Knowledge Check Worksheet - University of Phoenix
MGT/521 Knowledge Checks
Contents
Week 2: Planning 1
Concept: Strategies for SWOT Analyses 1
Concept: Strategic and Operational Plans 2
Concept: Differentiate Between Goals and Plans 2
Concept: Examples of Contingency Factors in Planning 3
Week 3: Organizing 3
Concept: Six Key Elements in Determining Organizational Structure 3
Concept: Mechanistic and Organic Structures 4
Concept: Types of Contemporary Organizational Designs 4
Concept: Types of Internal and External Collaboration 5
Concept: Stages of Group Development 5
Concept: Five Conflict Management Techniques 6
Concept: Six Aspects of Group Structure 6
Week 4: Leading 7
Concept: Early Leadership Theories 7
Concept: Contingency Leadership Theories 8
Concept: Contemporary Leadership Theories 8
Concept: Five Sources of Leader Power 9
Concept: Goals of Organizational Behavior 9
Concept: The Big Five Model 10
Concept: Attribution Theory 10
Week 5: Controlling 11
Concept: Control Process 11
Concept: Feedforward/Concurrent/Feedback Controls 11
Concept: Financial Controls 12
Concept: Balanced Scorecard 12
Concept: Benchmarking 13
Week 6: Business Ethics 13
Concept: Differences Between a Firm’s Social Obligations, Social Responsiveness, and Social Responsibility 13
Concept: Politics: Green Approaches/Shades of Green Model 14
Concept: Factors to Determine Ethical Behavior 14
Concept: Ways Managers Can Encourage Ethical Behavior 15
Week 2: Planning
Ch. 8 of Management
Ch. 9 of Management
Concept: Strategies for SWOT Analyses
|Details |
|As a process of self-examination during her senior year of college, Casey decides to develop a SWOT analysis of her |
|prospects relative to getting a job. Casey realizes that she has a personal characteristic that suggests she is not |
|comfortable interacting with strangers. She interprets this as a(n) ________ if she is to get a job as a salesperson. |
| |
|a. threat |
|b. strength |
|c. weakness |
|d. opportunity |
| |
|Textbook/edition: Management (11th ed.) |
|Correct Answer Feedback: c |
| |
|A weakness describes something an organization does not do well and is sometimes considered a liability. With awareness,|
|however, it can be corrected. |
|Reading: |
| |
|Ch. 9 of Management |
|“Doing an Internal Analysis” p. 228 |
Concept: Strategic and Operational Plans
|Details |
|Strategic plans are usually ________. |
| |
|a. short term, directional, and standing |
|b. short term, specific, and standing |
|c. long term, directional, and single use |
|d. long term, specific, and standing |
| |
|Textbook/edition: Management (11th ed.) |
|Correct Answer Feedback: c |
| |
|Strategic plans are often broad and provide a company’s long-term direction. They are directional in that they are |
|typically flexible and outline general guidelines. They are also considered single use because they are developed to |
|meet the needs of a unique situation. |
|Reading: |
| |
|Ch. 8 of Management |
|“Types of Plans” p. 207 |
Concept: Differentiate Between Goals and Plans
|Details |
|________ involves defining the organization’s goals, establishing strategies for achieving those goals, and developing |
|plans to integrate and coordinate work activities. |
| |
|a. Execution |
|b. Logistics |
|c. Planning |
|d. Operations |
| |
|Textbook/edition: Management (11th ed.) |
|Correct Answer Feedback: c |
| |
|Plans outline how goals will be achieved. Many organizations have an annual planning process that helps outline how the |
|organization will achieve its annual or strategic goals. |
|Reading: |
| |
|Ch. 8 of Management |
|“What Is Planning?” p. 204 |
Concept: Examples of Contingency Factors in Planning
|Details |
|In response to a natural disaster, which contingency factor will affect the choice of plans? |
| |
|a. Commitment concept |
|b. Environmental uncertainty |
|c. Organizational level |
|d. Length of future commitments |
| |
|Textbook/edition: Management (11th ed.) |
|Correct Answer Feedback: b |
| |
|Environmental uncertainty deals with all kinds of hazards that are unpredictable—Hurricane Katrina, the tsunami in |
|Japan, and so forth. |
