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MGT 101 Principles of Management Final Exam
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Question 1
1 points
When creativity is desirable, then:the organization should be completely centralizedthe organization should be completely decentralizedsome degree of decentralization is desirableit is impossible to recommend centralization or decentralization in this situation
Question 2
1 points
In order to raise the odds their commands will be accepted, Barnard recommends:the manager uses informal channels of communicationeach organization member receive directions from the most expedient communication channelthe line of communication between manager and subordinate go through the CEOcommands are authenticated as coming from a manager
Question 3
1 points
According to staff personnel, one reason for line/staff conflict is that line personnel:tend to assume staff authoritydo not give sound advicefail to keep staff personnel informed of their activitiesresist new ideas
Question 4
1 points
The three main types of authority that can exist within an organization are:line, staff, and formalstaff, informal, and formalline, staff, and functionalline, functional, and formal
Question 5
1 points
The most basic method of dividing job activities is the:process control methodcustomer location methodcentralization methodfunctional similarity method
Question 1 points
6The roles that staff personnel perform include all of the following EXCEPT:the advisory or counseling rolethe service rolethe financial rolethe control role
Question 7
1 points
All of the following should be done by staff personnel to reduce line-staff conflict EXCEPT:emphasize the objectives of the organization as a wholeencourage and educate line personnel in the appropriate use of staff personneldeal intelligently with resistance to change, rather than view it as an immovable barrierall of the above should be used by staff personnel to reduce line-staff conflict
Question 8
1 points
The process of assigning job activities and related authority to specific individuals in the organization is termed:delegationaccountabilityresponsibilityauthority
Question 9
1 points
The three steps of the delegation process are:create accountability, promote acceptance, and require performanceassign specific duties, grant authority, and create accountabilityassign responsibility, create accountability, and assign specific dutiescreate responsibility, grant authority, and promote acceptance
Question 10
1 points
The amount of power an individual in an organization possesses is:total powerposition powerauthoritypersonal power
Question 11
1 points
A manager who quietly makes her significant achievements visible to others and builds up a successful record and a solid professional reputation is attempting to increase her:personal power through creating a belief she possesses a high level of expertise within the organizationposition power through creating a belief she possesses a high level of expertise within
the organizationpersonal power by establishing a sense of identification with the managerposition power by establishing a sense of identification with the manager
Question 12
1 points
Which one of the following is NOT one of the three main steps of the controlling process?taking corrective actionmeasuring performanceestablishing policies and rulescomparing measured performance to standards
Question 13
1 points
A sign that a problem exists is:declining salesa symptomlow employee moralea standard
Question 14
1 points
A good, objective method of determining the optimal amount of control to use is:the Delphi techniquecost-benefit analysislinear programmingpost-control processes
Question 15
1 points
The power derived from a manager’s relationship with others is:total powerposition powerauthoritypersonal power
Question 16
1 points
Making something happen the way it was planned to happen is:controlplanninginfluencingorganizing
Question 17
1 points
The controller would most likely report to which of the following individuals?
chairperson of the board of directorschief executive officeroutside accounting firmvice president of finance
Question 18
1 points
Factors within an organization that are barriers to organizational goal attainment are:problemsissuessymptomsstandards
Question 19
1 points
Because of its value to management, ______________ should be _____________ as much as possible.communication, ignoredmessage encoding, ignoredfeedback, encouragednonverbal communication, practiced
Question 20
1 points
Which of the following statements is most accurate regarding nonverbal communication:nonverbal communication is usually consistent with verbal communicationnonverbal communication usually contains more meaning than verbal communicationnonverbal communication should be ignoredmanagers do not need to be effective at reading nonverbal communication
Question 21
1 points
The originator of an interpersonal communication is the:sourceencoderdecoderboth a and b
Question 22
1 points
In interpersonal communication, the destination’s reaction to a message, is known as:feedforwardfeedbacklisteningthe communication process
Question 23
1 points
Which form of communication is primarily used for coordinating various activities?formal communicationlateral organizational communicationdownward organizational communicationupward organizational communication
Question 24
1 points
A position description is an example of which form of communication?upward formal communicationdownward formal communicationdownward informal communicationlateral formal communication
Question 25
1 points
