MGT 521 MGT521

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MGT/521MANAGEMENT

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MGT 521 Week 1 Career Plan Building Activity Career Interests Profiler

By completing the My Career Plan Interests Profiler in this course, you are

taking some of the first steps to creating a career plan that will help you reach

your career goals.

• If you need additional information, review the My Career Plan Student Guide,

located on the My Career Plan website.

• For assistance with content in the Phoenix Career Plan, contact your

academic counselor. For technical issues, contact your academic counselor or

technical support at [email protected].

Access the Career Interests Profiler.

Complete the Career Interests Profiler.

• You may have already completed the Career Interests Profiler during

enrollment. Your results will be saved if this is the case.

Write a paper of no more than 350 words discussing the results of your Career

Interest Profiler.



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• Do these results fit in with your desired career path? Why or Why not?

• Were you surprised by the results? Why or Why not?

Click the Assignment Files tab to submit your assignment.

MGT 521 Week 2 Knowledge Check

The material presented below is not meant to be a comprehensive list of all

you need to know in the content area. Rather it is a starting point for building

your knowledge and skills. Additional study materials are recommended in

each area below to help you master the material.

Personalized Study Guide Results:

Score: 12 / 12

Concepts Mastery Questions

Strategies for SWOT Analyses 100% • 1

• 2• 3

Strategic and Operational Plans 100% • 4

• 5• 6

Differentiate Between Goals and Plans 100% • 7

• 8• 9

Examples of Contingency Factors in Planning 100% • 10

• 11

• 12

Concept: Strategies for SWOT Analyses

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Mastery : 100% Questions : • 1

• 2• 3

Materials on the concept:

• Strategic Management

• Step 3: Doing an Internal Analysis

• The Strategic Management Process

• Step 2: Doing an External Analysis

1.

As a process of self-examination during her senior year of college, Casey

decides to develop a SWOT analysis of her prospects relative to getting a job.

Casey realizes that she has a personal characteristic that suggests she is not

comfortable interacting with strangers. She interprets this as a(n) ________ if

she is to get a job as a salesperson.

• A.

threat

• B.

strength

• C.

weakness

• D.

opportunity

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2.

Casey is looking for a new job. She decides to develop a SWOT analysis of

the industries she might want to work in. Casey majored in marketing and

enjoyed studying market research. Through her research on the Internet and

in the University Library, she learns that this industry is currently doing well.

She interprets this as a(n) ________.

• A.

weakness

• B.

threat

• C.

strength

• D.

opportunity

3.

In performing a SWOT analysis, which of the following would be considered as

a threat?

• A.

Lack of a strategic plan

• B.

Increased product demand

• C.

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Competitors

• D.

Recognized brand

Concept: Strategic and Operational Plans


• 5• 6


• Types of Plans

• Foundations of Planning

• Goals and Plans

• Strategic Management

• Five Forces Model

Show More

4.

Strategic plans are usually ________.

• A.

short term, directional, and standing

• B.

short term, specific, and standing

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• C.

long term, directional, and single use

• D.

long term, specific, and standing

5.

Operational plans are usually ________.

• A.

short term, directional, and standing

• B.

short term, specific, and standing

• C.

long term, directional, and single use

• D.

long term, specific, and standing

6.

When organizations think about entering a market, they may be concerned

with how unique their product might be. Which of Porter’s Five Forces would

be relevant in this case?

• A.

Threat of new entrants

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• B.

Bargaining power of suppliers

• C.

Current rivalry

• D.

Threat of substitutes

Concept: Differentiate Between Goals and Plans


• 8• 9



• The What and Why of Planning

• What Is Planning?

• Goals and Plans

• Types of Goals

7.

________ involves defining the organization’s goals, establishing strategies

for achieving those goals, and developing plans to integrate and coordinate

work activities.

• A.

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Execution

• B.

Logistics

• C.

Planning

• D.

Operations

8.

Goals are different from plans because ________.

• A.

goals identify specific steps that the organization needs to achieve, and plansidentify the overall mission of the organization

• B.

goals describe financial objectives, and plans describe objectives related to

social responsibility

• C.

goals are important only for small companies, and plans are important only for

large companies

• D.

goals are desired outcomes, and plans describe how those outcomes will be

accomplished

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9.

