اسئلة كويزات مبادىء الاداره ، شبتر 1 و 3 و 4

[دحـggم]

السلام عليكم

هذي مجموعه اسئله منزلتها [ مآي وورلد الله يجزاها كل خير ] من موقع الماده ، دخلت انا ومعلق معاي مو راضي يفتح

شبتر 1 :


Part of what defines an organization is its purpose. (1point)

True False



Score: 1
Answer(s): True
Feedback: Correct. The goals or purpose of an organization define the organization's reason for existing. Without a common purpose, a group of individuals does not qualify as an organization.





2) In order to be considered a manager, an individual must direct or oversee the work of others. (1point)

True False



Score: 1
Answer(s): True
Feedback: Correct. Directing and overseeing work distinguishes managers from nonmanagerial employees. Managers direct and oversee work of others. Nonmanagerial employees have no supervisory responsibilities.




3) Supervisors and team leaders may both be considered first-line managers. (1point)

True False



Score: 1
Answer(s): True
Feedback: Correct. First-line managers are managers who oversee workers directly and are involved in day -to-day operations. For example, a team manager in an auto assembly plant might oversee and help solve everyday problems that arise on the assembly line. Higher level managers typically would not spend time helping to solve assembly line problems directly.




4) A goal of efficiency is to minimize output costs while maximizing input costs. (1point)

True False



Score: 1
Answer(s): False
Feedback: Correct. The goal of efficiency is the opposite—to maximize outputs while minimizing inputs. An efficient operation uses the fewest resources to generate the greatest amount of product.




5) Managers who are effective at meeting organizational goals always act efficiently. (1point)

True False



Score: 0
Answer(s): False
Feedback: Incorrect. A manager may be effective, but not efficient. For example, a manager may excel at achieving goals but waste a lot of money, energy, and resources in achieving them.




6) Determining who reports to whom is part of the controlling function of management. (1point)

True False



Score: 1
Answer(s): False
Feedback: Correct. The controlling function is largely a process of monitoring and evaluation. Subordinates are observed to see if they are working efficiently. Programs are evaluated to make sure they are progressing toward organizational goals. Deciding who reports to whom is not a part of this function.




7) Defining goals is a key part of the organizing function of management. (1point)

True False



Score: 1
Answer(s): False
Feedback: Correct. Defining goals for an organization is part of the planning, rather than the organizing function of management. Usually only top managers participate in defining broad, strategic goals, while all managers define goals for practical levels of organization operation.




8) Fayol's management processes are completely equivalent to Mintzberg's management roles. (1point)

True False



Score: 0
Answer(s): False
Feedback: Incorrect. Fayol's four functions of management are planning, leading, controlling, and organizing. Mintzberg's categories include some of these functions, such as leading and making planning decisions, but leave out the others. Though the two systems can ultimately be reconciled with one another, it would be a stretch to say that they are equivalent. The strength of the two systems is that they represent different points of view and provide two different lenses with which to observe and analyze management.




9) Disturbance handler is one of Mintzberg's interpersonal roles. (1point)

True False



Score: 1
Answer(s): False
Feedback: Correct. Though "disturbance handler" sounds like an interpersonal role, it falls under Mintzberg's category of decisional roles. A disturbance handler must decide how to address problems that arise in a way that will best benefit the organization.




10) Most people who study management think that Fayol's categories are more useful than Mintzberg's. (1point)

True False



Score: 0
Answer(s): True
Feedback: Incorrect. Though Fayol's scheme was not based on scientifically collected data, the simplicity of his categories has made it more popular in management circles than Mintzberg's more complicated scheme.




11) Because profit, or the "bottom line," is not the measure of success for not-for-profit organizations, managers of charitable organizations do not have to concern themselves with the financial aspects of their organizations. (1point)

True False



Score: 0
Answer(s): False
Feedback: Incorrect. Managers of non-profit organizations are interested in the financial aspects of their organizations primarily for reasons of efficiency. Generally, the less money and resources they waste in being inefficient the more they have for attaining their actual goals.




