Đề tham khảo ôn tập - Quản trị học | Trường Đại Học Duy Tân

CONT.1: MANGEMENT AND MANAGERS
Q1001. Lotte developed a fat-fryer machine that reduced the amount of oil used to fry
burgers by 35 percent over its current competitors. This is an example of an attempt to improve the organization's: A. effectiveness. B. efficiency. C. planning. D. organizing.
Q1002. Four managerial functions arrange in order:
A. Organizing, Planning, Controlling, Leading
B. Organizing, Leading, Planning, Controlling
C. Planning, Organizing, Leading, Controlling
D. Planning, Organizing, Controlling, Leading
Q1003. A person who is responsible for supervising the organization's use of its resources is known as: A. managers. B. normalisers. C. precisionist. D. strategists.
Q1004. Which managers are often called supervisors ? A. First-line B. Middle C. Top D. Interim
Q1005. The top managers are responsible for the performance of all the departments in an
organization, this is another way of saying that they have:
A. restructuring responsibilities.
B. technical responsibilities. C. global responsibilities.
D. cross-departmental responsibilities.
Q1006. Which of the following includes the ability to understand, lead, and control the behavior of other workers? A. Human skill B. Communication skill C. Conceptual skill D. Technical skill
Q1007. The ability of a accountant related to prepare the organization's balance sheet is an example of a(n): A. critical thinking skill. B. conceptual skill. C. technical skill. D. human skill.
Q1008........... involves simplifying, shrinking, or downsizing an organization's operations to lower operating costs. A. Outsourcing B. Restructuring C. Streamlining D. Insourcing
*Q1009. The trait of a person that is feelling good about himself and the rest of the world is known as: A. conscientiousness. B. openness to experience. C. positive affectivity. D. extraversion.
Q1010. Trait of a manager to get along well with other workers is known as: A. positive affectivity. B. agreeableness. C. conscientiousness. D. extraversion.
Q1011. Tom is often criticized by his manager as an individual who lacks direction and
self- discipline. If this opinion is true, Tom would score: A. low on conscientiousness.
B. low on openness to experience.
C. low on negative affectivity. D. low on agreeableness.
Q1012. Managers who initiate major changes in their organizations are often high on: A. intraversion. B. overview. C. conscientiousness. D. openness to experience.
Q1013. Organizational culture includes the following factors EXCEPT: A. rites. B. stories. C. language. D. technology.
Q1014. The process by which newcomers to an organization learn the values and norms is: A. extraversion.
B. organizational socialization. C. conscientiousness. D. openness to experience.
Q1015. Determine how individuals enter, advance within, or leave the organization is called rite of......... A. passage B. integration C. ceremony D. enhancement
16. ……… involves giving employees more authority and responsibility over the
way they perform their work activities. A. Empowerment B. Job remodeling C. Task analysis D. Work liberation
17. The measure of how well (or how productively) an organization uses its
resources to achieve a goal is known as: A. effectiveness. B. appropriateness. C. efficiency. D. timeliness.
18. A manager who chooses the wrong goals for the organization and makes poor
use of the organization's resources in pursuing these goals is said to have:
A. low effectiveness/low efficiency.
B. low effectiveness/medium efficiency.
C. medium effectiveness/low efficiency.
D. high effectiveness/high efficiency.
19. All of the following are essential managerial functions EXCEPT: A. leading. B. controlling. C. demonstrating. D. planning.
20. The top managers of an organization devote most of their time to _____ than lower level managers do. A. planning and organizing B. leading and controlling C. controlling and staffing D. staffing and organizing
CONT.2: THE ENVIRONMENT OF MANAGEMENT
1. For HP Computer, the educational institutions that train future HP employees are: A. competitors B. distributors C. customers D. suppliers
2. Individuals or organizations that help other organizations to sell their product or
service to customers are known as: A. competitors. B. potential competitors. C. distributors. D. customers.
3. In a particular task environment, organizations are not currently selling goods but they
could enter this environment in the future if they wanted to are known as: A. customers. B. potential competitors. C. distributors. D. competitors.
