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Group: MGT100 201030 SM ITest Name: Assessment Item 2Number of questions: 40Total possible marks: 40Submissions allowed: 3Prepared by: glduncanStart date: Wed 31 Mar 2010 01:00 AMEnd date: Sun 4 Apr 2010 11:45 PM

3897

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3 Days, 11 Hours, 15 Minutes, 25 Seconds

Questions

Question hints (where available) in italics

 

1.

A manager resolving conflict among organisational members is performing what function?(1 mark )

a. commanding

b. controlling

c. directing

d. coordinating

e. leading  

2.

Without question the most important contribution to the developing field of organisational behaviour came out of the(1 mark )

a. Hawthorne Studies.

b. Taylor Studies.

c. Parker Studies.

d. Porter Studies.

e. Gilbreth Studies.  

3.

Whereas ________ is concerned with the means of getting things done, ________ is concerned with the ends, or attainment of goals.(1 mark )

a. efficiency; effectiveness

b. goal attainment; efficiency

c. effectiveness; goal attainment

d. effectiveness; efficiency  4. As managers move up in organisations, they tend to need more

(1 mark )

a. supervision.

b. human skills.

c. budgeting skills.

d. conceptual skills.

e. technical skills.  

5.

The internal constraints within every organisation that are placed on management are derived from what factor?(1 mark )

a. laws and regulations

b. the organisational culture

c. the organisation structure

d. their positional power within the organisation

e. the economic well being of the organisation  

6.

Based on his scientific management principles, Taylor suggested which of the following pay principles?(1 mark )

a. monthly salary with bonus

b. incentive pay

c. Scanlon plans

d. monthly salary

e. seniority pay  

7.

Which of the following is NOT one of Taylor's four principles of management?(1 mark )

a. Provide managers with less work than other employees so the managers can plan accordingly.

b. Develop a science for each element of an individual's work, which will replace the old rule-of-thumb method.

c. Scientifically select and then train, teach, and develop the worker.

d. Heartily cooperate with the workers so as to ensure that all work is done in accordance with the principles developed.

 

8.

Which of the following is NOT a characteristic of an organisation?(1 mark )

a. having a distinct purpose

b. encouraging employee free-time activities

c. being composed of people

d. setting a goal or goals

e. developing a deliberate structure  9. The process of monitoring, comparing, and correcting is called ______

(1 mark )

a. controlling.

b. leading.

c. directing.

d. coordinating.

e. organising.  

10.

________ was a French industrialist who identified basic management functions.(1 mark )

a. Taylor

b. Weber

c. Fayol

d. Koontz

e. Herzberg  

11.

One outcome of the Hawthorne studies could be described by which of the following statements?(1 mark )

a. Security is relatively unimportant.

b. While groups are an important determinant of worker productivity, the individual him/herself is most important.

c. Money is more important than the group on individual productivity.

d. Social norms are the key determinants of individual work behaviour.

e. Behaviour and employee sentiments are inversely related.  

12.

What is the original source of an organisation's culture?(1 mark )

a. the organisation's geographic location

b. the organisation's founder

c. the organisation's industry

d. the organisation's size

e. the organisation's age  13. Which of the following is NOT implied by your text's definition of culture?

(1 mark )

a. Individuals tend to describe an organisation's culture in dissimilar terms.

b. Organisational culture is a descriptive term.

c. Culture is a perception.

d. Research suggests seven dimensions to an organisation's culture.

e. There is a shared aspect of culture.  

14.

To a national network such as Channel 9, your home DVD is considered a ______.(1 mark )

a. supplier.

b. competitor.

c. regulator.

d. special-interest group.

e. customer.  

15.

________ 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.(1 mark )

a. Social responsibility

b. Social autonomy

c. Social screening

d. Value-based management

e. Social obligation  

16.

According to your text, who is responsible for establishing and upholding corporate values?(1 mark )

a. the organisation's employees

b. the organisation's managers

c. the organisation's shareholders

d. all the organisation's stakeholders

e. All the above groups are involved in establishing corporate values.  

17.

According to Milton Friedman, which of the following is NOT a potential result of spending an organisation's resources on "social good"?(1 mark )

a. redistribution of assets

b. reduced profits and dividends

c. lower sales

d. lower prices of goods

e. losses by employees

 

18.

