MGT 521 Final Exam
1. ________ is defined
as a business firm’s intention, beyond its legal and economic obligations, to
do the right things and act in ways that are good for
society.
·
Social
screening
·
Social responsibility
·
Social obligation
·
Values-based management
2. The balanced
scorecard measures organizational performance against previously established
standards. Which of the four functions of management relates most closely to
setting these
standards?
·
Controlling
·
Leading
·
Organizing
·
Planning
3. Budgets can be used
as tools within which two functions of management?
·
Controlling and organizing
·
Planning and leading
·
Controlling and planning
·
Organizing and leading
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4. Indira Patel has
been working in her organization’s computer security department for the past 10
years. If another employee follows Indira’s recommendations in a given
situation, based on her expertise in computer security, which source of power
is Indira using?
·
Legitimate power
·
Coercive
power
·
Expert power
·
Referent power
5. If Carol Reece is a
charismatic leader, which of the following characteristics is she most likely
to possess?
·
An external locus of control
·
A sensitivity to environmental constraints and follower needs
·
A strong need to be in
control
·
A fear of taking risks
6. According to the
Ohio State studies, which of the following dimensions of leader behavior refers
to the extent to which a leader is likely to define and structure his or her
role and the roles of group members to meet goals?
·
Consideration
structure
·
Intelligence structure
·
Initiating structure
·
Psychological structure
7. On Monday, Jim’s
Taco Shop identified a problem with tainted ground beef that was used to make
tacos and nacho platters for its lunch customers. If the staff at Jim’s did not
identify the problem until after the lunch rush, what type of control would
this demonstrate?
·
Feedforward control
·
Concurrent control
·
Proactive control
·
Feedback control
8. The ________
determines the number of levels and managers in an organization.
·
chain of command
·
span of control
·
unity of command
·
delegation of authority
9. During
benchmarking, an organization can compare its processes and products to
competitors in its own industry and to noncompetitors outside the industry.
What is a main benefit of comparing a firm’s performance against an
organization it does not consider a competitor?
·
A noncompetitor may allow an organization to see its practices
more readily than a competitor in the same
industry.
·
A noncompetitor may be the world leader in a specific process or
practice, and an organization can learn from
it.
·
A noncompetitor may be easier to find and benchmark, because the
top firms in the world are so
diverse.
·
There is no benefit to benchmarking a firm against a
noncompetitor.
10. If a manager
rationalizes that he or she does not have time to investigate the source of a
problem and instead resorts to putting out fires, the manager is missing the
use of ________.
·
bureaucratic control
·
basic corrective
action
·
concurrent control
·
immediate corrective action
11. Which leadership
theory is derived from the belief that a leader’s job is to remove pitfalls and
roadblocks so followers can achieve their work
goals?
·
Contingency theory
·
Fiedler’s
theory
·
Leader participation model
·
Path-goal theory
12. A company that
wants to distinguish itself from the competition in the marketplace is most
likely using which of the following strategies?
·
Functional strategy
·
Focus strategy
·
Differentiation strategy
·
Generic strategy
Complete paper here MGT 521 Week 1 Complete
13. When a manager
makes use of a SWOT analysis, one of his or her objectives is
to
·
set specific short-term performance standards for each
department
·
formulate appropriate strategies to exploit strengths, protect
against threats, and correct weaknesses
·
evaluate the desirability of issuing stocks or bonds in the
current financial
climate
·
identify the best employees to fill each position in the
organization
14. What can be said
about a manager who believes she worked hard and met her organization’s
productivity goals despite unfavorable
conditions?
·
She has an external locus of control.
·
She has a high ego strength.
·
She has an internal locus of control.
·
She has a low ego strength.
15. Which of the
following is a characteristic of a matrix organization?
·
It is free of internal and external
boundaries.
·
It has formal departments to which employees return after
completing a project
·
It conforms to the unity of command
principle.
·
It has a single chain of command for functional managers to
report to.
16. Which of the
following is a characteristic of an organic
organization?
·
Narrow span of
controls
·
High specialization
·
Cross-functional
teams
·
Rigid departmentalization
17. Conflicts can be
resolved by satisfying one’s own needs at the expense of others. This conflict-
management technique is known as ________.
·
forcing
·
avoiding
·
collaborating
·
compromising
18. When planning for
unexpected events, a company is using which of the following techniques?
·
Contingency planning
·
Benchmarking
·
Financial forecasting
·
SWOT analysis
19. Melvin manages a
team of 10 employees, including Jane and Jared. Jared is leaving the
organization to find a job as a manager in another field. Meanwhile, due to
performance issues, Melvin terminates Jane’s employment with the company. Both
of these are examples of what type of employee behavior?
·
Job
satisfaction
·
Employee
productivity
·
Absenteeism
·
Turnover
20. Searching for new
ideas beyond an organization’s boundaries and allowing changes to easily
transfer inward and outward is known as
________.
·
open innovation
·
strategic partnering
·
knowledge management
·
organizational osmosis
21. Which business
practice would likely encourage ethical behavior?
·
Intense competition for valued
rewards
·
Cultural values for obedience to authority
·
Strong emphasis on individual productivity
·
Strong emphasis on leading by example
22. Why are
feedforward controls more rarely implemented as compared to other types of
controls?
