Applied Management
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Course Introduction
Applied Management explores the practical application of management theories and principles in real-world business settings. This course covers key topics such as leadership, organizational behavior, decision-making, strategic planning, and resource management. Students will analyze case studies, participate in group projects, and develop problem-solving skills to address contemporary management challenges. Emphasis is placed on finding effective solutions, fostering teamwork, and improving organizational performance in diverse environments across various industries.
Recommended Textbook
Understanding Management 11th Edition by Richard L. Daft
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15 Chapters
1498 Verified Questions
1498 Flashcards
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Chapter 1: The World of Innovative Management
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109 Verified Questions
109 Flashcards
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Sample Questions
Q1) What approach has the Oregon Ducks' football team abandoned when it comes to coaching players?
A)The Millennial approach
B)The drill sergeant approach
C)The empowering approach
D)The collaborative approach
E)The enabler approach
Answer: B
Q2) It is often difficult to make decisions about subsystems because they are ______.
A)interdependent
B)independent
C)managed differently
D)filled with employees
E)organizationally based
Answer: A
Q3) The ____________ states that variables exist for helping managers identify and understand situations, and it tells us that what works in one setting might not work in another.
Answer: contingency view
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Page 3
Chapter 2: The Environment and Corporate Culture
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Sample Questions
Q1) If Johnson Lumber provides trees for Westvaco Paper Manufacturing, then Johnson Lumber is considered a supplier for Westvaco.
A)True
B)False
Answer: True
Q2) The task environment includes factors that ________ affect an organization's operations and performance.
A)indirectly
B)might
C)occasionally
D)directly
E)almost never
Answer: D
Q3) Steve Jobs exemplified the __________ figure in corporate culture.
Answer: hero
Q4) The __________ environment includes the sectors that conduct day-to-day transactions with the organization and directly influence its basic operations and performance.
Answer: task
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Chapter 3: Managing in a Global Environment
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Sample Questions
Q1) A country that places emphasis on fairness and values kindness would be described by the GLOBE Project as high in __________.
Answer: humane orientation
Q2) List the four initial dimensions of national value systems identified by Dutch scientist Geert Hofstede.
Answer: Power distance, uncertainty avoidance, individualism and collectivism, and masculinity-femininity.
Q3) Large international firms typically are called multinational corporations.
A)True
B)False
Answer: True
Q4) Jana has a high tolerance for the unstructured, the unclear, and the unpredictable.She can best be described as having _______.
A)high uncertainty avoidance
B)low uncertainty avoidance
C)a high degree of individualism
D)a low degree of individualism
E)a low level of power distance
Answer: B
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Chapter 4: Managing Ethics and Social Responsibility
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Sample Questions
Q1) __________ justice requires that rules should be clearly stated and consistently and impartially enforced.
Q2) The term triple bottom line refers to measuring an organization's social performance, its environmental performance, and its financial performance.
A)True
B)False
Q3) Which of the following best illustrates the preconventional stage of moral development?
A)Everybody else is doing it, so it must be okay.
B)What would my boss think if I did this?
C)I know this is not right, and I will not do it, even if everyone else is.
D)What am I going to get from making this decision?
E)How would I feel if my decision was on the front page of the paper?
Q4) At the __________ level of personal moral development, individuals are most concerned with external rewards and punishments.
Q5) Companies can be certified as B Corporations by __________, a nonprofit organization that provides a nonlegal framework for meeting high standards of social and environmental performance, public transparency, and legal accountability.
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Chapter 5: Planning and Goal Setting
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Sample Questions
Q1) Consider Porter's competitive strategies.Which strategy is most likely to include measuring the cost of providing a product or service and the cost of maintaining customer loyalty?
A)Cost leadership
B)Differentiation
C)Focused differentiation
D)Internal growth
E)Focused cost leadership
Q2) __________ are reasonable yet highly ambitious goals that are so clear, compelling, and imaginative that they fire up employees and engender excellence.
Q3) The task environment sectors are the most relevant to strategic behavior and include the behavior of competitors, customers, suppliers, and the labor supply.
