Reference no: EM13888902
COURSE SCHOLARLY PAPER
For this course you should choose any company but preferably the company currently you are working for and by making use of the concepts provided in this course evaluate any of its operational facets and provide improvement suggestions. Case studies from the end of the chapters may be used if you are unable to find a suitable real company.
When writing your research paper, please note the following guidelines:
- Select a topic that interests you and is related to the contents of this course. Write no less than 2000 words scholarly paper (excluding the title page, bibliography and appendices) on this topic. Please e-mail your professor an outline of this paper, prior to starting it. In addition to your primary text, you are required to use a minimum of 10 additional references from professional journals and books to produce your scholarly paper.
- Your research paper must adhere to the style and format requirements set forth in the Publication Manual of the American Psychological Association. Your paper must include a title page, headings and a bibliography. Footnotes are not needed. The bibliography is to be used to reference quotes and other
Question #1 _____is the process of getting activities completed efficiently and effectively with and through other people.
The distinction between a managerial position and a nonmanagerial position is ____.
a. planning the work of others
b. coordinating the work of others
c. controlling the work of others
d. organizing the work of others
Today. the basic management functions are considered to be _____.
a. planning. coordinating. staffing. and directing
b. planning. organizing, leading, and directing
c. commanding, organizing. leading. and staffing
d. planning. organizing, leading, and controlling
A manager resolving conflict among organizational members is performing what function?
The process of monitoring. comparing. and correcting is called _____.
According to Mintzberg's management roles. the______roles are those that involve people and other duties that are ceremonial and symbolic in nature.
In the Wealth of Nations. Adam Smith described the breakdown of jobs into narrow and repetitive tasks and called this ______
a. assembly lines
b. work denomination
c. division of labor
d. greatest common factor of work
Which of the following was a major result of the Industrial Revolution?
a. cottage industry
b. water power
c. factory manufacturing
d. critical thinking
Which of the following phrases is most associated with scientific management?
a. management relations
b. one best way
c. supply and demand
d. quality control
Fayol was interested in studying_____whereas Taylor was interested in studying______.
a. senior managers: effective managers
b. all managers: first-line managers
c. bureaucratic structures: chains of command
d. administrative theory macroeconomics
Bureaucracy is defined as a form of organization characterized by_______
a. division of labor
b. clearly defined hierarchy
c. detailed rules and regulations
d. all of the above
General administrative theorists devoted their efforts to_____.
a. developing mathematical models to improve management
b. improving the productivity and efficiency of workers
c. making the overall organization more effective
d. emphasizing the study of human behavior in organizations
The omnipotent view of management states that___.
a. the top manager is the only person in charge
b. managers are directly responsible for an organization's success or failure
c. that there is only one boss in the organization. and she or he is responsible for delegating orders
d. managers have little or no responsibility for an organization's success or failure
Which of the following most accurately reflects the symbolic view of management?
a. Managers are directly responsible for an organization's success or failure.
b. Managers have little or no responsibility for an organization's success or failure.
c. External forces are directly responsible for an organization's success or failure.
d. Employees are directly responsible for an organization's success or failure.
The culture of an organization is analogous to the _____ of an individual.
Employees in organizations with strong cultures _____.
a. are more committed to their organizations
b. are more likely to leave their organizations
c. are more willing to perform illegal activities
d. are more likely to follow directives from peers
External environment refers to___.
a. forces outside the organization that limit the organization's performance
b. factors and forces outside the organization that affect the organization's performance
c. forces and institutions inside the organization that affect the organization's performance
d. forces inside the organization that increase the organization's performance
The main forces that make up an organization's specific environment are_____.
a. suppliers. legislators. customers. and employees
b. customers. suppliers. competitors. and pressure groups
c. employees. competitors. pressure groups. and regulators
d. suppliers. employees. competitors. and legislators
The Internet is having an impact on determining whom an organization's competitors are because it has___.
a. defined the common markets for organizations
b. made certain products invaluable to customers
c. virtually eliminated the need for shopping malls
d. virtually eliminated geographic boundaries
The classical view of social responsibility holds that management's only social responsibility is to____.
