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Question
The big problem with the Managerial Grid is that it includes too many contingencies.Answer
This answer is hidden. It contains 114 characters.
Related questions
Q:
The role of ________ is more important for managers of small organizations than for managers working in large corporations.
A) disseminator
B) spokesperson
C) entrepreneur
D) resource allocator
Q:
Which of the following is NOT an example of a decisional role according to Mintzberg?
A) spokesperson
B) entrepreneur
C) disturbance handler
D) resource allocator
Q:
The emphasis that managers give to various activities is generally based on their ________.
A) organizational level
B) tenure with the organization
C) experience in their field
D) skill specialty
Q:
A finance manager who reads the Wall Street Journal on a regular basis would be performing which role?
A) leader
B) monitor
C) disseminator
D) liaison
Q:
An important part of the controlling function is ________.
A) evaluating
B) structuring
C) coordinating
D) punishing
Q:
In a short essay, discuss the difference between efficiency and effectiveness.
Q:
Joe, the Manager (Scenario)As a production supervisor, Joe determines the number of output units his department will produce each week. On Monday, he informs his team that the schedule is going to be difficult this week due to the increased number of output units. He goes on to tell them that he is confident that they can fulfill the schedule because they are tough, talented, and "when the going gets tough, they are the ones who get going." Each day during the week, Joe checks the amount of output that the employees have completed and the number of units that have been rejected.When Joe decides the number of output units his team will be able to produce this week, which management process is he performing?A) controllingB) leadingC) planningD) organizing
Q:
The Perfect Manager (Scenario)Brenda Kraft has proven herself to be an able manager. Her section has a high project completion rate with the highest-quality product and the lowest defects in her division. In addition, she accomplishes this with fewer full-time people than other managers. Co-workers say that the secret of her success is in her ability to determine what needs to be done and by whom, and her understanding of the basic "management processes."Brenda's ability to determine what needs to be done and by whom is evidence that she excels at which management function?A) planningB) controllingC) leadingD) organizing
Q:
A major contribution that Taylor made to the study of management was ________.
A) to measure efficiency on a 4-star scale
B) to identify the one best way to get a job done
C) to identify the three best ways to get a job done
D) to measure inefficiency on a 4-star scale
Q:
A candy manufacturer would increase both efficiency and effectiveness by making ________.
A) better candy at the same cost
B) better candy at a lower cost
C) the same candy at a lower cost
D) the same candy at the same cost
Q:
This is the PRIMARY reason for why managers often travel long distances to have a face-to-face meeting with someone.
A) It shows respect.
B) Most communication is done through body language.
C) Other forms of communication have security concerns.
D) It communicates a sense of power, rank, and mobility.
Q:
Along the grapevine, ________.
A) good news travels fastest
B) bad news travels slowly
C) good news travels slowest
D) bad news travels fastest
Q:
Four conditions influence the content of an encoded message: the skills, attitudes, knowledge, and ________ of the sender.
A) social-cultural system
B) environmental conditions
C) volume
D) political conditions
Q:
Results from the leader-participation model conclude that it is more important to talk about autocratic and participative ________.
A) situations than leaders
B) leaders than situations
C) leaders than followers
D) followers than situations
Q:
A participating leadership style works best with which type of follower?
A) R1
B) R2
C) R3
D) R4
Q:
A delegating leadership style works best with which type of follower?
A) R1
B) R2
C) R3
D) R4
Q:
Fiedler concluded that relationship-oriented leaders performed best when the situation was ________.
A) highly favorable
B) highly unfavorable
C) either highly favorable or highly unfavorable
D) moderately favorable or moderately unfavorable
Q:
In a short essay, describe the Ohio State University leadership studies.
Q:
The Ohio State studies indicated that leaders who were high in consideration performed ________.
A) best in all situations
B) best when employee tasks were routine
C) worst when employee tasks were routine
D) best when employee tasks were non-routine
Q:
Sharing information is part of the coordination and collaboration requirement for successful value chain management.
Q:
Organizational culture and attitudes are shared by ________ value chain partners.
A) external
B) internal
C) both internal and external
D) customers and external
Q:
This is the most important resource in any value chain.
A) employees
B) raw materials
C) capital
D) technology
Q:
Implementation of a value chain should be driven by ________.
A) technology
B) customers
C) employees
D) management
Q:
In organizations such as Saint-Gobain Performance Plastics, ________ are brought together to work on the company's premises.
A) customers and company employees
B) current and retired employees
C) competitors and customers
D) customers and suppliers
Q:
The requirement for value chain management that includes an enterprise resource planning (ERP) system to link all of an organization's activities is ________.
A) employees/human resources
B) technology investment
C) coordination and collaboration
D) leadership
Q:
The requirement for value chain management that is most closely associated with trust is ________.
A) organizational culture and attitudes
B) technology investment
C) organizational processes
D) employees/human resources
Q:
In a short essay, explain what value chain management is.
Q:
Value is any aspect of a product that customers ________ in the product.
A) like or admire
B) want to see
C) will pay for
D) notice
Q:
Deming advocated an approach in which managers never get complacent about the quality of their product.
Q:
Manufacturing and service organizations produce both physical and nonphysical outputs.