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BUS 137 – The upper management of a large national

BUS 137 – The upper management of a large national 10.The upper management of a large national retail grocery store has passed along the new goals of improving customer service to the districtmanagers. At this point, the district managers need to determine how the stores in their district will achieve top management’s goal with thegiven resources during the next 6 to 24 months. This type of planning is known as ____.working-level planningtactical planningmiddle-level planningoperational planningstrategizing13.With small businesses in very competitive industries, small differences in performance may affect that company’s survival. So in this case, itis worth the effort to implement _______.organizational diversitya synergy agendaMBOTQMstrategic planning 14.Organic Market sells high-quality products and grocery items that are unique to their area; in addition it offers delivery for customers who areunable to leave their home and a number of regular workshops regarding eating healthy. By offering these types of products and services,Organic Market is pursuing a _____ strategy.cost-savingscost-focusvalue-focuseddifferentiationfocused-differentiation 16.Porter’s competitive strategies of cost-leadership and differentiation focus on ____ markets, and the cost-focus and focused-differentiationstrategies focus on ____ markets.narrow; widespecific; broadgrowth; specificdiverse; narrowwide; narrow 17.Rashid, the CEO of Top Productions, was telling his new vice president of accounting that "In thepast I had resistance to new ideas by people who felt that one of our plans threatens their influenceor jobs. So when you tell your collections department that we just hired a collection agency to handlebad debt, you may have to sell your collections manager and his supervisors on using the agencyand that nobody is going to be laid off." Selling middle and supervisory managers on changes toovercome their resistance is often a necessary part of _____.reality assessment?strategy formulationstrategic controloperational controlstrategy implementation20.Who are our customers? What are our major products or services? In what geographic areas do we compete? These are all questions thatare answered in a good _____.vision statementcode of ethics mission statementvalue pactmanagement belief statement 21.Is it appropriate for the organization and for the times? Does it set standards of excellence and reflect high ideals? Is it ambitious? These areall questions that are answered in a good _____.belief agreementcode of ethicsmission statementvision statementmanagement belief statement23.Doug is the CEO of Johnson Motors, a business consisting of Chevrolet, Buick, Cadillac, and Mercedes-Benz dealerships. He also sellsFleetwood and American Coach RVs. Doug mentioned to his sales manager that "there is economic value in having many relatedbusinesses managed by one ownership group. They are worth more than if they are separate companies." This is an example of ____.diversitydiversificationsynergydifferentiationmultiproduct28.Difficulties that inhibit the achievement of goals are known as _____.objectivessynergiesvaluesproblemsalternatives 29.Scott has a bachelor’s degree in ethics and human resources, and has extensive experience working with employees and managersregarding ethics, especially in the area of ethical dilemmas. With his background of dealing with legal issues, he has assisted extensively indetermining if decisions are both ethical and lawful. With Scott’s background, he is a top candidate for the company’s new _____.board of directors positionvalues specialistethical dilemma watchdogdecision tree managerethics officer 31.Susanne, the CEO of national IT manufacturer, was approached by Simple Phones, a new company that is marketing a new type of phone,to partner with the company on a project. The partnership is uncertain since the company and technology are new. Susanne is uncertainwhat to do because she is limited by numerous constraints, such as the uncertainty and complexity of the technology, the managementsuccess of Simple Phones, and time, since other companies are interested in the partnership. This is an example of _____.an ethical dilemmabounded rationalitygroupthink a bounded dilemmalimited scope32.Mandy, a server in a popular family restaurant, is the most popular employee with both customers and employees, and as a result, sheusually receives the most tips. She is always ready to lend a hand when asked, and with her warm personality and supportive nature, peopleconfide in her. Mandy does have a problem telling people no, and has a tendency to avoid conflict, concerned about hurting others or gettingpeople mad. Mandy represents a person with a(n) _____ style.directiveconceptualambiguousbehavioralanalytical 33.Chad and his partner, John, have decided to update their computer network, although they have no expertise in this area. During a meetingwith John, Chad commented that "Our decision is limited by numerous constraints, such as our understanding of the complexity oftechnology, time and money, imperfect information, and our conflicting goals." These limitations are hindrances to _____.satisficingrational decision makingintuitive decision makingMBOnonrational decisions34.Peter, the owner of Happy Burger, is involved in the company’s daily decisions and has established procedures for every task. The