OPMT 64929 | Course Paper

Organizational behavior is primarily concerned with group interactions.

One place in which technology has little impact is the fast-food restaurant business.

The University of Michigan studies suggested that the most successful leaders were

production oriented.

The critical path in a PERT network is the least time-consuming sequence required to

complete a project in the shortest period of time.

Customers played a role in IKEA’s success by being willing to pay higher prices for

high-quality furniture.

The classic “entrepreneurial personality” is a person who is high in self-confidence,

motivation, and energy.

There is no way to reduce social loafing within a team.

A business can have 350 employees and still be considered a small business.

The studies by Solomon Asch show that group norms are a powerful force.

A diversification strategy focuses on a company becoming its own supplier of inputs.

Selling an entrepreneurial venture is always a sign of failure.

Successful planning depends more on whether managers plan than on the quality of

their planning.

Programmed decisions tend to be routine.

The break-even point is computed by the formula BE = [TFC/(P – VC)].

Value in value chain management is driven mainly by middle management, while top

management is responsible for goals and strategy.

Unity of command means that all employees should answer to only one superior.

A context analysis sizes up the target market and evaluates possible competitors to the

company.

Vertical boundaries separate employees by their rank in an organization.

Hofstede’s findings have received little support in the academic world and were not

confirmed by later studies.

Sharing information is part of the coordination and collaboration requirement for

successful value chain management.

Most people who study management think that Fayol’s categories are more useful than

Mintzberg’s.

When employees in a project structure finish a project, they go back to their original

department.

The strength of global supply chains is clearly illustrated by their response to such

events as unrest in the Middle East or an earthquake in Japan.

Saving money by avoiding the expense of professional advice, such as legal and

accounting, is often a mistake for entrepreneurs.

This regret matrix gives values for strategies S1, S2, and S3 for the Bigg Company and

competitive strategies CA1, CA2, and CA3 for the Large Company. A minimax Bigg

manager choosing S3 would have a greatest possible regret of 2.

Today, most managers see work specialization as a source of ever-increasing

productivity.

Maslow argued that each level in the needs hierarchy must be substantially satisfied

before the next becomes dominant.

The key to MBO, or management by objectives, is that managers and subordinates

mutually agree on goals.

McClelland proposed that people with a high nAch simply want to do things better than

other people.

A high Mach person tends to think that ends justify means.

The final step in Lewin’s three-step description of the change process is ________.

A) freezing the new state

B) unfreezing the status quo

C) changing to a new state

D) unfreezing the new state

Which psychological orientation would be typical of a manager who is optimistic about

her business environment?

A) a maximin orientation

B) a minimin orientation

C) a maximax orientation

D) a minimax orientation

In terms of change, Lewin’s force field analysis might see ________ as a driving force.

A) fear of change

B) inertia

C) reward from change

D) difficulty of change

Deming felt that any new skills that employees needed should be acquired ________.

A) when they are hired and trained

B) by the employees on their own

C) when the need arises

D) years ahead of time

Global Operations Report (Scenario)

As Vice President of Global Expansion for Pax Telecom, Deva Mikiri is tasked with

preparing a comprehensive report on the company’s global operations over the past

twenty years. Deva assigns three strategists to collaborate on the History portion of the

report, which details the rationale behind Pax’s decisions to expand operations in

particular areas. Rashid Ahl focuses on early expansion to China, which occurred after

China began to make its market more accessible to foreign companies. Markus Teller

focuses on Pax’s expansion to Eastern Europe, which was motivated by increased

industry privatization in key countries. Lavonne Jackson focuses on expansion to Japan,

which happened when the company’s commercial bank expanded its service network to

Asia.

The third phase of globalization was triggered by the development of personal

computers, the Internet, and Web browsers.

The requirement for value chain management that includes an enterprise resource

planning (ERP) system to link all of an organization’s activities is ________.

A) employees/human resources

B) technology investment

C) coordination and collaboration

D) leadership

The ________ strategy occupies the level below the corporate strategy.

A) business unit

B) competitive

C) functional

D) performance