1

CHAPTER 01: MANAGING IN TODAY’S WORLD

1. Regina, owner and operator of a small restaurant, believes that her most important task as a
manager is establishing goals for the restaurant and deciding what must be done to achieve
them. This involves which aspect of what managers do?
a. Organizing b. Motivating and communicating
c. Measuring d. Developing people
e. Setting objectives
2. When senior managers at Gap Inc. decided to become the number one service-quality clothing
company in the world, they were engaging in the management function of:
a. planning. b. organizing.
c. leading. d. controlling.
e. dreaming.
3. Which of the following is a function of management?
a. Human resources b. Raw materials
c. Efficiency d. Planning
e. Effectiveness
4. Robert, a top-level manager at an advertising agency, spends a significant part of his work day
identifying goals for future organizational performance and deciding how to use resources to
attain these goals. This involves which management function?
a. Controlling b. Leading
c. Organizing d. Planning
e. Delegating
4. Which of the following best describes organizing?
a. Assigning responsibility for task accomplishment
b. Using influence to motivate employees
c. Monitoring activities and making corrections
d. Selecting goals and ways to attain them
e. None of these
5. Which of the following is not a function of management?
a. Planning b. Controlling
c. Organizing d. Leading
e. Performing
6. Using influence to motivate employees describes which of the following functions?
a. Controlling b. Planning
c. Leading d. Monitoring
e. Organizing
7. __________ is the use of influence to motivate employees to achieve organizational goals.
a. Leading b. Controlling
c. Organizing d. Planning
e. Staffing
8. Amanda Rowley, president of Autos-R-Us, recognizes the factory employees for their
outstanding performance at the monthly awards banquet on the shop floor by presenting a
plaque and a check for $100. She is engaging in the management function of:
a. bribery. b. organizing.
c. technical skills. d. leading.
e. controlling.
9. The public relations nightmare from the U.S. Secret Service in 2015 has been attributed to a
breakdown in which managerial function?
a. Controlling b. Leading
c. Organizing d. Planning
e. Delegating
10. Monitoring activities and making corrections are part of:
a. organizing. b. planning.
c. leading. d. staffing.
e. controlling.
 2

11. Tool Techies, Inc. uses phone surveys of customers to gather information about service and
quality. This is an example of the management function of:
a. planning. b. technical skills.
c. organizing. d. controlling.
e. conceptual skills.
12. __________ is the management function concerned with monitoring employees' activities,
determining whether the organization is moving toward its goals, and making corrections as
necessary.
a. Planning b. Resource allocation
c. Controlling d. Organizing
e. Efficiency
13. When Troy measures his employees' performance and compares their performance against
the goals he set for them, he is performing which of the following functions?
a. Staffing b. Leading
c. Organizing d. Controlling
e. Planning
14.Conceptual, human, and technical skills are important to which managerial level?
a. Top managers b. Middle managers
c. First-line managers d. Nonmanagers
e. All of these
15. __________ skills are the cognitive abilities to see the organization as a whole system and the
relationship among its parts.
a. Human b. Resource allocation
c. Conceptual d. Negotiation
e. Technical
16. Juan Perez is the president of WV Railroad. His organization faces issues related to the
environment, government regulation, and competition. He will need to rely primarily on his
__________ skills.
a. conceptual b. technical
c. human d. controlling
e. interpersonal
16. Sabrina recently helped her subordinates at work resolve an interpersonal conflict by
listening to the problem and serving as a mediator. This is an example of use of which
management skill?
a. Human b. Strategic
c. Technical d. Conceptual
e. Analytical
17. Which of the following is most important at lower organizational levels?
a. Planning skills b. Human skills
c. Conceptual skills d. Technical skills
e. None of these
18. Marley is the executive director of the local Community for Critters. Her level in the
management hierarchy is that of a(n):
a. first-line manager. b. middle manager.
c. top manager. d. consultant.
e. operative.
19. Donna Hyde is the head of the finance department at Muumuu Manufacturing, Inc. Her level
in the management hierarchy is that of a(n):
a. first-line manager. b. middle manager.
c. top manager. d. chief executive officer.
e. operative.
20. Patty Rohrer is the director of human resources at Pet Grooming, Inc. She can be best
described as a __________ manager.
a. top-level b. project
c. general d. first-line
e. functional
 3

