McDonald's developed a fat-fryer machine that reduced the amount of oil used to cook French fries by 30 percent over its current cookers.

1. McDonald's developed a fat-fryer machine that reduced the amount of oil used to cook French fries by 30 percent over its current cookers. This is an example of an attempt to improve the organization's: A. effectiveness.B. efficiency.C. planning.D. organizing.E. low-cost strategy.2. McDonald's decided to add breakfast to its hours of operation in order to increase the number of customers. This was an attempt to improve the organization's: A. effectiveness.B. planning.C. leading strategy.D. efficiency.E. none of the above.3. A manager who chooses inappropriate goals for the organization but who makes good use of the organization's resources in pursuing these goals is said to have: A. low effectiveness/low efficiency.B. low effectiveness/high efficiency.C. high effectiveness/low efficiency.D. high effectiveness/ high efficiency.E. none of the above.4. When Wal-Mart builds a distribution warehouse so that it can supply products to its stores within a 200-mile radius on almost a daily basis, we say that Wal-Mart has achieved: A. empowerment.B. a competitive advantage.C. increased quality.D. increased innovation.E. none of the above.5. By assembling computers only after customers have paid them for, resulting in a lower finished goods inventory, Dell Computer Co. achieved: A. increased quality.B. a competitive advantage.C. increased responsiveness.D. increased innovation.E. none of the above.6. The CEO of Chrysler Corporation goes on TV to explain what the company is doing to avoid future problems like the ones created by a recent recall of its minivans. This CEO is acting in which type of role? A. LiaisonB. FigureheadC. LeaderD. DisseminatorE. Spokesperson7. Boeing appoints an engineer to be the "go-between" between the company's Research and Development department and the government contractor that is sponsoring the creation of a new fighter airplane. This is an example of which type of role? A. MonitorB. LeaderC. FigureheadD. Resource allocatorE. Liaison8. Dell found that by putting effective control systems in place, it was able to: A. reduce costsB. expand internationallyC. move into new marketsD. insure ethical behaviorE. increase diversity9. The CEO reviews the performance of her company in the past month's Profit & Loss Statement to determine if the company is "on track" in terms of its sales and profitability goals. This CEO is engaged in which function? A. PlanningB. OrganizingC. DemonstratingD. ControllingE. Leading10. When a CEO draws a picture of the reporting relationships that will occur under a management reorganization, this is an example of: A. planning.B. leading.C. organizing.D. demonstrating.E. controlling.11. When a manager produces a new product that many customers want to purchase and sells it at a price that is attractive to these customers, this manager is said to have: A. high efficiency/low effectiveness.B. low efficiency/high effectiveness.C. high efficiency/high effectiveness.D. low efficiency/low effectiveness.E. none of the above.12. A manager who makes a low quality product that customers do not want to purchase is said to have: A. high efficiency/low effectiveness.B. high efficiency/high effectiveness.C. low efficiency/high effectiveness.D. low efficiency/low effectiveness.E. none of the above.13. A manager decides to produce a high quality product and makes good use of the organization's resources in making it. However, not enough customers want to buy the product for the organization to make a reasonable profit. The manager may be said to have: A. high efficiency/low effectiveness.B. low efficiency/low effectiveness.C. low efficiency/high effectiveness.D. high efficiency/high effectiveness.E. none of the above.14. A manager who chooses the wrong goals for the organization and makes poor use of the organization's resources in pursuing these goals is said to have: A. low effectiveness/low efficiency.B. low effectiveness/high efficiency.C. high effectiveness/low efficiency.D. high effectiveness/ high efficiency.E. none of the above.15. Most managers face jobs characterized by: A. high varietyB. fragmentationC. brevityD. the need to rely on experienceE. all of the above16. One of the negative outcomes of restructuring is that: A. it tends to make organizations less efficientB. it increases the number of middle managers in the organizationC. it reduces outsourcingD. it reduces employee moraleE. it increases executives' salaries17. The top managers of an organization must devote more time to ________________ than lower level managers do. A. planning and organizingB. leadingC. controllingD. visionE. motivation18. Which of the following is least likely to be a first line manager? A. a foreman in an auto assembly