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exploring management

Questions and Answers of Exploring Management

2 I do the most important things during that part of the day when I know I perform best.
1 When confronted with several items of similar urgency and importance. I tend to do the easiest one first.
20 My friends Curt and Rich own a local bookshop. They are very interested in making plans for improving the shop and better dealing with competition from the other bookshops that serve students in
19 Why is participation good for the planning process?
18 What is the difference between contingency planning and scenario planning?
17 How does planning facilitate controlling?
16 List the five steps in the planning process, and give examples of each.
15 The planning process isn't complete until (a) future conditions have been identified (b) stretch goals have been set (c) plans are implemented and results evaluated (d) budgets commit resources to
identified (d) No set timetable or due dates
14 The best planning goals or objectives would have which of the following characteristics? (a) Easy enough so that no-one fails to reach them (b) Realistic and possible to achieve, while still
13 A marketing plan in a business firm would most likely deal with (a) production methods and technologies (b) money and capital investments (c) facilities and workforce recruiting (d) sales and
12 From a time management perspective, which manager is likely to be in best control of their time? One who (a) tries to never say 'no' to requests from others (b) works on the most important things
10 In a hierarchy of objectives, plans at lower levels are supposed to act as higher level plans. for accomplishing (a) means (b) scenarios (c) ends (d) benchmarks 11 If a team leader wants to tap
9 When managers use benchmarking in the planning process, they usually try to (a) set up flexible budgets (b) identify best practices used by others (c) find the most accurate forecasts that are
8 One of the expected benefits of participatory planning is, (a) faster planning (b) less need for forecasting (c) greater attention to contingencies (d) more commitment to implementation
7 When a manager is asked to justify a new budget proposal on the basis of projected activities rather than as an incremental adjustment to the prior year's budget, this is an example of (a)
6 Having a clear sexual harassment policy won't help an organisation much unless it is accompanied by clear that let all members know for sure how it will be implemented. (a) contingencies (b)
5 (a) procedures (b) operational plans (c) zero-based budgets (d) forecasts planning identifies alternative courses of action that can be quickly taken if problems occur with the original plan. (a)
4 As a first step to implement their firm's strategic plans, the CEO of a business firm would want marketing, manufacturing and finance executives to develop clear and appropriate
3 The first step in the planning process is to (a) decide how to get where you want to go (b) define your objectives (c) identify possible future conditions or scenarios (d) act quickly to take
2 The benefits of planning often include (a) improved focus (b) less need for controlling (c) more accurate forecasts (d) guaranteed success
1 Planning is best described as the process of (a) developing premises about the future; evaluating them (b) measuring results; taking corrective action (c) measuring past performance; targeting
3 As CEO, you've decided to hire a consulting firm to write a strategic plan for your organisation. The plan is important, but you are worried about getting 'buy-in' from all members, not just those
2 One of the people under your supervision has contacted you about a 'possible' sexual harassment complaint against a co-worker. But she says that the organisation's procedures are not clear. You
1 You approached two executives from your workplace for some advice about career planning. You received the following information: Executive A. 'Career planning is more art than science. Nonetheless,
6.3 describe useful planning tools and techniques.
6.2 identify the types of plans used by managers
6.1 explain how and why managers use the planning process
3 Do not write in the last column until your instructor provides the 'expert' ranking.
20 With the goals of both expanding your rsum and gaining valuable experience, you have joined a new mentoring program between your university and a local high school. One of the first activities is
18 How can you tell from people's behaviour if they tend to be systematic or intuitive in problem solving?
16 How does an optimising decision differ from a satisficing decision?
15 The last step in the decision-making process is to (a) choose a preferred alternative (b) evaluate results (c) find and define the problem (d) generate alternatives
14 Personal creativity drivers include creativity skills, task expertise and. (a) strategic opportunism (b) management support (c) organisational culture (d) task motivation
13 You go to your boss and ask for a pay raise. She says: "Well, let's take a look first at what you are making now." The risk you face in this situation is that your boss's decision will be biased
12 Which decision-making error is most associated with the old adage: 'If at first you don't succeed, try. try again"? (a) Satisficing (b) Escalating commitment (c) Confirmation (d) Too late to fail
11 A manager who decides against hiring a new employee who just graduated from Downstate University because the last person hired from there turned out to be a low performer is falling prey to error.
