Enter Your Answers On The Enclosed Answer Sheet

Enter Your Answers On The Enclosed Answer Sheet1 A Humanis An Examp

(Enter your answers on the enclosed answer sheet) 1. A humanis an example of a(n) system. Constant interaction with the environment influences the person's state of existence and future. a.conditional b.static c.inert d.closed e.open 2.Which of the following activities performed by an organization indicates that it is conducting a social responsibility measurement in the socialinvestment area? a.Puttingin money and human resources to solve community social problems b.Conducting studies to pinpoint social problems c.Ensuring worker safety d.Participating in long-range community planning e.Dealing fairly with employees and customers 3.. Which of the following is true regarding the majority and minority groups in an organization? a.The majority group has more people than the minority group. b.The minority group possesses decision-making power in most organizations. c.The majority group in any organization lacks social status and acceptance. d.The minority group can have more people than the majority group. e.The top management constitutes a minority group that commands decision-making power. 4. In the area of diversity, controlling involves _ a.establishing task forces or committees to explore issues and provide ideas b.carefully choosing work assignments to support the career development of all employees c.evaluating the extent to which diversity goals are being achieved d.the evaluation activities necessary to assess the diversity efforts e.the selection of the diversity training programs for the organization 5.Which of the following is a characteristic of domestic management? a.Widely disparate economic conditions b.National markets varyi ng greatly in population and area c.Markets at different stages of theindustrial revolution d.People livingin similarvalue systems e.Different national sovereignties 6. The phenomenon ofcompromising the quality of a decision to maintain relationships within a teamis referred to as _ a.groupthink b.scapegoating c.crowdsourcing d.brainstorming e.doublethink 7.Which of the following is true about strategy? a.Smaller organizations are more precise than large organizations in developing organizationalstrategy in order to meet their goals sooner. b.Strategy is a general plan developed to reach short-term goals. c.Organizational strategy focuses on the marketing and financial aspects of a business. d.Strategy is actually the end result of strategic planning. e.Research and development are not a part of an organization's strategy. 8.Which of the following strategy formulation tools was specifically developed to expand on the BeG Growth-Share Matrix? a.The critical questions analysis b.The GE Multifactor Portfolio Matrix c.Environmental analysis d.SWOT analysis e.Porter's Model for Industry Analysis 9..A firm's ability to undertake an action is referred to as _ a.competitor motivation b.competitor capability c.strategic ability d.competitor awareness e.differentiation 10.Which of the following is a planning device as wellas a strategy for organizational control? a.Rule b.Policy c.Program d.Procedure e.Budget 11.Which of the following is true regarding Gantt charts? a.Resource to be scheduled is plotted on the horizontal axis b.Time is plotted on the vertical axis c.It is essentially a bar graph d.Does not establish realistic worker output standards e.Does not provide an overview of the use of organizational resources 12..Which of the following is one of the three main components of the management system that Weber termed a bureaucracy? a.A flat organ izational structure b.Emphasis on the human variable c.Close, personal relations among organization members d.A clearly outlined organizational hierarchy e.Minimum regulations and paperwork 13.According to the contingency viewpoint to designing span of management,the appropriate span of management narrows when _ a.subordinates are physically located close to one another b.subordinates are carrying out simple functions c.subordinates'activities need to be synchronized carefully d.the activities performed by supervised individuals are similar e.the manager spends little time on planning activities 14.According to the contingency viewpoint to designing span of management,which of the following situations would warrant a relatively wide span of control? a.Supervising a team of factory workers sewing buttons onto shirts b.Managing a virtual team of engineers spread across several countries c.Managing a highly interdependent production team d.Supervising a team of scientists engaged in complex research work e.Managing and coordinating the activities of a marketing team 15.In the context of forces influencing formal structure, the customers and suppliers of the management system, along with existing political and social structures constitute the forces inthe _ a.manager b.environment c.subordinates d.task e.activity 16. When properly designed, job descriptions a.encourage job sharing among employees b.encourage the application of socio-technical systems principles to the humanization of work c.communicate job content to employees d.encourage job rotation among employees e.increase the number of tasks associated with the job 17. The three steps in the delegation process are _ a.assign specific duties, grant authority,and createresponsi bi lity b.assign responsibility,create accountability, and assign specific duties c.create responsibility, grant authority,and promote acceptance d.assign specific duties, create responsibility, and promote acceptance e.create accountabi lity,promote acceptance,and faci litate performance 18.Which of the following is an advantage of delegation? a.It helps supervisors to hide their professional inadequacies. b.It frees up the supervisor to perform other organizational tasks. c.It significantly reduces the amount of time taken to complete a task. d.It provides employees with a false sense of authority. e.It allows the supervisor to forgo personal responsibility for delegated tasks. 19. A structuralchange _ a.ensures appropriate functioning of technology b.makes the change appealing to employees c.works by changing controls thatinfluence organization members d.increases the division of labor e.develops the ski lis of the people 20.To minimize the negative effects of the perceptualdifferences of receivers oninterpersonal communication,managers should _ a.communicate only when they have the total attention of the destination b.try to send messages with precise meanings c.use verbal communication instead of visual communication d.does not necessarily communicate using casual terms and references e.use low involvement channelsfor communication 21.Which of the following observationsis consistent with the"ten commandments of good communication"? a.Always plan communications with the pastin mind. b.Convey as much information as possiblein each communication. c.Focus more on the content than the overtones in communication. d.All communications should be planned by the sender alone. e.Avoid communication if the receiver cannot perceive it correctly. 22.Which of the following statements is true regarding nonverbal communication? a.Verbal and nonverbal communications are not mutually exclusive in most cases. b.It is highly consistent with verbal communication. c.Contrary to popular belief,nonverbal communication does not include vocal tones. d.It has little influence on the total effect of communication. e.It cannot be used to encode and transmit thoughts. 23. Which of the following statements about a group is true? a.They are characterized by occasional communication among members over time and a size small enough to permit face-to-face communication. b.Groups invariably cause desirable consequences within the organization. c.The most common technique for accomplishing work through people is dividing them into work groups. d.Groups are a simple gathering of people consisting of 5 or more people. e.Groups exist only in some organizational structures. 24. ideas are ideas that focus on invention relating to the way in which the organization is supervised. a.Service b.Process c.Management d.Technology e.Product 25.Which of the following is one of the possible creative ideas for enhancing organizational success based on Crosby's thoughts on total quality management? a.Drive out fear of reporti ng mistakes b.Publish quality goals for all workers so they know exactly what they are expected to do Build teams (not just individuals) that focus on quality c.Dedicate the quality management function to measuring conformance to requirements and reporting and differences accurately d.Encourage self-development of workers as more useful players in maintaining quality 26.Information required for decisions related to operational control should _ a.emphasize the future b.provide an aggregate without going into the details c.primarily contain historical data d.come largely from externalsources e.be well defined and narrow 27. decisions relate to obtaining and effectively and efficiently using the organizational resources necessary to reach organizational objectives. a.Strategic control b.Strategic planning c.Management control d.Operational control e.Operational planning 28.