|Reading: |
| |
|Ch. 8 of Management |
|“Contingency Factors in Planning” p. 211 |
Week 3: Organizing
Ch. 10 of Management
Ch. 11 of Management
Concept: Six Key Elements in Determining Organizational Structure
|Details |
|The process of dividing work activities into separate job tasks is known as: |
| |
|a. work specialization |
|b. differentiation |
|c. chain of command |
|d. span of control |
| |
|Textbook/edition: Management (11th ed.) |
|Correct Answer Feedback: a |
| |
|Work specialization is the division of work activities into separate tasks. Individual employees are assigned to |
|specific job tasks within a work activity rather than completing an entire work activity on their own. |
|Reading: |
| |
|Ch. 10 of Management |
|“Work Specialization” p. 265 |
Concept: Mechanistic and Organic Structures
|Details |
|Which of the following is a characteristic of a mechanistic organization? |
| |
|a. Cross-functional teams |
|b. Free flow of information |
|c. Wide spans of control |
|d. Clear chain of command |
| |
|Textbook/edition: Management (11th ed.) |
|Correct Answer Feedback: d |
| |
|A clear chain of command in an organization ensures a formal hierarchy of authority. A narrow span of control is less |
|efficient than a wide span of control as each person is directly controlled by only one supervisor. |
|Reading: |
| |
|Ch. 10 of Management |
|“Mechanistic and Organic Structures” p.274 |
Concept: Types of Contemporary Organizational Designs
|Details |
|Which organizational design increases the complexity of assigning people to projects? |
| |
|a. Matrix structure |
|b. Team structure |
|c. Boundaryless structure |
|d. Learning structure |
| |
|Textbook/edition: Organizational Behavior (15th ed.) |
|Correct Answer Feedback: a |
| |
|A disadvantage of a matrix structure is that it is complex and difficult to determine what projects to assign to |
|personnel. Further, because personnel are typically assigned from different functional areas in a company, there can be|
|personality conflicts that limit the functionality of the processes. |
|Reading: |
| |
|Ch. 11 of Management |
|“Contemporary Organizational Design” p. 289 |
Concept: Types of Internal and External Collaboration
|Details |
|A company brings team members together to collaborate on resolving mutual problems that affect each of their areas. This|
|is an example of the use of ________. |
| |
|a. cross-functional teams |
|b. task forces |
|c. communities of practice |
|d. cross-cultural teams |
| |
|Textbook/edition: Management (11th ed.) |
|Correct Answer Feedback: a |
| |
|Companies that bring together individuals from various functional areas to collaborate on problem resolution is an |
|example of cross-functional teams. |
|Reading: |
| |
|Ch. 11 of Management |
|“Cross-Functional Teams” p. 294 |
Concept: Stages of Group Development
|Details |
|The ________ stage in the group development process is complete when members begin to think of themselves as part of a |
|group. |
| |
|a. forming |
|b. storming |
|c. norming |
|d. performing |
| |
|Textbook/edition: Management (11th ed.) |
|Correct Answer Feedback: a |
| |
|The forming stage is when members associate themselves with the group and define the purpose and leadership of the |
|group. |
|Reading: |
| |
|Ch. 13 of Management |
|“Stages of Group Development” pp. 346 & 347 |
Concept: Five Conflict Management Techniques
|Details |
|In which of the following conflict-management techniques are conflicts resolved by seeking an advantageous solution for |
|all the parties involved? |
| |
|a. Collaborating |
|b. Compromising |
|c. Forcing |
|d. Accommodating |
| |
|Textbook/edition: Management (11th ed.) |
|Correct Answer Feedback: a |
| |
|When group conflict levels are high, managers can select from five conflict-management options. The collaborating |
|conflict management technique is one option that requires all parties involved to look for a mutually acceptable |
|solution. This method can become time-consuming because all parties must come to a mutual agreement. |
|Reading: |
| |
|Ch. 13 of Management |