10 In which decision environment does a manager deal with probabilities regarding possible courses of action and their consequences? (a) Risk (b) Certainty (c) Uncertainty (d) Optimal
9 A common mistake made by managers facing crisis situations is_ (a) trying to get too much information before responding (b) relying too much on group decision making (c) isolating themselves to
8 One reason certainty is the most favourable environment for problem solving is because the problems can be addressed by using. (a) satisficing (b) optimising (c) programmed (d) intuitive decisions.
7 The decision model views managers as making optimising decisions, whereas the decision model views them as making satisficing decisions. (a) behavioural; judgemental heuristics (b) classical;
5 When the members of a special task force are asked to develop a proposal for hitting very aggressive targets for the international sales of a new product, this problem most likely requires a
4 The first step in the decision-making process is to (a) generate a list of alternatives (b) assess the costs and benefits of each alternative (c) identify and define the problem (d) perform an
3 If a manager approaches problems in a rational and analytical way, trying to solve them in step-by-step fashion, they are well described as a(n). (a) systematic thinker (b) intuitive thinker (c)
2 A problem is a discrepancy between a(n) situation and a desired situation. (a) unexpected (b) risk (c) actual (d) uncertain
3 You have finally caught the attention of senior management. Top executives asked you to chair a task force to develop ideas that can breathe new life into an existing product line. First, you need
2 You are under a lot of pressure as a team leader because of social loafing and poor performance by one of your team members they are leaving all the work up to everyone else. You have come up with
1 Even though some problems seem to arise unexpectedly, many can be anticipated. Examples are an employee who calls in sick at the last minute, a customer who is unhappy with a product or service and
5.3 discuss current issues in managerial decision making.
5.2 identify the steps in the decision-making process
5.1 explain how managers use information to solve problems
3 In your groups, discuss whether Zappos has a strong organisational culture or not. Justify your team's response. Give some examples of how Zappos maintains or reinforces its organisational culture.
2 In your class, randomly form groups of three members: (a) Compare your individual answers to the above question. If there are differences, discuss these differences and come up with an agreed
1 After watching the video, identify whether each of the following culture items are observable or core. (a) Integration of the company's core values with the individual's personal values (b) How
20 Assume you work as a team manager in a call centre for a health insurance comparison website. Your team has 10 members who are assigned to answer customer queries on how to use the website. Over
organisation has?
19 Choose an organisation to analyse and discuss in terms of its organisational culture. What are the observable elements in the culture of your chosen organisation? Using the competing values
18 What are the types of multinational corporations (MNCs)? Discuss the pros and cons of multinational corporations from both the MNC and the host country's perspectives.
17 In general, the greater the environmental uncertainty, the more attention management in organisations must direct towards the external environment. What is environmental uncertainty? Explain the
16 What is the external environment? Explain its two components. Why is analysing the external environment important when a manager makes a decision?
15 A restaurant wants to change its culture of staff coming to work late. Which of the following is not an example of a way to change its culture? (a) Put up a sign visibly indicating the start and
14 Google's offices are colourful and have creative collaboration spaces, evidencing: (a) high-performing culture. (b) observable culture. (c) core culture. (d) organisational culture.
