BUS 200 – Test 1 (Chapters 1-6)

Groups of people who work together to achieve a set of goals are called a(n):
(Chapt. 1)
Organization
The people within an organization who are responsible for supervising the organization’s use of its resources are known as:
(Chapt. 1)
Managers
The measure of how well (or how productively) an organization uses its resources to achieve a goal is known as:
(Chapt. 1)
Efficiency
The measure of the “appropriateness” of the goals selected by management for the organization and the degree to which the organization accomplishes these goals is known as:
(Chapt. 1)
Effectiveness
In what order do managers typically perform the managerial functions?
(Chapt. 1)
Planning, Organizing, Leading, Controlling
When managers motivate and assist workers to achieve organizational goals, this is an important aspect of:
(Chapt. 1)
Leading
The top management of an organization must devote more time to ________________ than lower level managers do.
(Chapt. 1)
Planning and Organizing
When an organization gives broader responsibilities for decision-making to first line supervisors, this is called:
(Chapt. 1)
Empowerment
The ability the analyze and diagnose a problem situation and distinguished between cause and effect called:
(Chapt. 1)
Conceptual Skill
The ability to understand, lead, and control the behavior of other workers is called:
(Chapt. 1)
Human Skill
Who founded the early study of management thought that became known as scientific management?
(Chapt. 1)
F.W. Taylor
The power to hold workers accountable for their actions and to make decisions about the use of organizational resources is known as:
(Chapt. 1)
Authority
Early “time-and-motion” studies were an important park of the work of:
(Chapt. 1)
Taylor
The “chain of command” which describes the reporting relationships of managers from the top to the bottom of the organization is known as:
(Chapt. 1)
The Line of Authority
The relationship studies that experimented with different levels of lighting and its impact on worker performance and fatigue are known as:
(Chapt. 1)
The Hawthorne Studies
Who proposed “Authority should go with knowledge….whether it is up the line or down?”
(Chapt. 1)
Follett
One of the main implications of the Hawthorne a Studies was that:
(Chapt. 1)
Workers’ feelings and thoughts can effect performance
Managers who accept the assumptions of Theory X:
(Chapt. 1)
All of the above
Managers who accept Theory Y:
(Chapt. 1)
Create a work setting that encourages commitment
If a manager feels that his or her responsibility is to create a work setting in which subordinates consider their work to be satisfying, this manager is acting consistently with the principles of:
(Chapt. 1)
Theory Y
Managers who tend to be sociable, outgoing, and friendly, are frequently referred to as:
(Chapt. 2)
Extroverts
Managers who score low on extroversion are frequently referred to as:
(Chapt. 2)
Introverts
The tendency of a manager to get along well with other workers is known as:
(Chapt. 2)
Agreeableness
Managers who believe that they are largely responsible for their own fate are said to be high in:
(Chapt. 2)
Internal Locus of Control
According to McClelland, the extent to which a manager has a strong desire to challenging tasks and to meet personal standards of excellence is known as:
(Chapt. 2)
The Need of Achievement
According to McClelland, the extent to which a manager has a strong desire to control and to influence others is known as:
(Chapt. 2)
The Need for Power
All of the following are examples of instrumental values EXCEPT:
(Chap. 2)
Inner Harmony
A manager who is self-reliant and self-sufficient is expressing which type of instrumental value?
(Chap. 2)
Independence
The collection of feelings and beliefs that a manager has about his or her current job is referred to as:
(Chap. 2)
Job Satisfaction
An intense, relatively short-lived feeling is called a(n):
(Chap. 2)
Emotion
People who are high on extroversion are especially likely to experience ________________.
(Chap. 2)
Positive Moods
People in negative moods tend to:
(Chap. 2)
Be more accurate in judgements
The ability of a manager to understand and to manage his or her own emotions and the emotions of others is known as that manager’s:
(Chap. 2)
Emotional Intelligence
Emotional intelligence may help managers perform interpersonal roles such as:
(Chap. 2)
Liaison
Recent theorizing and research suggest that managers’ emotional intelligence may be especially important in:
(Chap. 2)
Increasing Employee Creativity
An organization’s culture is most like its:
(Chap. 2)
Personality
Attraction-selection-attrition processes are most evident in:
(Chap. 2)
Small Firms
Which of these characteristics of managers shape organizational culture?
(Chap. 2)
All of the above
Managers maintain and transmit culture through all but one of the following. Which one?
(Chap. 2)
Technology
Rites of ________________ are determined how individuals enter, advance within, or leave the organization.
(Chap. 2)
Passage
The moral principles and beliefs about what is “right” and “wrong” are known as:
(Chap. 3)
Ethics
An ethical dilemma is a situation in which a person has to decide if she should act in a way that ________________, even though doing so may ________________.
(Chap. 3)
Is the “right” thing to do; go against her own self-interest
________________ are thoughts and feelings that tell people what is right or wrong.
(Chap. 3)
Moral Scruples
Which of the following is a skateholder for an organization?
(Chap. 3)
All of the above
Which of the following is NOT a skateholder?
(Chap. 3)
All of the above are skateholders
________________ are often regarded as the most critical skateholder group.
(Chap. 3)
Customers
Under the ________________ rule, an ethical decision is the one that best maintains people’s fundamental privileges.
(Chap. 3)
Moral Rights
A managerial decision that would be reasonable and acceptable to a typical skateholder in the organization is called a(n):
(Chap. 3)
Ethical Decision
A person’s confidence and faith in another person’s goodwill is called:
(Chap. 3)
Trust
Ethical behavior is NOT:
(Chap. 3)
Reduce a company’s performance
The esteem of high repute that individuals or organizations gain when they behave ethically is called:
(Chap. 3)
Reputation
Standards that govern how members of a society should deal with one another in matters involving issues such as fairness, justice, poverty, an individual rights are called:
(Chap. 3)
Social Ethics
The guiding practices and beliefs through which a particular firm and its managers view their responsibilities to skateholders are called:
(Chap. 3)
Organizational Ethics
An important source of organizational ethic is:
(Chap. 3)
Both C and D
Which of the following is an important part of diversity?
