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32 Cards in this Set
- Front
- Back
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The ultimate foundation of organizational performance is
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What people know, what people learn, and what people do with that information
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BLANK and BLANK help organizations of all types and sizes, locally and internationally, to speed up transactions and improve decision making
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COMPUTERS, INFORMATION TECHNOLOGY
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When a company's managerial accountability includes supporting employment opportunities and upward mobility for women, minorities handicapped persons and people between the ages of 50 and 70, the company is
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valuing workforce diversity
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Which of the following are social-cultural conditions in the general environment?
a. Nature and conditions of the physical environment. b. Development and availability of technology in the environment, including scientific achievements. c. Philosophy and objectives of political parties, as well as laws and governmental regulations. d. Social values regarding human rights and the natural environment, trends in education and demographic patterns. e. Inflation, income levels, gross domestic product, and unemployment. |
d. Social values regarding human rights and the natural environment, trends in education and demographic patterns.
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Which ONE of the following characteristics is not associated with learning organisations
a. Everyone learns how his/her own area of responsibility works. b. Everyone sets aside old ways of thinking. c. Everyone becomes self-aware and open to others. d. Everyone works together to accomplish the plan. e. Everyone understands and agrees to a plan of action. |
a. Everyone learns how his/her own area of responsibility works.
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By facing problems in a flexible and spontaneous fashion, you would be utilizing
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intuitive thinking
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When building a customer-driven organization, managers need to successfully address THREE questions.
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What do customers want? What can we produce? How should we advertise to customers?
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One disadvantage associated with using a team structure is
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conflicting loyalties of members.
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With respect to corporate strategy and culture, highly innovative organizations do all of the following EXCEPT
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stress extremely challenging goals.
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Which ONE of the following outcomes is not usually associated with top-down change?
a. Top-down change may encounter excessive resistance. b. Top-down change can be implemented effectively through the use of force. c. Top-down change may fail due to insufficient commitment to change. d. Top-down change may be perceived as insensitive to the needs of lower-level personnel. e. Top-down change relies on the willingness of middle-level and lower-level managers to actively support top-management initiatives. |
Top-down change can be implemented effectively through the use of force.
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Which of the following management theories supports the concept that a majority of people are willing to exercise internal control in their work?
a. Adams’ equity theory. b. Maslow’s hierarchy of needs. c. McGregor’s Theory X. d. McGregor’s Theory Y. e. Herzberg’s two-factor theory. |
McGregor’s Theory Y.
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Total quality management describes the process of
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making quality principles part of the company’s strategic objectives and applying them to all aspects of the company’s operations.
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Managers who choose to ignore information that otherwise indicates the presence of a problem are
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problem avoiders.
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Strategic planning failures of process include
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goal displacement.
lack of participation error. |
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___________ design can be characterized by its many rules and procedures, narrow spans of control, and centralization.
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Mechanistic
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A manager is reviewing the quarterly report of a department’s achievements and compares desired performance with actual performance. He finds that the actual performance EXCEEDED the desired performance – what action should he take?
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Take action to understand why.
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Which one of the following is NOT an advantage of using the matrix structure?
a. It improves performance accountability. b. It prevents an increase in overhead cost. c. It allows for better interfunctional cooperation in operations and problem solving. d. It improves strategic management e. It is easier to add, remove and/or change the focus of the teams to meet changing demands. |
It prevents an increase in overhead cost.
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when an organization seeks a competitive advantage by concentrating on one specific market segment and attempts to be the lowest cost provider in that segment?
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Focused cost leadership strategy.
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__________ decisions are those where solutions are readily available from past experience to solve problems that are familiar, straightforward, and clear in respect to the information that is required to resolve them.
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programmed
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_________ can be identified in groups of people who hold similar values and beliefs based upon personal characteristics and shared work responsibilities.
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Subcultures
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Managers use techniques to assess organizational performance. This can include
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-analyzing quantitative data.
-analyzing qualitative data. -observation. -analyzing statistical data. |
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How are we going to compete for customers within this industry and market?
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Business strategy.
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__________ clearly identify profits, costs, successes, and problems in a market area with a central point of accountability.
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Product structures
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In a SWOT analysis, macroenvironmental factors include developments in all of the following areas EXCEPT
a. the global economy. b. the natural environment. c. technology and government. d. social structure and population demographics. e. resource suppliers. |
e. resource suppliers.
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The four steps of the control process are: _______________; measure actual performance; ______________, and take corrective action as needed.
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establish performance objectives and standards, compare actual performance with objectives and standards
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When actual performance is lower than desired performance this is known as ____________.
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performance deficiency
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The phase in which a situation is prepared for change and felt needs for change are developed is known as
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unfreezing.
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A situation in which there is only one player and no competition in the market can be described as a(n) ____________.
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monopoly environment
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When it uses a core competency to deal with market and environmental forces more effectively than its competitors, an organization is establishing a __________.
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competitive advantage
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Controlling is the management function that
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ensures that the right things happen, in the right way, at the right time.
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The process of arranging people and other resources to work together to achieve a goal is known as ___________.
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organizing
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The growing use of information technology has numerous effects on the internal operations of organizations, except
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The speed of decision making can be decreased.
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