Q1020. In general, the.............the barriers to entry into an industry, the..........the number
of competitors in that industry and the the threat of competition within that industry A. higher; greater; lower B. lower; smaller; lower C. higher; greater; smaller D. lower; greater; higher
Q1021. Unemployment is an example of a (an) ____ force in an organization's environment. A. socio-economic B. economic C. demographic D. political
Q1022. The combination of equipment that managers use in the production and
distribution of goods is known as: A. brand loyalty. B. inflation. C. competition. D. technology.
Q1023. The collection of values that a society considers important and the norms of
behavior that are approved by the society are known as: A. political-legal forces. B. economics forces. C. the national culture. D. the general environment.
Q1024. The population of the VietNam is shifting from the Ha Noi capital to the Da Nang
city. This is an example of which type of force in the environment? A. Legal B. Sociocultural C. Economic D. Demographic
Q1025. Laws and policies of government are a part of which of the following force? A. Political and legal B. Technological C. Sociocultural D. Economic
Q1026. If a society believes that subordination of individual with group is important to
the people in that society, then the society is said to value: A. collectivism. B. individualism. C. a free-market economy. D. a free-trade doctrine.
Q1027. The degree to which people in a society accept the idea that inequalities in the
well being of its citizens are due to differences in people's intellectual capabilities is known as: A. referent power. B. absolute power. C. free-market power. D. power distance.
Q1028. A society that focuses "living for the present" is said to have: A. high power avoidance. B. low power avoidance. C. long-term orientation. D. short-term orientation.
Q1029. Which of the following is considered to be a stakeholder of an organization EXCEPT? A. Community B. Society C. Customers D. Government
Q1030. The stakeholder group with the most responsibility for deciding the goals of the organization are: A. suppliers. B. customers. C. managers. D. community. CONT.3: DECISION MAKING
*Q1031. Minh Toan Group's accounting department decides to send out a bill to a new
customer. What type of decision does this represent? A. Programmed B. Nonprogrammed C. Intuitive D. Groupthink
Q1032. Hong Hanh, a manager, orders raw materials when the raw materials inventory
reaches a certain point. This is an example of which type of decision? A. Intuition B. Satisficing C. Nonprogrammed D. Programmed
*Q1033. William decides to hire temporary help when the regular secretary goes on
vacation. This is an example of which type of decision? A. Programmed B. Groupthink C. Nonprogrammed D. Intuition
Q1034. Alex, an accountant for a small firm, pays the real estate taxes ten days before
they are due. This represents which type of decision? A. Satisficing B. Programmed C. Intuition D. Nonprogrammed
Q1035. What do managers do to solve programmed decision? A. Create a mission statement
B. Establish rules and guidelines
C. Create cross-functional teams
D. Facilitate a strong organizational culture
Q1036. Which of the following is a programmed decision? A. Invest in a new product B. Expand into a new market
C. Build a new advertising campaign D. Send bills to customers
Q1037. Nonroutine decisions are made in response to unusual, unpredictable
opportunities and threats are known as: A. creative decisions. B. programmed decisions. C. heuristic decisions. D. nonprogrammed decisions.
Q1038. NEM Company is trying to decide whether or not to launch nationally a new
product that this organization has never sold previously. This represents which type of
decision for the organization? A. Programmed B. Intuition C. Groupthink D. Nonprogrammed
Q1039. In biotechnology, managers know that new drugs have a 20% chance of passing
advanced clinical trials. This is an example of: A. risk. B. uncertainty. C. bounded rationality. D. incomplete information.
Q1040. When managers cannot estimate probabilities of future occurrence to possible
alternatives to a decision, this is known as: A. certainty. B. risk. C. bounded rationality. D. uncertainty.
Q1041. The last step in the managerial decision-making process is to: A. generate alternatives. B. learn from feedback.
