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Integrated Electronic Health Records4th EditionAmy Ensign, M Beth Shanholtzer 485 solutions The basic management functions are considered to be ________. A) planning, coordinating, staffing, and directing B) planning, organizing, leading, and directing C) commanding, organizing, leading, and staffing D) planning, organizing, leading, and controlling D) planning, organizing, leading, and controlling The process of monitoring, comparing, and correcting is called ________. A) controlling B) coordinating C) leading D) organizing A) controlling Which of the following represents the most useful way of describing the manager's job? A) roles B) functions C) skills D) organizational level B) functions The three essential managerial skills include ________. A) technical, human, and empirical B) human, empirical, and conceptual C) technical, interpersonal, and controlling D) technical, human, and conceptual D) technical, human, and conceptual A manager's success is typically ________. A) dependent on how hard the manager works B) how closely the manager supervises the employees C) based on how skilled the manager is at the technical elements of the job D) dependent on others' work performance D) dependent on others' work performance Which of the following statements regarding managers in today's world is accurate? A) Their age range is limited to between 30 and 65. B) They are found only in large corporations. C) They can be found exclusively in for-profit organizations. D) The single most important variable in employee productivity and loyalty is the quality of the relationship between employees and their direct supervisors. D) The single most important variable in employee productivity and loyalty is the quality of the relationship between employees and their direct supervisors. A deliberate arrangement of people to accomplish some specific purpose is ________. A) a structure B) a process C) an organization D) an assembly operation C) an organization The universality of management means ... A) only large complex organizations need managers B) only for-profit organizations need managers C) managers are needed in all organizations D) management is needed only in organizations that are universal in operations C) managers are needed in all organizations What does Professor Davis mean when he says P O L C? A. Planning, Operating, Leading & Coordination B. Planning, Overseeing, Leading & Controlling C. Planning, Organizing, Leading & Controlling D. Planning, Organization, Leading & Coordination C. Planning, Organizing, Leading & Controlling _______________ is the process of planning, organizing, leading and controlling resources to achieve organizational goals. A. Organizing B. Controlling C. Leading D. Management D. Management Planning gives direction, reduces the impact of change, minimizes waste and redundancy, and ________. A) establishes the workloads for each of the departments B) sets the basis used for promotion of individuals within the organization C) eliminates departments that are not needed within the plan D) sets the standards used in controlling D) sets the standards used in controlling The quality of the planning process and the appropriate implementation of the plans probably ________. A) don't contribute to high performance nearly as much as the extent of planning B) contributes more to high performance than does the extent of planning C) contributes less to high performance than does the extent of planning D) should be studied more to factually determine which contributes the most B) contributes more to high performance than does the extent of planning Planning is often called the primary management function because it ________. A) offers some basis for future decision making B) creates the vision for the organizational members to work toward C) establishes the basis for all the other functions D) sets the tone for the organizational culture C) establishes the basis for all the other functions Planning involves two important elements: ________. A) goals and decisions B) goals and plans C) plans and decisions D) goals and actions B) goals and plans _______________ is the process of setting goals and determining the best way to achieve. A. Organizing B. Controlling C. Leading D. Planning D. Planning What is the first step in a typical MBO program? A) Major objectives are allocated among divisional and departmental units. B) Unit managers collaboratively set specific objectives for their units with their managers. C) The organization's overall objectives and strategies are formulated. D) Action plans are specified and agreed upon by managers and employees. C) The organization's overall objectives and strategies are formulated. A well-designed goal should be ________. A) discussed at orientation B) nearly unattainable, so that even if the unit or employee misses the goal, performance is still very high C) easy to achieve D) clear as to a time frame D) clear as to a time frame In an uncertain environment, managers want to develop ________ plans. A) general and flexible B) specific but flexible C) formal D) contingency B) specific but flexible ________ is arranging and structuring the work to accomplish an organization's goals. A) Departmentalization B) Organizing C) Organizational structure D) Work specialization B) Organizing In describing the degree to which tasks in an organization are divided into separate jobs, managers use the term ________. A) work specialization B) departmentalization C) chain of command D) span of control A) work specialization On what basis are jobs grouped in order to accomplish organizational goals? A) departmentalization B) centralization C) formalization D) coordination A) departmentalization The theory that a person should report to only one manager is called ________. A) authorized line of responsibility B) unity of command C) responsibility factor D) chain of command B) unity of command The concept that defines the number of subordinates that report to a manager and