Most company goals can be classified as either ________ or ________.

• A.

operational; tactical

• B.

social; economic

• C.

strategic; financial

• D.

strategic; operational

Concept: Examples of Contingency Factors in Planning


• 11

• 12



• Developing Plans

• Contingency Factors in Planning

• How Can Managers Use Environmental Scanning?

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• Contemporary Issues in Planning

10.

In response to a natural disaster, which contingency factor will affect the

choice of plans?

• A.

Commitment concept

• B.

Environmental uncertainty

• C.

Organizational level

• D.

Length of future commitments

11.

What technique would managers use when seeking to detect big trends and

changing market conditions?

• A.

Benchmarking

• B.

Formal planning

• C.

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Contingency planning

• D.

Environmental scanning

12.

The commitment concept says that plans should ________.

• A.

be done for as long a time period as possible

• B.

extend far enough to meet those commitments made when the plans were

developed

• C.

be done for as short a time period as possible

• D.

not commit to specifically meeting the goals made when the plans were

developed







Score: 21 / 21

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Six key elements in determining organizational structure 100% • 1

• 2• 3

Mechanistic and Organic Structures 100% • 4

• 5• 6

Types of Contemporary Organizational Designs 100% • 7

• 8• 9

Types of Internal and External Collaboration 100% • 10

• 11

• 12

Stages of Group Development 100% • 13

• 14

• 15

Five Conflict Management Techniques 100% • 16

• 17

• 18

Six Aspects of Group Structure 100% • 19

• 20

• 21

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Concept: Six key elements in determining organizational structure


• 2• 3


• Designing Organizational Structure

• Basic Organizational Design

• Work Specialization

• Departmentalization

• Chain of Command

1.

The process of dividing work activities into separate job tasks is known as ________.

• A.

work specialization

• B.

differentiation

• C.

chain of command

• D.

span of control

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2.

The process of grouping jobs together is known as ________.

• A.

departmentalization

• B.

centralization

• C.

formalization

• D.

decentralization

3.

The line of authority that extends from upper organizational levels to lower

levels, clarifying who reports to whom, is known as the ________.

• A.

employee power distance

• B.

unity of command

• C.

span of control

• D.

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chain of command

Concept: Mechanistic and Organic Structures


• 5• 6


• Mechanistic and Organic Structures

• Basic Organizational Design

4.

Which of the following is a characteristic of a mechanistic organization?

• A.

Cross-functional teams

• B.

Free flow of information

• C.

Wide spans of control

• D.

Clear chain of command

5.

Which of the following structures is highly adaptive, loose, and flexible?

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• A.

Organic

• B.

Centralized

• C.

Vertical

• D.

Mechanistic

6.

Companies would become more ________ if they allowed professionals to set

the priorities and allocate the resources for their departments.

• A.

bureaucratic

• B.

mechanistic

• C.

diversified

• D.

organic

Concept: Types of Contemporary Organizational Designs

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• 8• 9


• Contemporary Organizational Designs

• Adaptive Organizational Design

7.

In a ________ structure, no clear chain of command exists.

• A.

team

• B.

project

• C.

mechanistic

• D.

functional

8.

Which organizational design increases the complexity of assigning people to

projects?

• A.

Matrix structure

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• B.

Team structure

• C.

Boundaryless structure

• D.

Learning structure

9.

In which of the following organizational designs are employees most likely to

experience communication difficulties?

• A.

Team structures

• B.

Matrix structures

• C.

Project structures

• D.

Boundaryless structures

Concept: Types of Internal and External Collaboration


• 11

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• 12


• Internal Collaboration

• Adaptive Organizational Design

• Cross-Functional Teams

• Task Forces

• Communities of Practice

10.

A company brings team members together to collaborate on resolving mutual

problems that affect each of their areas. This is an example of the use of

________.

• A.

cross-functional teams

• B.

task forces

• C.

communities of practice

• D.

cross-cultural teams

11.

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A temporary committee formed to address a specific short-term problem that

affects several departments is known as a ________.

• A.

task force

• B.

community of practice

• C.

strategic partnership

• D.

joint venture

12.