plant.B. a manager of tellers in a bank.C. a head of a marketing department.D. the head mechanic in a car dealer's service department.E. none of the above.19. Effective leadership depends on the use of: A. power and influenceB. authority and giving ordersC. physical resourcesD. structureE. policies and procedures20. Which of the following would be considered a "department" of an organization? A. Research and DevelopmentB. ManufacturingC. SalesD. MarketingE. All of the above21. Organizational performance __________ in direct proportion to __________ in efficiency and effectiveness. A. increases; increasesB. increases; decreasesC. decreases; decreasesD. decreases; increasesE. none of the above22. When uncertainty exists, the probabilities of alternative outcomes __________ be determined and the future outcomes are __________. A. can; knownB. cannot; knownC. can; unknownD. cannot; unknownE. none of the above23. A sales manager talks with his subordinates about the way they should all treat customers. The manager is focusing on the _________ of creating a learning organization. A. personal masteryB. mental modelsC. team learningD. shared visionE. systems thinking24. Joe, a manager, allows Achmed, his subordinate, to proceed on a work project even though Joe doesn't agree with how Achmed wants to do the work. Joe is attempting to create: A. personal masteryB. mental modelsC. team learningD. shared visionE. systems thinking25. When an issue is controversial and when different managers might be expected to champion different courses of action, the preferred technique is: A. production blockingB. brainstormingC. team learningD. nominal groupE. devils advocacy26. Research shows that people are more creative when: A. they are all under time pressureB. they are all closely supervisedC. they can make mistakesD. negative feedback is withheldE. they are required to work without others' help.27. The idea that one level of learning affects other levels is part of that ________ principle of creating a learning organization. A. personal masteryB. mental modelsC. team learningD. shared visionE. systems thinking28. A task force manager holds a meeting and encourages members to share the progress of their work. This manager is focusing in the ________ principle of creating a learning organization. A. personal masteryB. mental modelsC. team learningD. shared visionE. systems thinking29. Which of the following is not a reason that group decision-making is superior to individual decision-making? A. fewer bias's and errorsB. more feasible alternatives generatedC. groupthinkD. correction of each others' errorsE. increased probability of successful implementation30. Managers who were responsible for the decision to launch the Challenger space shuttle were attempting to balance the conflicting demands for ensuring the safety of the astronauts with the desire to obtain future funding for the U.S. space program. On which two decision-making criteria were these managers focusing? A. Legality and practicalityB. Ethicalness and legalityC. Practicality and ethicalnessD. Economic feasibility and ethicalnessE. None of the above31. A marketing manager wants to budget the advertising for a new product launch. She is trying to determine the amount of money that her company can afford to spend on advertising this new product. On which criterion of decision-making is this marketing manager focusing? A. LegalityB. EthicalnessC. Economic feasibilityD. PracticalityE. None of the above32. Which of the following is least likely to result in bad managerial decision-making? A. Lack of creativity in generating alternatives.B. Failure to balance decision criteria appropriatelyC. Failure to specify important decision criteriaD. Not acting on a decision once it's made.E. Too many possible alternatives.33. Which of the following statements about managerial decision-making is false? A. Managerial decision-making is fast-paced.B. Managers must use their experience and judgment.C. Managers should wait for complete information before deciding.D. Human judgment is often flawedE. Managerial decision-making is more art than science.34. The purchasing manager for Ford Motor Co. decides to call three suppliers of automobile windshields to ask for a bid on an order for 1,000 windshields for a new Ford car, instead of calling 100 possible windshield suppliers for such a bid. What type of decision does this represent for the purchasing manager? A. NonprogrammedB. Illusion of controlC. CertaintyD. ProgrammedE. Satisficing35. ABC Company is attempting to decide whether or not to launch a new $10 million advertising campaign for a product whose sales have been lagging well below the projected sales for this product. This represents which type of decision for the organization? A. GroupthinkB. IntuitionC. ProgrammedD. NonprogrammedE. Satisficing36. Which