Chapter 2: History of Management Thought

21. Which of the following is NOT a principle of management in administrative perspective:
a. Authority and responsibility b. Discipline
c. Standardization equipment d. Stability of tenure of personnel
22. Which of the following is a principle of management in bureaucratic perspective:
a. Remuneration of personnel b. Rules of thumb
c. Equity d. Set of rules and procedures
23. Which of the following management perspective focuses on individual workers:
a. Administrative management b. Bureaucratic management
c. Scientific management d. Behavioural management
24. Which of the following is the “job stability” factor belong to:
a. Maslow’s hierarchy of needs b. Theory X
c. Theory Y d. Theory Z
25. Who recommended the development of the welfare of employees’ family?
a. McGregor b. Ouchi
d. Maslow d. Elton Mayo
26. Which of the following perspective that specializes in the physical production of goods or
services?
a. Management Science b. Operation Management
c. Management Information System d. Scientific Management
27. Which of the following perspective is the latest branch of the quantitative perspective?
a. Management Science b. Operation Management
c. Management Information System d. Scientific Management
28. The four subfields of the classical perspective include:
a. scientific management, management science, systems view, & management
science.
b. bureaucratic organizations, management science, systems thinking, & human
relations.
c. administrative principles, bureaucratic organizations, management science, &
scientific management.
d. none of these.
29. __________ is considered the "father of scientific management."
a. Frank B. Gilbreth b. Elton Mayo
c. Douglas McGregor d. Frederick W. Taylor
30. Frederick Taylor's contributions were in the field of:
a. scientific management. b. the human relations movement.
c. management science. d. the behavioral management.
31. Standardization of work and wage incentives are characteristics of:
a. bureaucratic organizations. b. scientific management.
c. management science. d. systems thinking.
32. The assembly line is most consistent with which of the following Fayol’s general principles
of management?
a. Unity of command b. Division of work
c. Authority & responsibility d. Scalar chain
33. All of the following are characteristics of Weber’s bureaucracy except:
a. labor is divided with clear definitions of authority and responsibility.
b. positions are organized in a hierarchy, with each position under the authority of a
higher one.
c. all personnel are selected and promoted based on technical qualifications.
d. administrative acts and decisions are recorded in writing.
e. management is the same as the ownership of the organization.
34. According to Fayol’s The principle that similar activities in an organization should be
grouped together under one manager is the essence of the classical perspective known as:
a. unity of command. b. division of work.
c. unity of direction. d. scalar chain.
 4

