对外经贸大学 管理学原理题库.doc

Chapter 1 Management TRUE/FALSE QUESTIONS 1.Whereas effectiveness is concerned with the means of getting things done, efficiency is concerned with the ends, or the attainment of organizational goals. 2.When managers meet organizational goals, they are efficient and effective. 3.Mintzbergs resource allocation role is similar to Fayols planning function. 4.Coaching and budgeting are skills closely related to the management function of leading.MULTIPLE-CHOICE QUESTIONS5Organizing includes _.a.defining organizational goalsb.hiring organizational membersc.motivating organizational membersd.determining who does what tasks6.Which of the following is not an example of an interpersonal role according to Mintzberg? a.figurehead b.leader c.liaison d.spokesperson 7.Technical skills include _. a.knowledge of and efficiency in a certain specialized field b.knowledge of and proficiency in a certain specialized field c.knowledge of and interest in a general field of endeavor d.skill in and proficiency in a certain specialized field8.Which one of the following phrases is best associated with managerial conceptual skills? a.decision making b.communicating with customers c.using information to solve business problems d. product knowledge9.Which of the following types of skills are described with terms such as abstract situations and visualization? a.interpersonal b.human c.technical d.conceptual10.A deliberate arrangement of people to accomplish some specific purpose is a.a structure. b.a process. c.an organization. d.an assembly operation. Answer 1(7).(False; difficult; p. 8) 2(10).(False; difficult; p. 8) 3(17).(True; difficult; p. 11) 4(24).(False; difficult; p. 13) 5(55).(d; difficult; p. 9) 6(68).(d; difficult; p.11) 7(78).(b; difficult; p. 12) 8(81).(c; moderate; 13) 9(80).(d; moderate; p. 12) 10(86).(c; difficult; p. 16)Chater 6 True/False Questions 1. A decision criterion defines what is relevant in a decision.2.One assumption of rationality is that we cannot know all of the alternatives.3.A policy is an explicit statement that tells a manager what he or she ought or ought not to do.4.A decision criterion defines what is relevant in a decision.5.Nonprogrammed decisions are unique and nonrecurring.MULTIPLE-CHOICE QUESTIONS6.Decision making is (simplistically) typically described as which of the following?a.deciding what is correctb.putting preferences on paperc.choosing among alternatives d.processing information to completion7.The process of selecting decision criteria is accomplished by _. a.massaging the data that will support a given decisionb.flipping a coin to produce a 50-50 chance of being rightc.determining what is relevant in making the decisiond.examining the difference in the opportunities available8.The final step in the decision-making process is to _. a.pick the criteria for the next decisionb.reevaluate the weightings of the criteria until they indicate the correct outcomec.evaluate the outcome of the decisiond.reassign the ratings on the criteria to find different outcomes9.To determine the _, a manager must determine what is relevant or important to resolving the problem.a.geocentric behavior neededb.number of allowable alternativesc.weighting of decision criteriad.decision criteria 10.In allocating weights to the decision criteria, which of the following is helpful to remember?a.All weights must be the same.b.The total of the weights should sum to 1.0.c.Every factor criterion considered, regardless of its importance, must receive some weighting.d.Assign the most important criterion a score, and then assign weights against that standard. Chapter 8 Strategic ManagementTRUE/FALSE QUESTIONS1.The final step in the strategic management process is implementing the objectives.2. A stability strategy is developed when management decides it will remain profitable by maintaining the status quo in a rapidly changing external environment.3. If Burger King were to buy out Mom and Pops Burgers, Burger King would be growing by vertical consolidation.4.The BCG matrix evaluates SBUs to identify which SBUs offer high potential and which drain organizational resources.5. According to Porters competitive strategies framework, the cost leadership strategy would result in the best quality product at a justifiable cost.MULTIPLE-CHOICE QUESTIONS6. In the first step of strategic management, identifying the current strategies and goals provide _.a.a foundation for planningb.measurable performance targets for employeesc.a basis to determine if the goals need to be changedd.all of the above 7. _ strategy determines what businesses an organization should be in.a.Business-level b.Organizationalc.Operational-leveld.Corporate-level8.When an organization attempts to combine with other organizations in different and disassociated industries, the strategy is known as a _ strategy.a.unrelated diversificationb.horizontal integrationc.vertical integrationd.stability9.If United Airlines merged with Northwest Airlines, this would be an example of what kind of grand growth strategy?a. horizontal integration b. acquisitionc.expansiond.vertical integration10. 67.Which of the four business groups in the corporate portfolio matrix has low growth and high market share?a.question marksb.dogsc. cash cows d. stars11. Differentiation as a strategy requires a firm to _.a.aggressively search out efficiencies to maintain the lowest cost structureb.be unique in its product offeringc.aim at a cost advantage in a niche marketd.aim to be similar to its competition in all operations12. Cost leadership as a strategy requires a firm to _.a.aggressively search out efficiencies to maintain the lowest cost structureb.be unique in its product offeringc.aim at a cost advantage in a niche marketd.aim to be similar to its competition in most operations13. A focus strategy requires that a firm have _.a.sustained capital investment and access to capitalb.strong marketing abilitiesc.strong basic research skillsd.a reputation for quality or technological leadership14.In Michael Porters five forces model of competition, _ is determined by the height of barriers to entry, such as economies of scale and brand loyalty.a.threat of substitutesb.threats of new entrantsc.bargaining power of buyersd.bargaining power of suppliers15. In Michael Porters five forces model of competition, _ is determined by the degree of supplier concentration and substitute inputs.a.threat of substitutesb.threat of new entrantsc.bargaining power of buyersd.bargaining power of suppliers16. In Michael Porters five forces model of competition, _ is determined by the industry growth rate, increasing or falling demand, and product differences.a.threat of substitutesb.threats of new entrantsc.bargaining power of buyersd.existing rivalry 17. Switching costs and buyer loyalty are examples of strategic forces that determine the _.a.threat