A)True
B)False
Q4) List the three steps of the crisis preparation stage of crisis planning.
Q5) In the BCG matrix, a dog is a poor performer.
A)True
B)False
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Chapter 6: Managerial Decision Making
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Sample Questions
Q1) The tendency to continue investing in a failing project in the hope of turning it around is called the __________
Q2) The tendency to put too much value on evidence that is consistent with a favored belief or viewpoint and too little on evidence that contradicts a favored position is called
Q3) Riley is a manager at the Tinker Tools.She is expected to make decisions that are in the organization's best economic interests.Her decisions should most likely be based on which of the following models of decision making?
A)Administrative
B)Garbage
C)Scientific management
D)Classical
E)Humanistic
Q4) __________ provides decision makers with information that can precipitate a new decision cycle.
Q5) __________ combines intuitive and analytical thought.
Q6) __________ exists when managers see potential of enhancing performance beyond current levels.
Q7) Describe the 5 Whys technique and illustrate its use with an example.
Page 8
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Chapter 7: Designing Organization Structure
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Sample Questions
Q1) List three advantages of the matrix structure.
Q2) What is (are) the difference(s) between cross-functional and permanent teams?
Q3) Flash Card Inc.recently underwent a significant company-wide change that involved revision of its manufacturing and leadership processes.The result of this was a stronger emphasis on horizontal coordination.This level of change is referred to as
_____.
A)reorganization
B)reengineering
C)e-engineering
D)strategic planning
E)corporate structuring
Q4) Reengineering means preserving the past by establishing the sequence of activities through which work was done.
A)True
B)False
Q5) Characterize mass production technology with respect to technical complexity of the production process (low, medium, or high), amount of centralization (low, medium, or high), and its overall structure (organic or mechanistic).
Q6) List three disadvantages of the divisional structure.
Page 9
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Chapter 8: Managing Change and Innovation
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Sample Questions
Q1) __________ refers to innovations in products or services that typically start small and end up completely replacing an existing product or service technology for producers and consumers.
Q2) What is the bottom-up approach?
Q3) Three types of issues that are often addressed through organizational development are mergers/acquisitions, organizational decline/revitalization, and conflict management.
A)True
B)False
Q4) What is an idea incubator?
Q5) Lack of trust is perhaps the biggest obstacle to organizational change. A)True
B)False
Q6) The OD intervention in which questionnaires on organizational climate and other factors are distributed among employees and the results reported back to them by a change agent is called __________.
Q7) List the five specific tactics that can be used to overcome employee resistance to change.
Q8) List at least three characteristics of companies that successfully innovate.
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Chapter 9: Managing Human Talent and Diversity
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Sample Questions
Q1) Define the term mentor and explain why mentoring is important.
Q2) The role of the __________ is to create working environments where women and minorities can flourish.
Q3) __________ means that an organization accommodates several subcultures, including employees who would otherwise feel isolated and ignored.
Q4) Hiring and keeping high-quality employees with the right set of skills is one of the most urgent concerns for today's organizations.
A)True
B)False
Q5) List the most frequently used selection devices.
Q6) Define human resource planning and identify three "big picture" questions that might be asked as a part of the planning process.
Q7) __________ refers to the economic value of the combined knowledge, experience, skills, and capabilities of employees.
Q8) What questions can be asked in a job interview regarding criminal record and what cannot?
Q9) Name five dividends of workplace diversity.
Q10) Define discrimination and affirmative action.
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Chapter 10: Understanding Individual Behavior
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Sample Questions
Q1) Outline the step-by-step time management system described in the text, including a brief description of each step.
Q2) Research indicates that employees who feel that they are treated with respect are 200 percent more likely to stay with the company.
A)True
B)False
Q3) Define self-efficacy and self-confidence.
Q4) List and briefly describe the four components of emotional intelligence.