Overall, does the evidence suggest that socially responsible behaviours by organisations lower a firm's economic performance?(1 mark )

a. Yes

b. No

c. It depends on the activity with which the organisation is involved.

d. There is not enough evidence at this time to know for sure.

e. It depends on the industry.  

19.

Which of the following terms refers to when a firm meets its economic and legal responsibilities?(1 mark )

a. social standard

b. social responsibility

c. social responsiveness

d. social duty

e. social obligation  

20.

What Wood You Do? (Scenario) Imagine that you are the head of a company that manufactures secondary wood products for the construction industry. Recently, there have been many reports of a plywood subflooring product that has been failing in a number of commercial locations resulting in several complaints about ruined floor coverings and, in one instance, partial collapse of a third floor, which injured three people. Your head of research and development has asked to stop selling the product and wants to run tests on the product to determine the problem. However, third-quarter earnings reports are due out in two weeks, and public knowledge of problems with a lucrative product may delay the financing of the company's expansion plans and lower stock price. Your dilemma: Do you delay or refuse the product research, thereby enhancing the expansion plans but risking other damage and public safety, or, do you immediately stop sales of the product and run the necessary tests, thereby risking the expansion plans? If you decided to stop sales and investigate the product, because you felt you had an obligation to society as well as stockholders, you would be operating under which view of social responsibility?(1 mark )

a. contemporary

b. neoclassical

c. classical

d. socioeconomic

e. conservative  21. When a firm advertises that it only uses recycled paper products, it is

(1 mark )

a. paying attention to the bottom line.

b. being socially responsive.

c. meeting social responsibilities.

d. attempting to defraud consumers.

e. meeting its social obligation.  

22.

A survey of various codes of ethics found that their content tended to fall into all of the following categories EXCEPT:(1 mark )

a. be a dependable and organisational citizen.

b. do not do anything unlawful or improper that will harm the organisation.

c. be good to customers.

d. consider profit maximisation to be the primary focus of the company.  

23.

The socioeconomic view of corporate responsibility suggests that(1 mark )

a. shareholders are the only responsibility.

b. corporations are responsible to the state and its citizens.

c. corporations are independent entities.

d. maximising profits is the first priority while social responsibility is the second priority.

e. organisations have an ethical but no legal responsibility to anyone except shareholders.

 

24.

Which of the following is NOT a way for management to reduce unethical behaviour?(1 mark )

a. monitor employee telephone calls

b. establish codes of conduct

c. provide ethics training

d. lead by example

e. select individuals with high ethical standards  25. Managerial Basic Training (Scenario) Imagine that your marketing company has just

merged with a manufacturing organisation. You have been asked to help provide some "basic" managerial training to the engineers in the research and development unit of the new sister company. Your boss has asked to see an overview of materials that you will be providing the engineers to make sure you are covering the necessary materials. Another fact about managing that engineers need to learn is that supervisors may frequently be referred to as(1 mark )

a. unit chief.

b. middle manager.

c. first-line manager.

d. top manager.

e. project leader.  

26.

Traditionally, ________ were individuals in an organisation who worked directly on a job or task but had no subordinates.(1 mark )

a. team leaders

b. line managers

c. managers

d. subordinates

e. non-managerial employees  

27.

A Trucking Dilemma (Scenario) Natalie Hunter, General Manager of New Product Development for Mainline Trucking, has some decisions to make. The company, which manufactures long-haul trucking platforms and accessories, is trying to decide if it should proceed in designing a new accessory which increases the efficiency of truck loading and unloading. She knows the new accessory fits well with the corporate strategy, will position them competitively within the industry, and she feels she has done a good job of selling it to other management. With her engineering training and experience she also knows the product is reasonably easy to lay out and probably cost effective. However, a major problem lies with the line workers, who are Unionist. The new product will reduce manpower needs and is unpopular. She has always had a good relationship with her workers, but she knows they are highly suspicious. She also knows the new project will not work without their cooperation. She gazed out her window and struggled with how to best handle this situation. Natalie's reliance on her engineering background to estimate the project's potential refers to what type of managerial skill?(1 mark )

a. planning

b. conceptual

c. technical

d. human

e. leadership  28. Concern for employee motivation is most closely associated with which management

approach?(1 mark )

a. Bureaucracy

b. Systems

c. General Administrative

d. Organisational Behaviour

e. Scientific Management  

29.

