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.
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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