1. ________ is defined as a business
firm’s intention, beyond its legal and economic obligations, to do the right
things and act in ways that are good for society.
·
Social
screening
·
Social responsibility
·
Social
obligation
·
Values-based management
2. The balanced scorecard measures
organizational performance against previously established standards. Which of
the four functions of management relates most closely to setting these
standards?
·
Controlling
·
Leading
·
Organizing
·
Planning
3. Budgets can be used as tools
within which two functions of management?
·
Controlling and
organizing
·
Planning and leading
·
Controlling and planning
·
Organizing and leading
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4. Indira Patel has been working in
her organization’s computer security department for the past 10 years. If
another employee follows Indira’s recommendations in a given situation, based
on her expertise in computer security, which source of power is Indira
using?
·
Legitimate
power
·
Coercive
power
·
Expert power
·
Referent power
5. If Carol Reece is a charismatic
leader, which of the following characteristics is she most likely to
possess?
·
An external locus of
control
·
A sensitivity to environmental
constraints and follower needs
·
A strong need to be in
control
·
A fear of taking risks
6. According to the Ohio State
studies, which of the following dimensions of leader behavior refers to the
extent to which a leader is likely to define and structure his or her role and
the roles of group members to meet goals?
·
Consideration
structure
·
Intelligence structure
·
Initiating structure
·
Psychological structure
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7. On Monday, Jim’s Taco Shop
identified a problem with tainted ground beef that was used to make tacos and
nacho platters for its lunch customers. If the staff at Jim’s did not identify
the problem until after the lunch rush, what type of control would this
demonstrate?
·
Feedforward control
·
Concurrent
control
·
Proactive
control
·
Feedback control
8. The ________ determines the
number of levels and managers in an organization.
·
chain of
command
·
span of control
·
unity of
command
·
delegation of authority
9. During benchmarking, an
organization can compare its processes and products to competitors in its own
industry and to noncompetitors outside the industry. What is a main benefit of
comparing a firm’s performance against an organization it does not consider a
competitor?
·
A noncompetitor may allow an
organization to see its practices more readily than a competitor in the same
industry.
·
A noncompetitor may be the world
leader in a specific process or practice, and an organization can learn from
it.
·
A noncompetitor may be easier to
find and benchmark, because the top firms in the world are so
diverse.
·
There is no benefit to benchmarking
a firm against a noncompetitor.
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10. If a manager rationalizes that
he or she does not have time to investigate the source of a problem and instead
resorts to putting out fires, the manager is missing the use of ________.
·
bureaucratic control
·
basic corrective
action
·
concurrent
control
·
immediate corrective action
11. Which leadership theory is
derived from the belief that a leader’s job is to remove pitfalls and
roadblocks so followers can achieve their work
goals?
·
Contingency
theory
·
Fiedler’s
theory
·
Leader participation
model
·
Path-goal theory
12. A company that wants to
distinguish itself from the competition in the marketplace is most likely using
which of the following strategies?
·
Functional strategy
·
Focus strategy
·
Differentiation strategy
·
Generic strategy
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13. When a manager makes use of a
SWOT analysis, one of his or her objectives is
to
·
set specific short-term performance
standards for each
department
·
formulate appropriate strategies to
exploit strengths, protect against threats, and correct weaknesses
·
evaluate the desirability of issuing
stocks or bonds in the current financial
climate
·
identify the best employees to fill
each position in the organization
14. What can be said about a manager
who believes she worked hard and met her organization’s productivity goals
despite unfavorable conditions?
·
She has an external locus of
control.
·
She has a high ego strength.
·
She has an internal locus of
control.
·
She has a low ego strength.
15. Which of the following is a
characteristic of a matrix organization?
·
It is free of internal and external
boundaries.
·
It has formal departments to which
employees return after completing a project
·
It conforms to the unity of command
principle.
·
It has a single chain of command for
functional managers to report to.
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16. Which of the following is a
characteristic of an organic
organization?
·
Narrow span of
controls
·
High specialization
·
Cross-functional
teams
·
Rigid departmentalization
17. Conflicts can be resolved by
satisfying one’s own needs at the expense of others. This conflict- management
technique is known as ________.
·
forcing
·
avoiding
·
collaborating
·
compromising
18. When planning for unexpected
events, a company is using which of the following techniques?
·
Contingency planning
·
Benchmarking
·
Financial forecasting
·
SWOT analysis
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19. Melvin manages a team of 10
employees, including Jane and Jared. Jared is leaving the organization to
find a job as a manager in another field. Meanwhile, due to performance issues,
Melvin terminates Jane’s employment with the company. Both of these are
examples of what type of employee behavior?
·
Job
satisfaction
·
Employee
productivity
·
Absenteeism
·
Turnover
20. Searching for new ideas beyond
an organization’s boundaries and allowing changes to easily transfer inward and
outward is known as
________.
·
open innovation
·
strategic
partnering
·
knowledge
management
·
organizational osmosis
21. Which business practice would
likely encourage ethical behavior?
·
Intense competition for valued
rewards
·
Cultural values for obedience to
authority
·
Strong emphasis on individual
productivity
·
Strong emphasis on leading by
example
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22. Why are feedforward controls
more rarely implemented as compared to other types of
controls?
·
Feedforward controls result in
wasted time and money.
·
Feedforward controls require
managers to interact directly with
employees.
·
Feedforward controls are
time-consuming for managers because they must continually monitor
progress.
·
Feedforward controls require timely
and accurate information that is hard to obtain.
23. Which of the following
statements is true about group decision making?
·
It generates more complete
information and knowledge.
·
It is most suitable for matters that
must be critically evaluated.
·
It prevents any one minority from
dominating or influencing the final decision.
·
It takes less time to reach a
solution than it would an individual.
24. In the ________ approach of
going green, organizations respond to the environmental preferences of
customers.
·
activist
·
legal
·
market
·
stakeholder
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25. Thomas often annoys his
coworkers with his talkativeness and assertive personality. According to the
Big Five Model of personality, Thomas would be described as high in the trait
of ________.
·
openness to
experience
·
extraversion
·
agreeableness
·
conscientiousness
26. If a firm wanted to identify how
much money was being made for each sale of a given product (above and beyond
the costs associated with making that product), what type of ratio would it
use?
·
Liquidity
ratios
·
Activity ratios
·
Profitability
ratios
·
Leverage ratios
27. It is crucial to determine an
acceptable _____ during the comparing step in the control
process.
·
written report
·
measure of organizational
performance
·
ideal standard
·
range of variation
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28. An organization’s ________ goals
are official statements of what an organization says its goals
are.
·
real
·
stated
·
synthetic
·
implicit
29. Kelly is interviewing candidates
to fill a vacancy on her team. One candidate has a degree from a prestigious
university, and Kelly is impressed. In speaking with her fellow members of the
interview panel, however, Kelly finds that no one else enjoyed the interview
with the candidate, finding her to be pompous, aggressive, and self-serving. In
her focus on only the candidate’s education, Kelly may have fallen victim to
_______.
·
stereotyping
·
the halo
effect
·
assumed
similarity
·
selectivity
30. Which of the following stages is
when the group structure is in place and accepted by the group
members?
·
Norming
·
Storming
·
Performing
·
Adjourning
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