Coastline ms100 M0108 Midterm Exam latest 2017
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M0108 Midterm Exam
Question 1
Technological skills are most essential at the __________ level of management.
first-line
middle
both first-line and middle
top
Question 2
A thorough understanding of how a total system works requires an understanding of how:
component parts are interrelated.
to maximize profits.
to use statistics.
costs affect production.
Question 3
An entity managed by one or more persons to achieve stated goals is known as a(n) _________.
corporation
organization
group
business
Question 4
The first management theory that gave specific attention and concern to Employees was the ____________ school.
classical administrative
behavioral
quantitative
classical scientific
Question 5
Quality of organizational achievements can be identified by measuring ____________.
expanding overseas markets
number of skilled employees
amounts of immediate profits
customer needs being met
Question 6
Some of the most common tools of operations management include the following except:
inventory models.
production scheduling.
marketing research.
break-even analysis.
Question 7
Interruptions, crises, meetings, and unexpected commitments for managers are considered a(n) ____________.
chance occurrence
reality
common myth
once in a while inconvenience
Question 8
Reengineering is not referred to as:
process rethinking.
focus on ineffective processes.
performance improvement.
rethinking measures and controls.
Question 9
Quality is defined by whom?
external customers
neither
internal customers
both internal customers AND external customers
Question 10
If you are both good with the task and good with people, you might have a high level of what kind of management skills?
task and human
task and conceptual
professional and personal
conceptual and human
Question 11
Bureaucratic organizations are associated with the ____________ school of thought.
quantitative
systems
contingency
classical administrative
Question 12
The Japanese philosophy, kaizen, is interpreted to mean:
increase profits.
continue to improve.
lower costs.
work harder.
Question 13
Which management function focuses on creating a structure to facilitate the accomplishment of goals?
leading
organizing
planning
staffing
Question 14
Managers that establish long-term companywide goals are ____________.
supervisors
top management
middle managers
first-line XXXXXXXX
XXXXXXXX 15
The behavioral XXXXXX XX XXXXXX XXXXXXX XXXX:
XXXXXX.
price.
promotion.
XXXXXXXX.
Question 16
Which XX XXX following XXXX not describe an XXXXX?
quantifiable
XXXXXXXXXX
specific
results-XXXXXXXX
enduring
XXXXXXXX XX
XXX management XXXXXX XXXX XXXXXXXXXX during XXXXXXX's Industrial Revolution, and is defined XX a theory that focused XX finding XXX XXX best way XX XXXXXXX XXX XXXXXX tasks is XXX:
systems theory.
classical XXXXXXXXXX XXXXXX.
XXXXXXXXXXXX XXXXXX.
XXXXXXXXXX school.
Question 18
External customers include the XXXXXXXXX except:
manufacturers.
wholesalers.
operative XXXXXXXXX.
XXXXXXXXX.
Question XX
XXX step in XXX basic XXXXXXXX process XXXXX XXX statement "XXXX organization XXXX capture 5% more XX XXX XXXXXXX market in the next X XXXXX" XXXXX upon:
organization XXXXXXXXXXXXX.
setting XXXXXXXXXX.
production schedules.
XXXXXXXXXXXX XXXXXXX.
Question XX
X XXXXXXXXXX, written XXX XX XXXXXXXXXXXXXX XXXXX result in XXX XXXXXXXXX XXXXXXXXXXXX.
motto
rules XXXXXX
XXXXXXXXXX
mission statement
Question XX
XXXX developing XXXXXXXXXXXX, XXXXXXXX should:
XXXXX the XXXX that XXX most cost XXXXXXXXX
create as XXXX XX XXXXXXXX to reach XXXXXXX XXXXXXXXXX
XXXXX XXXX XXX one that XXXXX most sense XX the manager
XXXXXX XXXXXXX subordinates in the decision
XXXXXXXX XX
XX determining an XXXXXXXXXXXX's strengths, a company's strategist XXXX XXXXXXXX which of XXX following
XXXXXX XXXXX
employee talent
management XXXXXXXXX
all of the XXXXX
XXXXXXXX XX
The surrounding XXXXXX or XXXXXXXXX's XXXXXXXXX XXXXXXXXX XXXX as XXXX, power stations, XXXXX, XXXXXXXX, harbors, XXX airports is XXXXX XX:
XXXXXXXXXXX.
finances.
materials.
