Deck 3: Environment and Diversity

Question 1

__________ is especially important in the demanding global economy because nowhere in the world can managers rest on past successes and ignore what others are doing, either at home or abroad.

A) Competitive advantage
B) Strategic advantage
C) Market advantage
D) Management advantage
E) Core advantage

Answer 1

A

Question 2

The internal culture of an organisation has the potential to:

A) shape attitudes and reinforce common beliefs.
B) direct behaviour.
C) establish performance expectations and the motivation to fulfil them.
D) All of the options listed
E) None of the options listed

Answer 2

D

Question 3

Natural environment conditions in the general environment include:

A) social values regarding human rights and the natural environment, trends in education and demographic patterns.
B) general state of nature and conditions of the natural environment.
C) development and availability of technology in the environment, including scientific advancements.
D) philosophy and objectives of political parties, as well as laws and governmental regulations.
E) inflation, income levels, gross domestic product and unemployment.

Answer 3

B

Question 4

__________ are specific providers of the human, information and financial resources and raw materials needed by the organisation to operate.

A) Suppliers
B) Employees
C) Competitors
D) Regulators
E) Customers

Question 5

All of the following are important stakeholder elements in the task environment of most organisations EXCEPT:

A) regulators.
B) suppliers.
C) supervisors.
D) customers.
E) competitors.

Question 6

The greater the level of environmental uncertainty, the:

A) greater the need for flexibility and adaptability in organisational designs and work practices.
B) more attention that management must direct toward the external environment.
C) greater the level of environmental complexity and the rate of change in the environment.
D) All of the options listed
E) None of the options listed

Question 7

__________ are specific consumer or client groups, individuals and organisations that purchase the organisation's goods and/or use its services.

A) Employees
B) Competitors
C) Customers
D) Regulators
E) Suppliers

Question 8

All of the following are true statements regarding environmental uncertainty EXCEPT:

A) most organisations encounter relatively little uncertainty in their environments.
B) there is a lack of complete information concerning what developments will occur in the external environment.
C) environmental uncertainty makes it difficult to understand potential implications for the organisation.
D) complexity refers to the number of different factors that exist in the environment.
E) the rate of change in factors in the environment is one component of environmental uncertainty.

Question 9

Technological conditions in the general environment include:

A) nature and conditions of the physical environment.
B) philosophy and objectives of political parties, as well as laws and governmental regulations.
C) inflation, income levels, gross domestic product and unemployment.
D) social values regarding human rights and the natural environment, trends in education and demographic patterns.
E) development and availability of technology in the environment, including scientific advancements.

Question 10

An organisation can create a __________ by utilising a __________ that clearly sets it apart from its competitors and gives it an advantage over them in the marketplace.

A) core advantage; competitive competency
B) core competency; competitive advantage
C) competitive advantage; core competency
D) general environment; specific environment
E) competitive advantage; specific environment

Question 11

Which of the following would NOT be a condition in the general environment?

A) Technological conditions
B) Economic conditions
C) Sociocultural conditions
D) Political-legal conditions
E) Extent and nature of competition

Question 12

The __________ consists of all the background conditions in the external environment of an organisation that form a general context for managerial decision making.

A) task environment
B) general environment
C) specific environment
D) management environment
E) organisational environment

Question 13

__________ are specific government agencies and representatives, at the local, state and national levels that enforce laws and regulations affecting the organisation's operations.

A) Employees
B) Competitors
C) Customers
D) Suppliers
E) Regulators

Question 14

The key result of achieving a competitive advantage is:

A) an ability to establish a monopolistic market position.
B) an ability to sidestep government regulations.
C) an ability to dictate consumer needs and preferences.
D) an ability to drive the competition out of business and to make extraordinarily high profits.
E) an ability to consistently do something of high value that one's competitors cannot replicate or do as well.

Question 15

Which of the following would NOT be an important stakeholder element in the specific environment of most organisations?

A) Employees
B) Customers
C) Suppliers
D) Competitors
E) Regulators

Question 16

__________ means that there is a lack of complete information regarding what developments will occur in the external environment.

A) Environmental uncertainty
B) Environmental change
C) Environmental information
D) Environmental complexity
E) Environmental dynamism

Question 17

An organisation can achieve a competitive advantage through which of the following ways?

A) Pricing and customer service
B) Cost efficiency and quality
C) Customer service and quality
D) All of the options listed
E) None of the options listed

Question 18

Political-legal conditions in the general environment include:

A) social values regarding human rights and the natural environment, trends in education and demographic patterns.
B) philosophy and objectives of political parties, as well as laws and governmental regulations.
C) development and availability of technology in the environment, including scientific advancements.
D) nature and conditions of the physical environment.
E) inflation, income levels, gross domestic product and unemployment.

