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exploring management
Exploring Management 3rd Edition John R. Schermerhorn - Solutions
4. Th e fi rst step in the decision-making process is to _____________.(a) generate a list of alternatives(b) assess the costs and benefi ts of each alternative(c) identify and defi ne the problem(d) perform the ethics double-check
6. Costs, benefi ts, timeliness, and _____________ are among the recommended criteria for evaluating alternative courses of action in the decision-making process.(a) ethical soundness(b) past history(c) availability(d) simplicity
7. Th e _____________ decision model views managers as making optimizing decisions, whereas the _____________ decision model views them as making satisfi cing decisions.(a) behavioral; judgmental heuristics(b) classical; behavioral(c) judgmental heuristics; ethical(d) crisis; routine
8. When a manager makes a decision about someone’s annual pay raise only after looking at the person’s current salary, the risk is that the decision will be biased because of _____________.(a) a framing error(b) escalating commitment(c) anchoring and adjustment(d) strategic opportunism
10. A common mistake by managers facing crisis situations is _____________.(a) trying to get too much information before responding(b) relying too much on group decision making(c) isolating themselves to make the decision alone(d) forgetting to use their crisis management plan
12. A manager who decides against hiring a new employee that just graduated from Downstate University because the last person hired from there turned out to be a low performer is falling prey to _____________ error.(a) availability (b) adjustment(c) anchoring (d) representativeness
14. Personal creativity drivers include creativity skills, task expertise, and _____________.(a) strategic opportunism(b) management support(c) organizational culture(d) task motivation
16. How does an optimizing decision diff er from a satisfi cing decision?
17. What is the diff erence between a risk environment and an uncertain environment in decision making?
18. How can you tell from people’s behavior if they tend to be systematic or intuitive in problem solving?
19. What is escalating commitment and how can it be avoided?
20. With the goals of both expanding your resumé and gaining valuable experience, you have joined a new mentoring program between your university and a local high school. One of the fi rst activities is for you and your teammates to off er “learning modules” to a class of sophomores. You have
Amazon.com has soared ahead of other online merchants. What the fi rm can’t carry in its 29 world-wide warehouses, affi liated retailers distribute for it. Not content to rest on past laurels, CEO Jeff Bezos has introduced a number of Amazon products, including a set-top box and several versions
1. If forecasting is going to be imperfect, why bother with it?
2. Shouldn’t all planning provide for contingency plans?
1. Planning is best described as the process of and .(a) developing premises about the future; evaluating them(b) measuring results; taking corrective action(c) measuring past performance; targeting future performance(d) setting objectives; deciding how to accomplish them
2. Th e benefi ts of planning should include.(a) improved focus(b) less need for controlling(c) more accurate forecasts(d) increased business profi ts
4. In order to help implement her fi rm’s strategic plans, the CEO of a business fi rm would most likely want marketing, manufacturing, and fi nance executives to develop .(a) means–ends chains(b) operational plans(c) fl exible budgets(d) project management
5. planning identifi es alternative courses of action that can be taken if problems occur with the original plan.(a) Benchmark(b) Participatory(c) Staff(d) Contingency
6. A “no smoking” rule and a sexual harassment policy are examples of that are types of in organizations.(a) long-range plans; policies(b) single-use plans; means–ends chains(c) policies; standing-use plans(d) operational plans; short-range plans
8. One of the expected benefi ts of participatory planning is .(a) faster planning(b) less need for forecasting(c) greater attention to contingencies(d) more commitment to implementation
9. When managers use benchmarking in the planning process, they usually try to .(a) set up fl exible budgets(b) identify best practices used by others(c) fi nd the most accurate forecasts that are available(d) use expert staff planners to set objectives
11. In addition to providing better focus, good planning off ers the benefi ts of .(a) guaranteed performance success(b) eliminating the need to change(c) improved action orientation(d) less emphasis on coordination and control
16. List the fi ve steps in the planning process, and give examples of each.
17. How does planning facilitate controlling?
18. What is the diff erence between contingency planning and scenario planning?
19. Why is participation good for the planning process?
How has Nordstrom managed to stay profi table heads and tails above the competition?It brought time-honored retail practices—keeping customers happy and managing inventory tightly—into a new era. Nordstrom hopes to inspire customer loyalty with its recent $150 million investment in an
