Fundamentals of Management 10th Edition

Chapter 1 Managers and Management CHAPTER 1 MANAGERS AND MANAGEMENT LEARNING OUTCOMES After reading this chapter, students should be able to: 1-1. Tell who managers are and where they work. 1-2. Define management. 1-3. Describe what managers do. 1-4. Explain why its important to study management. 1-5. Describe the factors that are reshaping and

DISCUSSION QUESTIONS 1-1 What is an organization and what characteristics do organizations share? Answer: An organization is a systematic arrangement of people brought together to accomplish some specific purpose. All organizations share three common characteristics: 1) Every organization has a purpose and is made up of people who are grouped in some

Chapter 10 Understanding Groups and Managing Work Teams CHAPTER 10 UNDERSTANDING GROUPS AND MANAGING WORK TEAMS LEARNING OUTCOMES After reading this chapter, students should be able to: 10-1. Define group and describe the stages of group development. 10-2. Describe the major concepts of group behavior. 10-3. Discuss how groups are turned into effective teams. 10-4. Discuss contemporary issues in managing

REVIEW AND APPLICATIONS CHAPTER SUMMARY 10-1 Define a group and describe the stages of group development. A group is two or more interacting and interdependent individuals who come together to achieve specific goals. Formal groups are work groups that are defined by the organizations structure and have designated workassignments and specific tasks

Chapter 11 Motivating and Rewarding Employees CHAPTER 11 MOTIVATING AND REWARDING EMPLOYEES LEARNING OUTCOMES After reading this chapter, students should be able to: 11-1. Define and explain motivation. 11-2. Compare and contrast early theories of motivation. 11-3. Compare and contrast contemporary theories of motivation. 11-4. Discuss current issues in motivating employees. Management Myth Myth: Motivation is all about show me

IV. WHAT CURRENT MOTIVATION ISSUES DO MANAGERS FACE? A. How Can Managers Motivate Employees When the Economy Stinks? 1. Tough economic times leave companies with tight budgets, minimal or no pay raises, benefit cuts, no bonuses, long hours doing the work of those who had been laid off. As conditions

REVIEW AND APPLICATIONS CHAPTER SUMMARY 11-1 Define and explain motivation. Motivation is the process by which a persons efforts are energized, directed, and sustained toward attaining a goal. The energy element is a measure of intensity or drive. The high level of effort needs to be directed in ways that help the

Chapter 12 Leadership and Trust CHAPTER 12 LEADERSHIP AND TRUST LEARNING OUTCOMES After reading this chapter, students should be able to: 12-1. Define leader and leadership. 12-2. Compare and contrast early leadership theories. 12-3. Describe the four major contingency leadership theories. 12-4. Describe modern views of leadership and the issues facing todays leaders. 12-5. Discuss trust as the essence of leadership. Management

I. WHAT IS LEADERSHIP LIKE TODAY? A. What Do the Four Contemporary Views of Leadership Tell Us? 1. Leader-member exchange (LMX) theory says that leaders create in-groups and out-groups and those in the in-group will have higher performance ratings, less turnover, and greater job satisfaction. 2. Leaders who primarily use social exchanges

REVIEW AND APPLICATIONS CHAPTER SUMMARY 12-1 Define leader and leadership. A leader is someone who can influence others and who has managerial authority. Leadership is a process of leading a group and influencing that group to achieve its goals. Managers should be leaders because leading is one of the four management functions. group

Chapter 13 Managing Communication & Information CHAPTER 13 MANAGING COMMUNICATION AND INFORMATION LEARNING OUTCOMES After reading this chapter, students should be able to: 13-1. Describe what managers need to know about communicating effectively. 13-2. Explain how technology affects managerial communication. 13-3. Discuss contemporary issues in communication. Management Myth MYTH: Managers should try to stifle the grapevine. TRUTH: Astute managers acknowledge the existence

REVIEW AND APPLICATIONS CHAPTER SUMMARY 13-1 Describe what managers need to know about communicating effectively. Communication is the transfer and understanding of meaning. There are seven elements in the communication process. First there is a sender or source who has a message. A message is a purpose to be conveyed. Encoding is converting

