This document provides a test correlation table and learning objectives for a chapter on environmental forces that influence organizations. The table lists true/false, multiple choice, and essay style questions mapped to three levels of difficulty that assess comprehension of the chapter's four learning objectives. The objectives cover how economic/cultural factors influence organizations, the five competitive forces that affect industries, political/legal strategies used by managers, and how technological forces drive industry changes. The document provides a high-level overview of the chapter's content and assessment of student understanding through different question types.
This document provides a test correlation table and questions for Chapter 11 on organizational design. It covers four learning objectives: 1) describing the two fundamentals of organizing, 2) explaining the five aspects of vertical design, 3) describing four types of horizontal design, and 4) describing two methods of integration. The table lists questions by type (true/false, multiple choice, essay), level of difficulty, and learning objective. It then provides sample true/false and multiple choice questions to assess understanding of the chapter concepts.
The document provides an overview of the evolution of management theories and viewpoints, as well as learning objectives and test questions related to the chapter. Specifically, it discusses the three branches of the traditional viewpoint (bureaucratic, scientific, administrative), the behavioral viewpoint's contributions, how systems and quantitative techniques can improve performance, the two components of the contingency viewpoint, and the impact of quality on management practices. The test correlation table maps learning objectives to question types and difficulty levels. Multiple choice and true/false questions with answers are provided to assess understanding of the chapter concepts.
1) The document discusses managing globally and provides learning objectives and test questions related to characteristics of the global economy, how culture affects business practices, political-legal forces on international business, major trade agreements, and international business strategies.
2) It includes true/false and multiple choice questions mapped to the learning objectives, covering topics such as forces driving globalization, cultural dimensions like time orientation and value systems, assessing political risk, trade agreements like the WTO and NAFTA, and international entry strategies.
3) The test correlation table lists the learning objectives, associated question types and levels of difficulty for easy, moderate, and difficult questions.
The document outlines the learning objectives and test questions for a chapter on controlling in organizations. It covers explaining the foundations of control, identifying the phases of the corrective control model, describing primary control methods, and explaining corporate governance issues. The questions are categorized by their learning objective, type (true/false, multiple choice, essay), and difficulty level (easy, moderate, difficult).
This document provides an overview of key concepts in decision making, including:
1) Decisions are made under conditions of certainty, risk, or uncertainty depending on what is known about the problem and potential solutions.
2) Decisions can be classified as routine, adaptive, or innovative based on how common the problem is and how established the solutions may be.
3) There are three basic models of decision making - rational, bounded rationality, and political. The rational model follows a systematic process while the political model considers organizational politics and power dynamics.
This document provides a test correlation table and questions for a chapter about managing in a dynamic environment. The chapter covers three main learning objectives: 1) define managers and management, 2) explain what managers do, and 3) describe managerial competencies. The table correlates questions to the learning objectives and indicates whether questions are easy, moderate, or difficult. The document then provides 60 true/false questions and 20 multiple choice questions related to the chapter content and learning objectives.
This document provides a test correlation table and questions for Chapter 12 on organizational change and learning. It outlines the learning objectives, question types (true/false, multiple choice, essay), and level of difficulty (easy, moderate, difficult) for each objective. The objectives cover types of organizational change, the planning process for change, methods of change, how innovation relates to change, and how learning organizations foster change. The table is followed by sample true/false and multiple choice questions mapped to the objectives and difficulty levels.
1) The document discusses planning and strategy, outlining six learning objectives. It provides a test correlation table that matches learning objectives with question types (true/false, multiple choice, essay) at different levels of difficulty.
2) The true/false and multiple choice questions cover topics like the importance of planning, strategic vs. tactical planning, diversification strategies, corporate strategy levels, and Porter's generic competitive strategies model.
3) Answers are provided for each question referencing the chapter pages for more information. The document serves as a study guide for an exam on planning and strategy concepts.
This document provides a test correlation table and questions for Chapter 11 on organizational design. It covers four learning objectives: 1) describing the two fundamentals of organizing, 2) explaining the five aspects of vertical design, 3) describing four types of horizontal design, and 4) describing two methods of integration. The table lists questions by type (true/false, multiple choice, essay), level of difficulty, and learning objective. It then provides sample true/false and multiple choice questions to assess understanding of the chapter concepts.
The document provides an overview of the evolution of management theories and viewpoints, as well as learning objectives and test questions related to the chapter. Specifically, it discusses the three branches of the traditional viewpoint (bureaucratic, scientific, administrative), the behavioral viewpoint's contributions, how systems and quantitative techniques can improve performance, the two components of the contingency viewpoint, and the impact of quality on management practices. The test correlation table maps learning objectives to question types and difficulty levels. Multiple choice and true/false questions with answers are provided to assess understanding of the chapter concepts.
1) The document discusses managing globally and provides learning objectives and test questions related to characteristics of the global economy, how culture affects business practices, political-legal forces on international business, major trade agreements, and international business strategies.
2) It includes true/false and multiple choice questions mapped to the learning objectives, covering topics such as forces driving globalization, cultural dimensions like time orientation and value systems, assessing political risk, trade agreements like the WTO and NAFTA, and international entry strategies.
3) The test correlation table lists the learning objectives, associated question types and levels of difficulty for easy, moderate, and difficult questions.
The document outlines the learning objectives and test questions for a chapter on controlling in organizations. It covers explaining the foundations of control, identifying the phases of the corrective control model, describing primary control methods, and explaining corporate governance issues. The questions are categorized by their learning objective, type (true/false, multiple choice, essay), and difficulty level (easy, moderate, difficult).
This document provides an overview of key concepts in decision making, including:
1) Decisions are made under conditions of certainty, risk, or uncertainty depending on what is known about the problem and potential solutions.
2) Decisions can be classified as routine, adaptive, or innovative based on how common the problem is and how established the solutions may be.
3) There are three basic models of decision making - rational, bounded rationality, and political. The rational model follows a systematic process while the political model considers organizational politics and power dynamics.
This document provides a test correlation table and questions for a chapter about managing in a dynamic environment. The chapter covers three main learning objectives: 1) define managers and management, 2) explain what managers do, and 3) describe managerial competencies. The table correlates questions to the learning objectives and indicates whether questions are easy, moderate, or difficult. The document then provides 60 true/false questions and 20 multiple choice questions related to the chapter content and learning objectives.
This document provides a test correlation table and questions for Chapter 12 on organizational change and learning. It outlines the learning objectives, question types (true/false, multiple choice, essay), and level of difficulty (easy, moderate, difficult) for each objective. The objectives cover types of organizational change, the planning process for change, methods of change, how innovation relates to change, and how learning organizations foster change. The table is followed by sample true/false and multiple choice questions mapped to the objectives and difficulty levels.
1) The document discusses planning and strategy, outlining six learning objectives. It provides a test correlation table that matches learning objectives with question types (true/false, multiple choice, essay) at different levels of difficulty.
2) The true/false and multiple choice questions cover topics like the importance of planning, strategic vs. tactical planning, diversification strategies, corporate strategy levels, and Porter's generic competitive strategies model.
3) Answers are provided for each question referencing the chapter pages for more information. The document serves as a study guide for an exam on planning and strategy concepts.
This document provides an overview of managing work teams. It begins with learning objectives about explaining the importance of work teams, identifying types of work teams, stating the meaning and determinants of team effectiveness, describing internal team processes, and explaining how to diagnose and remove barriers to performance. It then provides a correlation table matching questions to these learning objectives at different levels of difficulty. The remainder of the document consists of true/false questions mapping to the learning objectives.
This document provides an overview of organizational culture and cultural diversity. It includes learning objectives, test correlation tables, true/false questions, and multiple choice question previews related to:
1) Describing the core elements of organizational culture including symbols, language, values, norms, and narratives.
2) Comparing and contrasting four types of organizational culture: clan, adhocracy, market, and hierarchy.
3) Discussing several types of subcultures that may exist within organizations including departmental, generational, and gender-based subcultures.
4) Describing several activities for successfully managing diversity such as surveys, training, and establishing employee resource groups.
The document provides a chapter summary and test correlation table for a chapter on entrepreneurship. It outlines four learning objectives: 1) explain the role of entrepreneurs and how external factors impact their ventures, 2) describe personal attributes that contribute to entrepreneurial success, 3) outline essential planning steps for potential entrepreneurs, and 4) state the role of intrapreneurs and how organizations can foster intrapreneurship. For each objective, it lists true/false and multiple choice questions at varying levels of difficulty that test comprehension of the chapter concepts.
This document provides a test correlation table and learning objectives for a chapter on managing human resources. The table lists the chapter's learning objectives and correlates them with different types of test questions (true/false, multiple choice, essay) at different levels of difficulty (easy, moderate, difficult). It then provides examples of test questions for each objective, including the question, answer, rationale, and difficulty level. The chapter appears to cover topics like the strategic importance of human resources, employment laws and regulations, human resources planning, recruitment and hiring, training and development, performance appraisals, and compensation.
The document is a chapter about ethics and stakeholder social responsibility from a textbook. It includes learning objectives, a test correlation table mapping questions to those objectives at different difficulty levels, and sample true/false and multiple choice questions. The chapter discusses the importance of ethics for businesses and individuals, forces that shape ethical behavior, approaches to ethical decision making, and stakeholder social responsibility. It provides examples of ethical dilemmas that companies may face and how their decisions impact stakeholders.
This document provides a test correlation table that matches learning objectives from Chapter 9 on planning and decision aids with different types of test questions (true/false, multiple choice, essay) at varying levels of difficulty (easy, moderate, difficult). It lists the learning objectives, describes the types of questions, and provides examples of questions testing the objectives at the different difficulty levels. The table correlates questions from the chapter with the objectives and difficulty levels to help assess student comprehension.
This document contains a chapter on organizational communication from a textbook. It includes 42 true/false questions testing comprehension of key concepts about communication processes in organizations. It also includes 23 multiple choice questions assessing understanding of topics like encoding, decoding, channels, and types of messages used. Key points covered include the importance of communication in organizations, elements of the communication process, and the role of both verbal and nonverbal communication.
This document contains a chapter on work motivation from a textbook. It includes learning objectives about different theories of motivation, such as the managerial approach, reinforcement theory, expectancy theory, and job characteristics theory. There are also true/false questions and multiple choice questions testing understanding of these motivation theories.
This document contains a chapter on leadership dynamics with 6 learning objectives. It provides true/false and multiple choice questions with answers on theories and models of leadership, including:
- Leadership involves influence, change, and shared purpose between leaders and followers.
- Behavioral models show leadership behaviors can be learned and focus on differences between effective and ineffective leaders.