companyrules are clearly specified in the handbook, and Peter also believes in close supervision of all employees. Happy Burger is a(n) _______organization.informalmechanisticorganicdecentralizednon-hierarchical37.Jose, the sales manager, is working on the problem of increasing sales by using the rational model of decision making. In the first step heidentified the problem of his employees needing more training. In the second step he thought of alternative solutions; and in step three heevaluated alternatives and selected a solution. In the fourth step, Jose needs to _____.do more research to look at types of trainingselect a contingency planimplement and evaluate the training program chosendetermine how costly the solution will beset up a diversity and synergy training plan to increase the chances of success 40Organizational design is concerned with an organization developing ____.the best structures of costs and efficiency that an organization uses to meet goalsoptimal structures of accountability and responsibility to execute its strategiesimportant decisions that are suggested by employeesnew MBO goalsthe most favorable methods of accomplishing both the diversity and synergy plans 41.Award: 0 out of 2.00 pointsThomas, a sales associate in the furniture department, reports to Betsey, the furniture department manager. This morning, Betsey askedThomas to change the price tags on the desk chairs. While working on this task, David, the computer department manager, told Thomas thathe wanted him to unload some computers. Thomas is confused about what to do because under the principle of unity of command, _____.employees should report to one managerThomas will need to determine how he can multitaskemployees can report to two managers, so Thomas needs to decide whom to listen toThomas can refuse to do both tasks 42.Symbols, stories, heroes, and rites and rituals are ways in which ____ is(are) most often transmitted to employees.plansgoalsobjectivescultureethicsomas needs to decide which manager has more power 43.Award: 0 out of 2.00 pointsQuality Paper Products utilizes a structure that includes functional divisions, such as accounting and production, and a divisional chain ofcommand, such as the home products and office divisions. For example, Mary Beth, a salesperson, reported to both her sales manager andthe office products manager when she first started working on the city of Springfield account. Quality Paper Products has developed a_____.geographic-divisional structurematrix structureteam-based approachmodular structurehollow structure 44.Award: 0 out of 2.00 pointsA hierarchy culture has a(n) ____.internal focus and values stability and controlstrong external focus and values stability and controlexternal focus and values flexibilityinternal focus and values innovation and creativity 45.Award: 0 out of 2.00 pointsThe more subunits into which an organization breaks down, the _____.more unified it becomesless differentiated it becomeslower the productivityhigher the costsmore highly differentiated it becomes 45.The more subunits into which an organization breaks down, the _____.more unified it becomesless differentiated it becomeslower the productivityhigher the costsmore highly differentiated it becomes 45.Award: 0 out of 2.00 pointsThe more subunits into which an organization breaks down, the _____.more unified it becomesless differentiated it becomeslower the productivityhigher the costsmore highly differentiated it becomes 47.Award: 0 out of 2.00 pointsA formal chain of command, standardization of rules and procedures, and use of cross-functional teams and computer networks so that thereis frequent communication and coordination of the parts are the means for achieving ____.higher sales through analyticsa common goal through integrationlower costs through efficiencyhigher profits through goal settingdifferentiation through specialization 48.Sally, Greg, John, and Amar are working on a project for a customer that is aimed at cutting the client’s electrical costs. The four membersare located throughout the Midwest, and they are utilizing the phone, e-mail, and collaborative computing to complete this project. This is anexample of a _____.modular groupcross-focus groupgeographic teammatrix teamvirtual organizatioJim was recently promoted to the position of dining room supervisor, and he is now responsible for making decisions on numerous matters inthe dining room and giving orders to the serving staff. At the same time, Jim has the obligation to perform the many new tasks assigned tohim as a supervisor, such as overseeing the closing work and cleaning the dining room. Jim’s new obligations are known as his _____.hierarchypowerbeliefsauthorityresponsibility 49.Award: 0 out of 2.00 points Jim was recently promoted to the position of dining room supervisor, and he is now responsible for making decisions on numerous matters inthe dining room and giving orders to the serving staff. At the same time, Jim has the obligation to perform the many new tasks assigned tohim as a supervisor, such as overseeing the closing work and cleaning the dining room. Jim’s new obligations are known as his _____.hierarchypowerbeliefsauthorityresponsibility 50.Ford Motor Co. has separate divisions for passenger-car dealers, for large trucking customers, and for farm products customers. Ford is anexample of an organization with ____.geographic divisionscustomer divisionsmatrix partitionscustomer castingproduct divisions