View the step-by-step solution to: As one of the key management functions, leading focuses on a

As one of the key management functions, leading focuses on a manager's efforts to: a) communicate with employees. b) motivate the workforce. c) guide employees' efforts. d) stimulate high performance. e) All of the above. Question 6 (2.93 points)Save Question 6Save Globalization is an issue primarily for a) large multinationals. b) stateless corporations. c) all organizations. d) domestic firms with overseas sales. e) small entrepreneurial firms. Question 7 (2.93 points)Save Question 7Save Tactical Managers are often referred to as: a) center management b) middle management c) lower management d) disposable management e) upper-middle management Question 8 (2.93 points)Save Question 8Save When Davis Company advertises its soap products as better than Wilson Company's products, Davis Co. is demonstrating a) competitive aggression. b) competitive pacification. c) benchmarking. d) political action. e) cooptation. Question 9 (2.93 points)Save Question 9Save Fixed costs buyers face if they change suppliers are called: a) change costs b) switching costs c) supply chain management d) supplier costs Question 10 (2.93 points)Save Question 10Save The process of sharing power with employees is called a) empowerment. b) job sharing. c) benchmarking. d) power creation. e) power leveling. Question 11 (2.93 points)Save Question 11Save Strategies that an organization acting on its own uses to change some aspect of its current environment are called: a) flexible processes b) buffering c) independent action d) None of the above is correct. Question 12 (2.93 points)Save Question 12Save Which of the following is NOT a competitor which a department store chain like K-mart must identify and anticipate the actions of? a) Non-store retailers like Avon or Tupperware. b) Firms focusing on smaller, premium markets. c) Wholesale outlets like Sam's or Price Club. d) Companies entering new markets. e) All of the above are potential competitors. Question 13 (2.93 points)Save Question 13Save Leveling normal fluctuations at the boundaries of the environment is called _______________. a) buffering b) smoothing c) flexible processes d) empowerment Question 14 (2.93 points)Save Question 14Save If an organization's culture is internally oriented, flexible, and tends to be based on the values and normed associated with affiliation, it could best be described as a _______ type of culture. a) group culture b) hierarchical culture c) rational culture d) adhocracy Question 15 (2.93 points)Save Question 15Save Groups that operate under a condition known as groupthink a) make risky decisions. b) are overconfident. c) value team spirit. d) All of the above. e) None of the above. Question 16 (2.93 points)Save Question 16Save ____________ is the concept that decision makers cannot be truly rational because decisions are complex and complete information is unavailable. a) Bounded rationality b) Incremental decision making c) Garbage can d) Coalitional decision making e) None of the above are correct. Question 17 (2.93 points)Save Question 17Save Decisions encountered and made before, having objectively correct answers, and solvable by using simple rules, policies, or numerical computations are: a) qualitative decisions. b) programmed decisions. c) non-economic decisions. d) policy options. e) nonprogrammed decisions Question 18 (2.93 points)Save Question 18Save When a solution is specifically designed for a particular problem or set of problems, it is called a) a designer-enhancement. b) dynamic. c) ready-made. d) future-generated. e) None of the above. Question 19 (2.93 points)Save Question 19Save Uncertainty exists when the manager a) faces two conflicting issues. b) knows the risk involved in making the decision. c) has accurate information to make the decision. d) has insufficient information to make the decision. e) none of the above describe uncertainty in decision making. Question 20 (2.93 points)Save Question 20Save In an attempt to make a conflict between two employees less personal and emotional, their manager assigns each of them to approach a problem from different viewpoints. This is an example of using the ____________ approach. a) cognitive conflict b) affective conflict c) devil's advocate d) dialectic approach e) groupthink Question 21 (2.93 points)Save Question 21Save To maximize is to a) realize the largest possible production benefit. b) involve as many people affected by the decision as possible in its design. c) realize the best possible outcome. d) utilize groupthink as individual decisions. e) generate many alternatives for evaluation. Question 22 (2.93 points)Save Question 22Save The targets or ends the manager wants to reach are called: a) goals b) plans c) mission statement d) vision e) None of the above. Question 23 (2.93 points)Save Question 23Save The different types of plans include: