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Homework answers / question archive / Quiz: Test 2- Chapters 5-8 Test 2- Chapters 5-8 Submitted by aid157788 on 9/18/2011 8:37:42 PM  1)Which of the following is NOT a step in the management by objectives (MBO) process? A

Quiz: Test 2- Chapters 5-8 Test 2- Chapters 5-8 Submitted by aid157788 on 9/18/2011 8:37:42 PM  1)Which of the following is NOT a step in the management by objectives (MBO) process? A


Quiz: Test 2- Chapters 5-8

Test 2- Chapters 5-8 Submitted by aid157788 on 9/18/2011 8:37:42 PM 

1)Which of the following is NOT a step in the management by objectives (MBO) process?

A. jointly discuss possible goals

B. participate in the selection of goals that are consistent with the company's overall goals

C. meet regularly to review progress toward goal accomplishment

D. participatively select goals that are challenging

E. jointly develop operational plans






2. ____ are types of standing plans.

A. MBO guidelines

B. Transformational plans

C. Targeted plans

D. Policies and procedures

E. Long-term tactical strategies





3. When Coca-Cola discovered it had an unauthorized bottler selling Coke in the Colombian jungle, it used the rational decision making process to find a solution. What do you know about the stage in which Coke evaluated its possible courses of action?

A. Coke found this stage to be the least expensive of all the stages.

B. None of these statements accurately describe this stage.

C. The stage required Coke use complex mathematical models.

D. This stage was the last stage in the process for Coca-Cola.

E. Coke found this stage to be the most time-consuming of all the stages.




4. An Australian manufacturer of surfboards wants to increase awareness of its brand in the U.S. market. A ____ plan to accomplish this objective might be to host a series of surfboard competitions in California .

A. standing

B. contingency

C. tactical

D. visionary

E. single-use





5. Which of the following is an accepted method for tracking progress toward goal achievement?

A. setting response and stimulus goals

B. gathering and providing performance feedback

C. data warehousing and data mining

D. mechanistic and dynamic feedback

E. using operant and classical conditioning





6. One of the benefits of planning is how it ____.

A. encourages people to work harder for extended periods

B. encourages people to try a variety of different ways to do others' jobs

C. does none of these

D. creates a mechanistic environment

E. reduces employee turnover




7. According to the S.M.A.R.T. guidelines, goals should be ____.

A. Service-oriented

B. Actionable

C. Rational

D. Measurable

E. Tactical





8. How does a company benefit from planning?

A. increased use of groupthink

B. less solidified group cohesion

C. the ability to make greater use of devil's advocacy

D. more compliance with organizational culture

E. intensified effort, persistence, direction, and creation of task strategies






9. ____ occurs when managers choose an alternative that is good enough, rather than the best possible alternative.

A. Maximizing

B. Satisficing

C. Availability bias

D. Negative frame

E. Optimizing




10. Who is primarily responsible for developing operational plans?

A. middle managers

B. staff advisors

C. any of these

D. top managers

E. lower-level managers






11. Top management is responsible for developing long-term ____ that make clear how the company will serve customers and position itself against competitors in the next two to five years.

A. standing plans

B. mission statements

C. operational plans

D. tactical plans

E. strategic plans




12. Which of the following steps in the decision-making process can be done better by groups than by individuals?

A. creating cohesive solutions to organizational problems as a whole

B. dealing with the problems associated with bounded rationality

C. evaluating how optimal the solution to the problem is and comparing it to other courses of action

D. creating weighted alternatives and coping with bounded rationality

E. defining the problem and generating alternatives




13. According to Michael Porter, five industry forces determine an industry's overall attractiveness and potential for long-term profitability. Which of the following is one of those forces Porter identified?

A. existing benchmarks

B. organizational structure

C. span of management

D. bargaining power of suppliers

E. existence of complementary products





14. Which of the following is NOT one of the five industry forces that determine an industry's overall attractiveness and potential for long-term profitability?

A. bargaining power of suppliers

B. character of the rivalry

C. bargaining power of buyers

D. threat of substitute products

E. existing complementary products




15. An ad for a major brand of clothes washer reads, “Since our humble beginnings back in 1950, we have been dedicated to building machines with superior cleaning power, reliability, and style.” This manufacturer is more than likely using which kind of positioning strategy?

A. focus

B. stability

C. retrenchment

D. diversification

E. differentiation




16. While ____ are tangible, ____ are not.

A. opportunities and threats; strengths and weaknesses

B. core capabilities; distinctive competencies

C. competitive advantages; differential advantages

D. distinctive competencies; core capabilities

E. strengths and weaknesses; opportunities and threats




17. A ____, also called a SWOT analysis for strengths, weaknesses, opportunities, and threats, is an assessment of the strengths and weaknesses in an organization's internal environment and the opportunities and threats in its external environment.

