Introduction to Management Spring, Course Code 44453 Assignment Test 1, Chapters 1 - 3

Introduction to Management Spring, Course Code 44453 Assignment Test 1, Chapters 1 - 3

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Question # 00708461 Subject Business Topic General Business Tutorials: 1
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1.

1.00 point

Frontline managers often have titles such as supervisor or sales manager.

True

False

2.

1.00 point

The need for interpersonal and communication skills fades as a manager moves from the lower levels of an organization into the upper management arena.

True

False

Interpersonal skills are important throughout your career, at every level of management.

3.

1.00 point

Being a manager is more like being the conductor of an orchestra than playing an instrument in it.

True

False

At the beginning of your career, your contribution to your employer depends on your own performance; that's all you're responsible for. But on becoming a manager, you are responsible for the whole group, as a conductor is responsible for the entire orchestra.

4.

1.00 point

Which of the following is one of the key elements that make the current business landscape different from the past?

Cost competitiveness

Collaboration across organizational boundaries

Quality

Diversity

Speed

5.

1.00 point

_________ is the set of practices aimed at discovering and harnessing an organization's intellectual resources—fully utilizing the intellects of the organization's people.

Knowledge management

Communication management

Collaboration

Service management

Innovation

6.

1.00 point

Managing your costs and keeping them down requires being

fast.

efficient.

mindful of high service requirements.

collaborative.

effective.

Managing your costs and keeping them down requires being efficient: accomplishing your goals by using your resources wisely and minimizing waste.

7.

1.00 point

The key management functions include

marketing, finance, accounting and production.

hiring, training, appraising and firing.

planning, operations, labor and contracting.

planning, leading, controlling and organizing.

marketing, management, finance and accounting.

8.

1.00 point

_______ involves monitoring performance and making necessary changes.

Controlling

Organizing

Planning

Leading

Budgeting

9.

1.00 point

Managers responsible for supervising the operations of an organization are referred to as

strategic managers.

supervisory managers.

operational managers.

tactical managers.

functional managers.

10.

1.00 point

Titles such as foreman, sales manager, shift manager, or supervisor typically belong to managers at what level?

Operational

Tactical

Top

Middle

Strategic

Front level or operational managers often have titles such as supervisor or sales manager and are lower-level managers who supervise the operations of the organization.

11.

1.00 point

Which of the following represent skills that managers need?

Technical, interpersonal & communication and conceptual & decision

Professional, technical, and interpersonal & communication

Interpersonal & communication, conceptual & decision, and professional

Professional, technical, and conceptual & decision

Conceptual & decision, professional and technical

Critical management skills include technical skills, interpersonal and communication skills, and conceptual and decision skills.

12.

1.00 point

Using a particular software program at an expert level, compilation of an accounting statement, and writing advertising copy are all examples of which type of skill?

Quantitative

Technical

Conceptual

Professional

Interpersonal

A technical skill is the ability to perform a specialized task that involves a certain method or process such as using computers, compiling an accounting statement and writing advertising copy.

13.

1.00 point

Top management at Sunset Studios, Inc. recognized a lack of employee enthusiasm about the new website. In fact there was a fair amount of infighting and blame around whom was responsible for the layout, given the entire firm considered itself to be tops in design and production. Sammy Sunset got the team together and engaged them in a lively discussion to determine how to change the website so that it reflected more of Sunset Studios' unique design ability. As the meeting wound down, each team member volunteered to take on a part of the project to fix the site. The ability to identify this problem and resolve it is an effective use of __________ skills.

negotiation

technical

informational

professional

conceptual and decision

As managers acquire greater responsibility, they must exercise their conceptual and decision skills with increasing frequency. In this example, Sammy identified the problem of a poorly designed website and lots of blaming, and resolved the issues with a lively discussion, ending with team members volunteering to resolve the problems with the site.

14.