a) inconsistent. b) complex. c) standing. d) artificial. e) All of the above. Question 24 (2.93 points)Save Question 24Save Traditionally, strategic planning has emphasized a _______ approach. a) trial-and-error b) top-down c) bottom-up d) consultative e) None of these. Question 25 (2.93 points)Save Question 25Save A strategy that operates a single business and competes in a single industry is called: a) concentration b) vertical integration c) concentric diversification d) conglomerate diversification e) None of the above. Question 26 (2.93 points)Save Question 26Save A "star" on the Boston Consulting Group Matrix represents a company a) with strong market share in a high growth industry. b) with weak market share in a high growth industry. c) with strong market share in a low growth industry. d) with weak market share in a low growth industry. e) that would be divested as soon as possible. Question 27 (2.93 points)Save Question 27Save The Boston Consulting Group Matrix is based on: a) generating profits for the Boston Consulting Group. b) a business' growth rate and relative strength in the market. c) a business' financial success and strength of reputation in the market. d) long-term corporate planning. e) evaluating competitiveness and resource allocation. Question 28 (2.93 points)Save Question 28Save Once alternative goals and plans have been identified, the next step in the formal planning process is a) situational analysis. b) goal and plan evaluation. c) implementation. d) monitor and control. e) None of the above. Question 29 (2.93 points)Save Question 29Save Questions to consider for an understanding of your organization's ethics climate include: a) What do people think is required to succeed? b) Do people think that ethical people "finish last" and that "the bad guys" win? c) Do people think that the company rewards ethical behavior? d) Do people believe that ethical behavior won't be tolerated? e) All of the above. Question 30 (2.93 points)Save Question 30Save Which of the following is the "highest" level of the pyramid of global corporate social responsibility and performance? a) economic responsibility b) legal responsibility c) ethical responsibility d) philanthropic responsibility e) financial responsibility Question 31 (2.93 points)Save Question 31Save Behaving ethically requires not just moral awareness and moral judgment, but also the _________ to take actions consistent with your ethical decisions. a) ability b) enthusiasm c) desire d) courage e) instruction Question 32 (2.93 points)Save Question 32Save Corporate ethics programs commonly include: a) formal ethics code b) ethics committees c) ethics communication systems d) ethics training e) All of the above. Question 33 (2.93 points)Save Question 33Save One of the most visible signs of a corporation's commitment to ethical behavior is its a) attitudes of employees. b) behavioral mores. c) code of ethics. d) discretionary activities. e) strategic volunteerism. Question 34 (2.93 points)Save Question 34Save __________ encourages low energy use, smaller resource quantities, environmentally appropriate production technologies, and precuts with ecofriendly packaging and recyclable materials. a) Coalition building b) Stonewalling c) Ecocentric management d) DFE e) Strategic retreat Question 35 (2.93 points)Save Question 35Save __________ acknowledges the existence of different ethical viewpoints, and uses norms as guidelines. a) Virtue Ethics b) Relativism c) Universalism d) Utilitarianism e) Egoism Question 36 (2.93 points)Save Question 36Save Reasons for utilizing a third-country national include a) they are familiar with the host country culture and language. b) local governments provide incentives for creation of jobs for their own citizens. c) they are familiar with the company's culture. d) they can soften political tensions between parent and host countries. e) None of the above. Question 37 (2.93 points)Save Question 37Save The transnational model of organizational structure consists of a) large low-cost manufacturing facilities located in selected locations with products exported to various subsidiaries. b) subsidiaries located in countries where the company does business with much of the control exercised by the parent company. c) subsidiaries located in countries where the company does business with much of the control exercised by the subsidiaries. d) manufacturing various components at appropriate sites and assembling the components at national subsidiaries. e) None of the above. Question 38 (2.93 points)Save Question 38Save An advantage of joint ventures in the international marketplace is a) the local partner may have a greater knowledge of local consumer tastes and preferences. b) the local partner may have a greater understanding of local business practices and regulations. c) costs of developing the new market are shared with the joint venture partner. d) the risks of entering the new market are shared with the joint