- Contingency models like Situational Leadership state the best leadership style depends on the situation.
- Transformational leaders inspire followers through vision and innovation.
- Developing leaders requires training, mentoring, and on-the-job experience.
Telecommunications Industry CEO's Discuss Capitalizing on ComplexityIBMTelecom
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How will telecommunications organizations respond to rising complexity. Creative leadership is key. IBM interviews with more than 1,500 CEOs revealed that the most successful are creatively discovering ways to capitalize on complexity.
This document is a thesis submitted by Fion Yau Wai in partial fulfillment of the requirements for a Master's degree in English for Professions from The Hong Kong Polytechnic University. The thesis conducts a corpus-based analysis of stance markers in corporate social responsibility reports. It aims to identify the major grammatical devices and semantic categories used to express stance. The analysis is conducted using a specialized CSR corpus and Wordsmith Tools. Key findings include that complement clauses are the most common grammatical category for stance markers, and factive stance markers expressing certainty have a broader base than expressions of likelihood or attitude. Differences are also found across registers in preferred devices for expressing stance.
The document contains a student's attempts at a multiple choice quiz on chapter 6 of an unknown subject. The student scored poorly on the first few attempts, getting only 10% or 0% correct, but improved to 10% correct on the fifth attempt. The quiz addressed topics like job design strategies, empowerment, self-leadership, and types of reward systems.
This document contains a chapter summary on financial management and securities markets. It includes 23 true/false questions, 15 multiple choice questions, and 1 essay question assessing understanding of key concepts. The chapter discusses managing a company's current assets and liabilities, investing idle cash in marketable securities, and sources of short-term financing like trade credit and bank loans. It emphasizes minimizing cash on hand, maximizing returns on short-term assets, and different short-term investment and financing options available to companies.
Wal mart assignment-strategic management-ahmed m. adelAhmed Adel
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Wal-Mart faces a strategic dilemma with Vlasic pickles. As a major customer accounting for 1/3 of Vlasic's business, Wal-Mart demanded that Vlasic sell giant pickle jars for under $3. This resulted in losses for Vlasic. It would not be realistic for Vlasic to stop doing business with Wal-Mart, as they rely heavily on the revenue and it could mean the downfall of the company. Supply chain management and logistics play a key role in Wal-Mart's success. Through efficient distribution centers and cross-docking, Wal-Mart is able to quickly stock low-cost products and meet customer demands.
This document provides an introduction to coding standards for Java. It discusses why coding standards are important for consistency, readability, and maintainability. It outlines the key components of a Java source file and comments. It also covers naming conventions, formatting, and best practices for variables, methods, classes, and comments. Finally, it introduces static code analysis tools like PMD and AppPerfect that can analyze Java code and enforce coding standards and best practices.
Chapter 14 Labor Relations and Collective BargainingWisnu Dewobroto
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This document summarizes key topics in labor relations and collective bargaining. It discusses the history of labor unions and legislation in the United States, including the Wagner Act, Taft-Hartley Act, and National Labor Relations Board. It also covers the unionization process, collective bargaining process, and critical issues currently facing unions such as declining membership.
Chapter 14 management (10 th edition) by robbins and coulterMd. Abul Ala
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This document provides an overview of key concepts from Chapter 14 of Management by Stephen P. Robbins and Mary Coulter on managers and communication. It discusses the nature and functions of communication, methods of interpersonal communication including evaluating different methods, barriers to effective interpersonal communication, and organizational communication. The document is formatted as a chapter outline and learning objectives with copyright information from Pearson Education.
Opportunity and Threat of External EnvironmentNoonamsom
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The document discusses analyzing an organization's external environment. It defines the external environment and different types of external factors that can influence an organization. These include the general environment, industry environment, and competitor environment. The document provides details on how to analyze each of these environments, including using Porter's Five Forces model to analyze the industry environment. It also discusses using SWOT analysis to understand an organization's opportunities and threats in the external environment. The overall aim is to help organizations understand external factors they don't control but must adapt to in order to survive and grow.
The document discusses various corporate level strategies including:
1) Growth strategies like mergers, acquisitions, and strategic alliances which are designed to achieve sales and profit growth.
2) Stability strategies like maintaining the status quo to prioritize profit over growth.
3) Retrenchment strategies involving downsizing through turnarounds, consolidations, divestments, and even bankruptcy or liquidation.
The key factors in choosing a strategy include an analysis of the industry lifecycle, competitive environment, and a company's resources and capabilities. Strategic fit and international expansion are also important considerations at the corporate level.
This document contains 52 multiple choice questions about key concepts from Chapter 3 of the textbook "Management Information Systems, 12e" by Laudon. The questions cover topics such as organizational structures, competitive strategy frameworks like Porter's five forces model, and how information systems can enable different competitive strategies for firms. Sample questions assess understanding of concepts like adhocracies, transaction costs, competitive forces, and how technologies allow mass customization or strengthening customer intimacy. The document provides the question, answer, difficulty level, page reference and learning objective for each multiple choice question.
This document provides an overview of managing work teams. It begins with learning objectives about explaining the importance of work teams, identifying types of work teams, stating the meaning and determinants of team effectiveness, describing internal team processes, and explaining how to diagnose and remove barriers to performance. It then provides a correlation table matching questions to these learning objectives at different levels of difficulty. The remainder of the document consists of true/false questions mapping to the learning objectives.
This document provides an overview of organizational culture and cultural diversity. It includes learning objectives, test correlation tables, true/false questions, and multiple choice question previews related to:
1) Describing the core elements of organizational culture including symbols, language, values, norms, and narratives.
2) Comparing and contrasting four types of organizational culture: clan, adhocracy, market, and hierarchy.
3) Discussing several types of subcultures that may exist within organizations including departmental, generational, and gender-based subcultures.
4) Describing several activities for successfully managing diversity such as surveys, training, and establishing employee resource groups.
The document provides a chapter summary and test correlation table for a chapter on entrepreneurship. It outlines four learning objectives: 1) explain the role of entrepreneurs and how external factors impact their ventures, 2) describe personal attributes that contribute to entrepreneurial success, 3) outline essential planning steps for potential entrepreneurs, and 4) state the role of intrapreneurs and how organizations can foster intrapreneurship. For each objective, it lists true/false and multiple choice questions at varying levels of difficulty that test comprehension of the chapter concepts.
This document provides a test correlation table and learning objectives for a chapter on managing human resources. The table lists the chapter's learning objectives and correlates them with different types of test questions (true/false, multiple choice, essay) at different levels of difficulty (easy, moderate, difficult). It then provides examples of test questions for each objective, including the question, answer, rationale, and difficulty level. The chapter appears to cover topics like the strategic importance of human resources, employment laws and regulations, human resources planning, recruitment and hiring, training and development, performance appraisals, and compensation.
The document is a chapter about ethics and stakeholder social responsibility from a textbook. It includes learning objectives, a test correlation table mapping questions to those objectives at different difficulty levels, and sample true/false and multiple choice questions. The chapter discusses the importance of ethics for businesses and individuals, forces that shape ethical behavior, approaches to ethical decision making, and stakeholder social responsibility. It provides examples of ethical dilemmas that companies may face and how their decisions impact stakeholders.
This document provides a test correlation table that matches learning objectives from Chapter 9 on planning and decision aids with different types of test questions (true/false, multiple choice, essay) at varying levels of difficulty (easy, moderate, difficult). It lists the learning objectives, describes the types of questions, and provides examples of questions testing the objectives at the different difficulty levels. The table correlates questions from the chapter with the objectives and difficulty levels to help assess student comprehension.
This document contains a chapter on organizational communication from a textbook. It includes 42 true/false questions testing comprehension of key concepts about communication processes in organizations. It also includes 23 multiple choice questions assessing understanding of topics like encoding, decoding, channels, and types of messages used. Key points covered include the importance of communication in organizations, elements of the communication process, and the role of both verbal and nonverbal communication.
This document contains a chapter on work motivation from a textbook. It includes learning objectives about different theories of motivation, such as the managerial approach, reinforcement theory, expectancy theory, and job characteristics theory. There are also true/false questions and multiple choice questions testing understanding of these motivation theories.
This document contains a chapter on leadership dynamics with 6 learning objectives. It provides true/false and multiple choice questions with answers on theories and models of leadership, including:
- Leadership involves influence, change, and shared purpose between leaders and followers.
- Behavioral models show leadership behaviors can be learned and focus on differences between effective and ineffective leaders.
- Contingency models like Situational Leadership state the best leadership style depends on the situation.
- Transformational leaders inspire followers through vision and innovation.
- Developing leaders requires training, mentoring, and on-the-job experience.
Telecommunications Industry CEO's Discuss Capitalizing on ComplexityIBMTelecom
Â
How will telecommunications organizations respond to rising complexity. Creative leadership is key. IBM interviews with more than 1,500 CEOs revealed that the most successful are creatively discovering ways to capitalize on complexity.
This document is a thesis submitted by Fion Yau Wai in partial fulfillment of the requirements for a Master's degree in English for Professions from The Hong Kong Polytechnic University. The thesis conducts a corpus-based analysis of stance markers in corporate social responsibility reports. It aims to identify the major grammatical devices and semantic categories used to express stance. The analysis is conducted using a specialized CSR corpus and Wordsmith Tools. Key findings include that complement clauses are the most common grammatical category for stance markers, and factive stance markers expressing certainty have a broader base than expressions of likelihood or attitude. Differences are also found across registers in preferred devices for expressing stance.
The document contains a student's attempts at a multiple choice quiz on chapter 6 of an unknown subject. The student scored poorly on the first few attempts, getting only 10% or 0% correct, but improved to 10% correct on the fifth attempt. The quiz addressed topics like job design strategies, empowerment, self-leadership, and types of reward systems.
This document contains a chapter summary on financial management and securities markets. It includes 23 true/false questions, 15 multiple choice questions, and 1 essay question assessing understanding of key concepts. The chapter discusses managing a company's current assets and liabilities, investing idle cash in marketable securities, and sources of short-term financing like trade credit and bank loans. It emphasizes minimizing cash on hand, maximizing returns on short-term assets, and different short-term investment and financing options available to companies.
Wal mart assignment-strategic management-ahmed m. adelAhmed Adel
Â
Wal-Mart faces a strategic dilemma with Vlasic pickles. As a major customer accounting for 1/3 of Vlasic's business, Wal-Mart demanded that Vlasic sell giant pickle jars for under $3. This resulted in losses for Vlasic. It would not be realistic for Vlasic to stop doing business with Wal-Mart, as they rely heavily on the revenue and it could mean the downfall of the company. Supply chain management and logistics play a key role in Wal-Mart's success. Through efficient distribution centers and cross-docking, Wal-Mart is able to quickly stock low-cost products and meet customer demands.
