Paper Code: STMG191-12ATHE UNIVERSITY OFWAIKATO2014: 2024 – Essay Writing Service. Custom Essay Services Cheap A SEMESTER EXAMINATIONSSTMG191-12ASECTION A – Multiple Choice (20 questions at 1 mark each, total 20 marks)Choose one correct answer and write your answers on the answer sheet provided. Use Capitalletters on your answer sheet, e.g. A, B, C, Dor E.1. In Maslow’s hierarchy of needs theory, the ___ principle holds that a satisfied need isnot a motivator of behaviour.a) processb) progressionc) deficitd) hygienee) expectancy2. The tendency of persons singled out for special attention to perform as predicted just because ofexpectations created by the situation itself is called _______ _a) the Bakersfield method.b) the Engersoll finding.c) the Hawthorne effect.d) the glass ceiling effect.e) the deficit principle.3. General management theory would suggest that a flat organisation, as compared with a tallorganisation, would have to be more decentralised, have fewer levels of management, and havea) more managers.b) broader spans of control.c) more narrow spans on control.d) matrix departmentalisation.e) closer physical proximity.4. When managers think contingently about the design of an organisation, they should ask certainquestions. Which of the following best describes the types of question managers should ask?a) What are the individual choices for organisational design in the manager’s department?b) Does the design support the implementation of strategies and the attainment of keyoperating objectives?c) Does the design respond to social forces but not environmental forces?d) Does the design respond to environmental forces but not social forces?e) Does the design respond to cultural diversity?5. In the two-factor theory of motivation, satisfier factors involve and affect ___ _a) job content, job satisfaction.b) job content, job dissatisfaction.c) job context, job satisfaction.d) job context, job dissatisfaction.e) both job context and content, both job satisfaction and dissatisfaction.ContinuedSTMG191-12A6. Production plans, financial plans, facilities plans, marketing plans, and human resource plans areall examples of plans.a) strategicb) operationalc) contingencyd) standing-usee) flexible7. TNT Express Delivery Service makes use of calibrated productivity standards as well as the timingof package sorting, delivery, and pickup to keep productivity at the highest level per employee.In developing worker productivity standards, TNT obviously makes use of ____ _a) behavioural theories.b) self-actualisation.c) systems theory.d) motion studies.e) administrative principles.8. The approach to the study of leadership focuses on a leader’s personalcharacteristics as the primary determinants of leadership success.a) traitb) behaviouralc) contingencyd) situationale) path-goal9. Diversification through occurs when a business seeks added value creation byacquiring suppliers or distributors.a) concentrationb) related diversificationc) unrelated diversificationd) divestituree) vertical integration10. Good selection decisions are most likely made when responsibility for analysing all the data andmaking the final decision to hire or reject an applicant rests with ______ _a) the applicant’s prospective co-workers.b) the head of the human resources department.c) the applicant’s prospective manager or team leader.d) the doctor giving the physical exam and drug test.e) the applicant’s prospective manager or team leader, potential co-workers and the humanresources staff.11. structures are typically used when there is a need to differentiate products orservices in various locations, such as in international operations where there is a need to focuson the requirements of particular cultures and regions of the world.a) Productb) Marketc) Geographicald) Customere) ProcessContinuedSTMG191-12A12. From the perspective of Porter’s five forces mode, a(n) is one with less intensecompetition, few threats from new entrants or substitutes and low bargaining power amongsuppliers and buyers.a) attractive industryb) unattractive industryc) competitive industryd) noncompetitive industrye) normal industry13. Company LMN, a toy manufacturer, has discovered that one of its suppliers has used lead basedpaint on one of its products. It is the week before Christmas. The executive committee hasassembled a team to devise a plan to mitigate the issue. LMN is using ______ _a) tactical planning.b) strategic planning.c) functional planning.d) production planning.e) mitigation planning.14. The main emphasis of the justice view of ethical behaviour is ________ _a) assessing the implications of a decision in terms of its long-term personal consequences.b) promoting honesty and integrity.c) ensuring that people’s rights are protected and respected.d) evaluating a decision on the basis of its impartiality and fairness.e) ensuring that the greatest number of people benefit to the greatest extent possible.15. In Hersey and Blanchard’s situational leadership model, a manager who emphasises the sharingof ideas and decision-making uses which leadership style?a) Congenial.b) Delegating.c) Participating.d) Asking.e) Selling.16. Len and John are managers. Len spends a lot of time scheduling work to be done and providingguidance on its accomplishment. John takes great care to listen to his subordinates’ concernsand act friendly toward them. In the terminology of House’s path-goal theory, Len is acting asa(n) leader, while John is acting as a(n) leader.a) directive … achievement-orientedb) directive … supportivec) achievement-oriented … participatived) achievement-oriented … supportivee) autocratic … democratic17. The two types of personal power are ____ and ___ _a) legitimate … expert.b) coercive … expert.c) coercive … legitimate.d) reference … legitimate.e) expert … referent.ContinuedSTMG191-12A18. Which of the following gives the BEST description of the management function called leading?a) Determining what is to be achieved, setting goals, and identifying appropriate steps.b) Monitoring performance, comparing results, and taking corrective action.c) Defining tasks, assigning personnel, and supporting them with resources.d) Setting goals, allocating resources, and giving corrective feedback.e) Building commitment and enthusiasm to direct work efforts that support goal attainment.19. applies the HRM process to ensure the effective accomplishment of organisationalmission and strategies.a) Get research paper samples and course-specific study resources under homework for you course hero writing service – Manage ment by objectivesb) Strategic managementc) Strategic human resource managementd) Human portfolio analysise) Strategic organisational design20. Bureaucratic control emphasises hierarchy and authority while clan control emphasisesa) daily meetings.b) budgets and expense accounts.c) behaviour and personality as set by society.d) norms and expectations set by the organisational culture.e) keeping up with the competition.ContinuedSTMG191-12ASECTION B – Matching (10 questions at 1 mark each, total 10 marks)Match the most appropriate letter answer to the corresponding phrase by placing that letter in theappropriate box on the answer sheet provided.A Theory X B Valence c Threats D Job specialisationE Expectancy F Weaknesses G Planning H ParticipativeI Socialisation J Satisficing K Multinational L ProgrammedM Visionary N Leading 0 TheoryY p ControlQ Transnational R Contingency Theory s Orientation T Optimising21. _____ involves selecting the first decision option that appears to work in solving theproblem.22. The process by which division of labour occurs is known as ____ _23. If a manager feels that his or her responsibility is to create a work setting in which subordinatesconsider their work to be satisfying, this manager is acting consistently with the principle of24. Measuring performance and taking action to ensure desired results is the essence of themanagement function of ____ _25. Decisions for which solutions are readily available from past experience to solve problems thatare structured and routine and tend to arise on a regular basis are called _____ decisions.26. _____ leadership describes a leader who brings to the situation a clear and compellingsense of the future as well as an understanding of the actions needed to get there successfully.27. is a set of activities designed to familiarise new employees with their jobs, their coworkersand the key aspects of the organisation.28. A company that operates worldwide without being identified with one national home is knownas a _____ corporation.29. In conducting a SWOT analysis, a company’s _____ should be assessed in terms of newcompetitors, possible resource shortages, changing market tastes, substitute products and newregulations.30. In Victor Vroom’s expectancy theory of motivation, _____ refers to the person’s belief thatworking hard will result in a desired level of task performance.Paper Code: STMG191-l3ATHE UNIVERSITY OFWAIKATOPaper Code: STMG191-13ASECTION A – Multiple Choice (20 questions at 1 mark each, total 20 marks)Choose one correct answer and write your answers on the answer sheet provided. Use Capitalletters on your answer sheet, e.g. A, B, C, D or E.1. An advantage of functional structures is the ___________ _a) Resulting economics of scale.b) Enlarged tasks for employees.c) Easy pinpointing of responsibility for product problems.d) Development of general management skills.e) Flexibility in an unstable environment.2. Information about opportunities and threats comes from ___ _a) An analysis of the organisation’s internal environment.b) A department-by-department study of the organisation.c) Scanning the external environments.d) Employee grievances.e) Financial ratios of the organisation.3. The ______ model of decision-making is most valuable when applied to ____ _a) Administrative; programmed decisions.b) Classical; non-programmed decisions.c) Classical; programmed decisions.d) Classical; ambiguous decisions.e) Administrative; structured decisions.4. The increase in customer preference for healthy eating over the past ten years has presented athreat to the growth of Coca Cola’s soft drink business. Which of Porter’s ‘five forces’ would youattribute this change in preference?,a) Differentiation.b) Bargaining power of buyers.c) Bargaining power of suppliers.d) Threat of substitute products.e) Potential new entrants.5. When everyone is pursuing self-direction, the greater good is ultimately served because peoplelearn to accommodate each other in their own long-term interest. This is an example ofa) Utilitarian approach.b) Individualism approach.c) Moral-justice approach.d) Justice approach.e) Social responsibility.ContinuedPaper Code: STMG191-13A6. is considered important in the decision making process because it providesdecision makers with information that can precipitate a new decision cycle.a) Feedbackb) Interpretationc) Implementationd) Bounded Rationalitye) None of these7. define an organization’s responses to emergencies, setbacks orunexpected conditions.a) Operational plansb) Tactical plansc) Contingency plansd) Mission planse) Tactical plans8. Unity of command and the scalar principle are