A. competitive advantage

B. firm-level strategy

C. market audit

D. situational analysis

E. differentiation analysis





18. _______ are the assets, capabilities, processes, information, and knowledge that an organization uses to improve its effectiveness and efficiency, to create and sustain competitive advantage, and to fulfill a need or solve a problem.

A. grand strategies

B. strategic stances

C. competitive advantages

D. resources

E. distinctive competencies





19. An organization is experiencing ____ when there is a discrepancy between upper management's intended strategy and the strategy actually implemented by the lower levels of management.

A. horizontal conflict

B. strategic dissonance

C. character of the rivalry

D. an organizational roadblock

E. competitive inertia





20. When making travel plans, many tourists have selected Thomas Cook, a British tour operation, because they perceive that no other tour company can duplicate the customer service and satisfaction that Thomas Cook has provided over its years of operation. Thomas Cook has apparently created a sustainable competitive advantage by using ____ resources.

A. tangible

B. valuable

C. rare

D. nonsubstitutable

E. synergistic




21. Clorox Corporation controls 60 percent of the bleach market. Imagine you are an entrepreneur who was considering developing and marketing a new brand of bleach. Which of Michael Porter's industry forces should you be most concerned about?

A. bargaining power of suppliers

B. character of the rivalry

C. threat of substitute products or services

D. bargaining power of buyers

E. threat of new entrants




22. According to Harvard professor Michael Porter, five industry forces (character of rivalry, threat of new entrants, threat of substitute products or services, bargaining power of suppliers, and the bargaining power of buyers) determine an industry's overall attractiveness and its ____.

A. potential for long-term profitability

B. potential for short-term growth

C. potential for short-term profitability

D. level of risk

E. potential for long-term change





23. Companies in the chemical industry are struggling to attract the most talented college graduates. One of the biggest challenges facing these companies is attracting new talent to organizations with an “old economy” image. A situational analysis would term this challenge a(n) ____.

A. internal weakness

B. external opportunity

C. internal threat

D. internal opportunity

E. external strength





24. From a competitive standpoint, ____ means that the strategic actions your company takes can probably be matched by your direct competitors.

A. character of the rivalry

B. resource similarity

C. market commonality

D. competitive autonomy

E. competitive inertia





25. According to social psychologist Kurt Lewin, ____ lead to differences in the form, quality, or condition of an organization over time, while ____ support the status quo, or the existing state of conditions in an organization.

A. compressed changes; generational changes

B. generational forces; resistance forces

C. change forces; inertial forces

D. generational changes; inertial changes

E. change forces; resistance forces






26. Which of the following is one of the three steps in the basic process of managing organizational change outlined by Kurt Lewin?

A. unfreezing

B. change mentoring

C. change definition

D. incremental change

E. organizational dialogue





27. Which of the following is NOT one of the basic methods for managing resistance to change?

A. change simulation

B. participation

C. coercion

D. education and communication

E. negotiation





28. ____ forces support the status quo.

A. Resistance

B. Generational

C. Experiential

D. Dialectical

E. Autonomous





29. A technology cycle occurs whenever there are major advances or changes in the ____ in a field or discipline.

A. human, technical, and conceptual skills needed

B. structure or personnel requirements

C. way information is integrated

D. internal resource environment

E. knowledge, tools, and techniques






30. Organizational ____ is the successful implementation of creative ideas in organizations.

A. change

B. deployment

C. creativity

D. development

E. innovation






31. The three steps in the basic process of managing organizational change outlined by Kurt Lewin are ____.

A. synthesizing, motivating, and rewarding

B. change definition, change mobilization, and change acceptance

C. organizational change, departmental change, and individual change

D. unfreezing, change intervention, and refreezing

E. change definition, change motivation, and change





32. McDonald’s restaurants are involved in a long-term, worldwide movement to change consumers’ perceptions of its products by selling food that is healthier. McDonald’s is engaged in ____.

A. organizational change

B. reverse engineering

C. demarketing

D. product revitalization

E. market diversification





33. Organizational development ____.

A. requires a steering committee

B. is accurately described by all of these

C. assumes that top management support is not necessary for change

D. is a philosophy and collection of planned change interventions

E. takes a short-term approach to change





34. In the typical S-curve pattern of innovation, increased effort (i.e., money, research, and development) brings only small improvements in technological performance when performance limits of the technology are reached ____.