This document provides an introduction to coding standards for Java. It discusses why coding standards are important for consistency, readability, and maintainability. It outlines the key components of a Java source file and comments. It also covers naming conventions, formatting, and best practices for variables, methods, classes, and comments. Finally, it introduces static code analysis tools like PMD and AppPerfect that can analyze Java code and enforce coding standards and best practices.
Chapter 14 Labor Relations and Collective BargainingWisnu Dewobroto
Â
This document summarizes key topics in labor relations and collective bargaining. It discusses the history of labor unions and legislation in the United States, including the Wagner Act, Taft-Hartley Act, and National Labor Relations Board. It also covers the unionization process, collective bargaining process, and critical issues currently facing unions such as declining membership.
Chapter 14 management (10 th edition) by robbins and coulterMd. Abul Ala
Â
This document provides an overview of key concepts from Chapter 14 of Management by Stephen P. Robbins and Mary Coulter on managers and communication. It discusses the nature and functions of communication, methods of interpersonal communication including evaluating different methods, barriers to effective interpersonal communication, and organizational communication. The document is formatted as a chapter outline and learning objectives with copyright information from Pearson Education.
Opportunity and Threat of External EnvironmentNoonamsom
Â
The document discusses analyzing an organization's external environment. It defines the external environment and different types of external factors that can influence an organization. These include the general environment, industry environment, and competitor environment. The document provides details on how to analyze each of these environments, including using Porter's Five Forces model to analyze the industry environment. It also discusses using SWOT analysis to understand an organization's opportunities and threats in the external environment. The overall aim is to help organizations understand external factors they don't control but must adapt to in order to survive and grow.
The document discusses various corporate level strategies including:
1) Growth strategies like mergers, acquisitions, and strategic alliances which are designed to achieve sales and profit growth.
2) Stability strategies like maintaining the status quo to prioritize profit over growth.
3) Retrenchment strategies involving downsizing through turnarounds, consolidations, divestments, and even bankruptcy or liquidation.
The key factors in choosing a strategy include an analysis of the industry lifecycle, competitive environment, and a company's resources and capabilities. Strategic fit and international expansion are also important considerations at the corporate level.
This document contains 52 multiple choice questions about key concepts from Chapter 3 of the textbook "Management Information Systems, 12e" by Laudon. The questions cover topics such as organizational structures, competitive strategy frameworks like Porter's five forces model, and how information systems can enable different competitive strategies for firms. Sample questions assess understanding of concepts like adhocracies, transaction costs, competitive forces, and how technologies allow mass customization or strengthening customer intimacy. The document provides the question, answer, difficulty level, page reference and learning objective for each multiple choice question.
This document contains a series of multiple choice questions about key concepts from a chapter on information systems, organizations, and strategy. It addresses topics like organizational structures, the impact of information technology on businesses, models for analyzing competitive strategy and value creation, and challenges in aligning IT with business goals. Several questions focus on defining and applying Porter's competitive forces model and Mintzberg's organizational structures framework.
This is a presentation of The Triple Bottom Line by Alexis Dogwe, Camille Eusebio, Maurice Gonzales, Leslee May Tandoc and Al Marie Tating as part of the requirements in the subject: Marketing and Commercialization of High Technology Products.
University of the Philippines, Technology Management Center
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
help.mbaassignments@gmail.com
or
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The document discusses competitiveness and upgrading in clusters and value chains, using case studies from Latin America. It finds that:
1. Collective efficiency (external economies and joint actions) in clusters promotes upgrading for firms. Resource-based and software clusters showed higher collective efficiency.
2. The governance model of the value chain a firm participates in affects its ability to upgrade. Buyer-driven chains help with product/process upgrading but not functional upgrading.
3. The sector matters - clusters in natural resource, traditional manufacturing and software saw different effects of collective efficiency and value chain participation on upgrading.
This slidedeck covers a scientific seminar presentation held at University of Georgia and Georgia State University in February 2024. It reviews research done on digital enablement of circularity principles such as reuse, recycle, and repair and provides an outlook to future research opportunities in this area.
Brand equity is not increasingly important to today's business, according to the document. The document provides four key arguments for this position: 1) the importance of brand equity components has not changed over time, 2) market share is not important for all businesses, 3) sustainability and corporate social responsibility have always been important business objectives, and 4) business ethics have always played a role in international business. Examples and studies are provided for each argument.
The document summarizes key changes in the modern workforce and business environment. It discusses how the workforce is aging, becoming more diverse and female-dominated. The traditional relationship between employers and employees has shifted to shorter-term arrangements focused on mutual benefit. Managing diversity and promoting inclusion have become important for organizations to tap all employees' potential. Globalization and business cycles also influence managerial decision-making. Innovation requires an organizational culture that supports risk-taking and new ideas from intrapreneurs.
The document discusses a test conducted by a hotel chain that paid housekeepers $10 for each room cleaned to very high standards. Initially the test was resented by workers but over time they began to look forward to the extra pay they could earn. The test was deemed a success as it benefited both workers, who earned more, and managers, who obtained the high cleaning standards they desired.
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
“ help.mbaassignments@gmail.com ”
or
Call us at : 08263069601
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the ranking and importance of journals can vary significantly depending on your specific field of study or interest. It's crucial to consult with academic advisors, professors, and experts in your field to identify the most relevant and respected journals for your research. Additionally, you should always check the latest impact factors and rankings for the most up-to-date information.
- The document analyzes economic growth in South Korea and Taiwan from 1960-1990 using the Solow growth model.
- It finds that over the three decades, South Korea's growth was more dependent on factor deepening (labor and capital accumulation), while Taiwan's growth relied more heavily on productivity growth.
- Specifically, labor and capital deepening accounted for over 50% of South Korea's growth in most periods, while Taiwan saw productivity growth contribute over 30% in two of the three decades.
This document contains 40 multiple choice questions that assess understanding of key concepts from Chapter 10 of Management, 10e by Robbins/Coulter regarding managing human resources. The questions cover topics such as high-performance work practices, the human resource management process, affirmative action, labor unions, and contemporary issues like work-life balance and sexual harassment. Correct answers are provided for each question.
MHR 6551, Training and Development 1 Course Learning .docxpoulterbarbara
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MHR 6551, Training and Development 1
Course Learning Outcomes for Unit III
Upon completion of this unit, students should be able to:
3. Assess obstacles to learning, such as low tolerance for change and lack of trust.
3.1 Explain resistance to change and why this resistance occurs.
3.2 Illustrate methods to overcome the obstacles to change.
3.3 Explain the different change models.
3.4 Outline the ways to develop employee trust through the change process.
Reading Assignment
Before completing your required reading assignment, watch the video that will briefly introduce some of the
readings and unit concepts:
ď‚· Click here to access the Unit III Video.
ď‚· Click here to access the Unit III Script.
In order to access the following resources, click the links below:
Boria, B. (2007). Before you introduce change: "Vision casting" isn't step one, or even step two. Leadership,
28(2), 79-81. Retrieved from
http://go.galegroup.com.libraryresources.columbiasouthern.edu/ps/i.do?p=AONE&sw=w&u=oran9510
8&v=2.1&it=r&id=GALE%7CA163530847&asid=3d578b47e47baa3eec4213aac31e74d2
Finnie, B., & Norris, M. (1997). On leading change: A conversation with John P. Kotter. Strategy &
Leadership, 25(1), 18-21. Retrieved from
http://go.galegroup.com.libraryresources.columbiasouthern.edu/ps/i.do?p=AONE&sw=w&u=oran9510
8&v=2.1&it=r&id=GALE%7CA19160640&asid=75ea7e32083fac52de44cb56b998b0a9
Heffes, E. M. (2009). You need urgency now! Financial Executive, 25(1), 20-23. Retrieved from
http://go.galegroup.com.libraryresources.columbiasouthern.edu/ps/i.do?p=AONE&sw=w&u=oran9510
8&v=2.1&it=r&id=GALE%7CA192321503&asid=f1d76eaa75e15360e3ff2693a4628eaf
Hemmingsen, C., Johanning, H., & Lee, J. Y. (2010). Change management: Common failures and a checklist
for improvement. Pharmaceutical Technology Europe, 22(5), 50-53. Retrieved from
http://go.galegroup.com.libraryresources.columbiasouthern.edu/ps/i.do?p=AONE&sw=w&u=oran9510
8&v=2.1&it=r&id=GALE%7CA231021994&asid=68ddc6188aea0f8b8310b9585b67f655
Laurie, J. (1990). The ABCs of change management. Training & Development Journal, 44(3), 87-89.
Retrieved from
http://go.galegroup.com.libraryresources.columbiasouthern.edu/ps/i.do?p=AONE&sw=w&u=oran9510
8&v=2.1&it=r&id=GALE%7CA8258556&asid=f2fce1f64f4709f789b9e297ad035b56
Levasseur, R. E. (2001). People skills: Change management tools - Lewin's change model. Interfaces, 31(4),
71. Retrieved from
http://go.galegroup.com.libraryresources.columbiasouthern.edu/ps/i.do?p=AONE&sw=w&u=oran9510
8&v=2.1&it=r&id=GALE%7CA80086449&asid=2f4ab37703f9fd16eddc8943be3f78b3
UNIT III STUDY GUIDE
Organizational Change
https://online.columbiasouthern.edu/bbcswebdav/xid-59832846_1
https://online.columbiasouthern.edu/bbcswebdav/xid-59832839_1
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This document provides an overview of managerial economics concepts. It begins with definitions of economics and managerial economics. It discusses the basic assumptions in economics of ceteris paribus and rationality. It also outlines the different types of economic analysis including micro vs macro, positive vs normative, and short run vs long run. The rest of the document discusses the decision making process in managerial economics, including the use of quantitative tools and statistical techniques. It also outlines the role of economics and the managerial economist in business decision making. It discusses growing challenges like globalization and technology that managerial economists face. Finally, it provides a short quiz with lessons about unexpected competitors.
This chapter discusses techniques for assessing an organization's external environment over the short, medium, and long term. It describes PEST analysis and Porter's Five Forces model for short to medium term analysis of political, economic, social, and technological factors. It also covers scenario planning and the Delphi method for longer term forecasting through expert panels and developing alternative future scenarios. The key is for organizations to constantly reassess dynamic environmental forces through these qualitative and quantitative techniques.
