MGMT 2500 Exam Questions With
100% Correct Answers Verified
Latest Update
IBM's price/performance ratio means: - ANSWER-annually price goes down 25%
while performance increases 35%
Total Quality Management (TQM) - ANSWER-a management philosophy that
focuses on satisfying customers through empowering employees to be an active part
of continuous quality improvement
Ethnocentrism - ANSWER-belief that one's culture is superior to all others
define ethics: - ANSWER-personal code of conduct
Katz First Line managerial skills: - ANSWER-50% Human
45% Technical
5% Conceptual
Katz Middle managerial skills: - ANSWER-50% Human
25% Technical
25% Conceptual
Katz Top managerial skills: - ANSWER-50% Human
5% Technical
45% Conceptual
W. Demings believed that if there are errors ___ % are employee mistakes and ___
% are managerial mistakes - ANSWER-15%,
85%
define congruency: - ANSWER-your goals align with the organization's goals
high context cultures: - ANSWER-derive meaning from nonverbal situational cues,
such as Asian and Arabic countries. Negotiations are slow and ritualistic
low context cultures: - ANSWER-derive meaning from written and spoken words,
such as the US or Germany. Negotiations efficient and non personal
monochronic time: - ANSWER-preference for doing one thing at a time because time
is limited, precisely segmented, and schedule driven (low context)
, polychronic time: - ANSWER-preference for doing more than thing at a time because
time is flexible, fluid, and multidimensional (high context)
Maslow's Hierarchy of Needs - ANSWER-physiological - food and water
safety - protection from the elements
love/belonging - affection
esteem - reputation, prestige, and recognition
self-actualization - self fulfillment
Alderfer's ERG Theory: - ANSWER-Existence (physiological and safety)
Relatedness (belonging)
Growth (esteem and self actualization)
- can achieve one without the others
McClelland's Needs: - ANSWER-need for achievement (entrepreneur),
need for affiliation,
need for power
Vroom's Expectancy Theory - ANSWER-expectancy - effort to performance link
instrumentality - performance to outcome perception
valence - value of the outcome
Herzbeg's Two-Factor Theory - ANSWER-hygiene factors: short lasting, job context,
relationship with boss, salary, working conditions
motivator factors: long lasting, job content, growth, responsibility, recognition,
learning
Adam's equity theory: - ANSWER-fairness in social exchanges
vertical loading / job enrichment: - ANSWER-add responsibility, learning, growth,
recognition
360 degree feedback: - ANSWER-comparison of anonymous feedback from one's
superior, subordinates, and peers with self-perceptions
intrinsic rewards: - ANSWER-motivation driven by positive feelings associated with
doing well on a task
extrinsic rewards: - ANSWER-motivation caused by the desire to attain specific
outcomes, such as a monetary bonus
Katz's most important motivational patter: - ANSWER-involvement in primary groups
Drucker's Management by Objectives (MBO): - ANSWER-management system that
incorporates participation in decision-making, goal setting, and objective feedback
role overload: - ANSWER-too many expectations
role ambiguity: - ANSWER-unknown expectations
100% Correct Answers Verified
Latest Update
IBM's price/performance ratio means: - ANSWER-annually price goes down 25%
while performance increases 35%
Total Quality Management (TQM) - ANSWER-a management philosophy that
focuses on satisfying customers through empowering employees to be an active part
of continuous quality improvement
Ethnocentrism - ANSWER-belief that one's culture is superior to all others
define ethics: - ANSWER-personal code of conduct
Katz First Line managerial skills: - ANSWER-50% Human
45% Technical
5% Conceptual
Katz Middle managerial skills: - ANSWER-50% Human
25% Technical
25% Conceptual
Katz Top managerial skills: - ANSWER-50% Human
5% Technical
45% Conceptual
W. Demings believed that if there are errors ___ % are employee mistakes and ___
% are managerial mistakes - ANSWER-15%,
85%
define congruency: - ANSWER-your goals align with the organization's goals
high context cultures: - ANSWER-derive meaning from nonverbal situational cues,
such as Asian and Arabic countries. Negotiations are slow and ritualistic
low context cultures: - ANSWER-derive meaning from written and spoken words,
such as the US or Germany. Negotiations efficient and non personal
monochronic time: - ANSWER-preference for doing one thing at a time because time
is limited, precisely segmented, and schedule driven (low context)
, polychronic time: - ANSWER-preference for doing more than thing at a time because
time is flexible, fluid, and multidimensional (high context)
Maslow's Hierarchy of Needs - ANSWER-physiological - food and water
safety - protection from the elements
love/belonging - affection
esteem - reputation, prestige, and recognition
self-actualization - self fulfillment
Alderfer's ERG Theory: - ANSWER-Existence (physiological and safety)
Relatedness (belonging)
Growth (esteem and self actualization)
- can achieve one without the others
McClelland's Needs: - ANSWER-need for achievement (entrepreneur),
need for affiliation,
need for power
Vroom's Expectancy Theory - ANSWER-expectancy - effort to performance link
instrumentality - performance to outcome perception
valence - value of the outcome
Herzbeg's Two-Factor Theory - ANSWER-hygiene factors: short lasting, job context,
relationship with boss, salary, working conditions
motivator factors: long lasting, job content, growth, responsibility, recognition,
learning
Adam's equity theory: - ANSWER-fairness in social exchanges
vertical loading / job enrichment: - ANSWER-add responsibility, learning, growth,
recognition
360 degree feedback: - ANSWER-comparison of anonymous feedback from one's
superior, subordinates, and peers with self-perceptions
intrinsic rewards: - ANSWER-motivation driven by positive feelings associated with
doing well on a task
extrinsic rewards: - ANSWER-motivation caused by the desire to attain specific
outcomes, such as a monetary bonus
Katz's most important motivational patter: - ANSWER-involvement in primary groups
Drucker's Management by Objectives (MBO): - ANSWER-management system that
incorporates participation in decision-making, goal setting, and objective feedback
role overload: - ANSWER-too many expectations
role ambiguity: - ANSWER-unknown expectations
