and decision skills B) Technical and engineering skills C) Resourceful and responsive skills D) Interpersonal and communication skills 3. Which of the following is NOT a strategy for managing stakeholders A) Confrontation B) Damage Control C) Accommodation D) Reactive strategy 4. The management process that helps managers set objectives for the future and map out the activities and means that will make it possible to achieve those objectives is: A) Goal setting B) Controlling C) Organizing D) Planning 5. Which of the following Formal planning process involves programmatic actions triggered by unforeseen circumstances intended actions will be carried out. A) Proactive planning B) Formal planning C) Resource planning D) Opportunistic planning Page 4 of 10 6. The Management of Bravo Company were discussing which type of effective integration effort of the various organizational subunits can be used to better accomplish corporate-wide business objectives. What type of strategic action plan criteria are they adopting? A) Collaborative B) Congruency C) Synergy D) Proactivity 7. PESTLE Analysis is used in which step of the strategic management process? A) Analyzing the internal and external environments B) Formulating strategy C) Implementing strategy D) Evaluating strategy 8. Which of the following is NOT an intangible resource of a firm? A) Technology patents B) Firm's reputation C) Human Capital D) Equipment 9. A common strategic plan tool for corporate diversification which classifies the portfolio mix according to relative market share and market growth is: A) Boston Consulting Group's Growth-Matrix B) Functional-unit Matrix C) Business-unit Matrix D) Diversification Matrix 10. According to the BCG Matrix, a business unit that is High in market share and High in market growth is a: A) Star B) Dog C) Question mark D) Cow Page 5 of 10 11. Which of the following is NOT an example of standard measures of strategic success: A) Profits B) Sales/market share growth C) Growth in corporate assets D) Increased competitive threats 12. What type of social practice requires businesses to determine what is right or wrong and to make ethical decisions and engage in ethical business activities? A) Social responsibility B) Social responsiveness C) Social retribution D) Social revelation 13. The last step of the strategic management process is to: A) Analyse external and internal environments B) Access strategic outcomes C) Implement strategies. D) Formulate strategies. 14. Which of the following is NOT a common organizational control? A) Compensation and Benefits. B) Discipline. C) Focus on qualifications D) Manage By Objective. 15. Which of the following is NOT true of the SWOT analysis? A) SWOT stands for strengths, weaknesses, opportunities, and threats. B) Strengths and weaknesses are found in the internal analysis of the firm. C) The SWOT analysis tells the firm what strategies to pursue. D) The objective is to analyze factors from both inside and outside the organisation that may influence success. Page 6 of 10 16. Small spans of control A) Are usually associated with flatter organizational structures. B) May yield tall vertical structures that have too many levels of management separating front-line employees from top executives. C) Mean more responsibility is pushed to lower levels. D) Are generally seen in well-managed companies such as General Electric and NuCor. 17. Which of the following is NOT a significant purpose of planning: A) Planning increases risks by forcing managers to look ahead B) Planning is important and serves many significant purposes. C) Planning gives direction to managers and non-managers of an organisation. D) Planning minimises waste and redundancy. 18. Which type or organization where decision-making authority is at the top of the organization hierarchy and activities can be coordinated consistently across diverse units or departments. A) Decentralised B) Centralised C) Flexible D) Matrix 19. Which ethical approach proposes that decisions should be made on the basis of what is good for the greatest number of people? A) Individualism approach B) Justice approach C) Rights approach D) Utilitarianism approach 20. Which activity would best reflect a manager engaging in the organizing function? A) Directing traffic B) Delegating tasks C) Distributing rewards D) Deleting data Page 7 of 10 21. Which diversification strategy focuses on expanding the firm by creating or acquiring new businesses that are related to the firm's core business? A) Concentration Strategy B) Concentric Strategy C) Conglomerate strategy D) Integration Strategy 22. Which of the following is NOT a factor in organizational design? A) Environmental turbulence B) Technology C) Organization size D) Organizational growth 23. The type of decision making process adopted by an Autocratic Leader is characterized by: A) Absolute freedom by team members B) Adhoc freedom by team members C) No freedom by team members D) Shared freedom by team members 24. Which of the following is NOT included as a management skill for successful leadership A) Delegation skills B) Influence skills C) Motivational skills D) Public speaking skills 25. Which of the following is not one of the power bases identified by French and Ravin? A) Expert B) Coercive C) Military D) Reward Page 8 of 10 26. Which of the following is the most appropriate managing for competitive advantage definition of Service? A) The introduction of new goods and services. The product itself & but how it is delivered B) The speed and dependability with which an organization delivers what customers want C) Fast and timely execution, response, and delivery of results. D) Keeping costs low to achieve profits and be able to offer prices that are attractive to consumers. 27. Which level of Management is responsible for the daily operations of the firm? A) Tactical Managers B) Day-works Managers C) Operational Managers D) Planning Managers 28. What is the objective of feed forward control? A) Ensure that the final results comply with the expected standard. B) Ensure that the right directions are set, based on learning from past projects. C) Ensure that as problems are solved during the project, the lessons learnt are applied to other parts of the project immediately. D) Ensure that the staff does not have too much freedom. 29. Which of the following is NOT considered one of the four management functions? A) Planning B) Leading C) Controlling D) Promoting 30. According to Mintzberg, when managers act as monitor and spokesman, what role are they performing? A) Decision making role B) Disseminator role C) Informational role D) Interpersonal role Page 9 of 10 31. The third stage of decision making involves evaluating alternative solutions using a set of decision criteria. Which decision criterion is based on people's feelings and occurs when people who are affected by a decision agrees with what is to be done? A) Decision acceptance B) Decision feasibility C) Decision reliability D) Decision quality 32. In goal planning, people are best motivated with objectives that are: A) Specific and Memorable B) Specific and Manageable C) Specific and Measurable D) Specific and Mechanical 33. According to Michael Porter's five forces model, which threat influence can be minimised with barriers to entry such as high capital requirements, government regulations, and strong brand identification in the market? A) Threat of substitutes B) Threat of supplier power C) Threat of customer power D) Threat of new entrants 34. If John reports to a project manager and his functional head of department, this violates the concept of : A) Regimental control B) Decentralized C) Unity in diversity D) Unity of command 35. Decision-making authority that is pushed to lower levels in the organization is associated with which type of structure? A) Centralization B) Decentralization C) Span of control D) Unity of command Page 10 of 10 36. Which organization focuses on change and flexibility, emphasizing horizontal relationships that involve teams, departments, divisions, and provisions to coordinate the lateral units? A) Boundaryless B) Matrix C) Mechanistic D) Organic 37. Which of the following statement is TRUE concerning leaders and managers? A) Not all leaders are managers; all managers are leaders B) Not all leaders are managers; not all managers are leaders. C) All managers are leaders; all leaders are not managers D) All managers are leaders; all leaders are managers 38. Leadership style where the leader avoids making decisions and that results in low satisfaction and low performance is: A) Autocratic B) Democratic. C) Laissez-faire. D) Personal. 39. Which of the following represents types of typical teams in any organisation? A) Self managed teams, project teams, virtuoso teams, parallel teams. B) Specialist teams, project teams, reality teams, single member teams. C) Self managed teams, project teams, virtual teams, parallel teams. D) Splinter member teams, project teams, directive teams, parallel teams. 40. What type of management approach recognizes that different organizations require different ways of managing and that the organization recognizes and responds to situational variables as they arise? A) Systems approach B) Classical approach C) Behavioural approach D) Contingency approach 

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1. You are the new human resource manager and wanted to walk the ground to observe and learn the organization's culture. Which is the most likely
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