|“Conflict-Management Techniques Exhibit 13-8” p. 356 |
Concept: Six Aspects of Group Structure
|Details |
|Behavior patterns expected of someone occupying a given position in a social unit is called a ________. |
| |
|a. role |
|b. status |
|c. profile |
|d. persona |
| |
|Textbook/edition: Management (11th ed.) |
|Correct Answer Feedback: c |
| |
|Roles are the expected behaviors, character, and performance of an individual serving in a particular capacity in a team|
|or the organization as a whole. |
|Reading: |
| |
|Ch. 13 of Management |
|“Roles” p. 349 |
Week 4: Leading
Ch. 14 of Management
Ch. 17 of Management
Concept: Early Leadership Theories
|Details |
|Which of the following describes the leadership style in which a leader tends to centralize authority, dictate work |
|methods, make unilateral decisions, and limit employee participation? |
| |
|a. Cultural style |
|b. Autocratic style |
|c. Democratic style |
|d. Laissez-faire style |
| |
|Textbook/edition: Management (11th ed.) |
|Correct Answer Feedback: b |
| |
|An autocratic leader makes decisions on his or her own regarding processes and practices in an organization or team. |
|This type of leader prefers to retain sole authority of the project or situation. |
|Reading: |
| |
|Ch. 17 of Management |
|“University of Iowa Studies” p. 462 |
Concept: Contingency Leadership Theories
|Details |
|The ________ model proposed that the results of the least-preferred coworker questionnaire could determine whether |
|someone was relationship or task oriented, and these results would determine effectiveness of group performance. |
| |
|a. Fiedler contingency |
|b. situational leadership |
|c. leader participation |
|d. path-goal |
| |
|Textbook/edition: Organizational Behavior (15th ed.) |
|Correct Answer Feedback: a |
| |
|The Fiedler model was the first comprehensive contingency model of leadership. After assessing an individual’s |
|leadership style through the least-preferred coworker questionnaire, the situation was evaluated. After style and |
|situation were assessed, the effectiveness of group performance could be determined. |
|Reading: |
| |
|Ch. 17 of Management |
|“The Fiedler Model” p. 464 |
Concept: Contemporary Leadership Theories
|Details |
|When Alan Jackman got promoted as the head of the sales team at Mac Software Inc., he chose three of his closest friends|
|in the team to form the core sales group with him. Which of the following predictions would be consistent with the |
|leader-member exchange theory? |
| |
|a. Such an arrangement eventually becomes unstable. |
|b. Job satisfaction is more likely to be higher for the team members who are not a part of the core group. |
|c. Team members who are not a part of Alan’s core group are actually far more competent than his friends who form the |
|core team. |
|d. Alan’s core group will engage in more helping or citizenship behaviors at work. |
| |
|Textbook/edition: Management (11th ed.) |
|Correct Answer Feedback: d |
| |
|Leaders tend to invest more time and resources with those employees in the in-group, and these employees, in turn, |
|report greater job satisfaction. The in-group, or core, employees will enjoy their jobs more and will want to give back |
|to the organization in a greater way than those in the out-group. |
|Reading: |
| |
|Ch. 17 of Management |
|“Leader-Member Exchange (LMX) Theory” p. 469 |
Concept: Five Sources of Leader Power
|Details |
|Which of the following is the type of power a person has because of his or her level of authority in the business? |
| |
|a. Legitimate power |
|b. Coercive power |
|c. Reward power |
|d. Expert power |
| |
|Textbook/edition: Management |
|Correct Answer Feedback: a |
| |
|Legitimate power and authority are the same, and this type of power represents the power a leader has because of his or |
|her position in the organization. |
|Reading: |
| |
|Ch. 17 of Management |
|“Managing Power” p. 472 |
Concept: Goals of Organizational Behavior
|Details |
|What performance measure considers the efficiency and effectiveness of employees? |
| |
|a. Employee productivity |
|b. Organizational citizenship behavior |
