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100
______ values are the explicitly stated values and norms preferred by an organization. A. Espoused B. Inherent C. Enacted D. Expressed E. Internalized
What is A. Espoused? • Espoused values are the explicitly stated values and norms preferred by an organization, as may be put forth by the firm's founder or top managers. • From: Chapter 8
100
What is the time frame of an operational plan? A. 2-10 years B. 1-5 years C. 6-24 months D. 1-52 weeks E. 1-90 days
What is D. 1-52 weeks? • First-line managers do operational planning, which means they determine how to accomplish specific tasks with available resources within the next 1-52 weeks. • From: Chapter 5
100
When a manager realizes that complete inaction will have negative consequences but opts for the first available alternative that involves low risk, it is called A. relaxed change. B. defensive avoidance. C. postponed action. D. relaxed avoidance. E. delayed decision.
What is A. relaxed change? • In relaxed change, a manager realizes that complete inaction will have negative consequences but opts for the first available alternative that involves low risk. • From: Chapter 7
100
Which of the following is one of the nonrational models of decision making? A. Boundary B. Classical C. Goal displacement D. Satisficing E. Attitudinal
What is D. Satisficing? • Three nonrational models are (1) satisficing, (2) incremental, and (3) intuition. • From: Chapter 7
100
The competing values framework classifies organizational cultures into which of the following? A. Stable, flexible, and laddered cultures. B. Observable, flexible, competitive, and driven cultures. C. Symbolic, heroic, and basic cultures. D. Clan, adhocracy, market, and hierarchy cultures. E. Observable, espoused, and core cultures.
What is D. Clan, adhocracy, market, and hierarchy cultures? • According to the competing values framework, organizational cultures can be classified into four types: (1) clan, (2) adhocracy, (3) market, and (4) hierarchy • From: Chapter 8, see Figure 8.2
200
The activities and ceremonies, planned and unplanned, that celebrate important occasions and accomplishments in the organization's life are known as A. myths. B. stories. C. conventions. D. rites and rituals. E. values.
What is D. rites and rituals? • Rites and rituals are the activities and ceremonies, planned and unplanned, that celebrate important occasions and accomplishments in the organization's life. • From: Chapter 8
200
When managers add up all the money already spent on a project and conclude it is too costly to simply abandon it, it is known as a(n) ________ bias. A. anchoring and adjustment B. confirmation C. availability D. representativeness E. sunk cost
What is E. sunk cost? • The sunk-cost bias, or sunk-cost fallacy, is when managers add up all the money already spent on a project and conclude it is too costly to simply abandon it. Most people have an aversion to "wasting" money. Especially if large sums have already been spent, they may continue to push on with an iffy-looking project to justify the money already sunk into it. • From: Chapter 7
200
A system of consciously coordinated activities or forces of two or more people is known as a(n) A. operation. B. culture. C. organization. D. structure. E. adhocracy.
What is C. organization? • According to Chester I. Barnard's classic definition, an organization is a system of consciously coordinated activities or forces of two or more people. By this definition, a crew of two coordinating their activities to operate a commercial tuna fishing boat is just as much an organization as the entire StarKist Tuna Co. • From: Chapter 8
200
The idea that decision makers find the notion of an actual loss more painful than giving up the possibility of a gain is called A. a heuristic. B. an availability bias. C. a representativeness bias. D. the prospect theory. E. satisficing.
What is D. the prospect theory? • Scholars have advanced what is known as the prospect theory, which suggests that decision makers find the notion of an actual loss more painful than giving up the possibility of a gain. We see a variant of this in the tendency of investors to hold on to their losers but cash in their winners. • From: Chapter 7
200
The process of involving employees in setting goals, making decisions, solving problems, and making changes is called A. conjoint management. B. escalation of commitment. C. satisficing. D. goal displacement. E. participative management.
What is E. participative management? • Participative management (PM) is the process of involving employees in (a) setting goals, (b) making decisions, (c) solving problems, and (d) making changes in the organization. • From: Chapter 7
300
An organization's ______ is a control mechanism for making sure the right people do the right things at the right time. A. central command B. division of labor C. hierarchy of authority D. span of control E. strategic plan
What is C. hierarchy of authority? • The hierarchy of authority, or chain of command, is a control mechanism for making sure the right people do the right things at the right time. • From: Chapter 8
300
_________ uses physically dispersed experts who fill out questionnaires to generate ideas and the judgments are combined into an expert consensus. A. Brainstorming B. PM C. TQM D. Brainwriting E. The Delphi technique
What is E. The Delphi technique? • The Delphi technique is a group process that uses physically dispersed experts who fill out questionnaires to anonymously generate ideas; the judgments are combined and in effect averaged to achieve a consensus of expert opinion. • From: Chapter 7
300
Which of the following is a step in the rational decision-making model? A. Seek consensus among leadership. B. Identify the problem or opportunity. C. Improve the chosen solution. D. Test solutions on a small scale. E. Implement a holding pattern.
