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QUESTION

Salisbury MGMT320 Exam 2 Latest 2016 (ALL ARE CORRECT)

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 measureable

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

Question 21

Bierderlack has a policy that states that more than three absences in a six-month period shal result in a suspension. Colleen, the manager, has just decided to suspend one of her shift employees for violating this policy. This is an example of:

a programmed decision

a nonprogrammed decision

an insignificant decision

poor management

personal grudge

Question 22

Skip to question text.

Too Easy, Inc. is changing from a manual ordering system to a computer-based odering system. As part of the implementation procedures, the company invests in detailed, comprehensive training classes. What approach to change implementation is TooEasy using?

communication and education

top management support

participation

coercion

negotiation

Question 23

The specific results expected from departments, work groups and individuals are the ______ goals.

tactical

operational

strategic

smart

Question 24

Sandbox Sally's, Inc. is making some changes to the work schedules of its employees. Some of the employees are not happy with the changes. As their manager, Harry tells them that they can accept it or leave. What approach to change implementation is Harry using?

negotiation

top management support

participation

coercion

No answer text provided.

Question 25

XYZ, Inc. aggressively seeks efficient facilities, pursues cost reductions, and uses tight cost controls to produce products more efficiently than competitors. This competitive strategy is known as:

cost leadership

product differentiation

focus

internal growth

Question 26

The owner of Sugar Maple, Inc., a manufacturer of wooden kitchen bowls, spoons, and cutting boards, wishes to transfer more authority and responsibility to his subordinates. This process is known as:

Accountability

Coordination

Delegation

Departmentalization

Collaboration

Question 27

Jefferson Inc. is an information consulting firm located in Washington, D.C. Decisions at Jefferson are complex and involve many people, with a significant amount of disagreement and conflict. Which decision making model fits best for this organization?

political

functional

classical

administrative

bureaucratic

Question 28

The assistant director of the human resources department at a large sports equipment manufacturing company believes she is seeing an increase in drinking problems among the workforce. She thinks she needs to investigate further. She is at what state of the managerial decision-making process?

diagnosis and analysis of causes

development of alternatives

recognition of decision requirement

evaluation and feedback

selection of desired alternatives

Question 29

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.

When an oil refinery decided to abandon its traditional oil logistics strategies and useTransport4, it was making a(n) __________ decision.

nonprogrammed

bureaucratic

programmed

heuristic

routine

Question 30

Frostburg Fireplaces has used MBO for the past year. Top management just finished evaluating overall performance. The next step in the MBO process should be:

to develop new action plans

to develop new objectives based on the review of last year's performance

to begin a new MBO "cycle", using the same objectives as last year

to wait several months to allow information to be digested

none of these

Question 31

For the compact disc industry, the advent of MP3 technology can best be described as what type of innovation?

disruptive innovation

service innovation

productive innovation

restructive innovation

reverse innovation

Question 32

Ashley has average technical skills but her real strengths lay in visualizing the benefits of other's ideas and in finding financial and political support for these ideas. Ashley is an excellent example of a(n):

critic

sponsor

idea champion

inventor

bureaucrat

Question 33

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.

The idea that decision-making authority should be shifted from the district manager to the department manager level addresses what organizing concept?

Span of management

Centralization-decentralization

Division of work

Departmentalization

Unity of command

Question 34

Riley is a manager at the Tinker Tools. She is expected to make decisions that are in the organization's best interests. Her decisions should be based on which of the following models?

the administrative model of decision making

the garbage can model of decision making

the scientific management model of decision making

the classical model of decision making

the humanistic model of decision making

Question 35

Skip to question text.

As a top manager, Joanna works with others within her team every day in making important corporate decisions. Her preferred decision making approach is to generate as many alternatives to problems as possible in a short amount of time. This approach is referred to as:

groupthink

devil's advocacy

point-counterpoint

escalating commitment

brainstorming

Question 36

When a fake film critic gave one of Sony's movies a very bad review, Sony could either respond by ignoring it, apologizing, or letting the courts handle the issue. Sony let the courts tell it how the issue would be handled. This is an example of:

planning

decision making

organizing

controlling

planning

Question 37

Skip to question text.