C. recognize the need for a decision.
D. implement the chosen alternative.
Q1042. Which of the following is a reason that group decision-making is superior to
individual decision-making EXCEPT? A. Fewer biases and errors
B. More feasible alternatives generated C. Groupthink
D. Correction of each others' errors
Q1043. A technique which managers use to meets face-to-face and generates and debates
many alternatives to make a decision. What is this process called? A. The Delphi technique B. Dialectical inquiry C. Brainstorming
D. The nominal group technique
Q1044. Which of the following is a way to group members do not met face to face? A. Brainstorming B. Dialectical inquiry C. The Delphi technique D. Nominal group technique
Q1045. The process which managers attempt to improve the ability of subordinates to
understand and to manage the organization is known as: A. learning organization. B. production blocking. C. groupthink. D. organizational learning. CONT.4: PLANNING
Q1046: The cluster of decisions that managers make to assist the organization to achieve its goals is known as: A. strategy. B. organizing. C. controlling. D. related diversification.
Q1047: A broad statement of the organization's overriding purpose, intended to identify
the organization's products and customer base, as well as to differentiate the organization
from its competitors is known as: A. a functional-level plan. B. a mission statement. C. diversification.
D. a focused low-cost strategy.
Q1048: Another name for the divisional level of the organization is the: A. functional level. B. departmental level. C. corporate level. D. business level.
Q1049: General Electric Company sets a goal that every product line of the company
should be either first or second in its industry in market share. What type of goal does this represent? A. Corporate-level B. Divisional-level C. Functional-level D. Business-level
Q1050: Which type of strategy states the methods that a division within an organization
will use to compete against its rivals in the industry? A. Functional-level strategy B. Corporate-level strategy C. Business-level strategy D. Top-level strategy
Q1051: A written set of instructions which describes the series of actions that a manager
should take in a specific situation is known as: A. a policy.
B. a standard operating procedure. C. a rule D. a rolling plan.
Q1052: A group of managers at Vin Group analyzes both the internal strengths and
weaknesses of their organization as well as the opportunities and threats of the external
environment. What type of analysis is this? A. Mission analysis B. SWOT analysis C. Functional analysis D. Diversification
Q1053: While conducting the analysis, the fact that the company's product lines are strong
can be categorized under which of the following? A. Weakness B. Strength C. Threat D. Alternative
Q1054: While conducting a SWOT analysis, "poor marketing plan" would be categorized under which of the following? A. Strength B. Weakness C. Opportunity D. Threat
Q1055: Vietjet Air attempts to gain a competitive advantage by driving down its
production costs per unit below those of its competitors. Which of the following strategy is Acme Explosives pursuing?
A. Focused differentiation strategy B. Low-cost strategy
C. Related diversification strategy
D. Unrelated diversification strategy
Q1056: An organization attempts to succeed by distinguishing its products from those of
the competition. What type of strategy is this? A. Differentiation strategy B. Low-cost strategy
C. Related diversification strategy
D. International expansion strategy
Q1057: Audi produces cars exclusively for high-income customers. Which of the
following strategy is Audi pursuing? A. Focused differentiation B. Focused low-cost C. Diversification D. Differentiation
Q1058: The Be Knife Company aims at a market of hunters, and they try to keep prices
lower than competition. Which of the following strategy is Beswick pursuing? A. Low-cost B. Differentiation C. Focused low-cost D. Focused differentiation
Q1059: PepsiCo purchased KFC so that it could replace Coke products with Pepsi
products in KFC restaurants. This was an example of: A. horizontal integration. B. vertical integration. C. a low-cost strategy. D. a global strategy.
Q1060: When PepsiCo purchased Frito-Lay and expanded its operations into the snack-
food business, which of the following strategy did is pursue? A. International expansion B. Market penetration C. Diversification D. Market development CONT.5: ORGANIZING
Q1061: The process by which managers establish the structure of working relationship
among workers of the organization is known as: A. strategy. B. leading. C. organizing. D. controlling.
Q1062: The process by which managers decide how to divide into specific jobs the tasks
that have to be performed to provide customers with goods and services is known as: A. job design. B. job enlargement. C. task significance. D. organizing
Q1063: KFC divides the tasks of "chefs" and "food servers" into two jobs in its
restaurants. This is an example of:
A. continuous-process technology. B. job design. C. divisional structure. D. product structure.
Q1064: A manager increases the number of tasks that a subordinate has to do in order to
make the job more interesting for the subordinate. Which of the following best describes this process? A. Job simplification B. Job enlargement C. Job enrichment D. Feedback
Q1065: A manager redesigns the job of a subordinate so that the subordinate has more
responsibility over his or her job. Which of the following best describes this process? A. Job enlargement B. Job simplification C. Job enrichment D. Job design
Q1066: Which of the following is an organizational structure composing of all the
departments that an organization requires to produce its goods or services? A. Continuous-process B. Divisional C. Matrix D. Functional
Q1067: In ABC 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? A. Geographic structure B. Market structure C. Product structure D. Matrix structure
Q1068: Coca Cola organizes its managers according to the different regions of the world
in which the managers work. This is an example of which type of organizational structure? A. Customer structure B. Product structure C. Matrix structure D. Geographic structure
Q1069: In the design of an organization, another name for "customer structure" is: A. product structure. B. geographic structure. C. market structure. D. functional structure.
Q1070: In designing an organization, if managers are grouped both by function and by
product at the same time, what type of organizational structure is being used? A. Market structure B. Geographic structure C. Product structure D. Matrix structure
Q1071: The number of subordinates who report directly to a manager is known as what
aspect of that manager's responsibility? A. Unity of command B. Hierarchy of authority C. Mechanicism D. Span of control
Q1072: General 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. B. a mass-production team. C. a continuous-process team. D. a standing committee.
Q1073: Dong Tien Bakery combined the jobs of "chef" and "food server" into a single job
description. This is an example of.
A. continuous-process technology. B. a divisional structure. C. a product structure. D. job design.
Q1074: The extent to which a job gives the worker direct and clear information about how
well the worker is performing the job is known as: A. task identity. B. feedback. C. job enlargement. D. task significance.
Q1075: The manager of the finacial department of a company is a(n) manager. A. line B. product C. staff D. task force CONT.6: LEADING
Q1076: The process by which one person exerts influence over others and inspires, motivates,
and directs their activities is known as: A. empowerment. B. time management. C. leadership. D. organizing.
Q1077: The person who inspires, motivates, and directs the activities of others so that they work
toward organizational goals is known as a(n): A. follower. B. top manager. C. manager. D. leader.
Q1078: The authority that a manager has because of his position in the organizational hierarchy is known as: A. expert power. B. legitimate power. C. reward power. D. referent power.
Q1079: The ability of a manager to give outcomes to or withhold outcomes from subordinates is known as: A. coercive power. B. reward power. C. expert power. D. referent power.
Q1080: Which of the following is related to the punishment of subordinates? A. Expert power B. Legitimate power C. Referent power D. Coercive power
Q1081: Which type of power is based on the specialized knowledge and skills of the leader? A. Legitimate power B. Reward power C. Expert power D. Coercive power
Q1082: Bill Gates, the chairman of Microsoft, has a great deal of experience in software
programming design. He advises an R&D manager about how to design a new type of software
for personal computers. In this situation, which of the following best describes Bill Gates power? A. Referent power B. Legitimate power C. Empowerment power D. Expert power
Q1083: The power of a leader that comes from the respect and loyalty of subordinates is known as: A. reward power. B. legitimate power. C. expert power. D. referent power.
Q1084: The process of giving all employees the authority to make decisions and be responsible
for their outcomes is known as: A. controlling. B. leadership. C. empowerment. D. referent power.
Q1085: According to Maslow's Hierarchy of Needs Theory, which of the following is the highest level of needs of workers? A. Physiological B. Safety C. Self-actualization D. Esteem
Q1086: Which of the following motivators is the most basic need in Maslow's hierarchy? A. Belongingness B. Physiological C. Esteem D. Self-actualization
Q1087: An employer can attempt to meet employees' safety needs by providing: A. adequate pay. B. company social events. C. advancement. D. medical benefits.
Q1088: In Herzberg's Motivation-Hygiene theory, needs that are related to the nature of the work
itself and the degree of challenge contained in the work are known as: A. motivator needs. B. valence. C. instrumentality needs. D. hygiene needs.
