Managerial behavior and effectiveness 3
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This document contains a 25 question multiple choice quiz on managerial behavior and effectiveness prepared by Dr. A Oliver Bright, a professor of management studies. The quiz covers various models for analyzing managerial effectiveness including the 3P model of person, process, and product; the managerial grid model focusing on concern for people and production; and the concept of the manager as an optimizer. The questions address topics such as the components and outcomes of the 3P model, different managerial styles according to the grid model, skills and practices that make an effective manager, and theorists associated with various models.
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Managerial behavior and effectiveness 4
This document contains a quiz on managerial behavior and effectiveness prepared by Dr. A Oliver Bright, a professor at St. Xavier's Catholic College of Engineering in Nagercoil, Tamil Nadu. The quiz contains 29 multiple choice questions covering topics such as organizational climate, managerial styles, leadership, teams, and challenges for first-time managers. The questions assess understanding of key concepts like overt and covert factors, managerial objectives of different styles, types of teams, and the typical formation phases of teams.
Managerial behavior and effectiveness 2
This document contains a multiple choice test on managerial behavior and effectiveness prepared by Dr. A Oliver Bright, a professor at St. Xavier's Catholic College of Engineering in Nagercoil, Tamil Nadu. The test covers topics such as managerial talent, balance scorecards, recruitment, selection processes, career anchors, and career development. It contains 40 questions in section A and 5 questions in section B.
Managerial behavior and effectiveness 1
This document contains a multiple choice quiz on managerial behavior and effectiveness prepared by Dr. A Oliver Bright, a professor of management studies. It covers topics like the dimensions of managerial behavior, models of management, Mintzberg's managerial roles, and time management principles. The 26 questions test understanding of concepts like managerial effectiveness, efficiency, capacity and efficacy; Henry Fayol's contribution; planning, organizing and leading functions; and the urgent vs important time management matrix.
Managerial behavior and effectiveness 5
This document contains a multiple choice quiz on managerial behavior and effectiveness topics like self-development, Johari window, knowledge management, negotiation, creativity, and transactional analysis. It was prepared by Dr. A. Oliver Bright, a professor of management studies at St. Xavier's Catholic College of Engineering in Nagercoil, Tamil Nadu. The quiz contains 51 questions testing understanding of key concepts.
Publisher925 N. Spurgeon Street, Santa Ana, CA 92701 P.docx
Publisher:
925 N. Spurgeon Street, Santa Ana, CA 92701 Phone: 714-547-9625 Fax: 714-547-5777
F
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Text:
12/14
Modern Management: Concepts and Skills
Twelfth Edition, 2012
ISBN-13: 9780132176316
Samuel C. Certo and S. Trevis Certo
Pearson Prentice Hall
BAM 562
Modern Management
All rights reserved. No part of this book may be reproduced or transmitted
in any form or by any means, electronic or mechanical, including photocopying,
recording or by any information storage and retrieval system without written
permission from the publisher, except for the inclusion of brief quotation
in review.
Copyright © 2014 by California Coast University
Final Examination
5
BAM 562 Modern Management
1. When devising goals for his team to achieve, which of the following points should Kevin
consider most important?
a. Organizational goals
b. His career goals
c. Individual abilities
d. Internal politics
e. Employee goals
2. ________ resources refer to the machines used during the manufacturing process.
a. Technology
b. Monetary
c. Capital
d. Raw material
e. Hardware
3. Ben is a manager at Transit Logistics, a logistics company involved in transportation and stor
age. He is in charge of monitoring the schedules of the truck drivers who transport the goods. In
this scenario, the capital resource of the organization is the ________.
a. work-schedule
b. transported goods
c. trucks
d. drivers
e. Ben
4.Which of the following situations demonstrates effectiveness but not efficiency?
a. Workers at MNS worked overtime for two weeks, but were unable to achieve the ir target
production.
b. Managers at MNS aimed to complete a particular project by August, but only
completed it in September.
c. The manager told Stella to do a report, even though Ray was better qualified for the
task. However, Stella managed it successfully.
d. Following a number of layoffs, Gianna’s team was very demotivated and hence the
performance of the department suffered.
e. MNS aimed to complete construction of the new plant in two weeks, but a workers’
strike delayed construction.
Multiple Choice Questions (Enter your answers on the enclosed answer sheet)
6
Final Examination
BAM 562 Modern Management
5. Managerial efficiency is the proportion of total organizational resources that contribute to
productivity during the manufacturing process. The ________ this proportion, the more
________ the manager.
a. higher; inefficient
b. higher; efficient
c. lower; effective
d. lower; efficient
e. higher; ineffective
6. Management principles are considered to be universal because _________.
a. production processes and strategies remain the same across organizations
b. employees in all organizations have the same skill sets
c. all organizations have the same organizational hierarchy
d. the activities of ...
Management-Quiz-1.docx
This document appears to be a quiz for a Class A Operator management certification exam. It consists of 44 multiple choice questions covering various topics related to management functions, leadership styles, motivation theories, and effective management practices. The questions address concepts like disciplinary actions, employee motivation factors, leadership styles for different situations, Maslow's hierarchy of needs, management functions, communication techniques, and training methods.
Management 13th Edition by Richard L. Daft test bank.docx
https://qidiantiku.com/test-bank-for-management-13th-edition-by-richard-l-daft.shtml
Full download please contact u84757@protonmail.com or qidiantiku.com
Job analysis and training
The document provides an overview of job analysis and training and development. It discusses the various components of job analysis including job descriptions, specifications, task analysis, and job evaluation. It also covers the different aspects of training such as assessing needs, designing programs, types of training including on-the-job and off-site training, and evaluating effectiveness. Recommended readings on management and human resources management are also included.