Which of the following strategies should be followed to encourage the flow of formal communication channels?Support the flow of clear and concise statements through formal communication channelsTake care to ensure that all organization members have free access to formal communication channelsAssign specific communication responsibilities to staff personnelAll of the above are effective strategies for encouraging the flow of formal communication
Question 26
1 points
Organizational communication that follows the lines of the organizational chart are:verbal communicationinformal organizational communicationformal organizational communicationnonverbal communication
Question 27
1 points
A source can gather nonverbal feedback simply by:watching the nonverbal response of the destination to the messagetesting the destinationasking the destination questions about the messagelistening to the destination’s verbal response to the message
Question 28
1 points
Passing information from one individual to another in a series, or sequence, is known as:lateral organizational communicationthe grapevineserial transmission
noise Question 29
1 points
The unique way in which a manager perceives organizational problems are:forces in the environmentforces in the taskforces in the managerforces in the subordinate
Question 30
1 points
The most widely used basis for establishing departments within the formal structure is:functional departmentalizationproduct departmentalizationgeographic departmentalizationcustomer departmentalization
Question 31
1 points
Helgesen stipulates that ______________tend to create networks or “webs” of authority.men managerswomen managersall managersthere are not any managers who do this
Question 32
1 points
Which of the following statements would be most accurate if subordinates’ activities were very similar?there could be a large span of controlthere is no need for unity of commandthe organization should be departmentalized by productthe organization should be departmentalized by manufacturing process
Question 33
1 points
The main criticism of Max Weber’s bureaucracy is that it:violated the unity of command conceptcreated a narrow span of controldid not give enough concern for the human variabledid not emphasize specialization of labor
Question 34
1 points
The main components of Weber’s bureaucracy include all of the following EXCEPT:detailed procedures and rulesa clearly outlined organizational hierarchy
impersonal relationships among organizational memberstask duplication
Question 35
1 points
A unique group of resources established by management to perform some organizational task is:an organizational teama groupa standing committeea department
Question 36
1 points
The assignment of various portions of a particular task among a number of organizational members is:coordinationdivision of laborunity of commandspan of control
Question 37
1 points
The writer who had the most profound influence on classical organizing theory was:Max WeberFrederick TaylorAbraham MaslowHenri Fayol
Question 38
1 points
All of the following are characteristics of successful JIT programs EXCEPT:high quality of materials purchased from suppliescloseness of supplierswell-organized receiving and handling of materials purchased from supplierslow management commitment and support
Question 39
1 points
Which of the following ratios should be used when evaluating an organization’s performance?return on investmentinventory turnovercurrent ratioall of the above
Question 40
1 points
The operational plan of action outlining which goods and services an organization will produce is a:marketing strategy
product strategyprocess strategylayout strategy
Question 41
1 points
The ratio that is calculated by dividing sales by inventory (measured in dollars) is the:current ratiodebt ratioinventory turnover ratioreturn on investment ratio
Question 42
1 points
Scheduling, sequencing, routing, dispatching, and expediting are all:cost-benefit analysis activitiesbreak-even analysis activitiesshop-floor activitiestop-management directional activities
Question 43
1 points
The algebraic equation for the determination of the break-even point is:BE = VC/(P-FC)BE = P/ (FC-VC)BE = C/RBE = FC/(P-VC)
Question 44
1 points
A control tool where the manager assigns a specialized set of objectives and action plans to workers and then rewards those workers on the basis of how close they came to reaching their goals is:management by exceptionmanagement by objectivesmanagement by considerationmanpower planning
Question 45
1 points
Operational tools used to establish labor standards useful for planning, control, productivity improvements, and compensation are:manpower planswork measurement methods (Operational Tools in Human Resource Strategy, difficult)motion-study techniqueswork methods analysis
Question 46
1 points
The amount of revenue that exceeds the total costs of producing the products sold is:total revenueprofitsbreak-even pointtotal costs
Question 47
1 points
Which of the following is an observable symptom of undesirably high stress levels?moodinesschronic worryingincreased aggressionall of the above
Question 48
1 points
Which of the following is NOT a guideline for reducing the resistance to change?change should be made as quickly as possibleavoid surprisesmake tentative changepromote real understanding of the change
Question 49
1 points
When workers come into the office frequently, but are not assigned a permanent office space:it is called tethering workersthe worker is called fully mobileit is called hotelingit is called telecommuting
Question 50
1 points
When an organization ties together company stakeholders through e-mail or the Web, it is creating a:virtual teambureaucracyvirtual corporationvirtual office
Question 51
1 points
Which of the following statements is most accurate regarding the research conducted on the managerial grid?grid OD leads to increased profit for the organizationgrid OD leads to positive changes in managerial behaviorgrid OD leads to positive changes in managerial attitudesmore testing needs to be completed before any conclusive statements can be made