Question 19

Persons, groups and institutions that are affected in some way by the organisation's performance are referred to as:

A) target populations.
B) agencies.
C) stakeholders.
D) All of the options listed
E) None of the options listed

Question 20

General environment conditions exclude which one of the following categories?

A) Natural environment conditions
B) Technological conditions
C) Human relations conditions
D) Economic conditions
E) Legal-political conditions

Question 21

The underlying beliefs that influence the behaviour of organisation members and actually give rise to the different aspects of observable culture can be described as the:

A) behavioural guidelines.
B) observable culture.
C) human values.
D) core values.
E) rites of passage.

Question 22

Relevance, pervasiveness, and strength are the three criteria for evaluating the:

A) goals for managerial excellence.
B) qualities for the organisation's strategic objectives.
C) core values of an organisation's culture.
D) desired outcomes of the organisation's external environment.
E) rules of conduct in most organisations.

Question 23

Observable culture is seen through which of the following elements of organisational life?

A) Strategy, performance, structure and worker involvement
B) Stories, symbols, heroes and rites and rituals
C) Stories, relevance, pervasiveness and strength
D) Symbols and rites
E) Core culture and corporate culture

Question 24

Economic conditions in the general environment include:

A) social values regarding human rights and the natural environment, trends in education and demographic patterns.
B) development and availability of technology in the environment, including scientific advancements.
C) nature and conditions of the physical environment.
D) inflation, income levels, gross domestic product and unemployment.
E) philosophy and objectives of political parties, as well as laws and governmental regulations.

Question 25

Jimmy is new to the ZYX Organisation. He asks his supervisor why production standards are not modified to reflect market competition. His supervisor says, 'That is the way we do things around here.' The supervisor's comment is an example of:

A) the organisational culture.
B) the corporate mission.
C) the supervisor's motto.
D) a supervisor's principle.
E) an outdated production manual.

Question 26

Leaders at any level of the organisation should promote core values that:

A) are known by all members of the organisation or group.
B) are accepted by everyone involved.
C) support key performance objectives.
D) All of the options listed
E) None of the options listed

Question 27

The use of __________ in the pursuit of competitive advantage is rapidly evolving with the support of information technology that allows organisations to maintain intense communication with customers as well as to gather and utilise data regarding the customers' needs and preferences.

A) customer relationship management
B) value chain management
C) total quality management
D) supply chain management
E) internal customer management

Question 28

The best organisations that have strong cultures will likely do all the following EXCEPT:

A) show respect for members.
B) encourage adaptability.
C) encourage continuous improvement.
D) discourage innovation.
E) promote teamwork.

Question 29

Individuals in an organisation who depend on the results of others' work in order to do their own jobs well are called:

A) external customers.
B) jobbers.
C) quality experts.
D) dependent employees.
E) internal customers.

Question 30

A(n) __________ is someone who uses symbols well to establish and maintain a desired organisational culture.

A) symbolic leader
B) cultural manager
C) communications specialist
D) business executive
E) organisational leader

Question 31

Achieving efficiency in all aspects of the __________ while ensuring the necessary flow and on-time availability of quality resources for customer-driven organisations is the fundamental goal of __________.

A) supply chain; supply chain management
B) customer chain; customer chain management
C) quality chain; quality chain management
D) value chain; value chain management
E) production chain; production chain management

Question 32

Highly successful companies typically emphasise which of the following core values?

A) Symbols, stories and strategies.
B) Observable behaviour, management strategy, mission statement and strategic objectives.
C) Stories, symbols, heroes and rites and rituals.
D) Strategy, performance, structure and worker involvement.
E) Performance excellence, innovation, social responsibility, integrity, worker involvement, customer service and teamwork.

Question 33

Newly hired workers at Disney World are counselled to always think of themselves as more than employees; they are key 'members of the cast'. They are told that Disney is not just any business, but an 'entertainment' business. This is an example of Disney World's use of:

A) hiring policy.
B) language metaphors.
C) company goals.
D) language barriers.
E) disciplinary procedures.

Question 34

An investment firm is reviewing the performance of a small corporation, noting its track record in product innovation, the quality of work life of employees and the organisation's degree of involvement in environmental concerns. The investment firm seems to be interested in gathering information about which aspect of the company's culture?

A) Displayed corporate culture
B) Profits
C) Core culture
D) Observable culture
E) Environmental concerns

Question 35

The specific environment can be described in terms of which of the following?