venture partner. e) all of the above are advantages of joint ventures. Question 39 (2.93 points)Save Question 39Save The multinational model of organization structure consists of a) large low-cost manufacturing facilities located in selected locations with products exported to various subsidiaries. b) subsidiaries located in countries where the company does business with much of the control exercised by the parent company. c) subsidiaries located in countries where the company does business with much of the control exercised by the subsidiaries. d) manufacturing various components at appropriate sites and assembling the components at national subsidiaries. e) None of the above. Question 40 (2.93 points)Save Question 40Save A disadvantage of licensing is that a) the licensing company may lose control over its technology. b) the licensing company takes on greater political risk. c) the licensing company takes on greater development costs. d) the licensing company realizes higher profit margins. e) all of the above. Question 41 (2.93 points)Save Question 41Save The global strategy that enables managers to "think globally but act locally" is called the: a) international model b) multinational model c) global model d) transnational model e) All of the above Question 42 (2.93 points)Save Question 42Save The greatest disadvantage of operating a wholly owned subsidiary is a) that a loss of technology is likely to occur. b) quality levels are difficult to monitor overseas. c) high costs and risk are associated with this type of operation. d) that overseas consumers are often resentful of foreigners. e) all of the above are disadvantages of wholly owned subsidiaries. Question 43 (2.93 points)Save Question 43Save The "side-street effect" refers to a) an opportunity that is discovered unexpectedly while pursuing some other idea. b) a corporate spin-off not sanctioned by the corporation. c) using corporate resources to pursue personal entrepreneurial activities. d) entrepreneurial ventures that are marginally successful but never experience significant growth. e) None of the above Question 44 (2.93 points)Save Question 44Save Successful entrepreneurs that are decisive, tenacious, disciplined, and who are willing to sacrifice are examples of which characteristic of successful entrepreneurs? a) Leadership b) Commitment and determination c) Opportunity obsession d) Creativity, self-reliance, and ability to adapt e) Motivation to excel Question 45 (2.93 points)Save Question 45Save When creating a new business one should start with a) an untapped market. b) a product. c) a great idea. d) good timing. e) social responsibility. Question 46 (2.93 points)Save Question 46Save A business having fewer than 100 employees, independently owned and operated, not dominant in its field, and not characterized by many innovative practices is a: a) nonprofit opportunity. b) small business. c) global start-up. d) corporation. e) intrapreneurial discovery. Question 47 (2.93 points)Save Question 47Save Which of the following encourages intrapreneurship? a) Bootlegging b) Skunkworks c) Fostering a positive corporate culture d) All of the above. e) None of the above. Question 48 (2.93 points)Save Question 48Save An individual who establishes a new organization without the benefit of corporate sponsorship is a(n): a) entrepreneur. b) intrapreneur. c) stockholder. d) franchiser. e) licsensee. Question 49 (2.93 points)Save Question 49Save Which of the following is NOT an example of a potential opportunity for an entrepreneur? a) technological obsolescence b) demographic changes c) lifestyle and taste changes d) calamities e) government initiatives and rule changes Question 50 (2.93 points)Save Question 50Save Which of these is a disadvantage of the matrix design? a) Decision making is decentralized. b) Resource utilization is inefficient. c) Upper management loses touch with operational levels. d) Jockeying for power over subordinates can arise. e) Dual career ladders exist. Question 51 (2.93 points)Save Question 51Save A matrix organization is a) the same as a functional organization. b) the same as a product organization. c) a hybrid of the functional and product organizations. d) considered out-of-date compared to the organic organization. e) more easily managed than a product organization. Question 52 (2.93 points)Save Question 52Save For the organization, Trade Tools Manufacturing Company, which of these would be considered a staff department? a) Research b) Legal c) Accounting d) Public Relations e) All of the above. Question 53 (2.93 points)Save Question 53Save Perhaps the most important aspect of delegation is a) that authority must accompany responsibility. b) that subordinates not be allowed to "take credit" for what was simply delegated to them. c) that delegation never be "upward". d) allowing the subordinate to work unencumbered by frequent checkpoints. e) all of the above. Question 54 (2.93 points)Save Question 