a. maximize organizational profits for stockholders
b. maximize adherence to the taws for stockholders
c. maximize organizational profits for stakeholders
d. minimize adherence to the laws for stockholders
The socioeconomic view is that managements social responsibility goes beyond making profits to include_______
a. placing members of society on welfare
b. protecting and improving society's welfare
c. minimizing the welfare of society in exchange for profits
d. protecting and improving the organization's profits
______ is defined as a business firm's obligation. beyond that required by law and economics. to pursue long-term goals that are good for society.
a. Social obligation
b. Social responsibility
c. Social screening
d. Values-based management
The recognition of the close link between an organization's decisions and activities and its impact on the natural environment is referred to as______
a. corporate social responsibility
b. social responsiveness
c. shared corporate values
d. the greening of management
______is an approach to managing in which managers establish. promote. and practice what an organization stands for and believes in.
a. Cause-related marketing
b. Values-based management
c. Ethical marketing
d. Belief management
____is a personality attribute that measures the degree to which people believe they control their own fate.
a. Ego strength
b. Locus of control
c. Social responsibility
d. Social obligation
Managing change is an integral part of___
a. top management's job
b. middle-level management's job
c. the first-line manager's job
d. every manager's job
Which of the following is not an internal force of change?
d. employee attitudes
Which of the following is not an external force of change?
b. government laws and regulations
c. economic changes
According to Kurt Lewin. increasing the driving forces. which direct behavior away from the status quo. is a means of doing which of the following?
c. restraining forces
Organizational change is classified as_____.
a. people, structure, or technology
b. structure, management, goals
c. technology, goals, management
d. rules, procedures, management
In organizations, people who act as catalysts and assume the responsibility for managing the change process are called ____
a. change masters
b. change agents
c. operations managers
d. charismatic leaders
Decision making is typically described as_____. which is a view that is too simplistic.
a. deciding what is correct
b. putting preferences on paper
c. choosing among alternatives
d. processing information to completion
Techniques to change people and the quality of interpersonal work relationships are termed____.
b. organizational development
In identifying the problem. a manager____
a. compares the current state of affairs with where they would like to be
b. expects problems to be defined by neon lights
c. looks for discrepancies that can be postponed
d. will not act when there is pressure to make a decision
Which of the following is important in effectively implementing the chosen alternative in the decision-making process?
a. getting upper-management support
b. double-checking your analysis for potential errors
c. allowing those impacted by the outcome to participate in the process
d. ignoring criticism concerning your chosen alternative
Managers are assumed to be : they make consistent value-maximizing choices within specified constraints.
When managers circumvent the rational decision-making model and find ways to satisfice. they are following the concept of
b. bounded rationality
c. least-squared exemptions
d. self-motivated decisions
Planning gives direction, reduces the impact of change. minimizes waste and redundancy. and ______.
a. establishes the workloads for each of the departments
b. sets the basis used for promotion of individuals within the organization
c. eliminates departments that are not needed within the plan
d. sets the standards used in controlling
Planning is often called the primary management function because it ____.
a. offers some basis for future decision making
b. creates the vision for the organizational members to work toward
c. establishes the basis for all the other functions
d. sets the tone for the organizational culture
Plans are documents that outline how goals are going to be met and____
a. define which department has what responsibilities needed to accomplish the goals
b. tell what materials and processes are necessary to fulfill the goals
c. identify how much capital is required to complete the goals
d. describe resource allocations. schedules. and other necessary actions to accomplish the goals
The conflict in stated goals exists because organizations respond to a variety of____.
b. external environments
c. governmental regulations
____are the organization's major value-creating skills, capabilities, and resources that determine the organization's competitive weapons.
c. Core competencies
The merging of the analyses of internal and external factors influencing the organization's strategy is known as____
a. complete studies
b. organizational behavior and theory
c. definitional analysis
d. SWOT analysis
What are the three main types of corporate strategies?
a. concentration. integration. and diversification
b. growth. stability. and renewal
c. retrenchment turnaround, and clicks-and-bricks
d. cost leadership, differentiation, and focus
When an organization attempts to combine with other organizations in the same industry. the strategy is known as ___
b. horizontal integration
c. vertical integration
d. a stability strategy
The concept that defines the number of subordinates that report to a manager and that indirectly specifies the number of levels of management in an organization is called ____.
