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
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521 Final Exam
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
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
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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
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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?
- Feed forward 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
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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 non-competitor may allow an organization to see its
practices more readily than a competitor in the same
industry.
- A non-competitor may be the world leader in a specific
process or practice, and an organization can learn from
it.
- A non-competitor 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
non-competitor.
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
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521 Week 2 Quiz or Knowledge Check (Latest)
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
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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 high ego strength.
- She has an internal locus of control.
- She has low ego strength.
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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
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521 Week 3 Quiz or Knowledge Check (Latest)
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
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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
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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.
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521 Week 6 Personal Professional Development Plan
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
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521 Week 6 Complete
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
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521 Final Exam Questions with Answers
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
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30. Which of the
following stages is when the group structure is in place and accepted by the
group members?
- Norming
- Storming
- Performing
- Adjourning
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