1.00 point

Toward the end of the industrial revolution, bureaucracy emerged as a formal discipline.

True

False

Toward the end of the industrial revolution, management emerged as a formal discipline

15.

1.00 point

In the context of the human relations approach to management, Abraham Maslow argued that people try to satisfy their lower-level needs and then progress upward to the higher-level needs.

True

False

16.

1.00 point

In the context of contemporary approaches to management, many aspects of a management decision cannot be expressed through mathematical symbols and formulas.

True

False

Many aspects of a management decision cannot be expressed through mathematical symbols and formulas.

17.

1.00 point

Understanding contingencies helps a manager know which sets of circumstances dictate which management actions.

True

False

Situational characteristics are called contingencies. Understanding contingencies helps a manager know which sets of circumstances dictate which management actions.

18.

1.00 point

In the context of classical approaches to management, _____ believed bureaucratic structures can eliminate the variability that results when managers in the same organization have different skills, experiences, and goals.

Lillian Gilbreth

Henri Fayol

Mary Follett

Max Weber

Peter Drucker

Weber believed bureaucratic structures can eliminate the variability that results when managers in the same organization have different skills, experiences, and goals.

19.

1.00 point

Which of the following is a drawback of the bureaucratic approach to management?

Management decisions were unsystematic.

Some people did not perform their best with excessive rules and regulations.

The approach emphasized only money as a worker incentive.

Production tasks were reduced to machine-like movements that led to boredom.

The approach did not help managers deal with competitors and government regulations.

Organizations or departments that need rapid decision making and flexibility may suffer under a bureaucratic approach. Some people may not perform their best with excessive bureaucratic rules and procedures.

20.

1.00 point

Which of the following is one of Henri Fayol’s 14 principles of management?

Adaptation

Qualifications

Rules and controls

Scalar chain

Ownership

An explicit and broad framework for administrative management emerged in 1916, when Henri Fayol, a French mining engineer and executive, published a book summarizing his management experiences. Fayol identified five functions and 14 principles of management. The 14 principles of management are: division of work, authority, discipline, unity of command, unity of direction, subordination of individual interest to the general interest, remuneration, centralization, scalar chain, order, equity, stability and tenure of personnel, initiative, and esprit de corps.

21.

1.00 point

The _____ were a series of experiments conducted from 1924 to 1932 to investigate the influence of physical working conditions on workers’ productivity and efficiency.

Forming-Storming Model

Hawthorne Studies

Johari Window

Michigan Leadership Studies

Hierarchy of Needs

Western Electric Company, a manufacturer of communications equipment, hired a team of Harvard researchers led by Elton Mayo and Fritz Roethlisberger. They were to investigate the influence of physical working conditions on workers’ productivity and efficiency in one of the company’s factories outside Chicago. This research project, known as the Hawthorne Studies, provided some of the most interesting and controversial results in the history of management. The Hawthorne Studies were a series of experiments conducted from 1924 to 1932.

22.

1.00 point

In the context of classical approaches to management, which of the following is a principle of the human relations approach?

Management should cooperate with workers to ensure that jobs match plans.

Social needs have precedence over economic needs.

Wasteful movements can be identified and removed to increase productivity.

Scientific methods should be applied to analyze work.

Management is a profession and can be taught.

Human relations proponents argued that managers should stress primarily employee welfare, motivation, and communication. They believed social needs had precedence over economic needs.

23.

1.00 point

Which of the following is true of Abraham Maslow’s contribution to the field of human relations?

He advocated the application of scientific methods to analyze work.

He was concerned with meeting the explosive growth in demand brought about by the industrial revolution.

He concluded that management decisions were unsystematic.

He emphasized maintenance of inventories to meet consumer demand.

He suggested that humans have five levels of needs.

Another noted contributor to the field of human relations was Abraham Maslow. In 1943 Maslow suggested that humans have five levels of needs.

24.