Chapter 14 Foundations of Control CHAPTER 14 FOUNDATIONS OF CONTROL LEARNING OUTCOMES After reading this chapter, students should be able to: 14-1. Explain the nature and importance of control. 14-2. Describe the three steps in the control process. 14-3. Discuss the types of controls organizations and managers use. 14-4. Discuss contemporary issues in control. Management Myth MYTH: A lack of employee

REVIEW AND APPLICATIONS CHAPTER SUMMARY 14-1 Explain the nature and importance of control. Control is the management function that involves monitoring activities to ensure that theyre being accomplished as planned and correcting any significant deviations. As the final step in the management process, controlling provides the link back to planning. If managers

Chapter 15 Operations Management CHAPTER 15 OPERATIONS MANAGEMENT LEARNING OUTCOMES After reading this chapter, students should be able to: 15-1. Define operations management and explain its role. 15-2. Define the nature and purpose of value chain management. 15-3. Describe how value chain management is done. 15-4. Describe contemporary issues in managing operations. Management Myth MYTH: In the future of manufacturing, robots

I. WHAT CONTEMPORARY ISSUES DO MANAGERS FACE IN MANAGING OPERATIONS? A. Introduction 1. Every aspect of the economy needs to be re-examined and many products must be redesigned for greater efficiency. B. What Role Does Technology Play in Operations Management? 1. Smart companies are looking at ways to harness technology to improve

REVIEW AND APPLICATIONS CHAPTER SUMMARY 15-1 Define operations management and explain its role. Operations management is the transformation process that converts resources into finished goods and services. Manufacturing organizations produce physical goods. Service organizations produce nonphysical outputs in the form of services. Productivity is a composite of people and operations variables. A

Chapter 2 The Management Environment CHAPTER 2 THE MANAGEMENT ENVIRONMENT LEARNING OUTCOMES After reading this chapter, students should be able to: 2-1. Explain what the external environment is and why its important. 2-2. Discuss how the external environment affects managers. 2-3. Define what organizational culture is and explain why its important. 2-4. Describe how organizational culture

DISCUSSION QUESTIONS 2-1 How much impact do managers actually have on an organizations success or failure? Answer: The omnipotent view supports the idea that a manager is directly responsible for the success and failure of the organization. Top CEOs (and head football coaches) would be more likely to be held accountable for

Chapter 3 Integrative Managerial Issues CHAPTER 3 INTEGRATIVE MANAGERIAL ISSUES LEARNING OUTCOMES After reading this chapter, students should be able to: 3-1. Explain globalization and its impact on organizations. 3-2. Discuss how societys expectations are influencing managers and organizations. 3-3. Discuss the factors that lead to ethical and unethical behavior in organizations. 3-4. Describe how the workforce is changing

Technology and the Manager's Job The Ethics of Data Analytics Every time you click on anything in Facebook or do a search in Google or purchase anything on Amazon or post anything on Instagram, data is being collected about you. Technology has evolved to the point where companies can capture data about consumer

DISCUSSION QUESTIONS 3-1 How does the concept of a global village affect organizations and managers? Answer: This item can be assigned as a Discussion Question in MyManagementLab. Student responses will vary. Answer: This item can be assigned as a Discussion Question in MyManagementLab. Student responses will vary. Answer: This item can be

Chapter 4 Foundations of Decision Making CHAPTER 4 FOUNDATIONS OF DECISION MAKING LEARNING OUTCOMES After reading this chapter, students should be able to: 4-1. Describe the decision-making process. 4-2. Explain the three approaches managers can use to make decisions. 4-3. Describe the types of decisions and decision-making conditions managers face. 4-4. Discuss group decision making. 4-5. Discuss contemporary issues in managerial

I. HOW DO GROUPS MAKE DECISIONS? A. Introduction 1. Many decisions in organizations, especially important decisions that have far-reaching effects on organizational activities and personnel, are typically made in groups. 2. In many cases, these groups represent people who will be most affected by the decisions. 3. Managers spend a significant portion

REVIEW AND APPLICATIONS CHAPTER SUMMARY 4-1 Describe the decision-making process. The decision-making process consists of eight steps: (1) identify the problem, (2) identify the decision criteria, (3) weight the criteria, (4) develop alternatives, (5) analyze alternatives, (6) select alternative, (7) implement alternative, and (8) evaluate decision effectiveness. As managers make decisions, they