2. Is the concept of total quality management out of date?
2. When a soccer coach tells her players at the end of a losing game, “You did good in staying with the game plan,” she is using a/an ____________ as a measure of performance.(a) input standard(b) output standard(c) historical comparison(d) relative comparison
6. Th e ____________ chart graphically displays the scheduling of tasks required to complete the project.(a) exception(b) Taylor(c) Gantt(d) after-action
8. A good performance objective is written in such a way that it ____________.(a) has a fl exible timetable(b) is general and not too specifi c(c) is impossible to accomplish(d) can be easily measured
9. A manager is not living up to the concept of MBO if he or she ____________.(a) sets performance objectives for subordinates(b) stays in touch and tries to support subordinates in their work(c) jointly reviews performance results with subordinates(d) keeps a written record of
11. When a supervisor working alongside of an employee corrects him or her when a mistake is made, this is an example of ____________ control.(a) feedforward(b) external(c) concurrent(d) preliminary
15. Among the fi nancial ratios often used for control purposes, Current Assets/Current Liabilities is known as the ____________.(a) debt ratio(b) net margin(c) current ratio(d) inventory turnover ratio
16. What type of control is being exercised in the U.S. Army’s after-action review?
17. How could clan control be used in a TQM program?
18. How can a just-in-time system reduce inventory costs?
19. What four questions could be used to set up a balanced scorecard for a small business?
20. Put yourself in the position of a management consultant who specializes in MBO. Th e local Small Business Enterprise Association has asked you to be the speaker for its luncheon next week. Th e president of the association says that the group would like to learn more about the topic: “How to
Electronic Arts is one of the largest and most profi table third-party video game makers. Exclusive contracts with professional sports teams have enabled it to dominate the sports gaming market. But as gaming has shifted from consoles to laptops, phones, and tablets, it is struggling to stay
2. Why is growth such a popular business strategy?
1. How does bureaucratic control diff er from clan control?
1. Should all employees plan, or just managers?
1. Which is the best question to ask when starting the strategic management process?(a) “What is our mission?”(b) “How well are we currently doing?”(c) “How can we get where we want to be?”(d) “Why aren’t we doing better?”
2. Th e ability of a fi rm to consistently outperform its rivals is called .(a) vertical integration(b) competitive advantage(c) strategic intent(d) core competency
6. A in the BCG Matrix would have a high market share in a low-growth market.(a) dog(b) cash cow(c) question mark(d) star
7. In Porter’s fi ve forces model, which of the following conditions is most favorable from the standpoint of industry attractiveness?(a) many competitive rivals(b) many substitute products(c) low bargaining power of suppliers(d) few barriers to entry
12. Porter’s model of competitive strategies suggests a fi rm that wants to compete with its rivals in a broad market by selling a very-low-priced product would need to successfully implement a strategy.(a) retrenchment(b) diff erentiation(c) cost leadership(d) diversifi cation
13. are special strengths that an organization has or does exceptionally well and that help it outperform competitors.(a) Core competencies(b) Strategies(c) Alliances(d) Operating objectives
14. Th e two questions asked by Porter to identify the correct competitive strategy for a business or product line are: 1—What is the market scope?2—What is the ?(a) market share(b) source of competitive advantage(c) core competency(d) industry attractiveness
15. Which is an example of a cooperative strategy?(a) retrenchment(b) strategic alliance(c) bankruptcy(d) vertical integration
16. What is the diff erence between corporate strategy and functional strategy?
17. Why is a cost leadership strategy so important when one wants to sell products at lower prices than competitors?
18. What strategy should be pursued for a “question mark” in the BCG Matrix, and why?
19. What is strategic leadership?
20. Kim Harris owns and operates a small retail store, selling the outdoor clothing of an American manufacturer to a predominantly college-student market. Lately, a large department store outside of town has started selling similar but lower-priced clothing manufactured in China, Th ailand, and
Once a niche company operating in the northeast, Dunkin’ Donuts is opening hundreds of stores and entering new markets. At the same time, the java giant is expanding both its food and coff ee menus to ride the wave of fresh trends, appealing to a new generation of customers. But is the rest of
1. Why is organizing such an important management function?
2. If organization charts are imperfect, why bother with them?
1. Th e main purpose of organizing as a management function is to ____________.(a) make sure that results match plans(b) arrange people and resources to accomplish work(c) create enthusiasm for the needed work(d) link strategies with operational plans
3. Rumors and resistance to change are potential disadvantages often associated with ____________.(a) virtual organizations(b) informal structures(c) functional chimneys(d) cross-functional teams
4. When an organization chart shows that vice presidents of marketing, fi nance, manufacturing, and purchasing all report to the president, top management is using a ____________ structure.(a) functional (b) matrix(c) network (d) product
5. Th e “two-boss” system of reporting relationships is both a potential source of problems and one of the key aspects of ____________ structures.(a) functional (b) matrix(c) network (d) product
6. A manufacturing business with a functional structure has recently acquired two other businesses with very diff erent product lines. Th e president of the combined company might consider using a ____________ structure to allow a better focus on the unique needs of each product area.(a) virtual
9. An organization that employs just a few “core” or essential full-time employees and outsources a lot of the remaining work shows signs of using a ____________ structure.(a) functional (b) divisional(c) network (d) team
12. Th e bureaucratic organization described by Max Weber is similar to the ____________ organization described by Burns and Stalker.(a) adaptive (b) mechanistic(c) organic (d) horizontal
14. Workers following a compressed workweek schedule most often work 40 hours in ____________ days.(a) 3 ½ (b) 4(c) 5 (d) a fl exible schedule of
