Cartes mémoires Business Management and Organization

Cartes-fiches	76
Langue	English
Catégorie	Gestion d'entreprise
Niveau	Université
Crée / Actualisé	04.03.2017 / 23.02.2020
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Directive leadership is thought to be most effective in which of the following situations?

Employees have low level of ability

Employees have role clarity

Managing professional employees with job-specific knowledge

Employees are performing boring, routine, and highly structured jobs

Employees have low level of ability

Employees have role clarity

Managing professional employees with job-specific knowledge

Employees are performing boring, routine, and highly structured jobs

According to Goleman, in what way are effective leaders different from ineffective leaders?

They differ in years of management experience

They differ in their understanding of the mission of the company motivation

They differ in their understanding of other people's emotions

They differ in their ability to control the emotions of others

They differ in years of management experience

They differ in their understanding of the mission of the company motivation

They differ in their understanding of other people's emotions

They differ in their ability to control the emotions of others

The leadership style that sets goals for employees and encourages them to reach their goals is called:

Directive

Supportive

Achievement oriented

Participative

Directive

Supportive

Achievement oriented

Participative

The tendency of individuals to put in less effort when working in a group context is called:

Groupthink

Punctuated equilibrium

Ringelmann effect

Cohesion

Groupthink

Punctuated equilibrium

Ringelmann effect

Cohesion

The leadership approach that defines the leader's role as serving the needs of others is called:

Servant leadership

Authentic leadership

Transformational leadership

LMX

Servant leadership

Authentic leadership

Transformational leadership

LMX

The ideal size for a team depends on the:

Company

KSAs of team members

Number of employees in the organization

Task at hand

Company

KSAs of team members

Number of employees in the organization

Task at hand

Group members are becoming more authentic as they express their deeper thoughts and feelings in the stage of:

Performing

Norming

Storming

Forming

Performing

Norming

Storming

Forming

Across the different types of controls in terms of level of proactivity and outcome versus behavioral, controls can take on which form

strategic

financial and non-financial

financial

non-financial

strategic

financial and non-financial

financial

non-financial

Which corporate members are typically not involved in making strategic decisions?

Board of Directors

Top management teams

CEOs

Employees

Board of Directors

Top management teams

CEOs

Employees

The tendency to accept the first alternative that meets minimum criteria is called:

Satisfice

Bounded rationality model

Analysis paralysis

Intuitive decision-making model

Satisfice

Bounded rationality model

Analysis paralysis

Intuitive decision-making model

With the scorecard and strategy map in hand, managers break broad goals down into

strategies.

policies.

mission.

financial and non financial goals.

strategies.

policies.

mission.

financial and non financial goals.

Some recommendations for avoiding groupthink include the following EXCEPT:

Discuss the symptoms of groupthink and how to avoid them

Assign a rotating devil's advocate

Break up the team

Encourage a culture of difference where different ideas are valued

Discuss the symptoms of groupthink and how to avoid them

Assign a rotating devil's advocate

Break up the team

Encourage a culture of difference where different ideas are valued

When well-designed, organizational controls can provide benefits such as

responsive costs.

direct and indirect financial costs.

culture and reputation costs.

better ability to manage uncertainty and complexity.

responsive costs.

direct and indirect financial costs.

culture and reputation costs.

better ability to manage uncertainty and complexity.

Groupthink is characterized by which of the following symptoms?

NGT is used more often than it should

Invulnerability

Stereotyped views of out-groups are seen when groups discount rivals' abilities to make effective responses

Collective modeling

NGT is used more often than it should

Invulnerability

Stereotyped views of out-groups are seen when groups discount rivals' abilities to make effective responses

Collective modeling

Use the rational decision-making model when:

Solutions to the problem are not clear

Goals are unclear

Information on alternatives can be gathered and quantified

The minimum criteria are clear

Solutions to the problem are not clear

Goals are unclear

Information on alternatives can be gathered and quantified

The minimum criteria are clear

Managers are responsible for getting activities completed efficiently and achieving the firm's goals by utilizing:

information, human, and service resources.

human, financial, and material resources.

human resources, organizational competitiveness, and organizational goals.

financial resources, top management, and organizational goals.

Commandes clavier:

= tourner,

= avant/arrière,

= faire défiler

information, human, and service resources.

human, financial, and material resources.

human resources, organizational competitiveness, and organizational goals.

financial resources, top management, and organizational goals.

Someone who works at Procter & Gamble who is responsible for the production, marketing, and profitability of the Tide detergent product line is called a:

team manager.

general manager.

supervisory manager.

line manager.

Commandes clavier:

= tourner,

= avant/arrière,

= faire défiler

team manager.

general manager.

supervisory manager.

line manager.

