Mgt 521 new final exam

Mgt 521 new final exam

• 1.
  MGT 521 NEWFinal Exam buy here http://finishedexams.com/MGT_521 _Final_Exam.php www.finishedexams.com Immediate access to solutions for ENTIRE COURSES, FINAL EXAMS and HOMEWORKS “RATED A+" - Without Registration!
• 2.
  Times Purchased: 36 Rated:A+ Views: 1351 * Click Buy Answer and complete the checkout process, an email will be immediately sent to you with a key (password) to have access to the answers. 1. ________ is defined as a business firm92s intention, beyond its legal and economic obligations, to do the right things and act in ways that are good for society. 95 Social screening 95 Social responsibility 95 Social obligation 95 Values-based management 2. The balanced scorecard measures organizational performance against previously established standards. Which of the four functions of management relates most closely to setting these standards? 95 Controlling 95 Leading 95 Organizing 95 Planning 3. Budgets can be used as tools within which two functions of management? 95 Controlling and organizing 95 Planning and leading 95 Controlling and planning 95 Organizing and leading 4. Indira Patel has been working in her organization92s computer security department for the past 10 years. If another employee follows Indira92s recommendations in a given situation, based on her expertise in computer security, which source of power is Indira using? 95 Legitimate power 95 Coercive power 95 Expert power 95 Referent power 5. If Carol Reece is a charismatic leader, which of the following characteristics is she most likely to possess? 95 An external locus of control 95 A sensitivity to environmental constraints and follower needs 95 A strong need to be in control 95 A fear of taking risks 6. According to the Ohio State studies, which of the following dimensions of leader behavior refers to the extent to which a leader is likely to define and structure his or her role and the roles of group members to meet goals? 95 Consideration structure 95 Intelligence structure 95 Initiating structure 95 Psychological structure 7. On Monday, Jim92s Taco Shop identified a problem with tainted ground beef that was used to make tacos and nacho platters for its lunch customers. If the staff at Jim92s did not identify the problem until after the lunch rush, what type of control would this demonstrate? 95 Feedforward control 95 Concurrent control 95 Proactive control 95 Feedback control 8. The ________ determines the number of levels and managers in an organization. 95 chain of command 95 span of control 95 unity of command 95 delegation of authority 9. During benchmarking, an organization can compare its processes and products to competitors in its own industry and to noncompetitors outside the industry. What is a main benefit of comparing a firm92s performance against an organization it does not consider a competitor? 95 A noncompetitor may allow an organization to see its practices more readily than a competitor in the same industry.
• 3.
  95 A noncompetitormay be the world leader in a specific process or practice, and an organization can learn from it. 95 A noncompetitor may be easier to find and benchmark, because the top firms in the world are so diverse. 95 There is no benefit to benchmarking a firm against a noncompetitor. 10. If a manager rationalizes that he or she does not have time to investigate the source of a problem and instead resorts to putting out fires, the manager is missing the use of ________. 95 bureaucratic control 95 basic corrective action 95 concurrent control 95 immediate corrective action 11. Which leadership theory is derived from the belief that a leader92s job is to remove pitfalls and roadblocks so followers can achieve their work goals? 95 Contingency theory 95 Fiedler92s theory 95 Leader participation model 95 Path-goal theory 12. A company that wants to distinguish itself from the competition in the marketplace is most likely using which of the following strategies? 95 Functional strategy 95 Focus strategy 95 Differentiation strategy 95 Generic strategy 13. When a manager makes use of a SWOT analysis, one of his or her objectives is to 95 set specific short-term performance standards for each department 95 formulate appropriate strategies to exploit strengths, protect against threats, and correct weaknesses 95 evaluate the desirability of issuing stocks or bonds in the current financial climate 95 identify the best employees to fill each position in the organization 14. What can be said about a manager who believes she worked hard and met her organization92s productivity goals despite unfavorable conditions? 95 She has an external locus of control. 95 She has a high ego strength. 95 She has an internal locus of control. 95 She has a low ego strength. 15. Which of the following is a characteristic of a matrix organization? 95 It is free of internal and external boundaries. 95 It has formal departments to which employees return after completing a project 95 It conforms to the unity of command principle. 95 It has a single chain of command for functional managers to report to. 16. Which of the following is a characteristic of an organic organization? 95 Narrow span of controls 95 High specialization 95 Cross-functional teams 95 Rigid departmentalization 17. Conflicts can be resolved by satisfying one92s own needs at the expense of others. This conflict- management technique is known as ________. 95 forcing 95 avoiding 95 collaborating 95 compromising 18. When planning for unexpected events, a company is using which of the following techniques? 95 Contingency planning 95 Benchmarking 95 Financial forecasting 95 SWOT analysis 19. Melvin manages a team of 10 employees, including Jane and Jared. Jared is leaving the organization to find a job as a manager in another field. Meanwhile, due to performance issues, Melvin terminates Jane92s employment with the company. Both of these are examples of what type of employee behavior? 95 Job satisfaction 95 Employee productivity 95 Absenteeism 95 Turnover 20. Searching for new ideas beyond an organization92s boundaries and allowing changes to easily transfer inward and outward is known as ________. 95 open innovation 95 strategic partnering
• 4.
  95 knowledge management 95organizational osmosis 21. Which business practice would likely encourage ethical behavior? 95 Intense competition for valued rewards 95 Cultural values for obedience to authority 95 Strong emphasis on individual productivity 95 Strong emphasis on leading by example 22. Why are feedforward controls more rarely implemented as compared to other types of controls? 95 Feedforward controls result in wasted time and money. 95 Feedforward controls require managers to interact directly with employees. 95 Feedforward controls are time-consuming for managers because they must continually monitor progress. 95 Feedforward controls require timely and accurate information that is hard to obtain. 23. Which of the following statements is true about group decision making? 95 It generates more complete information and knowledge. 95 It is most suitable for matters that must be critically evaluated. 95 It prevents any one minority from dominating or influencing the final decision. 95 It takes less time to reach a solution than it would an individual. 24. In the ________ approach of going green, organizations respond to the environmental preferences of customers. 95 activist 95 legal 95 market 95 stakeholder 25. Thomas often annoys his coworkers with his talkativeness and assertive personality. According to the Big Five Model of personality, Thomas would be described as high in the trait of ________. 95 openness to experience 95 extraversion 95 agreeableness 95 conscientiousness 26. If a firm wanted to identify how much money was being made for each sale of a given product (above and beyond the costs associated with making that product), what type of ratio would it use? 95 Liquidity ratios 95 Activity ratios 95 Profitability ratios 95 Leverage ratios 27. It is crucial to determine an acceptable _____ during the comparing step in the control process. 95 written report 95 measure of organizational performance 95 ideal standard 95 range of variation 28. An organization92s ________ goals are official statements of what an organization says its goals are. 95 real 95 stated 95 synthetic 95 implicit 29. Kelly is interviewing candidates to fill a vacancy on her team. One candidate has a degree from a prestigious university, and Kelly is impressed. In speaking with her fellow members of the interview panel, however, Kelly finds that no one else enjoyed the interview with the candidate, finding her to be pompous, aggressive, and self-serving. In her focus on only the candidate92s education, Kelly may have fallen victim to _______. 95 stereotyping 95 the halo effect 95 assumed similarity 95 selectivity 30. Which of the following stages is when the group structure is in place and accepted by the group members? Norming 95 Storming 95 Performing 95 Adjourning