Corporate reputation is an intangible asset amounting to up to 70% of an organisation’s market capitalisation. Recent evolutions in the business environment and social communications have made stakeholder engagement an essential part of the strategy of responsible and successful organisations in order to maintain this capital. But research shows that most engagement efforts in multinational or multi-services companies are kept in silos and uncoordinated across business units or departments.
This document describes some of the engagement guidelines provided by the AA1000 and GRI assurance standards and how following these guidelines with an appropriate collaborative, full circle platform can help:
* identify important stakeholders and groups ;
* map them and their opinions on the organisation’s strategic issues ;
* engage them appropriately and monitor impacts.
in a natural continuous improvement cycle to help respond to short term events in the context of a long term communication and corporate reputation management strategy.
It also describes engagement in the context of crisis management and social media to show how detecting earlier warning signals both enhances the organisation’s ability to contain the crisis and lowers the cost at which this is done.
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The document discusses various topics related to management, economics, marketing, and human resources including:
1. The three sectors of the economy - primary, secondary, tertiary - and examples of each.
2. The five main functions of managers: planning, organizing, commanding, coordinating, controlling.
3. Motivation theories including Maslow's hierarchy of needs and McGregor's Theory X and Theory Y. Different strategies for motivating workers under each theory.
4. Human resources topics like the difference between a line structure and other organizational structures, negotiations between unions and employers, and consequences of labor market deregulation.
The document contains pseudocode and code examples for various algorithms:
1. An if-then-else statement that checks if x is less than 10 and prints or assigns x depending on if it is less than 5.
2. Pseudocode for calculating the average of a set of values by summing them and counting them, discarding values after "end of data".
3. Code to find the real and imaginary roots of a quadratic equation by calculating the discriminant and using appropriate formulas based on its sign.
1. The document discusses forced oscillations and resonance through examples of solving differential equations using trial solutions with undetermined coefficients.
2. Trial solutions of various forms like cos(ωt), sin(ωt) are used to find particular solutions, which are combined with the general solution to satisfy initial conditions.
3. Resonance occurs when the frequency of oscillation of the driving force matches the natural frequency of vibration, leading to an amplified response.
This section introduces differential equations and their use in mathematical modeling. It provides examples of verifying solutions to differential equations by direct substitution. Typical problems show finding an integrating constant to satisfy an initial condition. Differential equations are derived from descriptions of real-world phenomena involving rates of change. The section establishes foundational knowledge of differential equations and their solution methods.
The document summarizes the method of undetermined coefficients for solving nonhomogeneous linear differential equations. It provides examples of using the method to find the particular solution by making an educated guess of the form of the solution, substituting it into the differential equation, and solving for the coefficients. It also discusses addressing duplication with the complementary function to find the appropriate trial function.
This document discusses various types of mechanical vibrations including undamped, underdamped, critically damped, and overdamped motion. It provides examples of solving differential equations describing simple harmonic motion under different damping conditions and applying the solutions to problems involving springs, pendulums, and other oscillating systems. Specific cases are worked through to determine characteristics like frequency, period, and damping behavior.
This document provides solutions to 38 problems involving homogeneous linear differential equations with constant coefficients. Each problem is solved by:
1) Writing the characteristic equation and its roots
2) Writing the corresponding general solution
3) In some cases, imposing initial conditions to find a particular solution
The solutions are presented concisely and systematically in a computational format.
This document summarizes key points about linear differential equations:
1. Students should check that theorems in this section about general solutions of linear equations reduce to those in the previous section for n=2.
2. Examples show finding linear combinations of solutions "by inspection" or trial and error to satisfy given equations.
3. Imposing initial conditions on general solutions yields particular solutions for various differential equations.
This document introduces concepts related to second-order linear differential equations including superposition of solutions, existence and uniqueness of solutions, linear independence, the Wronskian, and general solutions. It provides 16 examples of imposing initial conditions on general solutions to obtain particular solutions. It also includes problems assessing understanding of related concepts and solving characteristic equations.
1. The set of all functions f: R → R with f(0) = 0 is a vector space, as the linear combination of such functions will also satisfy f(0) = 0.
2. The set of all odd functions is a vector space, as any linear combination of odd functions will also be odd.
3. The solution space to the differential equation y''(x) - 5y'(x) = 0 is 2-dimensional with basis {1, e^5x}, as the general solution is Ce^5x + D.
This section discusses linear combinations and independence of vectors. It explains that determining if vectors are linearly dependent or independent involves solving a linear system of equations. The document then provides examples of checking if sets of vectors are linearly dependent or independent by setting up and row reducing the associated coefficient matrix. It demonstrates that the reduced row echelon form reveals whether a nontrivial solution exists, indicating dependence or independence.
1. The document discusses bases and dimensions for vector spaces. A basis for a subspace enables visualizing the subspace as a k-dimensional hyperplane through the origin in Rn.
2. Examples are provided of determining if sets of vectors form a basis by checking if they are linearly independent. The dimension of solution spaces of homogeneous systems is also determined based on the rank of the systems.
3. Specific examples involve finding bases for solution spaces of systems of linear equations by reducing the coefficient matrices to echelon form and writing the general solutions in terms of the basis vectors.
The document discusses subspaces of vector spaces. It provides examples of subsets of Rn and determines whether each subset is a subspace by checking if it is closed under vector addition and scalar multiplication. Some subsets are shown to be subspaces, while others are not subspaces because they fail to satisfy one of the closure properties. The document also uses row reduction to determine the solution spaces of homogeneous linear systems, which must always be subspaces.
The document introduces concepts related to vector spaces including vectors, linear independence, and subspaces. It provides examples in R3 involving determining if sets of vectors are linearly dependent or independent, finding representations of vectors as linear combinations of other vectors, and solving homogeneous and nonhomogeneous systems of equations involving vector coefficients. Key concepts are illustrated through a series of problems involving vectors in R3.
What is an RPA CoE? Session 1 – CoE VisionDianaGray10
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In the first session, we will review the organization's vision and how this has an impact on the COE Structure.
Topics covered:
• The role of a steering committee
• How do the organization’s priorities determine CoE Structure?
Speaker:
Chris Bolin, Senior Intelligent Automation Architect Anika Systems
“How Axelera AI Uses Digital Compute-in-memory to Deliver Fast and Energy-eff...Edge AI and Vision Alliance
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For the full video of this presentation, please visit: https://www.edge-ai-vision.com/2024/06/how-axelera-ai-uses-digital-compute-in-memory-to-deliver-fast-and-energy-efficient-computer-vision-a-presentation-from-axelera-ai/
Bram Verhoef, Head of Machine Learning at Axelera AI, presents the “How Axelera AI Uses Digital Compute-in-memory to Deliver Fast and Energy-efficient Computer Vision” tutorial at the May 2024 Embedded Vision Summit.
As artificial intelligence inference transitions from cloud environments to edge locations, computer vision applications achieve heightened responsiveness, reliability and privacy. This migration, however, introduces the challenge of operating within the stringent confines of resource constraints typical at the edge, including small form factors, low energy budgets and diminished memory and computational capacities. Axelera AI addresses these challenges through an innovative approach of performing digital computations within memory itself. This technique facilitates the realization of high-performance, energy-efficient and cost-effective computer vision capabilities at the thin and thick edge, extending the frontier of what is achievable with current technologies.
In this presentation, Verhoef unveils his company’s pioneering chip technology and demonstrates its capacity to deliver exceptional frames-per-second performance across a range of standard computer vision networks typical of applications in security, surveillance and the industrial sector. This shows that advanced computer vision can be accessible and efficient, even at the very edge of our technological ecosystem.
Northern Engraving | Nameplate Manufacturing Process - 2024Northern Engraving
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Manufacturing custom quality metal nameplates and badges involves several standard operations. Processes include sheet prep, lithography, screening, coating, punch press and inspection. All decoration is completed in the flat sheet with adhesive and tooling operations following. The possibilities for creating unique durable nameplates are endless. How will you create your brand identity? We can help!
Dandelion Hashtable: beyond billion requests per second on a commodity serverAntonios Katsarakis
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This slide deck presents DLHT, a concurrent in-memory hashtable. Despite efforts to optimize hashtables, that go as far as sacrificing core functionality, state-of-the-art designs still incur multiple memory accesses per request and block request processing in three cases. First, most hashtables block while waiting for data to be retrieved from memory. Second, open-addressing designs, which represent the current state-of-the-art, either cannot free index slots on deletes or must block all requests to do so. Third, index resizes block every request until all objects are copied to the new index. Defying folklore wisdom, DLHT forgoes open-addressing and adopts a fully-featured and memory-aware closed-addressing design based on bounded cache-line-chaining. This design offers lock-free index operations and deletes that free slots instantly, (2) completes most requests with a single memory access, (3) utilizes software prefetching to hide memory latencies, and (4) employs a novel non-blocking and parallel resizing. In a commodity server and a memory-resident workload, DLHT surpasses 1.6B requests per second and provides 3.5x (12x) the throughput of the state-of-the-art closed-addressing (open-addressing) resizable hashtable on Gets (Deletes).
Conversational agents, or chatbots, are increasingly used to access all sorts of services using natural language. While open-domain chatbots - like ChatGPT - can converse on any topic, task-oriented chatbots - the focus of this paper - are designed for specific tasks, like booking a flight, obtaining customer support, or setting an appointment. Like any other software, task-oriented chatbots need to be properly tested, usually by defining and executing test scenarios (i.e., sequences of user-chatbot interactions). However, there is currently a lack of methods to quantify the completeness and strength of such test scenarios, which can lead to low-quality tests, and hence to buggy chatbots.
To fill this gap, we propose adapting mutation testing (MuT) for task-oriented chatbots. To this end, we introduce a set of mutation operators that emulate faults in chatbot designs, an architecture that enables MuT on chatbots built using heterogeneous technologies, and a practical realisation as an Eclipse plugin. Moreover, we evaluate the applicability, effectiveness and efficiency of our approach on open-source chatbots, with promising results.
“Temporal Event Neural Networks: A More Efficient Alternative to the Transfor...Edge AI and Vision Alliance
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For the full video of this presentation, please visit: https://www.edge-ai-vision.com/2024/06/temporal-event-neural-networks-a-more-efficient-alternative-to-the-transformer-a-presentation-from-brainchip/
Chris Jones, Director of Product Management at BrainChip , presents the “Temporal Event Neural Networks: A More Efficient Alternative to the Transformer” tutorial at the May 2024 Embedded Vision Summit.