|c. Job satisfaction |
|d. Turnover |
| |
|Textbook/edition: Management (11th ed.) |
|Correct Answer Feedback: a |
| |
|Employee productivity is a measure of the efficiency (doing things right) and effectiveness (doing the right things) of |
|staff members. |
|Reading: |
| |
|Ch. 14 of Management |
|“Goals of Organizational Behavior” p. 373 |
Concept: The Big Five Model
|Details |
|In the Big Five Model of personality, an employee who is good-natured and highly cooperative would be referred to as |
|scoring high in the trait of ________. |
| |
|a. extraversion |
|b. agreeableness |
|c. conscientiousness |
|d. emotional stability |
| |
|Textbook/edition: Management (11th ed.) |
|Correct Answer Feedback: b |
| |
|Employees who score low on the trait of agreeableness might not be good-natured, cooperative, and may have issues |
|trusting leaders and coworkers. |
|Reading: |
| |
|Ch. 14 of Management |
|“The Big Five Model” p. 382 |
Concept: Attribution Theory
|Details |
|________ theory gauges whether a person’s behavior shows distinctiveness, consensus, and consistency. |
| |
|a. Perception |
|b. Behavior |
|c. Attribution |
|d. Social contrast |
| |
|Textbook/edition: Management (11th ed.) |
|Correct Answer Feedback: c |
| |
|Attribution theory explains how individuals judge people differently depending on what meaning they ascribe to a given |
|behavior. How individuals gauge a person’s behavior on the items of distinctiveness, consensus, and consistency helps |
|them to judge whether the behavior was caused by internal or external factors. |
|Reading: |
| |
|Ch. 14 of Management |
|“Attribution Theory” p. 388 |
Week 5: Controlling
Week 5 Textbook Readings
Ch. 18 of Management
Concept: Control Process
|Details |
|The control process assumes that ________. |
| |
|a. employees require clear directions from management |
|b. employees are underqualified and require training |
|c. specific goals for performance were already created during the planning process |
|d. employee monitoring costs are part and parcel of doing business |
| |
|Textbook/edition: Management (11th ed). |
|Correct Answer Feedback: c |
| |
|Because the control process measures actual performance against standards, these standards should already be in place |
|when the control process begins. If standards are not created during the planning process, the control process will not |
|have a goal against which to measure actual performance. |
|Reading: |
| |
|Ch. 18 of Management |
|“The Control Process” p. 488 |
Concept: Feedforward/Concurrent/Feedback Controls
|Details |
|Which of the following types of control prevents problems because it takes place prior to the actual activity? |
| |
|a. Feedforward control |
|b. Concurrent control |
|c. Feedback control |
|d. Management control |
| |
|Textbook/edition: Management (11th ed). |
|Correct Answer Feedback: a |
| |
|The key to feedforward controls is taking action before a problem occurs; therefore, problems can be prevented, and |
|managers can be proactive in handling issues. |
|Reading: |
| |
|Ch. 18 of Management |
|“Feedforward Control” p. 494 |
Concept: Financial Controls
|Details |
|The current ratio and acid test are two examples of what type of ratio? |
| |
|a. Activity |
|b. Liquidity |
|c. Leverage |
|d. Profitability |
| |
|Textbook/edition: Management (11th ed.) |
|Correct Answer Feedback: b |
| |
|Liquidity ratios express an organization’s level of ability to repay creditors who may have a claim on the company. The |
|higher the liquidity ratio, the more an organization can meet its current debts. |
|Reading: |
| |
|Ch. 18 of Management |
|“Financial Controls” pp. 495–496 |
Concept: Balanced Scorecard
|Details |
|Which of the following is a performance measurement tool that looks at four areas that can help a company succeed? |
| |
|a. Market value method |
|b. Economic value method |
|c. Balanced scorecard approach |
|d. Information control approach |
| |
|Textbook/edition: Management (11th ed.) |
|Correct Answer Feedback: c |
| |
|A balanced scorecard evaluates organizational performance using four different areas that contribute to a company’s |
