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Criteria for effective goals

Salisbury MGMT320/ Salisbury MGMT320 Exam 2 2016 (50/50) 50 MCQ Question Question 1 Darren set goals for each of his employees. Each employee ended up with at least twenty-five goals. This process violates which of the following criteria for effective goals? specific and measurable linked to rewards challenging but realistic defined time period covers key results Question 2 Skip to question text. Beth’s Barnyard, Inc. has decided to restructure the entire organization. You hold a meeting with your employees to notify them of the change. You do not give them any detailed information. Which of the barriers to change would you expect your employees to exhibit? disagreements about the benefits uncertainty about the future a lack of trust fear of organizational loss all of these Question 3 Which of the following describes the last step in the perception process? observing information screening the information selecting what to process organizing the selected data into patterns transmitting the observed information Question 4 Skip to question text. Li Koyoto, department manager for a division of Anima Productions, felt frustrated in his attempt to convince the district manager to adopt some of his ideas for improved reorganization. One idea was to arrange for employees from different functional departments to meet regularly and resolve mutual issues and problems. Also, he believed lower-level supervisors should be given more authority and responsibility. Another idea was to increase the span of control for department managers and make the district organization flatter. Finally, Li thought that decision-making authority in many areas should reside at the departmental level rather than being handled by the district manager. The district manager turned down all his suggestions. Consequently, Li thought about going around his district manager and talking directly with the manager’s boss. Li Koyoto’s suggestion to bring employees together to solve mutual issues and problems is what approach to organizing? Team Horizontal functional Virtual network Matrix Hierarchy Question 5 Which of the following strategies involves rewarding an employee’s innovation? cost leadership differentiation focus internal growth Question 6 Mingle’s, Inc. concentrates its efforts on its target market of 18 to 25 year olds. It is using a(n) __________ strategy. focus differentiation cost leadership multidomestic universal Question 7 Skip to question text. A large nationally-known hospital has hired a company to respond to phone calls from people needing medical information. Another company handles the hospital’s billing and filing insurance claims. There is another subcontractor who is responsible for conducting monthly seminars on customer relationship management issues. The hospital’s organizational approach is consistent with a: Functional structure Team-based structure Divisional structure Virtual network structure Service structure Question 8 Artful Innovation Inc. operates with open channels of communication and an established suggestion system that encourages brainstorming and freewheeling discussions. Artful Innovations can best be described as a(n): experimental organization cooperative organization entrepreneurial organization creative organization Question 9 Li Koyoto, department manager for a division of Anima Productions, felt frustrated in his attempt to convince the district manager to adopt some of his ideas for improved reorganization. One idea was to arrange for employees from different functional departments to meet regularly and resolve mutual issues and problems. Also, he believed lower-level supervisors should be given more authority and responsibility. Another idea was to increase the span of control for department managers and make the district organization flatter. Finally, Li thought that decision-making authority in many areas should reside at the departmental level rather than being handled by the district manager. The district manager turned down all his suggestions. Consequently, Li thought about going around his district manager and talking directly with the manager’s boss. By increasing many managerial spans of control and making the organization flatter, the: Administrative overhead would be increased Percentage of total managers to employees would be lower Ratio of indirect-to-direct employees would increase District would likely be more, not less, centralized Concerns about an organic structure would be eliminated Question 10 Jurgen is one of several middle managers sent to a training course on leadership skills. Through this effort, the organization is atemping: organization change organization development people change culture change artifact change Question 11 Cyrus’s Resort has proposed some major structural changes within their organization. Some of the employees fear that they will lose power with the changes. They begin voicing resistance to the changes. What barrier to change are they exhibiting? disagreements about the benefits self interests a lack of understanding and trust uncertainty goals and rewards Question 12 “The Brain” is a permanent secret group within one of the nation’s largest auto manufacturers. Members of this elite group focus intently on developing new and innovative automobile technologies. “The Brain” can best be described as what type of group or team? cross-functional team fast-cycle team brainstorming team skunkwork new venture team Question 13 Inventory managers at SYX Enterprises utilize an inventory control system where materials are scheduled to arrive just as they are needed on the production line. This is referred to as: restructuring force-field control total quality management just-in-time inventory control skunkwork inventory control Question 14 Cooltown University recently invited members of its social network group to enter a contest on YouTube to design the best video promoting the university. This is an example of what innovative approach? social group innovation network innovation techsourcing crowdsourcing insourcing Question 15 Skip to question text. The Gulf Coast of the United States bristles with oil refineries that churn out a combined 2.5 billion barrels of gasoline, kerosene, jet fuel and other petroleum products each year. That’s ten percent of the world’s annual supply. But getting those resources to distribution centers around the country is a tricky logistics problem. A new website called Transport4 is a centralized order processing system that collects customer shipping requests though the Web and then translates that order information back to each pipeline company’s own internal system. Transport4 simplifies a process that can be as complex as the tangle of pipelines criss-crossing the country. Traditionally, scheduling petroleum shipments to various locations around the country required separate phone calls, faxes, or even snail mail requests to the different pipeline operators serving those regions. Even worse, each carrier had its own product code and scheduling protocol, which made the ordering process different for each company. Now, an oil company shipping to three regions can simply log on to Transport4’s password-protected website and place the orders using a new set of standardized company codes. The Transport4 system automatically routes the orders to the appropriate carriers, who then send scheduling information back to the Trnapsor4 Website. The whole process takes only minutes. What type of system would Transport4 use to track its customers’ interactions and to allow it to know immediately when a customer’s shipment will arrive at its destination? a marketing information system a customer relationship management system an expert system a market processing system You Answered a transaction processing system Question 16 Roy is a top executive at a cigarette manufacturing company who believes that cigarettes are dangerous products and they kill people. This condition can be described as:: job involvement extroversion cognitive dissonance Machiavellianism job satisfaction Question 17 Skip to question text. Melissa is a manager at InStylez Clothing, Inc. Her job is very complex and she feels that she does not have enough time to identify and/or process all the information she needs to make decisions. Melissa’s situation is most consistent with which of the following concepts? bounded rationality the classical model of decision making satisficing brainstorming scientific management Question 18 Skip to question text. Li Koyoto, department manager for a division of Anima Productions, felt frustrated in his attempt to convince the district manager to adopt some of his ideas for improved reorganization. One idea was to arrange for employees from different functional departments to meet regularly and resolve mutual issues and problems. Also, he believed lower-level supervisors should be given more authority and responsibility. Another idea was to increase the span of control for department managers and make the district organization flatter. Finally, Li thought that decision-making authority in many areas should reside at the departmental level rather than being handled by the district manager. The district manager turned down all his suggestions. Consequently, Li thought about going around his district manager and talking directly with the manager’s boss. Which concept of organizing most closely illustrates giving lower-level supervisors more authority and responsibility? Span of management Delegation Scalar principle Chain of command Unit of command Question 19 The innovation strategy for changing products and technologies that involves designing the organization to encourage creativity and the imitation of new ideas is known as __________. exploration cooperation entrepreneurship idea incubator horizontal linkage Question 20 Skip to question text. Alabama Airlines has three planning specialists who help division managers develop their own division plans. Serving as consultants to the divisions, the planning specialists give advice about strengths, weaknesses, opportunities, and threats. Alabama Airlines is utilizing what approach to the planning function? centralized planning department planning task force decentralized planning department centralized planning committee

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