Question36. Which of the following is one of the key element

36. Which of the following is one of the key elements that make the current business landscape different from the past? A. Diversity

B. Collaboration across organizational boundaries

C. Quality

D. Cost competitiveness E. Speed

37. Successful CEO’s know that the change from a local to a global marketplace is

A. irrelevant to today’s business environment.

B. irreversible.

C. unchanging.

D. slowing.

E. no different than it has been over the last three decades.

38. Globalization is an issue primarily for

A. large transnational firms.

B. medium-sized transnational firms.

C. small transnational firms. D. domestic firms with overseas sales. E. all firms.

39. Which of the following statements about the Internet is true?

A. The Internet always makes things easier. B. The Internet drives down costs.

C. The Internet’s only impact is on business as a whole. D. All email messages are emergencies. E. People connected to the Internet should respond to email messages immediately.

40. _________ is the set of practices aimed at discovering and harnessing an organization’s intellectual resources—fully utilizing the intellects of the organization’s people

. A. Knowledge management B. Collaboration

C. Innovation D. Service management E. Communication management

41. Which of the following statements about collaboration is true? A. Collaboration occurs only within the boundaries of the organization. B. It is unrealistic to think that the company can collaborate with its customers. C. Disclosing your plans by collaborating with potential investors in your firm is not a good idea. D. Collaboration is an important process of knowledge management. E. Collaboration outside of the organization is out of the question because of the risk of disclosing trade secrets.

42. __________ is the introduction of new goods and services.

A. Collaboration B. Invention C. Innovation D. Adaptation E. Production life cycle

43. __________ is the excellence of your product.

A. Innovation B. Quality C. Quantity D. Six-sigma E. Customization

44. Which of the following is a way to measure quality?

A. Product performance B. Customer service C. Reliability D. Aesthetics E. All of the above can be used to measure quality.

45. __________–rapid execution, response, and delivery of results—often separates the winners from the losers.

A. Service B. Quality C. Innovation D. Speed E. Competitiveness

46. Cost competitiveness means that you

A. sacrifice quality to keep costs low. B. carefully monitor costs mainly during the start-up of business. C. price your product or service at a level attractive to consumers. D. manage your costs by being effective. E. offer a high quality product at a higher price.

47. Managing your costs and keeping them down requires being

A. effective. B. fast. C. mindful of high service requirements. D. efficient. E. collaborative.

48. Which of the following statements about the sources of competitive advantage is true?

A. The best companies choose one source of competitive advantage and perfect it. B. Managing the sources of competitive advantage is a zero-sum game where one source improves at the expense of the other. C. It is possible to improve quality and also enhance speed. D. Outsourcing certain functions is likely to decrease innovation. E. The faster the product is provided the more innovation suffers.

49. ______________ is the process of working with people and resources to accomplish organizational goals.

A. Planning B. Management C. Controlling D. Decision making E. Collaboration

50. The key management functions include

A. planning, leading, controlling and organizing. B. marketing, finance, accounting and production. C. planning, operations, labor and contracting. D. hiring, training, appraising and firing. E. marketing, management, finance and accounting.

51. Planning involves which of the following?

A. Analyzing current situations B. Determining rewards for goals achievement C. Attracting people to the organization D. Motivating employees E. Implementing necessary changes

52. _______________ is specifying the goals to be achieved and deciding in advance the appropriate actions needed to achieve those goals

. A. Staffing B. Leading C. Organizing D. Planning E. Controlling

53. The Quilt Shop, Inc. periodically reviews the goals of the company. During the process, the Quilt Shop managers analyze their current strategies as compared to their competitors, determine goals that they will pursue and decide upon specific actions for each area of the company to take in pursuit of these goals. With these actions the Quilt Shop managers are engaged in the management function of

A. organizing. B. planning. C. goal coordination. D. controlling. E. leading.

54. Scrappy Sales, Inc. a local recycling plant, recently embarked on an effort to increase coordination and cooperation within the company. During the process, Scrappy managers reviewed and specified job responsibilities, grouped jobs into work units and re-allocated resources within the company. Scrappy managers were exercising the management function of

A. planning. B. organizing. C. leading. D. controlling. E. budgeting.

55. ______________ involves assembling and coordinating organizational resources.

A. Controlling B. Planning C. Organizing D. Leading E. Quantifying

56. Building a dynamic organization is another way of describing which function of management?

A. Planning B. Organizing C. Leading D. Controlling E. Staffing

57. As one of the key management functions, leading focuses on a manager’s efforts to

A. mobilize people to contribute their ideas. B. build organizations that are flexible and adaptive. C. make sure goals are met. D. identify opportunities for sustainable advantage. E. build a dynamic organization.

58. A manager’s ability to stimulate people to be high performers is referred to as

A. planning. B. organizing. C. leading. D. controlling. E. monitoring.

59. When Johnny Jack, manager of Jack-Mack Enterprises realized that his plan to increase sales levels among associates was not producing the results he desired, he took quick action to make necessary adjustments. Johnny was exercising the management function o

f A. planning. B. organizing. C. leading. D. controlling. E. communicating.

60. _______ involves monitoring performance and making necessary changes.

A. Budgeting B. Planning C. Organizing D. Leading E. Controlling

61. Through careful monitoring of the financial budgets of a firm, managers can detect potential problems in reaching their financial goals and take actions to reverse the problem. This is an example of the management function of

A. planning. B. controlling. C. leading. D. organizing. E. budgeting.

62. Senior executives responsible for the overall management and effectiveness of the organization are called

A. long-term managers. B. middle managers. C. strategic managers. D. tactical managers. E. short-run managers.

63. The three levels of managers within large organizations are

A. international, regional and local. B. marketing, management and accounting. C. technical, functional and departmental. D. upper level, top management and functional. E. top-level, middle-level and frontline.

64. Top-level managers focus on

A. long-term survival of an organization. B. translating goals and objectives into specific activities. C. managing frontline managers. D. supervising non-management employees. E. initiating new daily activities.

65. ________________ managers are typically concerned with the interaction between the organization and its external environment.

A. Regional B. Top-level C. Middle-level D. Frontline E. Functional

66. CEO, President, COO and Vice President are all titles typical of which level of management?

A. Strategic B. Tactical C. Operational D. Functional E. Regional

67. Which type of manager has responsibility for translating the general goals and plans developed for an organization into more specific activities?

A. Operational managers B. Functional managers C. Activities managers D. Strategic managers E. Tactical managers

68. Lower-level managers who supervise the operational activities of the organization are called

A. frontline managers. B. middle managers. C. top-level managers. D. tactical managers. E. strategic managers.

69. Tactical managers are often referred to as

A. center managers. B. middle-level managers. C. lower-level managers. D. operational managers. E. upper-middle managers.

70. Managers responsible for supervising the operations of an organization are referred to as

A. strategic managers. B. functional managers. C. supervisory managers. D. operational managers. E. tactical managers.

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