1.00 point

According to Abraham Maslow, the most advanced human need is for:

esteem.

love or belonging.

safety.

the body.

self-actualization.

Another noted contributor to the field of human relations was Abraham Maslow. In 1943 Maslow suggested that humans have five levels of needs. The most basic needs are the physical needs for food, water, and shelter; the most advanced need is for self-actualization, or personal fulfillment.

25.

1.00 point

In the context of classical approaches to management, critics believed that one result of the _____ approach—a belief that a happy worker was a productive worker—was too simplistic.

administrative management

bureacratic

human relations

scientific management

systematic management

Critics believed that one result of human relations—a belief that a happy worker was a productive worker—was too simplistic.

26.

1.00 point

Which of the following is a contemporary approach to management?

Quantitative management

Human relations

Administrative management

Systematic management

Scientific management

The contemporary approaches to management include sociotechnical systems theory, quantitative management, organizational behavior, and systems theory.

27.

1.00 point

In the context of contemporary approaches to management, the use of _____ has been limited because many aspects of a management decision cannot be expressed through mathematical symbols and formulas.

organizational behavior

quantitative management

human relations

administrative management

systematic management

Several explanations account for the limited use of quantitative management. Many managers have not been trained in using these techniques. Also, many aspects of a management decision cannot be expressed through mathematical symbols and formulas. Finally, many of the decisions managers face are nonroutine and unpredictable.

28.

1.00 point

_____ is a contemporary management approach that studies and identifies management activities that promote employee effectiveness by examining the complex and dynamic nature of individual, group, and organizational processes.

Systems theory

Contingency perspective

Sociotechnical systems theory

Organizational behavior

Quantitative management

Organizational behavior is a contemporary management approach that studies and identifies management activities that promote employee effectiveness by examining the complex and dynamic nature of individual, group, and organizational processes.

29.

1.00 point

_____, a major organizational behaviorist, recommended greater autonomy and better jobs for workers.

Chris Argyris

Douglas McGregor

Rensis Likert

Michael Porter

Jim Collins

A major organizational behaviorist includes Chris Argyris, who recommended greater autonomy and better jobs for workers.

30.

1.00 point

In the context of the systems theory, human resources, capital, and raw material are examples of _____.

inputs

outputs

control systems

contingencies

economies

Organizations are open systems, dependent on inputs from the outside world, such as raw materials, human resources, and capital.

31.

1.00 point

In the context of the systems theory, understanding _____ helps a manager know which sets of circumstances dictate which management actions.

economies

contingencies

physical needs

inputs

outputs

Contingencies are factors that determine the appropriateness of managerial actions. Understanding contingencies helps a manager know which sets of circumstances dictate which management actions.

32.

1.00 point

_____, written by Gary Hamel, was selected by Amazon.com as the best business book of 2007.

The Future of Management

Good to Great

Managing Across Borders: The Transnational Solution

In Search of Excellence

The Fifth Dimension: The Art and Practice of the Learning Organization

Gary Hamel’s most recent book, The Future of Management, was selected by Amazon.com as the best business book of 2007.

33.

1.00 point

When an industry matures, profits drop.

True

False

When an industry matures and growth slows, profits drop.

34.

1.00 point

Buffering is a method for adapting the technical core to changes in the environment.

True

False

Flexible processes are methods for adapting the technical core to changes in the environment.

35.

1.00 point

Organizations that are affected by, and that affect, their environment are called:

oligopolies.

ecologies.

open systems.

matrix organizations.

pyramids.

Organizations are open systems—that is, they are affected by and in turn affect their external environments.

36.

1.00 point

Margaret Pane, a new manager at The Royal Deli, has been asked to focus on the competitive environment of the organization. Which of these factors is among those that Margaret Pane should focus on?

Demographics

Suppliers

Technology

Social factors

Government policies

The competitive environment is composed of the firm and its rivals, suppliers, customers (buyers), new entrants, and substitute or complementary products.

