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principles of management > Final Quiz > Flashcards

Final Quiz Flashcards

1
Q

The basic managing functions are considered to be…

A

planning, organizing, leading, and controlling.

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2
Q

The process of monitoring, comparing, and correcting is called…

A

controlling.

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3
Q

Which of the following represents the most useful way of describing the manager’s job?

A

functions.

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4
Q

According to Katz, the three essential managerial skills include…

A

technical, human, and conceptual.

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5
Q

A manager’s success is typically…

A

dependent on others’ work performance.

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6
Q

Which of the following statements regarding manager’s in today’s world is accurate?

A

The single most important variable in employee productivity and loyalty is the quality of the relationship between employees and their direct supervisors.

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7
Q

Planning gives direction, reduces the impact of change, minimizes waste and redundancy, and …

A

sets the standards used in controlling.

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8
Q

The quality of the planning process and the appropriate implementation of the plans probably …

A

contributes more to high performance than does the extent of planning.

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9
Q

Planning involves two important elements…

A

goals and plans.

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10
Q

What is the first step in a typical MBO program?

A

The organization’s overall objectives and strategies are formulated by top management.

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11
Q

A well-designed goal should be …

A
  • clear as to time frame.

- written in terms of outcomes rather than actions.

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12
Q

In an uncertain environment, managers want to develop … plans.

A

specific but flexible.

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13
Q

… is the formal arrangement of jobs within an organization.

A

Organizational structure.

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14
Q

On what basis are jobs grouped in order to accomplish organizational goals?

A

departmentalization.

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15
Q

In describing the degree to which tasks in an organization are divided into separate jobs, managers use the term…

A

work specialization.

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16
Q

The theory that a person should report to only one manager is called…

A

unity of command.

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17
Q

The concept that defines the number of subordinates that report to a manager and that indirectly specifies the number of levels of management in an organization is called …

A

span of control.

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18
Q

The degree to which decision making is confined at a single point in an organization is described as …

A

centralization.

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19
Q

In describing the relationship between structure and strategy, it can be said that …

A

structure follows strategy.

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20
Q

Planning is often called the primary function because it…

A

establishes the basis for all other functions.

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21
Q

Strategic plans are plans that apply to the entire organization, establish the organization’s overall goals, and …

A

seek to position the organization in terms of its environment.

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22
Q

Strategic plans include the formulation of goals, whereas operational plans define ways to …

A

achieve the goal.

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23
Q

… planning dominates managers’ planning efforts at lower levels of the organization.

A

Operational.

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24
Q

The fact that your plan covers three years suggests that your plan is most consistent with what type of plan?

A

Strategic.

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25
Q

Your plan will cover the entire organization. This characteristic is most consistent with what type of plan?

A

strategic.

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26
Q

To clarify how the overall goals are to be achieved, you will have to develop an…

A

operational plan.

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27
Q

External environment refers to …

A

factors and forces outside the organization that affect the organization’s performance.

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28
Q

Manager

A

someone who plans, organizes, leads, and controls resources to achieve organizational goals efficiently and effectively.

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29
Q

Management

A

The process of planning, leading, organizing, and controlling resources to achieve organizational goals efficiently and effectively.

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30
Q

Planning

A

the process of setting goals and determining the best way to achieve them.

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31
Q

Gallop Poll Result

A

the quality of the employee / supervisor relationship is the most important variable in productivity loyalty.

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32
Q

In successful organizations, …

A

high efficiency and high effectiveness go hand in hand.

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33
Q

Whereas … is concerned with the means of getting things done, … is concerned with the ends, or attainment of organizational goals.

A

efficiency; effectiveness

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34
Q

Which of the following is true concerning technical and managerial skills?

A

Human skills remain necessary and technical-skill needs decrease as managers move to higher levels.

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35
Q

A deliberate arrangement of people to accomplish some specific purpose is …

A

an organization.

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36
Q

The universality of management means …

A

managers are needed in all organizations

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37
Q

An organization is described as …

A

having purpose, structure and people

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38
Q

According to Mintzberg’s managerial roles, the … roles are ones that involve people and other duties that are ceremonial and symbolic in nature.

A

interpersonal

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39
Q

The … roles involve collecting, receiving, and disseminating information, according to Mintzberg’s managerial roles.

A

informational

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40
Q

… was named the father of scientific management.

A

Frederick Taylor

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41
Q

Persons who are able to influence others and who possess managerial authority are termed …

A

leaders

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42
Q

Leadership is …

A

the process of influencing a group toward the achievement of goals

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43
Q

Early leadership trait research identified 7 traits. Three of them are…

A

drive/determination, self-confidence and intelligence

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44
Q

The … style of leadership describes a leader who tends to involve employees in decision making, delegate authority, encourage participation in deciding work methods and goals, and use feedback as an opportunity for coaching employees.

A

democratic

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45
Q

Which of the following is the type of power a person has because of his or her position in the formal organizational hierarchy?