Question 52
1 points
Which of the following would NOT be considered a potential advantage to matrix organizations?better customer relationsshorter project development timelower project costsmore complex internal operations
Question 53
1 points
The best rationale for modifying an existing organization is to increase:organizational effectivenessemployee moralecustomer serviceprofit
Question 54
1 points
Another name for a matrix organization is:a project organizationa complex organizationa multi-level multinational corporationa traditional organization
Question 55
1 points
The primary advantage of changing a traditional organization into a matrix organization is that it:creates a more complex internal organizationis flexibleenhances the equal application of company policiesis easier to manage
Question 56
1 points
The process of increasing the number of operations an individual performs in a job is:job rotationjob enlargementjob enrichmentteam management
Question 57
1 points
According to Argyris’ continuum, as individuals mature they are more likely to do all of the following EXCEPT:have increasing needs for more activityhave a short-term perspectivehave deeper and more lasting interests
have control over their own destiny Question 58
1 points
A reward that consists of the elimination of an undesirable consequence of behavior is:positive reinforcementnegative reinforcementpunishmentextinction
Question 59
1 points
A manager who has a cooperative, team-centered management style who prefers to influence subordinates to complete tasks through team efforts probably has a high need for:achievementpoweraffiliationcontrol
Question 60
1 points
Which of the following focuses on managing human activity by controlling the consequences of performing that activity?job enrichmentNeeds-Goal Theorybehavior modificationreinforcement
Question 61
1 points
According to McClelland, people who are greatly motivated to influence other people and to assume responsibility have a high need for:achievementaffiliationpowerdominance
Question 62
1 points
Rewards that come directly from performing a task are:goalsmoneyextrinsic rewardsintrinsic rewards
Question 63
1 points
The most fundamental motivation theory that begins with an individual feeling a need is:ERG theoryequity theoryHerzberg’s Two-Factor TheoryNeeds-Goal Theory
Question 64
1 points
In Likert’s Management System, which management style can be categorized by a lack of confidence or trust in subordinates, with the bulk of all decision-making being done at the top of the organization?System 1System 2System 3System 4
Question 65
1 points
In order to avoid the potential weaknesses of performance appraisals, supervisors should do all of the following EXCEPT:view paperwork as an aid in providing feedbackmake the appraisal as tactful as possiblemake the appraisal as objective as possibleview the appraisal process as a means of rewarding or punishing employees
Question 66
1 points
The process of developing qualities in human resources that will enable them to be more productive is:recruitmenttrainingselectionperformance appraisal
Question 67
1 points
The performance appraisal should:focus on the evaluator’s impression of the individual’s work habitsstress only performance in the position the individual holdsbe acceptable to the evaluator and the individual being evaluatedfocus on subjective areas of performance
Question 68
1 points
The form used in compiling a human resource inventory that summarizes information about organizational members who could fill a position is a:management manpower replacement chartposition replacement formmanagement inventory card
human resource inventory Question 69
1 points
The purpose of training is to:serve as a recruitment toolserve as a basis for promotionincrease the compensation of individualsincrease the productivity of employees by influencing their behavior
Question 70
1 points
Selection is dependent upon effective:recruitmentperformance appraisaladvertisingaffirmative action programs
Question 71
1 points
The initial attraction and screening of the supply of prospective human resources available to fill a position is:performance appraisalscreeningselectionrecruitment
Question 72
1 points
Excessive rejected products, unmet deadlines, and high labor costs are all clues that help the manager:determine those individuals who need to be terminateddetermine training needs and identify needed skillsidentify where to place the blamedetermine needed areas for recruitment
Question 73
1 points
Performance appraisals can best be described as:a one-time evaluation of an individual’s productivitya continuing activity that provides feedback to organization membersa method of developing organizational goalsan activity without any potential weaknesses
Question 74
1 points
Accepted facts or truths about an object or person that have been gained from either direct experience or a secondary source are:attitudes
beliefsvaluesperceptions
Question 75
1 points
The approach to learning that is based on the belief that behavior is a function of its consequences and that behavior leading to positive consequences is more likely to be repeated is:cognitive learningperceptionoperant learningMBO
Question 76
1 points
The basis for goal-setting strategies, which is widely used in the business world, is:cognitive learningperceptionoperant learningpositive reinforcement
Question 77
1 points
Managers can avoid inappropriate attributions by doing all of the following EXCEPT:making a greater effort to see situations as they are perceived by othersguarding against perceptual distortionspaying more attention to individual differences among subordinatesignoring individual differences among subordinates