Which of the following will help in making communities of practice successful?

• A.

Conducting face-to-face meetings, instead of online meetings

• B.

Having clear accountability and managerial oversight

• C.

Encouraging members to nurture competing goals

• D.

Focusing on simple and routine issues that can be easily tackled

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Concept: Stages of Group Development


• 14

• 15


• Managing Teams

• Stages of Group Development

• Groups and Group Development

13.

The ________ stage in the group development process is complete when

members begin to think of themselves as part of a group.

• A.

forming

• B.

storming

• C.

norming

• D.

performing

14.

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During the ________ stage of the group development process, a relatively

clear hierarchy of leadership and agreement on the group’s direction emerge.

• A.

forming

• B.

storming

• C.

norming

• D.

performing

15.

The ________ stage of the group development process is one in which close

relationships develop and the group becomes cohesive.

• A.

norming

• B.

forming

• C.

storming

• D.

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performing

Concept: Five Conflict Management Techniques


• 17

• 18


• Conflict Management

• Managing Teams

• Group Structure

16.

In which of the following conflict-management techniques are conflictsresolved by seeking an advantageous solution for all the parties involved?

• A.

Collaborating

• B.

Compromising

• C.

Forcing

• D.

Accommodating

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17.

Conflicts can be resolved by withdrawing from them or suppressing them. This

conflict-management technique is known as ________.

• A.

compromising

• B.

forcing

• C.

accommodating

• D.

avoiding

18.

Which of the following lists are the five conflict-management options available

to managers?

• A.

Accommodating, Asserting, Avoiding, Compromising, and Cooperating

• B.

Avoiding, Collaborating, Cooperating, Compromising, and Forcing

• C.

Accommodating, Avoiding, Collaborating, Cooperating, and Forcing

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• D.

Accommodating, Avoiding, Collaborating, Compromising, and Forcing

Concept: Six Aspects of Group Structure


• 20

• 21


• Managing Teams

• Group Structure

• Roles

• Norms

• Status Systems

19.

Behavior patterns expected of someone occupying a given position in a social

unit is called a ________.

• A.

role

• B.

status

• C.

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profile

• D.

persona

20.

Which of the following is a negative aspect of group norms?

• A.

Being part of a group has the ability to increase an individual’s antisocial

actions.

• B.

The most widespread norms are those related to dress codes.

• C.

Groups become dysfunctional when they maintain strict norms.

• D.

Norms do not influence employees’ performance.

21.

Which of the following is an accurate statement regarding status systems?

• A.

Anything can have status value if others in the group evaluate it that way.

• B.

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Status is a weak employee motivator even though it has behavioral

consequences.

• C.

Status can only be formally conferred on individuals.

• D.

Status systems are independent of aspects such as prestige and grading.

MGT 521 Week 3 Learning Team Reflection

Read the “Developing Your Empowering People (Delegating) Skill” Skills

Exercise at the end of Ch. 10 of Management.

Discuss the scenario with your Learning Team.

Consider the five behaviors described for delegating to determine how to

handle the scenario.

Prepare a 350- to 1,050-word paper detailing how your team would handle the

situation described in the scenario.


MGT 521 Week 3 Organizational Planning Worksheet

Review the example SWOT Analyses located in this week’s Electronic

Reserve Readings to see the types of information companies include.

Complete the following tasks in the University of Phoenix Material:

Organizational Planning Worksheet. Cite your resources.

Part One (hand in early):

Select a Fortune 500 company.

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Research the selected company by first clicking on the Business Source

Complete: SWOT

Analyses link in this week’s Electronic Reserve Readings. Note that additional

research is needed to complete this assignment.

Identify the company’s internal and external stakeholders.

Identify the company’s goals and identify the following, specifically:

• The company’s mission and vision

• At least one goal that can be accomplished through a strategic plan

• At least one goal that can be accomplished through an operational plan

• Conduct a SWOT analysis on the selected company

Organizational Planning Worksheet

Complete each section below. Be sure to cite your sources when necessary.