16. Why should an organization chart be trusted “only so far”?
17. In what ways can informal structures be good for organizations?
18. How does a matrix structure combine functional and divisional forms?
19. Why is an organic design likely to be quicker and more fl exible in adapting to changes than a mechanistic design?
20. Imagine you are a consultant to your university or college president. Th e assignment is: Make this organization more effi cient without sacrifi cing its educational goals. Although the president doesn’t realize it, you are a specialist in network structures. You are going to suggest building
13. Th e most participative of the planned change strategies is __________.(a) negotiation and agreement(b) rational persuasion(c) shared power (d) education and communication
14. When a change leader tries to deal with resistance by trying to covertly infl uence others, off ering only selective information and/or structuring events in favor of the desired change, this is an example of __________.(a) rational persuasion(b) manipulation and cooptation(c) negotiation(d)
16. What core values might be found in high-performance organizational cultures?
17. What is the diff erence between process, product, and business model innovation?
18. How do a manager’s responsibilities for change leadership vary among Lewin’s three phases of planned change?
19. What are the possible diff erences in outcomes for managers using force-coercion and shared power change strategies?
16. What core values might be found in high-performance organizational cultures?
17. What is the diff erence between process, product, and business model innovation?
18. How do a manager’s responsibilities for change leadership vary among Lewin’s three phases of planned change?
19. What are the possible diff erences in outcomes for managers using force-coercion and shared power change strategies?
Over a span of more than 30 years, Apple Computer has generated some of America’s greatest business successes and has also experienced major failures. Apple Inc. ignited the personal computer industry in the 1970s, bringing such behemoths as IBM and Digital Equipment almost to their knees;
2. Can a good argument be made that merit pay just doesn’t work?
1. Human resource management is the process of ____________, developing, and maintaining a high-quality workforce.(a) attracting (b) compensating(c) appraising (d) selecting
2. A ____________ is a criterion that organizations can legally justify for use in screening job candidates.(a) job description(b) bona fi de occupational qualifi cation(c) realistic job preview(d) BARS
3. ____________ programs are designed to ensure equal employment opportunities for groups historically underrepresented in the workforce.(a) Realistic recruiting (b) Mentoring(c) Affi rmative action (d) Coaching
6. In the legal context of human resource management, which of the following is most likely a safe question for an interviewer to ask a job candidate during a telephone interview?(a) Are you pregnant or planning to soon start a family?(b) What skills do you have that would help you do this job
7. Socialization of newcomers occurs during the ____________ step of the staffi ng process.(a) orientation (b) recruiting(c) selection (d) advertising
9. When a job candidate is asked to actually perform on-the-job for a period of time while being observed by a recruiter, this is a selection technique known as ____________.(a) mentoring (b) work sampling(c) job coaching (d) critical incident testing
10. Th e ____________ purpose of performance appraisal is being addressed when a manager describes training options that might help an employee improve future performance.(a) development (b) evaluation(c) judgmental (d) legal
11. When a team leader must rate 10% of team members as “superior,” 80% as “good,” and 10% as “unacceptable,”this is an example of the ____________ approach to performance appraisal.(a) graphic(b) critical-incident(c) behaviorally anchored rating scale(d) forced distribution
13. Whereas bonus plans pay employees for special accomplishments, gain-sharing plans reward them for ____________.(a) helping to increase social responsibility(b) regular attendance(c) positive work attitudes(d) suggestions that lead to cost reductions
14. An employee with family problems that are starting to interfere with work would be pleased to learn that his employer had a(n) ____________ plan.(a) employee assistance (b) cafeteria benefi ts (c) comparable worth (d) collective bargaining
16. Why is orientation important in the HRM process?
17. How does mentoring work as an on-the-job training approach?
18. When is an employment test or a performance appraisal method reliable?
19. How do the graphic rating scale and the BARS diff er as performance appraisal methods?
How can the most successful video-delivery company beat its already unbelievable one-day turnaround time? By making a growing portion of its immense catalog available for instant download.Netfl ix leverages emerging technologies, superior customer service, and an ever- growing subscriber base to
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