Information refers to the degree to which the information represents reality. a.quantity b.quality c.scope d.appropriateness e.timeliness 29. The quality of the IS refers to _ a.the accuracy of the information b.the relevance of the information c.its ease of use d.the proficiency of the users e.its cost

Paper For Above instruction

The questions posed in this assessment cover a broad spectrum of foundational management concepts essential for effective organizational leadership and operational success. These include understanding systems thinking, organizational behavior, strategic management, decision-making processes, communication, control mechanisms, and information systems, all pivotal to navigating contemporary business environments. To address these questions thoroughly, this paper synthesizes theoretical perspectives with practical implications, supported by current scholarly research and industry practices.

Firstly, the concept of a human system exemplifies the dynamic interplay between an individual and the environment, emphasizing the importance of an open system characterized by continual interaction (Katz & Kahn, 1966). Such systems adapt and evolve through constant information exchange, influencing both the individual's and the organization's future. Recognizing this helps management develop strategies that foster adaptive behaviors crucial for organizational agility.

Social responsibility activities, particularly in social investment areas, are indicative of a company's ethical commitments towards community engagement. Conducting social studies enables organizations to pinpoint community social problems precisely, thereby guiding effective resource allocation (Carroll, 1999). Participating in community planning and ensuring fair dealings with stakeholders further demonstrate comprehensive social responsibility strategies adopted by organizations seeking sustainability and goodwill.

In terms of organizational groups, the majority-minority framework influences decision-making and power dynamics. Typically, the majority group surpasses the minority in size, often holding more informal decision-making power, although this varies by organization (Hicks & Gullett, 2008). Top management frequently constitutes a minority with significant strategic control, emphasizing the importance of understanding group dynamics for effective leadership.

Controlling diversity involves establishing task forces dedicated to exploring diversity issues and formulating comprehensive strategies. Such activities evaluate goal achievement, helping organizations foster inclusive environments that enhance innovation and employee satisfaction (Roberson, 2006). Properly designed job descriptions are vital for clear role communication, aligning individual responsibilities with organizational objectives, and supporting operational clarity.

Domestic management typically involves working within relatively similar economic conditions and cultural contexts. Unlike international management, it entails managing markets with comparable value systems and socio-economic factors, thus simplifying ethical considerations and strategic planning (Bartlett & Ghoshal, 2002).

