1)___ is defined as getting work done through others.

2.

A manager striving to improve organizational ____ is accomplishing tasks that help fulfill organizational objectives.

3.

Coca-Cola and PepsiCo spent a total of $75 million to launch mid-calorie sodas, C2 and Pepsi Edge, banking on the low-carb trend. Carb-conscious consumers rejected the drinks en masse since one of their key tenets is avoiding refined sugar in any amount. The new brands grabbed a combined market share of less than 1 percent. Given that the objective of both soft drink manufacturers was to increase their market share, the introductions were notably:

4.

One of the reasons for the slow response to help the victims of Hurricane Katrina was an antiquated FEMA system that was bogged down in bureaucratic red tape. In other words, the failure of assistance to arrive in a timely fashion was due to a lack of:

5.

____ is the accomplishment of tasks that help fulfill organizational objectives.

6.

Nestlé was unsuccessful in early attempts to sell its chocolate in India. It discovered its chocolate bars were not suitable for the Indian markets because the candy had to sit in direct sunlight without benefit of air conditioning and became messy. Nestlé adopted an innovation strategy and developed Chocostick, a liquid chocolate, which is very popular. Which management function did Nestlé use to solve its problem?

7.

Robert Rothschild Farm boosted morale and showed its gratitude to its 75 employees at its retail store, cafe, and production facility by hosting its first employee appreciation week. It used the management function of ____ to boost morale.

8.

Eastman Kodak owns a company that manufactures dental radiation equipment. The company, which is run as an independent unit, has experienced excessive financial losses the last three years. The ____ for the company would be expected to develop the long-term plans needed to make the company profitable.

9.

A top manager for a management consulting firm would:

10.

The chairs of the accounting, marketing, and communications departments at a typical university are assuming the roles of ____ because they supervise nonmanagerial employees.

11.

As the human resources manager for Spring Engineering and Manufacturing Corp. in Canton, Michigan, Kim Radeback had to find inexpensive ways to reward employees and bolster morale during a sales-flattening economic downturn. Radeback is an example of a:

12.

Typical responsibilities for ____ include setting objectives consistent with organizational goals and then planning and implementing the subunit strategies for achieving these goals.

13.

Middle managers typically:

14.

Typical responsibilities for ____ include coordinating and linking groups, departments, and divisions within a company.

15.

It is the responsibility of ____ to develop intermediate plans, or plans designed to produce results within six to eighteen months.

16.

A ____ for a McDonald's fast-food restaurant would be responsible for placing orders for food and paper supplies and for setting up weekly work schedules.

17.

The CEO of Camper brand shoes expects its designers to operate like a team when they create new shoe designs. Most of its designers do not have a background in fashion so it is important that each person shares his or her expertise. Each team has a leader who is responsible for:

18.

The marketing manager of Interstate Bakeries was asked to meet with the organization's research and development department to explain why the company needed to change its 25-year-old package design for Twinkies. The marketing manager took on an interpersonal role as:

19.

According to a speech to a forum for retail leaders made by Dr. Hans-Joachim Koerber, "Sustained growth is essential. Sustaining growth is a challenge for virtually every company." Koerber is the CEO of Metro Group, Germany's largest retailer, which has more than 2,400 stores in 30 countries. What informational role did Koerber assume?

20.

In Great Britain, Nestlé introduced a candy bar called Yorkie with the slogan "It's not for girls!" The resulting furor over this sexist campaign required its British managers to spend a great deal of time in the role of:

21.

Creating a competitive advantage through people relies heavily on the use of which skill to reward people for providing exceptional customer service?

22.

The ability to perform ____ increases in its importance to success as managers rise through the managerial ranks.

23.

There have been several studies of managers who fail (derailers) and managers who succeed in climbing the organizational hierarchy (arrivers). Which of the following statements describes one of the facts learned from these studies?

24.

After six months as a manager, new managers typically believe their job is:

25.

After their first year of managerial experience, managers tend to:

26.

Krispy Kreme
Krispy Kreme is a relatively small doughnut seller. It has only 292 stores while Dunkin Donuts has 3,600 outlets in the United States. In spite of its size, Krispy Kreme has been described by many as “the hottest brand in America.” The company’s success in an environment that is not conducive to the success of food operations is due to a mix of “shrewdness, original thinking, and entrepreneurship.” The company originated in Winston-Salem, North Carolina, where it still operates a plant that fills a 50-pound bag with doughnut mix every seven seconds. It recently opened a new plant in Effingham, Illinois, that fills a bag every three seconds. This second plant allows the company to reduce costs while increasing its output. The company began in the mid-1930s when Vernon Rudolph bought a secret recipe for yeast doughnuts from a French pastry cook. Rudolph ran the company until his death in 1973 without naming a successor. His death caused the company problems for the next decade.

Refer to Krispy Kreme. The building of the Effingham plant increased the ____ of the Krispy Kreme operation.

27.

