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One of the common characteristics of all organisations, ________, is typically expressed in terms of its goals. a. its people b. norms c. its goals d. its purpose e. its systematic structure Which of the following is the lowest level of management? a. top managers b. team leaders c. middle managers d. first-line managers e. subordinates Supervisor is another name for whom? a. first-line managers b. team leaders c. middle managers d. subordinates e. top managers The goal of ________ is to minimise resource costs. a. budgeting b. coordinating c. effectiveness d. efficiency e. planning Whereas ________ is concerned with the means of getting things done, _______ _ is concerned with the ends, or attainment of goals. a. efficiency; effectiveness b. effectiveness; goal attainment c. goal attainment; efficiency d. effectiveness; efficiency All of the following are examples of informational roles according to Mintzberg EXCEPT: ______ a. disseminator. b. spokesperson. c. liaison. d. monitor. All of the following are examples of decisional roles according to Mintzberg EXCEPT: ______ a. entrepreneur b. resource allocator c. spokesperson d. negotiator e. disturbance handler Many of Mintzberg's roles align with the basic functions of management. For example, all three interpersonal roles are part of the ________ function. a. leading b. commanding c. controlling d. planning e. organising

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Which of the following is true concerning technical and managerial skills? a. Both human-skill and technical-skill needs increase as manager's move to higher levels. b. Technical-skill needs remain necessary and human skills decrease as manager's move to higher levels. c. Both human-skill and technical-skill needs decrease as manager's move to higher levels. d. Human skills and technical skills remain equally important as manager's move to higher levels. e. Human skills remain necessary and technical-skill needs decrease as manager's move to higher levels. In general, studies ________ the idea that management concepts are universal. a. have not supported b. have strongly supported c. have supported d. have found neutral evidence for e. have not looked at The belief that business should be responsible because such actions are right for their own sake is known as which argument for social responsibility? a. public expectation b. ethical obligation c. public image d. discouragement of further government regulation e. balance of responsibility and power The belief that businesses that help solve difficult social problems create a desirable community and attract and keep skilled employees is known as which argument for social responsibility? a. ethical obligation b. public image c. better environment d. possession of resources e. superiority of prevention over cures Which argument for social responsibility puts forth the belief that by becoming socially responsible businesses can expect to have less government regulation? a. discouragement of further government regulation b. stockholder interests c. public expectations d. public image e. possession of resources The belief that a socially responsible company will be viewed as less risky, and therefore have higher stock value, is known as which argument for social responsibility? a. long-run profits b. balance of responsibility and power c. shareholder interests d. possession of resources e. superiority of prevention over cures

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The belief that businesses are being socially responsible when they attend only to economic interests is known as which argument against a firm's being socially responsible? a. dilution of purpose b. violation of profit maximisation c. costs d. too much power e. lack of accountability The aspect that differentiates social responsibility from other similar concepts is that it ______ a. adds an ethical imperative. b. adds a legal imperative. c. adds a moral imperative. d. considers social norms. e. refers to adapting to changing societal conditions. Values shared among organisational members can serve as ______ a. a reason to follow State and Federal environmental laws. b. guidepost for managerial decisions to invest in new technology. c. shaping managerial decisions to invest in economic conditions. d. a basis for decisions to invest in the organisation's stock plan. e. a guidepost for managerial decisions and actions. Which of the following is not a purpose of shared corporate values? a. They serve as a guidepost for managerial decisions and actions. b. They impact employee behaviour. c. They communicate organisational expectations. d. They influence marketing efforts. e. They build team spirit in an organisation. Which of the following is not a way for management to reduce unethical behaviour? a. select individuals with high ethical standards b. establish codes of conduct c. provide ethics training d. monitor employee telephone calls e. lead by example A ________ is a formal statement of an organisation's primary values and the ethical rules it expects its employees to follow. a. mission statement b. statement of purpose c. code of ethics d. vision statement e. social audit The primary debate about ethics training programs is whether________. a. ethics can be taught b. ethics is what causes misconduct c. the programs cover misconduct outside the workplace d. business should be involved in ethics training e. the programs give unethical individuals more ammunition