Chapter 5 Foundations of Planning CHAPTER 5 FOUNDATIONS OF PLANNING LEARNING OUTCOMES After reading this chapter, students should be able to: 5-1. Discuss the nature and purposes of planning. 5-2. Explain what managers do in the strategic management process. 5-3. Compare and contrast approaches to goal setting and planning. 5-4. Discuss contemporary issues in planning. Management Myth MYTH: Planning

I. HOW DO MANAGERS SET GOALS AND DEVELOP PLANS? A. What Types of Goals Do Organizations Have and How Do They Set Those Goals? 1. Planning involves two important aspects: goals and plans. 2. Types of Goals a) Stated goals official statements of what an organization says, and what it wants its stakeholders to

REVIEW AND APPLICATIONS CHAPTER SUMMARY 5-1 Discuss the nature and purposes of planning. As the primary management function, planning establishes the basis for all the other things that managers do. The planning were concerned with is formal planning; that is, specific goals covering a specific time period are defined and written down

Chapter 6 Organizational Structure and Design CHAPTER 6 ORGANIZATIONAL STRUCTURE AND DESIGN LEARNING OUTCOMES After reading this chapter, students should be able to: 6-1. Describe six key elements in organizational design. 6-2. Identify the contingency factors that favor the mechanistic model or the organic model of organizational design. 6-3. Compare and contrast traditional and contemporary organizational designs. 6-4. Discuss

I. WHAT CONTINGENCY VARIABLES AFFECT STRUCTURAL CHOICE? A. Introduction 1. The most appropriate structure to use will depend on contingency factors. 2. Exhibit 6-7 describes two organizational forms: mechanistic and organic. 3. The mechanistic organization (or bureaucracy) was the result of combining the six elements of structure. a) High specialization. b)

REVIEW AND APPLICATIONS CHAPTER SUMMARY 6-1 Describe six key elements in organizational design. The first element, work specialization, refers to dividing work activities into separate job tasks. The second, departmentalization, is how jobs are grouped together, which can be one of five types: functional, product, customer, geographic, or process. The third authority,

Chapter 7 Managing Human Resources CHAPTER 7 MANAGING HUMAN RESOURCES LEARNING OUTCOMES After reading this chapter, students should be able to: 7-1. Describe the key components of the human resource management process and the important influences on that process. 7-2. Discuss the tasks associated with identifying and selecting competent employees. 7-3. Explain how employees are provided with

IHOW ARE EMPLOYEEES PROVIDED WITH NEEDED SKILS AND KNOWLEDGE? A. How Are New Hires Introduced to the Organization? 1. Once selected, the job candidate needs to be introduced to the job and organization orientation. 2. The major objectives of orientation: a) Reduce the initial anxiety. b) Familiarize new employees with the job, the

REVIEW AND APPLICATIONS CHAPTER SUMMARY 7-1 Describe the key components of the human resource management process and the important influences on that process. The HRM process consists of eight activities that will staff an organization with competent, high-performing employees who are capable of sustaining their performance level over the long-term. The first

Chapter 8 Managing Change and Innovation CHAPTER 8 MANAGING CHANGE AND INNOVATION LEARNING OUTCOMES After reading this chapter, students should be able to: 8-1. Define organizational change and compare and contrast views on the change process. 8-2. Explain how to manage resistance to change. 8-3. Describe what managers need to know about employee stress. 8-4. Discuss techniques for stimulating

I. WHAT REACTION DO EMPLOYEES HAVE TO ORGANIZATIONAL CHANGE? A. What Is Stress? 1. Stress is the response to anxiety over intense demands, constraints, or opportunities. a) It is positive when the situation offers an opportunity for one to gain something. 2. Functional stress allows a person to perform at his or her

REVIEW AND APPLICATIONS CHAPTER SUMMARY 8-1 Define organizational change and compare and contrast views on the change process. Organizational change is any alteration of an organizations people, structure, or technology. The calm waters metaphor of change suggests that change is an occasional disruption in the normalflow of events and can be planned

Chapter 9 Foundations of Individual Behavior CHAPTER 9 FOUNDATIONS OF INDIVIDUAL BEHAVIOR LEARNING OUTCOMES After reading this chapter, students should be able to: 9-1. Identify the focus and goals of organizational behavior (OB). 9-2. Explain the role that attitudes play in job performance. 9-3. Describe different personality theories. 9-4. Describe perception and the factors that influence it. 9-5.

