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BCOR 370 > Exam 1 practice questions > Flashcards

Exam 1 practice questions Flashcards

1
Q

Technical skills are the most important skill set for a Top Manager.

A

False

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2
Q

“Positive Psychology” explores ways to help people recognize their positive traits or strengths, and nurture them to their full potential.

A

True

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3
Q

Effective managers must balance the people-focused and technical sides of their jobs.

A

True

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4
Q

Middle managers set the organization’s direction and make decisions that impact everyone.

A

False

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5
Q

Leading is the process of monitoring activities, measuring results and comparing them with goals, and correcting performance when necessary.

A

False

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6
Q

___________ is the process of setting goals for the future, designing appropriate strategies, and deciding on the actions and resources needed to achieve success.

A

Planning

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7
Q

_____________ is the ability to diagnose situations and predict patterns of behaviors, which result in better decision-making.

A

Critical thinking

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8
Q

What are the 3 Ps

A

Planet
Profit
People

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9
Q

________ is using the smallest amount of resources to achieve the greatest output.

A

efficiency

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10
Q

The people-focused side of a manager’s duties are often described as:

A

the “art” of management

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11
Q

The four basic management functions include:

A

planning, organizing, leading, controlling

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12
Q

One goal of the _____________ approach to management is to create, build, and continuously nurture trust among customers, employees, and communities.

A

sustaining

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13
Q

An organization’s self-defined commitment to the health and well-being of the local and global community beyond its legal obligation is its:

A

corporate social responsibility

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14
Q

Working through employee conflict, conducting efforts during a crisis, interpreting and responding to internal and external change is an example of which of the following decisional roles?

A

Disturbance handler

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15
Q

The process of orchestrating people, actions, resources, and decisions to achieve goals is:

A

organizing

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16
Q

___________ managers tend to engage in decisions involving setting employee schedules, hiring and promoting staff, and changing processes to improve daily tasks and actions, while _______ managers tend to engage in decisions involving establishing partnerships, approve significant purchases, and approving strategic plans.

A

First-line, Top

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17
Q

The beliefs that shape employee and organizational behaviors and are intended to be timeless may be described as an organization’s:

A

values

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18
Q

The most __________ process to build the company’s website might be to hire a friend that designs websites on the weekends, while the most _______ process to launch the company’s website might be to hire a professional design firm that will also help make sure the website is recognized by search engines, such as Google, Yahoo!, and Bing.

A

Efficient, effective

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19
Q

Which of the following managerial skills involve the ability to think through complex systems and problems?

A

Conceptual skills

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20
Q

____________ roles require managers to make judgments and decisions based on available information and analysis of the situation.

A

Decisional

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21
Q

Negative entropy is the loss of social and market-based energy leading to the decline of a system.

A

False

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22
Q

The quantitative approach to management involves applying subjective methods to enhance decision making.

A

False

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23
Q

A Gantt Progress Chart provides managers with immediate visual feedback as to when a project is behind schedule and requires corrective action.

A

True

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24
Q

The Hawthorne Studies, conducted between 1924 and 1932, seemingly verified that

A
  • Employees are motivated by more than money
  • Group dynamics have an impact on worker morale and performance
  • Managers encouraged to treat workers as people and to approach groups informally, thereby increasing productivity
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25
Q

Power dynamics in groups is most apparent in situations involving conflict.

A

True

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26
Q

According to Theory Y, managers have power over employees.

A

False

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27
Q

In 1776, Adam Smith published The Wealth of Nations, which argued that ______________ could increase production by having workers specialize on a task.

A

division of labor

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28
Q

A form of organization marked by division of labor, managerial hierarchy, rules and regulations, and impersonality is known as which of the following?

A

Bureaucracy

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29
Q

A combination of setting performance standards, selecting the best worker for the job, and building good relations between managers and employees is called:

A

a task-management system

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30
Q

Lillian Gilbreth studied the perceptions, emotions, and thoughts of managers, and how these affected work and employees. This work made her a pioneer in the field of:

A

human resource management

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31
Q

One of the primary philosophies of the quality movement is the ongoing effort to improve a process, method, service, or product. This is called:

A

continuous improvement

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32
Q

According to Mary Parker Follett, which of the following stages of conflict resolution was ideal?

A

Integration

33
Q

The management theory that states that different organizations, situations, and contexts require different approaches is known as:

A

contingency theory

34
Q

A kind of equilibrium in which organizations are effective and efficient when managers control and influence people’s behaviors by modifying their motives is a:

A

cooperative system

35
Q

A(n) _________ system has the power to change and be changed by external and internal forces.

A

open

36
Q

When workers focus on completing a limited number of tasks, it is referred to as:

A

specialization

37
Q

A disadvantage to this type of management is that managers and employees feel entitled to their jobs regardless of job performance.

A

Career orientation

38
Q

The theorist who used time studies to search for new ways to improve performance through a scientific, quantitative approach was:

A

Frederick W. Taylor

39
Q

Which of the following is an example of a quality program?

