MGT 491 - Chapter 14 & Chapter 16 Modules & Quiz

MGT 491 - JSU - Chapter 14 & Chapter 16 Modules & Quiz

make sure their business activities align with strategy.

The purpose of using a balanced scorecard is for companies to

• keep track of their wins and losses.

• get a better understanding of their balance sheet.

• compare themselves with their competitors.

• make sure their business activities align with strategy.

• keep track of their assets and their debits.

internal business processes

Replacing Starbucks’ baristas with automated coffee-making machines would fall under what perspective?

• financial

• innovation and learning

• customer

• internal business processes

• human resources

customer

For an airline company, frequent reliable departures are a measurable objective for which perspective?

• financial

• innovation and learning

• customer

• internal business processes

• employee satisfaction

All of these choices are correct.

Which of the following describes the purpose of managerial control?

• setting goals

• arranging tasks around goals

• assessing goal accomplishment

• taking corrective action

• All of these choices are correct.

taking corrective action

Sarah is a manager at a retail store that sells mobile devices. After reviewing the store’s sales records over the past several months, she determines that the store needs to sell more devices to boost their sales. Accordingly, she tells employees that they will be expected to sell at least five phones per day and assesses the number of sales each employees make after a month has passed. Most employees met this requirement, but a few sold fewer than five phones per day. Sarah decides not to approach these underperforming employees for fear of being disliked. Which of the following steps in the control process did Sarah not take?

• arranging people around goals

• setting goals

• taking corrective action

• comparing performance with stated goals

• measuring performance

the set goal was too ambitious or employees need to improve their performance.

When a goal is not met, a manager should assume that

• employees need to improve their performance.

• the set goal was too ambitious and needs to be scaled back.

• the control process was flawed.

• expected performance was not effectively communicated to employees.

• the set goal was too ambitious or employees need to improve their performance.

appearance

Which of the following is NOT one of the five sources of power?

Group of answer choices

expert

reward

coercive

legitimate

appearance

coercive

Keith was put on probation for a string of customer complaints about his poor service and professionalism. His supervisor was using ________ power.

expert

reward

referent

socialized

coercive

task structure

One of three dimensions of situational control in the contingency leadership model, ________ is the extent to which tasks are routine, unambiguous, and easily understood.

job mastery

task structure

task identity

position power

job design

employee characteristics and environmental factors.

According to House’s revised path-goal theory, a leader’s style should vary depending on

situational control and organizational readiness.

employee characteristics and environmental factors.

position power and situational control.

leader-member relations and environmental factors.

organizational readiness and leader-member relations.

transformational

Charismatic leadership is now considered part of ________ leadership.

transactional

transformational

laissez-faire

servant

shared

operational

Monitoring performance to ensure that day-to-day goals are being implemented and taking corrective action as needed is known as ______ control.

strategic

functional

operational

tactical

managerial

 

Decentralized

_____ control is an approach to organizational control that is characterized by informal and organic structural arrangements.

Relational

Functional

Decentralized

Bureaucratic

Market

the balanced scorecard

Some managers use _____, which provides four indicators with which organizations can set goals and measure performance.

a strategic map

the balanced scorecard

measurement management

a strategic scorecard

evidence-based management

people orientation and improvement orientation.

TQM's two core principles are

employee commitment and customer satisfaction.

financial health and financial stability.

management and leadership.

people orientation and improvement orientation.

radical innovation and continuous improvement.

check

Which of the following is part of Deming’s PDCA cycle?

check

direct

apply

process

decide