I. WHAT IS PERCEPTION AND WHAT INFLUENCES IT? A. Introduction 1. Perception is a process by which individuals organize and interpret their sensory impressions in order to give meaning to their environment. 2. Research demonstrates that individuals may look at the same thing yet perceive it differently. a) We interpret what we

REVIEW AND APPLICATIONS CHAPTER SUMMARY 9-1 Identify the focus and goals of organizational behavior (OB). OB focuses on three areas: individual behavior, group behavior, and organizational aspects. The goals of OB are to explain, predict, and influence employee behavior. Six important employee behaviors are as follows: Employee productivity is a performance measure

Career Module Building You Career CAREER MODULE BUILDING YOUR CAREER A career is defined as the sequence of work positions held by a person during his or her lifetime. Students should realize that a persons career is always under construction. It is also important to remember who is ultimately responsible for the direction of a

Entrepreneurship Module Managing Entrepreneurial Ventures ENTREPRENEURSHI P MODULE MAN AGING ENTREPRENEURIAL VENTURES This module presents information to provide students with a foundational knowledge of major entrepreneurial issues in todays dynamic business environment. Entrepreneurs engage in a variety of activities through their performance of the four managerial functions of planning, organizing, leading, and controlling. This module

History Module A Brief History of Managements Roots HISTORY MODULE A BRIEF HISTORY OF MANAGEMENTS ROOTS Since the birth of modern management theory in the early 1900s, management experts have developed theories to help organizations and their managers coordinate and oversee work activities as effectively and efficiently as possible. In presenting the history of modern management, this

Quantitative Module Quantitative Decision-Making Aids QUANTITATIVE MODULE QUANTITATIVE DECISION-MAKING AIDS In the study of this module, the authors introduce payoff matrices, decision trees, break-even analysis, ratio analysis, linear programming, queuing theory, and economic order quantity. The purpose of each method is to provide managers with a tool to assist in the decision making process and to

________ is the deliberate manipulation of information by the sender to make it appear more favorable to the receiver. A) Selective perception B) Information overload C) Jargon D) Filtering DExplanation: The manipulation of information by the sender through careful editing and choosing of facts to make a position seem more favorable to a receiver is

A new cell phone battery doubles battery life but also increases the cost of the phone. This battery adds ________. A) no value to the phone since it increases the cost B) value to the phone only if the cost can be cut C) value to the phone if more customers buy the

Downsizing seems to harm ________. A) victims who are dismissed only B) both victims who are dismissed and survivors who stayed on C) survivors who stayed on only D) managers who carried out the dismissals and their families only BExplanation: Surprisingly, survivors suffer consequences almost as severe as the victims who were actually dismissed from

Firms are sometimes motivated to enter new markets because of unfavorable conditions in the home market, such as regulation or declining local industry sales. TRUE TRUE TRUE Organizational design is the process in which managers change or develop an organization's structure. TRUEExplanation: By definition, organizational design requires a manager to develop an organization's

The first step in the six-step strategic management process is to ________. A) analyze the organization's strengths and weaknesses B) identify the organization's mission C) identify feasible strategies D) analyze the opportunities the organization has BExplanation: Identifying the organization's mission is the first step in the strategic management process, making that the correct response. Analysis

In the 1960s and 1970s, companies in Japan and Germany began to catch up with U.S. firms by focusing on quality. TRUEExplanation: Japanese and German firms built modern manufacturing facilities and began focusing on quality. Their efforts eventually met with great success. TRUEExplanation: Japanese and German firms built modern manufacturing facilities

The political skills of a manager consist mainly of the ability to understand the workings of government and to present information effectively to others in the form of political speechmaking. FALSEExplanation: Political skills have little to do with making speeches or understanding government. Instead, political skills for a manager involve acquiring

