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Business Exam




Question;Question 1;1.;Which of the following would be classified as opportunities for an;organization?;government regulation of the organization's;services;highly unionized workers in the organization's;industry;new competitors;stronger demand for the organization's services;economy fluctuations;2 points;Question 2;1.;What are an organization's specialists in law, accounting, and human;resource management commonly called?;profit centers;cost centers;staff members;line members;unit managers;2 points;Question 3;1.;Which of the following is NOT considered an organizational strength?;strong market position;dedicated work force;changing consumer tastes;technical expertise;recognized customer relation management;2 points;Question 4;1.;According to Maslow's model, a set of needs will be a motivator until;which of the following occurs?;The needs are satisfied.;New needs are identified.;The person becomes self-motivated.;A supervisor changes the work.;The needs are replaced by hygiene factors.;2 points;Question 5;1.;Which part of the management of an organization would be MOST involved;with strategic leadership?;the top level of management;the supervisory level of management;the advisory level of management;the auxiliary level of management;all levels of management;2 points;Question 6;1.;When conducting a SWOT analysis of an organization, which question can;help management brainstorm for the weaknesses section of the;analysis?;What external changes present interesting possibilities?;What aspect of the organization's vision can be;altered?;What necessary skills do the organization's;employees currently lack?;What does the organization offer that makes it;stand out from other organizations?;What external economic forces can affect the;organization's bottom line?;2 points;Question 7;1.;Which of the following BEST describes functional strategy?;a strategy for determining the firm's overall;attitude toward growth and the way it will manage its businesses or product;lines;a strategy at the business-unit or product-line;level that focuses on improving a firm's competitive position;a strategy by which managers in specific areas;decide how best to achieve corporate goals through productivity;a strategy that assists first-line managers in;making day-to-day decisions about motivating employees;a strategy that integrates an organization's;marketing goals into a cohesive whole by focusing on the ideal product mix to;achieve maximum profit potential;2 points;Question 8;1.;Recent corporate scandals at firms like Enron have brought increased;attention to what area of leadership?;virtual leadership;ethical leadership;strategic leadership;employee-focused leadership;charismatic leadership;2 points;Question 9;1.;What was a major problem with the trait approach to leadership?;The results were too innovative and thus were not;taken seriously at the time.;The results were too inconsistent and thus not;very practical.;The results were not very inspiring and thus;ignored.;The results were found to be too pessimistic and;thus were dismissed as useless.;The results were too worshipful of certain;leaders and thus were dismissed as irrelevant.;2 points;Question 10;1.;Which of the following BEST describes scientific management?;a theory of motivation holding that job;satisfaction depends on two factors, hygiene and motivation;a theory of motivation holding that people are;motivated to work toward rewards that they want and that they have a;reasonable chance of obtaining;a theory of motivation holding that people;evaluate their treatment by the organization relative to the treatment of;others;a theory of motivation holding that managers;should analyze jobs to find the most efficient methods and use money as a;primary motivator;a theory of motivation that people will work more;productively as long as they receive some kind of attention from management;2 points;Question 11;1.;Michelle has been working at AdCo for five years. The company recently;hired a new college graduate to work in a position very similar to Michelle's;position. In a casual conversation with the new hire, Michelle discovers that;the new employee is making $4,000 more annually than she is. What might;Michelle's reaction be?;Michelle may feel that the psychological contract;has been broken.;Michelle may feel that her job description no;longer applies.;Michelle may feel that her supervisor is not;empathetic.;Michelle may feel that her person-job fit cannot;be improved.;Michelle may feel that she has benefitted from;the Hawthorne effect.;2 points;Question 12;1.;Which factor plays a key role in determining an organization's;structure?;competition and technology;location and life-cycle stage;profitability and leverage;research and development;mission and strategy;2 points;Question 13;1.;What is the Hawthorne effect?;the belief that employees are motivated by money;alone;the conclusion that workers are more productive;if management pays attention to them;the determination that the level of lighting in a;workplace has no effect on productivity;the theory that workers are more productive if;their jobs are analyzed closely;the unspoken agreement