both closely related to thea) Amount of work specialisation in an organisation.b) Degree of formalisation.c) Chain of command.d) Amount of bureaucracy in the organisation.e) Matrix structure.9. According to Hersey and Blanchard, which of the following styles works best for employees withgreat ability but no willingness?a) Selling.b) Telling.c) Participating.d) Delegating.e) None of these.10. Theories that explain how employees select the behaviours that allow them to meet their needsare known as _______ _a) Content theories.b) Process theories.c) Contingency theories.d) Need hierarchy theories.e) Reinforcement theories.ContinuedPaper Code: STMG191-13A11. ____ is the process of applying the law of effect to control behaviour by manipulating itsconsequences.a) Equity exchangeb) Expectancy developmentc) Outcome managementd) Operant conditioninge) Outcome conditioning12. The Vroom-Jago leader-participation theory indicates that a leader should use a more authorityorienteddecision method under all of the following conditions EXCEPTa) the leader personally has the expertise needed to solve the problem.b) the leader is confident and capable of acting alone.c) others are likely to accept the decision the leader makes.d) little or no time is available for discussion.e) the situation is highly favourable for the leader.13. Which of the following is not a potential advantage of internal recruitment?a) Internal recruitment provides people who are not emotionally entangled in theorganisation’s policies and procedures.b) Internal recruitment is usually less expensive than external recruitment.c) Internal recruitment deals with people whose performance records are well established.d) A history of serious internal recruitment can be encouraging to employees.e) Serious internal recruitment shows employees they can advance by working hard.14. The ____ is a ‘shadow’ organisation made up of the unofficial, but often critical, workingrelationships between organisational members.a) formal structureb) organisation chartc) informal structured) adaptive organisation structuree) horizontal organisation structure15. Which of the following is an accurate description of the control equation?a) Need for action =desired performance+ actual performance.b) Need for action= performance expectations+ performance deviations.c) Need for action =desired performance – actual performance.d) Need for action = performance expectations – performance deviations.e) None of these is an accurate description of the control equation.ContinuedPaper Code: STMG191-13A16. Bureaucratic control emphasises hierarchy and authority while clan control emphasisesa) daily meetings.b) budgets and expense accounts.c) behaviour and personality as set by society.d) norms and expectations set by the organisational culture.e) keeping up with the competition.17. Which of the following statements about the Hawthorne Studies is incorrect?a) The studies were started to identify the influence that ‘social factors’ had on productivity.b) The studies were started to determine the effect that different levels of lighting had onproductivity.c) In one study, workers’ productivity increased as the level of illumination at theirworkstations was decreased.d) The ‘social setting’ of the various experiments influenced the results ofthe studies.e) People would restrict output to avoid the displeasure of the group, even if it meantsacrificing pay.18. The use of participatory planning can produce all of the following benefits EXCEPTa) increase creativity in planning.b) increase commitment of people for planning.c) increase acceptance of chosen alternatives.d) increase conflict over scarce resources.e) increase information available for planning.19. How are strategic plans and operational plans related?a) Strategic plans and operational plans are unrelated.b) Strategic plans define what needs to be done to implement operational plans.c) Strategic plans are developed to address long-term organisational objectives; operationalplans implement strategic plans.d) Operational plans are developed to meet long-term organisational objectives; strategic plansimplement operational plans.e) Strategic plans set operational objectives; operational plans carry out those objectives.20. A strict chain of command, strong work group identities and ambiguous priorities are:a) organisational barriers to whistleblowing.b) essential components of moral quality circles.c) mechanisms for resolving ethical dilemmas.d) All of the above.e) None of the above.ContinuedPaper Code: STMG191-13ASECTION B – Matching (10 questions at 1 mark each, total 10 marks)Match the most appropriate letter answer to the corresponding phrase by placing that letter in theappropriate box on the answer sheet provided.A Justice B Direct investment c Interpersonal D Theory YE Coercive power F Non-programmed G Structured H InformationalI Differentiation J Global sourcing K Collectivism L ValenceM Business Strategy N Cost Leadership 0 TheoryX p Functional StrategyQ Mentoring R Value s Referent power T Coaching21. The strategy involves an attempt to distinguish the firm’s products or servicesfrom others in the industry.22. When a rural community hospital decides to add a radiation therapy unit, it is considered a_____ decision.23. Briana feels
