MANAGEMENT EXAM 3 QUESTIONS AND VERIFIED ANSWERS

MANAGEMENT EXAM 3 QUESTIONS AND
VERIFIED ANSWERS
WhatA2doesA2anA2organizationalA2chartA2display?

A)sharedA2values
B)sharedA2beliefs
C)plantA2layouts
D)assemblyA2lines
E)chainA2ofA2commandA2-A2Ans--chainA2ofA2command

Lately,A2Ron'sA2RightA2RenovationsA2hasA2beenA2receivingA2numerousA2requestsA2toA2tile
A2customers'A2kitchensA2andA2bathrooms.A2However,A2noneA2ofA2theA2contractorsA2whoA2
workA2forA2thisA2companyA2specializeA2inA2tiling.A2TheA2owner,A2Ron,A2startsA2recruitingA2f
orA2aA2tilingA2expert.A2WhyA2doesA2RonA2decideA2toA2hireA2anA2externalA2candidateA2instea
dA2ofA2hiringA2fromA2within?

A)ItA2isA2lessA2expensiveA2toA2hireA2externalA2candidatesA2thanA2internalA2candidates.
B)HeA2wouldA2haveA2toA2payA2forA2oneA2ofA2hisA2contractorsA2toA2goA2backA2toA2schoolA2to
A2learnA2thisA2newA2skill.
C)IfA2heA2hiresA2anA2externalA2candidate,A2itA2willA2boostA2employeeA2morale.
D)ThereA2areA2better-qualifiedA2peopleA2outsideA2ofA2theA2organization.
E)HisA2employeesA2willA2beA2relievedA2thatA2theyA2don'tA2haveA2toA2learnA2aA2newA2skill,A2
whichA2willA2increaseA2theirA2productivity.A2-A2Ans--ThereA2areA2better-
qualifiedA2peopleA2outsideA2ofA2theA2organization.

AA2characteristicA2ofA2searchA2firmsA2knownA2asA2headhuntersA2isA2thatA2they

A)A2focusA2onA2internalA2ratherA2thanA2externalA2sourcesA2ofA2recruitment.A2
B)A2specializeA2inA2recruitingA2employeesA2forA2entry-levelA2jobs.A2
C)A2lookA2forA2qualifiedA2candidatesA2whoA2areA2workingA2forA2otherA2companies.A2
D)A2undertakeA2trainingA2forA2unusualA2jobA2requirementsA2orA2skillA2sets.A2
E)A2operateA2asA2careerA2plannersA2forA2employeesA2withinA2organizations.A2-A2Ans--
lookA2forA2qualifiedA2candidatesA2whoA2areA2workingA2forA2otherA2companies.

WhichA2statementA2accuratelyA2describesA2theA2differenceA2betweenA2theA2termsA2"opera
tions"A2andA2"production"?

A)A2OperationsA2isA2theA2firstA2stepA2inA2manufacturing,A2whereasA2productionA2isA2theA2la
stA2step.A2
B)A2OperationsA2isA2simplyA2anA2analysisA2ofA2inputsA2andA2outputs,A2whereasA2productio
nA2includesA2aA2wideA2rangeA2ofA2organizationalA2activitiesA2andA2situations.A2
C)A2OperationsA2includesA2processesA2usedA2inA2theA2makingA2ofA2bothA2tangibleA2andA2i
ntangibleA2products,A2whereasA2productionA2isA2relatedA2onlyA2toA2tangibleA2products.A2

,D)A2OperationsA2focusesA2solelyA2onA2quality,A2whereasA2theA2primaryA2focusA2ofA2produc
tionA2isA2productivity.A2
E)A2OperationsA2isA2restrictedA2toA2smallA2businesses,A2whereasA2productionA2occursA2inA
2bothA2smallA2andA2largeA2businesses.A2-A2Ans--
OperationsA2includesA2processesA2usedA2inA2theA2makingA2ofA2bothA2tangibleA2andA2intan
gibleA2products,A2whereasA2productionA2isA2relatedA2onlyA2toA2tangibleA2products.

TheA2transformationA2processA2inA2operationsA2management

A)A2isA2aA2processA2ofA2replacingA2qualityA2withA2productivityA2whenA2manufacturingA2prod
ucts.A2
B)A2isA2theA2conversionA2ofA2resourcesA2suchA2asA2labor,A2money,A2materials,A2andA2ener
gyA2intoA2goods,A2services,A2andA2ideas.A2
C)A2isA2efficientA2onlyA2whenA2inputsA2areA2usedA2inA2largeA2quantitiesA2toA2produceA2smal
lA2quantitiesA2ofA2output.A2
D)A2isA2associatedA2withA2theA2marketingA2andA2sellingA2ofA2bothA2inputsA2andA2outputsA2t
oA2customers.A2
E)A2isA2aA2processA2ofA2initiatingA2correctiveA2actionA2whenA2theA2actualA2outputA2isA2more
A2thanA2theA2desiredA2output.A2-A2Ans--
sA2theA2conversionA2ofA2resourcesA2suchA2asA2labor,A2money,A2materials,A2andA2energyA2i
ntoA2goods,A2services,A2andA2ideas.