A

legitimate power

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46
Q

One general conclusion that surfaces from leadership research is that …

A

effective leaders do not use any single style

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47
Q

Which of the following describes the leadership style in which a leader tends to centralize authority, dictate work methods, make unilateral decisions, and limit employee participation?

A

autocratic style

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48
Q

Which of the following describes the leadership style in which the leader generally gives the group complete freedom to make decisions and complete the work in whatever way it sees fit?

A

laissez-faire style

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49
Q

The … theory is a contingency theory that focuses on followers’ readiness.

A

situational leadership

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50
Q

According to Hersey and Blanchard’s Situational Leadership Model, a high task-low relationship situation calls for the … leadership style.

A

telling

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51
Q

Functional departmentalization groups job by …

A

Tasks they perform

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52
Q

Departmentalization based on … groups’ jobs is based on the territory or physical location.

A

Geographic

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53
Q

The line of authority that extends from the upper levels of management to the lowest levels of the organization is …

A

Chain of command

54
Q

The degree to which jobs are standardized and guided by rules and procedures is called …

A

Formalization

55
Q

The appropriate structure for an organization is based on four contingency variables: strategy, size, degree of environmental uncertainty, and …

A

Technology

56
Q

Which of the following leadership styles describes a leader who provides both directive and supportive behavior?

A

Selling

57
Q

Which of the following leadership styles describes a leader who provides little direction or support ?

A

Delegating

58
Q

Organizing

A

The process of arranging and structuring work to accomplish organization’s goals.

59
Q

Leader

A

Someone who can influence others and who has managerial authority.

60
Q

Leadership / Leading

A

The process of influencing a group to achieve goals.

61
Q

Of the 8 traits of effective leaders, name and describe the 2 that you would choose to develop or improve?

A
  • Intelligence: Leaders need to be intelligent enough to gather, synthesize, and interpret large amounts of information, and they need to be able to create visions, solve problems, and make correct decisions.
  • Drive: Leaders exhibit a high effort level. They are relatively high desire for achievement, they are ambitious, they have a lot of energy, they are tirelessly persistent in their activities, and they show initiative.
  • Desire to lead: Leaders have a strong desire to influence and lead others. They demonstrate the willingness to take responsibility.
62
Q

List and briefly describe 2 of the five common forms of departmentalization.

A

Functional, which is grouping jobs by functions performed and geographical, which is grouping jobs on the basis of territory or geography.

63
Q

What is the final step in the management process ?

A

Controlling

64
Q

The control process has …

A

3 steps

65
Q

The first step in the control process is…

A

Measuring actual performance.

66
Q

What is defined as the acceptable parameters of variance between actual performance and the standard?

A

Range of variations.

67
Q

In the third and final step in the control process, managers can choose between … possible courses of action in taking managerial action.

A

Three

68
Q

What corrects problems at once to get performance back on track?

A

Immediate corrective action.

69
Q

If a manager investigates how and why performance has deviated beyond the acceptable range of variation, and then corrects the source of the deviation, she is using…

A

Basic corrective action

70
Q

Which of the following represent the two views of managerial impact on the success or failure of the organization?

A

Omnipotent and symbolic

71
Q

The omnipotent view of management states that…

A

Managers are directly responsible for an organization’s success or failure.

72
Q

Which view of management is consistent with the stereotypical picture of the take-charge business executive who can overcome any obstacle in carrying out the organization’s objectives?

A

Omnipotent

73
Q

Internal constraints that restrict a manager’s decision options…

A

Exist within every organization

74
Q

Managers may be able to expand their areas of discretion by …

A

Changing and influencing their organization’s culture and environment.

75
Q

The culture of an organization is analogous to an individual’s …

A

Personality

76
Q

Which of the following phrases is associated with the definition of organizational culture?

A

Shared meaning

77
Q

Which of the following most accurately reflects the difference between strong cultures and weak cultures?

A

Company values are more deeply held and widely shared in strong cultures than in weak cultures.

78
Q

An organization’s culture affects managers by …

A

Establishing what is appropriate and expected behavior.

79
Q

What are the plans for how an organization will compete, survive and thrive in business?

A

strategies

80
Q

… is the process of planning, organizing, leading and controlling resources to achieve organizational strategies.

A

Strategic management

81
Q

What is a strategic design for how a company intends to profit from its strategies, work processes, and work activities?

A

business model

82
Q

… and … are outcomes from a study of the external environment.

A

Opportunities; threats

83
Q

The third step in strategic management is related to analysis of …

A

the internal environment

84
Q

The merging of the analyses of internal and external factors influencing the organization’s strategy is known as …

A

SWOT analysis

85
Q

The final step in strategic planning answers the question, …

A

How effective have our strategies been?

86
Q

What is the ability to recognize major external environmental changes, to quickly commit resources, and to recognize when a strategic decision is not working?

A

strategic flexibility

87
Q

Organizational structure

A

the formal arrangement of jobs within an organization.

88
Q

Controlling

A

the process of monitoring and taking action to correct deviations.

