Chief Executive Officer (CEO) belongs to: Top managers

Classical decision making model is: approach to decision making based on the assumption that the decision maker can identify and evaluate all possible alternatives and their consequences and rationally choose the appropriate course of action

Close ties between the members of the group typically are formed during which one of the stages of group development? Norming

Closed system is: system that is self-contained and thus not affected by changes occur in its external environmnet

Coercive power is: the ability of a manager to punish others

Command group is: is a group composed of subordinates who report to the same supervisor; also called a department or unit.

Competitors are: organizations that produce goods or services that are similar to a particular organization’s goods or services

Conceptual skills are: the ability to analyse and diagnose a situation and to distinguish between cause and effect

Concurrent control is: the control that gives managers immediate feedback on how effectively and efficiently inputs are being transformed into outputs so that managers can correct problems as they arise.

Conflict between groups, teams, or departments: IntergroupAll of these are sources of organizational conflict, except: there are: Incompatible goals and time horizons; Overlapping authority; Task interdependencies; Incompatible evaluation or reward system; Status inconsistencies.

Conflict between individual members of an organization, occurring because of differences in their goals or values: Interpersonal

Conflict is: the discord that arises when the goals, interests, or values of different individuals or groups are incompatible and those individuals or groups block or thwart each other’s attempts to achieve their objectives.

Conflict that arises within a group, team, or department: Intragroup

Contingency models theory of leadership helps to explain why a manager may be an effective leader in one type of situation and an ineffective leader in another situation.

Contingency theory is: the idea that org structures and control system manager’s choice depend on (contingent on) characteristics of the external environment in which the organization operates

Controlling is: is an evaluation of how well an org. is achieving its goals and taking action to maintain or improve performance

Corporate-level strategies are: concentration; diversification; vertical integration, international expansion

Customers are: individuals and groups that buy the goods or services that an organization produces

Dale, a manager, is assessing possible alternatives for the solution of a problem. As Dale does so, he attempts to determine if a possible alternative will violate any domestic laws. On which criterion for decision-making is Dale focusing? Implementation of the chosen alternative/ASSES ALTERNATIVE RISK

Decision making is: a process by which managers respond to opportunities and threats by analyzing options and making determinations about specific org goals and courses of action

DEF, Inc. purchases one of its suppliers, GHI Company, in order to obtain access to the raw materials that DEF needs for its production. DEF also decides to sell DEF's products through GHI's own retail outlets. The former is known as backward vertical integration while the latter is known as forward vertical integration

Demographic forces are: outcomes of changes in, or changing attitudes toward, the characteristics of a population, such as age, gender, ethnic origin, race, sexual orientation, and social class.

Distributors are: that help other organizations sell their goods or services to customers.

Economic forces are: interest rates, inflation, unemployment, economic growth, and other factors that affect the general health and well-being of a nation or the regional economy of an organization.

Effectiveness is: a measure of the appropriateness of the goals an organization is pursuing and of the degree to which the organization achieves those goals.

Efficiency is: a measure of how well or productively resources are used to achieve a goal

Equity theory is: a theory of motivation that focuses on people’s perceptions of the fairness of their work outcomes relative to their work inputs. Motivation is influenced by the comparison of one’s own outcome/input ratio with the outcome/input ratio of a referent

Ethics mean: moral principles or beliefs about what is right or wrong

Expectancy theory is: the theory that motivation will be high when workers believe that high levels of effort lead to high performance and the high performance leads to the attainment of desired outcomes.

Expert power is: the power that is based in the special knowledge, skills, and expertise that a leader possesses

Fayol’s principles of management include all, Except? his 14 real principles: division of labor, authority and responsibility, unity of command, line of authority, unity of direction, equity, order, initiative, discipline, remuneration of personnel, stability of tenure of personnel, subordination of individual interests to the common interest, esprit de corps, centralization

Feed forward control allows managers: to anticipate problems before they arise.

Feedback control allows managers: to anticipate problems before they arise

Find an element which does not concern communication process: 4 elements: sender of information, message, medium, receiver of information.