A) The task environment
B) Stakeholders
C) Persons, groups or institutions that are affected by the organisation's performance
D) All of the options listed
E) None of the options listed

Question 36

Good __________ highlight the observable culture by repeatedly telling key stories and frequently using rites and rituals to glorify the performance of the organisation and its members.

A) team leaders
B) chief operating officers
C) chief executive officers
D) symbolic leaders
E) managers

Question 37

While walking through the offices during an interview with the marketing director, John notices the way people dress, the arrangement of their offices, and how the employees treat each other when passing in the hallways. This information about the company reflects its:

A) environmental culture.
B) core culture.
C) observable culture.
D) displayed culture.
E) symbols.

Question 38

Contemporary managers are learning many things because of the impact of the 21st century environment. Which of the following is NOT one of the things that contemporary managers are learning to do?

A) Contemporary managers are learning to operate in a world that devalues information, quality and speed.
B) Contemporary managers are learning how to succeed in a world of intense competition.
C) Contemporary managers are learning how to succeed in an environment of continued globalisation of markets and business activities.
D) Contemporary managers are learning to respond to unrelenting new demands.
E) Contemporary managers are learning how to succeed in a world of rapid technological change.

Question 39

Which of the following types of organisations are becoming more flexible in an attempt to better deal with high amounts of environmental uncertainty?

A) Telecommunications and airline companies
B) Companies that were previously state-owned but now are privatised, and are forced to compete under open market conditions
C) Businesses within those industries, which have been deregulated and must meet new competitive pressures
D) All of the options listed
E) None of the options listed

Question 40

Which of the following operations objectives should be used to guide value-added efforts in developing and maintaining a customer-driven organisation?

A) High quality, low costs and on-time delivery
B) High quality, low costs and low scrap rates
C) High quality, motivated employees and low inventory carrying costs
D) High quality, minimal cycle time and efficient procedures
E) High quantity, low costs and high profit margins

Question 41

An important aspect of __________ is the belief that organisation members should find ways to serve customers' needs more quickly.

A) performance appraisal
B) supply chain analysis
C) performance management
D) human resources management
E) continuous improvement

Question 42

Since customer service can be an important source of competitive advantage, progressive managers:

A) work hard to establish and maintain high standards of customer service.
B) meet every customer's needs and require them to wait, at most, only a short time.
C) provide every customer with goods and services that are high in quality and low in cost.
D) All of the options listed
E) None of the options listed

Question 43

__________ and __________ are two important lessons that have been learned by contemporary successful businesses.

A) Always protect your profits; always treat your customers right
B) Always protect your reputation for quality products/services; always treat your shareholders right
C) Always protect your stockholders; always treat your customers right
D) Always protect your reputation for quality products/services; always treat your customers right
E) Always protect your reputation for shrewd financial management; always treat your employees right

Question 44

Modern production systems utilise __________ to better integrate the various aspects of manufacturing as well as to permit modifications to be made quickly and in a cost-efficient fashion.

A) quality circles
B) strategic management
C) decision support systems
D) integrative brainstorming sessions
E) computer-based technology

Question 45

The basic philosophy of __________ is that organisation members should never be satisfied with current performance.

A) performance management
B) continuous improvement
C) performance appraisal
D) supply chain analysis
E) human resources management

Question 46

Employee involvement and participation in the search for quality solutions is an important part of any:

A) modern human resource management program.
B) analysis of the organisation's environment.
C) quality management process.
D) bureaucratic organisation.
E) supervisor's responsibility for operational efficiency.

Question 47

A(n) __________ is a group of employees who meet regularly to discuss ways of improving the quality of their products or services.

A) employee relations team
B) product development team
C) research and design department
D) focus group
E) quality circle

Question 48

Organisations that want to compete in the world marketplace as 'world-class companies' can gain a competitive advantage by having their operations meet:

A) ISO standards.
B) AAA standards.
C) manufacturing supply standards.
D) international Q standards.
E) consumer protection standards.

Question 49

Which one of the following characteristics does NOT accurately describe the role that technology plays in the quality aspects of operations?

A) Lean production
B) Flexible manufacturing
C) Boutique engineering
D) Mass customisation
E) Agile manufacturing

Question 50

Harold, a digital media entrepreneur, made the following statement in a meeting with his key managers: 'We need to focus our attention on determining what our customers want, where they want it, and when they want it.' Based on this statement, Harold is most likely trying to build:

A) a framework for management analysis.
B) a customer-driven organisation.
C) an information technology driven business.
D) a flexible organisation.
E) a rapidly growing digital media company.

Question 51

Progressive manufacturers that create a design that lowers production costs and improves quality in all stages of production are using a practice known as:

A) design for disassembly.
B) benchmarking.
C) continuous improvement.
D) design for manufacturing.
E) operations engineering.

