Monday, July 10, 2017

Liberty University BUSI 310 test exam 2 solutions answers right

Liberty University BUSI 310 test exam 2 solutions answers right
How many versions: 4 different versions

Question 1 Traditional organizational structures include
Question 2 Effective planning will help an organization
Question 3 When an organization organizes employees by comparable duties, the organization is said to have a
Question 4 Which of the flowing is does NOT describe a well written policy?
Question 5 The first three stages of the formal planning process are
Question 6 Which of the following is NOT included in an organizational chart?
Question 7 The components of the internal control process are
Question 8 All of the following are advantages of a Matrix structure EXCEPT
Question 9 Concentration, vertical integration, conglomerate diversification, and concentric diversification are all types of
Question 10 Which of the following is NOT one of the three situational characteristics defined by Fiedler?
Question 11 The _____ studied the characteristics of a leader and the situation in which they were leading.
Question 12 Which type of leadership is most closely related to McGregor’s Theory X?
Question 13 Behavior theories only reflect the tendencies of a leader; they do not account for external influences.
Question 14 According to Path­Goal theory, substitutes for leadership include all of the following EXCEPT
Question 15 Which of the following characterizes a manager?
Question 16 Which type of leadership style results in subordinates exhibiting negative attitudes and lower performance because the leader has dissociated themselves from the subordinates?
Question 17 Which of the following is one of the five concepts that organizations must consider and accept in order to achieve greatness?
Question 18 ____ power is found inherent to a position.
Question 19 Match the following Question Selected Match
Evaluating the current condition of an organization and its capabilities to determine future plans.
An organizational structure where employees are grouped according to the product or service they produce.
A small number of people who have complementary skills committed to a common purpose, or performance goals.
The overarching goal of an organization used to guide management.
Anticipating as many future events as possible to formulate a course of action.
A formal statement expressing the purpose of the organization.
A picture of an organization’s future that works to build commitment of the organization’s goals.
The adding of new products or business unrelated to any of the organization’s products, markets, or business.
The adding of new products or business that produce similar products/services to the organization’s current products or business.
Made at the mid­level of an organization as a foundation for operational plans.
Outlines actions to be taken in certain events listing what is acceptable and not acceptable in the workplace.
Steps that employees take to ensure the successful completion of a task
Question 20 Match the following Question Selected Match
Makes decisions after having gathering input from subordinates.
Involves the creation of pleasant working environment by forecasting the needs of subordinates.
Leaders who operate at the level of greatness and want their organization continue to be successful after they have gone.
When a leader engages in two­way communication by providing socioemotional support.
Facilitating and establish overall direction, but allow subordinated to conduct daily operations.
Employs a domineering approach to leadership.
The ability of a leader to dispense rewards and punishment.
Assume that individuals are born with traits that are suited to leadership.
When a leader engages in one­way communication by explaining what each follower is to do, and when, where, and how tasks are to be accomplished.
Closely supervise and direct subordinates.
Question 21 Read John 14:10, I Timothy 1:15 and Matthew 4. From these verses and others with which you are familiar, what was the mission and vision of Jesus? Be specific as to what was his Mission and what was his Vision. How did knowing His personal mission and vision help when he was in the desert?
Question 22 From your reading of Ezekiel 36:16­28 and Proverbs 27:17 discuss the change process as it relates specifically to Lewin’s and Kotter’s change processes. Provide specific examples of each step in the change process.