Question 78
1 points
The most common application of goal-setting is:the path-goal theoryMBO (Cognitive Learning, moderate)operant conditioningselective perception
Question 79
1 points
A predisposition to react to a situation, person, or concept with a particular response is a/an:beliefattitudevalueperception
Question 80
1 points
Which of the following is NOT one of four major causes of behavior problems?lack of skillslack of positive attitudelow salarypersonal problems
Question 81
1 points
Consistently providing personnel activities that are highly valued by employees will in the long run improve attitudes, intentions, and behaviors. This management philosophy is also known as the:golden rulelaw of supply and demandteam managementhuman resource approach
Question 82
1 points
Ben believes that all women are poor drivers. This is a:projectioncase of selective perceptionstereotypeself-serving error
Question 83
1 points
A manager who has the tendency to “sell” his or her decisions is most likely to:be on the right-hand side of the Tannenbaum and Schmidt Leadership Continuumbe a subordinate-centered leaderbe willing to give up significant freedomwant to use their authority to a large degree
Question 84
1 points
The OSU studies concluded that leaders exhibit two main styles of behavior:structure behavior and employee-centered behaviorconsideration behavior and job-centered behaviorstructure behavior and consideration behavioremployee-centered behavior and job-centered behavior
Question 85
1 points
According to the characteristics of the emerging leader versus characteristics of the manager, which of the following would be associated with the leader?independentconsultingauthoritativeproblem-solving
Question 86
1 points
Generally, except for which of the following, managers increase their success by allowing subordinates more freedom in making decisions when the subordinates have:a relatively high need for dependencethe necessary knowledge and expertise to deal with the problema relatively high tolerance for ambiguitylearned to share in decision-making
Question 87
1 points
Which approach to leadership views the personal characteristics of an individual as the main determinants of how successful that individual could be as a leader?trait approachbehavior approachsituational approachcharacteristic approach
Question 88
1 points
The subtle barrier of negative attitudes and prejudices that prevents women from reaching seemingly attainable top management positions is known as the:glass doorglass ceilingglass wallglass barrier
Question 89
1 points
According to the OSU studies, the behavior that reflects friendship, mutual trust, respect, and warmth in the relationship between leader and follower is:employee-centered behaviorjob-centered behaviorconsideration behaviorstructure behavior
Question 90
1 points
Which of the following is a situational leadership theory?the trait approachpath-goal theorythe Michigan Studiesthe Ohio State studies
Question 91
1 points
The Vroom-Yetton-Jago Model is designed to:determine the maturity level of subordinatesdetermine the appropriate level of subordinate involvement in the decision-making processdetermine the degree of boss-centered activity that is appropriatedetermine the degree of structure in the situation
Question 92
1 points
Which of the following is the correct sequence of the stages of group development?acceptance, communication/decision-making, solidarity, controlacceptance, solidarity, control, communication/decision-makingsolidarity, acceptance, communication/decision-making, controlcontrol, solidarity, acceptance, communication/decision-making
Question 93
1 points
Which of the following is least accurate regarding groups?they are found in all organizationsan understanding of groups can help managers raise the probability the groups will cause desirable consequences for the organizationgroups inevitably form in all facets of organizational existencegroups invariably cause desirable consequences within the organization
Question 94
1 points
A formal group of organization members who interact with one another to accomplish some nonroutine task is a/an:work groupcommand groupinterest grouptask group
Question 95
1 points
Which stage of team development is characterized by conflict and disagreement as team members try to clarify their individual roles and challenge the way the team functions?formingnormingperformingstorming
Question 96
1 points
The most fundamental ingredient for an effective teams is:moneystrong management supportcommon interests
trust Question 97
1 points
Which of the following is a procedural step that could be taken to increase the probability a committee will be successful?rephrasing ideas already expressedspecifying the authority of the committeebringing all members into active participationstimulating further thought by members
Question 98
1 points
A set of shared values and beliefs organization members have regarding the functioning and existence of their organization is:organizational climatecorporate culturecorporate climatenone of the above
Question 99
1 points
Which of the following is an organization-related step in building an effective work team?develop clear objectives, directions, and project plans for the teamreward and recognize team members for their accomplishmentsencourage team involvementtry to make the team’s work satisfying
Question 100
1 points
Which of the following is the correct sequence of the stages for team development?acceptance, communication/decision-making, solidarity, controlforming, norming, storming, performing, adjourningforming, storming, norming, performing, adjourningnorming, forming, storming, performance, adjourning
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