1. Fortune 500 Company name

<Company name>

2. The company’s internal and external stakeholders

Internal stakeholder’s External stakeholder’s

<Internal stakeholder> <External stakeholder>




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3. Company’s mission and vision

Company’s mission

<Mission>

Company’s vision

<Vision>

4. Company goals

At least one company goal that can be accomplished through a strategic plan

<Goal>

<Goal>

At least one company goal that can be accomplished through an operationalplan

<Goal>

<Goal>

5. SWOT analysis

Strengths Weaknesses

<Strength> <Weakness>



Opportunities Threats

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<Opportunity> <Threat>









Score: 21 / 21


Early Leadership Theories 100% • 1

• 2• 3

Contingency Leadership Theories 100% • 4

• 5• 6

Contemporary Leadership Theories 100% • 7

• 8• 9

Five Sources of Leader Power 100% • 10

• 11

• 12

Goals of Organizational Behavior 100% • 13

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• 14

• 15

The Big Five Model 100% • 16

• 17

• 18

Attribution Theory 100% • 19

• 20

• 21

Concept: Early Leadership Theories


• 2• 3


• University of Iowa Studies

• Managers as Leaders

• Leadership Behavior Theories

1.

Which of the following describes the leadership style in which a leader tends

to centralize authority, dictate work methods, make unilateral decisions, and

limit employee participation?

• A.

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Cultural style

• B.

Autocratic style

• C.

Democratic style

• D.

Laissez-faire style

2.

The ________ style of leadership describes a leader who tends to value

employee participation, including in such areas as decision making and

deciding on work methods and goals.

• A.

cultural

• B.

autocratic

• C.

democratic

• D.

laissez-faire

3.

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Which of the following describes the leadership style in which the leader

generally gives the group complete freedom to make decisions and complete

the work in whatever way it sees fit?

• A.

Cultural style

• B.

Autocratic style

• C.

Democratic style

• D.

Laissez-faire style

Concept: Contingency Leadership Theories


• 5• 6


• Contingency Theories of Leadership


• The Fiedler Model

• Hersey and Blanchard’s Situational Leadership Theory

4.

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The ________ model proposed that the results of the least-preferred coworker

questionnaire could determine whether someone was relationship or task

oriented, and these results would determine effectiveness of group

performance.

• A.

Fiedler contingency

• B.

situational leadership

• C.

leader participation

• D.

path-goal

5.

Which leadership model proposed that the final component in the model is the

four stages of follower readiness, and different levels of follower readiness call

for a different leader–follower relationship?

• A.

Path-goal model

• B.

The Fiedler model

• C.

Charismatic-visionary leadership

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• D.

Situational leadership

6.

According to Hersey and Blanchard, a low task–high relationship situation

calls for the ________ leadership style.

• A.

delegating

• B.

telling

• C.

participating

• D.

selling

Concept: Contemporary Leadership Theories


• 8• 9


• Leader–Member Exchange (LMX) Theory

• Contemporary Views of Leadership


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• Team Leadership

• Transformational-Transactional Leadership

7.

When Alan Jackman got promoted as the head of the sales team at Mac

Software Inc., he chose three of his closest friends in the team to form the

core sales group with him. Which of the following predictions would be

consistent with the leader-member exchange theory?

• A.

Such an arrangement eventually becomes unstable.

• B.

Job satisfaction is more likely to be higher for the team members who are not

a part of the core group.

• C.

Team members who are not a part of Alan’s core group are actually far more

competent than his friends who form the core team.

• D.

Alan’s core group will engage in more helping or citizenship behaviors at work.

8.

Which of the following is an accurate statement about managers transferring

into the role of effective team leaders?

• A.

They will instinctively know how to effectively lead a team to success.

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• B.

They will be able to apply command-and-control type functions that were used

in the past.

• C.

They may try to retain too much control at a time when team members need

more autonomy.

• D.

Team leadership will come naturally to them.

9.

Rachel Keller’s colleagues and subordinates have a high regard for her. They

know that Rachel can help them meet their goals, and she is always willing to

reward them when they do. What her subordinates like best about Rachel is

that they know she appreciates their work by the team lunches she often

holds. Which of the following best describes Rachel’s leadership style?

• A.

Transactional

• B.

Charismatic

• C.

Trait

• D.