that indirectly specifies the number of levels of management in an organization is called ________. A) authorized line of responsibility B) unity of command C) responsibility factor D) span of control D) span of control The degree to which decision making is confined at a single point in an organization is described as ________. A) unity of command B) chain of command C) span of management D) centralization D) centralization In describing the relationship between structure and strategy, it can be said that ________. A) structure follows strategy B) strategy follows structure C) strategy and structure are always handled equally D) strategy follows structure in smaller organizations A) structure follows strategy The line of authority that extends from the upper levels of management to the lowest levels of the organization is ________. A) authorized line of responsibility B) unity of command C) responsibility factor D) chain of command D) chain of command The degree to which decision making is confined at a single point or at or near the top in an organization is described as ________. A) unity of command B) chain of command C) span of management D) centralization D) centralization Persons who are able to influence others and who possess managerial authority are termed ________. A) managers B) leaders C) organizers D) visionaries B) leaders Leadership is ________. A) the process of influencing a group toward the achievement of goals B) a group that achieves goals C) the skill that all managers have D) coordinating and overseeing the work of others to achieve organizational goals A) the process of influencing a group toward the achievement of goals Early leadership trait research identified 7 traits. Three of them are..... A) self confidence, openness and trustworthy B) masculine qualities, agile and trustworthy C) drive/determination, self-confidence and intelligence D) trustworthy, openness and determination C) drive/determination, self-confidence and intelligence The ________ style of leadership describes a leader who tends to involve employees in decision making, delegate authority, encourage participation in deciding work methods and goals, and use feedback as an opportunity for coaching employees. A) cultural B) autocratic C) democratic D) laissez-faire C) democratic Which of the following is the type of power a person has because of his or her position in the formal organizational hierarchy? A) legitimate power B) coercive power C) reward power D) expert power A) legitimate power One general conclusion that surfaces from leadership research is that ________. A) effective leaders do not use any single style B) leaders always make good team leaders C) national culture is a situational variable in determining which leadership style will be most effective D) a high/high style always works A) effective leaders do not use any single style Which of the following describes the leadership style in which a leader tends to centralize authority, dictate work methods, make unilateral decisions, and limit employee participation? A) cultural style B) autocratic style C) democratic style D) laissez-faire style B) autocratic style Which of the following describes the leadership style in which the leader generally gives the group complete freedom to make decisions and complete the work in whatever way it sees fit? A) cultural style B) autocratic style C) democratic style D) laissez-faire style D) laissez-faire style The ________ theory is a contingency theory that focuses on followers' readiness. A) consideration leadership B) situational leadership C) passive leadership D) active leadership B) situational leadership According to Hersey and Blanchard's Situational Leadership Model, a high task-low relationship situation calls for the ________ leadership style. A) delegating B) telling C) participating D) selling B) telling What is the final step in the management process? A) organizing B) planning C) controlling D) leading C) controlling The control process has A) 5 steps B) 8 steps C) 3 steps D) 4 steps C) 3 steps The first step in the control process is A) setting standards B) measuring actual performance C) comparing actual performance against standards D) taking managerial action B) measuring actual performance What is defined as the acceptable parameters of variance between actual performance and the standard? A) basic corrective action B) performance C) productivity D) range of variation D) range of variation In the third and final step in the control process, managers can choose between ________ possible courses of action in taking managerial action. A) two B) three C) four D) five B) three What corrects problems at once to get performance back on track? A) basic corrective action B) immediate corrective action C) range of variation D) standard revision B) immediate corrective action If a manager investigates how and why performance has deviated beyond the acceptable range of variation, and then corrects the source of the deviation, she is using A) bureaucratic control B) immediate corrective action C) basic corrective action D) remedial corrective action C) basic corrective action What corrects problems at once to gets performance back on track? A) basic corrective action B) immediate corrective action C) range of variation D) standard revision B) immediate corrective action Managers can't really know whether their work units are working properly until they've evaluated what activities have been done ________. A) with those that remain B) and have compared actual performance to a desired standard C) and evaluate the performance of each of their employees D) successfully B) and have compared actual performance to a desired standard When should a manager's course of action be to do nothing? A) if the cause of the variation has been identified B) if the standard is acceptable C) if the standard is not acceptable D) if the variance is acceptable D) if the variance is acceptable Which of the following represent the two views of managerial impact on the success or