35. Which of the following was a key finding in the Hawthorne studies?
a. Stronger lighting increased productivity.
b. More money resulted in increased productivity.
c. Productivity declined in all experiments.
d. Human relations increased productivity.
36. Maslow's hierarchy of needs started with which of following needs?
a. Esteem b. Self-actualization
c. Safety d. Physiological
37. Theory X and Theory Y were developed by:
a. Douglas McGregor. b. Henry Gantt.
c. Max Weber. d. Mary Parker Follett.
38. Beth Brant, production supervisor at Trustworthy Tools Mfg., Inc. believes that her
employees dislike work, avoid responsibility, and therefore need to be controlled and directed.
Beth is a __________ manager.
a. Theory X b. Theory Y
c. Theory Z
39. According to Douglas McGregor, the classical perspective on management was based on
__________ assumptions about workers.
a. Theory X b. Theory Y
c. Theory Z
40. In a(n) __________, every situation is viewed as unique.
a. contingency b. scientific management
e. systems view d. None of these
41. In order to determine how to deal with a problem employee, Sharon evaluated the
employee, the problem, and the context in which the problem occurred. She is applying which of
the following perspectives?
a. System view b. Behavioural management
c. Management science d. Contingency view
Scenario - Britney Marr
The opportunity to gain a foothold in the snack cracker industry had just been found. Britney
Marr, an account executive manager for Baked Wheat Industries, had developed an interest in
wheat crackers two months ago when one of her newly hired account execs, Amy Bender, had
convinced her about the high margins and promising future associated with that market. Marr
had always believed that if you do your homework in hiring the best people, then it only makes
sense to listen to their recommendations and implement their suggestions.
Marr had given her approval to Bender to explore opportunities to move into this promising
new market. This morning, Bender had reported that the Jackson Corporation had severed its
contract with Feel Good Crackers Incorporated. Apparently, the Feel Good salesman had shared
sensitive information about Jackson at a cocktail party. Bender had already established a good
relationship with Feel Good buyers, and so she recognized this as an opportunity to expand her
market into wheat crackers.
42. Marr's behaviour provides an example of:
a. the use of the scalar chain. b. division of organization.
c. the principle of inversion. d. unity of direction.
43. Marr's management style reflects a belief in:
a. Theory Y. b. Theory X.
d. all of these. e. none of these.
44. From a systems view perspective,
a. Marr should manage the separate units of Baked Wheat Industries
independently.
b. Marr should listen to and reward her people well to increase synergy.
c. the Jackson account was lost because Feel Good was too closed to its
environment.
d. all of these.
 5

Chapter 3: Management, Its Environment and Culture

45. All of the following are part of an organization’s general environment except:
a. changes in federal regulations.
b. shifting social attitudes toward how products are made.
c. an economic recession.
d. events that directly change day-to-day operations.
e. new technology products.
46. The __________ environment includes all elements existing outside the boundary of the
organization that have the potential to affect the organization.
a. organizational b. internal
c. task d. general
e. technological
47. All of the following are a part of an organization's task environment except:
a. customers. b. the labor market.
c. competitors. d. employers.
e. suppliers.
48. Which of the following is not a part of an organization's general environment?
a. Technological factors b. Economic factors
c. Competitors d. Legal–political factors
e. Social factors
49. Scientific and technological advancements in a specific industry, as well as in society at large,
are included in which general environment dimension?
a. Social b. Legal–political
c. Economic d. Technological
50. The __________ environment represents the outer layer of the environment and affects
organizations __________.
a. task; indirectly b. general; directly
c. internal; directly d. general; indirectly
51. Which dimension of the general environment represents the demographic characteristics,
norms, customs, and values of the population within which the organization operates?
a. Legal–political b. Economic
c. Technological d. Social
52. When the Miami Herald launches a Spanish-language newspaper, El Nuevo Herald, with
articles emphasizing Hispanic, Cuban, and Latin American news and sports, it is responding to
changes in the __________ dimension of the general environment.
a. social b. technological
c. economic d. legal
53. The general environment dimension that includes consumer purchasing power, the
unemployment rate, and interest rates is called the __________ dimension.
a. legal–political b. social
c. technological d. economic
54. The people and organizations in the environment that acquire goods or services from the
organization are:
a. competitors. b. suppliers.
c. customers. d. employees.