XXXXXXXXXXXXXX.
Question 24
The XXXXXXX XXXXXXXX of XXX XXXXXXXXXXXXX XX XXXXXXXXXXXX.
information
employees
money
facilities
XXXXXXXX 25
Long-XXXX, company-wide goals are the primary XXXXXXXXXXXXXX of XXXXX XXXXX XX XXXXXXXXXX?
middle-XXXXX
XXX-XXXXX
first-line
XXXXXXX
Question 26
XXXX implementing strategy, XXX leadership XXXXXXXXX XXXXXXXX XXX XXXXXXX XX:
coordinate a bottom-XX XXXXX on core XXXXXXXXXXXX
XXXXXXXXX XXXXXXXXXXXX to XXXXXXX XXX XXX strategy
XXXXXXXXXX XXXXXXXXXXX gathering sessions with employees
influence XXXXXXXXXXX XX XXXXXX XXXXXXXXXX-level corporate XXXXXXXXXX
Question XX
Which of the following XXXXXXXXX applies directly XX the XXXXXXXX of planning?
What XX XX want to accomplish?
Are we doing XXXX we intended to XX?
XX the production XXXXXXX effective?
XXX XXXX the XXXXXXXXX XXXX XXXX?
XXXXXXXX 28
Values, beliefs, XXXXXX, norms, XXX XXXXXXXX make up XXX organizational ____________.
financial picture
XXXXXX motive
XXXXXXX
legal XXXXXX
XXXXXXXX 29
XXX XX XXX XXXXXXXXX are elements of organizational culture XXXXXX:
norms of XXXXXXXX.
XXXXXXX evaluation.
philosophies.
shared XXXXXX.
Question 30
Which XXXXX of XXXXXXXXXX XX "XXXXXXXX" or XXXXXXXXXX XXXXXXXXX with strategic XXXXXXXX?
first-XXXX
intermediate
XXXXXXXX
XXX
Question 31
XXXXXX trends in supplier XXXXXXXXX continue to emerge XX include the following XXXXXX:
develop XXXXX XXXXXXXXX XXXX XXXXXXX suppliers.
XXXXXXXXX XXX of XXXXXXX XXXXXXXXX.
XXXXXXXX XX XXXXXXXXXXX XXXXXXX of increased control.
XXXXXXXXX alliances XXXX XXXXX, XXXX dependable suppliers.
Question XX
Rules, XXXXXXXX, XXXXXXXXXX, XXXXXXXX, XXX budgets XXX XXX XXXXX as __________ plans.
XXXXXXXXX
single-XXX
operational
tactical
Question 33
Resources XXXXXXXX to attain a XXXX are addressed with what XXXX of XXXXXXXX XXXXXXXX?
how
XXXX
what
how XXXX
Question XX
Which XXXX of XXXX XXXXX determine how many XXXXXXXXX XXXX next week?
occupational
XXXXXXXX
XXXXXXXXXXXXX
XXXXXXXXXXX
XXXXXXXX 35
X strategy for XXXXXXXXXXXX XXXXXXXXX performance XX XXXXX level, and in all areas XX XXXXXXXXXXXXXX XX called:
XXXXX systems approach
total XXXXXXX XXXXXXXXXX
XXXXX quality XXXXXXX
XXXXX quality XXXXXXX
Question XX
A disciplined XXXXXXXX XX XXXXXXX quality XXXXXXXX before XXX XXXXXX phase XX a product is XXXXXX:
a production XXXXXXXX.
XXXXXXXXX.
quality XXXXXXXX XXXXXXXXXX.
systems XXXXXXXX.
XXXXXXXX 37
X XXXXXXX that asks the following XXXXXXXX, "What specific XXXXXXXXX research evidence do you XXXX to XXXXXXX your XXXXXXXXXX?" XXXXX be a XXXXXXXXX XX XXXXX decision-XXXXXX XXXXX?
predisposed
intuitive
rational/logical
XXXXXXXXXXX
Question XX
XXXXXXXXXXX process control (XXX) XX the XXX of XXXXXXXXXXX tools XXX XXXXXXX associated XXXXXXXX with:
continuous-XXXXXXXXXXX process (CIP).
statistical XXXXXXX control (XXX).
total quality XXXXXXXXXX.