failure of the organization? A) omnipotent and symbolic B) omnipotent and reflective C) symbolic and interactive D) reflective and interactive A) omnipotent and symbolic The omnipotent view of management states that ... A) the top manager is the only person in charge B) managers are directly responsible for an organization's success or failure C) that there is only one boss in the organization, and she or he is responsible for delegating orders D) managers have little or no responsibility for an organization's success or failure B) managers are directly responsible for an organization's success or failure Internal constraints that restrict a manager's decision options ... A) exist within every organization B) do not exist, as all managers have decision-making discretion C) exist only to the extent that upper management imposes them D) exist only to the extent that followers won't do as they are told A) exist within every organization Managers may be able to expand their areas of discretion by ... A) telling their employees what to do B) changing and influencing their organization's culture and environment C) electing new government officials at the federal and state level D) changing employers and working for a different boss B) changing and influencing their organization's culture and environment The culture of an organization is analogous to an individual's ... A) skills B) personality C) motivation D) ability B) personality Which of the following phrases is associated with the definition of organizational culture? A) individual response B) shared meaning C) diversity of thought D) explicit directions B) shared meaning Which of the following most accurately reflects the difference between strong cultures and weak cultures? A) Strong cultures tend to encourage employee innovation, while weak cultures do not. B) Weak cultures are found in most organizations, whereas strong cultures are relatively rare. C) Strong cultures have less of an influence on employee behavior than do weak cultures. D) Company values are more deeply held and widely shared in strong cultures than in weak cultures. D) Company values are more deeply held and widely shared in strong cultures than in weak cultures. An organization's culture affects managers by ... A) providing them with additional decision-making power B) restricting them from disciplining certain employees C) encouraging them to bend or even break company rules D) establishing what is appropriate and expected behavior D) establishing what is appropriate and expected behavior External environment refers to ... A) forces outside the organization that limit the organization's performance B) factors and forces outside the organization that can affect the organization's performance C) forces and institutions inside the organization that affect the organization's performance D) forces inside the organization that increase the organization's performance B) factors and forces outside the organization that can affect the organization's performance Internal constraints that influence managers' decisions and actions come from ________. A) the attitudes of customers B) the culture of the organization C) the prevailing political conditions D) the fluctuations in the stock market B) the culture of the organization The term ________ is used to collectively refer to any constituencies in an organization's environment that are affected by its decisions and actions. A) competitors B) shareholders C) unions D) stakeholders D) stakeholders ________ has been described as the shared values, principles, traditions, and ways of doing things that influence the way organization members act. A) Corporate hierarchy B) Business configuration C) Organization culture D) Industrial psychology C) Organization culture Google has often been cited as a model for employee satisfaction. Google takes extensive care to ensure employees have the best available conditions to perform, ranging from free snack bars, free massages, innovation rooms, spas-on-site, and many more such measures. Which dimension of organizational culture is Google said to emphasize through such measures? A) stability B) aggressiveness C) people orientation D) attention to detail C) people orientation A company whose managers focus on results, rather than how results are achieved, most likely possesses a high degree of ________. A) people orientation B) team orientation C) outcome orientation D) aggressiveness C) outcome orientation The original source of an organization's culture usually reflects ________. A) the present conditions in which the organization functions B) the composition of its productive workforce C) the degree of success that the organization has achieved D) the vision or mission of the organization's founder D) the vision or mission of the organization's founder Which of the following is a basic definition of ethics? A) moral guidelines for behavior B) rules for acknowledging the spirit of the law C) rules or principles that define right and wrong conduct D) principles for legal and moral development C) rules or principles that define right and wrong conduct Reasoning at the ________ level of moral development indicates that moral values reside in maintaining the conventional order and the expectations of others. A) preconventional B) conventional C) principled D) arrival B) conventional When considering ethics in an international context, it is important to know that... A. social and cultural differences determine acceptable behavior B. given that there might be social and cultural differences acceptable behavior is to fulfill social obligation C. it is always safe to behave in a socially responsive manner D. being socially responsible will usually lead to acceptable behavior A. social and cultural differences determine acceptable behavior The Foreign Corrupt Practices Act __________ small payoffs to foreign government employees whose duties are primarily administrative or clerical when such payoffs are an accepted part of doing business in that country. A. encourages