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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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***********
Scalar **********
***** ** ********
**** ** command
******** ***
*** ********** ******** *** changing ******** and ************ **** ******** ********* the ************ ** ********* ********** *** the ********* ** *** ***** ** ***** as ***********
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*****************
idea **********
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**** 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 ********
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** answer **** provided
******** ***
*** Inc aggressively ***** ********* ********** ******* cost ********** *** **** ***** **** controls to ******* ******** more *********** **** *********** **** *********** ******** ** ***** ****
cost leadership
******* ****************
focus
******** growth
Question ***
*** owner of ***** Maple *** * ************ ** ****** ******* ***** ****** and cutting ****** ****** ** ******** **** ********* and ************** to *** ************ **** process ** ***** as:
***************
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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 ** *******
*********** ** *************
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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 ***********
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*********** ***********
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
***********
************
*********
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**** 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 ** ******* ***********