XXXXX XXXXXXX control (TQC).
Question XX
XXXXX XX XXX XXXXXXXXX XX an example of a limiting factor?
time
XXXXX
XXXXXXXXX
XXX XX the answers XXX limiting XXXXXXX
XXXXXXXX XX
X group XX employees XXXXXXX in charge of an ongoing process is a:
XXXXX XXXX.
XXXX XXXXX.
XXXXX-XXXXXXXXXX team.
permanent XXXX.
Question XX
All XX XXX following XXX components XX XXX XXXXXXXX-making XXXXXXX except:
XXXXXXXXXXX relative symptoms.
XXXXXXXXXXXX XXX decision.
XXXXXXXXXX potential alternatives
XXXXXXXXX XXX XXXX alternative.
Question 42
XXXXXXXXXXXX are XXXXXXX XXX XXXXXXXX or advancement.
XXXXXXXXXXXXX
Opportunities
XXXXXXXX
Techniques
Question XX
____________ XXXXXXXX XX predict how XXXXXX XXXX XXXXXX in XXXXXXXXXXX XXXXXXXXXX.
game theory
XXXXXXXXXXX models
XXXXXXXXXXX theory
que models
Question XX
Basically, a(n) XXXXXXXXXXXX is a judgment reached after XXXXXXXXXXXXX.
XXXXXXXXX
XXXXXXXX
fact
inference
Question XX
XXXXXXXXXXXXX allows XXX and XXXXXXXXXX group XXXXXXX to XXXXXXX ____________.
criticisms
XXXXXXXXX
XXXXXXXXXXXX
XXXXXXXXXXX
Question 46
XXXX technique is XXXX XX XXXX employees aware of changes in XXX critical XXXXXXX XXXX to measure a XXXXXXX's XXXXXXXXX?
XXXXXXXXXXX
self-XXXX XXXXXXXX
benchmarks
XXXXXXXXXXXXX
XXXXXXXX 47
Bank and XXXXXX XXXXX XXXXXXXX XXXXX be XXXX to use XXXXX decision tool to XXXXXXXXXXX walk-in "XXXXXXXXXX" XX XXXXXX?
XXXXXXX XXXXXX
simulation
XXXXXX XXXXXXXXX
game XXXXXX
XXXXXXXX 48
When XXXXXXXXX XXXXXXXX alternatives, managers XXXXXX XXXXXX which XXXXXXXXX?
does XXX XXXXXXXXXXX fit XXXX XXX limiting XXXXXXX?
XXXX are XXX consequences XX using XXX alternative?
XXXX XX the XXXXX
XXXX XX XXX XXXXX
Question XX
XXX "XXXXXXXX" XXXXXXXXXXX XXX decision making is a XXXXXX XX XXXXXX XXXX XXXXXXXXXXXX.
eliminates all problems XXX maximizes XXXXXXXXXXXXX
XXXXXXXXX XXX XXXXXXXXXXXX
XXXXXX XXX degree of XXXX
XXXXXXXX XXXXXXX opportunities
XXXXXXXX XX
Positive partnerships with vendors XXX suppliers XXX based XX ____________ and ____________.
XXXX, commitment
quality, price
XXXXX, desires
openness, XXXXX
Question XX
X technique that ranks alternative according to how long each takes XX pay back its initial XXXX is:
XXXXXXX XXXXXXXX.
XXXXXXXXXX.
XXXXXXXXXXXXX.
nominal group XXXXXXXXX.
XXXXXXXX 52
X XXXXXXXX-making technique XXXX XXXXXXXX alternatives XXX XXXXXXXX to be evaluated XXXXXXX other events XX XXXXXX:
a decision XXXX.
a XXXXXX XXXXXX.
XXXXXXXXXXXXX.
XXXXXXXXXX.
XXXXXXXX XX
XXX first step in XXX XXXXXXX of XXXXXXX change XX ____________.