Q1089: Which of the following theory focuses on the perceptions of workers of the fairness of
their work outcomes relative to their work inputs? A. Equity theory B. Valence theory C. Instrumentality theory D. The two-factor theory
Q1090: Tom, an employee of XYZ Company, perceives that her outcome/input ratio is less than
that of her coworker Jim. This is known as: A. overpayment inequity. B. underpayment inequity. C. the valence effect. D. positive reinforcement. CONT.7: CONTROLLING
Q1091: Which of the following is the process by which managers monitor and regulate how
efficiently and effectively an organization and its members are performing the activities
necessary to achieve organizational goals? A. Planning B. Organizing C. Coordinating D. Controlling
Q1092: Which type of control do managers typically use in the input stage of the process of
transforming raw materials into finished goods? A. Feedforward control B. Concurrent control C. Feedback control
D. Organizational culture control
Q1093: Which type of control do managers typically use at the conversion stage of transforming
raw materials into finished goods? A. Feedforward control B. Bureaucratic control C. Concurrent control D. Feedback control
Q1094: What type of control do managers typically use at the output stage? A. Concurrent control B. Bureaucratic control C. Feedforward control D. Feedback control
Q1095: At which step of the control process does a manager establish the standards of performance? A. Step 1 B. Step 2 C. Step 3 D. Step 4
Q1096: At which step of the control process do managers evaluate whether the actual
performance of the organization differs significantly from the standards of performance being
used to assess the performance of the organization? A. Measure actual performance
B. Compare actual performance to the standards
C. Establish the standards of performance D. Initiate corrective action
Q1097: The first step in the control process is to: A. initiate corrective action. B. measure actual performance.
C. establish the standards of performance.
D. compare actual performance to the standards.
Q1098: Which of the following are formal target-setting, monitoring, evaluation, and feedback
systems that provide managers with information about whether the organization's strategy and
structure are working efficiently and effectively? A. Organizational structure B. Embedded systems C. Control systems D. Feedback systems
Q1099: Manulife Insurance sets up a management information system (MIS) that gives its
regional managers information about changes in the task environment that may affect the
organization at some future time. This is an example of: A. feedforward control. B. concurrent control. C. feedback control. D. bureaucratic control.
Q1100: Which of the following is most likely to be used in a textile factory to solve problems like
defective inputs, broken machine parts, or a worker's lack of skills to produce a specific type of textile? A. Feedforward control B. MBO control C. Feedback control D. Concurrent control
Q1101: ABC Company sets up a system to monitor unit sales of its products to measure changes
taking place in customer tastes and the possible resulting impact on future sales. This is an example of: A. feedforward control. B. feedback control. C. MBO control. D. bureaucratic control.
Q1102: The manager of a fast-food restaurant such as Lotteria's keeps track of the number of
customers served at different periods of the day in an attempt to plan a schedule for workers that
matches the demand for the restaurant's products. This is an example of: A. output control. B. bureaucratic control. C. input control. D. MBO control.
Q1103: The set of values, norms, and expectations of behavior that controls the ways in which
workers interact with one another within the organization is known as: A. a bureaucratic culture. B. an organizational culture.
C. an feedforward control culture. D. a feedback control culture. PART II: SHORT ANSWER CONT.1: MANGEMENT AND MANAGERS
Q2001.Khái niệm nhà quản trị:
Management is the planing…………, organizing……………., leading………….., and
controlling…………… of human and other resources to achieve organizational goals effectively and efficiently.
Các chức năng của quản trị
A2001: Planning, Organizing, Leading, Controlling
Q2002. Fill in the blanks with the most suitable words:
Organizational performance: a measure of how efficiently and effectively
managers use organizational resources to satisfy customers and achieve goals.
A2002: efficiently(hiệu quả), effectively(hiệu suất)
Q2003. List three kinds of managerial skills.( Liệt kê 3 kỹ năng quản lý )
A2003: Conceptual, Human and Technical skill.
Q2004. List some recent changes in management practices.
A2004: Restructuring, Outsourcing, Empowerment, Self- managed team.
CONT.2: THE ENVIRONMENT OF MANAGEMENT
Q2005. List the four forces of task environment.( 4 nhân tố của môi trường làm việc)
A2005: Supplier, Distributor, Customer, Competitor
Q2006. Fill in the blanks with the most suitable words:
Three main sources of barriers to entry( rào cản gia nhập) are Economies of scale ,
Brand loyalty Gorvernment r , egulation.
