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51. Organizations are learning to value stability and efficiency over
change and speed because of changes in technology, globalization, and
diversity.

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52. Companies can survive over the long run without innovation as long
as they are successful imitators.

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53. Despite the need for companies to control costs in today’s
economy, innovation has become the new imperative.

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54. Recognizing the value of employees involves the organizing role of
management.

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55. Resources such as efficiency and effectiveness are used by
managers to attain organizational goals.

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56. Allocating resources across the organization is part of the
organizing management function.

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57. An important phase within the controlling function of management
is making corrections when necessary.

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58. By calculating the amount of resources used to produce a single
automobile at a manufacturing plant, managers are determining organizational
effectiveness.

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59. The ultimate responsibility of managers is to achieve high
performance by balancing efficiency and effectiveness.

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60. The majority of business failures are the result of poor human
skills.

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61. Most top executives routinely work at least 12 hours a day and
spend 50 percent or more of their time traveling.

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62. Customer relationship management systems collect and manage large
amounts of data about customers and make them available to employees.

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63. The sequence of suppliers and purchasers, covering all stages of
processing from obtaining raw materials to distributing finished goods to
consumers is referred to as CRM.

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64. Outsourcing refers to contracting out selected functions or activities
to other organizations that can do the work more cost-efficiently.

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65. A process whereby companies find out how others do something
better than they do and then try to imitate or improve on it refers to
outsourcing.

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66. Kaizen refers to an innovation mindset, used widely by Indian
companies, that strives to meet customers’ immediate needs quickly and
inexpensively.

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67. The changing attitudes, ideas, and values of Generation Y
employees is an example of a social force.

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68. Scientific management evolved with the use of precise procedures
in place of tradition and rules of thumb.

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69. A criticism of human relations management is that it ignores the
social context and workers’ needs.

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70. The Hawthorne studies resulted in the movement towards scientific
management.

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71. The human relations movement is also referred to as the dairy farm
view of management, meaning that contented cows give more milk, and satisfied
workers will give more work.

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72. The acceptance theory of authority states that people have free
will and can choose whether to follow management orders.

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73. An assumption of Theory Y is that the average human being has an
inherent dislike of work and will avoid it if possible.

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74. The management science approach uses qualitative data in
management decision making.

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75. Contingency thinking is the ability to see both the distinct
elements of a system or situation and the complex and changing interaction
among those elements.

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76. Discerning circles of causality is an important element of systems
thinking.

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77. Although developed by a Japanese business manager, the quality
movement is strongly associated with American companies.

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