Which of the following approaches to management has also been labelled operations research or management science?(1 mark )

a. the experimental approach

b. the theoretical approach

c. the quantitative approach

d. the qualitative approach

e. linear programming  

30.

Weber's bureaucratic organisational design may be difficult to implement in current organisations because(1 mark )

a. today's organisations have little, if any, division of labour.

b. it takes away from employee creativity.

c. inevitably, it leads to lower profitability.

d. it is too flexible.

e. the power of employees has increased.  

31.

Organisational ________ typically contain a narrative of significant events or people.(1 mark )

a. stories

b. language

c. material symbols

d. rituals

e. charts  

32.

Organisational culture is similar to an individual's(1 mark )

a. skills.

b. motivation.

c. personality.

d. knowledge.

e. ability.  

33.

The ________ environment includes those constituencies that have a direct and immediate impact on managers' decisions and actions and are directly relevant to the achievement of the organisation's goals.(1 mark )

a. general

b. forward

c. specific

d. reverse

e. secondary  

34.

For a company such as Shell drilling for oil and gas in Bass Strait, a bank would be an example of what kind of factor in their specific environment?(1 mark )

a. customer

b. competitor

c. special interest group

d. government agency

e. supplier  

35.

The strength of culture is dependent on all but which of the following organisational factors?(1 mark )

a. original culture intensity

b. industry

c. age

d. turnover

e. size  

36.

Environmental Constraints (Scenario) It is safe to say that managers do not have complete control over organisational outcomes; the environment has a significant impact. However, there are different environmental factors that shape a manager's work life. Political conditions, which include attitudes that officials hold towards specific industries, fall within an organisation's ________ environment.(1 mark )

a. general

b. global

c. specific

d. competitive

e. internal

 

37.

What Wood You Do? (Scenario) Imagine that you are the head of a company that manufactures secondary wood products for the construction industry. Recently, there have been many reports of a plywood subflooring product that has been failing in a number of commercial locations resulting in several complaints about ruined floor coverings and, in one instance, partial collapse of a third floor, which injured three people. Your head of research and development has asked to stop selling the product and wants to run tests on the product to determine the problem. However, third-quarter earnings reports are due out in two weeks, and public knowledge of problems with a lucrative product may delay the financing of the company's expansion plans and lower stock price. Your dilemma: Do you delay or refuse the product research, thereby enhancing the expansion plans but risking other damage and public safety, or, do you immediately stop sales of the product and run the necessary tests, thereby risking the expansion plans? Which view of social responsibility suggests that your decision should be based first on what will enable your wood products company long-term survival and, only secondly, profit maximisation?(1 mark )

a. socioeconomic

b. classical

c. neoclassical

d. contemporary

e. conservative  

38.

What Wood You Do? (Scenario) Imagine that you are the head of a company that manufactures secondary wood products for the construction industry. Recently, there have been many reports of a plywood subflooring product that has been failing in a number of commercial locations resulting in several complaints about ruined floor coverings and, in one instance, partial collapse of a third floor, which injured three people. Your head of research and development has asked to stop selling the product and wants to run tests on the product to determine the problem. However, third-quarter earnings reports are due out in two weeks, and public knowledge of problems with a lucrative product may delay the financing of the company's expansion plans and lower stock price. Your dilemma: Do you delay or refuse the product research, thereby enhancing the expansion plans but risking other damage and public safety, or, do you immediately stop sales of the product and run the necessary tests, thereby risking the expansion plans? If you (as head of the company) made your decision based on what was best for the stockholders, you would be operating with the ________ view of social responsibility.(1 mark )

a. conservative

b. contemporary

c. socioeconomic

d. classical

e. neoclassical  

39.

Which of the following would not be associated with the quantitative approach to management?(1 mark )

a. systematic motivation of individuals

b. statistics

c. critical-path scheduling

d. information models

e. linear programming  

40.

The Perfect Manager (Scenario) Elaine Truegood has proven herself to be an able manager. Her section has a high project completion rate with the highest quality product and the lowest defects in her division. In addition, she does it with fewer full-time people than other managers. Some say that the secret of her success is in her ability to delegate responsibility and her understanding of the basic "management functions." Getting her projects completed is an indication of Elaine's ________ as a manager.(1 mark )

a. attention to detail

b. leadership

c. effectiveness

d. total quality management style

e. efficiency

 

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