Recommended
Managerial behavior and effectiveness 4
This document contains a quiz on managerial behavior and effectiveness prepared by Dr. A Oliver Bright, a professor at St. Xavier's Catholic College of Engineering in Nagercoil, Tamil Nadu. The quiz contains 29 multiple choice questions covering topics such as organizational climate, managerial styles, leadership, teams, and challenges for first-time managers. The questions assess understanding of key concepts like overt and covert factors, managerial objectives of different styles, types of teams, and the typical formation phases of teams.
Managerial behavior and effectiveness 2
This document contains a multiple choice test on managerial behavior and effectiveness prepared by Dr. A Oliver Bright, a professor at St. Xavier's Catholic College of Engineering in Nagercoil, Tamil Nadu. The test covers topics such as managerial talent, balance scorecards, recruitment, selection processes, career anchors, and career development. It contains 40 questions in section A and 5 questions in section B.
Managerial behavior and effectiveness 1
This document contains a multiple choice quiz on managerial behavior and effectiveness prepared by Dr. A Oliver Bright, a professor of management studies. It covers topics like the dimensions of managerial behavior, models of management, Mintzberg's managerial roles, and time management principles. The 26 questions test understanding of concepts like managerial effectiveness, efficiency, capacity and efficacy; Henry Fayol's contribution; planning, organizing and leading functions; and the urgent vs important time management matrix.
Managerial behavior and effectiveness 5
This document contains a multiple choice quiz on managerial behavior and effectiveness topics like self-development, Johari window, knowledge management, negotiation, creativity, and transactional analysis. It was prepared by Dr. A. Oliver Bright, a professor of management studies at St. Xavier's Catholic College of Engineering in Nagercoil, Tamil Nadu. The quiz contains 51 questions testing understanding of key concepts.
Publisher925 N. Spurgeon Street, Santa Ana, CA 92701 P.docx
Publisher:
925 N. Spurgeon Street, Santa Ana, CA 92701 Phone: 714-547-9625 Fax: 714-547-5777
F
in
a
l E
xa
m
in
a
ti
o
nAuthors:
Text:
12/14
Modern Management: Concepts and Skills
Twelfth Edition, 2012
ISBN-13: 9780132176316
Samuel C. Certo and S. Trevis Certo
Pearson Prentice Hall
BAM 562
Modern Management
All rights reserved. No part of this book may be reproduced or transmitted
in any form or by any means, electronic or mechanical, including photocopying,
recording or by any information storage and retrieval system without written
permission from the publisher, except for the inclusion of brief quotation
in review.
Copyright © 2014 by California Coast University
Final Examination
5
BAM 562 Modern Management
1. When devising goals for his team to achieve, which of the following points should Kevin
consider most important?
a. Organizational goals
b. His career goals
c. Individual abilities
d. Internal politics
e. Employee goals
2. ________ resources refer to the machines used during the manufacturing process.
a. Technology
b. Monetary
c. Capital
d. Raw material
e. Hardware
3. Ben is a manager at Transit Logistics, a logistics company involved in transportation and stor
age. He is in charge of monitoring the schedules of the truck drivers who transport the goods. In
this scenario, the capital resource of the organization is the ________.
a. work-schedule
b. transported goods
c. trucks
d. drivers
e. Ben
4.Which of the following situations demonstrates effectiveness but not efficiency?
a. Workers at MNS worked overtime for two weeks, but were unable to achieve the ir target
production.
b. Managers at MNS aimed to complete a particular project by August, but only
completed it in September.
c. The manager told Stella to do a report, even though Ray was better qualified for the
task. However, Stella managed it successfully.
d. Following a number of layoffs, Gianna’s team was very demotivated and hence the
performance of the department suffered.
e. MNS aimed to complete construction of the new plant in two weeks, but a workers’
strike delayed construction.
Multiple Choice Questions (Enter your answers on the enclosed answer sheet)
6
Final Examination
BAM 562 Modern Management
5. Managerial efficiency is the proportion of total organizational resources that contribute to
productivity during the manufacturing process. The ________ this proportion, the more
________ the manager.
a. higher; inefficient
b. higher; efficient
c. lower; effective
d. lower; efficient
e. higher; ineffective
6. Management principles are considered to be universal because _________.
a. production processes and strategies remain the same across organizations
b. employees in all organizations have the same skill sets
c. all organizations have the same organizational hierarchy
d. the activities of ...
Management-Quiz-1.docx
This document appears to be a quiz for a Class A Operator management certification exam. It consists of 44 multiple choice questions covering various topics related to management functions, leadership styles, motivation theories, and effective management practices. The questions address concepts like disciplinary actions, employee motivation factors, leadership styles for different situations, Maslow's hierarchy of needs, management functions, communication techniques, and training methods.
Management 13th Edition by Richard L. Daft test bank.docx
https://qidiantiku.com/test-bank-for-management-13th-edition-by-richard-l-daft.shtml
Full download please contact u84757@protonmail.com or qidiantiku.com
Job analysis and training
The document provides an overview of job analysis and training and development. It discusses the various components of job analysis including job descriptions, specifications, task analysis, and job evaluation. It also covers the different aspects of training such as assessing needs, designing programs, types of training including on-the-job and off-site training, and evaluating effectiveness. Recommended readings on management and human resources management are also included.