Left-Right Industries employs a diverse set of individuals with strong personalities. Unfortunately, this means that there is a great deal of interpersonal disagreement among employees. What organizational tool would work best in this circumstance to manage conflict?

organizational development

skunkwork

telecommuting

downsizing

small-group innovation

Question 38

Harvest International is anticipating changes in their production procedures. You have been assigned to identify potential barriers to the change and suggest solutions to these barriers. You would use:

force field analysis

barrier analysis

negotiation

assessment of goals

all of these

Question 39

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.

If Li talks to his district manager's boss, he is most likely violating what organizational concept?

Staff-line authority

Scalar principle

Chain of command

Span of management

Work specialization

Question 40

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.

By using Transport4, oil refineries are able to make shipping decisions under conditions of:

certainty

ambiguity

uncertainty

risk

jeopardy

Question 41

Skip to question text.

Vaughn Bately manages a group of eight electrical engineers at Defiance Designs. His team is highly trained and well respected by experts both inside and outside the company. Recently one of Vaughn's engineers suggested a new technique for the development and use of an argon laser. There appeared to be rich potential for this technology, but Vaughn wasn't certain that developing this technology was the best use of his limited resources. Vaughn was facing a significant decision. If Vaughn uses the administrative model of decision making, which of these assumptions would he reject?

decision makers settle for a satisficing rather than maximizing solution

the search for alternatives is limited because of information, human and resource constraints

rational procedures will normally lead to the best solution in a complex organization

decision objectives are often vague, conflicting, and lack consensus among managers

all of these are accepted

Question 42

Skip to question text.

Vaughn Bately manages a group of eight electrical engineers at Defiance Designs. His team is highly trained and well respected by experts both inside and outside the company. Recently one of Vaughn's engineers suggested a new technique for the development and use of an argon laser. There appeared to be rich potential for this technology, but Vaughn wasn't certain that developing this technology was the best use of his limited resources. Vaughn was facing a significant decision. If Vaughn uses the classical model of decision making, which of these assumptions would he reject?

the decision maker is rational and uses logic in assigning values and evaluating alternatives

the desired decision will maximize attainment of organizational objectives

the decision maker strives for complete certainty, gathering complete information

problems are precisely formulated and defined

the decision maker is limited and unable to make economically rational decisions in difficult situations

Question 43

Jessica works for a small company in Wisconsin that manufactures kits for creating gingerbread houses. She has been assigned ______________ for making sure that all of the components are in the kits before they are sent out. This is the task she was assigned by the company's owner.

Autonomy

Synergistic power

Task reciprocity

Task assurance

Responsibility

Question 44

Ligstrom, Inc. manufactures altars, pews, and other types of church furniture. Which of the following Ligstrom departments is a line department?

finance department

human resources department

research and development department

manufacturing department

legal department

Question 45

Skip to question text.

Bobby, a product manager, wants to increase the market share of his product. He is unsure about how to go about it, not knowing for sure how costs, price, the competition, and the quality of his product will interact to influence market share. Bobby is operating under a condition of:

risk

ambiguity

certainty

uncertainty

brainstorming

Question 46

When Harley-Davidson wants to develop a new product, it uses a _______________. It maximizes the involvement of various functional areas by gathering employees from each area to integrate the new product development process throughout the company.

Defacto group

Contemporary team

Virtual network

Cross-functional team

Multi-functional team

Question 47

Skip to question text.

Emily Deschamps works as a retail sales clerk at Nordstrom department store. She has the authority to decide how to handle customers' requests for services not usually offered by the store, to deal with dissatisfied customers, and to make sure that customers receive value for their money. Nordstrom can be said to have:

A high degree of decentralization

A wide span of management

A high degree of centralization

A narrow span of management

Violated the unity of command principle

Question 48

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.

The decision to abandon traditional logistics strategies and hire Transport4 to manage distribution was a simple and rational one for most companies. The efficiencies offered by Transport4 were clear. Most likely, a(n) __________ style of decision making would have been used to make the decision.

behavioral

conceptual

directive

analytical

classical

Question 49

"No food or drinks in the classroom" is an example of a:

procedure

rule

policy

single-use plan

project

Question 50

Finance managers at Big Bend, Inc. made a financial blunder when they solely looked at the previous year's sales to estimate sales for the coming year. Of which management bias is this an example?