Q5) Josh evaluates Kandi's performance and gives her an "outstanding" based on his knowledge that she comes to work every day earlier than anyone else.Her early arrival makes him think she is extremely hardworking.Other aspects of her work performance, like accuracy and meeting deadlines, are less than stellar.Josh is making which error in perceptual judgment?
A)Perceptual defense
B)Projection
C)Stereotyping
D)The halo effect
E)Figure-ground
Q6) A positive feeling about one's job is called ___________.
Page 12
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Chapter 11: Leadership
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Sample Questions
Q1) Leadership is the ability to influence people toward the attainment of organizational goals.
A)True
B)False
Q2) Which of the following is NOT a manager quality?
A)Maintains stability
B)Organizes
C)Analyzes
D)Rational
E)Personal power
Q3) __________ is the extent to which a leader is sensitive to subordinates, respects their ideas and feelings, and establishes mutual trust.
Q4) __________ followers are critical, independent thinkers and are active in the organization.
Q5) A situational variable that counteracts a leadership style is known as a __________.
Q6) Power that results from the authority to provide others with things they desire, such as promotions or salary increases, is called __________.
Q7) How can a leader lead in a bossless environment?
Page 13
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Chapter 12: Motivating Employees
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Sample
Questions
Q1) __________ occurs when an individual sees others perform certain behaviors and get rewarded for them.
Q2) One of your fellow students is continually late to class.The professor has tried numerous verbal warnings and recently took points away from the student's grade.Based on this, the professor's actions are consistent with which of the following reinforcement techniques?
A)Negative reinforcement
B)Punishment
C)Positive reinforcement
D)Avoidance learning
E)Rewards enhancement Positive reinforcement
Q3) The idea that failure to meet a high-order need may cause the return to an already satisfied, lower-order need is referred to as a __________.
Q4) According to the law of effect, behavior that is positively reinforced tends to be repeated, and behavior that is not reinforced tends not to be repeated.
A)True
B)False
Q5) Describe Herzberg's two-factor approach to workplace motivation.
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Chapter 13: Managing Communication
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Sample Questions
Q1) Managers' communication is __________ in that it focuses everyone's attention on the vision, values, and desired goals of the team or organization and influences people to act in a way that will help to achieve those goals.
Q2) Define and provide three examples of social media.
Q3) About 75 percent of effective communication is ______.
A)listening
B)telling
C)asking questions
D)the ability to persuade
E)choosing the channel
Q4) Communicating with __________ is a confident, positive approach that lets others know exactly where you stand and what you're asking of them.
Q5) Most executives now believe that important information flows from the _____.
A)top down
B)bottom up
C)diagonal level
D)horizontal level to the diagonal level
E)internal to the external
Q6) Define open communication and discuss its advantages in the workplace.
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Chapter 14: Leading Teams
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Sample Questions
Q1) List the five stages of team development.
Q2) List four ways in which group norms develop.
Q3) A free rider is a person who benefits from team membership but does not make a proportionate contribution to the team's work.
A)True
B)False
Q4) Explain what is meant by the term productive output as it is used in the model of team effectiveness.
Q5) __________ refers to the tendency for the first behaviors that occur in a team to set a precedent for later team behaviors.
A)Critical events
B)Primacy
C)Carryover behaviors
D)Explicit statements
E)Recency
Q6) Demands create yes-or-no obstacles to effective negotiation whereas interests present problems that can be solved creatively.
A)True
B)False
Page 16
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Chapter 15: Managing Quality and Performance
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Sample Questions
Q1) Which of the following is a quality control approach that emphasizes the relentless pursuit of higher quality and lower costs?
A)Continuous improvement
B)Cycle time
C)Quality circles
D)Six Sigma
E)Benchmarking
Q2) __________ is a term that describes technologies that wirelessly transmit data from remote sensors and GPS devices to computers for analysis.
Q3) At LBK Industries, responsibility for quality control rests with a team of quality control inspectors and supervisors rather than with employees.LBK uses which of the following types of organizational control?
A)Matrix
B)Hierarchical
C)Decentralized
D)Bottom-up
E)Balanced
Q4) List five factors associated with the success of total quality management programs.
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