First-line manager is: manager who responsible for the daily supervision of non-managerial employees

Formal standards and rules which spell out how managers can make ethical decisions within the organization are called: professional ethics

Friendship group is: an informal group composed of employees who enjoy each other’s company and socialize with each other.

Global forces are: outcomes of changes in international relationships; changes in nations’ economic, political, and legal systems and other.

Hallmark Cards creates a work group to design new greeting cards which contains a writer, an art designer, and a marketing manager. What type of group is this? Research and development team/CROSS FUNCTIONAL

Herzberg’s motivator-hygiene theory is: a need theory that distinguishes between motivator needs (related to the nature of the work itself) and hygiene needs (related to the physical and psychological context in which the work is performed) and proposes that motivator needs must be met for motivation and job satisfaction to be high.

How many steps decision making process does include? 6

Human skills are: the ability to understand, lead, control the behavior of other individuals

Hygiene needs include all, except: there are: pleasant and comfortable working conditions, pay, job security, good relationships with co-workers, and effective supervision.

Identifying and selecting appropriate goals and courses of action is: Planning

If the external environment of an organization is stable and if uncertainty is low, then less coordination among workers is needed to obtain resources and managers can bring more formality to the design of the organizational structure.

In a circle network, group members communicate with others who are similar to them in experience, beliefs, background, and etc.

In an organization, first-line managers typically report to: middle manager

In the wheel communication network, information flows to and from one central member of the group.

In XYZ Company, each product line is managed within a division. In each of these divisions, the division manager is responsible for creating the business-level strategy for the product line. What type of structure is the organization using? Product structure

Individual Ethics mean: personal standards that govern how individuals are to interact with other people

Interest group is: an informal group composed of employees seeking to achieve common goal related to their membership in an organization

Leadership theories that propose that the effectiveness of a leader depends on the situation in which the leader finds herself are known as: Contingency models

Legitimate power is: the authority that a manager has through his or her position in an organization’s hierarchy

Management science theory is: an approach management that uses rigorous, quantitative techniques to help managers make max use of org resources

Managers at ABC, Inc. analyze the current situation of their organization and then develop plans to help their organization to accomplish its mission and achieve its goals. This is known as: planning

Managers make decisions when they are involved in which managerial function? Decision making

McClelland’s theory includes the following needs: for achievement, affiliation, and power.

Middle manager is: manager who supervises 1^st line manager and responsible for finding the best way to use resources to achieve org goals

Motivation is: is a psychological course that determines direction of person’s behavior in organization

Motivator needs include all, except: there are: interesting work, autonomy, responsibility, being able to grow and develop on the job, sense of accomplishment and achievement.

Need theories means: the theories of motivation that focus on what needs people are trying to satisfy at work and what outcomes will satisfy those needs.

Negotiation mean: method of conflict resolution in which the 2 parties in conflict consider various alternative ways to allocate recourses to each other in order to come up with a solution acceptable to them both.

Non-programmed decision making is: a non-routin decision making that occurs in response to unusual unpredictable opportunities and threats

Open system is: system that takes resources from its external environment and converts them into goods and services that are then sent back to that environment for purchase by customers

Organizational culture means: the set of values, norms, standards for behavior, and shared expectations that influence the ways in which individuals, groups and teams interact with each other and cooperate to achieve organizational goals.

Organizational environment is: the set of courses and conditions that operate beyond an organization’s boundaries but affect a manager’s ability to acquire and utilize resources

Organizing (as a function of management) is: process that managers use to establish a structure of working relationships that allow organizational members to interact and cooperate to achieve org. goals

Pathway through which a message is intended is called: Medium

Planning is: process that managers use to identify and select appropriate goals and course of action

Political and legal forces are: outcomes of changes in laws and regulations, such as the deregulation of industries, the privatization of organizations, and increased emphasis on environment protection.

Process of control includes: Feed forward control, Concurrent control, Feedback control

Professional Ethics mean: standards that govern how members over profession are to make decisions when the way they should behave is not clear-cut

Programmed decision making is: a routin virtually automatic decision making that follows established rules or guidelines

Referent power is: the power that comes from subordinates’ and coworkers’ respect, admiration and loyalty

Research and development team is: a team whose members have the expertise and experience needed to develop new products.