Group 11. A ________ is an example of a first-line manager.a.docx
Group 1
1. A ________ is an example of a first-line manager.
a. shift manager
b. division manager
c. store manager
d. regional manager
2. Establishing strategies for achieving organizational goals is a part of the ________ function.
a. coordinating
b. organizing
c. leading
d. planning
3. Katz proposed that managers need ________ skills.
a. human, empirical, and mechanical
b. technical, human, and conceptual
c. technical, human, and financial
d. technical, interpersonal, and legal
4. Which of the following changes has resulted in the shifting of organizational boundaries?
a. digitization
b. increased competitiveness
c. increased emphasis on organizational ethics
d. changing security threats
Managerial Basic Training (Scenario)
Imagine that your marketing company has just merged with a manufacturing organization. You have been asked to help provide some “basic” managerial training to the engineers in the research and development unit of the new company. To ensure you are covering the important issues, your boss has asked to see an overview of materials that you will be providing the engineers.
5. The engineers have to be informed that, ________ are the people who direct the activities of others in an organization.
a. line workers
b. directors
c. subordinates
d. managers
6. Many of the engineers in the group are unclear about what managers actually do. Your training materials should explain that a manager’s job focuses on ________.
a. personal achievement
b. helping others accomplish their work goals
c. supervising groups rather than individual employees
d. performing clerical duties
The Customer Meeting (Scenario)
Kelly, a production supervisor, is responsible for 10 employees who assemble components into a finished product that is sold to distributors. Kelly reports to Ben, a production manager, who in turn reports to Dan, a general manager, who reports to McKenna, a vice president of operations. Recently, McKenna asked Dan to have a meeting with Kelly and Ben regarding some customer concerns in the production area. The focus of the meeting was to judge the validity of the customer concerns, and to develop a specific plan to address these concerns.
7. Kelly is a ________.
a. middle manager
b. top manager
c. nonmanagerial employee
d. first-line manager
The General Manager (Scenario)
Michael is the manager of a production facility. On a routine day, Michael meets with the employees who produce the organization’s product. At another time, Michael meets with the production manager, Betty, and the human resource manager, Joyce, to discuss complaints filed by one of the employees in the production department. Michael also spends time on the Internet looking for new technologies that can be used in the production processes of his plant.
8. When Michael manages the employees who produce the product, he is utilizing his ________.
a. empirical skills
b. conceptual skills
c. technical skills
d. human skills
Managerial Skills (Scenario)
Adam, .
Q1. Definitions of leadership a. strongly influence the desig.pdf
Q1. Definitions of leadership:
a. strongly influence the design and interpretation of research
b. are strongly influenced by research on unconscious processes
c. reflect general agreement about the nature of leadership
d. are pointless because there is no basis for verification
Q2. What is the most common element in definitions of leadership?
a. leadership is an authority relationship
b. leadership is the ability to make good decisions
c. leadership is an attribution made by followers
d. leadership is an influence process
Q3. Charismatic leadership is an example of which approach for studying leadership?
a. leader traits
b. leader behavior
c. situational
d. integrative
Q4. Most leadership theories emphasize:
a. leader characteristics
b. follower characteristics
c. both leader and follower characteristics
d. characteristics of the leadership situation
Q5. What level of leadership processes is emphasized in most theories of effective leadership?
a. intra-individual
b. dyadic
c. group
d. organizational
Q6. Leadership effectiveness is best assessed:
a. by evaluations from the leader\'s boss
b. by subordinate evaluations of the leader
c. by a variety of subjective and objective criteria
d. by objective indicators of group performance
Q7. Recent leadership theories such as charismatic and transformational leadership:
a. emphasize rational processes more than rational processes
b. emphasize emotional processes more than rational processes
c. describe emotional and rational processes as equally important
d. de-emphasized both rational and emotional processes
Q8. Which is the least accurate statement about the outcomes of leadership actions?
a. immediate and delayed outcomes are usually consistent with each other
b. immediate outcomes are easier to predict than end-result outcomes
c. immediate and delayed outcomes are usually interrelated in complex causal chains
d. end-result outcomes are less useful as criteria of leadership effectiveness
Q9. What is the best explanation for so many different definitions of leadership?
a. scholarly nitpicking
b. disagreement about what should be considered leadership processes
c. leadership behavior cannot be studied in a scientific way
d. leadership is a very old topic
Q10. What process is emphasized in the definition of leadership proposed by Yukl?
a. influencing followers to have complete trust in the leader
b. motivating followers to do more than they initially expected
c. facilitating collective efforts to accomplish shared objectives
d. empowering each follower to become self reliant
Q11. The descriptive research found that a network of contacts and cooperative relationships is
especially important to:
a. motivate subordinates
b. implement change
c. improve time management
d. identify quality problems in the work
Q12. Which of the following was not found to be characteristic of managers in most descriptive
studies?
a. they spend much of their time engaged in oral communication
b. they spend considerable time e.
1. An important contribution of Fiedlers research on the contingen.pdf
1. An important contribution of Fiedler\'s research on the contingency model of leadership is that
it: a. uses weights which are determined in an arbitrary manner in order to determine situation
favorability. b. goes beyond the notion of leadership styles to try to show how styles fit a
situation. c. recommends medium least preferred coworker leaders as they are more effective in
many situations. d. is clear about how the model will work over time. 2. Which of the following
characteristics was explored by the studies evaluating the characteristics of the leader-member
exchange relationship? a. Income b. Educational qualification c. Value agreement d. Recruitment
process 3. Which of the following is a characteristic of entrepreneurial leaders? a. They are
concerned with innovation and creativity. b. They are interested in maintaining the status quo. c.
