1. Management can achieve its goals by coordinating what four types of resources?
a. Financial, material, organizational, and
operational
b. Informational, human, controllable, and
tangible
c. Tangible, intangible, human,
and financial
d. Human, material, financial, and
intangible
e. Material, informational, human, and financial
2. McDonalds prides itself on its efficiency and value in delivering a product in a very short time.
These
characteristics can best be defined as McDonalds’
a.
objective
s.
b.
mission.
c. resources.
d. opportunities.
e. core competencies.
3. A plan that outlines alternative courses of action is called a(n) _____plan.
a. objective
b. tactical
c. strategic
d. contingency
e. operational
4. Those who are responsible for facilitating the exchange of products between the organization and its
customers or clients are
managers.
a. financial
b. operations
c.
ad
mi
nist
rati
ve
d.
ma
rke
tin
g
e. accounting
5. A manager with
organization.
a. functional
b
.
d
i
a
g
n
o
s
t
i
c
c
.
c
o
n
c
e
p
t
u
a
l
d.
in
te
rp
er
so
na
skills has the ability to deal effectively with people inside and outside the
l
e.
te
ch
ni
ca
l
6. Although Frank is not in top management, he is charismatic and well-liked by others in his
organization. Other employees often look to Frank to see how he reacts to new policies
implemented by top management, and they follow his lead. Frank has
leadership in his
organization.
a
.
p
e
r
s
o
n
a
l
b
.
f
o
r
m
a
l
c.
info
rma
tion
al
d.
uno
ffici
al
e. informal
7. O. Sawyer discovered problems in coordinating the work flow going from her department to
marketing. To solve the problem, she identified some situations that needed correction and asked
employees to submit their suggestions for improvement. After their suggestions were summarized,
the employees selected one for implementation. Next, a supervisor was given responsibility and
authority to oversee implementation and to keep Sawyer informed. Sawyer's actions exhibit the
leadership style.
a
.
l
a
i
s
s
e
z
f
a
i
r
e
b
.
h
a
n
d
s
o
f
f
c. existential
d
.
a
u
t
h
o
r
i
t
a
r
i
a
n
e
.
d
e
m
o
c
r
a
t
i
c
8. If Southwest Airlines closely evaluates the products and processes of United Airlines with the intent of
improving quality among their own products and practices, Southwest is using
a. SWOT analysis.
b. longterm
strategy.
c.
partneri
ng
strategy.
d.
benchm
arking.
e. goal establishment.
9. Distinguishing between positions with direct authority and those that are support positions
establishes an organization's
a. chain of command.
b. span of management.
c. degree of centralization or
decentralization.
d. nature and degree of
departmentalization.
e. degree of specialization.
10. The various tasks in IBM's manufacturing plant are arranged so that one worker draws the wiring,
another strengthens the wires, a third cuts them, a fourth inserts them, and a fifth seals them together.
This is an example of job
a
.
r
o
t
a
t
i
o
n
.
b
.
r
e
d
e
s
i
g
n
.
c
.
s
p
e
ci
al
iz
at
i
o
n
.
d
.
e
n
ri
c
h
m
e
n
t.
e. enlargement.
11. Employees at a chemical factory are systematically moved every two weeks among three different
departments in the organization. This is called
a. job trading.
b. specialization.
c.
departmentalization
by function.
d. job enlargement.
e. job rotation.
12. The Morgan Company, a small furniture manufacturer, divides its organization into marketing, human
resources, accounting, and production departments. This is an example of departmentalization by
a
.
l
o
c
a
ti
o
n
.
b
.
s
p
e
c
i
a
lt
y
.
c
.
p
r
o
d
u
c
t.
d
.
t
a
s
t
e
.
e. function.
13. A common characteristic of a centralized
organization is
a. democratic decision making.
b. decision making by a few toplevel managers.
c. a flat span of management.
d. placing decision making near the
workplace.
e. authority placed at lower levels.
14. The head of the marketing department at CBS Environmental, Inc. supervises twelve people in her
department.