Reward power is: ability of a manager to give or withhold tangible and intangible rewards

Scientific management theory is: the systematic study of relationships between people and tasks for the purpose of redesigning of work process to increase efficiency

Scientists call him “the father of management”: F.W. Taylor

Shared guidelines or rules for behavior that most group members follow is known as: Group norms

Societal Ethics mean: standards that govern how members of a society are deal with each other on issues such as fairness, justice, poverty and the rights of the individuals

Sociocultural forces are: pressures emanating from the social structure of a country or society or from the national culture.

Suppliers are: individuals and organizations that provide an organization with the input resources that it needs to produce goods and services.

Suppliers, customers, distributors lie to: task environment

Synergy is: law of open system, performance gains that result when individuals and departments coordinate the actions (2+2=5)

Task force is: a committee of managers and non-managerial employees from various departments or divisions who meet to solve specific, mutual problems.

Taylor’s principles include: 1)study the way workers performed their tasks, gather all the informal job knowledge the workers possess and experiment with ways of improving how tasks are performed; 2) codify the new methods of performing tasks into written rules and standard operative proceegers; 3) carefully select workers who possess skills and abilities that match the needs of the tasks and train them to perform the tasks according to the established rules and proceegers;4) establish a fair or acceptable level of performance for a task and then develop a pay-system that provides a rewards for performance above the acceptable level.

Technical chain is also called: CHAIN OF COMMAND/SCALAR CHAIN

Technical skills are job-specific knowledge and techniques that are required to perform an org role.

Technological chain is - raw materials -> intermediate manufacturing -> assembly -> selling

The "invisible barrier" which some researchers feel keeps women from reaching the top level of management in some organizations is known as: glass ceiling

The communication medium highest in information richness is: face-to-face

The contingency theory supposes that organizational structure and control system depend on the features of: the external environment in which the organization operates

The control that gives managers information about customers reaction to goods and services so that corrective actions can be taken if necessary is: Feedback control

The degree to which members of a group are attracted to the group is called: Group cohesiveness

The discord that arises when the goals, interests, or values of different individuals or groups are incompatible and those individuals or groups block or thwart each other’s attempts to achieve their objectives is known as: Organizational conflict

The first step in the control process is: Establish the standards of performance, goal, or targets against which performance is to be evaluated

The formula of Current ratio: Current assets/current liabilities

The formula of Debt-to-assets ratio: Total debt/total assets

The formula of Gross profit margin: (sales revenues – cost of goods sold)/ sales revenues

The formula of Quick ratio: (Current assets – inventory)/current liabilities

The formula of Return on investment: Net profit before taxes/total asset

The founder of the equity theory is: S.Adams

The founder of the scientific management theory is: F.W. Taylor

The generation of multiple forecasts of future conditions followed by an analysis of how to respond effectively to each of those conditions called: Scenario planning

The Gilbreths aims were: 1.break up and analyze every individual action necessary to perform a particular task into each of its component actions;2. find better ways to perform each component action;3. reorganize each of the component actions so that the action as a whole could be performed more efficiently – at less cost of time and effort

The interpreting and trying to make sense of a message: decoding

The last step in a SWOT analysis is: Threats

The last step in the planning process is: implementing strategy. (1.determinig,2.formulation)

The management function that involves the managers’ efforts to stimulate high performance by employees is called: planning, motivation, organizing, leading, controlling

The management theory that focuses on the use of rigorous, quantitative techniques that are intended to assist managers to make the best use of organizational resources is called: Management science theory

The measure of how well (or how productively) an organization uses its resources to achieve a goal is known as: controlling

The members of a cross-functional team have an informal agreement that whenever a team member goes out of town on business, that team member will leave a phone number where he can be reached by the other members of the team. This arrangement is an example of: Group norms

The planning, organizing, leading, and controlling of resources in order to achieve organizational goals both effectively and efficiently is known as: management

The process by which managers monitor and regulate the organization in order to determine if the organization is operating efficiently and effectively is known as: Controlling

The process of giving all employees in the organization, regardless of their level of management, the authority to make decisions and to be responsible for their outcomes is known as: McGregor’s Theory Y

The process that managers use to select the goals for the organization is known as: planning

The ratio of outputs to inputs is: Efficiency

The set of forces and conditions that originate with suppliers, customers, distributors, competitors and affect an organization’s ability to obtain inputs and dispose of its outputs: Task environment

The tendency of workers to put forth less effort when they are in a group than when they are alone is known as: Social loafing

Top – management team is: a group composed of the CEO, the president, and the heads of the most important departments.

