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Question
In what way can suppliers with a strong bargaining position threaten managers and their organizations? What threat can an organization pose its suppliers?
Answer
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Related questions
Q:
Define restructuring. Discuss the positive and negative effects of restructuring.
Q:
Briefly discuss the four principal managerial tasks.
Q:
The four building blocks of _____ are superior efficiency; quality; speed, flexibility, and innovation; and responsiveness to customers.
A. empowerment
B. competitive advantage
C. diversification
D. stratification
E. managerial control
Q:
Due to declining global sales, Makeown Ventures Inc. announced that it would lay off 12 percent of its existing workforce over the next few months. This is an example of:
A. task assessment.
B. insourcing.
C. restructuring.
D. outsourcing.
E. empowerment.
Q:
Owing to financial problems in the organization, the top management of an investment bank decided to reduce the number of middle managers by 10 percent. This is an example of _____.
A. insourcing
B. restructuring
C. task assessment
D. empowerment
E. delegation
Q:
The ability to analyze and diagnose a situation and to distinguish between cause and effect is a:
A. human skill.
B. negotiation skill.
C. technical skill.
D. conceptual skill.
E. structural skill.
Q:
Which of the following is a primary concern of top managers?
A. Supervising nonmanagerial employees
B. Training, motivating, and rewarding salespeople
C. Developing and fine-tuning employee skills
D. Supervising first-line managers
E. Deciding which goods a company should produce
Q:
Which of the following is true of first-line managers?
A. They are responsible for finding the best way to organize human and other resources to achieve organizational goals.
B. They work in all departments or functions of an organization.
C. They make specific decisions about the production of goods and services.
D. They evaluate whether the organizations goals are appropriate.
E. They instruct top managers on the suitability of organizational goals.
Q:
In _____, managers evaluate how well the organization is accomplishing its goals.
A. leading
B. planning
C. organizing
D. disseminating
E. controlling
Q:
In which of the following managerial tasks are work relationships restructured to facilitate the interaction and cooperative efforts of organizational members, all of whom strive to achieve organizational goals?
A. Planning
B. Leading
C. Reviewing
D. Controlling
E. Organizing
Q:
Which of the following is an element of planning?
A. Encouraging all employees to perform at a high level to help the organization achieve its vision and goals
B. Using power, personality, and communication skills to coordinate the activities of people and groups
C. Establishing alliances between different organizations to share resources and produce new goods and services
D. Deciding which goals the organization will pursue and what strategies will achieve those goals
E. Organizing people into departments according to the kinds of job-specific tasks they perform
Q:
Which of the following does planning involve in an organization?
A. Establishing task relationships that allow people to work together
B. Developing strategies for how to achieve high performance
C. Motivating individuals to achieve organizational goals
D. Establishing accurate measuring and monitoring systems
E. Measuring how well the organization has achieved its goals
Q:
The Manager as a Person Emily is seldom in a bad mood and is always optimistic about herself and others. It can be said that Emily is low on _____.
A. negative affectivity
B. agreeableness
C. affiliation
D. positive affectivity
E. extraversion
Q:
The Manager as a Person _____ is the tendency to be highly critical of oneself and of others.
A. Agreeableness
B. Extraversion
C. Negative affectivity
D. Affiliation
E. Openness to experience
Q:
The Manager as a Person People who tend to be sociable, outgoing, and friendly are low in _____.
A. extraversion
B. introversion
C. openness to experience
D. affiliation
E. agreeableness
Q:
Briefly describe the different types of organizational structures that Burns and Stalker proposed.
Q:
Differentiate between an open and a closed system.
Q:
Explain how scientific management caused dissatisfaction in workers.
Q:
Mayfair Mobiles external environment is changing rapidly, and it responds by decentralizing decisions to lower-level managers so that the organization can react faster. Which of the following types of organizational structure allows this?
A. A mechanistic structure
B. A formal structure
C. A bureaucratic structure
D. An oligarchic structure
E. An organic structure
Q:
EZtronics approach to management is consistent with Theory Y because:
A. managers at EZtronics control workers behavior by means of rewards and punishments.
B. managers at EZtronics closely supervise their subordinates.
C. managers at EZtronics do not believe in giving workers any autonomy in solving problems.
D. managers at EZtronics have created a work setting that allows workers to exercise initiative.
E. managers at EZtronics have created a work setting that reflects a belief that workers are lazy.
Q:
Which of the following best reflects Mary Parker Folletts views on management and leadership in an organization?
A. Managers should avoid involving workers in analyzing their jobs to identify better ways to perform tasks, as this could lead to employees underperforming.
B. If workers have the relevant knowledge, then workers, rather than managers, should be in control of the work process itself.
C. The formal line of authority and vertical chain of command are the most essential steps to effective management.
D. Members of different departments should avoid working together in cross-departmental teams to accomplish projects in order to minimize duplication of effort.
E. Managers formal authority deriving from their position in the hierarchy should decide who will lead at any particular moment.
Q:
According to Henri Fayol, discipline refers to:
A. the ability to act on ones own without direction from a superior.
B. shared feelings of comradeship, enthusiasm, or devotion to a common cause among members of a group.
C. the justice, impartiality, and fairness to which all organizational members are entitled.
D. the methodical arrangement of positions to provide the organization with the greatest benefit and to provide employees with career opportunities.
E. Stability of tenure of personnel
Q:
The Manager as a Person Which of the following rites internalizes the norms and values of an organization within an employee?
A. Rites of passage
B. Rites of integration
C. Rites of inclusion
D. Rites of acceptance
E. Rites of enhancement
Q:
The Manager as a Person Which of the following is an instrumental value?
A. Contentedness
B. Salvation
C. Social recognition
D. Responsibility
E. Freedom
Q:
The Manager as a Person Which of the following is a terminal value?
A. Ambition
B. Honesty
C. Freedom
D. Courage
E. Responsibility
Q:
The Manager as a Person Kenneth, the CEO of Dewberry Inc., is very particular about establishing and maintaining good interpersonal relations with his employees. He also has high standards for personal excellence and works hard to accomplish his goals. According to McClelland, this indicates that Kenneth has a _____.
A. high need for power and low need for affiliation
B. high need for control and low need for affiliation
C. high need for power and low need for achievement
D. high need for affiliation and high need for achievement
E. low need for power and low need for achievement
Q:
The Manager as a Person According to McClelland, the extent to which a person is concerned with being liked and having others get along well with one another is called _____.
A. the need for power
B. the need for control
C. the need for independence
D. the need for achievement
E. the need for affiliation
Q:
The Manager as a Person According to McClelland, the extent to which people have strong desires to perform challenging tasks and to meet personal standards of excellence is known as _____.
A. the need for affiliation
B. the need for achievement
C. the need for power
D. the need for acceptance
E. the need for solidarity
Q:
The Manager as a Person People with an external locus of control _____.
A. believe that outside forces are responsible for what happens to and around them
B. believe that their actions always make a difference
C. believe that they themselves are responsible for the events in their life
D. tend to solve problems easily
E. tend to be highly ethical and extremely helpful
Q:
The amount of time that managers spend planning and organizing resources decreases as they ascend the hierarchy within the organization.
A. True
B. False