Quiz
Business Management Chapters 1 thru 6 Exam
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1Who's husband was well known for his bricklaying experiments and studied how stress affected worker productivity ?
- AFrederick Taylor
- BMax Weber
- CFrank and Lillian Gilbreth
- DHenry Gantt
- EElton Mayo
2I came up with the "14 principles of Management" fundamentals that can be applied to all organizational situations and are still being taught in management schools today.
- AHenri Fayol
- BElton Mayo
- CDouglas Mc Gregor
- DAbraham Maslow
3I am known as the father of scientific management, as i researched the one best way for a job to be done.
- AHenry Gantt
- BMax Weber
- CAbraham Maslow
- DFrederick Taylor
4I argued that people try to satisfy basic, low level needs first before progressing upward to higher level needs.
- AElton Mayo
- BDouglas Mcgregor
- CAbraham Maslow
- DHenry Gantt
5I conducted the Hawthorne studies, which dramatically impacted managements beliefs about the role of people in organizations.
- AHenri Fayol
- BFredrick Taylor
- CDouglas Mcgregor
- DElton Mayo
6I described the ideal for bureaucracy, characterized by division of labor, a clearly defined hierarchy and detailed rules and regulations.
- AAbraham Maslow
- BElton Mayo
- CFrank and Lillian Gilbreth
- DMax Weber
7I created a chart that helps employees and managers plan projects by tasks and time
- AElton Mayo
- BHenry Gantt
- CMax Weber
- DAbraham Maslow
8I proposed the theory that employees subscribe to a self fulfilling prophecy based on management expectations of them.
- AHenri Fayol
- BDouglas Mcgregor
- CElton Mayo
- DAbraham Maslow
9What is the process of working with people and resources to accomplish goals?
- AManagement
- BPlanning
- COrganizing
- DLeading
10The four functions of managing are [blank_start]planning[blank_end], [blank_start]leading[blank_end], [blank_start]organizing[blank_end], and [blank_start]controlling[blank_end].
- Aplanning
- Bleading
- Corganizing
- Dcontrolling
11The four different levels of managers are [blank_start]top level[blank_end], [blank_start]middle level[blank_end], [blank_start]frontline[blank_end] mangers, and [blank_start]team leaders[blank_end].
- Atop level
- Bmiddle level
- Cfrontline
- Dteam leaders
12The three important roles that mangers perform are [blank_start]Interpersonal[blank_end] roles, [blank_start]Informational[blank_end] roles, and [blank_start]decisional[blank_end] roles.
- AInterpersonal
- BInformational
- Cdecisional
13The broad skills that managers need are [blank_start]technical skills[blank_end], [blank_start]Conceptual[blank_end] and [blank_start]decisional skills[blank_end], and [blank_start]interpersonal[blank_end] skills and [blank_start]communicational skills[blank_end].
- Atechnical skills
- BConceptual
- Cdecisional skills
- Dinterpersonal
- Ecommunicational skills
14The five sources of competitive advantage are [blank_start]innovation[blank_end], [blank_start]quality[blank_end], [blank_start]service[blank_end], [blank_start]speed[blank_end], and [blank_start]cost competitive[blank_end].
- Ainnovation
- Bquality
- Cservice
- Dspeed
- Ecost competitive
15The introduction of new goods and services
- Ainnovation
- Bquality
- Cservice
- Dsocial capital
16the excellence of your products (goods or services)
- Aservice
- Bspeed
- Cquality
- Dinnovation
17the speed and dependability with which an organization delivers what customers want.
- Aservice
- Bspeed
- Ctime
- Dinnovation
18fast and timely execution, response, and delivery of results
- Aspeed
- Binnovation
- Cquality
- Dtime
19keeping costs low to achieve profits and to be able to offer prices that are attractive to consumers
- Acost competitiveness
- Binnovation
- Cservice
- Dquality
20senior executives responsible for the overall management and effectiveness of the organization.