being influenced by emotions

You Answered

perpetuating the status quo

seeing what you want to see

justifying past actions

being influenced by initial impressions

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    Li ****** ********** manager *** a ******** of Anima Productions felt ********** ** *** attempt ** convince *** ******** manager to adopt some ** his ***** *** improved reorganization One idea *** ** arrange for employees from different ********** departments to **** ********* *** ******* mutual ****** *** ******** **** ** ******** lower-level *********** ****** ** ***** **** ********* *** responsibility Another **** was ** ******** *** **** ** ******* *** ********** managers *** **** the ******** organization ******* ******* ** ******* that decision-making authority ** **** areas ****** ****** ** *** ************ ***** ****** **** being ******* ** *** ******** ******* *** district ******* ****** down *** his *********** ************ ** ******* ***** ***** ****** *** ******** ******* *** ******* ******** **** *** manager’s *****

    ***** ******* ** ********** **** ******* *********** ****** *********** supervisors more ********* and responsibility?

    Span of ***********

    ***********

    Scalar **********

    ***** ** ********

    **** ** command

    ******** ***

    *** ********** ******** *** changing ******** and ************ **** ******** ********* the ************ ** ********* ********** *** the ********* ** *** ***** ** ***** as ***********

    ************

    ************

    *****************

    idea **********

    ********** ********

    ******** ***

    **** to ******** *****

    Alabama ******** *** ***** planning *********** who **** ******** ******** ******* ***** own ******** ***** Serving ** *********** ** *** divisions *** ******** *********** **** ****** ***** ********* ********** opportunities *** threats ******* Airlines ** utilizing **** ******** to the ******** **********

    *********** planning ***********

    ******** **** ******

    ************* ******** department

    *********** planning committee

    ******** ***

    Bierderlack *** * policy **** ****** **** **** **** three ******** ** * six-month ****** **** ****** ** * ********** ******* *** ******* has **** decided to suspend one ** her shift employees *** ********* this ****** **** ** ** ******* ****

    * ********** *********

    a ************* decision

    ** insignificant *********

    **** ***********

    ******** *******

    ******** ***

    Skip ** question *****

    *** **** *** ** ******** **** a ****** ******** ****** ** * ************** ******* ****** As **** ** the implementation ********** *** ******* ******* in ******** ************* ******** ******* What ******** ** ****** ************** is TooEasy *******

    ************* *** education

    *** ********** support

    **************

    *********

    negotiation

    ******** ***

    *** specific ******* expected **** *********** **** ****** *** *********** *** *** ****** ******

    tactical

    operational

    strategic

    ******

    ******** ***

    ******* Sally's *** ** making **** ******* ** *** **** ********* of *** ********* **** ** *** ********* are *** ***** with *** changes ** their ******* Harry ***** **** that **** can ****** it or leave **** ******** ** ****** ************** ** ***** using?

    ************

    *** management ********

    **************

    *********

    ** answer **** provided

    ******** ***

    *** Inc aggressively ***** ********* ********** ******* cost ********** *** **** ***** **** controls to ******* ******** more *********** **** *********** **** *********** ******** ** ***** ****

    cost leadership

    ******* ****************

    focus

    ******** growth

    Question ***

    *** owner of ***** Maple *** * ************ ** ****** ******* ***** ****** and cutting ****** ****** ** ******** **** ********* and ************** to *** ************ **** process ** ***** as:

    ***************

    *************

    ***********

    ********************

    **************

    ******** ***

    Jefferson Inc ** ** information ********** firm ******* in Washington ** ********* ** ********* *** ******* *** involve **** ****** with * *********** ****** ** ************ *** ******** ***** decision ****** ***** **** **** *** **** **************

    **********

    ***********

    **********

    administrative

    *************

    ******** ***

    *** ********* director of the human ********* ********** at * ***** sports ********* manufacturing company ******** *** ** seeing ** ******** ** drinking ******** ***** the workforce *** ****** she needs ** *********** ******* *** ** at **** ***** ** *** ********** decision-making *********