of the following is a programmed decision? A. How much to invest in a new product.B. Whether to expand into a new market.C. When to time a new advertising campaign.D. When to bill customers.E. Whether to buy another company.37. An organization's finance department decides to go to the company's usual bank and take out a loan because the company's revenues for the month are projected to be less than its expenses. What type of decision does this represent? A. IntuitionB. GroupthinkC. ProgrammedD. NonprogrammedE. Satisficing38. What do managers do to regulate routine activities? A. create a mission statementB. establish rules and guidelinesC. create cross-functional teamsD. facilitate a strong organizational cultureE. train workers in the use of intuition39. A plant foreman asks the plant superintendent to hire an additional worker whenever overtime hours for the previous month increase by more than 15 percent over the headcount. This is an example of which type of decision? A. IntuitionB. GroupthinkC. SatisficingD. ProgrammedE. Nonprogrammed40. An organization's accounting department decides to send out a bill to a new customer. What type of decision does this represent? A. ProgrammedB. NonprogrammedC. IntuitionD. GroupthinkE. Bounded rationality41. Having a strong culture is always good for an organization. B. False42. Organizational culture controls the behaviors of working level employees, but not managers. B. False43. All of the following are examples of terminal values EXCEPT: A. a comfortable life.B. a sense of accomplishment.C. social recognition.D. courage.E. wisdom.44. All of the following are examples of terminal values EXCEPT: A. inner harmony.B. capability.C. a world of beauty.D. a sense of accomplishment.E. social recognition.45. ABC Company puts out newspaper releases announcing employees' promotions. These are rites of: A. passageB. integrationC. celebrationD. ceremonyE. enhancement46. XYZ Company holds a party at the end of the fiscal year to celebrate its excellent performance. This is a rite of: A. passageB. integrationC. celebrationD. ceremonyE. enhancement47. Subordinates of managers who experience positive moods at work tend to _________ more than subordinates of managers with negative moods. A. perform worseB. be absent moreC. resign moreD. be more creative, under certain conditionsE. be more ethical48. Giorgio is very angry with his co-worker Petra, who has made errors in her work that cause Giorgio to have to work late. Giorgio is experiencing a(n): A. personalityB. emotional intelligence incidentC. emotionD. moodE. scruple49. A manager who is self-reliant and self-sufficient is expressing which type of instrumental value? A. ResponsibilityB. IndependenceC. AmbitionD. CapabilityE. Helpfulness50. A manager who is hard working and aspires to a higher level of management within the organization is expressing which type of instrumental value? A. IndependenceB. ResponsibilityC. HelpfulnessD. AmbitionE. Capability51. A manager wants to make a lasting contribution to his or her organization. This manager is expressing which type of terminal value? A. WisdomB. Social recognitionC. Inner harmonyD. A sense of accomplishmentE. A comfortable life52. Managers who believe that they are largely responsible for their own fate are said to: A. have an external locus of control.B. be conscientious.C. be high in negative affectivity.D. have an internal locus of control.E. be open to experience.53. Managers who believe that forces outside of their control are largely responsible for what happens to them are said to be high in: A. openness to experience.B. negative affectivity.C. internal locus of control.D. external locus of control.E. need for affiliation.54. An organization's culture influences how managers __________. A. controlB. planC. leadD. organizeE. all of the above55. Managers try to cultivate norms that fit other factors. Which of the following is not one of these factors? A. the organization's strategyB. the organization's languageC. the organization's task environmentD. the organization's general environmentE. the organization's technology56. Recent theorizing and research suggest that managers' emotional intelligence may be especially important in: A. increasing employee turnoverB. decreasing employee satisfactionC. decreasing employee stressD. increasing employee creativityE. increasing employee resistance to change57. Emotional intelligence may help managers perform interpersonal roles such as: A. resource allocatorB. monitorC. plannerD. liaisonE. decision maker58. The ASA framework suggest that people have become more similar to each other through A. attraction of hiring managers to people similar to themselves.B. employees who are dissimilar being more likely to leave the organization.C. attraction of potential employees to firms that