Hb 267 Exam 2

Front 1

When is group decision making NOT particularly effective?

Back 1

If the problem is not complex

or

when two or more of the organizations units will be affected by a decision

Front 2

Which of the following types of power come from the charisma exhibited by an individual in an organization

Back 2

Referent

Front 3

Which of the following would be characteristic of a "Theory Y" manager's beliefs about the average employee?

Back 3

Will exercise self-direction in the service of objectives to which they are committed

Front 4

In group decision-making, risky shift refers to

Back 4

Phenomena where individuals in a group accept accept more risk as a group than they would as individuals

Front 5

Situational leadership would suggest that

Back 5

Behavior of effective leaders depends upon the situation

Front 6

All communication includes three primary elements, which are

Back 6

sender
message
receiver

Front 7

The fact that the word "diner" may mean a place to eat a meal to one person, while the person eating the meal to another person is an example of:

Back 7

a barrier to communication

Front 8

A manager must make a decision about potential revenues and expenses two years from now in order to plan for expansion. which decision making condition would this be considered to be?

Back 8

condition of uncertainty

Front 9

According to mazlow's ascending hierarchical needs theory, which of the following needs would be teh second to be addressed?

Back 9

safety

Front 10

the concept of valence in expectancy theory is

Back 10

the value an employee places on rewards offered by a company

Front 11

An employee's general attitude about their job is referred to as:

Back 11

job satisfaction

Front 12

the process of influencing the activities of employees toward goal achievement is termed

Back 12

leadership

Front 13

The portion of the system model that is used to coordinate the activities of teh ssystem so that goals and objectives can be accomplished is termed

Back 13

the linking process

Front 14

managerial adaptation to changing economical, political, social and technoogical conditions is referred to as

Back 14

balance

Front 15

the first primary step of decision-making is

Back 15

definition of the problem

Front 16

decisions that are related to purposes, objectives and activities of the business are termed

Back 16

organizational

Front 17

When selecting a food supplier a foodservice manager compares the dependability, price and variety of products offered by three different suppliers. This illustrates which step in the decision process?

Back 17

Evaluating alternatives

Front 18

Group decision making is less likely to be used for:

Back 18

Programmed decisions

Front 19

When reaching an agreement becomes more important than finding the best decision is

Back 19

groupthink

Front 20

A group of people working together in some form of coordinated effort to attain objectives is termed

Back 20

an organizaion

Front 21

Power, status and hierarchical relationships are an example of

Back 21

delegation of authority

Front 22

corporate culutre is defined as

Back 22

shared philosophies, values, assumptions and norms

Front 23

in centralized organizations decisions are mostly made

Back 23

by upper level management

Front 24

the process of obtaining information about jobs by determining what the duties and tasks or activities those jobs are is termed

Back 24

job analysis

Front 25

desired results for a definite level of quality for a specified job are termed

Back 25

performance standards

Front 26

Process departmentalization occurs when:

Back 26

organizational units are defined by the production units involved

Front 27

effectiveness means

Back 27

choosing the appropriate objectives

Front 28

conceptual skill means

Back 28

the ability to understand how change may impact an organization

Front 29

accountability means

Back 29

being responsible for ones actions

Front 30

the management function of organizing involuves

Back 30

grouping activities and delegating authority to accomplish them

Front 31

Disturbance handler and negotiator are considered

Back 31

decisional roles

Front 32

the management function of planning

Back 32

involves determining in advance what should happen

Front 33

policies are important in organizations because they

Back 33

provide a general guide for organizational behavior

Front 34

Span of management is

Back 34

the number of people one manager can effectively manage

Front 35

responsibilities usually associated with the staffing function of management include

Back 35

recruiting, training, and evaluation employees

Front 36

the management function of control

Back 36

involves ensuring that plans are being followed

Front 37

standards are imporant in the control process because they

Back 37

define the dimensions for what is expected to happen

Front 38

the term efficiency means

Back 38

achieving outcomes with minimum inputs

Front 39

general functional managers differ from each other because

Back 39

general managers have responsibility for the functions of the entire operation, while functional managers have responsibility only for a specific area

Front 40

which of teh following acctivities would be considered part of the interpersonal role of a manager?

Back 40

hiring and training staff

Front 41

which of the following would be considered part of the decisional role of a manager?

Back 41

changing the menu to incorporate new items

Front 42

technical skill

Back 42

involves working with people and understanding their behavior

Front 43

authority is defined as

Back 43

the right of a manager to direct others

Front 44

responsibility is defined as

Back 44

the obligation to perform assigned activites

Front 45

a system is a

Back 45

collection of interrelated parts

Front 46

an open system differs from a closed system in that

Back 46

an open system has a continuous interaction with the environment, while a closed system does not

Front 47

the basic model of a human contains which of the following three components?

Back 47

inputs, outputs and transofrmations

Front 48

an input to a foodservice system would be

Back 48

human resources

Front 49

the stransformation portion of the systems model includes

Back 49

management functions, functional subsystems and linking processes

Front 50

the key to a quality assurance program is

Back 50

setting goals and objectives

Front 51

the process of comparing your operation's performance against hose considered front-runners in the industry is termed

Back 51

benchmarking