They avoid taking risks and are unwilling to stretch themselves. d. They tend to be dependent on
their followers. 4. An important aspect of leadership is: a. dictating changes required in an
organization. b. maintaining a passive relationship with followers. c. maintaining the status quo
and not creating change. d. influencing others to come together around a common vision. 5. It
becomes easier for people to see their own opportunities for leadership when they: a. start seeing
leaders as individuals who are above others. b. understand that the concept of leadership cannot
continue to develop. c. stop equating leadership with greatness and public visibility. d.
comprehend that leadership involves maintaining the status quo. 6. Erica, a team manager, was
known for heading projects with diligence and conscientiousness. However, she was insensitive
and excessively ambitious. She did not take feedback in a constructive manner. As a result, this
prevented her from moving forward in terms of her career since she had problems
communicating with her team members and motivating them. In the context of the given
scenario, which of the following phenomenon does Erica experience? a. Communication
apprehension b. Fear-based motivation c. Paradigm change d. Derailment Name: Class: Date:
Quiz 1: Chp 1-3 (Fall 2015) 2 7. Which of the following statements is true of the contingency
approach to leadership? a. A leadership style that works in one situation will work in all
situations. b. These approaches seek to investigate traits that can improve performance in all
situations. c. The needs, maturity, and cohesiveness of followers have been identified as a key
contingency. d. These approaches hold that behavior that is effective in some circumstances is
effective under all conditions. 8. Stage two in the development of the individualized leadership
theory explored the _____ in more detail. a. vertical dyad linkage model b. partnership building
c. leader–member exchange d. entrepreneurship model 9. Which of the following statements is
true of leaders who work collaboratively? a. They learn to keep the lines of commu.
Training and development
This document contains 60 multiple choice questions related to training and development. The questions cover topics such as training needs assessment, training methods, evaluation of training, and organizational development. Some key highlights include questions about the benefits of training, types of on-the-job and off-the-job training methods, Kirkpatrick's model of training evaluation, and Lewin's model of organizational change. The majority of the questions are in a multiple choice format with a single correct answer.
(Enter your answers on the enclosed answer sheet)1. A humanis an e.docx
(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.
Project ManagementECE 326 Exam 2Description Exam 2 question.docx
Project Management
ECE 326 Exam 2
Description: Exam 2 questions for Ece 326
1. 1.Project successor failure often depends upon the contributions of all of the following except:
a. Customers
b. Suppliers
c. Contractors
d. Competitors
e. Top management D. Competitors
2. 2.Project leadership is about coping with: a. Formulating plans and objectives
b. Monitoring results against plans
c. Change
d. Taking corrective action when necessary e. All of these are part of leadership
C. Change
3. 3.In conducting meetings an effective project manager will take the role of a: a. Parliamentarian
b. Master of ceremonies
c. Conductor
d. Cattle herder e. Teacher
C. Conductor
4. 4.Groups such as human resources, information systems, purchasing agents, and maintenance are
typically classified as:
a. Project managers
b. Administrative support c. Functional managers d. Project sponsors
e. Customers
B. Administrative support
5. 5.The old-fashion view of managing projects emphasized which of the following?
a. Planning
b. Directing
c. Controlling
d. Both B and C are correct e. A, B, and C are all correct D. Both B and C are correct
6. 6.The new perspective of project management emphasizes which ofthe following?
a. Financial control
b. Managing project stakeholders c. Schedule/cost tradeoffs
d. Both A and B are correct
e. A, B, and C are all correct
B. Managing project stakeholders
3.
7. 7.In terms of commonly traded organizational currencies, vision, excellence, and ethical correctness are
part of ______ related currencies.
a. Task
b. Position
c. Inspiration d. Relationship e. Personal
C. Inspiration
8. In terms of commonly traded organizational currencies, resources, assistance, cooperation, and
information are part of ______ related currencies.
a. Task
b. Position
c. Inspiration d. Relationship e. Personal
A. Task
9. In terms of commonly traded organizational currencies, acceptance, personal support, and
understanding are part of _______ related currencies. a. Task
b. Position
c. Inspiration
d. Relationship e. Personal
D. Relationship
10.In terms of commonly traded organizational currencies, advancement, recognition, visibility, and
networks are part of ______ related currencies.
a. Task
b. Position
c. Inspiration d. Relationship e. Personal
B. Position
11. In terms of commonly traded organizational currencies, learning, ownership, and gratitude are part of
______ related currencies.
a. Task
b. Position
c. Inspiration d. Relationship e. Personal
E. Personal
12. Which of the following is not one of the aspects of leading by example?
a. Priorities
b. Ethics
c. Urgency
d. Cooperation e. Power
E. Power
13. 13. The traits of successful project managers include all of
the following except: a. Pessimist
b. Proactive
c. Skillful politician
d. Effective time management
e. Personal integrity
a. Pessimist
14. Unlike project leadership, project management is about coping with:
a. Change
b. Aligning people to any new directions
c. ...
Workbook answers
This document provides a summary of key concepts in adaptive project management and Agile methodologies like Scrum. It begins with multiple choice questions that test understanding of Agile concepts like iterative development, flexible delivery, cross-functional teams, and empirical process control. The questions then cover Scrum roles like Product Owner and Scrum Master, and processes like developing user stories, prioritizing work in the product backlog, estimating tasks, and delivering working software in sprints.
Chapter 5 training and development
Orientation involves introducing new employees to their jobs, coworkers, and company policies. The goals are to help employees learn about the organization and start contributing quickly by explaining rules and benefits, introducing them to others, and reviewing safety protocols. Effective orientation leads to higher productivity, lower turnover, and a better impression of the company.
Training and Development
The document discusses employee training and development in organizations. It defines training as the acquisition of capabilities to help achieve organizational goals. It also defines employee orientation as the introduction of new hires to their jobs, coworkers, and company. The overall goal of orientation is to help new employees learn about the organization so they can quickly start contributing. Training programs aim to increase productivity, reduce turnover, improve effectiveness, and foster favorable impressions. Assessment tools for development include assessment centers, psychological testing, and performance appraisals. In-house development approaches include management coaching, committee assignments, job rotation, and mentoring.