What is B. Identify the problem or opportunity? • Typically there are four stages in rational decision making (see Figure 7.1): Stage 1: Identify the problem or opportunity, Stage 2: Think up alternative solutions, Stage 3: Evaluate alternatives and select a solution, and Stage 4: Implement and evaluate the solution chosen. • From: Chapter 7
300
The tendency of a group to settle on a decision that is "good enough" is called A. goal displacement. B. satisficing. C. groupthink. D. heuristics. E. pseudo-optimization.
What is B. satisficing? • Because most people would just as soon cut short a group meeting, the tendency is to seek a decision that is "good enough" rather than to push on in pursuit of other possible solutions. Satisficing can occur because groups have limited time, lack the right kind of information, or are unable to handle large amounts of information. • From: Chapter 7
300
_______ group activities around similar products or services. A. Output structures B. Matrix organizations C. Offering divisions D. Functional structures E. Product divisions
What is E. Product divisions? • Product divisions group activities around similar products or services. • From: Chapter 8
400
The first step in the MBO process is to A. determine rewards for meeting goals. B. give a performance appraisal. C. develop an action plan. D. periodically review performance. E. jointly set objectives.
What is E. jointly set objectives? • Management by objectives (MBO) is a four-step process, the first of which is for managers and employees to jointly set objectives for the employee. • From: Chapter 5
400
With a ______ structure, the organization has a central core of key functions and outsources others to vendors who can do them cheaper or faster. A. hollow B. matrix C. spine D. hybrid E. mechanistic
What is A. hollow? • In the hollow structure, often called the network structure, the organization has a central core of key functions and outsources other functions to vendors who can do them cheaper or faster. • From: Chapter 8, see Figure 8.11
400
In a ______ structure, a firm assembles portions of product provided by outside contractors. A. compilation B. network C. outsourced D. modular E. hollow
What is D. modular? • In a modular structure, a firm assembles product chunks, or modules, provided by outside contractors. • From: Chapter 8
400
When a manager decides to take no action in the belief that there will be no great negative consequences, she is engaged in A. limited reaction. B. relaxed avoidance. C. relaxed change. D. decreased involvement. E. defensive avoidance.
What is B. relaxed avoidance? • In relaxed avoidance, a manager decides to take no action in the belief that there will be no great negative consequences. • From: Chapter 7
400
Planning is defined as A. formulating a method to allocate resources effectively. B. motivating employees. C. coping with obstacles to past performance. D. setting goals and deciding how to achieve them. E. implementing strategic goals.
What is D. setting goals and deciding how to achieve them? • Planning is defined as setting goals and deciding how to achieve them. • From: Chapter 5
500
There are three levels of planning. Their order, from first to last, is A. operational, tactical, and strategic. B. strategic, operational, and tactical. C. tactical, operational, and strategic. D. tactical, strategic, and operational. E. strategic, tactical, and operational.
What is E. strategic, tactical, and operational? • The order of planning is strategic, then tactical, and then operational. • From: Chapter 5
500
________ goals are set by and for middle managers and focus on the actions needed to achieve ________ goals. A. Strategic; operational B. Tactical; strategic C. Strategic; tactical D. Tactical; operational E. Operational; tactical
What is B. Tactical; strategic? • Tactical goals are set by and for middle managers and focus on the actions needed to achieve strategic goals. • From: Chapter 5
500
__________ means that managers must report and justify work results to managers above them. A. Liability B. Accountability C. Delegation D. Hierarchical control E. Position power
What is B. Accountability? • Accountability means managers must report and justify work results to the managers above them. • From: Chapter 8
500
One type of standing plan, the __________, outlines the general response to a designated problem or situation. A. policy B. project C. rule D. procedure E. program
What is A. policy? • A policy is a standing plan that outlines the general response to a designated problem or situation. • From: Chapter 5
500
The statement which expresses the purpose of an organization is called a(n) A. goal statement. B. rationale statement. C. vision statement. D. intention statement. E. mission statement.
What is E. mission statement? • A mission statement expresses the purpose of the organization. • From: Chapter 5
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