between the employee and;the employer;2 points;Question 14;1.;Which of the following is the set of expectations held by employees and;the organization regarding what the employee will contribute and what he or she;will receive?;psychological contract;nondisclosure agreement;job satisfaction;mutual commitment;self expression;2 points;Question 15;1.;Which of the following managers are directly responsible for getting;products from producers to consumers?;human resource managers;public relations managers;information managers;marketing managers;financial managers;2 points;Question 16;1.;Which of the following theories focuses on people evaluating their;treatment by the organization relative to the treatment of others?;equity theory;hierarchy of needs;expectancy theory;goal-setting theory;X and Y theory;2 points;Question 17;1.;What do managers do when the "job" of a firm is broken down;into smaller jobs?;fragment the task;specialize the job;respond to the job;assign the task;control the job;2 points;Question 18;1.;Doreen Madison has been tracking product sales for McCoy Industries. She;notices that sales of surgical supplies have fallen off in the past six months;and she is considering strategies to reverse this trend. This is an example of;what function of the management process?;planning;organizing;leading;controlling;budgeting;2 points;Question 19;1.;Which variable of SWOT analysis identifies changing consumer tastes, hostile;takeover offers, and new government regulations?;threats;opportunities;strategies;internal factors;weaknesses;2 points;Question 20;1.;Which of the following refers to a person's ability to think in the;abstract, to diagnose and analyze different situations, and to see beyond the;present situation?;human relations skills;decision-making skills;conceptual skills;production skills;technical skills;2 points;Question 21;1.;With relatively few layers of managers, what do decentralized;organizations tend to reflect?;tall organizational structure;short organizational structure;flat organizational structure;elliptical organizational structure;triangular organizational structure;2 points;Question 22;1.;Which of the following might you, as a manager, expect to see in an;employee who has a low degree of conscientiousness?;a tendency to be unprepared at meetings;an inability to work in a team setting;a tendency toward mood swings;a high level of comfort with other people;an ability to meet deadlines without fail;2 points;Question 23;1.;Which of the following BEST describes the effects of leadership;neutralizers in an organization?;They tend to make leader behavior ineffective.;They tend to make leaders more charismatic.;They tend to outweigh the need for leader;behavior.;They tend to make managers become effective;leaders.;They tend to make leaders more neutral toward;employees.;2 points;Question 24;1.;Which description identifies the controlling function of the management;process?;guiding and motivating employees to meet;organizational objectives;determining how to arrange a firm's resources;into a coherent structure;scanning the business environment for threats and;opportunities;monitoring a firm's performance to ensure that it;is meeting its goals;determining what an organization needs to do and;how best to get it done;2 points;Question 25;1.;Hewlett-Packard decides to move toward a more centralized structure.;This is an example of which function in the management process?;planning;leading;organizing;controlling;monitoring;2 points;Question 26;1.;Which statement about organizational structure is TRUE?;Decentralized firms tend to have many layers of;management.;As a company gets larger, it tends to adopt a;decentralized structure.;The purpose of centralization is to make a;company more responsive to a changing, complex environment.;In a centralized organization, most;decision-making authority is held by lower-level managers.;Decentralized companies must change to;centralized structures in response to unpredictable environments.;2 points;Question 27;1.;Steve motivates employees by rewarding them with additional vacation;when standards are achieved. This is an example of which function in the;management process?;leading;planning;organizing;marketing;strategizing;2 points;Question 28;1.;Which of the following do organizations need in order to be effective?;more leadership than management;more management than leadership;both leadership and management;either leadership or management;neither leadership nor management;2 points;Question 29;1.;What is the power to make the decisions necessary to complete a task;called?;delegation;specification;authority;responsibility;accountability;2 points;Question 30;1.;What kind of organization becomes more responsive to its environment by;breaking the company into more manageable units?;centralized;decentralized;geographic;process-oriented;brand conscious;2 points;Question 31;1.;Which of the following is an advantage of job specialization?;Workers can develop expertise in their jobs.;Workers will not need to be trained.;Jobs become more interesting.;Workers derive more satisfaction from their jobs.;Jobs do not need to be redefined.;2 points;Question 32;1.;Which would an employee who is productive