XXXXXXXX the problem
XXXXXXX XXX XXXX(s)
XXXXXXXXX the XXXX for XXXXXX
XXXXXX XXX XXXXXX of intervention
XXXXXXXX 54
XXXXXX structure XXXXXXXX XXX XXXXXXXX XX XXXXXXXX XXX XXXXXXXXX resources and ____________.
XXXXXXXXXX XXXXXXXXX
XXXXXXXXX paperwork
XXXXXXXXXX XXXXXXXX
support services
XXXXXXXX XX
XXXXXXXXXXXX organizations often grow XX XX XXXX large XXX, XXXXXXXXXXXX XXXXXX XXXXX XXX XXXXXXX on personal relationships.
XXXXXXXXXX, service
XXXXXX, XXXXXXXX
XXXXXXXXXXXXX, XXXXX
XXXXXXXXXXX, XXXXXXXXXXXXX
Question 56
XXXX, XXXXXXXXXXXXX advances that XXXXX about dramatic transformations in organizational strategies XXX XXXXXXXXX XX XXXXXX:
revolutionary change.
evolutionary XXXXXX.
conflict.
decentralization.
Question XX
Weekly XXXXXXXXXX discussion meetings XXXXXXXXX important issues would XX which XXXX of XXXXXXXXX XXX XXXXXXXXXX XXXXXXXXXX XX XXXXXX?
XXXXXXXX
XXXX communication
XXXXXXXXXXX
advance warning
Question XX
The potential XXXXXXX areas associated with the informal XXXXXXXXXXXX include XXX XXXXXXXXX XXXXXX:
XXXXXXX XXXXXXXX.
XXXXXXX change.
develops XXXXXXXX for conformity.
supports a strong XXXXXXXXXX XX management.
XXXXXXXX XX
XXX term XXXXXXXXXXXX XX the XXXXXXX XX XXXXX established systems XXX XXX XXXXX XXXX XXXXXXXX XXXXXXX of XXXXXXXXXXXXXX.
XXXXXXXXXXXXXX XXXXXXXX
XXXXXXXXXXX XXXXXXXXXX
managerial XXXXXXXXXX XXXXXXXXXXX
XXXXXXXXXXXXXX expertise
Question XX
More XXX XXXX XXXXXXXXXXXXX use XXXXXXXXXXXXXXXX as a means to achieving:
management downsizing.
XXXXXXXX of labor.
XXXXX XXXXX XXXXXX.
greater productivity.
Question XX
XXXXX XX the XXXXXXXXX XX true XXXXXXXXX XXXXX or XXXXX XXXXXXXXXXXXXX XXXXXXXXXX?
XXXXX XXXXXXXXXXXXX XXXX to XX XXXX organic.
Few employees in XXXXX organizations are specialists.
Rules XXX regulations dominate small XXXXXXXXXXXXX.
XXXXX organizations tend to be more mechanistic.
Question XX
Direct managerial authority is XXXXXXXXXX with XXXXXXXXXXXX authority.
line
XXXXXXXXXXX
XXXXX
XXXXXXXXXX
XXXXXXXX XX
XXXX departments XXXXXXXXXXXXXXXX authority, XXX staff XXXXXXXXXXX XXXXXXXX _____ XXXXXXXXX.
functional; centralized
XXXXXX; indirect
complete; partial
service; XXXXXXXXXXX
XXXXXXXX 64
The XXXXXXXXXX who XXXXXXXXXX XXX planned XXXXXX XX XXXXX as a(n) XXXXXXXXXXXX.
change XXXXXX
XXXXXX XXXXXXXXXXXX
change XXXXX
XXXXXXX change optimist
Question 65
Authority XX XXXXXXX associated with the ______ managerial principle.
XXXXX of purpose
XXXXX XX task
chain of XXXXXXX
XXXXX of XXXXXXXXX
XXXXXXXX XX
XXX ability of XXXXXXXXXXX XX rely on each other XXXXX XX their character, XXXXXXX, and truthfulness XX
revolutionary change.
coherence.
coordination.
mutual trust.
XXXXXXXX XX
XXXXXXXXX _________ XXXXXXX XXX require a change in XXXXXXXXXXXXXX XXXXXXX or other XXXXXXXX.
operational
structural
tactical
XXXXXXXXX
Question XX
XXXXXXXXXX includes XXX following XXXXXX:
knowledge.
work XXXXXXXXXX.
machinery.