A. throughout the cycle

B. at the end of the cycle

C. during the maturity stage of the innovation cycle

D. at the breakeven point of the cycle

E. during the introductory stage of the cycle





35. Patterns of innovation over time that can create sustainable competitive advantage are called ____.

A. innovation streams

B. results-driven change

C. organization development

D. innovation maps

E. cyclical inventions





36. In terms of innovation streams, what ____ occurred when customers purchased flat-screen computer monitors to replace the older, bulkier monitors.

A. demarketing

B. the pioneering era

C. reengineering

D. technological expansion

E. technological substitution






37. Which of the following approaches is aimed at changing large systems, small groups, or individuals?

A. results-driven change

B. the functional approach to change

C. General Electric workout

D. Lewin's change synthesis

E. organizational development






38. When McDonald's entered into an agreement with a French entrepreneur who wanted to own and operate a McDonald's fast-food restaurant in Paris, McDonald’s saw the new restaurant as an opportunity. Unfortunately, tThe restaurant in Paris was not maintained at the cleanliness standards prescribed by McDonald's (but acceptable to the cleanliness standards of the French). McDonald's brought legal action to have the restaurant closed. This example illustrates ____.

A. a weakness within the McDonald's franchising system

B. an opportunity for McDonald's to enter into more joint ventures

C. a need for McDonald's to curtail its international franchising

D. a problem with franchising in different cultures

E. a cultural threat against McDonald's





39. German chip manufacturer Infineon AG has joined with Motorola Inc. and Agere Systems Inc. to establish a new company to develop and license chip designs for cellphones. These three companies have created a ____.

A. subsidized corporation

B. joint venture

C. license facilitator

D. global new venture

E. export merchant





40. What are the two types of political risk that affect companies conducting global business?

A. cultural strength and political risks

B. policy uncertainty and expropriation potential

C. political uncertainty and policy uncertainty

D. nationalism and economic uncertainty

E. infrastructure dynamism and political uncertainty





41. In a multinational firm, managers at company headquarters typically prefer an emphasis on ____ because it simplifies decisions.

A. global adaptation

B. local adaptation

C. local consistency

D. domestic adaptation

E. global consistency






42. As Malta got ready for its admittance into the European Union (EU), all taxes on the importation of goods manufactured in Malta were eliminated. Malta was preparing to become part of a(n) ____.

A. international cartel

B. zone of ethnocentricity

C. regional trading zone

D. global market

E. neutral trading area





43. One of the major questions that a company must typically answer about its future, once it has decided to go global is ____.

A. How many additional employees will the company need?

B. To what extent should the company standardize or adapt business procedures?

C. To what extent should a company abide by global or regional trade agreements?

D. How many new shareholders will be influenced by global activities?

E. Will the organization's mission statement need to be changed?





44. A ____ is a strategic alliance in which two existing companies collaborate to form a third, independent company.

A. global new venture

B. cooperative contract

C. wholly owned affiliate

D. joint venture

E. franchise





45. A multinational company that acts with ____ has offices, manufacturing plants, and distribution facilities in different countries all which run based on the same rules, guidelines, policies, and procedures.

A. policy certainty

B. global consistency

C. regiocentrism

D. global adaptation

E. global certainty





46. A country or region that has an attractive business climate for companies that want to go global has found an ____.

A. eliminated all political risks

B. experienced marketplace metamorphosis

C. a limited infrastructure

D. easy access to growing markets

E. all of these





47. Robert Mondavi Wineries entered into an agreement with Baron Philippe de Rothschild, owner of Boreaux's First Growth chateau, to produce a top quality wine in California. The two companies working together to create a new product is an example of ____.

A. a joint venture

B. licensing

C. exporting

D. a wholly-owned subsidiary

E. a cooperative contract





48. To protect its farmers, Japan put limitations on the amount of mushrooms and leeks that could be imported into Japan from China. This limitation is an example of a(n) ____.

A. tariff

B. voluntary import restraint

C. subsidy

D. quota

E. agricultural import standard





49. The signing of the ____ created a regional trading zone in Europe.

A. Global Agreement for Transactional Trading (GATT)

B. Pact for Free Trade Agreement

C. Maastricht Treaty

D. South-East Asia Pact

E. all of these





50. Uganda is one of only two countries in the world that produce a mineral required in the manufacturing of cellular phones. Several mining companies recently moved their operations out of the region due to a bloody civil war resulting from a change in rulers. This is an example of how ____ can influence global business.

A. nationalization

B. economic risk

C. political uncertainty

D. infrastructure failure

E. policy uncertainty





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