exhibit personalities like their own.D. all of the above59. Managers maintain and transmit culture through all but one of the following. Which one? A. ritesB. storiesC. languageD. technologyE. socialization60. Customers are stakeholders of an organization, but managers are not. B. False61. Justin, a Human Resources Manager for XYZ Company, commits 20% of this year's budget to develop a new program for valuing diversity in the company. He is acting in the ________ role. A. resource allocatorB. entrepreneurC. monitorD. negotiatorE. disturbance handler62. If a female manager tells a male subordinate that he is in line for a pay raise but that he will get that pay raise only if he becomes sexually involved with her, this manager is exhibiting: A. a hostile work environment.B. the similar-to-me effect.C. the salience effect.D. the social status effect.E. quid pro quo sexual harassment.63. If a female subordinate is offended by posters in her supervisor's office that she feels are degrading to women, this supervisor has exhibited: A. the similar-to-me effect.B. the glass ceiling.C. the salience effect.D. quid pro quo sexual harassment.E. a hostile work environment.64. If a male manager makes a remark to a female manager that she considers to be a sexually demeaning remark about her appearance, this male manager has exhibited: A. quid pro quo sexual harassment.B. the glass ceiling.C. the similar-to-me effect.D. the salience effect.E. a hostile work environment.65. An ethical dilemma is a situation in which a person has to decide is she should act in a way that __________, even though doing so may __________. A. fosters her own self-interest; favor another's self-interestB. is the "right" thing to do; go against her own self-interestC. is the "wrong" thing to do; go against her own self-interestD. may help another person; favor her own self-interestE. go against her own self-interests; is the "wrong" thing to do66. Which of the following is a stakeholder for an organization? A. CustomersB. EmployeesC. SuppliersD. The local communityE. All of the above67. People or groups who supply a company with its productive resources are called: A. suppliersB. top managementC. shareholdersD. stockholdersE. stakeholders68. Stockholders are interested in the way a company operates because they: A. use the company's products.B. believe in being ethical.C. want to maximize dividends.D. want to avoid all risks.E. like to be in control.69. The stakeholder group with the most responsibility for deciding the goals of the organization is: A. stockholdersB. customersC. managersD. working-level employeesE. consultants70. A manager who is effectively managing diversity in the disseminator role would: A. develop new ways to manage diversityB. take quick actions to manage conflict arising from diversityC. evaluate how fairly employees are being treatedD. communicate to employees about diversity policiesE. none of the above71. All of the following are principle corporate-level strategies that managers can use to help their organization increase its sales and profits EXCEPT: A. concentration on a single business.B. diversification.C. international expansion.D. vertical integration.E. focus.72. Firestone Tire and Rubber Company purchases rubber plantations in Africa so that it will have a source of supply for its tire manufacturing plants in Akron, Ohio. This is an example of: A. forward vertical integration.B. a global strategy.C. a multidomestic strategy.D. backward vertical integration.E. a focused-differentiation strategy.73. Firestone Tire and Rubber Company set up a chain of Firestone retail stores to sell its tires to American consumers. This is an example of: A. forward vertical integration.B. a global strategy.C. a focused-differentiation strategy.D. a multidomestic strategy.E. backward vertical integration.74. PepsiCo purchased KFC so that it could replace Coke products with Pepsi products in KFC restaurants. This was an example of: A. horizontal integration.B. vertical integration.C. a low-cost strategy.D. a global strategy.E. a diversification strategy.75. GE Financial Services is an example of which level of management operations for General Electric Company? A. FunctionalB. CorporateC. DivisionalD. DepartmentalE. None of the above76. The first step in implementing strategy is to: A. establish the missionB. allocate responsibilityC. hold people responsibleD. establish a timetableE. allocate resources77. Which of the following is NOT a step in implementing strategy? A. SWOT analysisB. allocating responsibilitiesC. holding people responsibleD. establishing a timetableE. allocating resources78. BMW produces cars exclusively for high-income customers. BMW is pursuing a _________ strategy A. focused differentiationB. focused low–costC. differentiationD. low-costE. a combination of the above79. BIC, makers