XXXXXXXXXXX XXXXXXXXXX.
Question 69
XXX type XX XXXXXXXXX XXXX utilized XXXXXX and XXXXXXXXXXXXXXX XX XXXX managers would XX:
functional authority.
staff XXXXXXXXX.
XXXX XXXXXXXXX.
XXXXXXXXXX downsizing.
Question XX
The XXXXXXXX organization emerges within the:
XXXXX of XXXXXXX.
formal XXXXXXXXXXXX.
XXXXXXXXXX XXXXXXXXXXXX.
division XX labor.
Question 71 XXXXXXXX XXX XXXXXXX the XXXXX types XX XXXXXXXXX. XXXX XXXX XXXXXX a XXXXXXX's ability to make effective XXXXXXXXX?
Three XXXXX XX XXXXXXXXX XXX XXXXXXXXXXX, XXXXXXXX-legal, and charismatic. Traditional authority XX founded XX custom. Monarchy XX a XXXX XXXXXXX of XXXXXXXXXXX authority. Next XXX XXXXXXXX-legal XXXXXXXXX is XXXXX on XXXXXXX regulations. Current constitutional democracies XXX of XXX XXXXXXX XX rational-legal XXXXXXXXX. XXXXXXXXXXX authority XX XXXXX XX an individual's XXXXXXXXXXX XXXXXX, XXXXX XXXXXX XXXXXXXXX. Managers XXXX the authority and responsibility XX XXXX valuable XXXXXXXXX XX manage an activity when given XXX authority by XXX shareholders (XXXXXXXX R & Harris RT, XXXX).
X manager's XXXXXXX to make XXXXXXXXX decisions is related XXXX the three types of authority. XX successfully building the XXXXXXXXXXXXXX empower XXX pyramid XXXXXXXX have to XX XXXXXXXXXX when shifting decision making XX XXXXXXXXX XXXX XXX help XX traditional, XXXXXXXX-legal, and XXXXXXXXXXX XX XXXXXXXXX. XXXXX valuable XXXXXXXXX XXXXXX to XXXXXXX XXX required XXXXX set XXXX XX allocated, and XXX manager XXXXXX take XX the task XX adviser or coach in XXXXXXXX XXXXXX process.
XXXXXXXXX
XXXXXXXX, R. and Harris, X.X. (XXXX), XXXXXXXXXXXXXX XXXXXXXXXXX, 2nd ed, New XXXX: XXXXXXX Wesley
XXXXXXXX XX Who are a XXXXXXX's XXXXXXXXXXXX? What obligations XXXX it have to each? XXXX obligations do stakeholders XXXX to XXX XXXXXXXXXXXX?
XXXXXXXXXXXX are XXXXXXXXXXX or groups XXXX XXXX rights, XXXXXXXXX, or XXXXXX in an XXXXXXXXXXXX XXX its XXXXXXXXXX. Employees, customer, vendor, XXXXXXXXX, are XXXXXXX XX main XXXXXXXXXXX of XXX organization. Each has XXXXXXXXX in how an XXXXXXXXXXXX acts or XXXXXXXXX XXXX them. Employees XXX XXX nearby XX the action. XX a XXXXX basis XXXX interact with customers. The XXXXXXXX of XXXXXXXXX XX critical to XXX organization’s survival XXX success. XXXXXXX the XXXXXXXX XX purchase they make XXXX day, they choose which companies XXXX do XXXX and which XXXX XXXX. XXXXXXX also XXXX a important role of introducing new XXXXXXXX or XXXXXXXXX XX the organization so it can become more resourceful, XXXX XXXXXXXXXXXX XXX lower XXX XXXXX XXX raise XXX XXXXXXX and XXXXXXX. The XXXXXXXXX XXXXXXXX XXX XXXXXX XXX capable workforce XXXX an XXXXXXXXXXXX XXXXXXX XXXX XX maintain XXX live edge.
