MGT 420 Topic 2 - Adaptive Practice

1. Question:A car dealership has recently updated its training for all employees to be completelyonline. The employees who are 30 and younger have completed the training andimplementedsomeofthechangesoutlinedinthetraining,whereastheemployeesolderthan30havebeenstrugglingwithcompletingthetraining,muchlessimplementingthechangesoutlinedinthetraining.Whatexplainsthedifferenceinadaptation? 2. Question:Which of the following is a distinctive feature of generational cohorts? 3. Question:ASouthernCalifornia–basedcompanyisconsideringpurchasingsignificantholdingsinanareainMexicothatliesonthesamefaultlines.Thisacquisitionwouldmeanthat90%ofthe company’s property is subject to the same risk of earthquake activity. Which of thefollowingisthemosteffectivestepthecompanycantake? 4. Question:ThecallcenterforalargecableandInternetproviderrecentlyinvestedheavilytoupgradethe technology supporting its operations. To the surprise of middle managers, the lessexperienced workers have picked up the systems very quickly, while more experiencedworkersarestruggling.Thisisanexampleoffailingtotakeintoaccount 5. Question:Manyprintnewspapersareexperiencingfinancialproblemsbecausetheyhavenotbeenable to establish a steady stream of revenue for their online offerings. What type ofcurrentconditionsistheleadershipatnewspapers failingtoaccuratelyassess? 6. Question:Whichtooldomanygovernmentsusetocontrolinformation? 7. Question:Whichofthefollowinghappensinhigh-uncertaintyenvironments? 8. Question:A mid-sized clothing retailer has a growing Internet presence and wants to establish acompetitiveadvantagethroughdelivery.Howshouldtheretailerleveragetechnologytooutperformcompetitorsinordertoachievethisgoal? 9. Question:Whywouldmultiplestakeholdergroupsworktogether? 10. Question:Executives at a mid-sized software development firm have decided to abandon thetraditional market the company serves in favor of an entirely different industry. Inadditiontobeinginanewindustrythefirmknowslittleabout,manyofitspotentialnewcustomersareoverseas.Thisdecisionisbasedoncontinuederosionofprofitmarginsinthecurrentbusinessoverthepastsixyears.Thisisanexampleof 11. Question:Asmallgraphicdesigncompanyemploysateamofexperiencedartists,designers,andcopywriters.Itisaflathierarchythatcanmovequicklytomeetcustomerneeds.Whatisthiscompanyanexampleof? 12. Question:AlargeInternetretailerwantstoestablishacompetitiveadvantagethroughdelivery.Whichofthefollowingbestdescribeshowthiscanbeachieved? 13. Question:EmigrantsfromSomaliawhonowliveintheU.S.wanttoorganizeaself-sustainingprogramthatwillprovidefarmerswithanadequatewatersupplyfortheircrops.Howshouldthisbeorganized? 14. Question:Whichtypeofinnovationcanbesosuccessfulthatitchangestheproduct(andmarket)completely? 15. Question:Aschange,uncertainty,andcomplexityincreaseinorganizationalenvironments,theneedforinnovationChooseyouranswerhere 16. Question:______ innovationislaunchedfromlowerorganizationallevelsanddiverselocations,includingemergingmarkets. 17. Question:ProcessinnovationresultsinChooseyouranswerhere 18. Question:Asmall,family-ownedbusinesshasdevelopedaprototypeforanewtractor.Becauseoflimitedresources,thefamilyhashiredanagriculturalconsultingbusinesstoevaluatethepracticality of the device and to conduct testing of the product. According to Hamel’swheelofinnovation,theconsultantsareinchargeofthe 19. Question:Company MNO has a reputation in its industry as a challenging place to work; the payacross the board is good, but many employees burn out because of the workload andstress.ThenewCEOhasbeenwiththecompanyfor15years,soheisfamiliarwiththesituation.Hehasbeenreadingsomeleadershipbooks,andoneinparticularemphasizedsomeideasonhowtofostergreaterhumansustainability,andhehastakentheseideastoheart. 