QuestionANS:51. Organizations are learning to value stability and efficiency

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51. Organizations are learning to value stability and efficiency over change and speed because of changes in technology, globalization, and diversity.

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52. Companies can survive over the long run without innovation as long as they are successful imitators.

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53. Despite the need for companies to control costs in today’s economy, innovation has become the new imperative.

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54. Recognizing the value of employees involves the organizing role of management.

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55. Resources such as efficiency and effectiveness are used by managers to attain organizational goals.

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56. Allocating resources across the organization is part of the organizing management function.

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57. An important phase within the controlling function of management is making corrections when necessary.

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58. By calculating the amount of resources used to produce a single automobile at a manufacturing plant, managers are determining organizational effectiveness.

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59. The ultimate responsibility of managers is to achieve high performance by balancing efficiency and effectiveness.

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60. The majority of business failures are the result of poor human skills.

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61. Most top executives routinely work at least 12 hours a day and spend 50 percent or more of their time traveling.

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62. Customer relationship management systems collect and manage large amounts of data about customers and make them available to employees.

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63. The sequence of suppliers and purchasers, covering all stages of processing from obtaining raw materials to distributing finished goods to consumers is referred to as CRM.

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64. Outsourcing refers to contracting out selected functions or activities to other organizations that can do the work more cost-efficiently.

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65. A process whereby companies find out how others do something better than they do and then try to imitate or improve on it refers to outsourcing.

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66. Kaizen refers to an innovation mindset, used widely by Indian companies, that strives to meet customers’ immediate needs quickly and inexpensively.

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67. The changing attitudes, ideas, and values of Generation Y employees is an example of a social force.

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68. Scientific management evolved with the use of precise procedures in place of tradition and rules of thumb.

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69. A criticism of human relations management is that it ignores the social context and workers’ needs.

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70. The Hawthorne studies resulted in the movement towards scientific management.

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71. The human relations movement is also referred to as the dairy farm view of management, meaning that contented cows give more milk, and satisfied workers will give more work.

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72. The acceptance theory of authority states that people have free will and can choose whether to follow management orders.

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73. An assumption of Theory Y is that the average human being has an inherent dislike of work and will avoid it if possible.

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74. The management science approach uses qualitative data in management decision making.

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75. Contingency thinking is the ability to see both the distinct elements of a system or situation and the complex and changing interaction among those elements.

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76. Discerning circles of causality is an important element of systems thinking.

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77. Although developed by a Japanese business manager, the quality movement is strongly associated with American companies.

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