Transformational

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Concept: Five Sources of Leader Power


• 11

• 12


• Leadership Issues in the Twenty-First Century

• Managing Power


10.

Which of the following is the type of power a person has because of his or her

level of authority in the business?

• A.

Legitimate power

• B.

Coercive power

• C.

Reward power

• D.

Expert power

11.

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Sam Meyers manages a telemarketing call center. He has 20 employees

working for him who are displeased with the way he yells and threatens to

terminate them for what they see as small issues. Which kind of power is Sam

using to get the job done?

• A.

Legitimate power

• B.

Coercive power

• C.

Reward power

• D.

Referent power

12.

Marsha Lewis is the manager at a fast-food establishment, managing a staff

of 25 employees. Many of her staff members are extremely impressed with

how she handles her work, and they emulate Marsha’s behaviors and actions

in working with others. The team believes Marsha is fair and understanding,

and she always promotes from within when employees have been performing

well. Which two sources of power does Marsha use in this example?

• A.

Reward and referent power

• B.

Referent and coercive power

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• C.

Expert and reward power

• D.

Referent and expert power

Concept: Goals of Organizational Behavior


• 14

• 15


• Focus and Goals of Organizational Behavior

• Goals of Organizational Behavior

• Understanding Individual Behavior

13.

What performance measure considers the efficiency and effectiveness of

employees?

• A.

Employee productivity

• B.

Organizational citizenship behavior

• C.

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Job satisfaction

• D.

Turnover

14.

What aggregate measure allows managers to assess how happy an employee

is with the many different factors at his or her job?

• A.

Employee happiness

• B.

Workplace misbehavior

• C.

Employee productivity

• D.

Job satisfaction

15.

When an employee volunteers to run a canned food drive, this is an example

of

• A.

employee productivity

• B.

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organizational citizenship behavior

• C.

employee happiness

• D.

job satisfaction

Concept: The Big Five Model


• 17

• 18


• The Big Five Model


• Personality

16.

In the Big Five Model of personality, an employee who is good-natured and

highly cooperative, would be referred to as scoring high in the trait of

________.

• A.

extraversion

• B.

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agreeableness

• C.

conscientiousness

• D.

emotional stability

17.

In the Big Five Model of personality, conscientiousness refers to ________.

• A.

the degree to which someone is calm, enthusiastic, and secure (positive) or

tense, nervous, depressed, and insecure (negative)

• B.

the degree to which someone is sociable, talkative, assertive, and comfortable

in relationships with others

• C.

the degree to which someone is reliable, responsible, and dependable

• D.

the degree of influence the individual believes he or she has over certain

factors

18.

Susan is often described as being fascinated by many things, including

outdoor activities, inventive art exhibits, and books by up-and-coming authors.

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According to the Big Five Model of personality, Susan would be described as

________.

• A.

conscientious

• B.

extraverted

• C.

emotionally stable

• D.

open to experience

Concept: Attribution Theory


• 20

• 21


• Attribution Theory


• Perception

19.

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________ theory gauges whether a person’s behavior shows distinctiveness,

consensus, and consistency.

• A.

Perception

• B.

Behavior

• C.

Attribution

• D.

Social contrast

20.

Garth manages a team of 5 salespeople. One of the salespeople, Robert, has

been late to work for the past few days. If Garth attributes Robert’s tardiness

to a lack of caring about his job versus Robert having to drop his wife at work,

Garth is using the________.

• A.

fundamental attribution error

• B.

self-serving bias

• C.

assumption of similarity

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• D.

halo effect

21.

At work today, Tanya received the good news that the team she was part of

secured a winning bid for her company to serve as the architect partner for a

new shopping mall. Tanya also received the bad news that the transmission

on her car must be replaced. Tanya credits the good news to her ability to

complete work on time and the bad news to the poor craftsmanship of her car.

Tanya is exhibiting a(n) ________.

• A.

assumed similarity

• B.

stereotyping

• C.

fundamental attribution error

• D.

self-serving bias

MGT 521 Week 4 Organizing Work

You are a team of managers at a company. Upper management is concerned

that the structure of the division your team manages is not accomplishing

goals as efficiently as it could. As a result, upper management has tasked you

to review the current organizational structure for efficiency and recommend

needed changes.