Volkswagen
Bernd Pischetsrieder, chief executive of Volkswagen, announced restructuring plans for the company. VW is Europe's largest carmaker and needed to make itself profitable once again. To do so, VW cut thousands of jobs in the ensuing years through natural attrition, early retirement, and buying workers out of their contracts. The carmaker also considered whether its component parts factories in Brunswick, Kassel, and Wolfsburg were helping VW accomplish its organizational goal. Pischetsrieder blamed much of the company's problems on restructuring that was done in 1993. He insisted that the company is missing a whole generation of managers because its former CEO eliminated a whole layer of management. Now, 45 percent of managers were expected to go into retirement in the following three or four years.

Refer to Volkswagen. VW is examining the ____ of its component parts factories.

28.

Volkswagen
Bernd Pischetsrieder, chief executive of Volkswagen, announced restructuring plans for the company. VW is Europe's largest carmaker and needed to make itself profitable once again. To do so, VW cut thousands of jobs in the ensuing years through natural attrition, early retirement, and buying workers out of their contracts. The carmaker also considered whether its component parts factories in Brunswick, Kassel, and Wolfsburg were helping VW accomplish its organizational goal. Pischetsrieder blamed much of the company's problems on restructuring that was done in 1993. He insisted that the company is missing a whole generation of managers because its former CEO eliminated a whole layer of management. Now, 45 percent of managers were expected to go into retirement in the following three or four years.

Refer to Volkswagen. Bernd Pischetsrieder is an example of a:

29.

Volkswagen
Bernd Pischetsrieder, chief executive of Volkswagen, announced restructuring plans for the company. VW is Europe's largest carmaker and needed to make itself profitable once again. To do so, VW cut thousands of jobs in the ensuing years through natural attrition, early retirement, and buying workers out of their contracts. The carmaker also considered whether its component parts factories in Brunswick, Kassel, and Wolfsburg were helping VW accomplish its organizational goal. Pischetsrieder blamed much of the company's problems on restructuring that was done in 1993. He insisted that the company is missing a whole generation of managers because its former CEO eliminated a whole layer of management. Now, 45 percent of managers were expected to go into retirement in the following three or four years.

Refer to Volkswagen. In late September, Pischetsrieder flew to Brussels to meet with employees at a VW plant and explain his plans for improving the company's profitability. In this example, the CEO assumed the role of:

30.

Amazon.com
From the start, Amazon.com has been in a hurry to be a success. According to company founder and chief executive officer (CEO) Jeff Bezos, “Our initial strategy was very focused and very unidimensional. It was GBF: Get big fast. We put that on our shirts at the company picnic.”
With billions to spend from its initial stock offering (Amazon’s stock quickly rose to over $100 per share), Amazon spent $400 million to build eight high-tech warehouses across the country. Why spend that much for warehouses? In theory, each was capable of shipping 60 million items per year, and Amazon needed to control the entire buying transaction, beginning with online ordering, proceeding to quick warehouse handling and boxing, and ending with timely shipping and delivery. And, believing that their growth would parallel its own, Amazon then spent $350 million to buy large shares of two Internet retailers, Kozmo.com and Pets.com. Kozmo.com promised the ability to deliver thousands of items from gourmet foods to CDs and movies to customers’ homes in 11 major cities within one hour after an order was placed. Pets.com was supposed to grow because Americans spend over $30 billion a year on their pets, but the pet industry was still comprised largely of small family-owned stores and was not yet dominated by a “big box” retailer like Home Depot.
Unfortunately, Amazon grew so fast that it soon lost control of the basics. Despite the billions it had raised, Amazon burned money so quickly that it had to issue bonds to raise another $2.2 billion to keep the company running. Still, it had only enough business and cash to run six of those new warehouses. Consequently, the company took a $400 million loss to close two of the warehouses and lay off 1,500 people. Furthermore, the six remaining warehouses were poorly run. Defective products which should have been returned to manufacturers sat on the shelves wasting space. Mystery orders, like a truckload of unordered kitchen knives, kept showing up. Instead of declining the deliveries, workers put whole truckloads of unordered items on the shelves. Amazon’s frustrated chief of operations said, “We kept it all—we just kept it. We put it on the shelf and said, ‘I don’t know.’ ” In fact, Amazon had so much unsold inventory in its warehouses that CEO Bezos sent out an email with a point-blank message, “Get the crap out.” Finally, Amazon’s $350 million investment in Kozmo.com and Pets.com evaporated when both filed for bankruptcy.
Amazon’s problem was not its sales, which were growing exponentially, but poor management. As a result, its stock, once valued at over $100 per share, dropped to a low of $6. As for profits, founder Bezos cautioned patience, saying, “Look at USA Today; it took 11 years to become profitable.” However, Amazon has lost over $3 billion since its inception. Although the company has finally earned its first profits, that profit amounted to only $5 million on $1.12 billion in sales in its fourth quarter (October to December), and Amazon still lost $45 million for the year. Furthermore, it still has long-term debt of $2.2 billion to pay off at the rate of $120 million per year. Results like these would have cost any other CEO his or her job. If Amazon is ultimately to survive and be profitable, what does it need to do to become a more efficiently run company?

Refer to Amazon.com. Which traditional management function will be key in making sure Amazon is never again burdened with thousands of dollars worth of unsold inventory?