Internal controls
In a highly centralized organization
Which of the following is NOT one of the five lessons managers should apply to better understand and control risk
The components of the internal control process are
When an organization organizes employees by comparable duties, the organization is said to have a
Which of the following is NOT a step in the basic planning process
The goal of planning is to
Which of the flowing is does NOT describe a well written policy
The first three stages of the formal planning process are
Which of the following is NOT one of the three situational characteristics defined by Fiedler
According to Path-Goal theory, substitutes for leadership include all of the following EXCEPT
The transactional leadership method proves to be the more dynamic approach to leadership with a focus on individuals within the organization
When does an organization favor the leader-centered methods of decision making
Which of the following characterizes a manager
Which of the following is one of the five concepts that organizations must consider and accept in order to achieve greatness
Which of the following characterizes a leader
The  _____  studied the characteristics of a leader and the situation in which they were leading
According the Path-Goal theory,  ____           leadership involves subordinates in the decision-making process where information is freely exchanged between the two
Evaluating the current condition of an organization and its capabilities to determine future plans
An organizational structure where employees are grouped according to the product or service they produce
A small number of people who have complementary skills committed to a common purpose, or performance goals
The overarching goal of an organization used to guide management
Anticipating as many future events as possible to formulate a course of action
A formal statement expressing the purpose of the organization
A picture of an organization’s future that works to build commitment of the organization’s goals
The adding of new products or business unrelated to any of the organization’s products, markets, or business
The adding of new products or business that produce similar products/services to the organization’s current products or business
Made at the mid-level of an organization as a foundation for operational plans
Outlines actions to be taken in certain events listing what is acceptable and not acceptable in the workplace
Steps that employees take to ensure the successful completion of a task
Outline the steps that employees are to take in performing their job
The process where an organization compares its performance against its competitors and high performing organizations
When a company acquires a company that supplies products used in production.
The awareness of potential risks and developing plans for possible future conditions
Gives managers the tools needed to effectively monitor progress towards an objective
Actions that are taken to address risk affecting an organization’s ability to achieve its objectives
A central organization that works together with assorted independent companies
The number of workers who report directly to a supervisor or manager.
The point at which total sales revenues equal total costs
Utilized to analyze trends and determine an organization’s financial numbers over a period of time
The efficient transformation of an organization’s input in to the output of a product or service
Makes decisions after having gathering input from subordinates
Involves the creation of pleasant working environment by forecasting the needs of subordinates
Leaders who operate at the level of greatness and want their organization continue to be successful after they have gone
When a leader engages in one-way communication by explaining what each follower is to do, and when, where, and how tasks are to be accomplished
Facilitating and establish overall direction, but allow subordinated to conduct daily operations
Employs a domineering approach to leadership
The ability of a leader to dispense rewards and punishment
Assume that individuals are born with traits that are suited to leadership
When a leader engages in one-way communication by explaining what each follower is to do, and when, where, and how tasks are to be accomplished
Closely supervise and direct subordinates
Define subordinate assignments and provide direction but rely heavily on training
Include regularity of tasks and the availability of feedback
When a leader focuses on what the organization does best instead of the organization being the best
Proposed the theory of Servant Leadership
How a leader’s traits and behaviors within a given situation would impact leadership effectiveness
Proposed the theory of Principle-Centered leadership
The establishment of specific objectives and clear rules including detailed job assignments, providing comprehensive training, and creating well-defined operational structure
Based on the premise that a leader should have the ability to adapt different leadership styles to different leadership styles
Include clear, concise plans and formal rules and procedures
Measures the degree to which tasks, procedures, and goals are clear and unambiguous
Is most appropriately applied when subordinates are highly mature in task competence and commitment
Choose 2 of the following verses that deal with SWOT analysis: Matthew 20:23, 25:34, Luke 12:47, Luke 14:28–32. Address each component of a SWOT analysis and provide specific examples of each as found in Chapter 3 of the textbook.
From your reading of  Matthew 7:12 and  25:34–36 discuss why are the actions of man in those verses important? How do these requirements manifest themselves in the business environment? How do they provide a foundation of success?  Provide two specific theories found in Chapter 4 of the textbook and connect the theories to these verses.

The process by which an organization compares its performance against not only its competitors but also other high performing organizations is referred to as
Effective planning will help an organization
The third step in the MBO process is
The first three stages of the formal planning process are
Concentration, vertical integration, conglomerate diversification, and concentric diversification are all types of
The goal of planning is to
Which of the following is the major disadvantage of a Functional structure?
Which of the following is involved in inventory management?
Traditional organizational structures include
Which type of leadership style results in subordinates exhibiting negative attitudes and lower performance because the leader has dissociated themselves from the subordinates?
_____define subordinate assignments and provide direction but they rely heavily training and seek to pass their knowledge and skill on to the subordinate.
When does an organization favor the leader-centered methods of decision making?
The four levels of Principle-centered leadership are
Which of the following is NOT one of the three situational characteristics defined by Fiedler?
According to Vroom-Jago’s leadership theory, success is built upon the principles of character, competence, and trust.
Which of the following is NOT a trait necessarily associated with successful leaders?
Which type of leadership is most closely related to McGregor’s Theory X?
_____   is the belief than an employee will comply in exchange for rewards controlled by the supervisor.