Three different types of planning used in the function of management are:

strategic, organizational design, and job design.

strategic, organizational design, and operational.

job design, job enrichment, and teamwork.

strategic, tactical, and operational,

Commandes clavier:

= tourner,

= avant/arrière,

= faire défiler

strategic, organizational design, and job design.

strategic, organizational design, and operational.

job design, job enrichment, and teamwork.

strategic, tactical, and operational,

The principles of management are drawn from a number of academic fields, principally the fields of:

leadership, management and communication.

leadership, entrepreneurship and strategy.

management, psychology and strategy.

leadership, psychology, and management.

Commandes clavier:

= tourner,

= avant/arrière,

= faire défiler

leadership, management and communication.

leadership, entrepreneurship and strategy.

management, psychology and strategy.

leadership, psychology, and management.

Organizational citizenship behaviors can be understood as:

group behaviors that are beneficial to the organization and are not recognized by the formal reward system.

individual behaviors that are beneficial to the organization and not recognized by the formal reward system.

individual behaviors that are beneficial to the organization and are recognized by the formal reward system.

group behaviors that are beneficial to the organization and are recognized by the formal reward system.

Commandes clavier:

= tourner,

= avant/arrière,

= faire défiler

group behaviors that are beneficial to the organization and are not recognized by the formal reward system.

individual behaviors that are beneficial to the organization and not recognized by the formal reward system.

individual behaviors that are beneficial to the organization and are recognized by the formal reward system.

group behaviors that are beneficial to the organization and are recognized by the formal reward system.

In the survey of organizational citizenship behavior, organizational compliance means:

Cooperating with others to serve the interests of the whole

Going well beyond the required action

Contributing to the reputation of an organization

Respecting organizational resources

Commandes clavier:

= tourner,

= avant/arrière,

= faire défiler

Cooperating with others to serve the interests of the whole

Going well beyond the required action

Contributing to the reputation of an organization

Respecting organizational resources

Self-development, individual initiative and organizational loyalty are:

CSR standards for individual performance

In-role performance standards

Necessary in current principles of behavior in organizations

Examples of organizational citizenship behaviors

Commandes clavier:

= tourner,

= avant/arrière,

= faire défiler

CSR standards for individual performance

In-role performance standards

Necessary in current principles of behavior in organizations

Examples of organizational citizenship behaviors

Operational planning assumes the existence of:

goals and objectives and specifies ways to achieve them.

a tactical plan and specifies ways to achieve the goals.

a mission statement of the organization and specifies ways to develop the goals and objectives for the strategies.

a strategic plan.

Commandes clavier:

= tourner,

= avant/arrière,

= faire défiler

goals and objectives and specifies ways to achieve them.

a tactical plan and specifies ways to achieve the goals.

a mission statement of the organization and specifies ways to develop the goals and objectives for the strategies.

a strategic plan.

Tactical planning is designed to develop:

specific action steps to develop the strategic plan.

specific action steps that support the strategic plan.

the organization's mission and objectives for the strategic plan.

specific action steps to implement the strategic plan.

Commandes clavier:

= tourner,

= avant/arrière,

= faire défiler

specific action steps to develop the strategic plan.

specific action steps that support the strategic plan.

the organization's mission and objectives for the strategic plan.

specific action steps to implement the strategic plan.

Triple bottom line refers to the measurement of business performance along:

environmental, organizational and corporate responsibility.

social, economic and organizational dimensions.

economic, organizational, and human performance dimensions.

social, economic and environmental dimensions.

Commandes clavier:

= tourner,

= avant/arrière,

= faire défiler

environmental, organizational and corporate responsibility.

social, economic and organizational dimensions.

economic, organizational, and human performance dimensions.

social, economic and environmental dimensions.

Firms with clearly communicated, widely understood and collectively shared mission and

vision have been shown:

To create and advance technology

Employ a smarter workforce

Embrace diversity

Perform better than those without them

To create and advance technology

Employ a smarter workforce

Embrace diversity

Perform better than those without them

Controlling consists of the following steps EXCEPT:

Write a mission and vision statement

Establish performance standards

Take corrective action

Compare actual performance against standards

Write a mission and vision statement

Establish performance standards

Take corrective action

Compare actual performance against standards

At work, two job attitudes that have the greatest potential to influence how we behave are:

Job satisfaction and job commitment

Job satisfaction and self esteem

Perception and bias

Self perception and self efficacy

Job satisfaction and job commitment

Job satisfaction and self esteem

Perception and bias

Self perception and self efficacy

Frederick Taylor is most famous for:

Motion studies

Productivity reports

Time studies

Standardization of work

Motion studies

Productivity reports

Time studies

Standardization of work

Which of the following are creativity tools:

Passion

SCAMPER

Intuition

Programmed thinking

Passion

SCAMPER

Intuition

Programmed thinking

Business Management and Organization

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