Quality circle
Quality circles are small groups composed of volunteers who meet regularly to identify, analyze, and solve work-related problems. The goal is to improve quality, productivity, and morale. Quality circles originated in Japan as a way to involve employees in quality control and problem-solving. They have now spread to many companies worldwide.
Quality circle
Short note on Quality Circle. The concept of quality circle is not confined to education only , it has to be learnt by all executive member. The brief note will help to get an insight on the concept of Quality Circle.
Final Examination925 North Spurg.docx
F
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925 North Spurgeon Street, Santa Ana, CA 92701
Text:
Author(s):
Publisher:
www.calcoast.edu
Phone: 714-547-9625 Fax: 714-547-5777
Project Management
Second Edition, 2010
ISBN-13: 9780136065616
Jeffery K. Pinto
Prentice Hall
12/14
BAM 540
Project Management
All rights reserved. No part of this book may be reproduced or transmitted
in any form or by any means, electronic or mechanical, including photocopying,
recording or by any information storage and retrieval system without written
permission from the publisher, except for the inclusion of brief quotation
in review.
Copyright © 2014 by California Coast University
5
Final Examination
BAM 540 Project Management
Multiple Choice Questions (Enter your answers on the enclosed answer sheet)
1. There is no such thing as a project team with a(n) ____________.
a. deliverable
b. ongoing, nonspecific purpose
c. goal
d. project manager
2. A project that results in “doing the wrong things well” has ignored the _____________ goal.
a. budgetary
b. technical
c. customer satisfaction
d. scheduling
3. The technical side of project management emphasizes ______________.
a. team building
b. conflict management
c. negotiation
d. budgeting
4. The behavioral side of project management emphasizes ______________.
a. scheduling
b. leadership
c. planning
d. project selection
5. Geoffco’s project manager names three individuals and requests a project budget of
$3,000,000 for the new 8-Pod, a backpack-sized personal music player for 8-track tapes
capable of holding up to 100 songs from the 60s and 70s. This important step takes place
during ____________ of the project life cycle.
a. planning
b. conceptualization
c. execution
d. termination
6
Final Examination
BAM 540 Project Management
6. The degree of risk associated with a project is typically at its highest during the ____________
phase.
a. conceptualization
b. planning
c. execution
d. termination
7. A spider web diagram is useful for ____________.
a. showing company performance on a number of criteria simultaneously
b. collecting data on how a competitor manages projects
c. identifying industry standards for project management maturity
d. coaching, evaluating and auditing projects
8. The project maturity model developed by the Center for Business Practices would have
_____________ rings if a spider web diagram were used.
a. three
b. four
c. five
d. six
9. Which of these is not characteristic of a project?
a. Projects are responsible for the newest and most improved products, services and
organizational processes.
b. Projects are ad hoc endeavors with a clear life cycle.
c. Projects provide a philosophy and strategy for the management of change.
d. Traditional process management functions of planning, organizing and controlling do
not apply to project management.
10. Which of the following is not a project constraint?
a. th ...
Semester ii unit4[1]
This document outlines the lesson plan for a unit on manpower training and development. It includes objectives for the unit such as manpower training, performance appraisal, potential evaluation, and job evaluation. It then provides learning objectives and details on topics like defining training and development, determining training needs, training methods, management development, and performance appraisal. The document provides an introduction to these topics and describes various approaches, principles, techniques, and methods within each area.
Balanced Scorecard for MBA institute
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Obmultiple choice
This document provides an overview of an organizational behavior exam, including the topics covered and sample questions. The exam focuses on individual behavior within organizations, examining how personality, perceptions, motivation and tasks relate to groups, management, and organizational dynamics. It is 100 multiple choice questions testing knowledge of topics like motivation, group behavior, leadership, and organizational change. Sample questions provide examples of concepts assessed, like Maslow's hierarchy of needs, job design strategies, and definitions of communication and decision making.
principle of scientific management - finished - 9 X 24.pdf
Scientific management aimed to improve economic efficiency in production processes. It analyzed jobs into their basic motions and standardized tasks and workflows. Taylor introduced concepts like time study, motion study, and differential piece-rate wages. While his methods increased productivity, they also faced criticism for exploiting workers and reducing autonomy. Meanwhile, Fayol focused more on general management functions and principles across different levels and industries. Both pioneers emphasized cooperation between managers and employees, but had different perspectives and areas of emphasis in developing early theories of scientific management.
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The document provides information about a PMP and CAPM exam preparation session including an overview of the exam structure, domains/chapters covered, sample questions, study plan recommendations, and general project management concepts. Key details include that the PMP exam has 200 questions over 4 hours covering 5 process groups and 9 knowledge areas, while the CAPM exam has 150 questions over 3 hours entirely based on the PMBOK. Sample exam questions test knowledge of processes, tools, terminology, organizational structures, and mathematical probability. Effective exam preparation requires studying primary references, taking online practice tests, and dedicating hours per week to learning over a set study period.
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Group 1
1. A ________ is an example of a first-line manager.
a. shift manager
b. division manager
c. store manager
d. regional manager
2. Establishing strategies for achieving organizational goals is a part of the ________ function.
a. coordinating
b. organizing
c. leading
d. planning
3. Katz proposed that managers need ________ skills.
a. human, empirical, and mechanical
b. technical, human, and conceptual
c. technical, human, and financial
d. technical, interpersonal, and legal
4. Which of the following changes has resulted in the shifting of organizational boundaries?
a. digitization
b. increased competitiveness
c. increased emphasis on organizational ethics
d. changing security threats
Managerial Basic Training (Scenario)
Imagine that your marketing company has just merged with a manufacturing organization. You have been asked to help provide some “basic” managerial training to the engineers in the research and development unit of the new company. To ensure you are covering the important issues, your boss has asked to see an overview of materials that you will be providing the engineers.