20. Question:Which of the following represents the most effective step the company can takeundertheCEO’sleadership? 21. Question:ManycompaniestodayemployaSustainabilityProgramOfficer.Whatdoesthisdemonstrate? 22. Question:The3P’soforganizationalperformancearepeople,profit,and 23. Question:Asportinggoodsmanufacturerjustissuedareportannouncingthecompensationofitsworkersatalllevelsoftheorganization.Atthesametime,italsoannouncedplanstoreducetheratioofitsCEO’spaytoitsmachineoperators’payfrom100-to-1to40-to-1.Thisisanexampleof 24. Question:Howwouldacompanypreparetotransformitselfintoasustainablebusinessmodel? 25. Question:Whichofthefollowingbestdescribesthegroup(s)thatshouldbeconcernedwithsustainabledevelopment? 26. Question:Problemswithsupplierqualitycontrol,risingforeignlaborcosts,andcheaperenergyintheU.S.areexplanationsfor 27. Question:Whichofthefollowingisanexampleofanontariffbarrier? 28. Question:PoliticalriskandproductpricearerelatedinthatpoliticalriskleadtoChooseyouranswerhere 29. Question:Ifacountrymovesawayfromprotectionism,whichofthefollowingisapossibleresult? 30. Question:Foreignanddomesticpartnerscooperatingformutualgainsischaracteristicofagreenfieldventure. 31. Question:WhichofthefollowingwasaresultofNAFTA? 32. Question:Asa ,Coca-Colahasextensiveinternationalbusinessdealingsinmanyforeigncountries. 33. Question:Whatistherelationshipbetweenusingsweatshoplaborandproductprices? 34. Question:Inexchangeforfavorablefinancialterms,MegaBankpromisesagovernmentofficialapositionofVPattheendoftheirterm.Thisisanexampleof 35. Question:Whichofthefollowingisanexampleofcorruption? 36. Question:Whatistherelationshipbetweenusingchildlaborandproductprices? 37. Question:Mel is the lead negotiator for a multinational corporation. He is meeting withrepresentativesfromLaostodiscusssettingupaproductionfacilitythere.Melisseekingimprovementstothestandingfacilitytobemadebythelocalareainexchangeforhealthycontributions to the area’s infrastructure, such as roads and schools. Which is the mosteffectiveargumentMelcanoffertotherepresentatives? 38. Question:Thetendencytoviewone’scultureassuperiortoothersiscalledculturalintelligence. 39. Question:Whichofthefollowingisacharacteristicofthemasculinedimensionofvaluesandnationalculture? 40. Question:OnarecenttriptotheUnitedStates,Ranawasstruckbythefrequencywithwhichpeopleused “I” and “me” in conversations and meetings. Rana’s observation is an example ofwhichdimensionofvaluesandnationalculture? 41. Question:Withrespecttothestagesofcultureshock,whichofthefollowingischaracteristicofthesmallvictoriesstage? 42. Question:Janetreturnedfromanoverseasassignmentforthecompanywheresheworks.Shedescribesthebeliefs,values,andbehaviorsofthehostcountryinunflatteringterms.WhatisJanet’sbehavioranexampleof? 43. Question:TheCEOofalargeretailerfeelsthatthechain’sexpansionintoAsiafailedbecauseof“culturalspectacles,”whichlimitedvisionanddidnotovercomethebiasesofthefirm’shome country. How would you prepare the company’s leaders before the nextinternationalexpansioneffort? 44. Question:Whichofthefollowingisthebestsettinginwhichtoapplycomparativemanagementstudies? 45. Question:Americanmanagementtheoriestendtoplaceanemphasisonparticipationinleadershipbecauseofthenation’smoderatestanceonpowerdistance.Thisisanexampleof 46. Question:Whichofthefollowingisanexampleofself-management? 