55. When two or more organizations combine to become one, it is referred to as a(n):
a. joint venture. b. flexible structure.
c. mechanistic structure. d. merger.
56. Molly Madison received "The Employee of the Month" Award at Internal Workings
Remodeling Service in April. Molly would be considered a part of the __________ environment for
Internal Workings.
a. general b. task
c. economic d. internal
e. external
 6

57. Culture can be defined as:

a. the set of key values, beliefs, understandings, and norms shared by members of an
organization.
b. the ability to speak different languages.
c. an object, act, or event that conveys meaning to others.
d. a narrative based on true events that is repeated frequently and shared among
organizational employees
58. __________ is/are associated with the surface level of organizational culture.
a. Values b. Norms
c. Manner of dress d. Beliefs
59. Symbols, stories, and heroes are important because they:
a. entertain executive-level management.
b. address the concerns of government.
c. acquaint customers to the organization.
d. demonstrate an organization's fundamental values.
e. give employees something to talk about.
60. A __________ is a narrative based on a true events that is repeated frequently and shared
among organizational employees.
a. symbol b. slogan
c. story d. hero
e. ceremony
61. A figure who exemplifies the deeds, character, and attributes of a strong culture is referred
to as a:
a. symbol. b. figurehead.
c. slogan. d. hero.
e. cultural leader.
62. Heroes are important to an organization due to the fact that they:
a. demonstrate fundamental values of the organization.
b. exemplify a strong corporate culture.
c. are role models for other employees to follow.
d. all of these.
e. none of these.
63. A __________ is a phrase or sentence that succinctly expresses a key corporate value.
a. symbol b. story
c. slogan d. hero
Scenario - Melissa Hill
Melissa Hill, sales manager for One-Hit-Wonder Record Company, was trying to create a new
strategy to turn around the declining record sales the company was facing. Melissa needed to
find a way to find out what the customers really wanted, since One-Hit-Wonder didn't have
accurate information like the competitors did. It was imperative that she find the correct
strategy and information because the company was in financial trouble. The company's
president wanted all employees to help find information and work as a team to develop better
relationships that might help the company. He also stated that he wanted the company to
remain an independent company. Melissa realized that through hard work and team efforts, the
company could get back on its feet as soon as they got reliable information.
64. Melissa will be working primarily with the:
a. legal–political dimension. b. labor market.
c. technological dimension. d. economic dimension.
e. social dimension.
65. Which of the following problems did Melissa face?
a. Culture gap b. Structural instability
c. Environmental uncertainty d. Company transformation
e. Legal problems
66. Which of the following types of cultures best describes One-Hit-Wonder's culture?
a. Clan b. Achievement
c. Consistency d. Adaptability
e. Involvement
 7

Chapter 4: Managing in Global Economy

67. Which of the following is the entry mode which do not need to invest any facilities in the
home country?
a. Franchising b. Exporting
c. Joint ventures d. Wholly-owned subsidiaries
68. Which of the following is the quicker way for companies to expand internationally?
a. Exporting b. Licensing
c. Wholly-owned subsidiary
69. Which of the following is NOT the challenge of exporting?
a. Transportation costs b. Tariff and non-tariff barriers
c. Being subjected to quotas d. The geographical distance
70. Which of the flowing is the challenge of licensing?
a. Strict guidelines and rules from the franchisor
b. Geographic distance of licensors and licensees
c. The objectives of licensors and licensees are not similar
d. High costs of investment
71. The cooperative agreement between potential or actual competitors is called:
a. Exporter b. Wholly-owned subsidiaries
c. Strategic alliance d. Multinational corporations
72. Which of the following has a full decision making authority and retain full profit?
a. Partnership b. Strategic alliance
c. Wholly-owned subsidiary d. Joint venture
73. Which of the following is NOT the primary pressure the international business faces?
a. The transportation costs b. The high rate of tariff
c. The lack of qualified employees d. To localize products or services
74. Which of the following strategies is where a company takes the products produced in the
home country and sells them internationally?
a. Global strategy b. Transnational strategy
c. International strategy d. Multi-domestic strategy
75. Which of the following strategies is the opposite of the multinational strategy?
a. Global strategy b. Transnational strategy
c. International strategy d. Multi-domestic strategy
76. Which of the following strategies is considered as an ideal one?
a. Global strategy b. Transnational strategy
c. International strategy d. Multi-domestic strategy
77. Which of the following is the advantage of international strategy?
a. The lack of competitors
b. The ability to balance both the needs to reduce costs and localize products.
c. To be adaptable to the host country’s culture
d. To be more freedom to sell the products in the host countries.
78. Which of the following strategies is concerned mostly about the reduction of costs and not
so much about localizing or adapting to the host country’s culture?
a. Global strategy b. Transnational strategy
c. International strategy d. Multi-domestic strategy
79. Which of the following strategies is concerned mostly about adapting to the local culture and
exploiting opportunities in the host country?
a. Global strategy b. Transnational strategy
c. International strategy d. Multi-national strategy
80. The subsidiaries of which strategy are dependent on the home country?
a. Global strategy b. Transnational strategy
c. International strategy d. Multi-domestic strategy
81. The subsidiaries of which strategy are independent on the home country and get more
freedom to implement its own way of doing business?
a. Global strategy b. Transnational strategy
c. International strategy d. Multi-national strategy
 8