A2006: Economies of scale, Brand loyalty, Gorvernment regulation.
Q2007. Identify the five forces of general environment.( 5 nhân tố về môi trường )
A2007: economic, technological, social-cultural, demographic, political - legal forces.
Q2008. Fill in the blanks with the most suitable words: ( Rào cản gia nhập là gì)
Factors that make it difficult and costly for the organization to enter a particular task
environment or industry are called barriers to entry A2008: barriers to entry CONT.3: DECISION MAKING
Q2009. Compare and contrast programmed and nonprogrammed decision-making
(Sự khác nhau giữa quyết định đã chương trình hóa và chưa được chương trình hóa)
A2009: Programmed decision making is routine, automatic. Nonprogrammed
decision-making is non-routine.
Q2010. Fill in the blanks with the most suitable words:( Tiến trình đưa ra quyết định ra gì?)
Decision Making is the process by which managers respond to opportunities and
threats by analyzing options, and making determinations about specific
organizational goals and courses of action.
A2010: opportunities and threats
Q2011. Fill in the blanks with the most suitable word:
Reasoned judgment(đánh giá hợp lý ) is the way of making decision that takes time
and effort to make and results from careful information gathering, generation of
alternatives, and evaluation of alternatives
A2011: Reasoned judgment
Q2012. List the three techniques to building group creativity in group decision making.
A2012: Brainstorming, Nominal Group Technique, Delphi Technique
Q2013 Các bước thực hiện Decision Making
A2013 B1. Recognize the need for a decision B2. Generate alternatives B3 Assess alternatives
B4 Choose among alternatives
B5 Implement the chosen alternatives B6 Learn from feedback
Q2014 Các kỹ thuật ra quyết định
A2014 - Programmed decision
-Non-Programmed decisions CONT.4: PLANNING
Q2013: What is planning? Kế hoạch là gì
A2013: Identifying and selecting appropriate goals and courses of action for an organization.
Q2014: What does SWOT stand for?
A2014: Strengths, Weaknesses, Opportunties, Threats.
Q2015: List three levels of planning in organization.
A2015: Corporate-level, Business-level, Functional-level.
Q2016: List three distinct steps in planning process. (( 3 bước thực hiện hoạch định )
A2016: Determining the mission and goals of the organization; formulating
strategy; implementing strategy.
Q2017 Các loại chiến lược Business A2017 1, Low-cost Strategy 2, Differentiation Strategy 3, Best cost Strategy 4, Focused Low-cost Strategy
5, Focused Differentiation Strategy CONT.5: ORGANIZING
Q2017: Fill in the blanks with the most suitable word:
The process by which managers establish the structure of working relationships
among employees to achieve goals is called Organizing A2017: Organizing
Q2018: What are three methods of job design?
A2018: Job simplification, Job enlargement, Job enrichment.
Q2019: What are three kinds of organizational structure model?( 3 loại cơ cấu tổ chức)
A2019: Functional Structure, Divisional Structure, Matrix Structure.
Q2020: List the four factors that affect managers’ choice of organizational structure.
A2020: Strategy, Organizational Environment, Technology, Human Resources. CONT.6: LEADING
Q2021: Identify five basic needs of people according to The Hierarchy of Needs Theory of Maslow?
A2021: Physiological needs, Safety needs, Belongingness needs (or Social needs),
Esteem needs, Self-actualization needs.
Q2022: Identify the five sources of leader’s power.
A2022: Legitimate Power, Reward Power, Coercive Power, Referent Power, Expert Power.
Q2023: What are the three sources of positional power.( 3 nhân tố quyền lực vị trí)
A2023: Legitimate Power, Reward Power, Coercive Power.
Q2024: What are the two sources of personal power? ( 2 nguồn sức cá nhân)
A2024: Referent Power, Expert Power. CONT.7: CONTROLLING
Q2025: Fill in the blanks with the most suitable words:
Control System are formal target-setting, monitoring, evaluation, and feedback systems
that provide managers with information about whether the organization's strategy and
structure are working efficiently and effectively A2025: Control System. Learning objective: 03 Q2026: What is controlling?