- Atop level
- Bmiddle level
- Cfrontline
- Dteamleader
21managers located in the middle layers of the organizational hierarchy, reporting to top level executives
- Atop level
- Bmiddle level
- Cteam leaders
- Dfrontline
22lower level managers who supervise the operational activities of the organization
- Atop level
- Bmiddle level
- Cteamleader
- Dfrontline
23employees who are responsible for facilitating successful team performance
- Atop level
- Bmiddle level
- Cfrontline
- Dteam leaders
24which management approach supported, there is one best way to perform a job, which placed an emphasis on hiring and training the right person.
- Asystematic
- Bscientific
- Cadministrative
- Dquantitative
25which management approach supported there is no one best way to manage and organize because of circumstances varying.
- Asystematic
- Bscientific
- Cadministrative
- Dcontingency perpective
26which management approach emphasized management as a profession, often using the authors personal experiences as guiding principles
- Aadministrative
- Bsystematic
- Ccontingency perspective
- Dorganizational
27which management approach emphasized development of human resources to achieve employee involvement and goal setting.
- Aorganizational behavior
- Badministrative
- Cscientific
- Dquantitative
28which management approach achieved goals careful definition of duties standardized techniques and wage control systems.
- Asystematic
- Bscientific
- Cquantitative
- Dsystem theory
29which management approach supported decision making by development formal mathematical models of a problem such as forecasting and break even analysis.
- Asystematic
- Bscientific
- Cadministrative
- Dquantitative
30organizations that are dependent on inputs from outside the organization and transform them into outputs to meet markets needs for goods and services is
- Asystem theory
- Bhuman relations
- Chawthorn effect
- Dopen systems
31[blank_start]Ethics[blank_end] is the moral principles and standards that guide the behavior of an individual or group
- AEthics
- Begoism
- Cmorals
- Dprinciples
32an [blank_start]ethical issue[blank_end] is a situation, problem, or opportunity in which an individual must choose among several actions that must be evaluated as morally right or wrong.
- Aethical issue
33[blank_start]Business ethics[blank_end] is the morals principles and standards that guide behavior in the world of business.
- ABusiness ethics
34The principles, rules, and values that people use in deciding what is right and wrong
- Amoral philosophy
- Bbusiness ethics
- Cethical issue
- Degoism
35[blank_start]egoism[blank_end] an ethical principle holding that individual self interest is the actual motive of all conscious action
- Aegoism
36a philosophy that bases ethical behavior on the opinions and behaviors of relevant other people
- Arelativism
- Bvirtue ethics
- Cmoral ethics
- Degoism
37an ethical system stating that the greatest good for the greatest number should be the overriding concern of decision makers
- Autilitarianism
- Begoism
- Crelativism
- Dvirtue ethics
38[blank_start]virtue ethics[blank_end] is a perspective that what is moral comes from what a mature person with good moral character would deem right
- Avirtue ethics
39[blank_start]preconventional[blank_end] stage is making decisions based on immediate self interest. for example, you take a flash drive home from work because you need one and do not want to pay for it.
- Apreconventional
40[blank_start]conventional stage[blank_end] is making decisions that conform to expectations of groups and institutions like family, peers, and society. for example, you thin about taking the flash drive home, but decide against it because it would not look right.
- Aconventional stage
41[blank_start]Principled stage[blank_end] is making decisions based on self chosen ethical principles. for example you do not consider taking the flash drive from work because you believe that it would be wrong.
- APrincipled stage
42meeting the social expectations, not written as law.
- Aethical responsibilities
- Bbusiness ethics
- Cmorals
- Degoism
43additional behaviors and activities that society finds desirable and that the value of the business support.
- Atranscendent
- Bshareholder model
- Cphilanthropic responsibilities
- Dstakeholder model
44an education with five higher goals that balance self interest with responsibility to others
- Atranscendent education
- Bphilanthropic
- Cethics
- Dmorals
45its goal is the creation of sustainable economic development and improvement of quality of life worldwide for all organizational stakeholders
- Aecocentric management
- Bsustainable growth
- Cegoism
- Degoist
46economic growth and development that meet present needs without harming the needs of future generations
- Aecocentric management
- Bsustainable growth
- Ceconomy
- Depic disasters
47a process of analyzing all inputs and outputs through the entire cradle to grave life of a product to determine total environment impact
- Alife cycle analyzing
- Bethical issue
- Cegoism
- Drelativism
48what is the conscious, systematic process of making decisions about goals and activities that an individual, group work unit, or organization will pursue in the future.