13 Which of the following statements about organisational culture is false? (a) Organisational culture includes 'the way things are done' in an organisation. (b) High-performance cultures are clear,
12 (a) exchange rates. (b) political risk. (c) personal attributes of expatriates. (d) organisational practices. refers to the set of shared beliefs and values that guides the behaviour of the
11 Comparative management needs to consider all of the following except:
10 Hofstede's five dimensions of culture include: (a) power distance, concept of time, uncertainty avoidance, individualism-collectivism and masculinity-femininity. (b) culture context, concept of
9 Which of the following statements about multinational corporations is false? (a) An MNC operates in many countries. (b) An MNC can have its corporate headquarters in a home or host country. (c) An
8 Which of the following is not a market entry strategy? (a) Wholly owned subsidiaries (b) Licensing and franchising (c) Global sourcing (d) Exporting and importing
7 The following environmental factors should be considered by a company that makes gluten-free bars except: (a) the percentage of the population who are lactose-intolerant. (b) government regulations
6 Which of the following statements about environmental change is true? (a) The rate of change in an environment is constant. (b) Managers have perfect information to deal with environmental
5 Which of the following would most likely face a dynamic environment? (a) A grain farmer (b) A pizza restaurant (c) A toy store (d) A computer manufacturer
4 Which of the following statements about specific environments is false? (a) The specific environment is also called the task environment. (b) The specific environment affects all the organisations
3 Consumer protection laws in Australia prohibits businesses from making false, misleading or deceptive claims about their products or services. This is an example of which environment? (a) Economic
2 The general environment is composed of the following: (a) political, economic, sociocultural, technological, natural environment and legal conditions. (b) competition, customers, advocacy groups,
1 Which of the following statements about the external environment is false? (a) The external environment forces can impact an organisation. (b) Organisations have to respond to the external
3 One of your co-workers brought along his friend to lunch. When discussing his new female boss, the friend says, "Yeah, she got the job just because she's an ethnic woman. There's no way that
2 Your new design for a revolutionary golf putter has turned out to be a big hit with friends and players on the local golf courses. So, you decide to have some made, start selling them and see if
1 Assume you work as an intern for the business development department of a company that runs an online dating website in Australia and New Zealand. The company is contemplating expanding its market
4.4 explain the internal environment and organisational culture.
4.3 describe how the context of management is influenced by globalisation
4.2 understand how changes in the external environment influence organisations
4.1 explain the factors that make up the external environment
3 Jane Able was pleased to represent her firm as head of the local community development committee. In fact, her supervisor's boss once held this position and told her in a hallway conversation, 'Do
2 Kay Huang is one of your top-performing team members. She has shared with you her desire to apply for promotion to a new position just announced in a different division of the company. This will be
1 Ron Jones, vice president of a large construction firm, receives in the mail a large envelope marked 'personal'. It contains a competitor's cost data for a project that both firms will be bidding
20 A small outdoor clothing company has just received an attractive proposal from a business in Tanzania to manufacture the work gloves that it sells. Accepting the offer from the Tanzanian firm
18 If someone commits an unethical act, how can they rationalise it to make it seem right?
6 Which ethical position has been criticised as a source of 'ethical imperialism"? (a) Individualism (b) Absolutism (c) Utilitarianism (d) Relativism
5 Two employees are talking about ethics in their workplaces. Jay says that ethics training and codes of ethical conduct are worthless; Bea says they are the only ways to ensure ethical behaviour by
4 Someone who exposes the ethical misdeeds of others in an organisation is usually called a/an (a) whistleblower (b) ethics advocate (c) ombudsman (d) stakeholder
3 According to research on ethics in the workplace.. an is/are often a major and frequent source of pressures that create ethical dilemmas for people in their jobs. (a) declining morals in society
2 If a manager fails to enforce a late-to-work policy for all workers-that is, allowing some favoured employees to arrive late without penalties-this would be considered a violation of (a) human
1 A business owner makes a decision to reduce a plant's workforce by 10 per cent to cut costs and save jobs for the other 90 per cent of employees. This decision could be justified as ethical by
4 Your manager is enthusiastic about making sustainability a top organisational priority. In a recent meeting he kept talking about 'nature', 'green practices' and 'resource protection'. You listened
3 It's debate time, and you've been given the task of defending corporate social responsibility. Make a list of all possible arguments for making CSR an important goal for any organisation. For each
2 Assume one of your first assignments as an intern for a corporate employer is to design an ethics training program for the business's new hires. Your manager tells you that the program needs to
investors
15 What organisational stakeholder would most likely get top-priority attention if a corporate board is having a serious discussion regarding how the firm could fulfil its obligations with respect to
14 In a social responsibility audit of a business firm, positive behaviours meeting which of the following criteria would measure the highest level of commitment to socially responsible practices?
13 An amoral manager: (a) always acts in consideration of ethical issues. (b) chooses to behave unethically. (c) makes ethics a personal goal. (d) acts unethically but does so unintentionally.

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