1. A standing plan that designates specific required action is a: rule
2. A(n) budget projects what an organization will create in goods and services, what financial resources are needed, and what income is expected.: operational
3. Dave owns several computer repair shops across the Midwest, and he has set a goal for his company of cutting costs in all his locations over the next three years. Dave has set a(n) .: strategic goal
4. productivity equals: labor, capital, energy, and materials, divided by goods and services produced
5. Research suggests that when writing out and achieving a person’s biggest goals, it is important to .: make a concrete plan and break goals into manageable bites
6. Standards are best measured when they are .: quantifiable
7. Strategic, tactical, and operational are the .: three level of planning
8. Tactical control is performed mainly by .: middle managers
9. The primary reason for an organization to adopt planning and strategic management is to .: develop a sustainable advantage
10. Which kind of organization is most likely to try to exert too much con- trol?: bureaucratic
11. If I say that I will spend 2 hours studying for MGMT371 by the end of the week, this commitment is a .: goal
12. Conan, the district manager for Newk’s, told store managers in Oxford that he needs their sales objectives for next year. A new manager, Valeria says that, “Our goal is to sell $500,000 in food next year.” Conan later told Valeria that “Let me know how exactly how much of each type of food you plan on selling.” Conan’s request for a specific answer is an example of a
.: SMART goal
13. Bottlebush Bakery offers a relaxing environment to enjoy coffee, baked goods, and other menu items, has a poster that reads, “We provide a quality product and caring service to each of our customers to help them challenge their day.” This statement is Bottlebush’s .: mission statement
14. UPS trains its loaders on how to pack its delivery vehicles, so that when its drivers pull packages off their trucks, they are organized in a specific order and with the label facing forward to reduce errors and save time. This precise method of loading a truck is known is a(n) .: procedure
15. Larry meets with his employees six months after their annual evaluation to discuss their progress on improvement. At this point, by comparing the six-month results with the past evaluation, Larry is in the steps of the planning/control cycle.: control
16. MBO works by objectives moving through the organization; that is, top managers set general organizational objectives, which are translated into divisional objectives, which are translated into departmental objectives. The hierarchy ends in individual objectives set by each employee. This is an example of MBO working as objectives through the organization.-
: cascade down
17. Says one authority, strategic planning should communicate not only general goals about growth and profits but also .: ways to achieve them
18. The planning/control cycle has two control steps: (1) control the direction by comparing results with the plan and (2) control the direction by taking corrective action in two ways—namely by .: receiving feedback and if needed making new plans
19. The top management team of GargleTech are meeting for the week to examine long-term company goals and overall direction of the organization. As part of the initial discussion, the CEO expresses her concern over the economy. She also tells her managers to look closely at the external environ- ment and to think about the future prior to making before making decisions. In this meeting, top managers of GargleTech are .: doing strategic planning
20. With SMART goals only a few goals should be chosen, and they should be results-oriented, that .: support the organization’s visions
21. At BakeRite Foods, Mickey pulls six samples each hour from their pro- duction line to examine them for quality defects. He measures each sample against the product standard. If he finds any deviations, he adjusts various pieces of equipment on the line until the variance disappears. Mickey’s job involves .: feed-forward control
22. Joy manages Highlands Inn. One thing her employees are evaluated on is their contribution to continuous improvement. She notices she has received the same suggestion for continuous improvement from an employee multiple times because their performance in this area is evaluated on the number of suggestions only. This problem is typical of control.: functional
23. As a front line supervisor, Gene keeps an eyes on the day to day perfor- mance of his production line to ensure it is hitting its production goals. If the line isn’t producing as it should be, he takes corrective action. This is known as control.: operational
24. Profits or losses incurred by an organization are represented in its
.: income statement
25. Which balanced scorecard perspective helps top management’s judg- ment to be better linked to measures of employee actions at lower levels?: – operational perspective
26. Which of the following areas of control for organizations exerts informal control?: human resources
27. Which of the following is not a common characteristic of successful control systems?: subjective
28. The balanced scorecard does not include which of the following perspec- tives?: innovative and learning