5. The engineers have to be informed that, ________ are the people who direct the activities of others in an organization.
a. line workers
b. directors
c. subordinates
d. managers
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a. personal achievement
b. helping others accomplish their work goals
c. supervising groups rather than individual employees
d. performing clerical duties
The Customer Meeting (Scenario)
Kelly, a production supervisor, is responsible for 10 employees who assemble components into a finished product that is sold to distributors. Kelly reports to Ben, a production manager, who in turn reports to Dan, a general manager, who reports to McKenna, a vice president of operations. Recently, McKenna asked Dan to have a meeting with Kelly and Ben regarding some customer concerns in the production area. The focus of the meeting was to judge the validity of the customer concerns, and to develop a specific plan to address these concerns.
7. Kelly is a ________.
a. middle manager
b. top manager
c. nonmanagerial employee
d. first-line manager
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Michael is the manager of a production facility. On a routine day, Michael meets with the employees who produce the organization’s product. At another time, Michael meets with the production manager, Betty, and the human resource manager, Joyce, to discuss complaints filed by one of the employees in the production department. Michael also spends time on the Internet looking for new technologies that can be used in the production processes of his plant.
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Q1. Definitions of leadership a. strongly influence the desig.pdf
Q1. Definitions of leadership:
a. strongly influence the design and interpretation of research
b. are strongly influenced by research on unconscious processes
c. reflect general agreement about the nature of leadership
d. are pointless because there is no basis for verification
Q2. What is the most common element in definitions of leadership?
a. leadership is an authority relationship
b. leadership is the ability to make good decisions
c. leadership is an attribution made by followers
d. leadership is an influence process
Q3. Charismatic leadership is an example of which approach for studying leadership?
a. leader traits
b. leader behavior
c. situational
d. integrative
Q4. Most leadership theories emphasize:
a. leader characteristics
b. follower characteristics
c. both leader and follower characteristics
d. characteristics of the leadership situation
Q5. What level of leadership processes is emphasized in most theories of effective leadership?
a. intra-individual
b. dyadic
c. group
d. organizational
Q6. Leadership effectiveness is best assessed:
a. by evaluations from the leader\'s boss
b. by subordinate evaluations of the leader
c. by a variety of subjective and objective criteria
d. by objective indicators of group performance
Q7. Recent leadership theories such as charismatic and transformational leadership:
a. emphasize rational processes more than rational processes
b. emphasize emotional processes more than rational processes
c. describe emotional and rational processes as equally important
d. de-emphasized both rational and emotional processes
Q8. Which is the least accurate statement about the outcomes of leadership actions?
a. immediate and delayed outcomes are usually consistent with each other
b. immediate outcomes are easier to predict than end-result outcomes
c. immediate and delayed outcomes are usually interrelated in complex causal chains
d. end-result outcomes are less useful as criteria of leadership effectiveness
Q9. What is the best explanation for so many different definitions of leadership?
a. scholarly nitpicking
b. disagreement about what should be considered leadership processes
c. leadership behavior cannot be studied in a scientific way
d. leadership is a very old topic
Q10. What process is emphasized in the definition of leadership proposed by Yukl?
a. influencing followers to have complete trust in the leader
b. motivating followers to do more than they initially expected
c. facilitating collective efforts to accomplish shared objectives
d. empowering each follower to become self reliant
Q11. The descriptive research found that a network of contacts and cooperative relationships is
especially important to:
a. motivate subordinates
b. implement change
c. improve time management
d. identify quality problems in the work
Q12. Which of the following was not found to be characteristic of managers in most descriptive
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a. they spend much of their time engaged in oral communication
b. they spend considerable time e.
1. An important contribution of Fiedlers research on the contingen.pdf
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situation. c. recommends medium least preferred coworker leaders as they are more effective in
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process 3. Which of the following is a characteristic of entrepreneurial leaders? a. They are
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organization. b. maintaining a passive relationship with followers. c. maintaining the status quo
and not creating change. d. influencing others to come together around a common vision. 5. It
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continue to develop. c. stop equating leadership with greatness and public visibility. d.
comprehend that leadership involves maintaining the status quo. 6. Erica, a team manager, was
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and excessively ambitious. She did not take feedback in a constructive manner. As a result, this
prevented her from moving forward in terms of her career since she had problems
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Quiz 1: Chp 1-3 (Fall 2015) 2 7. Which of the following statements is true of the contingency
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situations. b. These approaches seek to investigate traits that can improve performance in all
situations. c. The needs, maturity, and cohesiveness of followers have been identified as a key
contingency. d. These approaches hold that behavior that is effective in some circumstances is
effective under all conditions. 8. Stage two in the development of the individualized leadership
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Training and development
This document contains 60 multiple choice questions related to training and development. The questions cover topics such as training needs assessment, training methods, evaluation of training, and organizational development. Some key highlights include questions about the benefits of training, types of on-the-job and off-the-job training methods, Kirkpatrick's model of training evaluation, and Lewin's model of organizational change. The majority of the questions are in a multiple choice format with a single correct answer.
(Enter your answers on the enclosed answer sheet)1. A humanis an e.docx
(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.