B. expressly prohibits C. does not expressly prohibit D. recommends C. does not expressly prohibit ________ defined as the principles and beliefs that define right and wrong decisions and behavior. A) Whistle-blowing is B) Entrepreneuring is C) Ethics is D) Values are C) Ethics is At the ________ level of moral development, a person's choice between right or wrong is based on personal consequences from outside sources, such as physical punishment, reward, or exchange of favors. A) preconventional B) conventional C) principled D) elevated A) preconventional At the ________ level of moral development, ethical decisions rely on maintaining expected standards and living up to the expectations of others. A) principled B) conventional C) conscientious D) preconventional B) conventional In which of the following stages of moral development do individuals live up to what is expected by people close to them and maintain conventional order by fulfilling obligations to which they have agreed? A) conscientious stage B) conventional stage C) principled stage D) preconventional stage B) conventional stage ________ represent basic convictions about what is right and wrong. A) Dogmas B) Values C) Cultures D) Beliefs B) Values ________ measures the strength of a person's convictions. A) Moral development B) Locus of control C) Ego strength D) Social desirability C) Ego strength ________ is the degree to which people believe they control their own fate. A) Ego strength B) Locus of control C) Social responsibility D) Social obligation B) Locus of control Which of the following organizations is best suited to promote ethical behavior in its employees? A) An organization that has a reward and punishment system that depends on specific goal outcomes. B) An organization that has formal rules and regulations in place. C) An organization that wants its employees to achieve their goals at any cost. D) An organization that has a performance appraisal system that focuses exclusively on outcomes. B) An organization that has formal rules and regulations in place. The Foreign Corrupt Practices Act makes it illegal for U.S. firms to ________. A) make any cash payment for deferential treatment in a foreign transaction B) make any payment over 5 percent of total cost toward administrative overhead in foreign transactions C) knowingly corrupt a foreign official D) knowingly pay a foreign clerical or ministerial employee in exchange for service C) knowingly corrupt a foreign official Employees who raise ethical concerns or issues in an organization are known as ________. A) employee-volunteers B) whistle-blowers C) entrepreneurs D) philanthropist B) whistle-blowers Americans tend to suffer from parochialism. True Managers with an ethnocentric attitude would not trust foreign employees with key decisions or technology. True The three original partners of NAFTA are the United States, Canada, and Mexico. True In a global marketplace ________. A) the entire world is a marketplace B) national borders are irrelevant C) the potential for organizations to grow expands dramatically D) all of the above D) all of the above To succeed in a global marketplace, managers must ________. A) constantly develop new strategies to maintain their parochial views B) expect competitors to suddenly appear at any time from any place C) implement only the best practices of their home countries D) downplay the effect of the values and customs of other cultures B) expect competitors to suddenly appear at any time from any place One reason for parochialism in the United States is that Americans tend to study ________ in school. A) only English B) only two languages C) English and French D) English and Spanish A) only English Ethnocentric views concentrate on their ________. A) home country B) host country C) world orientation D) racial orientation A) home country Parochialism is ________. A) acceptance of diverse points of view B) a desire to leave one's own culture for a foreign culture C) a tendency to view the world through a single perspective D) recognition of diverse religious beliefs C) a tendency to view the world through a single perspective Which of the following is the least favorable attitude for an American manager who wishes to be successful in international business? A) multicultural B) multicentric C) ethnocentric D) polycentric C) ethnocentric Successful global management requires an attitude that is best described as ________. A) multicentric B) ethnocentric C) polycentric D) geocentric D) geocentric A global mindset requires intellectual, psychological and social capital, aka KOA True For U.S. businesses to have successful global management, which of the following statements provides the best advice? A) Americans should continue to push for the use of English only. B) Stick to your own customs to avoid embarrassing incidents. C) Make sure foreign business people know you are American so they will speak to you in English. D) Develop an understanding of multicultural differences. D) Develop an understanding of multicultural differences. The European Union covers ________. A) border controls, taxes, and subsidies B) nationalistic policies and travel C) employment, investment, and trade D) all of the above D) all of the above The North American Free Trade Agreement includes ________. A) Mexico, Canada, and the United States B) Canada, Mexico, and Brazil C) the United States, Canada, and Honduras D) Columbia, Mexico, and the United States A) Mexico, Canada, and the United States Importing and exporting represent a more significant global investment than which of the following? A) licensing B) franchising C) global sourcing D) strategic alliance C) global sourcing Joint ventures are a type of ________. A) license B) franchise C) foreign subsidiary D) strategic alliance D) strategic alliance ________ is a cultural dimension in which people expect others in their group to look after them and protect them when they are in trouble. A) Power distance B) Collectivism C) Achievement D) Uncertainty avoidance