MGT 521 Final Exam

1. ________ is defined as a business firms intention, beyond its legal and

economic obligations, to do the right things and act in ways that are good for
society.

Social screening
Social responsibility

Social obligation

Values-based management
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2. The balanced scorecard measures organizational performance against

previously established standards. Which of the four functions of management
relates most closely to setting these standards?

Controlling
Leading

Organizing

Planning
3. Budgets can be used as tools within which two functions of management?

Controlling and organizing

Planning and leading

Controlling and planning

Organizing and leading

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4. Indira Patel has been working in her organizations computer security

department for the past 10 years. If another employee follows Indiras
recommendations in a given situation, based on her expertise in computer
security, which source of power is Indira using?

Legitimate power
Coercive power

Expert power

Referent power
5. If Carol Reece is a charismatic leader, which of the following characteristics is
she most likely to possess?

An external locus of control

A sensitivity to environmental constraints and follower needs

A strong need to be in control

A fear of taking risks

6. According to the Ohio State studies, which of the following dimensions of
leader behavior refers to the extent to which a leader is likely to define and
structure his or her role and the roles of group members to meet goals?

Consideration structure
Intelligence structure

Initiating structure

Psychological structure
7. On Monday, Jims Taco Shop identified a problem with tainted ground beef that
was used to make tacos and nacho platters for its lunch customers. If the staff at
Jims did not identify the problem until after the lunch rush, what type of control
would this demonstrate?

Feedforward control
Concurrent control

Proactive control

Feedback control
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8. The ________ determines the number of levels and managers in an

organization.

chain of command
span of control

unity of command

delegation of authority
9. During benchmarking, an organization can compare its processes and
products to competitors in its own industry and to noncompetitors outside the
industry. What is a main benefit of comparing a firms performance against an
organization it does not consider a competitor?

A noncompetitor may allow an organization to see its practices more readily than
a competitor in the same industry.
A noncompetitor may be the world leader in a specific process or practice, and
an organization can learn from it.
A noncompetitor may be easier to find and benchmark, because the top firms in
the world are so diverse.
There is no benefit to benchmarking a firm against a noncompetitor.

10. If a manager rationalizes that he or she does not have time to investigate the
source of a problem and instead resorts to putting out fires, the manager is
missing the use of ________.

bureaucratic control
basic corrective action

concurrent control

immediate corrective action

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11. Which leadership theory is derived from the belief that a leaders job is to
remove pitfalls and roadblocks so followers can achieve their work goals?

Contingency theory
Fiedlers theory

Leader participation model

Path-goal theory
12. A company that wants to distinguish itself from the competition in the
marketplace is most likely using which of the following strategies?

Functional strategy
Focus strategy

Differentiation strategy

Generic strategy
13. When a manager makes use of a SWOT analysis, one of his or her objectives
is to

set specific short-term performance standards for each department

formulate appropriate strategies to exploit strengths, protect against threats, and
correct weaknesses

evaluate the desirability of issuing stocks or bonds in the current financial

climate

identify the best employees to fill each position in the organization

14. What can be said about a manager who believes she worked hard and met her
organizations productivity goals despite unfavorable conditions?

She has an external locus of control.

She has a high ego strength.

She has an internal locus of control.

She has a low ego strength.

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15. Which of the following is a characteristic of a matrix organization?

It is free of internal and external boundaries.

It has formal departments to which employees return after completing a project

It conforms to the unity of command principle.

It has a single chain of command for functional managers to report to.

16. Which of the following is a characteristic of an organic organization?

Narrow span of controls

High specialization

Cross-functional teams

Rigid departmentalization
17. Conflicts can be resolved by satisfying ones own needs at the expense of
others. This conflict- management technique is known as ________.

forcing
avoiding

collaborating

compromising
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18. When planning for unexpected events, a company is using which of the
following techniques?

Contingency planning
Benchmarking

Financial forecasting

SWOT analysis
19. Melvin manages a team of 10 employees, including Jane and Jared. Jared is
leaving the organization to find a job as a manager in another field. Meanwhile,
due to performance issues, Melvin terminates Janes employment with the
company. Both of these are examples of what type of employee behavior?

Job satisfaction
Employee productivity

Absenteeism

Turnover
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20. Searching for new ideas beyond an organizations boundaries and allowing
changes to easily transfer inward and outward is known as ________.

open innovation
strategic partnering

knowledge management

organizational osmosis
21. Which business practice would likely encourage ethical behavior?

Intense competition for valued rewards

Cultural values for obedience to authority

Strong emphasis on individual productivity

Strong emphasis on leading by example

22. Why are feedforward controls more rarely implemented as compared to other
types of controls?

Feedforward controls result in wasted time and money.

Feedforward controls require managers to interact directly with employees.