82. The subsidiaries of which strategy are not dependent on the home country but reply more
on each other?
a. Global strategy b. Transnational strategy
c. International strategy d. Multi-national strategy
83. Industries using the global strategy patterns are suitable to use which of the following
strategy?
a. Global strategy b. Transnational strategy
c. International strategy d. Multi-national strategy
84. Retailing industries are suitable to use which of the following strategy?
a. Global strategy b. Transnational strategy
c. International strategy d. Multi-national strategy
85. Television sets, automobiles and watches are suitable to use which of the following strategy?
a. Global strategy b. Transnational strategy
c. International strategy d. Multi-national strategy
86. Your company is interested in producing and marketing a line of coffee that will penetrate
the Chinese market. This is the first time your company has gotten involved internationally, so
you are being cautious and would initially like to spend the least amount of money as possible
to get involved. What type of strategy are you going to use?
a. Wholly-owned subsidiary b. Exporting.
c. A joint venture. d. Strategic alliance
87. Sarah works at a U.S.-based company that gets most of its sales from Europe, more than half
of the company’s managers are non-American, and its employees work in five different
countries. Based on this information, Sarah works at a(n):
a. joint venture. b. company limited
c. multinational corporation. d. transglobal corporation.
88. Which of the following management functions changes when a business operates
internationally?
a. Planning b. Organizing
c. Controlling d. Leading
e. None of these
89. One result of globalization is that countries, businesses, and people have become:
a. less ethical. b. increasingly independent.
c. decreasingly technological competence d. increasingly interdependent.
89. Which of the following characteristics distinguish a multinational corporation (MNC)?
a. MNC top managers are presumed to exercise a global perspective.
b. An MNC is ultimately controlled by a single management authority.
c. An MNC is managed as an integrated worldwide business system.
d. An MNC typically receives more than 25 percent of its total sales revenues from
operations outside the parent’s home country.
e. All of these.
 9