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Your team notices the organizational chart has not been recently updated. To

begin the task, your team must create an up-to-date organizational chart to

determine the efficiency of the current structure. Then, you must create a new

organizational chart that represents the recommended structural changes.

You will then present recommendations and rationale to upper management.

Complete the following tasks to prepare for your meeting with upper

management.

Select one team member’s company that he or she used to complete the

Organizational Planning assignment.

Identify the selected company’s current organizational structure.

Create anorganizational chart in Microsoft® PowerPoint® for the current

structure of the selected company.

Discuss,with your team, any structural changes or adaptations to the existing

structures that you think should be recommended to improve that company’s

efficiency and effectiveness.

Decide,as a team, what structural changes or adaptations should berecommended.

Create an organizational chart in Microsoft® PowerPoint® for the

recommended structure of the selected company.

Justify your team’s recommendations in a paper of no more than 1,050 words.

If your team recommends that the company structure remain the same,

defend your decision. Based on the team’s decision, your paper must also

include the following:

• Describe the work that must be completed to accomplish the recommended

changes or adaptations. If no changes are recommended, explain what work

is currently being done and why it is successful.

• Describe how the work could be done most effectively. Would the work be

completed by individuals, teams, or a combination of both? If no changes are

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recommended, explain how the work is being completed and why the current

method is successful.

• Justify the selection for how the work could be done and describe the

approach that should be used.

Format your paper consistent with APA guidelines.








Score: 17 / 17


Control Process 100% • 1

• 2

• 3

• 17

Feedforward/Concurrent/Feedback Controls 100% • 4

• 5• 6

Financial Controls 100% • 7

• 8• 9

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Balanced Scorecard 100% • 10

• 11

• 12

• 13

Benchmarking 100% • 14

• 15

• 16

Concept: Control Process


• 2

• 3

• 17


• Introduction to Controlling

• The Control Process

• Step 1. Measuring Actual Performance

• Managerial Decisions in Controlling

• Correct Actual Performance

1.

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The control process assumes that ________.

• A.

employees require clear directions from management

• B.

employees are underqualified and require training

• C.

specific goals for performance were already created during the planning

process

• D.

employee monitoring costs are part and parcel of doing business

2.

An example of control criteria that can be used in any situation is ________.

• A.

number of calls taken per day

• B.

employee satisfaction

• C.

average time to process paperwork

• D.

client requests completed per hour

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3.

In reviewing the result of the control process, managers could choose to avoid

taking action when ________.

• A.

an employee fails to attain the standard because of internal problems

• B.

the variance between actual performance and the standard is acceptable

• C.

performance standards are acceptable, though the employees have not

attained it

• D.

the variance observed from the expected performance is caused due tounrealistic standards

17.

If a manager rationalizes that he does not have time to investigate the source

of a problem and instead resorts to “putting out fires,” the manager is missing

the use of ________.

• A.

bureaucratic control

• B.

immediate corrective action

• C.

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basic corrective action

• D.

concurrent control

Concept: Feedforward/Concurrent/Feedback Controls


• 5• 6


• Feedforward/Concurrent/Feedback Controls

• Feedforward Control


• Concurrent Control

• Feedback Control

4.

Which of the following types of control prevents problems because it takes

place prior to the actual activity?

• A.

Feedforward control

• B.

Concurrent control

• C.

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Feedback control

• D.

Management control

5.

Management by walking around is what type of control?

• A.

Feedforward control

• B.

Concurrent control

• C.

Feedback control

• D.

Reactive control

6.

What type of control gives employees information on how well they performed,

and therefore, can increase motivation?

• A.

Feedforward control

• B.

Concurrent control

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• C.

Feedback control

• D.

Proactive control

Concept: Financial Controls


• 8• 9


• Financial Controls


• Tools for Measuring Organizational Performance

7.

The current ratio and acid test are two examples of what type of ratio?

• A.

Activity

• B.

Liquidity

• C.

Leverage

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• D.

Profitability

•

8.

Which of the following ratios measures an organization’s ability to meet

financial obligations (debt) and allow someone to understand the company’s

use of different methods of financing to pay interest?