Project ManagementECE 326 Exam 2Description Exam 2 question.docx
Project Management
ECE 326 Exam 2
Description: Exam 2 questions for Ece 326
1. 1.Project successor failure often depends upon the contributions of all of the following except:
a. Customers
b. Suppliers
c. Contractors
d. Competitors
e. Top management D. Competitors
2. 2.Project leadership is about coping with: a. Formulating plans and objectives
b. Monitoring results against plans
c. Change
d. Taking corrective action when necessary e. All of these are part of leadership
C. Change
3. 3.In conducting meetings an effective project manager will take the role of a: a. Parliamentarian
b. Master of ceremonies
c. Conductor
d. Cattle herder e. Teacher
C. Conductor
4. 4.Groups such as human resources, information systems, purchasing agents, and maintenance are
typically classified as:
a. Project managers
b. Administrative support c. Functional managers d. Project sponsors
e. Customers
B. Administrative support
5. 5.The old-fashion view of managing projects emphasized which of the following?
a. Planning
b. Directing
c. Controlling
d. Both B and C are correct e. A, B, and C are all correct D. Both B and C are correct
6. 6.The new perspective of project management emphasizes which ofthe following?
a. Financial control
b. Managing project stakeholders c. Schedule/cost tradeoffs
d. Both A and B are correct
e. A, B, and C are all correct
B. Managing project stakeholders
3.
7. 7.In terms of commonly traded organizational currencies, vision, excellence, and ethical correctness are
part of ______ related currencies.
a. Task
b. Position
c. Inspiration d. Relationship e. Personal
C. Inspiration
8. In terms of commonly traded organizational currencies, resources, assistance, cooperation, and
information are part of ______ related currencies.
a. Task
b. Position
c. Inspiration d. Relationship e. Personal
A. Task
9. In terms of commonly traded organizational currencies, acceptance, personal support, and
understanding are part of _______ related currencies. a. Task
b. Position
c. Inspiration
d. Relationship e. Personal
D. Relationship
10.In terms of commonly traded organizational currencies, advancement, recognition, visibility, and
networks are part of ______ related currencies.
a. Task
b. Position
c. Inspiration d. Relationship e. Personal
B. Position
11. In terms of commonly traded organizational currencies, learning, ownership, and gratitude are part of
______ related currencies.
a. Task
b. Position
c. Inspiration d. Relationship e. Personal
E. Personal
12. Which of the following is not one of the aspects of leading by example?
a. Priorities
b. Ethics
c. Urgency
d. Cooperation e. Power
E. Power
13. 13. The traits of successful project managers include all of
the following except: a. Pessimist
b. Proactive
c. Skillful politician
d. Effective time management
e. Personal integrity
a. Pessimist
14. Unlike project leadership, project management is about coping with:
a. Change
b. Aligning people to any new directions
c. ...
Workbook answers
This document provides a summary of key concepts in adaptive project management and Agile methodologies like Scrum. It begins with multiple choice questions that test understanding of Agile concepts like iterative development, flexible delivery, cross-functional teams, and empirical process control. The questions then cover Scrum roles like Product Owner and Scrum Master, and processes like developing user stories, prioritizing work in the product backlog, estimating tasks, and delivering working software in sprints.
Chapter 5 training and development
Orientation involves introducing new employees to their jobs, coworkers, and company policies. The goals are to help employees learn about the organization and start contributing quickly by explaining rules and benefits, introducing them to others, and reviewing safety protocols. Effective orientation leads to higher productivity, lower turnover, and a better impression of the company.
Training and Development
The document discusses employee training and development in organizations. It defines training as the acquisition of capabilities to help achieve organizational goals. It also defines employee orientation as the introduction of new hires to their jobs, coworkers, and company. The overall goal of orientation is to help new employees learn about the organization so they can quickly start contributing. Training programs aim to increase productivity, reduce turnover, improve effectiveness, and foster favorable impressions. Assessment tools for development include assessment centers, psychological testing, and performance appraisals. In-house development approaches include management coaching, committee assignments, job rotation, and mentoring.
Quality circle
Quality circles are small groups composed of volunteers who meet regularly to identify, analyze, and solve work-related problems. The goal is to improve quality, productivity, and morale. Quality circles originated in Japan as a way to involve employees in quality control and problem-solving. They have now spread to many companies worldwide.
Quality circle
Short note on Quality Circle. The concept of quality circle is not confined to education only , it has to be learnt by all executive member. The brief note will help to get an insight on the concept of Quality Circle.
Final Examination925 North Spurg.docx
F
in
a
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xa
m
in
a
ti
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n
925 North Spurgeon Street, Santa Ana, CA 92701
Text:
Author(s):
Publisher:
www.calcoast.edu
Phone: 714-547-9625 Fax: 714-547-5777
Project Management
Second Edition, 2010
ISBN-13: 9780136065616
Jeffery K. Pinto
Prentice Hall
12/14
BAM 540
Project Management
All rights reserved. No part of this book may be reproduced or transmitted
in any form or by any means, electronic or mechanical, including photocopying,
recording or by any information storage and retrieval system without written
permission from the publisher, except for the inclusion of brief quotation
in review.
Copyright © 2014 by California Coast University
5
Final Examination
BAM 540 Project Management
Multiple Choice Questions (Enter your answers on the enclosed answer sheet)
1. There is no such thing as a project team with a(n) ____________.
a. deliverable
b. ongoing, nonspecific purpose
c. goal
d. project manager
2. A project that results in “doing the wrong things well” has ignored the _____________ goal.
a. budgetary
b. technical
c. customer satisfaction
d. scheduling
3. The technical side of project management emphasizes ______________.
a. team building
b. conflict management
c. negotiation
d. budgeting
4. The behavioral side of project management emphasizes ______________.
a. scheduling
b. leadership
c. planning
d. project selection
5. Geoffco’s project manager names three individuals and requests a project budget of
$3,000,000 for the new 8-Pod, a backpack-sized personal music player for 8-track tapes
capable of holding up to 100 songs from the 60s and 70s. This important step takes place
during ____________ of the project life cycle.
a. planning
b. conceptualization
c. execution
d. termination
6
Final Examination
BAM 540 Project Management
6. The degree of risk associated with a project is typically at its highest during the ____________
phase.
a. conceptualization
b. planning
c. execution
d. termination
7. A spider web diagram is useful for ____________.
a. showing company performance on a number of criteria simultaneously
b. collecting data on how a competitor manages projects
c. identifying industry standards for project management maturity
d. coaching, evaluating and auditing projects
8. The project maturity model developed by the Center for Business Practices would have
_____________ rings if a spider web diagram were used.
a. three
b. four
c. five
d. six
9. Which of these is not characteristic of a project?
a. Projects are responsible for the newest and most improved products, services and
organizational processes.
b. Projects are ad hoc endeavors with a clear life cycle.
c. Projects provide a philosophy and strategy for the management of change.
d. Traditional process management functions of planning, organizing and controlling do
not apply to project management.
