First Line Sales Manager Appraisal

Document Sample
First Line Sales Manager Appraisal Powered By Docstoc
					Ch 9

1.              According to contingency theory, there is a "one best way" to design an
                organization's structure.
                  B. False

          2.                                           Increasing the degree of responsibility
                                                       that a worker has over her job is known
                                                       as job enrichment.
                                                         A. True

      3.                                               Typically, the matrix structure within
                                                       organizations is very inflexible.
                                                         B. False

     4.        The more complex an organization, the less important the use of cross-
               functional teams becomes to that organization.
                 B. False

     5. Two organizations sign a formal agreement to share their resources in specific ways
        to produce and market a product. This is known as a market structure alliance.
           B. False

     6. If the external environment of an organization is stable
        and if uncertainty is low, then __________ coordination
        among workers is needed to obtain resources and
        managers can bring __________ formality to the design
        of the organizational structure.
           B. less; more

     7. According to Hackman and Oldham's Job Characteristics
        Theory, the __________ workers feel that their work is
        meaningful and that they are responsible for the work
        outcomes, the __________ motivating the work becomes and
        the __________ likely the worker is to be satisfied by the
          E. more; more; more

     8. In XYZ Company, each product line is managed within a division.
        In each of these divisions, the division manager is responsible for
        creating the business-level strategy for the product line. What type
        of structure is the organization using?
          C. Product structure
     9. ABC, Inc. creates a set of strategic alliances with suppliers, producers,
        and distributors to produce and to market a product What type of
        organizational structure has ABC created?
          E. Network structure

     10. Ford Motor Co. brings together senior managers from marketing, R&D,
         manufacturing, accounting, and finance to work together on a project team to
         design a new type of sport utility vehicle. This is an example of:
           A. a cross-functional team.

Ch 10
1.     The process by which managers monitor and regulate the organization in order to
       determine if the organization is operating efficiently and effectively is known as

         B. False

      2. The first step in the control process is to evaluate the results in terms of the
         performance standards.

             B. False

     3. The difference between revenues from a product and the costs which are directly
        associated with producing or purchasing that product is known as the operating
        profit of that product.

            B. False

     4. The least powerful form of behavior control is direct supervision of a subordinate
        by a manager.

           B. False

     5. Organizational culture is an externally imposed system of constraints on the
        behavior of the workers within an organization.
          B. False

     6. What type of control is typically used by managers at the output stage of
        transforming raw materials into finished goods?
           E. Feedback control
 7. Research typically indicates that the __________ types of goals to set for managers
    are __________ goals.
      C. best; specific difficult

 8. When the workers of an organization perform the same activities in the same way
    over and over again based on rules which managers have developed, we say that
    the behavior of these workers has been:

          B. standardized.

 9. Which type of activity within the organization is the basis for "clan control" of the
    behavior of the workers within that organization?
      E. All of the above

 10. A worker at a McDonald's restaurant refers to the manager as someone "who has
     ketchup in her blood" as a way of stating that this manager is extremely dedicated
     to "the McDonald's way." This is an example of:
        C. jargon.
Ch 11
1. XYZ Company estimates the qualifications of current employees along with the
   qualifications of the available workers in the external job market. XYZ is making a
   demand forecast.
     B. False

    2.     In general, unstructured job interviews work better than structured job
           interviews in the selection process of organizations.
              B. False

     3.     Personality tests assess the degree to which job applicants have the necessary
            skills for successful job performance.
              B. False

          4. The purpose of training activities within organizations is to teach current
             employees new skills so they can be better prepared to take on new
             responsibilities within the organization.
               B. False

  5. The process by which managers share performance appraisal information with
     their subordinates is known as performance feedback.
       A. True
 6. When pay is linked to performance, __________ employees are more likely to stay
    with the organization and managers are __________ likely to be able to fill open
    positions with highly talented managers.
      B. high-performing; more

 7. The process by which managers decide the relative qualifications of job applicants
    for an open position is known as:
      B. selection.

        8.        When managers present a job applicant with an event that is likely to occur on
                  the job and ask the applicant what he or she would do in such circumstances,
                  this is known as:
                     C. a situational interview.

             9.    Prior to designing a training and development program for managers, a
                   human resource specialist attempts to determine which managers need
                   training and what types of skills and knowledge these managers need to
                   develop. This process is known as:
                      D. needs assessment.

         10. A sales manager for a Ford Motor Co. dealer evaluates each one of his sales
             staff monthly on the basis of the number of new cars sold during the past
             month. This is an example of:
                E. an objective appraisal.
Ch 12
1. Persistence refers to how hard a manager works within the organization.
     B. False

        2.                                 A manager's perception about the extent to which his
                                           or her effort will result in a given level of
                                           performance is called expectancy.
                                             A. True

        3.                              The most motivating goals are those which are hard,
                                        but not impossible, to attain.
                                          A. True

             4.                       According to operant conditioning theory, all behavior is
                                      determined by its consequences.
                                        A. True
 5. A compensation plan of an organization that bases pay on performance levels is
    called a merit pay plan.
      A. True

        6.         Behavior which is performed by an employee to acquire a material reward,
                   to acquire a social reward, or to avoid punishment is referred to as:
                      A. extrinsically motivated behavior.

              7.    Which of the following theories specifically postulates that motivation of
                    employees will be high when employees believe that a high level of effort
                    on their part will lead to high performance on their part, and that this high
                    level of performance will lead to their attainment of outcomes which they
                    desire (e.g. higher pay, promotion, etc.)?
                      A. Expectancy theory

             8.    Research suggests that ________________________ are assets for first-line
                   and middle managers.
                     D. need for power and need for self-actualization

         9. Chris, a manager, learns what not to do by watching the behavior and
            consequences of that behavior of another manager. This is an example of
            which type of learning?
              D. Vicarious learning

        10. A real-estate agent who is paid on the basis of a percentage of the sale price
            of a home is said to be paid on:
              C. a commission basis.