Which of the following characterizes a leader?
Which of the following chracterizes a manager
The three different aspects of leadership are
___ power is found inherent to a position
People-oriented leaders
Behavior theories only reflect the tendencies of a leader; they do not account for external influences
The ____ studied the characteristics of a leader and the situation in which they were leading
Task structure can be either strong or weak and measures the degree to which tasks, procedures, and goals are clear and unambiguous
The key to ____ leadership is to put the leader's style in situations where the style is the most effective
WHich leadership model states that leadership style is affected on task behavior and relationship behavior?
The ability and willingness of a person to take responsibility for directing their own actions in relation to a specific task is known as
According the Path-Goal theory, _____ leadership involves subordinates in the decision-making process where information is freely exchanged between the two.
According to Path-Goal theory, substitutes for leadership include all of the following EXCEPT
According to the Vroom-Jago Model of decision making, which of the following is Not a decision-making option?
The transactional leadership method proves to be more dynamic approach to leadership with a focus on individuals within the organization.
A common trait of the transformational leader is
WHich of the following is one of the five concepts that organizations must consider and accept in order to achieve greatness
The four levels of Principle- centered leadership are
According to Convey, which of the following is NOT considered a characteristic of principle-centered leaders?
The three steps in the change process described by Kurt Lewin are
Which of the following was in one of John Kotter's eight steps leading to organizational change?
An organization's code of ethics should
WHich of the following is NOT a step in the basic planning process
The ____ is the reason that an organization exists
The second step of the Spendolini Benchmarking Model is
Concentration, vertical integration, conglomerate diversification, and concentric diversification are all types of
Strategic plans that are made at mid-level of an organization are
When a compnay adds new products or business that are unrelated to any of the organization's products, markets, or business, the organizion is employing
Which of the flowing is does not describe a well written policy
Bring in ouside assesors, evaluating the team, performing risk analysis and implmenting an early warning system are all steps that a ______ manager would need to take
Which of the following is true of scenario planning
The components of the internal control process are
Formal discipline can include
Which of the following is NOT included in an organizational chart
All of the following are advantages of a Matrix structure EXCEPT
Which of the following is the major disadvantage of a Functional structure
In a highly centralized organization