Feedforward controls are time-consuming for managers because they must

continually monitor progress.
Feedforward controls require timely and accurate information that is hard to

obtain.
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23. Which of the following statements is true about group decision making?

It generates more complete information and knowledge.

It is most suitable for matters that must be critically evaluated.

It prevents any one minority from dominating or influencing the final decision.

It takes less time to reach a solution than it would an individual.

24. In the ________ approach of going green, organizations respond to the
environmental preferences of customers.

activist
legal

market

stakeholder
25. Thomas often annoys his coworkers with his talkativeness and assertive
personality. According to the Big Five Model of personality, Thomas would be
described as high in the trait of ________.

openness to experience
extraversion

agreeableness

conscientiousness
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26. If a firm wanted to identify how much money was being made for each sale of
a given product (above and beyond the costs associated with making that
product), what type of ratio would it use?

Liquidity ratios
Activity ratios

Profitability ratios

Leverage ratios
27. It is crucial to determine an acceptable _____ during the comparing step in the
control process.

written report
measure of organizational performance

ideal standard

range of variation
28. An organizations ________ goals are official statements of what an
organization says its goals are.

real
stated

synthetic

implicit
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29. Kelly is interviewing candidates to fill a vacancy on her team. One candidate
has a degree from a prestigious university, and Kelly is impressed. In speaking
with her fellow members of the interview panel, however, Kelly finds that no one
else enjoyed the interview with the candidate, finding her to be pompous,
aggressive, and self-serving. In her focus on only the candidates education, Kelly
may have fallen victim to _______.

stereotyping
the halo effect

assumed similarity

selectivity
30. Which of the following stages is when the group structure is in place and
accepted by the group members?

Norming
Storming

Performing

Adjourning

About Author
This article covers the topic for the University Of Phoenix MGT 521 Final Exam. The
author is working in the field of education from last 5 years. This article covers the basic
of MGT 521 Final Exam Assignment from UOP. Other topics in the class are as follows:
MGT 521 Week 1 DQ 1 (With 3 Responses)
MGT 521 Week 1 DQ 2 (With 3 Responses)
MGT 521 Week 1 DQ 3 (With 3 Responses)
MGT 521 Week 1 DQ 4 (With 3 Responses)
MGT 521 Week 1 Personal Professional Development Plan Activity
MGT 521 Week 1 Summary (With 3 Responses)
MGT 521 Week 1 Complete
MGT 521 Week 2 DQ 1 (With 3 Responses)
MGT 521 Week 2 DQ 2 (With 3 Responses)
MGT 521 Week 2 DQ 3 (With 3 Responses)
MGT 521 Week 2 DQ 4 (With 3 Responses)
MGT 521 Week 2 Functional Areas of Business Paper
MGT 521 Week 2 Personal Professional Development Plan Activity Part 3
MGT 521 Week 2 Quiz or Knowledge Check (Latest)
MGT 521 Week 2 Summary
MGT 521 Week 2 Complete
MGT 521 Week 3 DQ 1 (With 3 Responses)
MGT 521 Week 3 DQ 2 (With 3 Responses)
MGT 521 Week 3 DQ 3 (With 3 Responses)
MGT 521 Week 3 DQ 4 (With 3 Responses)
MGT 521 Week 3 Organizational Planning
MGT 521 Week 3 Personal Professional Development Plan Activity Part 4
MGT 521 Week 3 Quiz or Knowledge Check (Latest)
MGT 521 Week 3 Summary (With 3 Responses)
MGT 521 Week 3 Complete
MGT 521 Week 4 DQ 1 (With 3 Responses)
MGT 521 Week 4 DQ 2 (With 3 Responses)
MGT 521 Week 4 DQ 3 (With 3 Responses)
MGT 521 Week 4 DQ 4 (With 3 Responses)
MGT 521 Week 4 Organizing Work
MGT 521 Week 4 Quiz or Knowledge Check (Latest)

MGT 521 Week 4 Summary (With 3 Responses)

MGT 521 Week 4 Complete
MGT 521 Week 5 DQ 1 (With 3 Responses)
MGT 521 Week 5 DQ 2 (With 3 Responses)
MGT 521 Week 5 DQ 3 (With 3 Responses)
MGT 521 Week 5 DQ 4 (With 3 Responses)
MGT 521 Week 5 Team Leadership
MGT 521 Week 5 Summary (With 2 Responses)
MGT 521 Week 5 Quiz or Knowledge Check (Latest)
MGT 521 Week 5 Complete
MGT 521 Week 6 Personal Professional Development Plan
MGT 521 Week 6 Planning and Measuring Performance
MGT 521 Week 6 Quiz or Knowledge Check (Latest)
MGT 521 Week 6 Complete
MGT 521 Week 6 Final Exam

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