but refuses to help others or;the organization be lacking in?;organizational citizenship;workplace aggression;performance behavior;personal productivity;self-esteem;2 points;Question 33;1.;If an employee needs to feel that she is a part of a team and yet her;position involves working alone, which of the following may not be right?;the pay scale;the person-job fit;the employee's attitude;the organization's plan;the team structure;2 points;Question 34;1.;All American Burger is a nationwide fast food chain that competes with;McDonald's, Burger King, and Wendy's. Management at All American Burger is;debating whether to have a more centralized or a more decentralized;organizational structure.;Which of the following decisions would likely be made by a centralized;authority?;What are the procedures All American Burger;should use to ensure food safety?;If All American Burger wishes to recruit current;students for entry-level management positions, which colleges and;universities should All American Burger choose?;How should a regional division spend the money in;its advertising budget?;What special menu items should be offered in;order to encourage new customers?;Should marketing focus on bringing in new;customers or taking customers from the competition?;2 points;Question 35;1.;Which of the following is TRUE about corporate culture?;It can direct employees' efforts toward goals.;It is usually determined by outside forces.;It cannot be changed.;It is easy to change.;It rarely affects newcomers in an organization.;2 points;Question 36;1.;In tall organizations, which feature describes the span of control?;short;tall;wide;narrow;vertical;2 points;Question 37;1.;Which of the following is the name for choosing one alternative from;among several options?;decision making;assessment;evaluation;discernment;arbitration;2 points;Question 38;1.;What is MOST useful about Theory X and Theory Y?;They shed light on managers' attitudes toward;employees.;They provide a useful blueprint for taking;action.;They help managers better understand employees.;They accurately depict the attitude of employees;at work.;They support management decisions and plans.;2 points;Question 39;1.;Which of the following works to achieve a more satisfactory fit between;workers and their jobs?;job redesign;team management;MBO;participative management;person-position fitting;2 points;Question 40;1.;Whereas managers focus on plans, results, and goals, what do leaders;focus on?;productivity;profitability;people;sales;organization;2 points;Question 41;1.;In what type of organization is decision-making authority delegated to;levels of management at various points below the top?;centralized;decentralized;point-of-sale;geographic;autocratic;2 points;Question 42;1.;The norms of the engineering group at Acme Incorporated are so strong;that there is nothing the new company leader can do to change things. What does;this illustrate?;leadership charisma;leadership neutralizers;leadership substitutes;leadership mandates;leadership amplifiers;2 points;Question 43;1.;Firms with what structure are structured around departments for each;basic business action?;divisional structure;matrix structure;functional structure;international structure;regional structure;2 points;Question 44;1.;Thomas Corp. has three basic departments: children's books, games, and;toys. What type of structure does the company have?;divisional;matrix;functional;process;global;2 points;Question 45;1.;Which term refers to the specification of jobs to be done within an;organization and the ways in which those jobs relate to one another?;delegation;a mission statement;job specialization;role responsibility;organizational structure;2 points;Question 46;1.;Douglas believes that his employees are self-motivated and;growth-oriented. He is what type of manager?;Theory Y;Theory X;classical;hierarchical;2 points;Question 47;1.;What is the first step in rational decision making?;understanding who will make the decision;recognizing that a decision is necessary;identifying alternatives to the problem;choosing an alternative;implementing the alternative;2 points;Question 48;1.;At Ace Products, three vice presidents report to the CEO, including the;VP for Finance, the VP for Marketing, and the VP for Operations. What type of;structure does Ace Products have?;divisional;matrix;regional;functional;international;2 points;Question 49;1.;Tina is the most productive employee in her department. When her manager;retires, Tina doesn't apply for the job, in spite of her excellent record and;the pay and prestige associated with the job. She believes that the job will go;to someone who has more seniority. Based on expectancy theory, which would;explain why Tina doesn't apply for the job?;the effort-performance issue;the rewards-personal goals issue;the performance-reward issue;her personal goals;her family demands;2 points;Question 50;1.;Camille Graham is a manager who works well with people and makes them;feel excited about their work. What type of skills is she illustrating?;human relations skills;technical skills;accounting skills;conceptual skills;marketing skills


Paper#53869 | Written in 18-Jul-2015

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