Evaluating the current condition of an organization and its capabilities to determine future plans.
An organizational structure where employees are grouped according to the product or service they produce.
A small number of people who have complementary skills committed to a common purpose, or performance goals.
The overarching goal of an organization used to guide management.
Anticipating as many future events as possible to formulate a course of action.
A picture of an organization’s future that works to build commitment of the organization’s goals
The adding of new products or business unrelated to any of the organization’s products, markets, or business.
The adding of new products or business that produce similar products/services to the organization’s current products or business.
Made at the mid-level of an organization as a foundation for operational plans.
Outlines actions to be taken in certain events listing what is acceptable and not acceptable in the workplace.
Steps that employees take to ensure the successful completion of a task
Outline the steps that employees are to take in performing their job.
The process where an organization compares its performance against its competitors and high performing organizations
When a company acquires a company that supplies products used in production.
The awareness of potential risks and developing plans for possible future conditions.
Gives managers the tools needed to effectively monitor progress towards an objective.
Actions that are taken to address risk affecting an organization’s ability to achieve its objectives.
A central organization that works together with assorted independent companies.
The number of workers who report directly to a supervisor or manager.
The point at which total sales revenues equal total costs.
Utilized to analyze trends and determine an organization’s financial numbers over a period of time.
The efficient transformation of an organization’s input in to the output of a product or service.
Makes decisions after having gathering input from subordinates.
Involves the creation of pleasant working environment by forecasting the needs of subordinates.
Leaders who operate at the level of greatness and want their organization continue to be successful after they have gone.
When a leader engages in two-way communication by providing socio-emotional support.
Facilitating and establish overall direction, but allow subordinated to conduct daily operations.
Employs a domineering approach to leadership.
The ability of a leader to dispense rewards and punishment.
Assume that individuals are born with traits that are suited to leadership.
When a leader engages in one-way communication by explaining what each follower is to do, and when, where, and how tasks are to be accomplished.
Closely supervise and direct subordinates.
Define subordinate assignments and provide direction but rely heavily on training.
Include regularity of tasks and the availability of feedback.
When a leader focuses on what the organization does best instead of the organization being the best.
Proposed the theory of Servant Leadership
How a leader’s traits and behaviors within a given situation would impact leadership effectiveness.
Proposed the theory of Principle-Centered leadership.
The establishment of specific objectives and clear rules including detailed job assignments, providing comprehensive training, and creating well-defined operational structure.
Based on the premise that a leader should have the ability to adapt different leadership styles to different leadership styles.
Include clear, concise plans and formal rules and procedures.
Measures the degree to which tasks, procedures, and goals are clear and unambiguous.
Is most appropriately applied when subordinates are highly mature in task competence and commitment.
From your reading in Genesis 1:7, 2:7; Exodus 40: 1 – 16; Jeremiah 23: 3 – 4; I Corinthians 12:28; and,
Romans 12: 3 – 8, what aspect of the management function of Organizing, as noted in Chapter 3 of the textbook, do these verses focus?  Provide specific examples from each verse.
From your reading of Exodus 20:1 – 17,  Deuteronomy 6:5; 10:12, provide specific examples of how these requirements manifest themselves in the business environment.  Provide two specific theories found in Chapter 4 of the textbook and connect the theories to how those verses provide a foundation for success.