12) A manager in a large business generally will spend more of her time as a spokesperson and entrepreneur than her counterpart in a small business. (1point)

True False



Score: 0
Answer(s): False
Feedback: Incorrect. Only the very top managers in a large firm spend much time in spokesperson and entrepreneurial roles. In a small firm, a manager is much more likely to take on the role as a spokesperson or a "rainmaker" who procures new business.




13) Technical skills involve a manager's ability to think logically and effectively about abstract situations. (1point)

True False



Score: 1
Answer(s): False
Feedback: Correct. Thinking logically about abstract situations is a conceptual skill rather than a technical skill.




14) Today's managers are just as likely to be women as they are men. (1point)

True False



Score: 0
Answer(s): False
Feedback: Incorrect. Though many more women are managers today than they were in in the past, less than 40 percent of managers in the United States currently are women.




15) The study of economics is useful only to top managers. (1point)

True False



Score: 1
Answer(s): False
Feedback: Correct. Economics is useful to all managers because it deals with topics that are often directly related to business such as finance, markets, competition, and the allocation of resources. Understanding these subjects can give managers insight into how to analyze the current business situation and how to plan for the future.

[دحـggم]

هذي اسئلة وحلول كويز شابتر 3


) The second step in the decision-making process is identifying a problem. (1point)

True False



Score: 1
Answer(s): False
Feedback: Correct. The identification of a problem is the first step in the decision-making process. Once you have identified a problem, you can decide how to solve it.




2) Managers identify a problem by comparing the current state of affairs to some standard. (1point)

True False



Score: 0
Answer(s): True
Feedback: Incorrect. The standard for comparison might be a goal that has been set, or comparison with some historical standard or standard set by a competitor. For example, a manager might detect a discrepancy between a goal of 100 units sold, and the existing state of only 50 units sold. This discrepancy constitutes a problem that must be solved.




3) Identifying the wrong problem is just as much a failure for a manager as identifying the right problem and failing to solve it. (1point)

True False



Score: 1
Answer(s): True
Feedback: Correct. Problem identification is a critical part of problem solving and decision making. Solving the wrong problem does nothing to further a manager's goals so it is no value.




4) A heuristic can simplify the decision-making process. (1point)

True False



Score: 1
Answer(s): True
Feedback: Correct. A heuristic is a rule of thumb that is used to simplify the decision-making process by allowing the decision maker to focus on just a few variables, rather than all variables. When used wisely, heuristics make decision making easier and simpler.




5) Decision makers who "cherry-pick" information that matches what they already know are guilty of confirmation bias. (1point)

True False



Score: 1
Answer(s): True
Feedback: Correct. Confirmation bias means that the decision maker has already made up his or her mind and is seeking only the information that will confirm that position. Cherry-picking is a way of preferentially selecting information that supports your position and ignoring all other information.




6) A rational decision will never fail to provide the best and most successful solution to a problem. (1point)

True False



Score: 0
Answer(s): False
Feedback: Incorrect. A rational decision is logical, objective and will maximize the likelihood of solving a problem or achieving a goal. That said, a decision can be arrived at through a rational process and still be wrong due to the decision maker lacking complete information about the situation.




7) One assumption of bounded rationality is that managers can analyze all relevant information about all alternatives for a situation. (1point)

True False



Score: 0
Answer(s): False
Feedback: Incorrect. The idea of bounded rationality says that decision makers can never analyze all information for the alternatives involved. So decision makers need to put limits on how much information they will analyze.




8) One assumption of bounded rationality is that managers usually make rational decisions. (1point)

True False



Score: 1
Answer(s): True
Feedback: Correct. Bounded rationality assumes that managers are logical, objective, and fairly rational when they make decisions. However, since managers often don't have access to all of the relevant information for a given situation, they must bound their rationality within the limits of the information they actually have.




9) Intuitive decision making cannot be a part of the rational decision-making process. (1point)

True False



Score: 0
Answer(s): False
Feedback: Incorrect. Intuitive decisions are not arrived at in a deliberative, systematic manner, but they can be objective and logical, so they are considered rational.