89
Q

Organizational culture

A

the shared values, principles, traditions, and ways of doing things that influence the way organizational members behave.

90
Q

Omnipotent view of management

A

managers are directly responsible for an organization’s success or failure.

91
Q

Symbolic view of management

A

much of an organization’s success or failure is due to external forces outside managers’ control.

92
Q

External constraints come from …

A

the organization’s external environment and internal constraints come from the organization’s culture.

93
Q

Components of the external environment

A
  • Demographics
  • Political/Legal
  • Economic
  • Socioculture
  • Technological
  • Global
94
Q

Stakeholders

A

anyone affected by any constituencies in an organization’s decisions and actions.

95
Q

3 stakeholders…

A
  • Employees
  • Customers
  • Shareholders
  • Suppliers
  • Competitors
96
Q

3 cultural dimensions

A
  • Attention to detail
  • Innovation and risk taking
  • Team orientation
  • People orientation
  • Stability
97
Q

Characteristics of a strong culture

A
  • Values widely shared
  • Employees strongly identify with culture
  • Strong connection between shared values and behaviors
98
Q

Strategic management

A

what managers do to develop the organization’s strategies.

99
Q

Strategies

A

the plans for how the organization will do what it’s in business to do.

100
Q

Business model

A

how a company is going to make money.

101
Q

Ethics

A

principles, values, and beliefs that define right and wring decisions and behavior (PVB’s).

102
Q

The classical view of social responsibility holds that management’s only social responsibility is to …

A

maximize organizational profits for stockholders.

103
Q

A leading proponent of the classical view argues that anytime managers decide on their own to spend their organization’s resources for the “social good,” they are…

A

adding to the costs of doing business.

104
Q

… is defined as a business firm’s obligation, beyond that required by law and economics, to pursue long-term goals that are good for society.

A

social responsibility.

105
Q

Which of the following is a basic definition of ethics?

A

rules or principles that define right and wrong conduct.

106
Q

Reasoning at the … level of moral development indicates that moral values reside in maintaining the conventional order and the expectations of others.

A

conventional

107
Q

In the United States, a company that meets federal pollution control standards and does not discriminate in hiring, promotion, and pay…

A

is meeting its social obligation and nothing more because laws mandate these actions.

108
Q

Social obligation is the obligation of a business to meet its …

A

economic and legal responsibilities.

109
Q

The socioeconomic view is that management’s social responsibility goes beyond making profits to include …

A

protecting and improving society’s welfare.

110
Q

When considering ethics in an international context, it is important to know that…

A

social and cultural differences determine acceptable behavior.

111
Q

With the stakeholder approach of dealing with environmental issues, the organization chooses to respond to…

A

demands made by multiple stakeholders

112
Q

The Foreign Corrupt Practices Act … small payoffs to foreign government employees whose duties are primarily administrative or clerical when such payoffs are an accepted part of doing business in that country.

A

does not expressly prohibit

113
Q

Americans tend to suffer from parochialism.

A

true

114
Q

Managers with an ethnocentric attitude would not trust foreign employees with key decisions or technology.

A

true

115
Q

The three original partners of NAFTA are the United States, Canada, and Mexico.

A

true

116
Q

In a global marketplace …

A
  • the entire world is a market place
  • national borders are irrelevant
  • the potential for organizations to grow expands dramatically
117
Q

To succeed in a global marketplace, managers must …

A

expect competitors to suddenly appear at any time from any place.

118
Q

One reason for parochialism in the United States is that Americans tend to study … in school.

A

only English

119
Q

Ethnocentric views concentrate on their …

A

home country

120
Q

Parochialism is …

A

a tendency to view the world through a single perspective.

121
Q

Which of the following is the least favorable attitude for an American manager who wishes to be successful in international business?

A

ethnocentric

122
Q

Successful global management requires an attitude that is best described as …

A

geocentric

123
Q

A global mindset requires intellectual, psychological and social capital, aka KOA.

A

true

124
Q

For U.S. businesses to have successful global management, which of the following statements provides the best advice?

A

Develop an understanding of multicultural differences.

125
Q

The European Union covers …

A
  • border controls, taxes, and subsidies
  • nationalistic policies and travel
  • employment, investment, and trade
126
Q

The North American Free Trade Agreement includes …

A

Mexico, Canada, and the United States

127
Q

Importing and exporting represent a more significant global investment than which of the following?

A

global sourcing

128
Q

Joint ventures are a type of …

A

strategic alliance

129
Q

… is a cultural dimension in which people expect others in their group to look after them and protect them when they are in trouble.

A

collectivism

130
Q

Which of the following would you find in a country with a high power distance?

A

Titles, rank, and status carry a lot of weight.

131
Q

A New Assignment (Scenario) … Mary was given a new assignment to head up the European division for her multinational organization. Before leaving the United States to take up her new assignment she needs training to manage and understand the European division. Mary found that wealthier nations, such as the United States, tend to…

A

be individualistic

principles of management (2 decks)

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