A
  • Six Sigma
  • Lean manufacturing
  • Total Quality Management
40
Q

_______________ is a negative view of the worker that states that people do not like to work; therefore, workers need to be coerced, told what to do, and intimidated.

A

Theory X

41
Q

The difference between an inflow or outflow goal and sum of flow is known as a discrepancy.

A

True

42
Q

The “Growth and Underinvestment” systems archetype occurs when managers reduce
resource allocation to increase profits temporarily or to avoid risk, with the unintended
consequence of losing its equilibrium in the marketplace.

A

True

43
Q

The “Escalation” systems archetype occurs when two efforts compete for the same resources, and the more successful effort today gets more support, regardless of future potential of the

A

False

44
Q

The two basic components of a system are stocks and flows.

A

True

45
Q

A balancing loop encourages and amplifies change that increases or decreases a stock.

A

False

46
Q

Underinvestment is just as risky as overinvestment if an organization is to maintain its equilibrium in the marketplace.

A

True

47
Q

The “Tragedy of the Commons” systems archetype occurs when:

A

Individuals use a common limited resource purely for their own gain

48
Q

A(n) ______________ approach involves looking at an organization as a whole, as a set of
interrelated parts, and understanding how these parts influence each other.

A

systems

49
Q

A _______________ encourages and amplifies change that increases or decreases a stock.

A

reinforcing loop

50
Q

The “Fixes that Fail” systems archetype occurs when:

A

An urgent problem arises and managers are tempted to quickly implement a
short-term solution that in the long-term will not fully correct the problem

51
Q

Managers create a culture for healthy change when they clearly:

A
  • Understand the company’s mission
  • Comprehend the purpose of its subsystems
  • Acknowledge the imbalances or discrepancies that feedback loops are imposing
52
Q

what are the five main disciplines in the book The Fifth Discipline?

A
  • Shared Vision
  • Mental Models
  • Personal Mastery
  • Team Learning
  • Systems Thinking
53
Q

The “Limits to Growth” systems archetype occurs when:

A

A period of rapid growth due to a reinforcing feedback process is slowed or halted by a counteracting balancing process

54
Q

In a weak or uncertain economy, companies often fall prey to the acceptance of lowered performance levels. This phenomenon is best represented by which of the common system archetypes?

A

Eroding Goals

55
Q

The “Success to the Successful” systems archetype occurs when:

A

Two efforts or activities compete for the same resources

56
Q

A visual tool that allows managers to see that change in measurements across a span of time is a:

A

behavior over time diagram

57
Q

The time a force, internal or external, takes to have an effect on system behavior is called:

A

delay

58
Q

Gross domestic product (GDP) is the value of what a country produces on an annual basis, representing the size of its economy.

A

True

59
Q

Having a blue ocean strategy ensures long-term success of the product.

A

False

60
Q

Managers know change is successful when it becomes part of the corporate culture.

A

True

61
Q

Conscious aspects of an organization’s culture can be felt and thought.

A

False

62
Q

Using technology to cost effectively build relationships with customers is an example of reactive engagement.

A

False

63
Q

A _____________ is a repetitive phrase intended to support an organization’s culture, mission, vision, or values.

A

slogan

64
Q

An organization’s _____________ environment directly impacts an organization’s operations and performance.

A

specific

65
Q

Which of the following is NOT a dimension of a specific environment?

A

Location

66
Q

____________ engagement is when a company creates a product of service as an alternative to enhance the customer’s experience.

A

Proactive

67
Q

Which of the following is discussed in the text as a key strategy in leading change?

A

Communication

68
Q

When companies employ the efforts of its customers and the public to innovate and further its mission, it is called:

A

crowd sourcing

69
Q

In Force-Field Analysis, __________ forces help to provide motivation towards achieving a goal.

A

driving

70
Q

A collection of beliefs that individuals and groups share to help their organization respond to environmental forces and changes is:

A

organizational culture

71
Q

Monitoring positive and negative customer feedback and improving the organization’s products and services accordingly is known as:

A

Reactive engagement

72
Q

The people who have the skills, knowledge, creativity, and relationships necessary to optimize an organization’s performance is/are referred to as:

A

talent

73
Q

A company’s ___________ combines the forces of the organization that affect how managers set expectations, how employees perform their roles, and how the company interacts with and responds to stakeholders.

A

internal environment

74
Q

Events, situations, objects, people, or other artifacts that provide greater meaning to the organization are the company’s _____________.

A

symbols

75
Q

Which of the following is NOT one of the reasons why people resist change according to the text?

A

Shared perspectives

76
Q

Which of the following is a resource that affects how businesses operate globally?

A
  • water
  • energy
  • food
77
Q

Which of the following is described by Joseph Campbell as one of the stages of a hero’s journey?

A
  • Leaving home for an adventure
  • Facing barriers that question success
  • Returning home successful
78
Q

7) An organizations blank is its central purpose intended to generate value in the marketplace for profit or community non profit

A

Mission

BCOR 370 (2 decks)

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