54Save A common problem for a subordinate in carrying out a delegated task is a) being encumbered by frequent checkpoints. b) being given more responsibility than authority. c) having too many details spelled out, effectively eliminating any opportunity for creativity. d) being given more authority than they need. e) None of the above. Question 55 (2.93 points)Save Question 55Save Departmentalization that groups units around products, customers, or geographic regions is called a: a) divisional organization. b) centralized organization. c) matrix organization. d) functional organization. e) virtual organization. Question 56 (2.93 points)Save Question 56Save The board of directors overseeing an organization is responsible for a) selecting the CEO. b) determining the firm's strategic direction. c) assuring ethical and legal conduct. d) reviewing financial performance. e) All of the above Question 57 (2.93 points)Save Question 57Save A type of organization in which top management ensures that there is consensus about the direction in which the business is heading is a: a) network organization. b) mechanistic organization. c) high-involvement organization. d) learning organization. e) functional organization. Question 58 (2.93 points)Save Question 58Save Dr. Kenichi Ohmae points out that any business unit must take into account which of the following? a) the competition b) the customer c) the company itself d) All of the above. e) None of the above. Question 59 (2.93 points)Save Question 59Save A multifaceted process focusing on creating two-way exchanges with customers to foster intimate knowledge of their needs, wants, and buying patterns is: a) customer relationship management. b) total quality management. c) human resources management. d) production control. e) ISO 9000. Question 60 (2.93 points)Save Question 60Save McDonald's and Burger King have production processes that tend to be more standardized and all customers receive similar but not identical products. This is an example of a) large batch technology. b) small batch technology. c) continuous process technology. d) mass customization organization. e) mass production technology. Question 61 (2.93 points)Save Question 61Save Which of the following statements does NOT support Total Quality Management? a) Strive for long-term improvement rather than short-term profit. b) Break down barriers among departments. c) Build long-term relationships instead of awarding business on price tag alone. d) Use numerical quotas. e) All of the above DO support TQM Question 62 (2.93 points)Save Question 62Save Flexible factories are organized around a) people. b) products. c) production lines. d) equipment. e) time. Question 63 (2.93 points)Save Question 63Save Which of the following is NOT one of the Baldrige criteria? a) Human Resource Focus b) Strategic Planning c) Computer/Technology Analysis d) Business Results e) Customer and Market Focus Question 64 (2.93 points)Save Question 64Save With people, which of these can give organizations a competitive advantage? a) being rare b) creating value c) being difficult to imitate d) being organized e) All of the above Question 65 (2.93 points)Save Question 65Save Which of the following acts prohibits discrimination based on race, sex, age, color, national origin, and religion? a) The Fair Labor Standards Act of 1938 b) The Immigration Act of 1990 c) The Equal Pay Act (1963) d) The Americans with Disabilities Act (1990) e) The Civil Rights Act of 1964 Question 66 (2.93 points)Save Question 66Save Selection decisions concern a) developing a pool of applicants. b) which applicant to hire. c) where to place new hires. d) pay levels to achieve. e) determining workers affected by a layoff. Question 67 (2.93 points)Save Question 67Save When managers and executives describe the strategic value of skills and knowledge of employees they use the term a) success. b) effectiveness. c) human capital. d) All of the above. e) None of the above. Question 68 (2.93 points)Save Question 68Save Which of the following is NOT an appropriate guideline to follow when conducting performance appraisals? a) Document the process carefully. b) Allow employees to appeal the results of the appraisal. c) Base performance standards on non-quantifiable standards. d) Communicate performance standards to employees. e) Use more than one rater (if at all possible). Question 69 (2.93 points)Save Question 69Save The use of a neutral third party to resolve a labor dispute is known as: a) right-to-work. b) mediation. c) conciliation. d) arbitration. e) right to work. Question 70 (2.93 points)Save Question 70Save Selection technique that involves asking each applicant the same questions and comparing their responses to a standardized set of answers is a(n): a) structured interview. b) unstructured interview. c) termination interview. d) behavioral description interview. e) job analysis.
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