Question 52

The main objective of using a(n) __________ is to have the members assume responsibility for quality and to apply everyone's full creative potential in achieving it.

A) research and design department
B) focus group
C) product development team
D) employee relations team
E) quality circle

Question 53

Gloria assembles circuit boards in a computer manufacturing plant. She gets the chips for the boards from David, assembles the boards, and then forwards them to Judy, who puts them into the finished components. This example illustrates the concept of:

A) efficient task assignments.
B) Deming's path to quality.
C) internal customers, who use the results of others' work to do their job.
D) integrated manufacturing processes.
E) total quality management and shared responsibility.

Question 54

Philip Crosby has developed what he calls the 'four absolutes' of management for total quality control. Which of the following is NOT one of Crosby's 'four absolutes' of management?

A) Quality comes from defect prevention, not defect correction.
B) Quality means conformance to standards.
C) Quality as a performance standard must mean defect-free work.
D) Quality comes from multiple defect inspections.
E) Quality saves money.

Question 55

W. Edwards Deming's comprehensive, rigorous and learning-based approach to quality emphasises:

A) the use of up-to-date technology to compensate for poorly trained workers.
B) continuous commitment to maximising corporate profits.
C) constant innovation, use of statistical methods and a continuous commitment to up-to-date training.
D) constant correction of defects and termination of employees responsible for the defects.
E) the use of statistical methods to fix blame for low quality.

Question 56

__________ involves strategic management of all operations relating an organisation to the suppliers of its resources.

A) Internal customer management
B) Value chain management
C) Customer relationship management
D) Supply chain management
E) Total quality management

Question 57

Information technology can be used to improve quality management in all of the following ways EXCEPT:

A) to improve relationships with governmental regulatory agencies.
B) for benchmarking to stay abreast of best practices elsewhere.
C) to streamline efficiencies in the supply chain.
D) to streamline efficiencies in internal operations.
E) to improve relationships with customers.

Question 58

Cost savings from improved quality and greater customer satisfaction as well as improved worker morale and commitment are among the benefits that can be provided by a:

A) focus group.
B) product development team.
C) quality circle.
D) human resources department.
E) first-line supervisor.

Question 59

Which one of the following statements does NOT accurately describe a practical implication of the concept of internal customers?

A) Any job or function in the organisation represents an internal customer.
B) Any job or function is both a customer and a supplier.
C) Suppliers have the responsibility to deliver high-quality and on-time inputs to the next point in the workflow.
D) Internal customers refer only to jobs that are directly involved with the manufacture of a product.
E) Customers have the right to expect high-quality and on-time inputs from earlier points in the workflow.

Question 60

Establishing and maintaining effective customer service can be an important source of:

A) public relations.
B) competitive advantage.
C) strategic marketing.
D) strategic decision-making.
E) sales management.

Question 61

Which of the following is NOT a subculture that can be found in an organisation?

A) Generational subcultures
B) Educational subcultures
C) Ethnic subcultures
D) Racial subcultures
E) Gender subcultures

Question 62

__________ uses new technologies to streamline systems and allow work to be performed with fewer workers and smaller inventories.

A) Mass customisation
B) Lean production
C) Flexible manufacturing
D) Agile manufacturing
E) Customised design

Question 63

Which of the following characteristics does NOT accurately describe the process of total quality management?

A) Applying quality principles to all aspects of operations
B) Committing the organisation to the use of self-managing work teams
C) Committing the organisation to continuous quality improvement
D) Making quality principles a part of the organisation's strategic objectives
E) Striving to meet customers' needs by doing things right the first time

Question 64

Mike's work focuses on making a difference in how things are produced and at what level of cost and quality. His job is concerned with:

A) Crosby's 'four absolutes' of management.
B) developing a 'good' product design.
C) continuous improvement.
D) Deming's '14 Points to Quality'.
E) ISO 9000 certification.

Question 65

To receive ISO 9000 certification, companies must __________ and __________.

A) apply for membership in the International Society for Operations (ISO); receive approval from the ISO membership committee
B) undergo extensive managerial training; be approved by the Management Development Institute
C) receive governmental approval to apply for the certification exam; have at least 90% of the employees pass the certification exam
D) increase sales for three years in a row; decrease customer complaints in each year
E) refine and upgrade quality in all operations; undergo a rigorous assessment by outside auditors

Question 66

Providing individualised products quickly and with the production efficiencies once only associated with the mass production of uniform products can be accomplished by using techniques such as __________ and __________.

A) lean production; individualised marketing
B) flexible manufacturing; supply chain customisation
C) agile manufacturing; mass customisation
D) quick process design; mass distribution management
E) None of the options listed are correct.