The second step of the Spendolini Benchmarking Model is
The first three stages of the formal planning process are
The components of the internal control process
The third step in the MBO process is
Which of the following is NOT included in an organizational chart?
Internal controls
The ____ is the reason that an organization exists.
Strategic plans that are mad at mid-level of an organization are
Formal discipline can include
_____ Define subordinate assignments and provide direction but they rely heavily training and seek to pass their knowledge and skill on to the subordinate.
Task structure can be either strong or weak and measures the degree to which tasks, procedures and goals are clear and unambiguous.
People-oriented leaders
The three different aspects of leadership are
When does an organization favor the leader-centered methods of decision making?
_____ power is found inherent to a position.
_____ is the belief that an employee will comply in exchange for rewards controlled by the supervisor.
According the Path-Goal theory, _____ leadership involved subordinates in the decision-making process where information is freely exchanged between the two.
Which of the following is one of the five concepts that organizations must consider and accept in order to achieve greatness?
Evaluating the current condition of an organization and its capabilities to determine future plans.
An organizational structure where employees are grouped according to the product or service they produce.
A small number of people who have complementary skills committed to a common purpose, or performance goals.
The overarching goal of an organization used to guide management.
Anticipating as many future events as possible to formulate a
A formal statement expressing the purpose of the organization
A picture of an organization's future that works to build commitment of the organization's goals.
The adding of new products or business unrelated to any of the organization's products, markets, or business.
The adding of new products or business that produce similar products/services to the organization's current products or business.
Made at the mid-level of an organization as a foundation for operational plans.
Outlines actions to be taken in certain events listing what is acceptable and not acceptable in the workplace.
Steps that employees take to ensure the the successful completion of a task.
Outline the steps that employees are to take in performing their job.
The process where an organization compares its performance against its competitors and high performing organizations.
When a company acquires a company that supplies products used in production.
The awareness of potential risks and developing plans for possible future conditions.
Gives managers the tools needed to effectively monitor progress towards an objective
Actions that are taken to address risk affecting an organization's ability to achieve its objectives
A central organization that works together with assorted independent companies.
The number of workers who report directly to a supervisor or manager.
The point at which total sales revenues equal total costs.
Utilized to analyze trends and determine an organization's financial numbers over a period of time.
The efficient transformation of an organization's input in to the output of a product or service.
Makes decisions after having gathering input from subordinates.
Involves the creation of pleasant working environment by forecasting the needs of subordinates.
Leaders who operate at the level of greatness and want their organization continue to be successful after they have gone
When a leader engages in two-way communication by providing socio-emotional support.
Facilitating and establish overall direction, but allow subordinated to conduct daily operations.
Employs a domineering approach to leadership.
The ability of a leader to dispense rewards and punishment.
Assume that individuals are born with traits that are suited to leadership.
When a leader engages in one-way communication by explaining what each follower is to do, and when, where, and how tasks are to be accomplished.
Closely supervise and direct subordinates.
Define subordinate assignments and provide direction but reply heavily on training.
Include regulatory of tasks and the availability of feedback
When a leader focuses on what the organization does best instead of the organization.
Proposed the theory of Servant Leadership.
How a leader's traits and behaviors within a given situation would impact leadership effectiveness
Proposed the theory of Principle-Centered leadership.
The establishment of specific objectives and clear rules including detailed job assignments, providing comprehensive training, and creating well-defined operational structure.
Based on the premise that a leader should have the ability to adapt different leadership styles to different leadership styles.
Include clear, concise plans and formal rules and procedures.
Measures the degree to which tasks, procedures, and goals are clear and unambiguous.
Is most appropriately applied when subordinates are highly mature in task competence and commitment.
Increase revenues; Satisfy owner requirements; Successfully formulate course of action
Effective planning will help an organization
Concerning effective planning, it can be said that failing to organize is planning to fail.
Which of the following is NOT a step in the basic planning process?
Efficiency and effectiveness are incompatible goals that have a specified beginning and ending.
The process by which an organization compares its performance against not only its competitors but also other high performing organizations is referred to as
Concentration, vertical integration, conglomerate diversification, and concentric diversification are all types of
When a company adds new products or business that are unrelated to any of the organization's products, markets, or business, the organization is employing
Which of the following does NOT describe a well written policy? Complete, Objective, Subjective, Coherent
Bring in outside assessors, evaluating the team, performing risk analysis and implementing an early warning system are all steps that a _manager would need to take.
Which of the following is true of Scenario planning?
Which of the following is NOT one of the five lessons managers should apply to better understand and control risk?
Which of the following is involved in inventory management?
When an organization organizes employees by comparable duties, the organization is said to have a
All of the following are advantages of a Matrix structure except
A central organization that works together with assorted independent companies as if they were a single operation is a
Traditional organizational structures include
Which of the following is the major disadvantage of a Functional structure?
In a highly centralized organization
Which of the following characterizes a leader?
Which of the following characterizes a manager?
Which type of leadership style results in subordinates exhibiting negative attitudes and lower performance because the leader has dissociated themselves from the subordinates?
Which type of leadership is most likely related to McGregor's Theory X?
Which of the following is NOT a trait necessarily associated with successful leaders?
Behavior theories only reflect the tendencies of a leader; they do not account for external influences.
The _ studied the characteristics of a leader and the situation in which they were leading.
Which of the following is NOT one of the three situational characteristics defined by Fiedler?
The key to _ leadership is to put the leader's style in situations where the style is the most effective.
Which leadership model states that leadership style is affected on task behavior and relationship behavior?
The ability and willingness of a person to take responsibility for directing their own actions in relation to a specific task is known as
According to Path-Goal theory, substitutes for leadership include all of the following EXCEPT
According to the Vroom-Jago Model of decision making, which of the following is NOT a decision-making option?
The transactional leadership method proves to be the more dynamic approach to leadership with a focus on individuals within the organization
A common trait of the transformational leader is
According to Vroom-Jago's leadership theory, success is built upon the principles of character, competence, and trust.
The four levels of Principle-centered leadership are
According to Covey, which of the following is NOT considered a characteristic of principle-centered leaders?
The three steps in the change process decribed by Kurt Lewin are
Which of the following was one of John Kotter's eight steps leading to organizational change?
An organization's code of ethics should


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