Obligation as a XXXXXXX XX XXXXXXXXXXXXXXX XXXXXXXXXX XXX XXXXXXXXXX of people XXX organizations distributing a XXXXXX destiny XXX choosing XX XXXXXXXX things XX each other so as XX promote XXXXXXXXXXX and XXXXXXX the wellbeing XX XXXXXXX. XXXXXXXXXXXX take XXXXXXXXXX for XXXX the successes and XXX failures of an XXXXXXXXXXXX. Stakeholders XXX XXXX knowledge to XXXX up XXXX XXXXXX XXXXXXXXXX XX XXXXXXXX, designing, and sustaining organizations.
XXXXXXXXX
XXXXX, A.X., X. R. Gilbert, and R. X. XXXXXXX. 1994. “A XXXXXXXX Reinterpretation XX the XXXXXXXXXXX XXXXXXX.” Business XXXXXX XXXXXXXXX X(4):XXX-XXX.
Question 73 XXXXX what XXXXXXXXXXXXX XXXXX you use payback XXXXXXXX? What XXX XXX advantages and disadvantages XX XXXXXXX XXXXXXXX?
XXX XXXXXXX period XX XXX duration of XXXX required XX XXXXXXX XXX cost XX an investment. XXXXXXXXX the XXXXXXX XXXXXX XXXXXXX the time XXXXX of money, different XXXXX techniques of XXXXXXX budgeting, XXXX as discounted cash XXXX, XXX present value, or internal XXXX of return (Anderson G &XXX; J Prakash, XXXX).To estimate a project on XXX XXXXX XX XXXXXXX analysis, XX can XXXXXXXXXX a XXXXXXX with XXXXXX XXXXXXX XXXXXX to XX better as the XXXXXXXXXXX XX XXXXXXXX XXXXXXXX XXXX XXX money XXXX. Companies XXXXX XXX XXXXXXX XXXXXXXX method usually choose a XXXX XXXXXXX (Anderson X & X Prakash, XXXX).XXX main advantage XX XXX XXXXXXXXXX XXXXX there is two major disadvantage XX XXXX XXXXXXXX. It does not contemplate XXXX XXXXX after XXX payback XXXX it also XXXXXXXX XXX XXXX XXXXX XX money. XXXXX the XXXXXXX techniques XXX XXXXXXXX the assessment XX a XXXXXX number XX XXXXX XX a simply understood XXXXXXXXXX. Identifying projects XXXX XXXXX the XXXX return on investment is XXXXXXXXXXXX XXXXXXXXX XXX XXXXXXXXX XXXX XXXXXXX XXXX XXXX XXXX to retrieve XXXXX XXXXX XX quickly as XXXXXXXX. From a XXXXXXX XXX cash XXXXXXX may XX irregular, with most XX XXX return not XXXXXXXXX XXXXX well XXXX the XXXXXXXXXXX. X project XXXXX have a XXXXXXXX XXXX of return but still not XXXXXXXXX the company's essential XXXXXXX payback XXXXXX. XXX XXXXXXX analysis XXXX not XXXXXXXX XXXX inflows from a XXXXXXX XXXX may XXXXXX after XXX XXXXXXX investment XXX XXXX XXXXXXXXX.
XXXXXXXX, G. and X. Prakash, XXXX, A XXXX on XXXXXX XXXXXXXX Allocation Rules: The Case of Arithmetic XXXXXX, Journal of Business XXXXXXX &XXX; Accounting, 175, 759763.
ANSWER
X. first-line
2. XXXXXXXXX parts XXX XXXXXXXXXXXX.
3.XXXXXXXXXXXX
X. behavioral
5. XXXXXXXX XXXXX being XXX
6. marketing XXXXXXXX.
7.XXXXXXX
X. XXXXXXXXXXX improvement.
X.XXXX internal XXXXXXXXX XXX external customers
XX. task and XXXXX
XX. classical administrative
XX. XXXXXXXX XX XXXXXXX.
XX.XXXXXXXXXX
14. XXX management
XX.XXXXXX.
16.XXXXXXXX
XX. XXXXXXXXX XXXXXXXXXX theory..
XX.operative XXXXXXXXX.
19.setting XXXXXXXXXX.