of ballpoint pens and razors, concentrates on making its products more cheaply than its rivals. BIC is pursuing a ________ strategy. A. focused differentiationB. focused low–costC. differentiationD. low-costE. a combination of the above80. When Matsushita sells its TVs and VCRs using the same basic marketing approach in various countries. This is an example of: A. a multidomestic strategy.B. a focused low-cost strategy.C. a global strategy.D. vertical integration.E. a differentiation strategy.81. When Procter & Gamble uses the same distribution system to deliver its oral care products and its hair care products to drugstore chains, this is an example of: A. synergy.B. a focused-differentiation strategy.C. a diversification strategy.D. an unrelated diversification strategy.E. a differentiation strategy.82. Two divisions of a company decide to use the same distribution channels for their products to reduce the overlap of their marketing efforts. This is an example of: A. a low-cost strategy.B. a focused-differentiation strategy.C. synergy.D. a differentiation strategy.E. diversification.83. When General Electric Company expanded its operations by acquiring NBC television. This was an example of: A. Vertical integrationB. DiversificationC. International expansionD. Low-cost strategyE. Concentration on a single business84. In which step of SWOT analysis would "slower market growth" be most likely to arise? A. SB. WC. OD. TE. Either S or W85. In which step of SWOT analysis would "obsolete, narrow product line" be most likely to arise? A. SB. WC. OD. TE. Both O and T86. To determine an organization's mission, managers must first define its __________. A. visionB. strategyC. tacticsD. businessE. competition87. IBM has a written set of guidelines for its managers in terms of behavior, which IBM considers to be either ethical or unethical. This set of written guidelines is called: A. a policy.B. rules.C. a standard operating procedure.D. a single-use plan.E. a mission statement.88. A functional-level plan spells out the goals of the __________ that are intended to assist the organization to achieve its __________ goals. A. division; corporateB. department; corporateC. business; divisionalD. division; businessE. none of the above89. Which level of management of a large organization contains the organization's marketing department, R&D department, and human resources department for that level of the organization? A. DivisionalB. First-lineC. VerticalD. Scenario levelE. Multidomestic level90. People in negative moods tend to: A. be more assertive in judgmentsB. be poorer critical thinkersC. be less effective at devils advocacyD. be more satisfied with their bossesE. none of the above91. When Bernie Goldhirsch helped entrepreneurs, he was using his: A. positive moodsB. organizational commitmentC. emotional intelligenceD. planning and organizing skillsE. negative affectivity92. Bill Gates, Microsoft's founder, insisted on __________, which became a competitive advantage for this firm. A. business attireB. customer serviceC. being an individualD. low wagesE. centralized control93. All of the following are examples of "input resources" for an organization EXCEPT: A. labor.B. raw materials.C. component parts.D. time needed to produce a given product.E. number of units produced.94. Effective managers who choose the "right" organizational goals and have the skills to use the organization's resources are: A. efficientB. effectiveC. strategicD. conceptualE. technical95. A manager is deciding which programs to initiate. He is acting as a: A. entrepreneurB. negotiatorC. monitorD. liaisonE. resource allocator96. Which of the following is NOT discussed in the text as one of the challenges for managing in a global environment? A. building competitive advantageB. maintaining ethical standardsC. managing a diverse workforceD. building a strong bureaucratic structureE. utilizing new kinds of information systems and technology97. An organization decides to ask three advertising agencies to pitch a proposal to handle the organization's business, instead of asking all of the advertising agencies in the city where this organization's headquarters are located to pitch the account. What type of decision does this represent? A. ProgrammedB. NonprogrammedC. SatisficingD. CertaintyE. Illusion of control98. To create a learning organization, managers should empower employees and allow them to experiment, create and explore what they want. This is called developing ________. A. personal masteryB. mental modelsC. team learningD. shared visionE. systems thinking99. Most day-to-day decisions in business are nonprogrammed decisions. B. False100. A manager who makes a decision based on his or her judgment is using a less rational process than a manager who makes a decision using his or her intuition. B. False