a. authorized line of responsibility
b. unity of command
c. responsibility factor
d. span of control
In recent years. there has been a movement to make organizations more flexible and responsive through _____
Answers: a. centralization
c. alternative organizational structure
d. customer-based structure
The appropriate structure for an organization is based on four contingency variables: strategy, size, degree of environmental uncertainty. and ___
d. intensity of competition
What is an advantage of a team structure?
a. Employees are more involved and empowered.
b. The fluid and flexible design can respond to environmental changes.
c. It draws on talent wherever it is found.
d. It allows for faster decision making.
When an organization assigns specialists to groups according to the projects they are working on, this is called a ____.
a. divisional structure
b. functional structure
c. product structure
d. matrix structure
Traditional organizational designs tend to be more mechanistic, and include____.
a. simple. functional. and corporate structures
b. simple. functional, and business unit structures
c. functional, strategic, and business unit structures
d. simple. functional. and divisional structures
Global competition, accelerated product development by competitors, and increased demands by customers for better service have encouraged organizations to become more____
c. technologically pure
d. task oriented
A matrix structure mixes characteristics of functional departmentalization and ___
a. product departmentalization
b. process departmentalization
c. a dual chain of command
d. a narrow span of control
A ____ structure is an advanced version of the matrix organization, where employees continuously work on assignments that are oriented to completion of a task.
A ____ design is not limited to horizontal. vertical, or external boundary imposed by a conventional structure.
a. teaming organization's
b. threatened organization's
d. boundaryless organization's
A learning organization has developed its ____.
a. educational department to keep employees trained
b. capacity to adapt and change
c. barriers to entry of its markets
d. a sustainable competitive advantage that is easy to maintain
One of the goals of organizational behavior is to behavior ____.
A common behavior that is typically studied in organizational behavior is____
a. job satisfaction
b. pay satisfaction
d. risk taking
______is a performance measure of both efficiency and effectiveness of employees.
a. Employee productivity
b. Organizational citizenship behavior
c. Job satisfaction
The three components that make up an attitude are
a. cognitive. affective. and behavioral
b. traits. behavioral, and emotional
c. knowledge. opinion. and individual history
d. intention. opinion. and environment
The component of attitude that is made up of beliefs and opinions is____.
When someone chooses to act in a certain way, she is demonstrating the _____ component of her attitude.
The degree to which an employee identifies with his or her job or actively participates in it refers to the employee's _____.
a. job involvement
b. organizational commitment
c. global commitment
d. job satisfaction
Various studies have concluded that an organization's human resources can be a significant source of ____
a. competitive advantage
b. problems for management
c. frustration for employees
d. high-performance work practices
High-performance work practices are characterized by ____.
a. improving knowledge. skills. and abilities of employees
b. allowing managers to lead in their own best style
c. allowing employees to loaf on the job as long as they can produce average daily production levee
d. decreasing employees motivation
In organizations ______programs ensure that protected classes are retained and their opportunities are maintained.
a. needs-based analysis
c. global human resource management
d. affirmative action
The beginning point for any human resource planning process is the examination of the current human resource status by making a ____.
a. strategic plan
b. human resource inventory
c. product evaluation
d. analysis of customer demands
Job analysis is concemed with which of the following human resource planning aspects?
a. deciding how well someone is performing his or her job
b. what behaviors are necessary to perform a job
c. hiring someone to do a job
d. estimating pay on job level in an organization
Which of the following would be considered a formal group?
a. task force for employee birthday celebrations
b. reading group
c. bowling team
d. bringing people from various functions to solve a business dilemma
When the _____ stage is complete. there will be a relatively clear hierarchy of leadership within the group and agreement on the group's direction.
In the ______stage a strong sense of group identity and camaraderie occurs.
The success or failure of a group is affected by group attributes such as abilities of the groups members. the size of the group ____.
a. the level of conflict, and the internal pressures on the members to conform to the group's norms
b. the ability of the group's members to conform. and the clarity of the goal
c. the value of the goal to the group. and the level of conflict within the group
d. the level of conflict within the group. and the leader
Which of the following personality traits tends to have a positive impact on group productivity and morale?