The expansion of AI services necessitates enhanced computational capabilities on edge devices. Temporal Event Neural Networks (TENNs), developed by BrainChip, represent a novel and highly efficient state-space network. TENNs demonstrate exceptional proficiency in handling multi-dimensional streaming data, facilitating advancements in object detection, action recognition, speech enhancement and language model/sequence generation. Through the utilization of polynomial-based continuous convolutions, TENNs streamline models, expedite training processes and significantly diminish memory requirements, achieving notable reductions of up to 50x in parameters and 5,000x in energy consumption compared to prevailing methodologies like transformers.
Integration with BrainChip’s Akida neuromorphic hardware IP further enhances TENNs’ capabilities, enabling the realization of highly capable, portable and passively cooled edge devices. This presentation delves into the technical innovations underlying TENNs, presents real-world benchmarks, and elucidates how this cutting-edge approach is positioned to revolutionize edge AI across diverse applications.
AppSec PNW: Android and iOS Application Security with MobSFAjin Abraham
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Mobile Security Framework - MobSF is a free and open source automated mobile application security testing environment designed to help security engineers, researchers, developers, and penetration testers to identify security vulnerabilities, malicious behaviours and privacy concerns in mobile applications using static and dynamic analysis. It supports all the popular mobile application binaries and source code formats built for Android and iOS devices. In addition to automated security assessment, it also offers an interactive testing environment to build and execute scenario based test/fuzz cases against the application.
This talk covers:
Using MobSF for static analysis of mobile applications.
Interactive dynamic security assessment of Android and iOS applications.
Solving Mobile app CTF challenges.
Reverse engineering and runtime analysis of Mobile malware.
How to shift left and integrate MobSF/mobsfscan SAST and DAST in your build pipeline.
Have you ever been confused by the myriad of choices offered by AWS for hosting a website or an API?
Lambda, Elastic Beanstalk, Lightsail, Amplify, S3 (and more!) can each host websites + APIs. But which one should we choose?
Which one is cheapest? Which one is fastest? Which one will scale to meet our needs?
Join me in this session as we dive into each AWS hosting service to determine which one is best for your scenario and explain why!
HCL Notes und Domino Lizenzkostenreduzierung in der Welt von DLAUpanagenda
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Webinar Recording: https://www.panagenda.com/webinars/hcl-notes-und-domino-lizenzkostenreduzierung-in-der-welt-von-dlau/
DLAU und die Lizenzen nach dem CCB- und CCX-Modell sind für viele in der HCL-Community seit letztem Jahr ein heißes Thema. Als Notes- oder Domino-Kunde haben Sie vielleicht mit unerwartet hohen Benutzerzahlen und Lizenzgebühren zu kämpfen. Sie fragen sich vielleicht, wie diese neue Art der Lizenzierung funktioniert und welchen Nutzen sie Ihnen bringt. Vor allem wollen Sie sicherlich Ihr Budget einhalten und Kosten sparen, wo immer möglich. Das verstehen wir und wir möchten Ihnen dabei helfen!
Wir erklären Ihnen, wie Sie häufige Konfigurationsprobleme lösen können, die dazu führen können, dass mehr Benutzer gezählt werden als nötig, und wie Sie überflüssige oder ungenutzte Konten identifizieren und entfernen können, um Geld zu sparen. Es gibt auch einige Ansätze, die zu unnötigen Ausgaben führen können, z. B. wenn ein Personendokument anstelle eines Mail-Ins für geteilte Mailboxen verwendet wird. Wir zeigen Ihnen solche Fälle und deren Lösungen. Und natürlich erklären wir Ihnen das neue Lizenzmodell.
Nehmen Sie an diesem Webinar teil, bei dem HCL-Ambassador Marc Thomas und Gastredner Franz Walder Ihnen diese neue Welt näherbringen. Es vermittelt Ihnen die Tools und das Know-how, um den Überblick zu bewahren. Sie werden in der Lage sein, Ihre Kosten durch eine optimierte Domino-Konfiguration zu reduzieren und auch in Zukunft gering zu halten.
Diese Themen werden behandelt
- Reduzierung der Lizenzkosten durch Auffinden und Beheben von Fehlkonfigurationen und ĂĽberflĂĽssigen Konten
- Wie funktionieren CCB- und CCX-Lizenzen wirklich?
- Verstehen des DLAU-Tools und wie man es am besten nutzt
- Tipps für häufige Problembereiche, wie z. B. Team-Postfächer, Funktions-/Testbenutzer usw.
- Praxisbeispiele und Best Practices zum sofortigen Umsetzen
In the realm of cybersecurity, offensive security practices act as a critical shield. By simulating real-world attacks in a controlled environment, these techniques expose vulnerabilities before malicious actors can exploit them. This proactive approach allows manufacturers to identify and fix weaknesses, significantly enhancing system security.
This presentation delves into the development of a system designed to mimic Galileo's Open Service signal using software-defined radio (SDR) technology. We'll begin with a foundational overview of both Global Navigation Satellite Systems (GNSS) and the intricacies of digital signal processing.
The presentation culminates in a live demonstration. We'll showcase the manipulation of Galileo's Open Service pilot signal, simulating an attack on various software and hardware systems. This practical demonstration serves to highlight the potential consequences of unaddressed vulnerabilities, emphasizing the importance of offensive security practices in safeguarding critical infrastructure.
"Choosing proper type of scaling", Olena SyrotaFwdays
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Imagine an IoT processing system that is already quite mature and production-ready and for which client coverage is growing and scaling and performance aspects are life and death questions. The system has Redis, MongoDB, and stream processing based on ksqldb. In this talk, firstly, we will analyze scaling approaches and then select the proper ones for our system.
"Frontline Battles with DDoS: Best practices and Lessons Learned", Igor IvaniukFwdays
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At this talk we will discuss DDoS protection tools and best practices, discuss network architectures and what AWS has to offer. Also, we will look into one of the largest DDoS attacks on Ukrainian infrastructure that happened in February 2022. We'll see, what techniques helped to keep the web resources available for Ukrainians and how AWS improved DDoS protection for all customers based on Ukraine experience
Skybuffer SAM4U tool for SAP license adoptionTatiana Kojar
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Manage and optimize your license adoption and consumption with SAM4U, an SAP free customer software asset management tool.
SAM4U, an SAP complimentary software asset management tool for customers, delivers a detailed and well-structured overview of license inventory and usage with a user-friendly interface. We offer a hosted, cost-effective, and performance-optimized SAM4U setup in the Skybuffer Cloud environment. You retain ownership of the system and data, while we manage the ABAP 7.58 infrastructure, ensuring fixed Total Cost of Ownership (TCO) and exceptional services through the SAP Fiori interface.
How to Interpret Trends in the Kalyan Rajdhani Mix Chart.pdfChart Kalyan
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A Mix Chart displays historical data of numbers in a graphical or tabular form. The Kalyan Rajdhani Mix Chart specifically shows the results of a sequence of numbers over different periods.
Main news related to the CCS TSI 2023 (2023/1695)Jakub Marek
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An English 🇬🇧 translation of a presentation to the speech I gave about the main changes brought by CCS TSI 2023 at the biggest Czech conference on Communications and signalling systems on Railways, which was held in Clarion Hotel Olomouc from 7th to 9th November 2023 (konferenceszt.cz). Attended by around 500 participants and 200 on-line followers.
The original Czech 🇨🇿 version of the presentation can be found here: https://www.slideshare.net/slideshow/hlavni-novinky-souvisejici-s-ccs-tsi-2023-2023-1695/269688092 .
The videorecording (in Czech) from the presentation is available here: https://youtu.be/WzjJWm4IyPk?si=SImb06tuXGb30BEH .
1. CHAPTER 3: ENVIRONMENTAL FORCES
Test Correlation Table Question Types/Level of Difficulty
LEARNING OBJECTIVES Easy Moderate Difficult
1. Describe how economic and TF 2, 4, 6, 9, 17 1, 7, 8, 10, 12, 3, 5, 11, 13
cultural factors influence 14, 15, 16
organizations.
MC 2, 3, 6, 12, 13, 4, 7, 10, 15, 1, 5, 8, 9, 11,
18, 21, 22, 30, 19, 23, 24, 25, 14, 16, 17, 20,
31, 38, 39 26, 28, 29, 33, 27, 32, 34, 40,
35, 36, 37 41
ES — — 1, 2
2. Identify the five competitive TF 20, 21, 22, 23, 18, 19 —
forces that affect organizations in 24
an industry.
MC 42, 49, 52, 60 45, 46, 47, 50, 43, 44, 48, 51,
53, 55, 57, 59 54, 56, 58, 61
ES — 4 3
3. Describe the principal political TF 25, 30, 32 26, 28, 31 27, 29
and legal strategies used by
managers to cope with changes in
the environment.
MC 66, 72, 79, 82 62, 64, 65, 67, 63, 68, 69, 71,
70, 74, 75, 77, 73, 76
78, 80, 83
ES — — 5, 6, 7
4. Explain how technological forces TF 33 34, 35 36
influence changes in industries.
MC 84, 88 85, 87, 90, 91, 86, 89
92, 93
ES — 8 —
59
2. CHAPTER 3: ENVIRONMENTAL FORCES
True/False Questions
Learning Objective 1
1. The general environment, sometimes called the microenvironment, includes factors that
usually affect all or most organizations.
ANSWER: F, Knowledge, Moderate, p. 70
2. McDonald’s has closed many of its locations in Latin America.
ANSWER: T, Knowledge, Easy, p. 70
3. McDonald’s had to close a number of its restaurants in Latin America because of an
emerging health-consciousness of its local customers.
ANSWER: F, Knowledge, Difficult, p. 70
4. Economics is the discipline that focuses on understanding how people or nations
produce, distribute, and consume various goods and services.
ANSWER: T, Knowledge, Easy, p. 71
5. The concept of economic value emphasizes output rather than knowledge.
ANSWER: F, Knowledge, Difficult, pp. 71–72
6. Borderless competition is creating challenges for traditional retailers.
ANSWER: T, Knowledge, Easy, p. 72
7. Economic stewardship is a position that an organization takes to protect or enhance the
natural environment as it conducts its business activities.
ANSWER: F, Knowledge, Moderate, p. 73
8. Environmental concerns have changed the way producers and consumers alike think
about products, the raw materials used to make them, and the by-products of
manufacturing processes.
ANSWER: T, Knowledge, Moderate, p. 74
9. Changes in the demographics of the workforce in the United States are leading to
decreased levels of diversity.