(Chap. 3)
All of these
An “invisible barrier” that prevents women and minorities from being promoted to top management is called a(n):
(Chap. 3)
Glass Ceiling
What rule states that an ethical decision should produce the greatest good for the greatest number of people?
(Chap. 3)
Utilitarian Rule
Once society passes a law about how to behave, the behavior in question moves from the ________________sphere to the ________________.
(Chap. 3)
Ethic; legal
To help create and maintain an ethical organization, manager should:
(Chap. 3)
All of the above
A person responsible for communicating and teaching ethical standard is called a(n):
(Chap. 3)
Ethics Ombudsman
All of the following are examples of the task environment of the organization EXCEPT:
(Chap. 4)
Sociocultural Forces
All of the following are examples of the general environment organization EXCEPT:
(Chap. 4)
Distributors
Organizations that supply another organization with the raw materials that it needs to produce goods are known as:
(Chap. 4)
Suppliers
Organizations the help other organizations to sell their goods to customers are known as:
(Chap. 4)
Distributors
Typically, when new competitors enter an industry, competition ________________ while prices ________________.
(Chap. 4)
Increases; Decreases
The cost advantages that are associated with large organization are known as:
(Chap. 4)
Economics of Scale
The preference of a customer for the products of a particular organization is known as:
(Chap. 4)
Brand Loyalty
Which of the following is an economic force in the environment?
(Chap. 4)
All of the above
The combination of equipment and skills which managers use in the production and distribution of good is known as:
(Chap. 4)
Technology
The collection of values that a society considers important and the norms of behavior that are approved by the society are known as:
(Chap. 4)
The National Culture
The outcomes of the changes in the laws of a society are known as:
(Chap. 4)
Political and Legal Forces
Which of the following is an example of a political and legal force in the environment?
(Chap. 4)
All of the above
Which of the following changes is an example of a global force in the environment?
(Chap. 4)
All of the above
A tax that government imposes on goods imported into the country is known as:
(Chap. 4)
A tariff
The values, norms, beliefs, laws, and customs that unite the citizens of a country are known as:
(Chap. 4)
The National Culture
In a society, the customs for correct dress and social manners are known as:
(Chap. 4)
Folkways
Norms that are central to the functioning of a society are known as:
(Chap. 4)
Mores
If a society believes that self-expression is important to the people in that society, then the society is said to value:
(Chap. 4)
Individualism
While the Japanese culture typically values ________________, the U.S. culture typically values ________________.
(Chap. 4)
Collectivism; Individualism
A society that highly value persistence in attempting to achieve goals is said to have:
(Chap. 4)
Long-term Orientation
The process by which managers respond to opportunities and threats facing their organization by analyzing options and taking actions is known as:
(Chap. 5)
Decision-Making
Managers make decision when they are involved in which managerial function?
(Chap. 5)
All of the above
Decisions that have been made many times in the past and for which managers have rules and guidelines as to how to make similar decisions in the future are known as:
(Chap. 5)
Programmed Decisions
Nonroutine decisions made in response to novel situations in business are known as:
(Chap. 5)
Non-programmed Decisions
A manager’s ability to make a good decision based on past experience and “a gut feeling” is known as:
(Chap. 5)
An intuitive decision
In the classical model of decision-making, the most appropriate decision given the likely future consequences to the organization is known as:
(Chap. 5)
The optimum decision
All of the following are important aspects of the administrative model of decision making EXCEPT:
(Chap. 5)
Brainstorming
When managers know the possible outcomes of a decision and can assign probabilities to each of these outcomes in terms of their likelihood of occurrence in the future, this is known as:
(Chap. 5)
Risk
An organization introduces a new product unlike any previously on the market, for which it cannot estimate the probability of success. This condition is called:
(Chap. 5)
Uncertainty
When the meaning of the information available to a manager is unclear and can be interpreted in several ways, the information:
(Chap. 5)
Ambiguous
When the information available to a manager is incomplete because the manager must make a decision quickly, this is known as:
(Chap. 5)
A Time Constraint
A manager considers a limited sample of the potential alternative solutions for a problem a don selects one that is acceptable instead of attempting to select the optimum solution. This type of decision is called:
(Chap. 5)
Satisficing
A manager who assumes responsibility for providing the leadership needed to develop a new product and bring it to the marketplace is called a(n):
(Chap. 5)
Product Champion
Decisions that are made in unusual, no recurring situations are called ________________ decisions.
(Chap. 5)
Non-programmed
A decision-making technique in which group members write down ideas, read suggestions to the group, discuss and rank alternatives is called:
(Chap. 5)
Nominal Group Technique
Managers who take responsibility within their own company for developing new products are called:
(Chap. 5)
Intrapreneurs
The tendency to have a loss of productivity due to the unstructured nature of brainstorming.
(Chap. 5)
Production Blocking
Members of a group strive so hard to agree on an important decision that they ignore information that is counter to the evidence supporting the point-of-view that they are considering adopting. This is known as:
(Chap. 5)
Group Think
A member of a group challenges the decision toward which the group considers carefully all of the unacceptable possible outcomes of the alternative that they group is considering. This is known as:
(Chap. 5)
Devil’s Advocacy
A group of managers meet face-to-face and generates and debates a wide variety of alternatives from which to make a decision. This is called:
(Chap. 5)
Brainstorming