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According to the text, the ________ environment includes those constituencies that have a direct and immediate impact on managers' decisions and actions and are directly relevant to the achievement of the organisation's goals. a. general b. specific c. secondary d. forward e. reverse Which of the following is not an example of a constituency that makes up the specific environment? a. customers b. sociocultural factors c. suppliers d. competitors e. pressure groups Interest rates, inflation rates, and stock market indexes are all examples of what factor in an organisation's general environment? a. economic b. political c. social d. technological e. global A downturn in the contributions from the public to the Salvation Army charity is an example of the impact from what factor in its general environment? a. political b. social c. technological d. economic e. global Which of the following is not true of the impact of government regulations on an organisation? a. Organisations spend a great deal of time with them. b. Organisations spend a great deal of money with them. c. They limit managerial choices. d. They increase managerial discretion. e. They may determine what an organisation can sell. Which of the following is true concerning Fiedler's least-preferred co-worker questionnaire? a. A high LPC would be a relationship-oriented leader. b. A low LPC would be a task-oriented leader. c. Leadership style is dynamic depending on the situation. d. Leaders are either task or relationship oriented. e. Fiedler assumed that leadership style was contextual. Fiedler assumed a person's leadership style was ______ a. relative. b. contingent. c. fixed. d. team oriented. e. dimensional.

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What type of leaders guide or motivate their followers in the direction of established goals by clarifying role and task requirements? a. transformational b. transactional c. informational d. trait e. charismatic Which type of leaders provide individualised consideration, intellectual stimulation, and possess charisma? a. transactional b. trait c. charismatic d. informational e. transformational Which of the following is an accurate statement about the differences between gender and leadership style? a. Men share power more than women. b. Women rely on formal authority more than men. c. Women encourage more participation. d. Men are more democratic than women. e. Males and females do not use different styles. An individual who is confronted by different role expectations experiences ____ __ a. role conflict. b. group cohesiveness. c. task divergence. d. role convergence. e. conformity pressure. Which of the following is not an advantage of group decision making over individual decision making? a. They generate more alternatives. b. There is increased legitimacy of the decision. c. There is less acceptance of a solution. d. They provide more information. e. There is reluctance to fight a decision they helped develop. Which of the following is true concerning the effectiveness of group decision making over individual decision making? a. Individuals are always outperformed by groups. b. Groups are less creative than individuals. c. Groups are more accepting of the final decision. d. Individuals tend to be more accurate. e. Group effectiveness is influenced by its size. Which of the following is true concerning groups? a. Groups take more time to make a decision. b. They provide less information. c. Groups tend to have equal participation rates. d. There is little pressure to conform. e. There is definite ownership of responsibility.

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Which of the following was NOT identified in your text as a reason why organisations use teams? a. creates esprit de corps b. solves simple problems speedily c. takes advantage of workforce diversity d. increases performance e. allows managers to do more strategic management Believing that your co-worker is a person who will not let you down on project completion is an example of what characteristic of effective teams? a. good communication b. mutual trust c. clear goals d. relevant skills e. fair compensation system Which of the following is not a suggested interpersonal skill used in managing teams? a. Encourage shy members to contribute. b. Allow members to set their own goals. c. Implement meeting guidelines to minimise time wasting. d. Celebrate milestones. e. Listen closely to members concerns. When decision makers tend to think they know more than they do or hold unrealistically positive views of themselves and their performance, they are exhibiting _______. a. self-serving bias b. the anchoring effect c. immediate gratification bias d. overconfidence bias e. selective perception bias To make effective decisions in today's fast-moving world, managers need to __ ____. a. use the five-stage decision-making process b. know when it is time to call it quits c. opt for more programmed decision making d. ignore cultural differences e. identify their style of decision making

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