B) Collectivism Which of the following would you find in a country with a high power distance? A) Society accepts narrow differences in organizations. B) Title carries little power, but status power is high. C) There is little respect for those in authority. D) Titles, rank, and status carry a lot of weight. D) Titles, rank, and status carry a lot of weight. Mary was given a new assignment to head up the European division for her multinational organization. Before leaving the United States to take up her new assignment she needs training to manage and understand the European division. Mary found that wealthier nations, such as the United States, tend to ________. A) have high uncertainty avoidance B) be individualistic C) be collectivist D) have high power distance B) be individualistic Which are the following trade agreements has President Trump said he will either pull the US out of or negotiate a better agreement for the US? A. the TPP B. NAFTA C. EU D. AEAN B. NAFTA A procedure ________. A) is an explicit statement that tells a manager what can or cannot be done B) is a series of sequential steps a manager uses to respond to a structured problem C) is used mainly for unstructured, rather than structured, problems D) is subject to the interpretation of the decision maker B) is a series of sequential steps a manager uses to respond to a structured problem What is a difference between a policy and a rule? A) A policy establishes general parameters for the decision maker. B) A policy specifies what should or should not be done. C) A policy is more explicit. D) A rule typically contains an ambiguous term. A) A policy establishes general parameters for the decision maker. In the decision-making process, after allocating weights to the decision criteria, the decision-maker must then ________. A) list viable alternatives that could resolve the problem B) allocate weights to each alternative that could resolve the problem C) evaluate each alternative that could resolve the problem D) rate all alternatives that could solve the problem using the decision criteria A) list viable alternatives that could resolve the problem The final step in the decision-making process is to ________. A) determine the criteria for the next decision B) analyze the process of allocating weights to the decision criteria C) evaluate the outcome of the decision D) implement the chosen alternative C) evaluate the outcome of the decision After identifying the decision criteria that are important or relevant to resolving a problem, the next step in the decision-making process is ________. A) allocating weights to the criteria B) analyzing the alternatives to solving the problem C) reducing the number of criteria through the process of elimination D) implementing the alternative A) allocating weights to the criteria Creativity is most essential in which of the following steps of the decision-making process? A) analyzing alternatives B) allocating weights to the decision criteria C) developing alternatives D) identifying decision criteria C) developing alternatives Amanda, a single parent, is looking for a new job. Considering that she has two school-going children, she is particularly keen on finding an employer who can provide her with alternative work arrangements such as flexible work hours and telecommuting. In terms of the decision-making process, these represent Amanda's ________. A) decision criteria B) problems C) alternatives D) heuristics A) decision criteria Max is planning on going away to college next year and is currently trying to figure out which colleges he should apply to. He would like to major in English Literature at an accredited liberal arts college, but is also looking for a university that offers financial aid. In terms of the decision-making process, these represent Max's ________. A) problems B) alternatives C) decision criteria D) heuristics C) decision criteria ________ are straightforward, familiar, and easily defined. A) Unstructured problems B) Structured problems C) Unique problems D) Nonprogrammed problems B) Structured problems After identifying a problem, the next step in the decision-making process is ________. A) identifying decision criteria B) allocating weights to decision criteria C) analyzing alternatives D) developing alternatives A) identifying decision criteria ________ is the existence of a discrepancy between an existing and a desired state of affairs. A) A solution B) A weakness C) A problem D) A situation C) A problem In identifying the problem, a manager ________. A) compares the current state of affairs with where they would like to be B) expects problems to be defined by neon lights C) looks for discrepancies that can be postponed D) will not act unless there is pressure to make a decision A) compares the current state of affairs with where they would like to be Selecting an alternative in the decision-making process is accomplished by ________. A) choosing the alternative with the highest score B) choosing the one you like best C) selecting the alternative that has the lowest price D) selecting the alternative that is the most reliable A) choosing the alternative with the highest score A series of eight steps that begins with identifying a problem and concludes with evaluating the decision's effectiveness is the ... A) decision-making process B) managerial process C) maximin style D) bounded rationality approach A) decision-making process What is the second step in the decision-making process? A) identifying decision criteria B) allocating weights to the criteria C) analyzing alternatives D) identifying a problem A) identifying decision criteria To determine the ________, a manager must determine what is relevant or important to resolving the problem. A) geocentric behavior needed B) number of allowable alternatives C) weighting of decision criteria D) decision criteria D) decision criteria |
Which of the following is an accurate statement regarding effective employee management
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