MGMT 310 Final Exam CF
Bureaucratic organization structure Correct Answer: A clear differentiation of tasks and responsibilities among individuals; coordination through a strict hierarchy of authority and decision rights; standardized rules and procedures; and the vertical separation of plannin...
MGMT 310 Final Exam CF
Bureaucratic organization structure Correct Answer: A clear differentiation of tasks and responsibilities
among individuals; coordination through a strict hierarchy of authority and decision rights; standardized
rules and procedures; and the vertical separation of planning and execution so that plans are made in
the upper ranks of an organization and executed in the lower ranks.
Business environment Correct Answer: The combination of all contextual forces and elements in the
external and internal environment of a firm.
Contextual intelligence Correct Answer: The ability to understand the impact of environmental factors
on a firm and the ability to understand how to influence those same factors.
Contingency planning Correct Answer: The systematic assessment of the external environment to
prepare for a possible range of alternative futures for the organization.
Contingent view Correct Answer: A view of the firm where effective organizational structure is based on
fit or alignment between the organization and various aspects in its environment.
Environmental scanning Correct Answer: A tool that managers use to scan the business horizon for key
events and trends that will affect the business in the future.
Human relations movement Correct Answer: The belief that organizations must be understood as
systems of interdependent human beings who share a common interest in the survival and effective
functioning of the firm.
Leadership Correct Answer: The ability to drive change and innovation through inspiration and
motivation.
Management Correct Answer: The act of working with and through a group of people to accomplish a
desired goal or objective in an efficient and effective manner.
Managerial view Correct Answer: A business framework where the firm is seen as a mechanism for
converting raw materials into products to sell to customers.
Scenario building Correct Answer: Forecasting the likely result that might occur when several events
and stakeholders are linked together.
Scientific management Correct Answer: A focus on how jobs, work, and incentive schemes could be
designed to improve productivity using industrial engineering methods.
Shareholder view Correct Answer: A business framework where the job of top managers is to produce
the highest possible stock market valuation of the firm's assets.
,Stakeholder Correct Answer: The --- view of the firm helps managers better understand the complex
internal and external environment of a firm in today's marketplace.
Stakeholder view Correct Answer: A business framework that attempts to organize and analyze multiple
groups that interact with the firm.
Strategic review process Correct Answer: The process by which senior leaders of a corporation meet
with business unit managers to review progress toward specific goals.
Trend analysis Correct Answer: A tool where key variables are monitored and modeled to help predict a
change that might occur in the environment.
Focus efforts on planning an budgeting Correct Answer: Being a manager in an organization, as opposed
to a leader, you are most likely to:
The ability to motivate people Correct Answer: Which of the following skills would be required from a
leader rather than from a manager?
Efficiently execute plan in order to achieve targets Correct Answer: As a manager, you would be
required to:
Adapt and change to retain their relevance Correct Answer: A firm's strategic choices and leadership
approaches need to:
Working with a group of people to accomplish a desired goal in an efficient manner Correct Answer:
Which of the following actions is more likely to be taken by a manager rather than a leader?
Middle-level manager Correct Answer: Nathan works at GoDrive Rentals, a car rental company. His job
involves motivating and developing the company's sales teams as well as working with senior executives
in developing and refining the company's marketing and sales strategies. From the given description, it
can be concluded that Nathan is most likely a(n):
Clear differentiation of tasks and responsibilities among individuals Correct Answer: According to
Weber, which of the following is a feature of an ideal bureaucracy?
Taylor's scientific management approach Correct Answer: Which of the following approaches to
management compared an organization to a well-oiled machine and the manager to a machine
operator?
The singular focus on shareholder value resulted in a lack of investment in new products and an erosion
in quality standards Correct Answer: Which of the following was a reason for the decline of the
shareholder view of management?
Stakeholder Correct Answer: The --- view of the firm helps managers better understand the complex
internal and external environment of a firm in today's marketplace.