IfA2anA2employee'sA2primaryA2functionA2inA2anA2organizationA2isA2transformingA2resources
A2intoA2goodsA2andA2services,A2thenA2heA2orA2sheA2isA2involvedA2in


A)staffing.
B)financing.
C)customerA2relationshipA2management.
D)operationsA2management.
E)marketing.A2-A2Ans--operationsA2management.

CamilaA2justA2completedA2graduateA2school,A2earningA2aA2master'sA2degreeA2inA2publishi
ngA2andA2writing.A2SheA2interviewsA2forA2anA2editorialA2assistantA2positionA2atA2aA2smallA2p
ublishingA2house,A2andA2theA2humanA2resourcesA2managerA2givesA2CamilaA2aA2copyediti
ngA2testA2toA2complete.A2AA2reasonA2theA2humanA2resourcesA2managerA2givesA2CamilaA2t
hisA2abilityA2testA2isA2to

A)determineA2whetherA2sheA2hasA2theA2skillsA2necessaryA2forA2theA2job.
B)assessA2herA2potentialA2forA2aA2certainA2kindA2ofA2work.
C)assessA2herA2abilityA2toA2fitA2intoA2theA2organization'sA2culture.
D)determineA2herA2levelA2ofA2honesty.
E)determineA2herA2abilityA2toA2meetA2deadlines.A2-A2Ans--
determineA2whetherA2sheA2hasA2theA2skillsA2necessaryA2forA2theA2job.

OperationsA2managementA2hasA2theA2primaryA2responsibilityA2of

, A)securingA2fundsA2forA2theA2activitiesA2ofA2anA2organization.
B)conductingA2researchA2onA2consumerA2behavior.
C)creatingA2goodsA2andA2servicesA2thatA2satisfyA2customers.
D)developingA2onlyA2intangibleA2products.
E)replacingA2qualityA2withA2productivityA2inA2theA2manufacturingA2ofA2goods.A2-A2Ans--
creatingA2goodsA2andA2servicesA2thatA2satisfyA2customers.

WhichA2isA2anA2internalA2sourceA2ofA2recruitmentA2forA2anA2organization?

A)A2vocationalA2schoolsA2
B)A2currentA2employeesA2
C)A2socialA2networkingA2sitesA2
D)A2competingA2firmsA2
E)A2collegesA2-A2Ans--currentA2employees

KristaA2isA2anA2operationsA2managerA2atA2aA2hotel.A2HerA2hotelA2hasA2aA2standardA2ofA280
A2percentA2ofA2roomsA2beingA2readyA2whenA2guestsA2arriveA2toA2check-
in.A2However,A2sheA2recentlyA2collectedA2feedbackA2toA2checkA2onA2theA2hotel'sA2efficienc
yA2andA2foundA2thatA2onlyA270A2percentA2wereA2readyA2onA2time.A2WhatA2mightA2KristaA2do
A2toA2resolveA2thisA210A2percentA2negativeA2deviation?


A)makeA2adjustmentsA2toA2theA2cleaningA2scheduleA2toA2ensureA2thatA2roomsA2willA2beA2a
vailableA2byA2check-inA2time
B)makeA2theA2check-inA2timeA2laterA2toA2matchA2whenA2roomsA2areA2ready
C)addA2aA2disclaimerA2thatA2allA2check-
inA2timesA2areA2approximateA2andA2subjectA2toA2change
D)moveA2theA2check-
outA2timeA2laterA2toA2satisfyA2guestsA2whoA2can'tA2getA2intoA2theirA2roomsA2whenA2expecte
d
E)offerA2aA2complimentaryA2mealA2toA2guestsA2whoA2can'tA2getA2intoA2theirA2roomsA2whenA
2expectedA2-A2Ans--
makeA2adjustmentsA2toA2theA2cleaningA2scheduleA2toA2ensureA2thatA2roomsA2willA2beA2ava
ilableA2byA2check-inA2time

NadeneA2isA2aA2humanA2resourcesA2managerA2atA2aA2largeA2legalA2servicesA2company.A2
SheA2mustA2decideA2howA2manyA2newA2employeesA2herA2companyA2willA2needA2toA2fillA2v
acantA2positionsA2inA2theA2nearA2future.A2InA2thisA2scenario,A2NadeneA2isA2engagingA2in

A)A2recruiting.A2
B)A2planning.A2
C)A2training.A2
D)A2selling.A2
E)A2compensating.A2-A2Ans--planning.

MultinationalA2corporationsA2oftenA2useA2aA2geographicalA2approachA2toA2departmentaliz
ationA2because