hat her workforce requires the threat of punishment if they have any chance ofachieving their organisation’s goals. Briana subscribes to the _____ perspective of humanresource management.24. ____ occurs when an experienced employee guides and supports a less experiencedemployee.25. Power that results from characteristics that command subordinates’ identification with, respectand admiration for and desire to emulate the leader is called _____ _26. The value or attraction an individual has for a particular outcome is known as its level of27. _____ answers the question: How can we best use resources to implement our businessstrategy?28. Suppose that a lecturer’s main concern in grading term papers is to evaluate the papers andassign grades fairly and objectively in light of the requirements and grading scale contained inthe course syllabus. From an ethics perspective, this is an example of the lecturer adopting the_______ view.29. ______ provides a business with the opportunity to take advantage of international wagegaps and the availability of skilled labour by dispersing more and more work to foreign locations.30. According to Henry Minztberg, managerial roles that involve interactions with people inside andoutside the work unit are called ______ roles.ContinuedPaper Code: STMG191-13BTHE UNIVERSITY OFWAIKATOPaper Code: STMG191-13BSECTION A – Multiple Choice (20 questions at 1 mark each, total 20 marks)Choose one correct answer and write your answers on the answer sheet provided. Use Capitalletters on your answer sheet, e.g. A, B, C, D or E.1. The basic premise of the Hersey-Blanchard situational leadership model is that:a) Get research paper samples and course-specific study resources under homework for you course hero writing service – Manage rs should adjust their leadership styles depending on the readiness of the followersto perform in a given situation.b) Get research paper samples and course-specific study resources under homework for you course hero writing service – Manage rs should find situations that suit their leadership style.c) Get research paper samples and course-specific study resources under homework for you course hero writing service – Manage rs should first define the situational demands of the work setting.d) Get research paper samples and course-specific study resources under homework for you course hero writing service – Manage rs should determine the amount of situational control they believe they have in eachsituations.e) Get research paper samples and course-specific study resources under homework for you course hero writing service – Manage rs should use the leadership style that is most comfortable for them.2. Controlling is the management function that————-a) Sets direction and allocates resources.b) Brings people and material resources together.c) Inspires people in the utilization of resources.d) Ensures that the right things happen, in the right way, at the right time.e) Monitors and manipulates new employees.3. The act of sharing experiences and insights between a senior person and a new or early-careeremployee is known as ________ _a) modelling.b) mentoring.c) coaching.d) executive orientation.e) executive socialisation.4. When a manager’s charisma or interpersonal attractiveness is used to influence the behaviour ofsubordinates, the manager is using———a) referent power.b) human relations leadership.c) expert power.d) position power.e) participative leadership.5. According to Adam’s (1963) equity theory of motivation, we prefer situations in which:a) All share equally in rewards.b) The “winner” takes it all.c) Equal rewards are given to all who produce equally.d) The ratio of our inputs and outcomes is perceived as equal that those of others.e) We are certain we can perform well.ContinuedPaper Code: STMG191-13B6. To make the most of the expectancy theory of motivation, managers should ______ _a) focus on group needs rather than individual thought processes.b) maximise expectancies, instrumentalities and valences that support the organisationalobjectives.c) try to get all effort-performance-outcome chains to balance.d) attempt to adjust employees’ valences so that they match the organisation’s rewards.e) establish non-contingent reward systems.7. The is a ‘shadow’ organisation made up of the unofficial, but often critical, workingrelationships between organisational members.a) formal structureb) organisation chartc) informal structured) adaptive organisation structuree) horizontal organisation structure8. Porter suggests that industry attractiveness is a function of five forces, including:a) Profitability, market share, workforce quality, innovativeness, social responsibility.b) Cost efficiency, product quality, service quality, workforce quality, innovativeness.c) Differentiation, cost leadership, focused differentiation, focused cost, integration.d) Rivalry, new entrant threat, supplier power, buyer power, threat of substitutes.e) None of the above is Porter’ list of industry forces.9. One of the expected benefits of participatory planning is:a) More commitment to implementation.b) Great attention to contingencies.c) Faster planning.d) Less need for forecasting.e) None of the above.10. Which of the following is a limitation of Scientific Get research paper samples and course-specific study resources under homework for you course hero writing service – Manage ment?a) Get research paper samples and course-specific study resources under homework for you course hero writing service – Manage ment did not usually allow workers to share in profits from increased productivity.b) Specialised jobs become very boring.c) Workers could purposely “under-perform”.d) Both a and b.e) A, band c.11. Social responsibility is an organisation’s ______ _a) Application of ethical behaviour to retain customers.b) Obligation to act in ways to serve stakeholders and society.c) Only involves