Map all stakeholder relationships of the firm Correct Answer: Which of the following is the first step in
organizing for stakeholder management?
,Scenario building Correct Answer: Forecasting the likely result that might occur when several events
and stakeholders are linked together is known as ---.
Environmental scanning Correct Answer: Sally is the manager of Grubb It, a fast-food outlet. She is
looking out for trends or events that could turn out to be a problem for the outlet in the future. She
believes that the outlet's close proximity to a school could pose a problem, owing to a growing concern
over childhood obesity. She is also mapping out alternatives that can be followed in case of a crisis. In
this scenario, Sally is involved in:
Contextual intelligence Correct Answer: Managers who have the ability to see beyond the boundaries of
managing their day-to-day operations process:
Strategic position, organizational design, individual leadership Correct Answer: Three pillars of
management
Dynamic and interactive Correct Answer: The interaction between the formulation of strategy, the
design of the organization, and the leadership of the firm is not a functional or linear process, it is:
In an integrative and dynamic fashion Correct Answer: Strategy, organizational design, and leadership
must work together:
To achieve a common goal or objective Correct Answer: An organization is nothing more than a
collection of individuals who come together:
Coordinate and motivate diverse individuals to work together Correct Answer: One goal of leadership is
to:
Within a broad contextual landscape Correct Answer: The interplay of strategy, organizational design,
and individual action operates:
Fundamentally impacted the business landscape Correct Answer: In recent years, the growing
importance of globalization and the expanding scope of corporate social responsibility have:
Effective management and skillful leadership Correct Answer: Success in the global business
environment requires:
Strategic or competitive advantage Correct Answer: The execution of a plan without a vision often lacks:
Throughout the organization Correct Answer: To be successful, organizations need to develop and
nurture managers and leaders:
Financial reporting, planning, recruiting of talent, and team development Correct Answer: Managers
higher up in an organization tend to focus on tasks such as:
Obtain results Correct Answer: According to Peter Drucker, an effective leader is not someone who uses
a specific leadership style, but someone whose style enables him or her to:
, Everyone Correct Answer: Technical, interpersonal, and conceptual skills are important and relevant for
--- regardless of their place in the organization.
Individual action and leadership Correct Answer: Defensible strategies and efficient organizational
structures are the result of:
Make organizations more rational and efficient Correct Answer: According to Weber, the bureaucratic
form's greatest contribution was its ability to:
1930s Correct Answer: The human relations movement emerged during which period?
Efficiency Correct Answer: Firms that emphasized --- would be best served to maintain stable,
mechanistic organizational structures.
1960s Correct Answer: During which period did the contingent view of the firm emerge?
Combination of slow economic growth and high inflation; increased penetration of foreign competition
in the U.S. market Correct Answer: During the 1970s, American corporations were under siege from two
forces:
1980s Correct Answer: During which period did the shareholder view reach its zenith?
Increase in complexity Correct Answer: About the same time the shareholder view of the firm was
reaching its zenith, both the internal and external environments of many firms began to:
Stakeholder Correct Answer: According to the stakeholder theory, "a --- is any group or individual who
can affect or is affected by the achievement of an organization's purpose."
Board of directors Correct Answer: A group of individuals elected by the shareholders and charged with
overseeing the general direction of the firm.
Comparative advantage Correct Answer: An economic theory that proclaims countries should specialize
in producing goods for which they have the lowest opportunity cost of production.
Competitor Correct Answer: Any organization that creates goods or services targeted at a similar group
of customers.
Customers Correct Answer: The people or other organizations that buy a firm's products and services.
Economic dimension Correct Answer: The general economic environment (e.g., GDP, inflation, and
unemployment) in the markets where the firm performs activities.
Employees Correct Answer: The people who make the products and provide the services that allow a
firm to exist.
External environment Correct Answer: Represents all of the external forces that affect the firm's
business.
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