10. Which of the following is not a project constraint?
a. th ...
Semester ii unit4[1]
This document outlines the lesson plan for a unit on manpower training and development. It includes objectives for the unit such as manpower training, performance appraisal, potential evaluation, and job evaluation. It then provides learning objectives and details on topics like defining training and development, determining training needs, training methods, management development, and performance appraisal. The document provides an introduction to these topics and describes various approaches, principles, techniques, and methods within each area.
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The document summarizes M M Bagali's certification project on becoming a Certified Scorecard Professional. It describes Bagali's current performance evaluation system at New Horizon College of Engineering which involves student feedback, discussions with HR and management, and identifies issues with the system. It then provides an example balanced scorecard for the management department with objectives, measures, targets, and initiatives across four perspectives: financial, internal business processes, learning and growth, and customers.
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This document provides an overview of an organizational behavior exam, including the topics covered and sample questions. The exam focuses on individual behavior within organizations, examining how personality, perceptions, motivation and tasks relate to groups, management, and organizational dynamics. It is 100 multiple choice questions testing knowledge of topics like motivation, group behavior, leadership, and organizational change. Sample questions provide examples of concepts assessed, like Maslow's hierarchy of needs, job design strategies, and definitions of communication and decision making.
principle of scientific management - finished - 9 X 24.pdf
Scientific management aimed to improve economic efficiency in production processes. It analyzed jobs into their basic motions and standardized tasks and workflows. Taylor introduced concepts like time study, motion study, and differential piece-rate wages. While his methods increased productivity, they also faced criticism for exploiting workers and reducing autonomy. Meanwhile, Fayol focused more on general management functions and principles across different levels and industries. Both pioneers emphasized cooperation between managers and employees, but had different perspectives and areas of emphasis in developing early theories of scientific management.
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This document provides an overview of a training module for middle managers. It begins by welcoming managers to the workshop and explaining that middle managers are responsible for both subordinates and superiors. The objectives of the training are then defined as defining management, organizational strategies, and creating structures.
The second module introduces management and explains that managers ensure business runs smoothly by implementing superior's strategies. Managers are responsible for motivating employees and achieving results. The module discusses what management entails, the roles and responsibilities of managers, and why management is important for reducing costs and increasing profits.
The third module covers ethics and social responsibility. It explains that leadership must be ethical and socially conscious. Unethical behaviors like discrimination are discussed alongside frameworks
Pmp session 1
The document provides information about a PMP and CAPM exam preparation session including an overview of the exam structure, domains/chapters covered, sample questions, study plan recommendations, and general project management concepts. Key details include that the PMP exam has 200 questions over 4 hours covering 5 process groups and 9 knowledge areas, while the CAPM exam has 150 questions over 3 hours entirely based on the PMBOK. Sample exam questions test knowledge of processes, tools, terminology, organizational structures, and mathematical probability. Effective exam preparation requires studying primary references, taking online practice tests, and dedicating hours per week to learning over a set study period.
Human: Thank you for the summary. It effectively captures the key information from the
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2. Concepts of supply chain management, including definitions, decision phases, and supply chain components.
3. Discussion of supply chain efficiency and responsiveness, and how they are improved through strategic fit between customer priorities and supply chain capabilities.
4. Identification of impacts of improving supply chain performance, challenges, and relevant information like information technology.
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LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UP
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
core of India. Mirzapur, with its varied terrains and abundant biodiversity, offers an optimal
environment for investigating the changes in vegetation cover dynamics. Our study utilizes
advanced technologies such as GIS (Geographic Information Systems) and Remote sensing to
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of extensive research and worry. As the global community grapples with swift urbanization,
population expansion, and economic progress, the effects on natural ecosystems are becoming
more evident. A crucial element of this impact is the alteration of vegetation cover, which plays a
significant role in maintaining the ecological equilibrium of our planet.Land serves as the foundation for all human activities and provides the necessary materials for
these activities. As the most crucial natural resource, its utilization by humans results in different
'Land uses,' which are determined by both human activities and the physical characteristics of the
land.
The utilization of land is impacted by human needs and environmental factors. In countries
like India, rapid population growth and the emphasis on extensive resource exploitation can lead
to significant land degradation, adversely affecting the region's land cover.
Therefore, human intervention has significantly influenced land use patterns over many
centuries, evolving its structure over time and space. In the present era, these changes have
accelerated due to factors such as agriculture and urbanization. Information regarding land use and
cover is essential for various planning and management tasks related to the Earth's surface,
providing crucial environmental data for scientific, resource management, policy purposes, and
diverse human activities.
Accurate understanding of land use and cover is imperative for the development planning
of any area. Consequently, a wide range of professionals, including earth system scientists, land
and water managers, and urban planners, are interested in obtaining data on land use and cover
changes, conversion trends, and other related patterns. The spatial dimensions of land use and
cover support policymakers and scientists in making well-informed decisions, as alterations in
these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
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