The path—goal theory of leadership suggests that the primary activity of a leader is to
make desirable and achievable rewards available to organization members who attain
organizational goals.
Strategy is the end result of strategic planning.
Entrepreneurial alertness refers to an individual’s ability to notice and be sensitive to
new information about objects, incidents, and patterns of behavior in the environment.
Typing and keyboarding tests are examples of aptitude tests.
The first stage in team development is ‘storming.”
To increase the probability of being successful, managers should have competence in
recognizing. This involves checking with people before making decisions that affect
them, encouraging participation in decision-making, and using the ideas and
suggestions of others.
The Delphi group decision-making technique is a process that involves circulating
questionnaires on a specific problem among group members, sharing those results, and
continuing to recirculate and refine responses until a consensus is reached.
If speedy decision-making is essential, then centralization is recommended.
Cross-functional teams must be self-managed.
Downside loss refers to the resources that an entrepreneur could lose if an opportunity
does not succeed.
The general environment of an organization’s external environment contains
international, labor, customer, competitor, and supplier components.
Managers should establish performance objectives that are within easy reach for
employees.
The last step in the planning process focuses on developing plans to pursue the chosen
alternative for reaching organizational objectives.
Supportive behavior of leaders is primarily aimed at seeking suggestions from followers
regarding business operations to the extent that followers are involved in making
important organizational decisions.
Zero-base budgeting is a planning and budgeting process that requires managers to
justify their budget by referring to budget amounts established in previous years.
According to the contingency viewpoint to designing span of management, the
appropriate span of management narrows when ________.
A) the activities performed by supervised individuals are similar
B) subordinates are carrying out simple functions
C) the manager spends little time on planning activities
D) subordinates’ activities need to be synchronized carefully
E) subordinates are physically located close to one another
Five styles of decision-making, ranging from autocratic to consultative, are identified in
the ________.
A) Fiedler’s Contingency Theory
B) Hersey-Blanchard Model
C) Path-goal leadership model
D) Vroom-Yetton-Jago Model
E) Trait theory of leadership
________ is the process of developing qualities in human resources that will enable
them to be more productive and thus contribute more to organizational goal attainment.
A) Recruitment
B) Training
C) Selection
D) Performance appraisal
E) Induction
You are the manager of a legal consulting firm. Which of the following is an example of
microbarrier of communication that you are likely to come across?
A) The firm has several international clients who speak different languages and have
different cultures.
B) The legal data that your firm processes on a daily basis is increasingly becoming
more complex.
C) The firm must keep abreast of the frequent changes that are made to laws and
regulations in order to remain competitive.
D) The firm is forced to maintain a highly efficient information system to be able to
access timely and accurate information
E) The firm’s clients incorrectly perceive the information that is provided to them.
Functional authority ________.
A) is delegated to individuals who possess neither staff nor line authority
B) generally covers only specific task areas
C) is assigned to individuals for an indefinite period of time
D) is the most fundamental type of authority within an organization
E) is granted in the absence of line or staff authority
An informal group that gains and maintains membership primarily because of a
common concern members have about a specific issue is called ________.
A) a work team
B) a friendship group
C) a command group
D) an interest group
E) a committee
The most fundamental authority in an organization, consisting of the right to make
decisions and to give orders concerning the production-, sales-, or finance-related
behavior of subordinates, is ________.
A) functional authority
B) staff authority
C) traditional authority
D) line authority
E) informal authority
A supervisor informs his subordinates that those who work late or on overtime must
ensure that all equipment, lights, and air conditioners are switched off when they leave
the work place. The supervisor is informing his subordinates of the ________.
A) processes
B) rules
C) programs
D) budgets
E) policies
Nathan is the plant manager for Arwen Manufacturing. Though he does not work
hands-on on the manufacturing process, he needs to know the ins and outs of the
processes, so that he can guide his employees effectively and step in to help if
necessary. According to Katz, this involves developing Nathan’s ________ skills.
A) technical
B) moral
C) conceptual
D) human
E) interpersonal
The purpose of an organizational saga is to ________.
A) clarify the purpose of the organization
B) explain organizational beginnings or events that are of great significance to the
organization
C) identify and perpetuate the organization’s shared values
D) build employee commitment reflected by organizational myths
E) appropriately integrate new employees within an organization’s culture
Which of the following is an example of an achievement test?
A) intelligence test
B) aptitude test
C) thematic apperception test
D) keyboarding test
E) visual skills test
________ refers to the likelihood that an event or outcome will actually occur.
A) Surety
B) Ratio
C) Probability
D) Brainstorming
E) Bias
The ________ stage of team development normally occurs only in teams established for
some special purpose to be accomplished in a limited time period.
A) adjourning
B) performing
C) norming
D) storming
E) forming
The second and third steps of the organizing process focus on the ________.
A) results of the organizing strategy
B) organizational plans
C) organizational goals and objectives
D) tasks to be performed within the management system
E) allocation of resources and directives
As the manager of a department store, Joan focuses primarily on the work that each
employee at the store is doing and provides rewards purely based on performance. This
behavior is called ________.
A) subordinate-centered behavior
B) consideration behavior
C) structured behavior
D) job-centered behavior
E) employee-centered behavior
RFX International, Inc. is a manufacturer of apparels and markets its products in the
United States and Canada. The company serves its market from a central manufacturing
unit located in California. The company has been facing problems in efficiently
managing its operations and controlling the inventory costs. Mark Arthur, the COO,
recommends the installation of just-in-time inventory system to streamline the
operations of the company. However, the management is skeptical about installing a
totally new system. Which of the following information, if true, would support Mark’s
suggestion?
A) The company offers online personalization and allows customers to customize the
products for each order.
B) The apparel industry in the United States is characterized by seasonal demand and
companies have to make use of it.
C) The company procures raw materials from four medium sized companies in
California.
D) The company procures materials from Altralex, a large scale supplier in the United
States.
E) A recent analysis by the operations department revealed that two percent of the raw
materials the company receives from its suppliers are defective.
According to the Hudson Institute report, ________.
A) benefits and policies for women workers must be increased
B) the U.S. must pay more attention to its own share of world trade and less on the
growth of other economies
C) prosperity will depend upon how fast productivity grows in manufacturing
D) minority workers must be integrated into the economy, within certain limits
E) the average age of the American worker will decrease
The use of the classical, behavioral and management science approaches as sources of
information to analyze the management system is referred to as ________ management.
A) open-system
B) democratic
C) triangular
D) laissez-faire
E) lower-level
A manager is considered efficient and effective if the manager ________.
A) does not reach goals and does not waste resources
B) reaches goals and does not waste resources
C) does not reach goals and wastes resources
D) reaches goals and wastes resources
E) wastes resources on unattainable goals
How does a manager’s understanding of his employees’ physiological, safety, social,
esteem, and self-actualization needs improve productivity?
Describe the eight key areas in which Drucker advised managers to set management
system objectives.
Explain the outcomes that are possible when two or more employees are uncertain as to
who is
responsible for a particular task.
Briefly explain and discuss the four emerging leadership styles of today.
What are the challenges faced by executives in managing the IS workforce?
Discuss the three types of organizational members found in multinational corporations.
Explain the major findings of the OSU studies.