37.

1.00 point

The main difference between a final consumer and an intermediate consumer is that the final consumer:

is not as flexible as an intermediate consumer.

uses products himself.

purchases more than intermediate consumers.

pays cash.

does not have any bargaining power.

Intermediate consumers buy raw materials or wholesale products and then sell to final consumers. Final consumers use the products themselves.

38.

1.00 point

Wealth and Wealth Bank utilizes the janitorial services of Rob's Scrub-All to keep their buildings clean. Rob's provides all the necessary cleaning supplies, training, background security checks (since the crew works after hours) and all other associated expenses. The other available janitorial services do not typically provide security checks and a client such as a bank would have to hire guards to watch the work of the janitors. This expense effectively limits the bank to utilizing only Rob's services. Which of the following does this illustrate?

High employment costs

Complementary products

High switching costs

Favorable quality status

Unfavorable supplier status

Switching costs are fixed costs buyers face if they change suppliers. In this case, the bank would have to have a permanent security guard, a fixed cost, should it decide to switch from Rob’s Scrub-All to another cleaning service.

39.

1.00 point

_____ refers to searching for information that is unavailable to most people and sorting through that information to interpret what is important.

Data classification

Competitive skimming

Knowledge browsing

Environmental scanning

Information foraging

Environmental scanning includes searching for information that is unavailable to most people and sorting through that information to interpret what is important.

40.

1.00 point

_____ are approaches that an organization acting on its own uses to change some aspect of its current environment.

Benchmarking procedures

Flexible processes

Buffering techniques

Independent strategies

Forecasting methods

Independent strategies are strategies that an organization acting on its own uses to change some aspect of its current environment.

41.

1.00 point

Meatorganics announced that it was selling off its pork division in order to realign itself more competitively in the marketing of its other products. This is an example of managing the task environment through:

acquisition.

merger.

divestiture.

diversification.

domain selection.

Divestiture occurs when a company sells one or more businesses.

42.

1.00 point

_____ is an organization’s conscious efforts to change the boundaries of its task environment.

Flexible process

Cooperative strategy

Public relations

Independent action

Strategic maneuvering

Strategic maneuvering is an organization’s conscious efforts to change the boundaries of its task environment.

43.

1.00 point

_____ are companies that continuously change the boundaries for their task environments by seeking new products and markets, diversifying and merging, or acquiring new enterprises.

Divergers

Prospectors

Transformers

Wanderers

Defenders

Prospectors are companies that continuously change the boundaries for their task environments by seeking new products and markets, diversifying and merging, or acquiring new enterprises.

44.

1.00 point

_____ are companies that stay within a stable product domain as a strategic maneuver.

Defenders

Convergers

Accommodators

Protectors

Sponsors

Defenders are companies that stay within a stable product domain as a strategic maneuver

45.

1.00 point

If an organization's culture is externally oriented and focused on control with its primary objectives as productivity, planning and efficiency, it could best be described as a _____ culture.

values-oriented

rational

group

adhocracy

hierarchical

Rational cultures are externally oriented and focused on control. This type of culture’s primary objectives are productivity, planning, and efficiency.

46.

1.00 point

The four key elements that make the current business environment different from the past include globalization, technological change, the importance of knowledge and ideas and collaboration across organizational boundaries.

True

False

Management is a challenge requiring constant adaptation to new circumstances. The four key elements that make the current business landscape different from the past: globalization, technological change, the importance of knowledge and ideas, and collaboration across organizational "boundaries."

47.

1.00 point

Knowledge management is a set of practices aimed at discovering and harnessing the competition's intellectual resources.

True

False

48.

1.00 point

The key to company success is how much the industry in which it operates will affect society or how much it will grow.

True

False

The key to understanding the success of a company is the competitive advantage held by a particular company and how well it can sustain that advantage.

49.

1.00 point

Innovation is the introduction of new goods and services.

True

False

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