·
Feedforward controls result in wasted time and
money.
·
Feedforward controls require managers to interact directly with
employees.
·
Feedforward controls are time-consuming for managers because
they must continually monitor
progress.
·
Feedforward controls require timely and accurate information that
is hard to obtain.
23. Which of the
following statements is true about group decision making?
·
It generates more complete information and knowledge.
·
It is most suitable for matters that must be critically
evaluated.
·
It prevents any one minority from dominating or influencing the
final decision.
·
It takes less time to reach a solution than it would an
individual.
24. In the ________
approach of going green, organizations respond to the environmental preferences
of customers.
·
activist
·
legal
·
market
·
stakeholder
25. Thomas often
annoys his coworkers with his talkativeness and assertive personality. According
to the Big Five Model of personality, Thomas would be described as high in the
trait of ________.
·
openness to
experience
·
extraversion
·
agreeableness
·
conscientiousness
26. If a firm wanted
to identify how much money was being made for each sale of a given product
(above and beyond the costs associated with making that product), what type of
ratio would it use?
·
Liquidity
ratios
·
Activity ratios
·
Profitability ratios
·
Leverage ratios
27. It is crucial to
determine an acceptable _____ during the comparing step in the control
process.
·
written report
·
measure of organizational
performance
·
ideal standard
·
range of variation
28. An organization’s
________ goals are official statements of what an organization says its goals
are.
·
real
·
stated
·
synthetic
·
implicit
29. Kelly is
interviewing candidates to fill a vacancy on her team. One candidate has a
degree from a prestigious university, and Kelly is impressed. In speaking with
her fellow members of the interview panel, however, Kelly finds that no one
else enjoyed the interview with the candidate, finding her to be pompous,
aggressive, and self-serving. In her focus on only the candidate’s education,
Kelly may have fallen victim to
_______.
·
stereotyping
·
the halo
effect
·
assumed similarity
·
selectivity
30. Which of the
following stages is when the group structure is in place and accepted by the
group members?
·
Norming
·
Storming
·
Performing
·
Adjourning
About Author
This article covers the topic
for the University Of Phoenix MGT 521 Final
Exam . The author is working in the field of education from last 5
years. This article covers the basic of MGT 521 Final
Exam Assignment from UOP. Other topics in the class are as follows:
MGT 521 Week 1 DQ 1 (With 3 Responses)
MGT 521 Week 1 DQ 2 (With 3 Responses)
MGT 521 Week 1 DQ 3 (With 3 Responses)
MGT 521 Week 1 DQ 4 (With 3 Responses)
MGT 521 Week 1 Personal Professional Development Plan
Activity
MGT 521 Week 1 Summary (With 3 Responses)
MGT 521 Week 1 Complete
MGT 521 Week 2 DQ 1 (With 3 Responses)
MGT 521 Week 2 DQ 2 (With 3 Responses)
MGT 521 Week 2 DQ 3 (With 3 Responses)
MGT 521 Week 2 DQ 4 (With 3 Responses)
MGT 521 Week 2 Functional Areas of Business Paper
MGT 521 Week 2 Personal Professional Development Plan
Activity Part 3
MGT 521 Week 2 Quiz or Knowledge Check (Latest)
MGT 521 Week 2 Summary
MGT 521 Week 2 Complete
MGT 521 Week 3 DQ 1 (With 3 Responses)
MGT 521 Week 3 DQ 2 (With 3 Responses)
MGT 521 Week 3 DQ 3 (With 3 Responses)
MGT 521 Week 3 DQ 4 (With 3 Responses)
MGT 521 Week 3 Organizational Planning
MGT 521 Week 3 Personal Professional Development Plan
Activity Part 4
MGT 521 Week 3 Quiz or Knowledge Check (Latest)
MGT 521 Week 3 Summary (With 3 Responses)
MGT 521 Week 3 Complete
MGT 521 Week 4 DQ 1 (With 3 Responses)
MGT 521 Week 4 DQ 2 (With 3 Responses)
MGT 521 Week 4 DQ 3 (With 3 Responses)
MGT 521 Week 4 DQ 4 (With 3 Responses)
MGT 521 Week 4 Organizing Work
MGT 521 Week 4 Quiz or Knowledge Check (Latest)
MGT 521 Week 4 Summary (With 3 Responses)
MGT 521 Week 4 Complete
MGT 521 Week 5 DQ 1 (With 3 Responses)
MGT 521 Week 5 DQ 2 (With 3 Responses)
MGT 521 Week 5 DQ 3 (With 3 Responses)
MGT 521 Week 5 DQ 4 (With 3 Responses)
MGT 521 Week 5 Team Leadership
MGT 521 Week 5 Summary (With 2 Responses)
MGT 521 Week 5 Quiz or Knowledge Check (Latest)
MGT 521 Week 5 Complete
MGT 521 Week 6 Personal Professional Development Plan
MGT 521 Week 6 Planning and Measuring Performance
MGT 521 Week 6 Quiz or Knowledge Check (Latest)
MGT 521 Week 6 Complete
MGT 521 Week 6 Final Exam
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