10) Emotions should always be strictly ignored in a decision-making process. (1point)

True False



Score: 0
Answer(s): False
Feedback: Incorrect. Decisions that were accompanied by strong feelings were found to be more reliable than those that did not have an emotional component, according to one study, especially in cases in which decision makers acknowledged their feelings. So emotions should not be ignored during the decision-making process.




11) A rule is simpler than a policy or a procedure to implement. (1point)

True False



Score: 1
Answer(s): True
Feedback: Correct. A rule is a simple statement that can be applied directly to a situation. For example, a broker can easily follow a rule to sell a specific stock when it reaches a specific price point. A procedure or policy may have an identical outcome, but a more complicated series of steps must be taken to arrive at that outcome.




12) A highway speed limit is an example of a policy. (1point)

True False



Score: 1
Answer(s): False
Feedback: Correct. A highway speed limit is an example of a rule, not a policy. Policies require the decision maker to exercise judgment and interpretation. Following a speed limit, on the other hand, involves no interpretation. The driver simply must not exceed the posted speed.




13) Most managerial decisions include an element of risk. (1point)

True False



Score: 1
Answer(s): True
Feedback: Correct. Few situations involve certainty, in which a manager knows all outcomes in a situation and can choose between them. Instead, situations usually involve risk, in which the manager must estimate the probability of different outcomes.




14) A manager is more confident of his assessment of a situation if it involves risk rather than uncertainty. (1point)

True False



Score: 0
Answer(s): True
Feedback: Incorrect. With risk, a manager is able to estimate the likelihood of specific outcomes. With uncertainty, not enough is known even to make estimates. So a manager would be more confident of a position involving risk.




15) An advantage of group decisions is that they increase the perception of the legitimacy of the solution. (1point)

True False



Score: 1
Answer(s): True
Feedback: Correct. When decisions that affect many people are made without their consent they tend to be less well accepted than group decisions in which all parties are consulted. A group decision is perceived to be more legitimate because it was made in a more democratic manner

[دحـggم]

وهذا الكويز الاخير لشابتر 4 مع الحلول


) Informal plans are not recognized to be an effective form of planning. (1point)

True False



Score: 1
Answer(s): False
Feedback: Correct. Informal plans can be highly effective and highly appropriate for some organizations, especially those that are small in size. As organizations increase in size, the need for formal planning tends to increase.




2) Planning provides direction to managers and nonmanagers alike. (1point)

True False



Score: 0
Answer(s): True
Feedback: Incorrect. Part of the function of planning is to let everyone in the organization know what the future holds, so planning is very important because it informs nonmanagers of what to expect and how to prepare for the future.




3) Informal planning typically works better in large organizations. (1point)

True False



Score: 1
Answer(s): False
Feedback: Correct. Informal planning is generally adequate only for small organizations in which a single individual or small group can keep the plans to themselves. Once the organization grows to a larger size, it becomes necessary for many people to have access to the organization's plans—and that almost always requires formal planning.




4) Planning rarely improves teamwork and cooperation among employees. (1point)

True False



Score: 1
Answer(s): False
Feedback: Correct. In fact, teamwork and cooperation are two things that planning often helps most. The better the plans are, the more coordinated the organization's efforts tend to be.




5) A major argument against formal plans is that they can't replace intuition and creativity. (1point)

True False



Score: 0
Answer(s): True
Feedback: Incorrect. Formal plans typically cannot avoid being more rigid than informal plans, leaving less room for using intuition, spontaneity, and creativity.




6) Managers who make formal plans are more likely to help an organization "break the mold" and carry out truly groundbreaking work that redefines an entire industry. (1point)

True False



Score: 1
Answer(s): False
Feedback: Correct. Formal plans tend to focus on existing opportunities in the current climate rather than the opportunities of the future that are as yet unimagined. Therefore, formal plans are likely to impede, rather than promote, truly groundbreaking work.