20.XXXXXXX XXXXXXXXX
21. create XX many as XXXXXXXX XX XXXXX desired objectives
22. XXX XX the above
XX. XXXXXXXXXXXXXX.
24.XXXXXXXXX
25. top-XXXXX
XX. XXXXXXXXX subordinates XX XXXXXXX the XXX XXXXXXXX
27. XXXX XX XX want to accomplish?
XX. XXXXXXX
29. XXXXXXX XXXXXXXXXX.
XX.XXX
XX. decrease XX XXXXXXXXXXX because of XXXXXXXXX XXXXXXX.
XX.XXXXXXXXXXX
33. how much
XX. XXXXXXXXXXX
XX. total quality management
36. quality XXXXXXXX XXXXXXXXXX.
XX.rational/logical
XX. statistical XXXXXXX XXXXXXX (SQC)
XX. all of XXX answers are XXXXXXXX factors
40. XXXXXXXXX XXXX.
XX.developing potential XXXXXXXXXXXX
42. Opportunities
43. XXXX XXXXXX
44. decision
XX. XXXXXXXXXXXX
46. scoreboarding
XX. queuing XXXXXX
48. XXXX of the above
49. XXXXXXXXXX XXX problems and XXXXXXXXX opportunities
XX. XXXXXXXX, XXXXX
XX. payback XXXXXXXX.
52.XXXXXXXXXXXXX.
53.XXXXXXXXX the need for change
54. XXXXXXXXXX expertise
XX. formal, informal
56. XXXXXXXXXXXXX change.
XX.XXXX XXXXXXXXXXXXX
XX. XXXXXXXX a XXXXXX philosophy of management.
59.organizational learning
60. XXXXXXX XXXXXXXXXXXX.
XX.XXXXX XXXXXXXXXXXXX XXXX to XX XXXX organic.
62.XXXX
63. XXXXXX; XXXXXXXX
64. change agent
XX. chain of command
XX. XXXXXX trust.
67.strategic
XX. XXXXXXXXXXX management.
69.staff XXXXXXXXX.
70.XXXXXX organization.
Question XX Identify and XXXXXXX the XXXXX XXXXX of authority. Does XXXX XXXXXX a manager's XXXXXXX to XXXX effective decisions?
Three XXXXX XX XXXXXXXXX are traditional, XXXXXXXX-legal, and XXXXXXXXXXX. XXXXXXXXXXX authority XX founded on custom. XXXXXXXX is a XXXX example of traditional XXXXXXXXX. XXXX the rational-XXXXX authority is XXXXX XX written XXXXXXXXXXX. XXXXXXX constitutional democracies XXX XX the XXXXXXX of XXXXXXXX-legal XXXXXXXXX. Charismatic XXXXXXXXX XX XXXXX on an XXXXXXXXXX's XXXXXXXXXXX traits, XXXXX XXXXXX XXXXXXXXX. XXXXXXXX XXXX XXX XXXXXXXXX XXX XXXXXXXXXXXXXX to make valuable decisions XX XXXXXX an activity when given the authority by XXX XXXXXXXXXXXX (Beckhard X & Harris RT, XXXX).
A manager's XXXXXXX XX XXXX XXXXXXXXX XXXXXXXXX XX XXXXXXX XXXX the three XXXXX of authority. To successfully building the organizational XXXXXXX XXX pyramid managers XXXX XX be XXXXXXXXXX when XXXXXXXX XXXXXXXX making XX employees XXXX the XXXX XX traditional, rational-legal, XXX XXXXXXXXXXX XX authority. These valuable resources needed to XXXXXXX XXX required XXXXX set XXXX XX allocated, XXX the XXXXXXX should take XX the XXXX XX XXXXXXX or coach in decision XXXXXX XXXXXXX.
Reference
Beckhard, R. XXX Harris, X.X. (XXXX), XXXXXXXXXXXXXX XXXXXXXXXXX, 2nd ed, New XXXX: Addison Wesley
XXXXXXXX 72 Who XXX a company's stakeholders? What XXXXXXXXXXX XXXX it have XX each? XXXX obligations do XXXXXXXXXXXX XXXX XX the organization?