Question 67

According to W. Edwards Deming, a quality problem could be attributed to which of the following causes?

A) The cause of a quality problem may be a problem with the production and operations systems itself.
B) The cause of a quality problem may be an employee.
C) The cause of a quality problem may be a machine.
D) All of the options listed are potential causes of quality problems.
E) None of the options listed are potential causes of quality problems.

Question 68

The __________ is a hidden barrier that limits the advancement of minorities in some organisations.

A) glass ceiling
B) diversity restraint
C) supply chain
D) minority promotion policy
E) affirmative action procedure

Question 69

In addressing diversity issues, organisational leaders should realise that __________ want respect for their talents and a work setting that allows them to achieve their full potential.

A) artists
B) musicians
C) minority workers
D) All of the options listed
E) None of the options listed

Question 70

__________ refers to pluralism and the respect for diversity in the workplace.

A) Cultural diversity
B) Cultural management
C) An ethical culture
D) Multiculturalism
E) A strong culture

Question 71

A manufacturing approach that designs products with attention to how their component parts will be used when the product life ends is called:

A) design for disassembly.
B) design for engineering.
C) product engineering.
D) benchmarking.
E) continuous improvement.

Question 72

The daily work challenges that can be faced by minority subcultures in organisations include all of the following EXCEPT:

A) misunderstanding.
B) pay discrimination.
C) lack of sensitivity.
D) sexual harassment.
E) clear advancement paths.

Question 73

Which of the following statements about a diverse workforce is NOT true?

A) A diverse workforce makes good business sense in all contexts of organisational action.
B) A diverse workforce helps an organisation to better understand and serve the needs of the global marketplace.
C) A diverse workforce presents little management challenge in addressing various human resources issues.
D) A diverse workforce is best aligned with the needs and expectations of a diverse customer base.
E) A diverse workforce offers a rich pool of talents, ideas and viewpoints that are useful for solving the complex problems of highly competitive and often-uncertain environments.

Question 74

Which of the following statements does NOT accurately describe a characteristic of effective diversity leadership?

A) It promotes inclusive cultures that allow all the organisation's human resources to be utilised to their fullest potential.
B) It promotes a culture that highly values the talents, ideas and creative potential of the majority members.
C) It enables all organisational members to feel good about their membership and performance contributions.
D) It enables managers and people working at all levels of responsibility to benefit from a strong culture based on participation, involvement and empowerment.
E) It respects diversity by being fully responsive to personal needs and non-work pressures faced by diverse members.

Question 75

One of the following statements does NOT correctly describe the challenges faced by minorities. Which is the incorrect statement?

A) Minority members face special economic and work challenges, and these challenges are not always highly visible.
B) Differences are often distributed unequally across organisational levels or among work functions.
C) In Australia and New Zealand, disabled workers have benefited as much as other groups have from the economic growth of the 1990s.
D) Even though organisations are changing, most senior executives in large organisations are older, white and male.
E) More workforce diversity is likely to exist at lower and middle levels of most organisations than at the top.

Question 76

__________ is a leadership approach to diversity in which leadership commits the organisation to education and training program designed to help people better understand and respect individual differences.

A) Human resource training
B) Managing diversity
C) Affirmative action
D) Valuing diversity
E) Personality education

Question 77

A diversity-mature individual is someone who can positively and honestly answer which of the following questions?

A) Are you willing to challenge the way things are?
B) Are you willing to learn continuously?
C) Are you able to cope with complexity and tensions in addressing diversity?
D) All of the options listed
E) None of the options listed

Question 78

Which of the following statements does NOT accurately describe an attribute or characteristic of diversity?

A) Doing the right things in organisational leadership can enable the company to gain competitive advantage through diversity.
B) Diversity is a potential source of competitive advantage.
C) Race and gender are the only diversity dimensions that are relevant to the workplace.
D) Diversity includes everyone, including white males.
E) The way people are treated at work reflects the organisation's culture.

Question 79

Denise is applying for a position with a medium-sized, but rapidly growing insurance company. She notices that there are several senior citizens and female managers of different racial backgrounds. They all seem to be very supportive of the other workers. Denise surmises that this company must be:

A) a dysfunctional place to work.
B) a good organisation for women.
C) a minority-owned organisation.
D) an ethically sound organisation.
E) a multicultural organisation.

Question 80

__________ display characteristics such as structural integration, informal network integration, and minimum intergroup conflict.

A) Multicultural organisations
B) Structurally designed organisations
C) Conflict resolution companies
D) Pluralistic organisations
E) Technologically advanced organisations