Management 3033: Exam 1 (Ch. 1-5)

When the manager of a local restaurant sets goals and then develops a plan on how to achieve them, she is ____. (ch.1)

According to management scholar Henry Mintzberg, managers play three roles: (ch.1)

An entrepreneur is best described as ___. (ch.1)

The multiplier effect states that a manager's influence on the organization ___. (ch.1)

Studies show that dealing with excessive and unimportant e-mail and text messages in the workplace can lead to ____. (ch.1)

The principal functions of management are ___. (ch.1)

Management is defined as the pursuit of organizational goals ____. (ch.1)

Today nearly one in six American workers is _____. (ch.1)

Using state-of-the-art computer software and hardware to help people work better together is known as ____. (ch.1)

Managers are classified into the four levels of ____. (ch.1)

The belief that quality stemmed from "constancy of purpose," and that managers should stress teamwork, be helpful rather than simply give orders, and make employees feel comfortable about asking questions was proposed by _____. (ch.2)

Mary Parker Follett anticipated some of today's concepts, such as _____. (ch.2)

Maslow's hierarchy of human needs included ______. (ch.2)

Behavioral science relies on scientific research for developing theories about human behavior that can be ____. (ch.2)

The historical perspective includes three viewpoints: _______. (ch.2)

The behavioral viewpoint developed over the following phases: _____. (ch.2)

The systems viewpoint regards parts making up the whole system as ____. (ch.2)

The 17 basic units of motion, identified by Frank and Lillian Gilbreth, were named _____. (ch.2)

Abraham Maslow proposed the ____. (ch.2)

The classical viewpoint of management emphasized ways to ___. (ch.2)

Since the 1950s, the percentage of the U.S. labor force represented by unions has _____. (ch.3)

According to researcher Daniel Pink, when employees feel a sense of purpose—when their work has meaning—workers _____. (ch.3)

The relatively permanent and deeply held underlying beliefs and attitudes that help determine a person's behavior are known as ____. (ch.3)

Changes in the economic, political, legal, and technological global system that may affect an organization are ______ forces. (ch.3)

When individuals who want to start a new venture obtain many small amounts of money from many people, this type of financing is called ____. (ch.3)

The macroenvironment is also known as the ______. (ch.3)

The Sarbanes-Oxley Act of 2002 established requirements for ____, and for noncompliance, penalties of ______. (ch.3)

Changes in the way politics shape laws and laws shape the opportunities for and threats to an organization are ____ forces. (ch.3)

A formal written set of ethical standards guiding an organization's actions is a(n) ____. (ch.3)

The macroenvironment includes these forces: _______. (ch.3)

The law that makes it illegal for employees of U.S. companies to make "questionable" or "dubious" contributions to political decision makers in foreign nations is the _____. (ch.4)

Globalization is the trend ___. (ch.4)

Licensing is when a company ____. (ch.4)

Free trade is the ____. (ch.4)

Monochronic time is a ___. (ch.4)

Ethnocentrism is also known as _____. (ch.4)

The United States granted to China most favored nation trading status, which ____. (ch.4)

The trading bloc consisting of 28 trading partners in Europe is the ____. (ch.4)

Quotas are designed to prevent _____. (ch.4)

NAFTA and CAFTA are ____. (ch.4)

The purpose of MBO is to ____. (ch.5)

Plans developed for activities that are not likely to be repeated in the future, such as plans for programs or projects, are _____. (ch.5)

Goals that are set by and for first-line managers and are concerned with short-term matters associated with realizing tactical goals are called _______. (ch.5)

A single-use plan encompassing a variety of projects or activities is an example of a ___. (ch.5)

A goal is also known as a(n) ____. (ch.5)

A specific commitment to achieve a measurable result within a stated period of time is a _____. (ch.5)

Planning done by first-line managers to determine how to accomplish specific tasks with available resources within the next 1 to 52 weeks is known as _____. (ch.5)

A standing plan that designates specific required action is a(n) ____. (ch.5)

To ensure that plans are moving in the right direction, managers can use the ______. (ch.5)

A standing plan that outlines the response to particular problems or circumstances is a(n) (ch.5)