Quiz 22-Okt-2010

1. After objectives and standards are set, what step comes next in the
control process?
A. measure results
B. take corrective action
C. compare results with objectives
D. modify standards to fit circumstances

2. When a soccer coach tells her players at the end of a losing game:
“You really played well and stayed 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

3. The control equation states: __________ = Desired Performance –

Actual Performance.
A. Problem Magnitude
B. Management Opportunity
C. Planning Objective
D. Need for Action

4. The __________ chart graphically displays the scheduling of tasks

required to complete a project.
A. exception
B. Taylor
C. Gantt
D. after-action

5. In a CPM/PERT analysis, the focus is on __________ and the event

__________ that link them together with the finished project.
A. costs, budgets
B. activities, sequences
C. timetables, budgets
D. goals, costs

6. Horizontal structures provide all of the following except:

A. Decreases hierarchy.
B. Increases empowerment.
C. Better mobilization of technology.
D. Focuses the organization around functions, not processes.
E. Better use of human talents.
7. The organizational design that is highly bureaucratic in nature is
called the __________ design.
A. Machine.
B. Mechanistic.
C. Organic.
D. Professional.
E. Divisional.

8. An organic design has all the following characteristics EXCEPT:

A. Decentralized authority.
B. Few rules and procedures.
C. Narrow spans of control.
D. Shared tasks.
E. Many teams and task forces.

9. When decision-making authority is concentrated at the top levels of

an organization, the organization is said to be __________.
A. Vertically coordinated.
B. Decentralized.
C. Centralized.
D. Horizontally coordinated.
E. Control oriented.

10. Network organizations own only the __________ and

outsource __________.
A. Information technology … actual production work.
B. Essential core functions … the support functions.
C. Support functions … core functions.
D. Intellectual property … the manufacturing of products.
E. Essential core functions … all customer contacts.

11. Which level of management spends more time with long-

range planning?
A. Lower-level managers.
B. Middle-level managers.
C. Lower-level and middle-level managers.
D. Top-level managers.
E. All levels of management.

12. Company LMN, a toy manufacturer, has discovered that one

of its suppliers has used lead based paint on one of its products. It is
Thanksgiving week. The Executive committee has assembled a team to
devise a plan to mitigate the issue. LMN is using ____________
A. Tactical planning
B. Strategic planning
C. Functional planning
D. Production planning
E. Mitigation planning

13. Typical operational plans in a business would include all of

the following EXCEPT:
A. Dealing with methods and technology needed by people in their
work.
B. Dealing with money required to support various operations.
C. Dealing with requirements of selling and distributing goods or
services.
D. Dealing with company growth through mergers and acquisitions.
E. Dealing with recruitment, selection, and placement of people into
jobs.

14. Planning that identifies alternative courses of action that can

be implemented to meet the needs of changing circumstances is called
__________.
A. Formal planning.
B. Contingency planning.
C. Just-in-time planning.
D. Problem solving.
E. Just-in-case planning.

15. Great goals – those that result in plans being successfully

implemented with high performance – are all of the following except:
A. Specific
B. Timely
C. Measurable
D. Challenging
E. Functional