• A.

Liquidity ratios

• B.

Leverage ratios

• C.

Profitability

• D.

Activity ratios

9.

If a firm wants to measure items related to sales and turnover, it should use

what type of ratio?

• A.

Liquidity

• B.

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Leverage

• C.

Profitability

• D.

Activity

Concept: Balanced Scorecard


• 11

• 12

• 13




• Balanced Scorecard

10.

Which of the following is a performance measurement tool that looks at four

areas that can help a company succeed?

• A.

Market value method

• B.

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Economic value method

• C.

Balanced scorecard approach

• D.

Information control approach

11.

Suzy’s Packing Supplies is an organization that prides itself on keeping its

employees happy. In fact, most of Suzy’s performance measures are based

around the firm’s workers. If Suzy chooses to measure the organization’s

performance using the balanced scorecard tool, which one of the four factors

will she focus on the most?

• A.

Financial

• B.

Customer

• C.

Internal processes

• D.

People/innovation/growth strategies

12.

Which of the following options listed would be an example of a measurement

in the internal processes area of a balanced scorecard?

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• A.

Employee satisfaction

• B.

Customer satisfaction

• C.

Quarterly profits

• D.

Duplicate activities across functions

13.

Which of the four areas of a balanced scorecard can help a firm best answer

the question, “how do we look to shareholders?”

• A.

Customer

• B.

Internal processes

• C.

People/innovation/growth assets

• D.

Financial

Concept: Benchmarking

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• 15

• 16




• Benchmarking of Best Practices

14.

________ is a method through which organizations compare themselves to

other firms to improve their processes and products.

• A.

Factor analysis

• B.

Total quality management

• C.

Market positioning

• D.

Benchmarking

15.

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Firms can benchmark their performance against competitors, but they can

also benchmark against themselves. This is known as _____.

• A.

self-analysis

• B.

planning

• C.

intra-organizational benchmarking

• D.

internal benchmarking

16.

Amy’s Waffle Hut is not performing well in inventory turnover (products are

sitting unused for too long, and some are spoiling). To correct this, Amy walks

across the street to speak to Sue, owner of Sue’s Cinnamon Rolls, to see how

she handles her inventory. Amy is engaged in what process?

• A.

Competitor sabotage

• B.

Networking

• C.

Competitor analysis

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• D.

Benchmarking


Your Learning Team is a team of managers of a customer call center for

timeshare vacations.

Discuss, with your team, the types of control measures you would use to see

how efficient and effective an employee is.

Discuss, with your team, the measures you would use to evaluate the entire

call center.

Prepare a 350- to 1,050-word paper detailing the findings of your discussion.


MGT 521 Week 5 Team Leadership

Your manager tells you about a new department the company will be adding

that is part of the company’s strategic plan to enter a particular market

segment. Your manager would like you to manage one of the teams in this

new department. Your manager has put together the team you will be

managing. Your new team consists of the members of your current Learning

Team.

To be successful in the new market segment, your team must efficiently

accomplish the goals set by the company. Your manager, therefore, would like

you to develop a leadership approach for each team member on your team

based on the theories of leadership and each member’s individual

personalities.

Write a memo to your manager of no more than 1,400 words in which you

explain how you plan to successfully lead your team. Include the following:

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• Evaluate the individuals, including yourself, based on the personality

assessment.

• Evaluate the situation in terms of urgency, culture, and so forth.

• Determine leadership approaches, based on individuals and the situation.

Highlight the principles you have applied from various leadership theories.

Format your memo consistent with APA guidelines.


MGT 521 Week 6 Career Plan Analysis Paper

Write a paper of no more than 350 words, based on the Career Interests

Profiler, describing how this course applies to your career plan.








Score: 13 / 13


Differences Between a Firm’s Social Obligation, Social Responsiveness, and

Social Responsibility 100% • 1

• 2• 3

Green Approaches/Shades of Green Model 100% • 4

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• 5• 6

Factors to Determine Ethical Behavior 100% • 7

• 8

• 9

• 10

Ways Managers can Encourage Ethical Behavior 100% • 11

• 12

• 13

Concept: Differences Between a Firm’s Social Obligation, Social

Responsiveness, and Social Responsibility


• 2• 3


• What Is Social Responsibility?