A2026: Controlling is the process where managers monitor and regulate how
efficiently and effectively an organization and its members are performing the
activities necessary to achieve organizational goals. Learning objective: 03
Q2027: List three kinds of control system considering time to control.
A2027: Feedforward control, Concurrent control, Feedback control. Learning objective: 03 PART III: ESSAY
CONT.1: MANGEMENT AND MANAGERS
Q3001. Identify and define the basic levels of management. What is each level
responsible for? Give an example of each. (3.0 points)
A3001: Organizations normally have three levels of management: First-line
managers, middle managers, and top managers. (1.0 point) Define: (1.0 point)
First-line managers are responsible for the daily supervision of non-managerial employees.
Middle managers supervise first-line managers and find the best way to use resources to achieve goals.
Top managers establish organizational goals, decide how departments should
interact, and monitor the performance of middle managers. Give example: (1.0 point)
An example of a first-line manager includes the supervisor of a work team in the
manufacturing department of a car plant. Kieran Cahill
The principal of school is an example of a middle manager.
A chief executive office (CEO) is an example of a top manager. Akio Toyoda CEO của toyota Learning objective: 01
CONT.2: THE ENVIRONMENT OF MANAGEMENT
Q3002. For an organization of your choice, identify elements and discuss the impact of
elements of task environment on that organization. (3.0 points)
A3002: An organization's task environment includes its suppliers, distributors, customers,
and competitors and all of these can have an impact on the organization's success in
conducting business. (1.0 point) Define:
Suppliers are the individuals and organizations that provide an organization with the input
resources (such as raw materials, component parts, or employees) it needs to produce
goods and services. (0.25 point)
Distributors are organizations that help other organizations sell their goods or services to customers. (0.25 point)
Competitors are organizations that produce goods and services that are similar and
comparable to a particular organization’s goods and services. (0.25 point)
Customers are the individuals and groups that buy the goods and services an organization produces. (0.25 point) Example: (1.0 point) Learning objective: 02 CONT.3: DECISION MAKING
Q3003. Identify six steps of decision making process. (3.0 points) A3003:
1. Recognize the need for decision (0.5 point)
2. Generate alternatives (0.5 point)
3. Assess alternatives (0.5 point)
4. Choose among alternatives (0.5 point)
5. Implement the choosen alternative (0.5 point)
6. Learn from feedback. (0.5 point) Learning objective: 02 CONT.4: PLANNING
Q3004: Michael Porter presented five ways in which the top management of an
organization could select a business-level strategy for their organization. Discuss any two
of these five ways of increasing the value of the organization's products and explain the
advantages and disadvantages of the strategies that you choose. (3.0 points)
A3004: Managers can select a low-cost strategy, a differentiation strategy, a best cost, a
focused low-cost strategy, or a focused differentiation strategy.
Choose any two of these five ways:
With a low-cost strategy, (0.5 point) managers try to gain a competitive advantage by
focusing the energy of all the organization's departments or functions on driving the
company's costs down below the costs of its industry rivals. (0.5 point)
When existing companies have low costs and can charge low prices, it is difficult for new
companies to enter the industry because entering is always an expensive process. (0.5 point)
With a differentiation strategy, (0.5 point) managers try to gain a competitive advantage
by focusing all the energies of the organization's departments or functions on
distinguishing the organization's products from those of competitors on one or more
important dimensions, such as product design, quality, or after-sales service and support.
Organizations that successfully pursue a differentiation strategy may be able to charge a
premium price for their products, a price usually much higher than the price charged by a
low-cost organization. The premium price allows organizations pursuing a differentiation
strategy to recoup their higher costs. (0.5 point)
Differentiation makes industry entry difficult because new companies have no brand
name to help them compete and customers don't perceive other products to be close
substitutes, so this also allows for premium pricing and results in high profits. (0.5 point)
(Or student can choose to answer: Best cost is the strategy that pursue both differentiate
strategy and low-cost strategy at the same time.
Managers pursuing a focused low-cost strategy serve one or a few segments of the
overall market and aim to make their organization the lowest-cost company serving that segment.
Managers pursuing a focused differentiation strategy serve just one or a few segments of
the market and aim to make their organization the most differentiated company serving that segment.) Learning objective: 03