- Aplanning
- Banalysis
- Cmonitor
- Dimplementation
49a process planners use within time and resource constraints, to gather, interpret, and summarize all information reverent to the planning issue under consideration
- Asituational analysis
- Bgoals
- Cplans
- Dstrategy
50a target or end that management desires to reach
- Agoal
- Bplans
- Cstrategy
- Dmanagement
51the actions or means managers intend to use to achieve organizational goals
- Aplans
- Bgoals
- Csituational
- Dmanagement
52a narrative that describes a particular set of future conditions
- Asenario
- Bgoals
- Cplanning
- Dstragety
53a pattern of action and resources allocations designed to achieve the organizations goals
- Astrategy
- Bstrategic goals
- Cstrategic planning
- Dscenario
54a set of procedures for making decisions about the organizations long term goals and strageties
- Astrategic planning
- Bstrategic goals
- Cstrategy
- Dgoals
55major targets or end results relating to the organizations long term survival, value, and growth
- Astrategic goals
- Bstrategy
- Cgoals
- Degoism
56a set of procedures for translating broad strategic goals and plans into specific goals and plans that are relevant to a particular portion of the organization, such as a functional area like marketing
- Atactical planning
- Boperational planning
- Cstrategic management
- Dgoals
57the process of identifying the specific procedures and processes required at lower levels of the organization
- Aoperational planning
- Bstrategy planning
- Ctactical planning
- Dstrategic planning
58a process that involves managers from all parts of the organization in the formulation and implementation of strategic goals and strategies
- Astrategic management
- Bstrategic planning
- Cstrategy planning
- Dgoals
59an organizations basic purpose and scope of operations
- Amission
- Bstrategic vision
- Cplanning
- Dstakeholders
60the long term direction and strategic intent of a company
- Amission
- Bstrategic vision
- Cplanning
- Dstakeholder
61group and individuals who affect and are affected by the achievement of the organizations mission, goals, and strategies
- Astakeholders
- Bresources
- Cmission
- Dplanning
62inputs to a system that can enhance performance
- Aresources
- Bmission
- Cplanning
- Doperational
63a comparison, opportunities, and threats that help executives formulate strategy
- ASWOT analysis
- Bcorporate strategy
- Cbenchmarking
- Danalysis
64the set of businesses, markets, or industries in which an organizations competes and the distribution of resources among those entities.
- Acorporate strategy
- Bconcentration
- Cvertical integration
- Danalysis
65a strategy employed for an organization that operates a singe business and competes in a single industry
- Aconcentration
- Bstrategy
- Canalysis
- Dgroup think
66a phenomenon that occurs in decisions making when group members avoid disagreement as they strive for consensus
- Agroup think
- Bdialectic
- Cgoal displacement
- Dstrategy
67a condition that occurs when a decision making group loses sight of its original goal and a new, less important goal emerges
- Agoal displacement
- Bdialectic
- Cgroup think
- Dplanning
68a structured debate comparing two conflicting courses of action
- Adialectic
- Bconcentration
- Cgoal displacement
- Dgroupthink
69organizations that are affected by, and that affect, their environment
- Aopen systems
- Bexternal environment
- Cmacro environment
- Deconomy
70all revenant forces outside a firms boundaries, such as competitors, customers, the government, and the economy.
- Aexternal environment
- Bopen systems
- Cmacro environment
- Dinput
71the general environment, includes governments, economics conditions, and other fundamental factors that generally affect all organizations
- Amacro environment
- Bmicroenvironment
- Cinput
- Doutput
72statistical characteristics of a group or population such as age, gender, and education level
- Ademographics
- Bmicroenvironment
- Cmacro environment
- Dinput
73the immediate environment surrounding a firm, includes suppliers, customers, rival, and the like
- Acompetitive environment
- Bmicro environment
- Cmacro environment
- Ddemographics
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- associates Business Management Quiz on Business Management Chapters 1 thru 6 Exam, created by Rigo Sanchez on 24/09/2015.
- Author
- Rigo Sanchez
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- English
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