    ********* and analysis ** *******

    *********** ** *************

    *********** ** ******** ************

    evaluation *** *********

    ********* ** ******* *************

    ******** ***

    Skip to question *****

    *** Gulf ***** of *** United ****** ******** with *** ********** **** ***** *** * ******** 25 billion ******* ** ******** ******** *** fuel and ***** ********* products **** year ************ *** ******* of *** world’s ****** ****** But ******* ***** ********* to ************ centers ****** *** ******* ** a ****** ********* problem A *** ******* ****** ********** ** * *********** order ********** system that ******** ******** ******** ******** ****** *** *** *** **** ********** **** ***** *********** **** ** each ******** *************** own ******** ****** Transport4 ********** * ******* **** *** ** ** ******* as the ****** ** ********* ************** *** ******* Traditionally ********** ********* ********* ** various ********* around *** ******* required ******** phone calls ***** ** **** snail mail requests ** *** ********* pipeline ********* ******* ***** ******* **** worse each ******* had *** *** ******* code and scheduling ******** ***** **** the ******** ******* ********* *** **** ******* *** ** *** ******* shipping ** three ******* *** simply log ** ** ****************** password-protected website and ***** *** ****** ***** * *** set ** ************ company codes *** ********** system ************* ****** the ****** ** *** *********** carriers who then **** scheduling information **** ** *** Trnapsor4 ******* *** ***** ******* ***** only minutes

    **** ** oil ******** decided ** abandon *** *********** *** logistics strategies *** ************* ** *** ****** a(n) ********** *********

    **************

    *************

    ***********

    **********

    routine

    ******** 30

    Frostburg ********** has **** MBO *** *** past year Top ********** **** ******** evaluating ******* *********** *** **** step ** the *** ******* ****** ****

    ** ******* *** ****** plans

    to develop new objectives based ** *** ****** of last year's performance

    ** ***** * *** *** ***************** ***** *** **** ********** as **** year

    ** **** ******* ****** ** ***** *********** ** ** *********

    none ** ******

    ******** 31

    For *** ******* **** ******** *** advent ** *** ********** *** **** be ********* ** **** **** ** ************

    ********** innovation

    service ***********

    ********** ***********

    *********** ***********

    reverse innovation

    ******** ***

    ****** has ******* ********* ****** *** her **** ********* *** ** *********** *** benefits ** *********** ***** *** ** ******* financial and ********* support *** ***** ***** ****** ** an ********* ******* of ******

    *******

    sponsor

    **** champion

    inventor

    bureaucrat

    Question ***

    **** to ******** *****

    Li ****** ********** ******* *** a ******** ** ***** *********** **** ********** ** his ******* ** ******** *** district ******* ** ***** **** ** *** ***** *** improved ************** *** **** *** ** ******* for employees **** ********* functional departments ** **** ********* and ******* ****** ****** *** ******** **** ** believed lower-level supervisors should ** ***** more ********* *** ************** Another idea *** to increase *** **** ** ******* *** department ******** and **** *** ******** ************ ******* ******* ** ******* **** *************** ********* in many ***** ****** ****** at the departmental ***** ****** than ***** ******* ** *** ******** manager *** ******** ******* turned down all his suggestions ************ ** ******* about ***** ****** *** ******** manager *** ******* ******** **** *** *************** *****

    The **** that *************** ********* ****** ** ******* **** the ******** ******* to *** department ******* ***** ********* **** organizing concept?

    **** ** management

    ********************************

    ******** ** *****

    ********************

    ***** of command

    ******** ***

    Riley ** * ******* ** the ****** Tools *** ** expected ** make ********* **** *** ** *** ****************** **** interests *** decisions ****** ** ***** ** ***** of *** ********* models?

    *** administrative model of ******** *******

    *** ******* *** ***** ** ******** *******

    *** scientific ********** ***** of decision making

    *** ********* ***** ** ******** *******

    *** humanistic ***** of ******** making

    Question 35

    **** to ******** *****

    ** * *** manager Joanna ***** **** ****** ****** *** **** ***** *** ** ****** ********* corporate ********* Her ********* ******** making ******** is ** ******** ** **** ************ to problems ** ******** ** * ***** ****** ** **** This approach ** ******** ** ****

    ***********

    devil's advocacy

    *******************

    escalating ***********

    **************

    ******** ***

    **** * **** **** ****** gave *** ** Sony's ****** * **** *** review **** ***** ****** ******* ** ignoring ** apologizing ** ******* the ****** ****** *** ***** Sony *** *** ****** tell it *** *** ***** would be handled **** ** ** ******* of:

    planning

    decision making

    ***********

    ************

    *********

    ******** ***

    **** to ******** text

    ********** ********** employs * diverse set ** *********** with strong personalities ************* this ***** **** ***** ** * great **** of ************* disagreement ***** employees **** ************** **** ***** **** **** ** **** ************ ** manage conflict?

