Modern Management Set-3 - 90095

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1. According to Fayol’s guidelines for organizing resources, you should ________. a. not use sanctions against faults and errors b. make extensive use of regulations and paperwork c. establish multiple guiding authorities d. recognize the unity of command e. not link rewards to performance 2. The second and third steps of the organizing process focus on the ________. a. allocation of resources and directives b. results of the organizing strategy c. tasks to be performed within the management system d. organizational plans e. organizational goals and objectives 3. Which of the following is one of the three main components of the management system that Weber termed a bureaucracy? a. a loosely defined organizational hierarchy b. minimum regulations and paperwork c. emphasis on the human variable d. close, personal relations among organization members e. detailed procedures and rules 4. Which of the following is one of Follett’s guidelines on coordination? a. The human element should be minimized in coordination. b. Managers can assume that if their system shows coordination now, it will show coordination in the future. c. The communication process is an essential consideration in any attempt to encourage coordination. d. Coordination can be achieved with least difficulty through vertical relationships. e. Personal communication should be minimized in coordination. 5. Informal structure is ________. a. usually represented in a pyramid form b. represented primarily by the organization chart c. usually identical to an organization’s formal structure d. defined as the relationships among organizational resources as outlined by management e. molded by individual norms and values and social relationships 6. ________ is directly related to the concept of the scalar relationship—that is, the chain of command. a. Matrix structuring b. Departmentalizing c. Lateralizing d. Horizontal dimensioning e. Vertical dimensioning 7. Which of the following is a criticism of Graicuna’s work in the span of management? a. He does not take into account managers’ relationships outside the organization. b. He does not recognize the principle of unity of command. c. He fails to specify what will happen if the number of subordinates increases or decreases. d. He takes into account managers’ relationships outside the organization. e. He failed to emphasize the importance of span of management on the organization. 8. Pixel Technologies, a manufacturer of electronic products and cell phones, has departmentalized the organization on the basis of ________ by dividing the business into two divisions–Electronics Retailers and Cell Phone Retailers. a. functional b. customers c. geography d. products e. matrix 9. At Landmark Constructions, crucial projects are handled completely by project managers who are empowered to borrow marketing, sales, engineering, finance and R&D staff and other employees from various parts of the organization to complete their projects. Identify the departmentalization mode being used in this company. a. Product b. Geographic c. Functional d. Customer e. Matrix 10. HR Village, a staffing company, has invited applications for the position of director of recruitment and compensation. This position is accountable for planning, organizing, and managing recruitment and compensation services for the company. This list of specific activities is an example of a ________. a. job evaluation b. work plan c. job specification d. work sample e. job description 11. The first step in the functional similarity method of dividing jobs is to ________. a. designate appropriate activities that must be performed to reach desired objectives b. design specific jobs by grouping similar activities c. make specific individuals responsible for performing specific jobs d. examine management system objectives e. create an organization chart 12. A manager responsible for executing a limited portion of a function has ________. a. specific responsibility b. operating responsibility c. general responsibility d. organizational responsibility e. consultative responsibility 13. Which of the following is NOT one of the four key dimensions for appraising manager responsibility? a. Behavior with stockholders b. Behavior with subordinates c. Personal attitudes and values d. Behavior with other groups e. Behavior with upper management 14. ________ consists of the right to advise or assist those who possess line authority. a. Lateral authority b. Rational-legal authority c. Informal authority d. Staff authority e. Functional authority 15. The management philosophy which states that individuals will be held liable for how well they use their authority or perform their activities, and will be rewarded or punished for doing so is ________. a. accountability b. centralization c. delegation d. line authority e. reinforcement 16. ________ changes emphasize increasing organizational effectiveness by changing controls that influence organization members during the performance of their jobs. a. Structural b. Administrative c. People d. Managerial e. Technological 17. Which of the following is a type of organizational change that emphasizes modifying certain aspects of organization members to increase organizational effectiveness ? a. structural change b. people change c. administrative change d. managerial change e. behavioral change 18. The managerial grid proposes that various managerial styles can be described by a manager’s concern for ________. a. quantity and quality b. customers and company c. power and acceptance d. production and people e. profit maximization and revenue maximization 19. The bodily strain that an individual experiences as a result of coping with some environmental factor is called ________. a. anger b. stress c. aggression d. conflict e. denial 20. A manager wants to implement some changes in the working hours of employees. Two groups of workers oppose this decision and have contrasting opinions. The manager feels arriving at a solution that will be acceptable to both parties is impossible. Which of the following strategies is best suited to handle this conflict? a. Forcing b. Deflecting c. Compromising d. Resolving e. Avoiding 21. Which of the following is an example of a macro barrier when a manager communicates with his or her subordinates? a. The manager is a specialist in information technology and tends to use simplified language. b. The subordinates constitute a diverse population and speak different languages. c. The subordinates have a strong negative attitude toward the manager. d. The manager considers the subordinates to be irresponsible and unprofessional. e. The manager uses words that have multiple meanings. 22. George is the human resources manager of a small scale manufacturing company. Which of the following is the best example of nonverbal communication? a. He uses harsh words during a meeting with one of his co-workers. b. He prepares a performance appraisal report for one of the employees. c. He sends an angry e-mail to one of the employees. d. He uses a loud tone when speaking with a group of employees. e. He uses words with implicit meanings when he talks to subordinates. 23. The members of a company’s marketing team regularly meet with their peers from the R&D department to share information and insights on customer product preferences that they have gathered through market research. This is an example of which of the following types of communication? a. Virtual b. Vertical c. Upward d. Downward e. Lateral 24. Which of the following grapevine patterns tends to distort messages the most? a. Group b. Probability c. Single-strand d. Gossip e. Cluster 25. Sandra finds out that a rumor about her is doing the rounds in the office—she supposedly had a rift with her manager over her performance review and is now planning to quit the company. Though completely untrue, she sets out to find out the person who started the rumor. She confronts several of her colleagues about the matter and everyone tells her that they heard it from Sheela, her boss’s secretary. This is an example of the ________ grapevine. a. single-strand b. probability c. serial d. cluster e. gossip
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