Chapter 5: Managing Ethics and Social Responsibility

90. Which of the ethical perspectives suggests that managers need to look at existing ethical
norms in industries and companies?
a. Utilitarian view of ethics b. Rights view
c. Theory of justice view d. Integrative social contracts theory
91. Which of the following ethical approaches are companies citing to justify their policing of
employees' personal habits on and off the job, such as alcohol and tobacco consumption?
a. Utilitarian view of ethics b. Rights view
c. Theory of justice view d. Integrative social contracts theory
92. Which of the following approaches to ethical decision making asserts that human beings
have fundamental liberties that cannot be taken away by another individual’s decision?
a. Utilitarian view of ethics b. Rights view
c. Theory of justice view d. Integrative social contracts theory
93. Disk Replacement Services has just completed a procedure manual to handle employee
grievances. One of the main criteria is to make it clear to employees that rules will be
administered fairly and consistently. Disk Replacement operates on the __________ perspective.
a. Utilitarian view of ethics b. Rights view
c. Theory of justice view d. Integrative social contracts theory
94. In what stage of personal moral development is an individual concerned with external
rewards and punishments and obey authority to avoid detrimental personal consequences?
a. Preconventional b. Conventional
c. Principled d. Postconventional
95. Which of the following employee behaviors is associated with the preconventional level of
personal moral development?
a. Work-group collaboration b. Task accomplishment
c. Empowered employees d. Full participation
e. None of these
96. Which of these employee behaviors is associated with the conventional level of personal
moral development?
a. Task accomplishment b. Empowered employees
c. Work-group collaboration d. Full participation
e. Act in own interest
97. In which of the following stages of personal moral development do internal set of values
become more important than the expectations of others?
a. Preconventional b. Conventional
c. Principled d. Collaborative
e. None of these
98. Which of the following employee behaviors is associated with the postconventional level of
personal moral development?
a. Empowered employees b. Task accomplishment
c. Act in own interest d. Work-group collaboration
e. None of these
99. The great majority of managers operate at the __________ level of personal moral
development.
a. preconventional b. principled
c. conventional d. postconventional
100. A lifeguard in Hallandale Beach, Florida, was fired for leaving his assigned zone to help a
drowning man even though his supervisor ordered him not to leave his zone and to call 911
instead. The lifeguard was operating from the __________ level of moral development.
a. preconventional b. conventional
c. postconventional d. lowest
 10

101. __________ refers to the ability to generate wealth without compromising environmental
responsibility and social stewardship, thus meeting the current and future needs of
stakeholders while preserving the environment and society so that future generations can meet
their needs as well.
a. Ethical management b. Green Innovation
c. Sustainability d. Future management
102. What are the three Ps that comprise the triple bottom line?
a. People, Planet, and Public b. People, Performance, and Profit
c. People, Politics, and Profit d. People, Planet, and Profit
e. Performance, Profit, and Public
102. The “__________” part of the triple bottom line looks at how socially responsible the
organization is in terms of fair labor practices, diversity, supplier relationships, treatment of
employees, contributions to the community, and so forth.
a. Planet b. People
c. Public d. Profit
e. Performance
103. __________ means that managers are honest and trustworthy, are fair in their dealings with
employees and customers, and behave ethically in both their personal and professional lives.
a. Whistle-blowing b. Sustainability
c. Corporate social responsibility d. Managerial integrity
e. Ethical leadership
104. Which of the following is the disclosure by an employee of illegal, unethical, or illegitimate
practices on the employer’s part?
a. Tattling b. Whistle-blowing
c. Organizational communication d. The filing of a disclosure statement
Scenario - Roger Duke
Roger Duke is the manager of the Accounting division at GTC Industries. The group of
employees that he oversees has many issues. Morale is low, and there is a lot of infighting within
the group. They easily get sidetracked with their work, and Roger must constantly direct and
oversee them to make sure they stay on task. Roger has also caught a few of them instant
messaging friends on their computers while they should be working. A couple of them have also
been caught stealing supplies, and three of his employees have failed drug tests in the past
month. Because of this, top management wants Roger to monitor his employees’ Internet use,
keep an inventory of supplies on a regular basis, and give random drug tests every week.

105. Which of the following approaches for guiding ethical decision making does Roger most
likely use with his group of employees?
a. Utilitarian b. Individualism
c. Rights d. Justice
106. Which stage of moral development are Roger’s employees currently at?
a. Preconventional b. Conventional
c. Postconventional d. Principled
107. All of the following are things that Roger can do to promote a culture in which everyone
behaves in an ethical and socially responsible way except:
a. display honestly and integrity.
b. communicate and enforce ethical standards through behavior.
c. be fair in decisions.
d. distribute rewards disproportionately.
e. show kindness and concern for others.
 11