    ************** ************

    **********

    **************

    ***********

    small-group ***********

    Question ***

    ******* ************* is ************ ******* ** ***** production procedures *** **** **** ******** to ******** ********* ******** to *** change *** ******* ********* ** these ******** *** would *****

    force field *********

    ******* analysis

    ************

    ********** of goals

    all ** ******

    ******** 39

    **** ** ******** *****

    Li ****** ********** manager *** a ******** ** ***** Productions **** frustrated ** *** attempt ** ******** *** ******** manager ** adopt **** of *** ***** *** ******** reorganization *** idea *** ** ******* *** ********* **** ********* ********** *********** to **** ********* *** resolve mutual issues *** ******** **** ** ******** lower-level supervisors should ** ***** **** ********* *** ************** Another **** *** to ******** *** span ** ******* *** department ******** and **** the ******** ************ ******* ******* ** thought that *************** authority in **** ***** ****** ****** at *** ************ ***** ****** than being ******* by *** ******** manager The ******** ******* ****** **** all *** suggestions ************ ** thought ***** ***** ****** his ******** ******* and ******* ******** with *** *************** *****

    ** ** ***** to his district ************* boss ** ** **** ****** ********* **** ************** *********

    ********** authority

    ****** **********

    ***** of ********

    Span ** ***********

    **** specialization

    ******** ***

    **** ** ******** *****

    *** Gulf Coast of *** ****** States ******** **** *** ********** **** churn *** a ******** ** ******* barrels ** ******** ******** *** fuel *** ***** ********* products **** **** ************ *** percent ** *** ************* ****** ****** *** ******* ***** resources ** distribution centers around the country is * tricky logistics ******* * new ******* ****** ********** is * *********** order ********** ****** **** ******** customer ******** ******** ****** the Web *** **** translates **** ***** *********** **** to each pipeline *************** *** internal ****** Transport4 simplifies * process **** *** ** as ******* ** *** ****** ** ********* criss-crossing *** ******* ************* scheduling ********* ********* to various ********* ****** the ******* ******** ******** phone ***** faxes or **** ***** **** ******** ** *** ********* pipeline operators ******* ***** regions **** ***** **** ******* *** *** own product **** *** ********** ******** which **** *** ******** ******* different *** each ******* *** ** *** ******* ******** ** three ******* *** simply *** ** ** ****************** ****************** ******* and ***** *** ****** ***** * new set of ************ ******* ***** The ********** ****** ************* ****** the ****** ** *** *********** ******** who **** send scheduling *********** **** to *** ********* ******* *** ***** process takes **** ********

    ** ***** ********** *** ********** are **** to make ******** ********* ***** conditions ****

    certainty

    ambiguity

    ************

    *****

    *********

    ******** ***

    Skip ** question *****

    ****** ****** ******* * ***** of ***** ********** ********* ** ******** ******* His **** ** ****** ******* *** **** respected ** ******* **** ****** and ******* the ******* Recently *** ** Vaughn's ********* suggested * *** ********* for *** development and *** ** an argon laser There ******** ** be **** ********* *** this technology *** ****** ********** ******* **** ********** **** ********** was the **** *** ** *** ******* ********* Vaughn *** facing * *********** ******** ** Vaughn **** the ************** model ** ******** making ***** ** ***** *********** would ** ********

    ******** ****** ****** *** * *********** ****** **** ********** *********

    *** ****** *** ************ is ******* ******* ** *********** ***** *** ******** ************

    rational ********** **** ******** **** to *** **** ******** in * ******* *************

    ******** ********** *** ***** ***** *********** *** lack ********* among managers

    *** of these are *********

    Question 42

    **** ** ******** *****

    Vaughn Bately ******* a ***** of ***** electrical engineers ** Defiance Designs His **** ** ****** ******* *** well ********* ** ******* both ****** *** ******* *** ******* Recently *** of ************ ********* ********* * *** technique *** *** *********** *** *** ** an ***** ***** ***** ******** ** ** rich ********* *** this ********** but ****** wasn't certain that ********** **** technology *** *** best *** ** his ******* resources ****** *** ****** * *********** ******** If ****** **** *** classical ***** ** decision making ***** ** ***** *********** ***** ** ********