29. Which of the following may be done as corrective action in the control process?: compare performance to standards
30. control is an approach to organizational control that is charac- terized by informal and organic structural arrangements.: relational
31. Alana, the children’s department manager at Shoe Mart, has eight em- ployees in her department, and all of them report directly to her. The eight employees who report directly to Alana are her .: span of control
32. Important decisions are made by middle-level and supervisory-level man- agers with .: upper authority
33. In an organization, division of labor is .: the arrangement of hav- ing discrete parts of a task done by different people
34. Patricia, the manager of Prime Health Club, was telling her new trainer that “I have many decisions to make in a day, and as the club manager, during the course of a week, I have to give orders to most of the 35 employees. Then there is my budget and the club resources, which I oversee.” Patricia’s right to make decisions, give orders, and utilize resources is known as
.: authority
35. The structure of Shoe Mart consists of people with similar specialties put together in formal groups, such as the marketing, accounting, and human resource departments. This is an example of a .: functional structure
36. A hierarchy culture has a(n) .: internal focus and values stability and control
37. One of her customers asked Astrid if her company wanted to join the country club to meet potential customers. Astrid thinks this is a good idea, so she asked her manager, Walter, about it. Walter told Astrid that “Because the membership is over $1,000, I will have to get approval from upper man- agement.” This is an example of how organizations with a make decisions.: centralized authority
38. Ben and Jerry, owners of Books and Stuff, Inc., do not formal policies about dress code or standard operating procedures because they want their company to feel like family that is enjoyable to work for. Ben and Jerry think that if they treat employees like family, the company will do well and grow. These beliefs represent the core values of their organization’s culture, and are known as .: observable artifacts
39. Eddie and Jimmy, the founders of a coffee and tea empire, spoke often about how much they believed in a close-knit company culture that gave responsibility to employees and encouraged innovation. This is an example of .: enacted values
40. Jean-Claude, the department manager, discussed the departmental re- porting relationships with Dolph, his new assistant manager, including who he reports to and who reports to him. Jean-Claude said, “Our organizational hierarchy motivates our workers to work together in pursuit of company goals.” In this example, Jean-Claude is telling Dolph about the department’s
.: organizational culture
41. Han, the CEO of MilFalSystems, has only three people reporting to him:
the VP of operations, VP of finance, and VP of investor relations. Han has a
.: narrow span of control
42. Sometimes culture can be strong enough to take the place of an organi- zation’s .: code of ethics
43. ThroneMart’s organizational structure puts people with similar special- ties together in formal groups, such as the finance, operations, and human resource departments. This is an example of a .: functional structure
44. The vertical hierarchy is also known as .: the chain of command
45. Jeffrey, a sales associate in the furniture department, reports to Jamey, the furniture department manager. This morning, Jamey asked Jeffrey to change the price tags on the desk chairs. While working on this task, Ty, the chemicals department manager, told Jeffrey that he wanted him to unload some flammable chemicals. Jeffrey is confused about whether he should listen to Jamey or Ty, because under the principle of unity of command,
.: employees should report to one manager
46. A summarizes what the holder of the job does and how and why he or she does it.: job description
47. Introducing a practice that is new to the industry is called a(n)
change.: radically innovative
48. The creation of products, services, or technologies that modify those that already exist is called innovation.: adaptive
49. The degree to which a test measures the same thing consistently is known as its .: reliability
50. Invention of a machine to make plastic corks for wine bottles has severely affected companies that produce traditional cork. This is an example of a(n)
advancement.: market
51. Which of the following is an example of a proactive change?: Ciara ex- plores improvements in bonus structures with her staff and begins to implement them despite the fact that her employees are generally content
52. Which of the following is the most effective source of new employees?: –
college recruiters
53. Which of the following is not a way to encourage innovation?: withholding raises and promotions when innovation attempts don’t work
54. Which piece of legislation first established the U.S. federal minimum wage?: fair labor standards act of 1938
55. includes the activities managers perform to plan for, attract, develop, and retain an effective workforce.: Human resource management
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