1. Building a dynamic organization is another way of describing which function of management?

a. Planning

b. Organizing

c. Leading

d. Controlling

 

Objective: Explain how internal and external factors impact the four functions of management.

 

2. Organizations that are affected by and that affect their environment are called __________.

a. inputs

b. outputs

c. open systems

d. macroenvironment

 

3. Specific government organizations in a firm's immediate task environment are called __________.

a. substitutes

b. new entrants

c. regulators

d. economic indicators

 

Objective: Explain how managers use delegation.

 

4. The assignment of additional responsibilities to a subordinate is referred to as

a. pandering

b. centralization

c. delegation

d. span of control

 

Week Two: Planning as a Management Function

 

Objective: Evaluate the planning function of management.

 

5. The targets or ends the manager wants to reach are called

a. goals

b. plans

c. mission statement

d. vision

 

6. Which is the first step in the formal planning process?

a. Goal and plan evaluation

b. Situational analysis

c. Monitor and control

d. Implementation

 

Objective: Analyze various factors that influence strategic, tactical, operational, and contingency planning.

 

7. If expansion to Australia does not materialize, Widget, Inc.'s backup plan is to expand to Asia. This backup plan is an example of a

a. strategic plan

b. contingency plan

c. standing plan

d. single-use plan

 

Objective: Analyze the impact that legal issues, ethics, and corporate social responsibility have on management planning.

 

8. A system of rules that governs the ordering of values is referred to as

a. ethics

b. corporate legitimacy

c. justice

d. legal system

 

Week Three: Organizing as a Management Function

 

Objective: Evaluate the organizing function of management as it relates to organizational resources.

 

9. The final stage in the human resource planning process is to

a. evaluate the activities conducted to ensure they produce the desired results

b. discharge those employees determined to be ineffective at realizing organizational goals

c. restart the process

d. distribute compensation adjustments

 

10. The programming stage of human resources management consists of

a. setting up employee files in the computer

b. evaluating employee performance levels

c. determining appropriate automation methods

d. implementing plans determined earlier

 

11. Human resources planning has three stages. They are

a. planning, executing, and delivering

b. hiring, training, and firing

c. planning, programming, and evaluating

d. recruiting, screening, and hiring

 

Objective: Compare and contrast various types of organizational structures.

 

12. A process in which different individuals and units perform different tasks is

a. accountability

b. authority

c. specialization

d. differentiation

 

13. Which of these is created through the division of labor and job specialization?

a. Integration

b. Coordination

c. Differentiation

d. Span of control

 

Objective: Evaluate how organizational functions impact organizational structures.

 

14. The organizational pyramid is commonly called the

a. hierarchy

b. structure

c. bureaucracy

d. framework

 

15. An organization with departmentalization that groups units around products, customers, or geographic regions is called a

a. divisional organization

b. centralized organization

c. matrix organization

d. functional organization

 

Week Four: Leading as a Management Function

 

Objective: Differentiate between management and leadership.

 

16. Which of the following statements best differentiate leadership from management?

a. Leadership challenges the process, inspires a shared vision, enables others to act, models the way, and manages the heart.

b. Leadership deals with the ongoing day-to-day complexities of the organization.

c. Management orchestrates important changes to the organization while leadership does not.

d. Leadership is mostly transformational while management is mostly concerned with organizational controls.

 

17. Which of the following reflects a possible cause for an inappropriate vision?

a. The vision is too challenging.

b. The vision does not motivate all members of the organization.

c. The vision reflects only the leader's needs.

d. The vision is too long-term.

 

Objective: Examine the role and responsibilities of leaders in creating and maintaining a health organizational culture.

 

18. Behavior that provides guidance, support, and corrective feedback for the day-to-day activities of work unit members is

a. strategic leadership

b. supervisory leadership

c. organizational leadership

d. task leadership

 

19. The ability to influence others is

a. power

b. cohesion

c. motivation

d. charisma

 

20. Which type of power is dominant when a leader utilizes her ability to control punishments?

a. Legitimate power

b. Reward power

c. Coercive power

d. Referent power

 

Objective: Examine the role and responsibilities of leaders in creating and maintaining a health organizational culture.

 

21. To be competitive in a global economy, Europeans must increase their level of

a. population density

b. productivity

c. espionage activity

d. philanthropic contributions

 

Week Five: Controlling as a Management Function

 

Objective: Compare and contrast various control mechanisms.

 

22. __________ control involves culture, shared values, beliefs, expectations, and trust. Works best where there is no one best way to do a job and employees are empowered to make decisions.

a. Market

b. Clan

c. Bureaucratic

d. Feedback

 

23. This type of control is involved when performance data have been gathered and analyzed and the results have been returned to someone or something in the process to make corrections.

a. Feedback control

b. Concurrent control

c. Feed forward control

d. Market control

 

24. Which of the following is the review of one organization by another organization?

a. Internal audit

b. External audit

c. Feedback audit

d. Telephonic audit

 

25. Control based on the norms, values, shared goals, and trust among group members is

a. clan control

b. feedback control

c. concurrent control

d. feed forward control

 

26. Control based on the use of pricing mechanisms and economic information is

a. clan control

b. feedback control

c. market control

d. feed forward control

 

27. The use of rules, regulations, and authority to guide performance is

a. clan control

b. bureaucratic control

c. market control

d. concurrent control

 

Objective: Examine positive and negative reactions to the use of controls.

28. Expected performance for a given goal is a target that establishes a desired performance level, motivates performance, and serves as a benchmark against which actual performance, and is assessed as a

a. standard

b. management audit

c. budget

d. debt-equity ratio

 

29. When Jennifer concentrates on the significant deviations from established standards, she is using

a. unreasonable control

b. the principle of deviation

c. inefficient control

 

d. the principle of exception

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