ANSWER: F, Knowledge, Easy, p. 74
10. By the end of this decade, about 23 million baby boomers will retire.
ANSWER: T, Knowledge, Moderate, p. 75
60
3. CHAPTER 3: ENVIRONMENTAL FORCES
11. Contingent workers are typically hired to fill the lowest skill level jobs.
ANSWER: F, Knowledge, Difficult, p. 75
12. The culture of a country can be defined as multiple beliefs that are compatible and
supportive of one another.
ANSWER: F, Knowledge, Moderate, p. 75
13. The degree to which influence and control are unequally distributed among individuals
and institutions within a particular culture is the measure of its power distance.
ANSWER: T, Knowledge, Difficult, p. 78
14. The degree to which members of a society strive to maintain ambiguity, risk, and the
indefiniteness of the future is the measure if its uncertainty avoidance.
ANSWER: F, Knowledge, Moderate, p. 78
15. In Canada, employees rank high on individualism. These employees are likely to favor
policies that support their common welfare.
ANSWER: F, Application, Moderate, p. 80
16. Claudia Olheiser lives in a foreign country that has a high masculinity culture. She can
expect to be accepted by men in most business settings.
ANSWER: F, Application, Moderate, p. 80
17. The number of managers and workers taking assignments in countries other than their
own is rapidly increasing.
ANSWER: T, Knowledge, Easy, p. 81
Learning Objective 2
18. Organizations in any industry are directly affected by at least five competitive forces:
competitors, new entrants, substitute goods and services, employee teams, and
suppliers.
ANSWER: F, Knowledge, Moderate, p. 81
19. Competitors are the single most important day-to-day force facing organizations.
ANSWER: F, Knowledge, Moderate, p. 81
20. The threat or reality of increased competition in an industry depends on the relative
ease with which new firms can compete with established firms.
ANSWER: T, Knowledge, Easy, p. 82
61
4. CHAPTER 3: ENVIRONMENTAL FORCES
21. Economies of scale are achieved when increased volume lowers the unit cost of a
good or service produced by a firm.
ANSWER: T, Knowledge, Easy, p. 82
22. Product differentiation is uniqueness in quality, price, design, brand image, or customer
service that gives one firm’s product an edge over another firm’s.
ANSWER: T, Knowledge, Easy, p. 82
23. The number of employees needed for starting a pharmaceutical company is an
example of the capital requirements for an industry.
ANSWER: F, Application, Easy, p. 82
24. Customers for goods or services try to force companies to increase competition and
prices by playing one seller against another.
ANSWER: F, Knowledge, Easy, p. 82
Learning Objective 3
25. Societies try to resolve conflicts over values and beliefs through their political and legal
systems.
ANSWER: T, Knowledge, Easy, p. 84
26. Lobbying is the process by which two or more individuals or groups, having both
common and conflicting goals, present and discuss proposals in an attempt to reach
an agreement.
ANSWER: F, Knowledge, Moderate, p. 85
27. The most common form of lobbying is by associations representing the interests of
groups of individuals or organizations.
ANSWER: T, Knowledge, Difficult, p. 86
28. Alliances, especially those created to influence government actions, typically form
around issues of social self-interest.
ANSWER: F, Knowledge, Moderate, p. 86
29. A joint venture is different from an alliance.
ANSWER: F, Knowledge, Difficult, p. 87
30. Motorola and IBM have formed an alliance to manufacture memory chips in China. This
alliance is also referred to as a joint venture.
ANSWER: T, Application, Easy, p. 87
31. Representation involves membership in an outside organization that serves the interest
62
5. CHAPTER 3: ENVIRONMENTAL FORCES
of the member’s organization. A representation strategy is often forceful and direct.
ANSWER: F, Knowledge, Moderate, p. 87
32. Socialization is the process by which people learn the values held by an organization
and the broader society.
ANSWER: T, Knowledge, Easy, p. 87
Learning Objective 4
33. Technology is the knowledge, tools, techniques and actions used to transform ideas,
information, and materials into finished goods and services.
ANSWER: T, Knowledge, Easy, p. 89
34. As the watch industry moved from mechanical to electronic watches, Timex didn’t
change its strategy and continued to build watches that relied on older technology. This
is an illustration of technology’s role in manufacturing.
ANSWER: F, Application, Moderate, p. 89
35. In the late 1990s, perhaps the single greatest change that technology made in the
distribution of goods was the capability it provided for online ordering, distribution and
sales via the Internet and the World Wide Web.
ANSWER: T, Knowledge, Moderate, p. 91
36. Technology is making it possible for Jeep to keep track of much higher parts inventories
at the factory so that customers can have more optional equipment choices.
ANSWER: F, Knowledge, Difficult, pp. 90–91
Multiple Choice Questions
Preview
1. According to the “Preview” about the fast-food industry, both opportunities and
competition are increasing. Which of the following is not one of the current interests of
customers?
a. healthy cuisine
b. ethnic foods
c. better service
d. better value
ANSWER: C, Knowledge, Difficult, p. 70
63
6. CHAPTER 3: ENVIRONMENTAL FORCES
2. Fast-food customers are seeking all of the following new menu items except:
a. value-priced meals
b. rotisserie chicken
c. Chinese food
d. ”heart-healthy” foods
ANSWER: C, Knowledge, Easy, p. 70
Learning Objective 1
The Environment
3. The general environment is also referred to as .
a. the microenvironment
the macroenvironment
c. the macrosystem
d. an uncertainty
ANSWER: B, Knowledge, Easy, p. 70
4. __________ is(are) not included in the general environment.
a. The type of economic system
b. Economic conditions
c. The type of political system
d. The companies that supply inputs
ANSWER: D, Knowledge, Moderate, pp. 70–71
5. According to your text, which of the following is not an element of the old economy?
a. tangible products and physical assets
b. unskilled labor
c. emphasis on value
d. customers for a lifetime
ANSWER: C, Knowledge, Difficult, p. 72
6. The government, acting as a watchdog in the U.S. political system, provides direction in
all of the following areas except __________.
a. monetary policy
b. environmental matters
c. strategies used by organizations
d. human rights
ANSWER: C, Knowledge, Easy, p. 71
7. Several trends are currently affecting the U.S. and Canadian economies. Which of the
following is not one of these trends?
a. A major emphasis on value
b. New markets are available
c. Consumers desire more convenience
d. An emphasis on unskilled labor
ANSWER: D, Knowledge, Moderate, p. 72
8. Wal-Mart provides Procter & Gamble (P&G) with daily information on what is selling in
64
7. CHAPTER 3: ENVIRONMENTAL FORCES
which stores. P&G, in return, restocks Wal-Mart’s shelves as needed. Wal-Mart
achieves greater sales and a reduction in inventory carrying costs. This is an illustration
of ______________.
a. the importance of information and the delivery of service
b. the limitations of geographic borders
c. environmental stewardship
d. a joint venture between Wal-Mart and P&G
ANSWER: A, Application, Difficult, p. 72
9. The Internet is revolutionary because it has dramatically reduced the cost of
communication and coordination in business and personal transactions. This is an
illustration of __________________.
a. how firms are reaching out directly to customers
b. how firms are challenging their distributors
c. how firms are challenging traditional retailers
d. all of the above are correct
ANSWER: D, Application, Difficult, p. 72
10. Actions that managers can take to respond to environmental concerns include all of the
following except __________.
a. set measurable goals for environmental improvements
b. recognize that environmental regulations are here to stay
c. confront environmental groups
d. consider business opportunities for recycling or disposing of products
ANSWER: C, Knowledge, Moderate, pp. 73–74
11. The City of Calgary showed environmental awareness in its installation of low wattage
streetlights, which was a result of __________.
a. legislation
b. pollution concerns
c. hostile press exposure
d. the Sierra Club
ANSWER: B, Knowledge, Difficult, p. 73
12. Andy Grove, CEO of Intel says, “Our assets leave on the elevator every night.” He is
referring to __________.
a. potential customers
b. diversity
c. Environmental stewardship
d. human capital
ANSWER: D, Knowledge, Easy, p. 73
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8. CHAPTER 3: ENVIRONMENTAL FORCES
13. The characteristics of a work group, organization, specific market, or national population
is referred to as __________.
a. collectivism
b. individualism
c. culture
d. demographics
ANSWER: D, Knowledge, Easy, p. 74
14. There have been a number of demographic changes in the United States. For instance,
by 2010 the percentage of women and people of color in the workforce is expected to
_____.
a. increase greatly
b. increase slightly
c. stay the same
d. actually decline
ANSWER: B, Knowledge, Difficult, p. 74
15. __________ now have the right to refuse __________.
a. Hispanics and Asians, racial profiling
b. Older workers, mandatory retirement
c. Gays, HIV testing
d. White males, affirmative action
ANSWER: B, Knowledge, Moderate, p. 74
16. It has been estimated that by the end of this decade, more than ________ people will
be part of the U.S. labor force.
a. 114 million
b. 137 million
c. 158 million
d. 173 million
ANSWER: C, Knowledge, Difficult, p. 74
17. Which of the following is least important to new workers entering the job market?
a. flexibility in terms of employment
b. making a meaningful contribution to society
c. ability to earn a good living
d. being appreciated and supported by management
ANSWER: C, Knowledge, Difficult, p. 75
18. A contingent worker is __________.
a. an unreliable worker
b. someone who is about to be fired
c. a person coming back from disability leave
d. an independent contractor
ANSWER: D, Knowledge, Easy, p. 75
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9. CHAPTER 3: ENVIRONMENTAL FORCES
19. Employers are facing the demand of managing diversity. Some organizations are
providing training to employees to be more tolerant in the workplace of all of the
following except __________.
a. language
b. religion
c. age
d. ethnic differences
ANSWER: B, Knowledge, Moderate, p. 75
20. Many new workers expect more from their careers. This includes all of the following
except _________.
a. earnings
b. excitement
c. recognition
d. security
ANSWER: A, Knowledge, Difficult, p. 75
21. The shared characteristics and values that distinguish the members of one group of
people from those of another is __________.
a. a caste system
b. power distance
c. collectivism
d. culture
ANSWER: D, Knowledge, Easy, p. 75
22. Cultural values are not transferred __________.
a. across organizations
b. within countries
c. genetically
d. by ethnicity
ANSWER: C, Knowledge, Easy, p. 76
23. A ______________ comprises multiple beliefs that are compatible and supportive of
one another.
