D.most important in the organizations
E.none of the above
A 1.A choice made from available alternatives is known as a _________. A. decision B. plan C. planned goal D. tactic E.strategy C 2.The lowest possibility of failure is associated with the condition of:
A. ambiguity B. uncertainty C.certainty D. Risk E. two of the above C 3.The classical model of decision making is based on __________ assumptions. A. philosophical B. irrational C. economic D. uncertainty E. industrial C 4.Which of these is the first step in the managerial decision making process? A. evaluation and feedback B. development of alternatives C. recognition of decision requirement D. diagnosis and analysis of causes E. selection of desired alternatives A 5.Feedback is important because:
A. decision making is a continuous process B .it provides decision-makers with new information C. it helps determine if a new decision needs to be made D. all of the above E. B and C only
C 1. Which of these refers to the deployment of organizational resources to achieve strategic goals?
A. planning B. controlling C. organising D. leading
E. strategic management
C 2. Strategy defines _______ to do while organising defines _______ to do it.
A. how, what B. how, why C. what, how D. what, why E. when, what
B 3. Organization structure is defined as: A. the visual representation of the organization
B. the framework in which the organization defined how tasks are divided, resources are deployed, and departments are coordinated C. the division of labour
D. the unbroken line of authority that links all individuals in the organization E. none of the above
C 4. __________ is the formal and legitimate right of a manager to make decisions. A. Delegation B. Responsibility C. Authority D. Leadership E. Span of management
B 5. Which of these means that each employee is held accountable to only one supervisor?
A. scalar principle B. unity of command C. work specialisation D. division of labour E. span of management
C 6．__________ means that decision authority is located near the __________ of the organization.
A. Centralization, bottom B. Decentralization, top C. Centralization, top D. Centralization, middle E. None of the above
D 7. Which of the following is a contemporary approach to structural design in departmentalization?
A. functional B. divisional C. Matrix D. teams E. geographic-based E 8. Advantages of the matrix structure include: A. It increases employee participation. B. It makes efficient use of human resources. C. It works well in a changing environment.
D. It develops both general and specialist management skills. E. All of the above. A 9. An advantage of the divisional structure is: A. concern for customers'needs is high
B. there is little duplication of services across divisions C. there is good coordination across divisions
D. top management retains tight control of the organization E. there is no competition for corporate resources D 10. Disadvantages of the network approach include: A. a lack of hands-on control
B. the possibility of losing an important part of the organization
C. weakened employee loyalty D. all of the above
E. A and C only
1. Which of the following is an example of organizational change? E
A. the switch to a new production method B. the decision to offer a new product line
C. the introductions of a new pay for performance system D. all of the above E. A and B only
A 2. The adoption of a new idea or behaviour by an organization is known as organizational:
A.change B. Development C.structure D.intervention E.responsibility B 3. Environmental forces for change include which of these? A.organizational plans B.global competition C.company problems D.organizational needs E.employees
B 4. At which stage of the change process do managers evaluate problems and opportunities?
A. monitor forces for change B. need for change C.initiate change D.implement change E.internal forces
A 5. General Electric, according to your textbook, closed its microwave factory in response to:
A.internal forces B.environmental forces C.a lack of cash flow at GE D.demands by employees E.demands by labour unions
D 6. Search, creativity, and new-venture teams are all associated with which of the following steps of the change process?
A. initiating change B.recognising the need for change C.implementing change D.need for change E.analyzing feedback
C 7. All of the following are characteristics of creative organizations EXCEPT: A. use of teams B. risk taking norms C.centralisation D.a long term horizon E.loose controls C 8. Which of the following is NOT a characteristic of a creative individual? A.conceptual theory B.undisciplined exploration C. persistence and focused approach D.authorisation and dependent E.all of the above are characteristic of a creative individual
D 9. Sarah-Maree, a new employee of yours, strikes you as curious, open-minded, and receptive to new ideas. You have decided to keep your eye on Sarah-Maree, for she may very well be: A. an outstanding performer
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