of substitutesb.threats of new entrantsc.bargaining power of buyersd.bargaining power of suppliers18. To a degree, an organizations commitment to quality and continuous improvement can differentiate it from competitors, but constant improvement and reliability of an organizations products and/or services may result in a competitive advantage that is _.a.weightedb.sustainablec.conservatived.uncertain19. An example of _ is when an organization possesses a characteristic that sets itself apart from competitors, and this gives the firm a distinct edge.a.core competenceb.competitive power c.legal proprietyd.competitive advantage20.Industry growth rate, increasing or falling demand, and product differences are factors that represent which of the following competitive forces, according to Porter?a.threat of new entrantsb.threat of substitutesc. bargaining power of buyersd. existing rivalrySCENARIO QUESTIONSFor each of the following choose the answer that most completely answers the question.21. Casey begins outlining her 5-year career goals. These should include _.a.the type of job she would like to haveb.how many people she would like to be managingc.the salary she would like to be makingd.all of the above22. 104.Before Colleen can purchase her competitors business, she finds another business opportunity in a supplier who sells her wheels for lawnmowers. This would serve her as a(n) _.a.unrelated diversificationb.horizontal integrationc.vertical integrationd.related diversification23. Un Taco Pequeno (Scenario)Imagine that you are the president of Taco Rocket, a new and successful chain of 100 Mexican fast-food restaurants. The success you have experienced in the last 5 years has you thinking of what to do with the business next. Should you expand the business at the current rate? Open new and different restaurants? What?23(1)Because of the good profits and a fear of growing too fast, you decide to keep Taco Rocket in the same business and do not change the menu, hoping to retain the same market share and return-on-investment record. This would be considered a _ strategy.a. stability b. growthc.combinationd.diversification23(2)If you decided to purchase a local five-store hardware chain because it was a good investment, this would be an example of _.a.a lateral growth strategyb.a combination purchasec.related diversificationd.unrelated diversification 23(3) If you decided to concentrate on Taco Rockets primary business, only increasing the menu to include new items such as enchiladas and rice bowls, this would be an example of what type of growth strategy?a. lateral growthb. horizontal integrationc. concentrationd. related diversification23(4) Youve decided to purchase a controlling interest in a chain of Oriental fast-food restaurants, called Honk Kong Fooey. However, you have decided to change the name of the chain to the Shanghai Grill. This move is most representative of what type of growth strategy?a. lateral growthb. horizontal integrationc. unrelated diversificationd. related diversification23(5)Your oldest supplier, Zorro Distributors, is a family-owned firm. Recently, the firms president, Diego De La Vega, made the decision to retire. To his disappointment, none of his five children stepped forward to take his place at the helm of the firm. Sr. De La Vega is concerned that if he sells his company to a larger distributor, many of his employees will lose their jobs. You approach your old friend with a generous offer to buy Zorro and continue its current operations. Should your offer be accepted, Taco Rocket would be undertaking _. a. lateral growthb. unrelated diversificationc. forward vertical integrationd. backward vertical integration28El Taco Grande (Scenario)It is now 10 years later (see previous scenario) and, as the original owner of Taco Rocket, you have seen your business holdings grow substantially. The number of stores you own and franchise has grown by 200 percent and you own a number of companies in related and unrelated areas. 28(1)You now need to decide how to best manage and utilize the large number of assets represented by the numerous companies you own. For each SBU, managers must create a _ strategy to determine how your corporation should compete in each of its businesses.a. corporate-levelb. business-levelc. functional-leveld. tactical28(2)Another purchase you made was to acquire a local coffee-cart chain with 30 locations around the city. You dont see it growing very much, but then, it doesnt cost much to operate. BCG would label this venture a _.a.cash cowb.starc.question markd.dog28(3) You called the Boston Consulting Group (BCG), and they have provided you with some advice based on their famous corporate portfolio matrix. Your oldest holding, Taco Rocket, has not grown much in recent years, but due to low debt, generates a huge amount of cash. According to BCG, Taco Rocket would be considered a _.a.cash cowb.starc.question markd.dogChapter 10 Organizational Structure and DesignTRUE/FALSE QUESTIONS1. Authority is the individuals capacity to influence decisions.2. When decisions tend to be made at lower levels in an organization, the organization is said to be decentralized.3. Matrix structure is an organizational structure that assigns specialists from different functional departments to work on one or more projects led by project managers.4. Traditional organizational designs include the simple structure, the functional structure, and the divisional structure.5. An organic organization would likely be very flexible.MULTIPLE-CHOICE QUESTIONS6. Organizational design is based on decisions about _.a.work specialization and departmentalizationb.chain of command and span of controlc.centralization and decentralizationd.all of the above7. Todays competitive business environment has greatly increased the importance of what type of departmentalization?a.geographicb.customer c.productd.process 8.The degree to which jobs are standardized and guided by rules and procedures is called _.a.work specializationb.centralizationc.decentralizationd.formalization9. A _ design is not limited to horizontal, vertical, or external boundary imposed by a conventional structure.a.learning organizationsb.threatened organizationsc.functional d.boundaryless organizations 10. A _ organization consists of a small core of full-time employees and temporarily hires outside specialists to work on emergent opportunities.a. networkb. virtualc. modulard. learningSCENARIO QUESTIONSFor each of the following choose the answer that most completely answers the question.Paul Abdul Oil Corporation (PAOC) began as a relatively small, oil company. However, through the years it has grown to become an international corporation. 11.The original entrepreneurial venture consisted only of Mr. Abdul and a few employees. It was an informal organization, and everyone reported to Mr