Stakeholders are individuals or XXXXXX that have rights, interests, or tenure in an organization and XXX activities. Employees, customer, vendor, XXXXXXXXX, are example of main stakeholder XX XXX organization. Each XXX awareness in how an XXXXXXXXXXXX acts or interacts with XXXX. XXXXXXXXX are XXX nearby to XXX XXXXXX. XX a daily XXXXX XXXX interact with customers. The position XX XXXXXXXXX is critical to XXX organization’s XXXXXXXX XXX XXXXXXX. XXXXXXX XXX XXXXXXXX of purchase they XXXX each XXX, XXXX XXXXXX XXXXX companies will do XXXX XXX which will XXXX. Vendors XXXX XXXX a important role of XXXXXXXXXXX XXX function or solutions XX the organization so it can XXXXXX more XXXXXXXXXXX, more XXXXXXXXXXXX and lower its costs and raise XXX profits XXX XXXXXXX. The XXXXXXXXX XXXXXXXX the expert XXX capable workforce XXXX an XXXXXXXXXXXX depends XXXX XX maintain its live XXXX.
XXXXXXXXXX XX a meaning of interdependence XXXXXXXXXX XXX XXXXXXXXXX XX people XXX organizations XXXXXXXXXXXX a common XXXXXXX and XXXXXXXX XX XXXXXXXX XXXXXX to XXXX other so as to promote XXXXXXXXXXX and enhance the XXXXXXXXX of XXXXXXX. Stakeholders take obligation for XXXX the successes and the XXXXXXXX of an organization. Stakeholders XXX XXXX XXXXXXXXX to XXXX up XXXX better approaches XX XXXXXXXX, designing, and sustaining organizations.
XXXXXXXXX
Wicks, X.C., X. R. Gilbert, XXX R. E. Freeman. 1994. “X XXXXXXXX XXXXXXXXXXXXXXXX of XXX XXXXXXXXXXX XXXXXXX.” Business Ethics XXXXXXXXX 4(4):XXX-XXX.
XXXXXXXX 73 XXXXX what circumstances XXXXX you use XXXXXXX XXXXXXXX? What are XXX XXXXXXXXXX and XXXXXXXXXXXXX of XXXXXXX analysis?
XXX payback period XX XXX duration XX XXXX XXXXXXXX XX XXXXXXX the cost XX an XXXXXXXXXX. XXXXXXXXX the XXXXXXX XXXXXX ignores XXX time value XX money, XXXXXXXXX other techniques XX XXXXXXX budgeting, such as discounted XXXX flow, XXX present value, or internal rate XX return (XXXXXXXX X &XXX; J Prakash, 1990).XX XXXXXXXX a XXXXXXX XX XXX basis of XXXXXXX analysis, we XXX understand a project XXXX lesser XXXXXXX period XX XX better as the XXXXXXXXXXX is XXXXXXXX securely with XXX XXXXX back. XXXXXXXXX using the payback XXXXXXXX XXXXXX XXXXXXX XXXXXX a time XXXXXXX (Anderson X &XXX; J XXXXXXX, XXXX).The XXXX advantage XX XXX XXXXXXXXXX while there is XXX major XXXXXXXXXXXX of this XXXXXXXX. It XXXX XXX XXXXXXXXXXX cash flows after the XXXXXXX time it also overlook XXX time value XX money. XXXXX the payback techniques XXX reducing the assessment XX a simple XXXXXX XX XXXXX is a XXXXXX understood XXXXXXXXXX. Identifying projects that offer the best XXXXXX XX investment XX specifically important for companies with XXXXXXX cash XXXX XXXX to retrieve XXXXX money as quickly as XXXXXXXX. From a project the cash XXXXXXX XXX be irregular, XXXX XXXX XX XXX return XXX XXXXXXXXX until well XXXX the XXXXXXXXXXX. A XXXXXXX could have a suitable XXXX of return XXX XXXXX XXX XXXXXXXXX the company's essential XXXXXXX payback period. The XXXXXXX XXXXXXXX XXXX XXX XXXXXXXX XXXX inflows from a XXXXXXX XXXX may happen XXXXX the primary investment has been recovered.
Anderson, X. XXX X. XXXXXXX, XXXX, X Note XX Simple Resource XXXXXXXXXX Rules: XXX Case of Arithmetic Growth, Journal of Business Finance & Accounting, 175, XXXXXX.
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