Mgmt Ch 1

Front 1

“How does the competitive landscape shape the potential for success or failure?” Which pillars of management addresses this question?

Back 1

strategic positioning

Front 2

"How Should a Business compete?"

"What strategy will allow a firm to adapt as the context evolves?"

Which pillars of management addresses these question?

Back 2

strategic positioning

Front 3

strategic level or perspective pillar of management will

Back 3

encompass an understanding of the environmental landscape in which businesses compete and the elements of strategy that help organizations align their resources for success in a changing context

Front 4

"How will performance be measured?" Which pillars of management addresses this question?

Back 4

organizational perspective

Front 5

“What organizational structure will enable the firm to optimize its resources?”

“How can the culture of the firm reinforce key values and lay the foundation for strong organizational performance?”

Which pillars of management addresses these question?

Back 5

organizational perspective

Front 6

organizational perspective of management will

Back 6

define the manner in which a business is aligned and structured to compete in the changing contextual landscape

Front 7

After hiring a consultant, a senior management team realized that the organization's structure did not enable proper usage of its resources and the culture was not reinforcing employee performance. Which of the following pillars of management has the organization failed to consider?

Back 7

organizational design

Front 8

Z-Gadget organizations often face opposition when they go into a community to open a new Z-Gadget store. One reason for this is that the management of Z-Gadget has been accused of unethical acts such as discriminating against women and minorities. The top manager's poor treatment of women and minority employees might be considered a failure with respect to what area of management?

Back 8

individual leadership

Front 9

the interplay of strategy, organizational design, and individual actions operates within a

Back 9

broad contextual landscape

Front 10

technical skills to earn credibility of his/her team

Back 10

new employees and frontline supervisors

Front 11

interpersonal skills such as motivating and developing teams

Back 11

middle manager

Front 12

conceptual skills such as working with senior executives to provide analysis for the development or refinement of the organization's strategy

Back 12

middle manager

Front 13

setting vision and objectives for the organization

Back 13

senior executives

Front 14

focus on planning and budgeting

Back 14

managers

Front 15

focus on organizing and staffing resources

Back 15

managers

Front 16

act of working with and through a group of people to accomplish a desired goal or objective in an Efficient and effective manner

Back 16

managers

Front 17

ability to drive change and innovation through inspiration and motivation

Back 17

leaders

Front 18

Harry, a top manager of an organization, clearly differentiated the tasks and responsibilities of his employees. Moreover, he emphasized that top level executives should do the planning and the lower level executives should execute those plans. Identify the management technique used by Harry.

Back 18

bureaucratic organization structure

Front 19

use of technical criteria for recruitment and promotion

Back 19

bureaucratic organization structure

Front 20

clear differentiation of tasks and responsibilities among individuals

Back 20

bureaucratic organization structure

Front 21

coordination through a strict hierarchy of authority and decision rights

Back 21

bureaucratic organization structure

Front 22

standardized rules and procedures

Back 22

bureaucratic organization structure

Front 23

vertical separation of planning and execution so that plans are made in the upper ranks of an organization and executed in the lower

Back 23

bureaucratic organization structure

Front 24

the organization's structure should fit the firm's environment

Back 24

contingent view

Front 25

organizations must be understood as a system of interdependent human beings who share a common interest in the survival and effective functioning of the firm

Back 25

human relations scientists

Front 26

jobs, work, and incentive schemes could be designed to improve productivity using industrial engineering methods

Back 26

scientific management

Front 27

The factor that distinguishes human relations movement from scientific management is that human relations movement:

Back 27

shifted emphasis from the social side of the firm to the output of the firm

Front 28

busines framework where the firm is seen as a mechanism for converting raw materials into products to sell to customers

Back 28

managerial view

Front 29

business framework where the job of top managers is to produce the highest possible stock market valuation of the firm's assets

Back 29

shareholder view

Front 30

business framework that attempts to organize and analyze multiple groups that interact with the firm

Back 30

stakeholder view

Front 31

strategic review process

Back 31

senior leaders of a corporation meet with business unit managers to assess progress toward specific goals

Front 32

first step of stakeholder mapping process

Back 32

mapping all of the stakeholder relationships with the firm

Front 33

second step of stakeholder mapping process

Back 33

identify specific subgroups within each stakeholder

Front 34

third step of stakeholder mapping process

Back 34

determine stake for each stakeholder

Front 35

fourth step of stakeholder mapping process

Back 35

mapping connections between various stakeholders

Front 36

scenario building

Back 36

forecasting the likely result that might occur when several events and stakeholders are linked together

Front 37

contingency planning

Back 37

systematic assessment of the external environment to prepare for a possible range of alternative futures for the organization

Front 38

trend analysis

Back 38

key variables are monitored and modeled to help predict a change that might occur in the environment

Front 39

Henry, a manager of an automobile company, wants to know about the influence of various environmental factors on his organization and its stakeholders. He needs an appropriate tool to carry out this function, which in turn will help him predict stakeholder response. Which of the following tools will best serve this purpose?

Back 39

trend analysis

Front 40

Fine Electronics, a manufacturing company, plans to secure new suppliers in Rhodia. Therefore, the manager of the company and his executives visit Rhodia to better understand its culture and explore opportunities. This shows that the manager of Fine Electronics is using _____ to make strategic changes.

Back 40

contextual intelligence

Front 41

contextual intelligence

Back 41

ability to understand the impact of environmental factors on a firm and the ability to understand how to influence those same factors

Front 42

"forecasting and scanning the likely result that might occur when several events and stakeholders are linked together" describes

Back 42

scenario building

Front 43

"a tool where key variables are monitored and modeled to help predict a change that might occur in the environment" describes

Back 43

trend analysis

Front 44

"the ability to understand the impact of environmental factors on a firm and the ability to understand how to influence those same factors" describes

Back 44

contextual intelligence

Front 45

"a tool that managers use to scan the business horizon for key events and trends that will affect the business in the future" describes

Back 45

environmental scanning

Front 46

factors in building contextual intelligence:

Back 46

develop appreciation & awareness of history, stay attuned to trends in environment, seize firsthand experiences, and engage in scenario assessment

Front 47

"develop appreciation & awareness of history" is a factor in developing

Back 47

contextual intelligence

Front 48

"stay attuned to trends in environment" is a factor in developing

Back 48

contextual intelligence

Front 49

"seize firsthand experiences" is a factor in developing

Back 49

contextual intelligence

Front 50

"engage in scenario assessment" is a factor in developing

Back 50

contextual intelligence

Front 51

high uncertainty requires

Back 51

stronger vigilance of contextual forces and more adaptation

Front 52

low uncertainty requires

Back 52

less vigilance of contextual forces and less adaptation

Front 53

the human relations movement emphasized the importance of

Back 53

informal social relations at work