The phenomenon of compromising decision quality to maintain team harmony is known as groupthink, which hampers critical evaluation and can lead to suboptimal decisions (Janis, 1972). Recognizing such cognitive biases is critical for developing mitigation strategies.

Strategy, as a fundamental organizational concept, guides resource allocation and action plans toward achieving long-term goals. Large organizations often develop comprehensive strategies through tools like SWOT analysis, Porter’s Five Forces, and the GE Matrix, to understand competitive environments and identify growth opportunities (Porter, 1980; Grant, 2019). Strategic planning involves forming visions and deploying resources efficiently, shaping organizational trajectory.

The BEG Growth-Share Matrix served as an early strategic tool, which was expanded by the GE Multifactor Portfolio Matrix to include multiple factors influencing business units. This facilitates a balanced approach to resource allocation across portfolio components, enabling firms to optimize overall corporate performance (Hemel, 1977).

A firm’s capability to undertake actions, termed strategic ability, determines its competitive advantage. This capability derives from resources, skills, and organizational competencies, and influences decision-making and strategic responses (Barney, 1991). Recognizing these capabilities allows firms to leverage strengths and address weaknesses effectively.

Planning devices like budgets serve as strategic control tools, aligning operational activities with strategic objectives. Budgets provide financial frameworks that guide decision-making and resource allocation, ensuring organizational coherence (Anthony & Govindarajan, 2007).

Gantt charts, introduced by Henry Gantt, are essential for project management, visually representing scheduled tasks over time. They primarily depict task durations and overlaps and help in resource planning, although they do not directly establish performance standards (Kloppenborg, 2014).

Weber's bureaucratic model emphasizes organizational hierarchy, clear rules, and formal procedures, which form the core components of bureaucracy. Such a structure ensures predictability, consistency, and efficiency through standardized processes (Weber, 1922).

Contingency theory suggests that the optimal span of management varies depending on circumstances. When activities are simple and activities are interdependent, a narrower span is preferred; in contrast, simple, routine tasks allow for a wider span (Chandler, 1962). Managing virtual teams requires a broad span due to less direct supervision, illustrating flexibility based on situational factors.

External forces such as customers, suppliers, and sociopolitical structures exert influence on organizational design by shaping the environment in which organizations operate (Daft, 2010). Recognizing these forces enables managers to adapt organizational structures effectively.

Job descriptions are fundamental tools that clearly communicate roles, responsibilities, and expectations, fostering efficiency and human resource clarity (Dessler, 2017). Well-crafted descriptions support recruitment, training, and performance evaluation processes.

Delegation, vital for effective management, involves three steps: assigning specific duties, granting appropriate authority, and creating accountability. Proper delegation enhances organizational efficiency and empowers employees (Yukl, 2013).

Structural change in organizations, such as restructuring or process optimization, influences how roles are coordinated and how technology is integrated. Effective structural change aligns processes and controls to support strategic objectives (Cummings & Worley, 2014).

Interpersonal communication effectiveness hinges on minimizing perceptual differences through clear messaging, active listening, and feedback. Using precise language reduces misunderstandings, fostering smoother exchanges (Hackman & Johnson, 2013).

Adhering to the 'ten commandments' of good communication emphasizes planning, clarity, and feedback. Conveying accurate messages, considering overtones, and avoiding misunderstandings are key principles (Schramm, 1954).

Nonverbal communication—such as gestures, facial expressions, and vocal tones—complements verbal messages and significantly influences overall understanding, often conveying emotions and attitudes more effectively than words (Burgoon, 1994).

Groups facilitate work through collaboration but require effective communication and clear goals. The size and communication patterns within groups influence their effectiveness and the quality of outcomes (Tuckman, 1965).

Ideas focused on invention and supervision relate to innovation management. These innovations can be in processes, products, or management practices that foster organizational improvement (Teece, 1986).

Crosby’s principles on total quality management emphasize driving out fear, openly setting quality goals, constructing teams dedicated to quality, and focusing on conformance to standards—all aiming toward continuous improvement (Crosby, 1979).

Operational control decisions require accurate and detailed information, often historical, to monitor and evaluate ongoing activities. Such data ensures that performance aligns with established standards and targets (Simons, 1995).

Management decisions focus on the efficient and effective utilization of resources to achieve organizational goals. These decisions are typically incorporated into control processes to ensure alignment with strategic directions (Anthony & Govindarajan, 2007).

Information quality entails how well data reflects reality, including accuracy, completeness, and timeliness. High-quality information is essential for effective decision-making and organizational responsiveness (Davis, 1989).

The quality of an Information System (IS) depends on the accuracy, relevance, ease of use, and cost-effectiveness of the data it processes. An effective IS enhances decision quality by providing reliable and timely information (Delone & McLean, 1992).

References

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