This represents her
a. chain of command.
b. degree of
specializatio
n.
c. level of
authority.
d. span of management.
e. nature and degree of departmentalization.
15. The two types of corporate culture that have low levels of sociability among
employees are
a. networked and communal.
b. fragmented
and
networked.
c. family and
communal.
d. mercenary
and
networked.
e. fragmented
and
mercenary.
16. When a lumber company takes timber and converts it into lumber, cardboard, and other paper
products, the company is using
a. an analytical process.
b. extraction
manufacturing.
c. a synthetic
process.
d. an operations
process.
e. raw processing.
17. If a good or service satisfies a human
need, it has
a. value.
b. focus.
c.
ma
gni
tud
e.
d.
for
m.
e. utility.
18. . Services differ from manufactured goods in all of the following ways except
a. services are consumed immediately.
b. when compared to manufactured goods, customers will not travel as far to
purchase services.
c. the creation of services is usually labor-intensive.
d. services can be stored, and manufactured goods cannot be stored.
e. services are intangible, and it is therefore more difficult to measure customer satisfaction.
19. Needles, Inc. has five of its ten products at the end of the product life cycle. To maintain its market
share, the firm must at least find ways to
a. reduce the cost of
marketing its products.
b. cut manufacturing costs.
c. extend or refine the want-satisfying capability
of its products.
d. reduce the number of employees.
e. increase the price of the product.
20. When Panasonic improves the sound, clarity, and ease of operation offered by its DVD player,
it is
a. shortening its product life cycle.
b. extending its basic
research.
c. redistributing its product.
d. refining its existing product.
e. reducing the DVD player's functionality.
21. A group of similar products that differ only in relatively minor
characteristics is called
a. inventory.
b. a
prod
uct
line.
c.
prod
uct
desi
gn.
d.
desig
n
plan
ning.
e. inventory control.
22. The amount of products or services an organization can produce in a given time
is known as
a. a product line.
b.
design
plannin
g.
c.
product
ion.
d
.
l
e
a
d
t
i
m
e
.
e
.
c
a
p
a
c
i
t
y
.
23. A situation in which people do most of the work is
called
a. a quality circle.
b. quality
control.
c. design
planning.
d.
a
labor-intensive
technology.
e.
a
capital-intensive
technology.
24. Technology that is characterized by high initial costs and low operating
costs is termed
a. a quality circle.
b. capital-intensive.
c. an
industrial
installation.
d. laborintensive.
e. a process layout.
25. In a shoe manufacturing plant, all shoes undergo the same operations in the same sequence. The
shoes flow from one workstation to the next. This is a(n)
layout.
a
.
o
u
t
p
u
t
b.
fix
edpos
itio
n
c.
pro
du
ct
d
.
p
r
o
c
e
s
s
e
.
w
o
r
k
c
e
l
l
26. A Boeing factory in Everett, Washington, manufactures 787 Dreamliner jet aircrafts. What type of
layout is most likely in this factory?
a
.
O
u
t
p
u
t
b.
Fixe
dposi
tion
c.
Pro
duct
d
.
P
r
o
c
e
s
s
e.
Ce
llrot
ati
on
27. If the Colgate-Palmolive Company were to develop a replacement chart, the
chart would show
a. key personnel along with possible replacements within the firm.
b. those key personnel who are scheduled to be replaced because of poor
performance reviews.
c. the skills and experience of key personnel.
d. the time between purchase and replacement of each Colgate product,
such as toothpaste.
e. the key items of capital equipment due for replacement within the fiscal
year.
28. A computerized data bank containing information on the skills and experience of all
employees is called
a. a replacement chart.
b. a skills inventory.
c. a compensation survey.
d. management development.
e. a human resources inventory.
29. Workplace diversity refers to the differences among people in a
workforce due to
a. social background, ethnicity, and race.
b. race,
ethnicity, and
gender.
c. gender, race,
and education.
d. race, religion, and
sexual orientation.
e. education, ethnicity,
and gender.