A key difference between Fayol's and Mintzberg's view of management is that Fayol's view was based on empirical observations of managers in action. FALSEExplanation: It was Mintzberg, rather than Fayol, who based his categories on what managers actually do. Fayol's categories were based on experience, but his data was not collected

The "father" of scientific management was ________. A) Henri Fayol B) Robert L. Katz C) Henry Mintzberg D) Frederick Winslow Taylor DExplanation: Fayol worked about the same time period as Taylor and was also fairly "scientific" in his approach. However, Taylor was the person who stressed being "scientific" and coined the term scientific management in

In Lewin's view, the only way to effect change is to increase the driving forces that direct change away from the status quo. FALSEExplanation: Decreasing the restraining forces that prevent movement away from the equilibrium can also cause change, according to Lewin. A third way to effect change is to combine

A problem with the theories of both Maslow and McGregor is that they ________. A) made no intuitive sense B) focused exclusively on fear as a motivating factor C) were never questioned by researchers D) were never supported by empirical research DExplanation: The theories of Maslow and McGregor made a great deal of intuitive sense

An organization is ________. A) the physical location where people work B) any collection of people who perform similar tasks C) a deliberate arrangement of people to accomplish some specific purpose D) a group of individuals focused on profit-making for their shareholders CExplanation: By definition, an organization is a deliberate arrangement of people who havea

Organizational change can be any alteration in an organization's people, structure, or technology. TRUEExplanation: Organizational change is defined as change in structure, technology, or the people in an organization. TRUEExplanation: Organizational change is defined as change in structure, technology, or the people in an organization. TRUE Explanation: Organizational change is defined as

Core competencies include an organization's major capabilities and its resources. FALSEExplanation: Core competencies include the capabilities of an organizationalits skills and abilities onlynot its resources. FALSEExplanation: Core competencies include the capabilities of an organizationalits skills and abilities onlynot its resources. FALSE Explanation: Core competencies include the capabilities of an organizationalits skills and

Creativity is valued because it helps identify new and viable alternatives that have not previously been considered. TRUEExplanation: Creative solutions are valued only if they solve problems in ways that are superior to conventional solutions. Often, solving a problem in a creative way can give a company a competitive edge on

All of the following are examples of informational roles according to Mintzberg EXCEPT ________. A) entrepreneur B) monitor C) disseminator D) spokesperson AExplanation: The role of an entrepreneur in an organization is typically to identify and procure new business opportunities. In Mintzberg's scheme, an entrepreneur takes on a decisional role in deciding where to look

Franchising is used widely by ________. A) universities B) accounting firms C) restaurant chains D) electric power companies CExplanation: Franchising involves selling the rights to do business under a company brand name, using the tried-and-true methods developed by the company. This type of operation works especially well with such businesses as restaurant chains, which develop

Looking for ways to make their organization more flexible and innovative, today's managers may choose this kind of structure. A) simple B) divisional C) functional D) team DExplanation: Simple, divisional, and functional structures are traditional organization typesthat have many strengths but do not typically specialize in being flexible or innovative. That makes the team structure

High cohesiveness combined with a strong alignment between group goals and organizational goals typically results in this. A) strong productivity increase B) strong productivity decrease C) small productivity decrease D) no productivity change AExplanation: A group that is cohesive with goals that align with organizational goals will tend to be highly productive, making "strong productivity

Legal issues for an entrepreneurial organization typically are addressed after the organization is up and running. FALSEExplanation: Legal issues that involve such things as patents and copyright searches need to be taken care of before the organization is up and running. How the organization is set up and structured in a

To improve workplace diversity, a manager might ________. A) advertise in ethnic newspapers and Internet sites B) tighten his recruiting net C) solicit referrals from existing employees D) post a notice that states he is an equal opportunity employer AExplanation: Soliciting employee referrals would be likely to decrease diversity because it would result in finding

A cell phone company might ask managers to do some environmental scanning of blogs that deal with electronics as a way to ________. A) obtain new customers B) identify emerging trends C) obtain new advertisers D) identify potential rivals BExplanation: The purpose of environmental scanning is not to obtain customers, advertisers, or competitors, but rather to

Operations management is a subsystem of the transformation process. FALSEExplanation: The opposite is truethe transformation process is part of operations management. Operations management is how you manage, control, and apply the transformation process. FALSEExplanation: The opposite is truethe transformation process is part of operations management. Operations management is how you manage,

Departmentalization is how jobs are grouped. TRUEExplanation: The grouping of jobs along lines of function, product, and other criteria defines departmentalization. TRUEExplanation: The grouping of jobs along lines of function, product, and other criteria defines departmentalization. TRUE Explanation: The grouping of jobs along lines of function, product, and other criteria defines departmentalization.