47. Question:Thestudyofhowmanagementperspectivesandpracticesdifferamongcountriesandculturessystematicallyiscalled 48. Question:Pabloisintouchwithhisownemotionsandgenuinelyinterestedinothers.Pablo’sco-workersreportthatheisveryskilledatmakingpersonaladjustmentsincross-cultural 49. Question:Beingflexibleandnonjudgmentalarecriticalwheninterpretinganddealingwithsituationsinwhichdifferencesarepresentin 50. Question:Fran’smanagerreliesheavilyoninformationtohelphermakedecisions.Atameeting,Frandisclosedthatshehadnewaccesstoalargedatasource.WhatactiondidFran’smanagermostlikelyrecommend? 51. Question:Aprojectmanagerneedsapersonwithgoodanalyticalcompetency.Whomshouldthemanagerselect? 52. Question:Erinexcelsatlocatingandusinginformationtosolveproblems.Shehasahighleveloftechnologicalcompetency. 53. Question:Technologicalcompetencyistheabilityto 54. Question:_____ istheprocessofanalyzingdatatoproduceusefulinformationfordecisionmakers. 55. Question:UPSspends$1billionperyearontechnologythatanalyzesover1,000pagesofcodetocalculateoptimumroutesfordrivers.WhichisUPS’smostimportantstrategicresource? 56. Question:Wallacelearnsofanewopportunityonthehorizonthathethinkshisdivisioncouldtakeadvantageof.HeraisestheissuewiththeCEO,whoimmediatelysays,“Let’sgoforit!”Wallacethinkstohimself,“Waitwouldn’titbebettertogatherinformationfirstandthenreachaconclusion?”Wallaceisprobablyanintuitivethinker. 57. Question:Intuitivethinkersapproachproblemsolvingina nalandanalytical 58. Question:In2010,hedgefundmanagerAnthonyWardpurchased$1billionworthofcocoafutures.Thiswasasignificantenoughpercentageoftheavailablesupplythathewasableinfluencechocolatepricesandearnaverygoodreturn. 59. Question:If,afteranalyzingthedatasurroundingaprobleminanuncertainenvironment,youarestillunabletomakeadecisionaboutthebestcourseofaction,youmightconsiderconsultingwhattypeofthinkertohelpyou? 60. Question:Solvingproblemsinawaythatis and isahallmarkofintuitivethinkers.Selectallthatapply. 61. Question:Theriskoffailureina(n) 62. Question:Definingaproblemtoobroadlyortoonarrowlyisanexampleof 63. Question:Thereisdebateamongseniorprofessionalsatasupplychainconference.Theycannotcometoaconsensusonsocialmedia’simpactonsupplychainmanagementoverthenextfiveyears.Thisdivisionsuggeststhatanydecisionsmadebytheseprofessionalsattheircompanies 64. Question:Yourboss,anexecutive,informsyouthattheexecutivecommitteehasdecidedtoreducethenumberofthelowest-paidworkerssoexecutivescanearntheirannualbonuses.Youareconcernedthatthisdecisionis 65. Question:Whichofthefollowingisacommonmistakewhenidentifyinganddefiningaproblem? 66. Question:Inarushtoaddressamajorproductionissueinyourdepartment,youdecidetoinstituteimmediatechanges.Themanagersinotherareasareresisting.Youhave 67. Question:Atasoftwarecompany,theexecutiveasksyourteamofmanagerstoaddresslaggingrevenue.Yourteaminitiatesanewmarketingcampaigntodrumupmorebusiness,butrevenuesremainflat.Whatwouldyouproposetobetheproblem? 68. Question:Little-C creativity is distinctive from Big-C creativity in that itreliesonleft-brainthinking. 69. Question:Enteringnegotiationswithapotentialcustomer,asupplierstartswithaninflatedpriceperpart.Theyhaveasignificantcushiontoworkwithastheynegotiatedownward.Theyaretryingtotakeadvantageof 70. Question:Taskexpertise,taskmotivation,andcreativityskillsareelementsofself-confidence. 