    *** ******** ***** is ******** *** **** logic in ********* ****** *** ********** *************

    *** desired ******** **** ******** ********** ** ************** ***********

    *** ******** ***** ******* *** ******** ********* ********* complete information

    ******** *** precisely ********** *** ********

    *** ******** ***** is limited and ****** ** make ************ ******** decisions ** ********* ***********

    ******** ***

    ******* ***** *** * ***** ******* ** ********* that ************ kits for ******** gingerbread ****** *** *** **** assigned ************** *** making **** **** *** ** *** components *** ** *** kits ****** they *** **** out **** ** the **** *** *** ******** by *** ************* ******

    *********

    Synergistic ******

    **** reciprocity

    **** assurance

    ***************

    Question 44

    Ligstrom *** ************ ****** **** *** ***** ***** of ****** furniture Which ** *** ********* Ligstrom *********** is a line department?

    ******* ***********

    human ********* ***********

    ******** *** development ***********

    ************* department

    legal ***********

    ******** 45

    Skip ** ******** text

    Bobby * product ******* wants ** ******** the ****** ***** ** *** product ** ** ****** about how ** go ***** ** *** knowing for **** *** costs ***** the *********** *** *** quality ** *** ******* **** interact to ********* ****** ***** ***** is ********* under * ********* ****

    *****

    ambiguity

    **********

    ************

    **************

    ******** ***

    **** Harley-Davidson wants ** develop a *** product ** uses * *************** ** maximizes the involvement ** ******* functional ***** by ********* ********* **** **** area ** integrate *** *** ******* *********** process ********** *** ********

    ******* ******

    ************ *****

    ******* network

    Cross-functional *****

    **************** team

    ******** ***

    **** ** ******** text

    Emily Deschamps ***** ** * ****** sales clerk ** Nordstrom ********** ***** *** *** *** ********* to ****** how to ****** ************** ******** for services *** ******* offered ** *** ***** to deal **** dissatisfied ********* *** to make **** **** ********* ******* ***** *** their ***** ********* *** ** said ** ******

    A **** degree ** *****************

    * **** span ** ***********

    A high ****** ** ***************

    A ****** **** ** management

    ******** the ***** ** command **********

    ******** ***

    Skip to ******** *****

    *** **** ***** ** *** ****** States ******** **** *** ********** **** ***** *** * ******** 25 ******* barrels ** gasoline ******** *** **** *** ***** ********* ******** **** year ************ ten ******* ** *** ************* ****** supply *** getting ***** ********* ** ************ centers ****** *** country ** a ****** ********* problem * new ******* ****** ********** ** * centralized ***** ********** system that ******** customer ******** ******** though *** Web and **** ********** **** order information back ** each ******** *************** *** internal ****** ********** ********** * ******* **** *** be ** complex ** *** ****** of ********* ************** *** ******* ************* scheduling ********* ********* ** ******* ********* ****** *** ******* ******** ******** phone ***** ***** ** even ***** **** ******** ** *** different ******** operators serving ***** ******* **** ***** **** ******* *** its *** ******* code and ********** ******** which **** *** ordering ******* ********* for **** company Now ** *** ******* ******** to ***** ******* *** ****** log on ** ****************** ****************** website *** ***** *** orders ***** * *** *** ** ************ ******* codes *** ********** ****** ************* ****** *** ****** ** *** *********** carriers *** **** **** scheduling *********** back ** *** ********* ******* *** ***** ******* takes only ********

    *** decision to ******* *********** logistics ********** *** **** ********** to ****** distribution *** a simple and ******** one *** **** ********* *** ************ ******* ** Transport4 **** ***** **** likely **** ********** ***** of decision ****** ***** **** been **** to **** *** *********

    ***********

    ***********

    directive

    analytical

    classical

    Question ***

    ******** **** ** ****** in *** classroom" ** an example ** ***

    procedure

    rule

    policy

    ********** *****

    project

    ******** ***

    Finance ******** ** *** **** Inc made * financial ******* **** they ****** ****** ** the previous ********** ***** to estimate ***** *** *** coming **** ** ***** ********** **** ** **** ** *********

    ***** ********** ** emotions

    *** Answered

    perpetuating the status ****

    ****** what *** **** ** see

    justifying **** ********

    ***** influenced ** ******* ***********

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    salisbury mgmt320 exam 2.docx

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