|performance: financial, customer, internal processes, and people/innovation/growth assets. This tool measures the |
|difference between predetermined standards and actual performance, and it allows managers to complete gap analysis to |
|refine the organization’s performance. |
|Reading: |
| |
|Ch. 18 of Management |
|“Balanced Scorecard” pp. 496–497 |
Concept: Benchmarking
|Details |
|________ is a method through which organizations compare themselves to other firms to improve their processes and |
|products. |
| |
|a. Factor analysis |
|b. Total quality management |
|c. Market positioning |
|d. Benchmarking |
| |
|Textbook/edition: Management (11th ed.) |
|Correct Answer Feedback: d |
| |
|Benchmarking is the search for the best practices among competitors or noncompetitors that lead to superior performance.|
|Organizations use benchmarking to see how they compare with the best firms in the world, and to see how one firm can |
|improve after learning from others. |
|Reading: |
| |
|Ch. 18 of Management |
|“Benchmarking of Best Practices” p. 498 |
Week 6: Business Ethics
Week 6 Textbook Readings
Ch. 5 of Management:
Concept: Differences Between a Firm’s Social Obligations, Social Responsiveness, and Social Responsibility
| |
|As a university student, your institution’s social principles and practices reflect on you, as a stakeholder, in the |
|organization. Therefore, it is your right to question how these practices should be evaluated in relation to the social |
|issues that your school is addressing. If your university was paying minimum wage when necessary and applying the |
|minimum legal standards to its employees’ work environment, it would be said to have fulfilled its ________. |
| |
|a. social obligation |
|b. social responsibility |
|c. social responsiveness |
|d. social expectation |
|Correct Answer Feedback: a |
| |
|An organization performs certain activities because it is obligated to do so to avoid economic or legal ramifications. |
|By paying the minimum wage and applying standards, it is meeting its obligations. |
|Readings: |
|Ch. 5 of Management |
|“From Obligation to Responsiveness to Responsibility” p. 124 |
Concept: Politics: Green Approaches/Shades of Green Model
| |
|The process of applying social and environmental criteria to an investment decision is known as ________. |
| |
|a. green management |
|b. values-based management |
|c. community investing |
|d. social screening |
|Correct Answer Feedback: d |
| |
|In the social screening process, organizations would not invest in companies that were not deemed socially responsible. |
|Some companies that would not be considered socially responsible are those that involve weapons, alcohol, fraud, and so |
|forth. |
|Reading: |
| |
|Ch. 5 of Management |
|“Should Organizations be Socially Involved” p. 127 |
Concept: Factors to Determine Ethical Behavior
| |
|At the ________ level of moral development, a person’s choice between right and wrong is based on personal consequences |
|from outside sources. |
| |
|a. preconventional |
|b. conventional |
|c. principled |
|d. elevated |
| |
|Textbook/edition: Management (11th ed.) |
|Correct Answer Feedback: a |
| |
|At the preconventional level, an individual looks to those things on the outside, instead of having an internalized |
|value system in making decisions. |
|Reading: |
| |
|Ch. 5 of Management |
|“Stages of Moral Development” p. 130 |
Concept: Ways Managers Can Encourage Ethical Behavior
| |
|A ________ is a formal statement of an organization’s primary values and the ethical rules it expects its employees to |
|follow. |
| |
|a. mission statement |
|b. code of purpose |
|c. code of ethics |
|d. vision statement |
| |
|Textbook/edition: Management (11th ed.) |
|Correct Answer Feedback: c |
| |
|A code of ethics is important in organizations so that employees understand what is expected of them. Typically, these |
|include honesty, respect, and responsibility. |
|Reading: |
| |
|Ch. 5 of Management |
|“Codes of Ethics and Decision Rules” p. 136 |
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