The current research on managerial skill points to four general management skills. Which of the following is NOT one of the four skills? A) Political B) Interpersonal C) Conceptual D) Scientific DExplanation: The current research by Katz and others point out four management skills which include, conceptual skills, interpersonal skills, technical skills and political skills.

The great advantage of a written message is that it ________. A) is informal B) is easy to provide feedback for C) is unambiguous D) provides a permanent record DExplanation: Written messages are no more unambiguous than spoken messagesin fact, since they lack nonverbal cues, written messages are probably more ambiguous than verbal messages, making

In organizations such as Saint-Gobain Performance Plastics, ________ are brought together to work on the company's premises. A) customers and company employees B) current and retired employees C) competitors and customers D) customers and suppliers DExplanation: Saint-Gobain Performance Plastics brings customers and suppliers to work together in its facility, so it can find out exactly

In a global team, team members should guard against ________, which can be a source of discord and resentment among team members. A) ambiguity B) risk C) stereotyping D) diversity CExplanation: Ambiguity and risk can cause concerns for a team, but they are highly unlikely to foster hard feelings or resentment among team members, so

Allowing employees to participate in the change process is NOT a common way to deal with resistance to organizational change. FALSEExplanation: Participation involves bringing those individuals directly affected by the proposed change into the decision-making process. Their participation allows these individuals to express their feelings, increase the quality of the process, and

After a thorough company-wide self-examination, company Y decides to set up work teams. This is an example of ________. A) an internal change causing an external change B) an internal change causing another internal change C) an external change causing another external change D) an external change causing an internal change BExplanation: The self-examination was

Jared's boss encourages employees to participate in the decision-making process but does not give them complete freedom to do as they like. She has this kind of leadership style. A) monarchial B) autocratic C) laissez-faire D) democratic DExplanation: An autocratic style severely limits employee participation in decision making,so that choice is not the correct answer.

High cohesiveness always results in a productivity increase. FALSEExplanation: In a situation in which group goals are aligned with organizational goals, productivity rises when groups are cohesive. However, when group goals conflict with organization goals, productivity actually drops in cohesive groups. FALSEExplanation: In a situation in which group goals are aligned

All organizations have a structure that in some ways serves to define and limit the behavior of members of the organization. TRUEExplanation: The structure of an organization, whether formal or informal, defines how organization members interact. For example, a school's informal guidelines might determine how teachers fraternize. A school's formal guidelines

Older workers tend to resist change more than younger workers because they ________. A) have less invested in the current system B) have more invested in the current system C) have confidence in themselves D) have less to lose BExplanation: Older workers who have attained a level of status and achievement in an organization typically

Goal-setting tends to do well in ________, where its basic ideas align well with general cultural values. A) North America B) South America C) India and China D) the Middle East AExplanation: Citizens of the United States and Canada live in achievement-oriented, risk-taking, low power distance, highly individualistic societies that seem to respond well to

Each work activity in a Gantt chart is represented by two horizontal bars that identify the ________. A) goal and the date B) the date and the manager's name C) goal and actual progress D) actual progress and manager's name CExplanation: A Gantt chart shows the goal with one bar and the actual progress being

Vroom and Yetton's leader-participation model suggests that leaders should adjust to the situation. TRUEExplanation: The leader-participation model suggests that it is more meaningful to think ofsituations that call for certain kinds of leadership styles rather than specific kinds of leaders. In other words, one situation might call for an autocratic style of

Selective perception involves a listener hearing what he or she wants to hear. TRUEExplanation: Selective perception is the counterpart to filtering from the listener's point of view. TRUEExplanation: Selective perception is the counterpart to filtering from the listener's point of view. TRUE Explanation: Selective perception is the counterpart to filtering from the