Top manager is: manager who establishes org goals besides how departments should interact and monitors the performance of middle managers

Typically, the matrix structure within organizations is very flexible.

Virtual team is: a team whose members rarely or never meets face to face and interacts by using various forms of information technology such as e-mail, computer networks, telephone, fax, and video conferences.

Weber’s principles of management include all, Except? His principles: 1) a manager’s formal authority derived from the position he holds in the org;2) people should occupy positions because of their social standing or personal contacts;3) the extent of each position’s formal authority and task responsibilities and its relationship to other positions in an org should be crearly specified;4) authority can be exercised effectively in org when positions are arranged hierarchically, so employees know whom to report and who reports to them;5) managers must create a well-defined system of rules, standard operating proceegers and norm so that they can effectively control behaviors within an org

What is Creativity? Decision maker’s ability to discover original and novel ideas that lead to visible alternative courses of action

What is Organizational learning? Is a process through which managers sick to improve employee’s desire and ability to understand and manage the organization and it’s task environment

What is risk? Is the degree of probability that the possible outcomes of a particular course of action will occur

What is the main difference between open-system and closed-system? Closed system is not depend from external environment

What is uncertainty? unpredictability

What levels refer to the lowest –level needs according to Maslow’s theory? Physiological needs

What type of control is typically used by managers at the output stage of transforming raw materials into finished goods? Output control

When a group meets face-to-face and attempts to generate a wide variety of alternatives as possible solutions to a problem without criticizing them until all of the alternatives have been presented, has occurred. Brainstorming

When did scientific management theory appear? in the 1880s and 1890s(19 cent)

When the members of a group try hard to agree, even when it is done without accurately assessing the information available to the group, we say that administrative model has occurred

When the sender of a message withholds part of the message because he or she feels that the receiver will not want to receive certain information, this is known as:

When two or more people reach a common understanding in the communication process, this is known as: feedback phase

Which of the following is NOT an example of socially responsible behavior? Provide severance payments to help laid-off workers make ends meet until they can find other jobs; Provide workers with opportunities to enhance their skills and acquire additional education so they can remain productive and do not become obsolete because of changes in technology; Allow employees to take time off when they need to and provide health care and pension benefits for employees; Contribute to charities or support various civic-minded activities in the cities and towns in which they are located; Decide to keep open a factory whose closure would devastate the local community; Decide to keep a company’s operations in a country to protect the jobs of national workers rather than move abroad; Decide to spend money to improve a new factory so that it will not pollute the environment

Which of the following theories specifically postulates that motivation of employees will be high when employees believe that a high level of effort on their part will lead to high performance on their part, and that this high level of performance will lead to their attainment of outcomes which they desire (e.g. higher pay, promotion, etc.)? Expectancy theory

Which organizational structure supposes the termination of the team after finishing a project? Project team

Which theory of leadership is based on the premise that effective leaders possess personal qualities that set them apart from ineffective leaders? The trait model

Which type of communication network is represented by an assembly line at Ford Motor Co. which manufactures Ford Escorts? CHAIN/CROSS FUNCTIONAL TEAM

Who are the founders of the Behavioral management theory? Elton Mayo and Mary-Parker Follete

Who formulated one of the business-level strategies? M. Porter

Who is the author of the “motivator-hygiene” theory? Herzberg

Who is the founder of the Theory of Bureaucracy? Max Weber

Why did F. Herzberg use “hygiene” notion while formulating his theory? Related to the physical and psychological context in which the work is performed.

Date: 2015-01-12; view: 1911