a. culture
b. value system
c. power distance score
d. cultural force
ANSWER: B, Application, Moderate, p. 76
24. The framework of work-related values used in the text was developed by .
a. Max Weber
b. Martin Luther King
c. Geert Hofstede
d. Abraham Maslow
ANSWER: C, Knowledge, Moderate, p. 76
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10. CHAPTER 3: ENVIRONMENTAL FORCES
25. Which of the following is not one of Hofstede’s value dimensions?
a. power distance
b. certainty avoidance
c. Confucian dynamism
d. individualism (versus collectivism)
ANSWER: B, Knowledge, Moderate, p. 76
26. A ______________ is a basic belief about a condition that has considerable importance
and meaning to individuals and is relatively stable over time.
a. cultural force
b. culture
c. value
d. value system
ANSWER: C, Knowledge, Moderate, pp. 75–76
27. A high degree of __________ would cause employees to avoid disagreements with
their bosses.
a. power distance
b. uncertainty avoidance
c. collectivist culture
d. femininity
ANSWER: A, Knowledge, Difficult, p. 78
28. Societies which rank low in power distance place less emphasis on __________.
a. integrity
b. inequality
c. predictability
d. aggressiveness
ANSWER: B, Knowledge, Moderate, p. 78
29. There are many societies that rank high in power distance as a cultural value
dimension. All of the following rank high in power distance except .
a. Mexico
b. France
c. Malaysia
d. Austria
ANSWER: D, Application, Moderate, p. 78
30. Individuals in many societies enjoy the freedom of achieving wealth, prestige, and social
status regardless of family background. These privileges are found in all of the following
countries except __________.
a. Japan
b. United States
c. Canada
d. Austria
ANSWER: A, Application, Easy, p. 78
31. The degree to which members of a society attempt to make the future predictable by
68
11. CHAPTER 3: ENVIRONMENTAL FORCES
following rules and regulations is an indicator of their __________.
a. power distance
b. uncertainty avoidance
c. individualism
d. collectivism
ANSWER: B, Knowledge, Easy, p. 78
32. All of the following are representative of high uncertainty avoidance except
__________.
a. built-in career stability
b. numerous rules governing behavior
c. tolerance of deviant ideas and behavior
d. belief in absolute truths
ANSWER: C, Knowledge, Difficult, pp. 78–79
33. Kevin Fremont was raised in a culture that gives its highest respect and rewards to
those with the greatest personal achievement. This is opposite of __________.
a. power distance
b. individualism
c. uncertainty avoidance
d. collectivism
ANSWER: D, Application, Moderate, pp. 79–80
34. France and the United States are examples of countries with __________.
a. low uncertainty avoidance
b. high uncertainty avoidance
c. short-term orientation
d. low power distance
ANSWER: C, Knowledge, Difficult, p. 80
35. ________________ refers to a tight social framework in which group members focus on
the common welfare and feel strong loyalty toward one another.
a. Masculinity
b. Femininity
c. Individualism
d. Collectivism
ANSWER: D, Knowledge, Moderate, p. 79
36. The degree to which society expects people to take care of themselves and their
immediate families is one measure of its ____________________.
a. masculinity
b. femininity
c. individualism
d. collectivism
ANSWER: C, Knowledge, Moderate, p. 79
37. ______________ is the degree to which assertiveness and the acquisition of money
and material things are valued, as well as the degree of indifferences to others’ quality
69
12. CHAPTER 3: ENVIRONMENTAL FORCES
of life.
a. Masculinity
b. Femininity
c. Individualism
d. Collectivism
ANSWER: A, Knowledge, Moderate, p. 80
38. _______________ is a more nurturing, people-oriented approach to life.
a. Masculinity
b. Femininity
c. Individualism
d. Collectivism
ANSWER: B, Knowledge, Easy, p. 80
39. The _______________ value dimension reflects the division of labor among men and
women in a society.
a. masculinity
b. femininity
c. individualism
d. collectivism
ANSWER: A, Knowledge, Easy, p. 80
40. Confucius was a civil servant in China in about _______________.
a. 500 BC
b. 1500 BC
c. 500 AD
d. the time of Christ
ANSWER: A, Knowledge, Difficult, p. 80
41. Which of the following is not one of the key principles of long-term/short-term
orientation?
a. Individual status is recognized in the relationship between people.
b. The family is the prototype of all social organizations.
c. Allow others to maintain “face.”
d. All of the above are key principles of long-term/short-term orientation.
ANSWER: D, Knowledge, Difficult, p. 80
Learning Objective 2
Competitive Forces in an Industry
42. Which of the following is not one of the five competitive forces faced by an
organization?
a. competitors
b. new entrants
c. customers
d. government regulators
ANSWER: D, Knowledge, Easy, p. 81
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13. CHAPTER 3: ENVIRONMENTAL FORCES
43. The most important force in the environment that affects organizations is usually
__________.
a. competitors
b. customers
c. substitute goods
d. coalitions in the industry
ANSWER: B, Knowledge, Difficult, p. 81
44. Bruce D. Henderson of the Boston Consulting Group states, “For virtually all
organizations the critical environment constraint is their actions in relation to
__________.”
a. government
b. customers
c. competitors
d. investors
ANSWER: C, Knowledge, Difficult, p. 81
45. The threat or reality of increased competition in an industry depends on the relative
ease with which new firms can compete with established firms. In an industry with low
barriers to entry, such as the __________ industry, competition will be fierce.
a. photocopy
b. health care
c. public accounting
d. airline
ANSWER: A, Application, Moderate, p. 82
46. ________________ in an industry depends on the relative ease with which new firms
can compete with established firms.
a. Economies of scale
b. The bargaining power of suppliers
c. The bargaining power of buyers
d. The threat of new entrants
ANSWER: D, Knowledge, Moderate, p. 82
47. __________ is not a common factor that needs to be diagnosed in assessing barriers to
entry.
a. Capital requirements
b. Economies of scale
c. Product differentiation
d. The macroenvironment
ANSWER: D, Knowledge, Moderate, p. 82
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14. CHAPTER 3: ENVIRONMENTAL FORCES
48. One of the most crucial principles used and evaluated by managers is the notion of
economies of scale. This refers to __________.
a. increases in per unit costs as the volume of goods and services produced by a firm
increases
b. decreases in per unit costs as the volume of goods and services produced by a firm
decreases
c. decreases in per unit costs as the volume of goods and services produced by a firm
increases
d. decreases in total costs as the volume of goods and services produced by a firm
increases
ANSWER: C, Knowledge, Difficult, p. 82
49. ___________ is uniqueness in quality, price, design, brand image, or customer service
that gives one firm’s product an edge over another firm’s.
a. Product differentiation
b. Price differentiation
c. Focus
d. Economies of scale
ANSWER: A, Knowledge, Easy, p. 82
50. Food suppliers to large companies, such as Burger King, often give discounts that are
not extended to smaller customers. This either directly or indirectly affects the factor of
__________ that serves as a barrier to entry.
a. capital requirement
b. economy of scale
c. planning and administration
d. product differentiation
ANSWER: B, Application, Moderate, p. 82
51. According to Jean Birch, vice president of operations for Taco Bell, the cost of opening
a new restaurant is close to __________ dollars.
a. $75,000
b. $500,000
c. $1 million
d. $2 million
ANSWER: C, Knowledge, Difficult, p. 82
52. The cost of opening a new fast food restaurant is an important factor relating to
__________.
a. capital requirement
b. profit maximization
c. product differentiation
d. economy of scale
ANSWER: A, Application, Easy, p. 82
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15. CHAPTER 3: ENVIRONMENTAL FORCES
53. After a drug has been approved, the Food and Drug Administration (FDA) continues to
monitor the drug and may require additional testing or removal of the drug from the
marketplace, which could cost a company billions of dollars. This is an example of
__________ that can affect the profitability of firms in an industry.
a. capital requirements
b. product differentiation
c. government regulation
d. lawsuits
ANSWER: C, Application, Moderate, p. 82
54. Substitutes are a powerful force in the pharmaceutical industry. The threat of substitutes
is largely based on ______________.
a. government regulations
b. expiration of patents
c. bargaining power
d. profit maximization
ANSWER: B, Knowledge, Difficult, p. 82
55. The introduction of desktop publishing systems in the printing industry best represents
the idea of __________.
a. economies of scope
b. substitute goods or services
c. bargaining power
d. economies of scale
ANSWER: B, Application, Moderate, p. 82
56. Customer bargaining power is likely to be relatively great under all of the following
circumstances except when __________.
a. the customer purchases a large volume relative to the supplier’s total sales
b. the product or service represents only a small expenditure by the customer
c. large customers pose a threat of backward integration
d. customers have readily available alternatives for the same service
ANSWER: B, Knowledge, Difficult, pp. 82–83
57. Let’s assume Domino’s Pizza threatened to bake its own bread, grow its own tomatoes,
and raise its own hogs (as a source for sausage and pepperoni) to get lower prices and
better quality for its inputs. This would represent __________ integration.
a. backward
b. forward
c. vertical
d. horizontal
ANSWER: A, Application, Moderate, p. 83
73
16. CHAPTER 3: ENVIRONMENTAL FORCES
58. Julio is one of many small Colombian farmers who sell their coffee beans to Folgers. In
trying to get a higher price for his crop, Julio is most impacted by which competitive
force?
a. threat of new competitors
b. customer bargaining power
c. supplier bargaining power
d. threat of substitute goods or services
ANSWER: B, Application, Difficult, pp. 82–83
59. Patents on a popular drug should ______________.
a. increase supplier strength of basic ingredients
b. decrease supplier strength of basic ingredients
c. increase customer strength
d. pose a threat of backward integration
ANSWER: A, Knowledge, Moderate, p. 83
60. KFC faces numerous problems in its attempt to operate in China. These problems
include __________.
a. making menu items affordable to local Chinese
b. finding workers who will follow procedures in an operating manual
c. meeting their quality standards with local chickens
d. transportation of supplies
ANSWER: D, Knowledge, Easy, pp. 83–84
61. All of the following are associated with KFC’s strategy for differentiating itself in China
except __________.
a. attracting kids with combo meal selections
b. administrative management principles
c. American/international lifestyle attraction
d. consistency in food quality
ANSWER: B, Application, Difficult, pp. 83–84
Learning Objective 3
Political–Legal Forces
62. Societies try to resolve conflicts over values and beliefs through their ______________.
a. interest groups
b. individual freedom
c. political and legal systems
d. property rights
ANSWER: C, Knowledge, Moderate, p. 84
74
17. CHAPTER 3: ENVIRONMENTAL FORCES
63. Julie Thompson has applied for a MBNA America credit card. By law, the credit grantor
must reveal the “true” cost of using the credit, including the annual interest rate that will
be assessed. This law is known as .
