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MGT330 Final Exam2


MGT330 Final Exam2 fin571

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MGT330 Final Exam2
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This 6 page Study Guide was uploaded by an elite notetaker on Wednesday November 11, 2015. The Study Guide belongs to fin571 at Kaplan University taught by in Fall 2015. Since its upload, it has received 26 views.

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Date Created: 11/11/15
MGT 330 Management: Theory, Practice, and Application Final Exam   INSTRUCTIONS: This is an individual assignment. You may not discuss any of the  questions and answers with your fellow classmates.    There is only one correct answer for each question. You may use all your e­text and  eResource materials as well as past discussion questions to answer these questions.    Your answers are due to your individual forums no later than midnight (Arizona time  zone) on Monday of Week Five (the last day of class). Simply type your answers in the  body of a blank e­mail message. For example,   1. a 2. b 3. c    __________________________________________________________________     1. Which of the following is NOT one of the four functions of management?   a. Reporting b. Planning c. Organizing d. Leading e. Controlling     2. During which of the following functions do managers identify jobs to be done, hire people  to do the jobs, establish departments, delegate authority, and coordinate the work of  subordinates?   a. Reporting b. Planning c. Organizing d. Leading e. Controlling     3. External factors include all EXCEPT which one of the following factors?   a. E­business b. Globalization c. Rapid change d. SWOTT e. Technology     4. Employee development is a disadvantage of delegation.   a. True b. False     5. Who developed a set of management principles that became known as “scientific  management?”   a. Douglas McGregor b. Frank and Lillian Gilbreth c. Fredrick Winslow Taylor d. Henri Fayol e. Max Weber   6. Which of the following is an aspect of the planning function of management?   a. Comparing actual performance with established standards b. Delegating authority c. Maintaining morale d. Maintaining a healthy organizational culture e. Setting goals and courses of action     7. Which of the following is NOT a step in the strategic planning process?   a. Develop a mission statement b. Evaluate and correct strategy c. Formulate a strategy to achieve strategic goals d. Obtain employee commitment e. Set strategic goals     8. Which of the following are abstract ideals about what a society believes to be good?   a. Cultures b. Mores c. Norms d. Traditions e. Values     9. Which of the following are two internal factors that influence planning?   a. Strengths and opportunities b. Strengths and trends c. Strength and weaknesses d. Trends and opportunities e. Weaknesses and opportunities     10. Which type of plan specifies the business or the business the firm intends to be in and the  course of action it will pursue?   a. Descriptive b. Operational c. Standing d. Strategic e. Tactical     11. Which of the following bars discrimination based on race, color, religion, sex, or national origin?   a. The American with Disabilities Act of 1990 b. The Civil Rights Act of 1991 c. The Equal Pay Act of 1963 d. The Wagner Act e. Title VII of the Civil Rights Act of 1964     12. Which type of organization is characterized by an organizational structure that has  flexible lines of authority, fewer specialized jobs, and decentralized decision­making?   a. Autonomous organization b. Federal organization c. Flexible organization d. Mechanistic organization e. Organic organization     13. Which of the following is an aspect of the organizing function of management?   a. Allocating resources b. Comparing actual performance with established standards c. Maintaining morale d. Molding company culture e. Setting goals and courses of action     14. Steering control is the process through which an enterprise’s activities are grouped  together and assigned to managers.   a. True b. False     15. A learning organization is characterized by creating, acquiring, and transferring  knowledge.   a. True b. False     16. Which of the following styles is a leader using when she focuses on the needs of her  employees and emphasizes building good interpersonal relationships?   a. Employee­oriented b. General c. Job­oriented d. Laissez­faire e. Situational     17. Which of the following is an aspect of the leading function of management?   a. Comparing actual performance with established standards b. Delegating authority c. Developing plans and forecasting d. Maintaining a healthy organizational culture e. Setting goals and courses of action     18. Which of the following is based on the expectancy theory of motivation?   a. Fiedler’s Contingency Theory b. Leader­Member Theory c. Path­Goal theory d. Trait Theory e. Transactional Theory     19. A transformational leader uses his or her power to give rewards and manages through  transactions.   a. True b. False     20. A charismatic leader is one who possesses envisioning, energizing, and enabling qualities that mobilize and sustain activities in an organization.   a. True b. False     21. Bureaucratic control relies on the use of rules, regulations, and authority to guide  performance.   a. True b. False     22. Which of the following is NOT part of the design of a basic control system?   a. Comparing actual performance with established standards b. Measuring performance c. Reverent power d. Setting performance standards e. Taking corrective action     23. Which of the following is an aspect of the controlling function of management?   a. Comparing actual performance with established standards b. Delegating authority c. Developing plans and forecasting d. Maintaining a healthy organizational culture e. Setting goals and courses of action     24. The method of cost accounting designed to identify streams of activity and then to  allocate costs across particular business processes according to the amount of time employees devote to particular activities is called:   a. Action­Oriented Performance (AOP) b. Activity­based Costing (ABC) c. Comparative Accounting d. Payola e. Six Sigma     25. What are the steps in the control process?   a. Acquire employee commitment, measure results compared to expectations, provide  feedback and take corrective action. b. Establish standards, implement standards, acquire employee commitment, and take  action. c. Establish standards, implement standards, acquire employee commitment, measure  results compared to expectations. d. Establish standards, implement standards, measure results compared to expectations,  provide feedback and take corrective action. e. Implement standards, acquire employee commitment, measure results compared to  expectations, provide feedback and take corrective action.


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