7) A major strength of formal planning is that it makes an organization rigid. (1point)

True False



Score: 1
Answer(s): False
Feedback: Correct. Rigidity is a weakness of formal planning. Formal planning can lock an organization into a preset sequence of events that might not be able to cope with changing conditions and circumstances.




8) Successful planning depends more on what managers plan than the quality of their planning. (1point)

True False



Score: 1
Answer(s): False
Feedback: Correct. Evidence shows that organizations often fail not because they focused their planning efforts on the wrong things, but rather that the quality of their planning was deficient.




9) Strategic management is the act of figuring out how an organization will compete in the marketplace and attract loyal customers. (1point)

True False



Score: 0
Answer(s): True
Feedback: Incorrect. Strategic management involves developing an organization's strategies. Those strategies involve making plans for how an organization will do business and achieve its goals.




10) A mission statement for a kayak manufacturer might be: To make the highest-quality kayaks and sell them at a competitive price. (1point)

True False



Score: 0
Answer(s): True
Feedback: Incorrect. A mission statement defines what the organization is in business to do. This statement clearly states why the kayak company is in business.




11) Core competencies include an organization's major capabilities and its resources. (1point)

True False



Score: 1
Answer(s): False
Feedback: Correct. Core competencies include the capabilities of an organizational—its skills and abilities only—not its resources.




12) SWOT analysis includes the identification of an organization's strengths, weaknesses, opportunities, and threats. (1point)

True False



Score: 0
Answer(s): True
Feedback: Incorrect. The term SWOT is an acronym for strengths, weaknesses, opportunities, and threats.




13) A corporate strategy may be a growth strategy, a stability strategy, or a renewal strategy. (1point)

True False



Score: 0
Answer(s): True
Feedback: Incorrect. The three major corporate strategies are growth strategies that focus on expansion, stability strategies that focus on maintaining position, and renewal strategies that focus on fixing problems.




14) A company with a stability strategy will plan to dramatically increase market share in a highly competitive market. (1point)

True False



Score: 1
Answer(s): False
Feedback: Correct. A stability strategy would tend to focus on maintaining existing market share, rather than increasing market share.




15) "Build a better mousetrap" is a way of describing a competitive advantage. (1point)

True False



Score: 0
Answer(s): True
Feedback: Incorrect. Having a competitive advantage means that an organization has some kind of edge on its competition with respect to price, quality, the product itself, or some other characteristic.

بـسس ،،

[girl.k.s.a]

يؤيؤيؤ يا دحووووووم ,,

أول شي مشكوووووووووور يعطيك ألف عافيه ,,
تآنيه شي =)
ممكن تقولي من فين في الموقع بالضبط .؟
عشآن الاختبآر الجآي =)
ما تقصر ,, جزآك الله ألف خير ,,
=)

[TURKI ALharbi]

شكرا

[TURKI ALharbi]

الاختبار الساعه كم

[دحـggم]

المشاركة الأصلية كتبت بواسطة girl.k.s.a يؤيؤيؤ يا دحووووووم ,, أول شي مشكوووووووووور يعطيك ألف عافيه ,, تآنيه شي =) ممكن تقولي من فين في الموقع بالضبط .؟ عشآن الاختبآر الجآي =) ما تقصر ,, جزآك الله ألف خير ,, =)

يعافيكِ ربي ، وياكِ ياآرب =)

امم هذا الموقع ،

http://247pearsoned.custhelp.com/

شكرا الاختبار الساعه كم

العفـوو ، الساعه 10 بمبنى 29

[sleep]

جزاك الله خير ...

[TURKI ALharbi]

جانى صداع وقلق من هذي الماده بصراحه ماحذاكر غير هذي الاسئله
:(

[دحـggم]

جزاك الله خير ...

وياكِ يارب =)

جانى صداع وقلق من هذي الماده بصراحه ماحذاكر غير هذي الاسئله :(

الحال من بعضه ، انا قاعد اقراها قرايه حتى مو حفـظ