Which of the following is a real time form of communication? A) email B) fax C) Skype D) extranet CExplanation: Skype is the only real time form of communication given. Skype allows for users to use the Internet to chat in real time using video and sound. CExplanation: Skype is the only real time form

How does empathy improve the communication process? A) Empathy helps the speaker focus on what the listener would like to hear. B) Empathy helps the listener focus on the speaker's actual words. C) Empathy helps the listener get rid of preconceived notions of what the speaker is trying to say. D) Empathy helps the

Deming felt that doing quality work was this. A) a job requirement B) a goal C) a standard to strive toward D) optional for most jobs AExplanation: Deming did not consider doing quality work to be optional or a goal or standard that employees should seek but may or may not attain. Instead, Deming felt

Nonvisionary entrepreneurial leaders usually outperform visionary entrepreneurial leaders. FALSEExplanation: The opposite is true. A study shows that visionary companies outperformed nonvisionary companies by a wide margin in both standard financial measurements and stock market performance. FALSEExplanation: The opposite is true. A study shows that visionary companies outperformed nonvisionary companies by a

It is a good idea for an entrepreneur to develop a network of trusted friends and advisors to help with problems and decisions. TRUEExplanation: What many entrepreneurs find especially helpful are peers who can say "no" to them. Inside the organization, an entrepreneur often has no one with the power to

One of the first things an entrepreneur does is look for potential opportunities in the marketplace. TRUEExplanation: Identifying opportunity is the first thing any entrepreneur does. Without finding an opportunity there is no reason to start an organization. TRUEExplanation: Identifying opportunity is the first thing any entrepreneur does. Without finding an

Organizational behavior is primarily concerned with group interactions. FALSEExplanation: Organizational behavior is concerned with both group and individual behavior, as well as various organizational aspects that include the structure, culture and human resource policies of organizations. FALSEExplanation: Organizational behavior is concerned with both group and individual behavior, as well as various

An important trait of a(n)________ leader in path-goal theory is friendliness. A) achievement-oriented B) directive C) participative D) supportive DExplanation: A supportive leader is focused on followers as people first, has concern for their needs, and tries to be friendly, making "supportive" the correct response. An achievement-oriented leader sets goals and expects followers to find

Decision trees show the profit outcomes for the plans for two doughnut stores in two different locations in a strong and a weak economy for the future. If the investor interested in building a store is optimistic, in which location should she build? A) She should build Store 1, because it

This type of business plan is a step up from the simplest type of business plan. A) summary business plan B) executive summary C) synopsis-type plan D) full business plan CExplanation: An executive summary is the simplest type of business plan and briefly describes how the organization will operate. A synopsis-type plan is a step

Nonverbal communication is an important part of active listening. TRUEExplanation: A major part of active listening is to show appropriate eye contact, facial expressions, and body language to communicate that the message is being heard and understood. TRUEExplanation: A major part of active listening is to show appropriate eye contact, facial

Which of the following is a driver of globalization? A) greater emphasis on proactive internationalization B) internationalization of firm's value chain C) integration of world financial markets D) globalization of services C C C A manager has a choice of three bank CDs that pay different amounts of fixed interest over different time periods. The

A key difference between a team structure and a matrix structure is that a team structure ________ while a matrix structure does not. A) empowers group members B) works on projects C) has fairly permanent groups or teams D) holds group members accountable CExplanation: Both matrix and team structures feature small groups working together on projects

The socioeconomic view of social responsibility is that a for-profit organization's responsibility is ________. A) to maximize stockholder wealth B) to maximize both profits and the general welfare C) to do what only the law requires D) to maximize opportunities for citizens in developing countries BExplanation: The socioeconomic position, goes beyond the ideas presented in

Signing up for a college course that varies in length from 2 to 30 weeks with classes that last from 20 minutes to 3 hours is an example of which metaphor of change? A) Three step model B) Calm-waters C) White-water rapids D) Force-field CExplanation: The key to understanding business climate is that things are

Which of the following would cause a well-run company to become highly leveraged? A) when the money that the company can earn investing the money that it borrows is equal to the cost of borrowing B) when the money that the company can earn investing the money that it borrows is significantly