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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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
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?
- Feedforward
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
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
noncompetitor may allow an organization to see its practices more readily
than a competitor in the same industry.
- A
noncompetitor may be the world leader in a specific process or practice,
and an organization can learn from it.
- A
noncompetitor 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 noncompetitor.
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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
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
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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
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 a high ego strength.
- She
has an internal locus of control.
- She
has a 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
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
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18.
When planning for unexpected events, a company is using which of the following
techniques?
- Contingency
planning
- Benchmarking
- Financial
forecasting
- SWOT
analysis
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
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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
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.
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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.
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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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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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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