a. the Equal Credit Opportunity Act
b. the Truth in Lending Act
c. the Landrum-Griffith Act
d. the Credit Discrimination Act
ANSWER: B, Application, Difficult, p. 85
64. __________ is not one of the basic political strategies to cope with the political–legal
forces.
a. Negotiation
b. Judicial activism
c. Alliance
d. Socialization
ANSWER: B, Knowledge, Moderate, p. 85
65. The process by which two or more individuals or groups having both common and
conflicting goals present and discuss proposals in an attempt to reach an agreement is
known as __________.
a. negotiation
b. goal optimization
c. alliance
d. collaboration
ANSWER: A, Knowledge, Moderate, p. 85
66. An attempt to influence government decisions by providing officials with information on
the anticipated effects of legislation or regulatory rulings is known as __________.
a. compromise
b. affective conflicts
c. lobbying
d. representation
ANSWER: C, Knowledge, Easy, p. 85
67. All of the following are identified as being represented by large Congressional lobbying
efforts except __________.
a. college students
b. retired persons
c. pharmaceutical manufacturers
d. insurance industry
ANSWER: A, Knowledge, Moderate, p. 86
75
18. CHAPTER 3: ENVIRONMENTAL FORCES
68. The most common form of lobbying is by associations, representing the interests of
groups of individuals or organizations. Approximately __________ national lobbying
organizations maintain staffs in Washington, D.C.
a. 8,000
b. 1,000
c. 2,000
d. 4,000
ANSWER: D, Knowledge, Difficult, p. 86
69. What is the number of state and local associations and organizations occasionally
lobbying Washington decision makers?
a. 100,000
b. 30,000
c. 50,000
d. 75,000
ANSWER: D, Knowledge, Difficult, p. 86
70. What is the largest U.S. lobbying association representing the interests of individuals?
a. The Christian Coalition
b. National Chamber of Commerce
c. National Association of Manufacturers
d. American Association of Retired Persons
ANSWER: D, Knowledge, Moderate, p. 86
71. The American Association of Retired Persons has a membership of .
a. 50 million
b. 15 million
c. 22 million
d. 30 million
ANSWER: D, Knowledge, Difficult, p. 86
72. A unified effort involving two or more organizations, groups, or individuals to achieve
common goals with respect to a particular issue is known as a(n) .
a. alliance
b. matrix
c. industry
d. network
ANSWER: A, Knowledge, Easy, p. 86
73. Alliances are used for all the following purposes except to __________.
a. oppose or support legislation, nomination of heads of regulatory agencies, and
regulations by such agencies
b. improve competitiveness of two or more organizations through collaboration
c. promote particular products or services
d. construct facilities limited to the resources of any one organization
ANSWER: D, Knowledge, Difficult, pp. 86–87
76
20. CHAPTER 3: ENVIRONMENTAL FORCES
79. The process by which people learn the values held by an organization or the broader
society is known as __________.
a. political indoctrination
b. socialization
c. training
d. lobbying
ANSWER: B, Knowledge, Easy, p. 87
80. Charles Schwab uses a __________ process to introduce new customer service
representatives to its philosophy of non-commission, low pressure sales of stocks and
funds
a. symbolic control
b. socialization
c. leadership
d. coercive control
ANSWER: B, Application, Moderate, pp. 87–88
81. Which of the following is not a goal of the American Association of Retired Persons?
a. The education of older Americans on issues that face them.
b. Seek clarification from political candidates on issues that affect senior citizens.
c. Endorse political candidates supported by the association.
d. Increase voter participation.
ANSWER: C, Knowledge, Difficult, p. 88
Learning Objective 4
Technological Forces
82. The knowledge, tools, techniques, and actions used to transform ideas, information, and
materials into finished goods and services is known as .
a. technology
b. strategic alliance
c. venturing
d. imaging
ANSWER: A, Knowledge, Easy, p. 89
83. Which of the following statements is false?
a. Technological change plays an increasingly pivotal role in an organization’s
environment.
b. Many new technologies are radical enough to force organizations to reconsider their
methods of operation.
c. The United States has become an information society.
d. All of the above statements are true.
ANSWER: D, Knowledge, Moderate, p. 89
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21. CHAPTER 3: ENVIRONMENTAL FORCES
84. The United States and several other industrial societies have become information
societies. This shift was made possible by _________________.
a. the explosion of computer-based and telecommunications technologies
b. a well crafted political strategy
c. the industrial revolution
d. a strategic alliance among these nations
ANSWER: A, Knowledge, Difficult, p. 89
85. Using an engineering workstation and advanced software, Levi Strauss has successfully
used computer-assisted design systems to __________.
a. design next-generation manufacturing facilities
b. eliminate its advertising agency
c. design customized jeans for customers
d. achieve zero defects in all factories simultaneously
ANSWER: C, Knowledge, Moderate, p. 90
86. Which of the following is not one of the options created by new information technology
that were not available with older technologies?
a. computer-aided designs
b. electronic shopping malls
c. real-time financial management systems
d. All of the above have been created by new information technology.
ANSWER: D, Knowledge, Easy, p. 90
87. Technology plays an important role in manufacturing. Perhaps the most significant
contribution of technology to manufacturing is that of ____________, which is the ability
to produce a wide variety of a product by using the same basic design and production
equipment.
a. mass customization
b. mass marketing
c. mass manufacturing
d. mass globalization
ANSWER: A, Knowledge, Difficult, p. 90
88. In the late 1990s, technology had a profound impact on the distribution strategies of
companies. Which of the following is not an example of how technology has changed
the distribution of goods and services?
a. Amazon.com offered online ordering, threatening established retail booksellers.
b. Ameritrade allowed customers to access their accounts directly to buy and sell
stocks.
c. Combining traditional catalog sales with the advantages of Internet access allowed
L.L. Bean to meet its customers needs in a new way.
d. The U.S. Internal Revenue Service has developed a new “Taxpayers Bill of Rights.”
ANSWER: D, Application, Moderate, p. 91
79
22. CHAPTER 3: ENVIRONMENTAL FORCES
89. Manufacturing technology furnishes Jeep parts suppliers all of the following except
__________.
a. 10-day production forecasts
b. ability to standardize the parts mix
c. requirement for numerous model configurations
d. expectations of no factory parts inventories
ANSWER: B, Knowledge, Moderate, pp. 90–91
90. Manufacturing technology is a central feature of Jeep assembly. Parts suppliers must
accept which of the following requirements?
a. Allowing Jeep to access their confidential records.
b. Requirement to buy expensive computers.
c. Heavy penalty for stopping the line.
d. Having to build a warehouse near the factory.
ANSWER: C, Knowledge, Moderate, p. 91
91. The information superhighway represents a change in ____________ for all companies.
a. technology
b. competition
c. suppliers
d. customers
ANSWER: A, Knowledge, Moderate, p. 92
Essay Questions
Learning Objective 1
1. What are four of the factors in the external environment of organizations?
The general environment, sometimes called the macroenvironment, includes the
external factors that usually affect all or most organizations in a society. It
encompasses the type of economic system (capitalism, socialism, or communism);
current economic conditions (expansionary and recessionary cycles and the general
standard of living); type of political system (democracy, dictatorship, or monarchy);
condition of the ecosystem (extent of land, water, and air pollution); demographics of
the population (age, gender, race, ethnic origin and education level); and cultural
background (values, beliefs, language, and religious influences).
Difficult, pp. 70–71
2. What are demographics and why are they important for management?
Demographics are the characteristics of work group, organization, specific market, or
various populations (such as individuals between the ages of 18 and 22).
Demographics, particularly changes in demographics, are important for management
because they can play an important role in marketing, advertising, and human resource
management (such as with recruiting and selection issues).
Difficult, p. 74
80
23. CHAPTER 3: ENVIRONMENTAL FORCES
Learning Objective 2
3. Under what circumstances is customer bargaining power likely to be great?
a. The customer purchases a large volume relative to the supplier’s total sales.
b. The product or service represents a significant expenditure by the customer.
c. Large customers pose a threat of backward integration.
d. Customers have readily available alternatives for the same services or products.
Difficult, p. 83
4. What are four common factors that need to be diagnosed in assessing barriers to entry?
Economies of scale, product differentiation, capital requirements and the amount of
government regulation.
Moderate, p. 82
Learning Objective 3
5. Describe how the American Association of Retired Persons (AARP) used their
communication competencies and various political strategies in an effort to influence
members of Congress.
The AARP uses a variety of political strategies to gain support for its programs. Its goal
is to educate older Americans on issues that face them, ask political candidates for
clarification of their positions on issues that affect senior citizens, and increase voter
participation. To insure that the Social Security system is properly funded, AARP has
pressured Congress (a lobbying strategy) to make adjustments in contribution rates, in
annual cost of living adjustments, and investment of the trust fund. AARP was a driving
force (representation strategy) for the 1997 Balanced Budget Act, which ensures that
Medicare will be solvent through 2007. Finally, AARP tries to educate older people
(socialization strategy) about different financing alternatives when they are faced with
entering a nursing home.
Difficult, pp. 88–89
81
24. CHAPTER 3: ENVIRONMENTAL FORCES
6. Identify and explain three of the principal political strategies used by managers to cope
with external forces.
a. Negotiation is the process by which two or more individuals or groups, having both
common and conflicting goals, present and discuss proposals in an attempt to reach
an agreement.
b. Lobbying is an attempt to influence government decisions by providing officials with
information on the anticipated effects of legislation or regulatory rulings.
c. An alliance is a unified effort involving two or more organizations, groups, or
individuals to achieve common goals with respect to a particular issue. A joint
venture, which typically involves two or more firms becoming partners to form a
separate entity, is a common form of an alliance.
d. Representation refers to membership in an outside organization to serve the
interests of the member’s organization or group.
e. Socialization is the process by which people learn the values held by an
organization or the broader society.
Difficult, pp. 85–88
7. Why are alliances used?
a. Oppose or support legislation, nomination of heads of regulatory agencies, and
regulations issued by such agencies.
b. Improve competitiveness of two or more organizations through collaboration.
c. Promote particular products or services.
d. Construct facilities beyond the resources of any one organization.
e. Represent the interests of specific groups, such as women, the elderly, minorities,
and particular industries.
Difficult, pp. 86–87
Learning Objective 4
8. What is technology? Give three examples of how technology influences the
management of organizations.
Technology is a transformation process that changes organizational inputs into outputs.
Thus, technology is the knowledge, tools, techniques and actions used to transform
ideas, information, and materials into finished goods and services.
Technological change plays an increasingly pivotal role in the management of
organizations. In particular, technology can affect a firm’s strategy, its manufacturing
processes, and its distribution channels.
Moderate, pp. 89–92
82