• From Obligations to Responsiveness to Responsibility

• Managing Social Responsibility and Ethics

1.

As a university student, your institution’s social principles and practices reflect

on you, as a stakeholder, in the organization. Therefore, it is your right to

question how these practices should be evaluated in relation to the social

issues that your school is addressing. If your university was paying minimum

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wage when necessary and applying the minimum legal standards to its

employees’ work environment, it would be said to have fulfilled its ________.

• A.

social obligation

• B.


• C.

social responsiveness

• D.

social expectation

2.

As a university student, your institution’s social principles and practices reflect

on you, as a stakeholder, in the organization. Therefore, it is your right to

question how these practices should be evaluated in relation to the social

issues that the school is addressing. If your university provides job-share

programs, builds a day-care facility, and only uses recycled paper, it could be

said to be ________.

• A.

fulfilling its social obligation

• B.

socially aware

• C.

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socially responsive

• D.

socially image conscious

3.

An organization with a ___________ perspective on social responsibility is

focused on maximizing profits.

• A.


• B.

social screening

• C.

social profitability

• D.

social obligation

Concept: Green Approaches/Shades of Green Model


• 5• 6


• What Is Social Responsibility?

• Should Organizations Be Socially Involved?

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• Green Management and Sustainability

• How Organizations Go Green

4.

The process of applying social and environmental criteria to an investment

decision is known as ________.

• A.

green management

• B.

values-based management

• C.

community investing

• D.

social screening

5.

Managers who consider the impact of their organization on the natural

environment are said to be practicing ________.

• A.

values-based management

• B.

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ethics-based management

• C.

conventional management

• D.

green management

6.

In which of the following approaches of going green does the organization

exhibit the least environmental sensitivity?

• A.

Light green approach

• B.

Deep green approach

• C.

Market approach

• D.

Stakeholder approach

Concept: Factors to Determine Ethical Behavior


• 8

• 9

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• 10


• Stage of Moral Development

• Factors That Determine Ethical and Unethical Behavior


• Individual Characteristics

7.

At the ________ level of moral development, a person’s choice between right

and wrong is based on personal consequences from outside sources.

• A.

preconventional

• B.

conventional

• C.

principled

• D.

elevated

8.

At the ________ level of moral development, ethical decisions rely on living up

to the expectations of others.

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• A.

principled

• B.

conventional

• C.

conscientious

• D.

preconventional

9.

In which of the following stages of moral development do individuals value the

rights of others and uphold absolute values and rights, regardless of the

majority’s opinion?

• A.

Preconventional stage

• B.

Conventional stage

• C.

Principled stage

• D.

Established stage

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10.

________ represent basic convictions about what is right and wrong.

• A.

Dogmas

• B.

Values

• C.

Cultures

• D.

Beliefs

Concept: Ways Managers can Encourage Ethical Behavior


• 12

• 13


• Encouraging Ethical Behavior

• Codes of Ethics and Decision Rules


• Independent Social Audits

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11.

A ________ is a formal statement of an organization’s primary values and the

ethical rules it expects its employees to follow.

• A.

mission statement

• B.

code of purpose

• C.

code of ethics

• D.

vision statement

12.

Organizations create an ethical code that exemplifies the values and morals

they want to uphold in conducting business. One category of an ethical code

typically consists of being a dependable organizational citizen. Activities that

can be included in this section are

• A.

complying with antitrust and trade regulations

• B.

complying with accounting rules and controls

• C.

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providing high-quality products or services

• D.

demonstrating fairness and honesty

13.

___________________ evaluate management practices related to the

organization’s ethical code.

• A.

Protective mechanisms

• B.

Whistle-blowers

• C.

Financial disclosures

• D.

Independent social audits


Read Case Application 1, “Lessons from Lehman Brothers: Will We Ever

Learn?” at the end of Ch. 5 of Management.

Discuss the scenario with your team.

Discuss the second, third, and fifth discussion questions at the end of the

case with your team.

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Answer each question based on your team’s discussion in no more than 350

words per question.


Documents

MGT 521 MGT521