All of the following have a negative effect on productivity and morale of groups except
Which of the following personality traits tends to have a negative impact on group productivity and morale?
Communication is the transfer and understanding of _____.
The specific reason that the importance of effective communication for managers can't be overemphasized is that ___.
a. all written communication stays within the organization
b. all verbal communications require face-to-face interaction
c. every organization uses communications
d. everything a manager does involves communicating
For communication to be successful, meaning must be imparted and ____.
a. received by the other person
b. an action must be taken by the receiver
c. feedback must be established
When employees are required to communicate any job-related grievance first to their immediate manager. to follow their job description. or to comply with company policies, communication is being used to
c. provide a release for emotional expression
d. provide information
During the communication process. the message is converted to a symbolic form, called ____.
The process through which the symbols of a message are translated into a form that the receiver can understand is called ____
______refers to the process by which a person's efforts are energized. directed. and sustained toward attaining a goal.
c. Effort management
d. Need configuration
Within Maslow's hierarchy of needs. the need for belonging is associated with ___.
a. physiological needs
b. safety needs
c. social needs
d. esteem needs
The need for such factors as status. recognition, attention. self-respect autonomy, and achievement are examples of which of the following needs according to Maslow's hierarchy of needs?
Growth. achieving ones potential, self-fulfillment and the drive to become what one is capable of becoming are characteristics of which need according to Maslow's hierarchy?
_____assumes that employees have little ambition. dislike work, and avoid responsibility.
a. Theory Y
b. Theory X
c. Self-actualization Need Theory
d. Belongingness Need Theory
Theory Y assumes that people inherently _____
a. want to belong more than anything else
b. avoid responsibility and need to be closely controlled
c. want to work and can exercise self-direction
d. work to satisfy hygiene factors
According to Herzberg. in order to provide employees with job satisfaction. managers should concentrate on _____.
a. hygiene factors
b. issues such as pay
c. motivator factors (moderate)
d. extrinsic factors
Leadership is ____.
a. the process of influencing a group toward the achievement of goals
b. a group that achieves goals
c. the function of influencing a group towards the achievement of goals
d. directing a group towards the achievement of goals
Trait theory ignores_____
a. the interactions of leaders
b. the characteristics of the group members
c. the interactions of leaders and their group members as wet as situational factors
d. situational factors in the leadership research
The ______ style of leadership describes a leader who tends to involve employees in decision making. delegate authority. encourage participation in deciding work methods and goals. and use feedback as an opportunity for coaching employees.
Which of the following describes the leadership style in which the leader generally gives the group complete freedom to make decisions and complete the work in whatever way it sees fit?
a. cultural style
b. autocratic style
c. democratic style
d. laissez-faire style
The _____ model proposed that effective group performance depended upon the proper match between the leaders style of interacting with his or her followers and the degree to which the situation allowed the leader to control and influence.
a. Fiedler contingency
b. Situational leadership
c. Leader participation
d. Path Goal
Which of the following are two of the three key situational factors Fiedler felt were important in determining leader effectiveness?
a. leader-member relations and maturity of followers
b. organizational success and position power
c. task structure and leader-member relations
d. maturity of organization and subordinates
The control process assumes that ____
a. employees require constant direction from management
b. performance standards must be created
c. performance standards are already in place
d. employee monitoring costs are part and parcel of doing business
Some control criteria need to recognize ______.
a. employees rights to privacy
b. the costs of monitoring and measuring performance
c. the diversity of activities that managers do
d. and reward exceptional employee performance
____is a measure of how appropriate organizational goals are and how well an organization is achieving those goals.
a. Situational effectiveness
b. Organizational effectiveness
c. Competitor analysis
d. Environmental scanning
_____management oversees the transformation process that converts resources such as labor and raw materials into finished goods and services.
For organizations to improve productivity. they should focus on which of the following?
a. operations variables only
b. people only
c. people or operations variables. depending on the industry
d. people and operations variables
_____is the process of managing the entire sequence of integrated activities and information about product flows along the entire value chain.
a. Supply chain management
b. Value chain management
c. Ethical chain management
d. Financial chain management