Ch 13
1. When leaders are effective, their influence often detracts from goal attainment.
    B. False

        2.                             The research evidence that a manager's performance of
                                       both consideration behaviors and initiating structure
                                       behaviors results in effectiveness of the manager is
                                          B. False

             3.                     Fiedler's contingency model of leadership helps to explain
                                    why a manager may be an effective leader in one type of
                                    situation and an ineffective leader in another situation.
                                       A. True
 4. Transformational managers are charismatic leaders.
      A. True

                                     5.     A key finding in the research literature is that male and
                                            female managers do not differ significantly in their
                                            propensity to perform leader behaviors.
                                              A. True

                                6.        The process of giving all employees in the organization,
                                          regardless of their level of management, the authority to
                                          make decisions and to be responsible for their outcomes is
                                          known as:
                                            C. empowerment.

                       7.     Which theory of leadership is based on the premise that effective
                              leaders possess personal qualities that set them apart from
                              ineffective leaders?
                                D. Trait model

               8.           When a supermarket manager schedules the workers in the
                            supermarket to ensure that enough cash register clerks are available
                            at different times during the day depending on the expected demand
                            from customers, he has engaged in which type of behavior?
                               C. Initiating structure

          9.         Leadership theories that propose that the effectiveness of a leader
                     depends on the situation in which the leader finds herself are known as:
                       B. contingency models.

        10.         The "invisible barrier" which some researchers feel keeps women from
                    reaching the top level of management in some organizations is known as:
                      C. the glass ceiling.

Ch 14
All teams are groups and all groups are teams.
  B. False

              2.                              Typically, managers give the overall goals for the team
                                              to self-managed teams.
                                                 A. True
 3. When the members of a group are reciprocally interdependent, managers should
    focus their rewards on the basis of individual performance rather than group
      B. False

        4.          The degree to which members of a group are attracted to the group is
                    called group cohesiveness.
                      A. True

               5. The tendency of workers to put forth less effort when they are in a group
                  than when they are alone is known as social loafing.
                    B. False

              6. Hallmark Cards creates a work group to design new greeting cards which
                 contains a writer, an art designer, and a marketing manager. What type of
                 group is this?
                   D. Cross-functional

             7. As task interdependence __________, group members need to interact
                __________ frequently and their efforts need to be __________ closely
                coordinated if the group is to perform at a high level.
                  D. increases; more; more

             8. Close ties between the members of the group typically are formed during
                which one of the stages of group development?
                  E. Norming

         9. The members of a cross-functional team have an informal agreement that
            whenever a team member goes out of town on business, that team member
            will leave a phone number where he can be reached by the other members of
            the team. This arrangement is an example of:
              B. a group norm.

        10. A member of a task force does not do much work related to the goals of the
            task force. This member is confident that the other members of the task force
            "will take up the slack." This group member is exhibiting:
               E. social loafing.

Ch 16
1. Managers should strive to eliminate all conflict within the organization.
    B. False
 2. Sometimes it is possible to resolve conflict by changing the organization's
       A. True

                                                 3.         While demands are why a person wants
                                                            something, interests are what a person wants.
                                                              B. False

                                            4.        Organizational politics are
                                                      always a negative force
                                                      within the organization.
                                                        B. False

                                    5.     A major advantage of bottom-up change is that it can co-
                                           opt resistance to the change.
                                             A. True

                              6.         When two managers both claim authority for same
                                         tasks, this is known as:
                                            D. overlapping authority.

                       7.          Two people are in a conflict, and both are willing to "give-and-
                                   take" until a reasonable solution to the conflict occurs. They are
                                   engaged in:
                                     E. compromise.

               8.           The goals that all parties in conflict agree to are
                            known as:
                              C. superordinate goals.

          9.         When a manager is responsible for activities that are directly connected
                     to the goals and sources of competitive advantage for her organization,
                     this is known as:
                        B. being in a central position.

        10.         Top managers set up a series of meetings with middle-level managers to
                    discuss a possible reorganization of the chain of command within the
                    organization. This is an example of:
                      B. bottom-up change.

Ch 18
1. Efficiency refers to goods and services that are reliable, dependable, and satisfying
   and which do the job they were designed for.
     B. False
2.        Management experts recommend that organizations define their business in
          terms of the products they are producing, and not in terms of the customer needs
          they are attempting to satisfy.
             B. False

3.         Improving product quality always increases the operating costs of the
             B. False

          4.       According to TQM, managers in quality control departments define what
                   quality is, and not the customers of the organization.
                     B. False

 5.            Total factor productivity isolates the exact contribution of an input (such as
               labor dollars) to the production of a given output (such as units produced).
                 B. False

     6.         A system which an organization uses to obtain inputs, convert them into
                outputs, and then dispose of these outputs is known as a(n):
                  A. production system.

      7.          Which of the following focuses on improving the quality of the
                  organization's products and stresses that all of the organization's functional
                  activities should be directed toward this goal?
                    D. TQM

     8.          Which of the steps in making a TQM control system work effectively was
                 Texas Instruments using when it reduced the number of parts in a product it
                 was manufacturing from 47 parts to 12 parts?
                   A. Design for ease of manufacture

     9. When the engineers at Compaq Computer redesigned the ProLinea desktop
        computer so that its assembly time was reduced from 20.9 minutes to 10.5
        minutes, this was a significant __________ in __________.
          D. increase; efficiency

     10. Which of the following is the Japanese term for the need for emphasizing
         continuous improvement in the efficiency of the organization's production
           C. Kaizen

Description: First Line Sales Manager Appraisal document sample