30. When Foot Locker, a retailer of athletic shoes, wanted to study the various elements and
requirements of the positions needed to staff a store in a large mall, it most likely began by
a. instituting a job analysis procedure.
b. recruiting with ads in a local newspaper.
c. having prospective employees complete application forms.
d. asking its personnel department to provide a listing of all current
salespeople.
e. analyzing new applicants for their potential job skills.
31. The process of attracting qualified job applicants is
called
a. development.
b.
orientatio
n.
c.
selection.
d.
trainin
g.
e.
recruitin
g.
32. The interview is
part of
a. recruiting.
b.
orientatio
n.
c.
selection.
d.
trainin
g.
e.
HRM
development.
33. New employees at Disney World in Orlando spend their first several days learning what it means to
be a "cast member" by studying the traditions that are Disney. This is called
a. preemployment
testing.
b. recruitment.
c. internal recruitment.
d. an
orientation
process.
e.
compensation.
34.
___________is the pay that employees receive in
return for their labor.
a. Merit pay
b. Incentive pay
c. Comparable
worth
d. Commission
e. Compensation
35. Nathan discovers that his mortgage company's employees are working very slowly because they are
afraid that, if they finish the loans they are currently processing, they will run out of work and lose
their jobs. Nathan's employees are
a.
displa
ying
lazines
s.
b.
soldier
ing.
c. suffering
from low
morale.
d.
inexperienced.
e. unqualified for their jobs.
36. If Berkeley Shirtmakers ties compensation directly to output by paying an employee a certain
amount for each unit of output produced, it is using
a. the
soldierin
g system.
b. an
illegal
system.
c. the Mayo system.
d. a piece-rate system.
e. a system that reduces the pay of most manufacturing employees.
37. When Mary Smith accepted a position with Xerox Corporation in San Francisco, she knew little
about what to expect. However, all her fears soon dissolved. One week before she began, she
received a thorough orientation to the company, was introduced to her co-workers, was invited to
lunch daily, and was encouraged to join a company- sponsored employees' club. Xerox seems to be
satisfying Mary's
needs.
a. esteem
b.
selfactu
aliza
tion
c.
physi
ologi
cal
d
.
s
o
c
i
a
l
e
.
s
a
f
e
t
y
38. Job security, health insurance, and safe working conditions are all characteristics of which needs
level?
a. Selfactuali
zation
b.
Estee
m
c. Safety
d.
Ph
ysi
olo
gic
al
e.
So
cia
l
39. Lisa loves her work and feels that she is well recognized by her peers and superiors for the work that
she does.
These motivation factors are
for Lisa.
a. satisfiers
b.
enc
our
ager
s
c.
rew
ards
d. bonuses
e. social fulfillment
40. If Dow Chemical were to emphasize achievement, recognition, responsibility, and advancement for
its employees, it would be emphasizing
a. the soldiering method.
b. Theory X
over Theory
Y.
c. motivation
factors.
d.
mainly
dissatis
fiers.
e.
hygien
e
factors.
41. All of the following are examples of hygiene factors that can cause dissatisfaction except
a
.
s
u
p
e
r
v
i
s
i
o
n
.
b
.
p
a
y
.
c.
job
security.
d.
achieve
ment.
e.
both A
and D
42. According to Theory X by McGregor, managers assume that
employees
a. do not naturally dislike work.
b. will work toward goals they are committed
to.
c. dislike work and need to be controlled.
d. have the potential to accomplish organizational
goals.
e. seek out and accept responsibility.
43. After graduating with a marketing degree, James Smith was hired by a well-known public relations
(PR) firm offering the opportunity to do PR work for large and small companies. According to
Theory Y, James' supervisor would expect him to
a. ask how early he can
leave each day.
b. avoid working too hard.
c. delegate most of his work to others.
d. seek to generate clientele and contacts for present and future public relations
assignments.
e. spend most of his time reviewing the company's early retirement package.