philanthropic actions and charitable contributions.d) Focus on the reduction of pollution and the enlargement of community green initiative.e) None of the above.ContinuedPaper Code: STMG191-13B12. The Hawthorne studies are significant since they found that work was _____ and that_______ the worker lead to a substantial increase in productivity.a) Repetitive; minimisingb) Demotivating; discipliningc) Unscientific; job competition ford) A social activity; attention toe) Demotivating; training13. A manager using the satisficing model of decision making is most likely to:a) Compile an extensive amount of information about the subject.b) Stop the decision process upon finding a solution that is good enough.c) Test many possible solutions until the best or optimum solution if found.d) Assign a subordinate to decide, as this level of decision is generally regarded as being ofminimal importance.e) Select a solution that will alleviate their problems in the short term, ignoring the long term.14. As an organisation grows over time, the structure is likely to develop from a(n) _____ toa(n) design.a) Divisional; matrixb) Organic; mechanistic;c) Owner-manager; operationald) Owner-manager; functionale) None of the above15. The contingency theory approach:a) Assumes there is no one best way to manage.b) Acknowledge that management is complex.c) Notes that it is always vital for a manger to have a contingency plan in case of unforeseencircumstances.d) A and b only.e) A, band c.16. The main emphasis of the justice view of ethical behaviour is:a) assessing the implications of a decision in terms of its long-term personal consequences.b) promoting honesty and integrity.c) ensuring that people’s rights are protected and respected.d) evaluating a decision on the basis of its impartiality and fairness.e) ensuring that the greatest number of people benefit to the greatest extent possible.ContinuedPaper Code: STMG191-13B17. A strict chain of command, strong work group identities and ambiguous priorities are ___ _a) organisational barriers to whistleblowing.b) essential components of moral quality circles.c) mechanisms for resolving ethical dilemmas.d) All of the above.e) None of the above.18. A job analysis provides useful information that can be used to develop ____ _ anda) jo~ specifications … paired comparisons.b) reliability … performance appraisals.c) work-life balance … career plateauing.d) job descriptions … job specifications.e) job descriptions … job interviews.19. A management technique that helps to integrate planning and controlling isa) Integrated planning and controlling (IPC).b) Planning and controlling management (PCM).c) Get research paper samples and course-specific study resources under homework for you course hero writing service – Manage ment by objectives (MBO).d) Get research paper samples and course-specific study resources under homework for you course hero writing service – Manage ment of planning and controlling (MPC).e) Integrated management functions (IMF).20. is a form of international business through which a company pays a fee for therights to manufacture or sell another firm’s products.a) An incorporated businessb) A joint venturec) A multi-company operationd) A licensing agreemente) A management contractContinuedPaper Code: STMG191-13BSECTION B – Matching (10 questions at 1 mark each, total 10 marks)Match the most appropriate letter answer to the corresponding phrase by placing that letter in theappropriate box on the answer sheet provided.A decentralisation B contingent c diversification D non programmedE high-context F disturbance handler G achievement H recruitingI behavioural J matrix K affiliation L concentrationM trait N job specialisation 0 centralisation p Low-contextQ programmed R network s disseminator T continuous21. Maslow’s hierarchy of needs examines the part needs play in influencing behaviour. The “socialneeds” that Maslow identified can be readily compared with McClelland’s terms as a need for22. The bureaucratic organization design, in addition to high formalisation and standardisation, haspower concentrated at the top of the hierarchy. This indicates a high degree of23. In Mintzberg’s model of managerial roles, the decision role that best describes a General Get research paper samples and course-specific study resources under homework for you course hero writing service – Manage r stepping into a conflict between the medical and administrative staff of the AreaHealth Board is the ——-24. Decisions that are repetitive, well structured, and use predetermined decision rules are usuallycalled decisions.25. The process by which division of labour occurs is known as ________ _26. The structured approach that attempts to generate the advantages of both the functional anddivisional forms is the—·—-structure.27. _____ cultures are those in which much communication takes place through nonverbaland situational cues in addition to the written or spoken word.28. _____ reinforcement administers a reward each time a desired behaviour occurs.29. _____ theories of leadership address the question: What personal characteristics separateeffective leaders from ineffective leaders?30. A _____ strategy involves growth through expansion within the same business area.Continued
Travelling Experience
Can you remember your best experince in another country? Last summer (in 2007), I traveled to the United States for working and spending some time with my friends. I stayed two months in that country. I decided to travel because I wanted to do something different. I was bored about all my daily activities, so […]