71. Question:A business owner has recently begun a push to double the number of locations of hisbusiness.Afriendsuggeststhathemayhaveover-extendedhimselfbyexpandingtoorapidly.Theownercontinuestopushthrough,tryingtoavoidtheperceptionthathehasmadeamistake.Theowner 72. Question:AnITexecutivehasaskedeachregionalmanagertobeinvolvedinasoftwarevendorselectionprocess.TheITexecutivehopesthattheirinvolvementwillresultin 73. Question:Whenastudentdoesnotstopstudyingtohavefunwithfriendsortopursueinterestsoutside of school, the student will 74. Question:Fortimemanagementandthegeneralprocessofplanningtobothbesuccessful,whatmustapersonhave? 75. Question:Objectivesarespecificresultsthatonewishesto 76. Question:Inameetingtodiscussmissedannualtargets,mangersrecaptheyear’sevents.Theycandocument instances of setting direction, measuring to ensure results, and creatingstructures.Thegroupwantstodobetternextyear.Whatwouldyoupropose? 77. Question:IfacompanyhasabadquarterandtheChiefFinancialOfficerfallsintoacomplacencytrap,whatistheexpectedresult? 78. Question:Whenamanagerwantstoimprovehertimemanagementskills,whatshouldshedo? 79. Question:Planningimprovesbothcoordinationand 80. Question:Whattypeofbudgetisbestsuitedforcompaniesthathavevolatilechangesinperformanceforeachactivity? 81. Question:Bob,theCFOofasmallcompany,isdatinghisassistant,Kelly.WhenBob’sbossfindsout,Bobisfired.Thisisanexampleofaviolationofthecompany’s 82. Question:Whattypeofplanwouldmostlikelyincludeapricingstrategy? 83. Question:Tacticalplansarealsoreferredtoas 84. Question:Eachyear,whentopmanagersassignresourcestodepartmentsandactivitiescompany-wide,oneparticulardepartmentseemstoneverspenditsavailablefundsuntiltheendoftheyear,andthenspenditonitemsthatweren’tplannedandseemunnecessary.Whatactionshouldthecompanytaketoavoidthesesituations? 85. Question:Forplanningpurposes,withwhichtimespanaremostpeoplecomfortableworking? 86. Question:Acompanyisexperiencingacrisisduetonewregulationspreventingitfromsellingitsproducts.Whatcouldthecompanyhavedonetopreventthissituationfromhappening? 87. Question:Whatisthedifferencebetweenagoalandaplan? 88. Question:WhichofthefollowingwouldbetheMOSTimportantplanforacompanythatoperatesinamarketwhereresourcesarescarce? 89. Question:Benchmarkinghelpscompanies 90. Question:Rogerstartedthetopmanagementmeetingbystating,“Today,wewillbegintheprocessofpredictingwhatwillhappeninthefuture.”Rogerwasintroducingtheconceptof 91. Question:Acontingencyplanisalsoreferred 92. Question:Youaregoingtobeakeynotespeakeratalargeconference.YouprepareanexcellentspeechaccompaniedbyaPowerPointpresentation.Whenyougettothepodium,yourealizethatyourflashdriveisnotcompatiblewiththeflashdriveatthepodium.Youarenow stuck without the presentation. 93. Question:What should you have done to anticipate thefacilitylackingthetypeoftechnologyyouneeded? 94. Question:Inthehierarchyofobjectives,whatarethemeans? 95. Question:Whichofthefollowingbestdescribestherelationshipbetweengoalsatlowerlevelsandgoalsathigherlevelswithinahierarchyofobjectives? 96. Question:Whenallmembersofateaminchargeofimplementingaplanareencouragedtocontributetotheplan,management 97. Question:Asthemembershipmanageratanonprofit,Caterinahasannualgoalsthatincludenewmembershipssold,percentageofreturningmembers,membershipupgrades,anddirectmailingmembershipconversions.WhichofthefollowingbestdescribesCaterina’sgoals? 98. Question:Comparedtostandardplanning,participatoryplanningtakes timeand thequalityoftheplans. 99. Question:Whichofthefollowingbestdescribesthedistinguishingfeatureofverifiableworkactivities? 100. Question:Managementbyobjectives(MBO)dependsonperformanceobjectives,planstoachieveperformance objectives, standards for measuring, and procedures for reviewingperformanceresults.WhichofthefollowingelementsallowMBOtooccur