CHAPTER 7: PLANNING IN ORGANIZATIONS

108. A(n) __________ is a blueprint for goal achievement and specifies the necessary resource
allocations, schedules, tasks, and other actions.
a. goal b. plan
c. mission d. vision
e. objective
109. Which of the strategic management functions is considered the most fundamental?
a. Organizing b. Leading
c. Controlling d. Planning
110. __________ is the act of determining the organization's goals and defining the means for
achieving them.
a. Controlling b. Organizing
c. Planning d. Developing a mission
111. A(n) __________ is the basis for the strategic level of goals and plans, which in turn shapes the
__________ and the __________.
a. goal; mission; tactical level
b. objective; operational level; mission
c. operational goal; mission; tactical level
d. mission; tactical level; operational level
112. __________ are typically responsible for establishing strategic goals and plans.
a. Middle managers b. The board of directors
c. Consultants d. Top managers
113. __________ are primarily responsible for operational goals and plans.
a. Middle managers b. The board of directors
c. Supervisors d. Top managers
114. Which of the following employees of Good Times Corporation would be primarily
concerned with developing tactical goals and plans?
a. Fred, who is a division manager
b. Jeannie, who is on the board of directors
c. James, who is a consultant
d. Brad, who is the CEO
115. Sherry is a first-line supervisor at Rooftop Corporation. She is most concerned with which
level of goals?
a. Operational goals b. Tactical plans
c. Strategic goals d. Mission statement
116. A statement of purpose that distinguishes the organization from others of a similar type is
known as a(n) __________ statement.
a. goals b. values
c. income d. mission
117. "We respect our employees and value their diversity" is an example of a statement you are
most likely to find in the organization's:
a. mission statement. b. strategic goals.
c. tactical goals. d. strategic plans.
118. "We seek to become the premier business school in the West" is an example of a statement
you are most likely to find in the organization's:
a. tactical goals. b. operational goals.
c. mission statement. d. tactical plans.
119. At the top of the goal hierarchy is:
a. strategic goals. b. tactical goals.
c. operational goals. d. the mission.
120. __________ are broad statements describing where the organization wants to be in the future.
a. Operational plans b. Tactical goals
c. Strategic goals d. Operational goals
121. __________ define the action steps by which the company intends to attain strategic goals.
a. Tactical goals b. Operational plans
c. Tactical plans d. Strategic plans
 12

122. Sarah is a middle manager at Style Sneakers Corporation. She is most likely responsible for
the achievement of:
a. operational goals. b. tactical goals.
c. strategic goals. d. operational plans.
123. The outcomes that major divisions and departments must achieve for the organization to
reach its overall goals are called:
a. strategic goals. b. tactical goals.
c. operational goals. d. operational plans.
124. Which of the following refer to specific, measurable results expected from departments,
work groups, and individuals?
a. Operational goals b. Tactical goals
c. Strategic goals d. Operational plans
125. Which of the following are developed at the lower levels of the organization to specify
action steps toward achieving operational goals and to support tactical plans?
a. Tactical goals b. Strategic plans
c. Operational plans d. Strategic goals
126. The __________ is the department manager's tool for daily and weekly operations.
a. tactical goal b. strategic goal
c. strategic plan d. operational plan
e. tactical plan
Scenario - Katelynn Kareem
Managers at WXYZ just announced that the new management program would be focused
around management by objectives (MBO) concepts. Katelynn Kareem had been a manager at
WXYZ for 10 years, and she was not certain if this new MBO approach was going to fit her
department. She had strong commitment to achieving the company's objectives, but she also
knew her employees well enough to know that some didn't share the same commitment.

127. In the MBO process, after the first step of setting goals is accomplished, the next step that
Katelynn should expect is:
a. reviewing progress toward company goals.
b. appraising overall performance.
c. developing action plans.
d. defining the mission.
128. What can Katelynn expect to be doing during the final step of the MBO process?
a. Setting goals b. Reviewing progress
c. Appraising overall performance d. Defining the mission