Social Science Business Business Management
C483 - OA Prep - WGU
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Test Prep - WGU - Principles of Man... WGU C483 Unit 3- IBA APEX Stu
105 terms 89 terms Teacher 20 terms
C_Bonde Preview savannamputhoff Preview brainscape66
Which of the following refers to D. competitive environment
the immediate environment
surrounding a firm, including (The competitive environment is the immediate environment
suppliers, customers, rivals, and surrounding a firm. It includes suppliers, customers, rivals, new
new entrants? entrants, and substitute products.)
A. relational environment
B. business situation
C. macroenvironment
D. competitive environment
E. business atmosphere
In competition, a complement of A. workout clothes.
a health club membership might
be? (A complement is a potential opportunity because customers
buy more of a given product if they also demand more of the
A. workout clothes. complementary product. The two products are often used
B. free tickets to the movie. together.)
C. an online workout program.
D. a karate club.
E. an adjacent furniture store
The internal environment E. culture and climate.
includes?
(The internal environment includes a firm's culture, climate, and
A. competitors and the values. The external environment includes all relevant forces
economy. outside the organization's boundaries.)
B. customers and suppliers.
C. government and social issues.
D. legal and political factors.
E. culture and climate.
,In Michael Porter's competitive E. suppliers, new entrants, customers, substitutes and
environment model, the five complements, and rival firms.
parts of the model are?
(According to Porter, successful managers do more than simply
A. supply chain management, react to the environment; they act in ways that actually change
competitors, rival firms, the the organization's environment. His model focuses on new
economy, and the entrants, customers, substitutes and complements, suppliers, and
macroenvironment. rival firms.)
B. customer satisfaction, rival
firms, the macroenvironment,
the economy, and suppliers.
C. new entrants, the
macroenvironment, substitutes
and complements, employees,
and the economy.
D. new entrants, the
macroenvironment, the
economy, rival firms, and
competitors.
E. suppliers, new entrants,
customers, substitutes and
complements, and rival firms.
Which of the following aspects C. the corporate mission statement
of organization culture will tell
you what the firm's desired (Corporate mission statements and official goals tell you what
public image is? the firm's desired public image is.)
A. the employee handbook
B. the stories people tell
C. the corporate mission
statement
D. the organization's important
business practices
E. the organization's symbols,
rights, and ceremonies
Complexity and dynamism in the A. environmental uncertainty.
environment result in?
(Environmental uncertainty means that managers do not have
A. environmental uncertainty. enough information about the environment to understand or
B. conflicting competitive predict the future. Uncertainty arises from two related factors:
intelligence. complexity and dynamism.)
C. organizational dynamism.
D. low levels of opportunity.
E. strategic maneuvering.
,Michael Porter, a noted D. act in ways that shape or change the organization's
authority on strategic environment.
management, said that
successful managers? (According to Porter, successful managers do more than simply
react to the environment; they act in ways that actually shape or
A. should lead by personality change the organization's environment.)
and not build a strong
organizational culture.
B. react to the competitive
environment as their primary
task.
C. should primarily focus on
internal strengths and
weaknesses.
D. act in ways that shape or
change the organization's
environment.
E. should adopt the philosophies
of managers of profitable
companies.
Why would a manager of B. so that she can attract retailers that sell products that appeal
marketing for a shopping mall to the age, gender, and income levels of mall visitors.
be concerned with
demographics of actual and (Demographics are measures of various characteristics of the
potential mall visitors? people who make up groups or other social units. A marketing
manager for a shopping mall would decide what stores to attract
A. so that she can become and products to sell based upon the demographics (e.g., age,
fluent in multiple languages and gender, and income levels) of the mall visitors.)
communicate with mall visitors.
B. so that she can attract
retailers that sell products that
appeal to the age, gender, and
income levels of mall visitors.
C. so that she can design
facilities that meet the needs of
elderly and disabled visitors.
D. so that she can determine the
proper full-time/part-time
employee mix.
E. so that she can ensure that
her human resources
department can pass an equal
employment audit.
, Which of the following is a E. everyone believing in the organization's practices
characteristic of a strong
culture? (A strong culture is one in which everyone understands and
A. having questions about believes in the firm's goals, priorities, and practices. In contrast to
corporate goals that only top strong cultures, weak cultures have the following characteristics:
management can answer. different people hold different values, there is confusion about
corporate goals, and it is not clear from one day to the next what
B. fostering affective conflict. principles should guide decisions.)
C. different people holding
different values within the
organization.
D. having unclear principles to
guide decisions.
E. everyone believing in the
organization's practices.
The way people within a E. organization culture.
company dress and act, their
interactions with each other and
with customers, and the qualities (Organization culture includes the way people dress and behave,
expected and appreciated by the way they interact with each other and with customers, and
their managers and company the qualities that are likely to be valued by their managers.)
are examples of the?
A. organizational structure.
B. corporate rules and
regulations.
C. business trait map.
D. business social structure.
E. organization culture.
Which of the following is a B. economic recession
macroenvironmental factor that
can affect an organization? (Macroenvironmental factors include the economy, technology,
laws and regulations, demographics, sustainability, and the
A. organizational strategy natural environment.)
B. economic recession
C. organization design
D. corporate culture
E. internal hiring decisions
SweetStay Incorporated is a B. diversification.
hospitality corporation that runs
three chains of hotels in the (Diversification occurs when a firm invests in different types of
United States. Recently, in the businesses or products to reduce its dependence on a single
face of sinking market share, market or technology.)
SweetStay reduced its
dependence on the hospitality
industry by opening two
restaurants. This is an example
of?
A. integration.
B. diversification.
C. acquisition.
D. divestiture.
E. merging.
C483 - OA Prep - WGU
Save
Students also studied
Flashcard sets Study guides
Test Prep - WGU - Principles of Man... WGU C483 Unit 3- IBA APEX Stu
105 terms 89 terms Teacher 20 terms
C_Bonde Preview savannamputhoff Preview brainscape66
Which of the following refers to D. competitive environment
the immediate environment
surrounding a firm, including (The competitive environment is the immediate environment
suppliers, customers, rivals, and surrounding a firm. It includes suppliers, customers, rivals, new
new entrants? entrants, and substitute products.)
A. relational environment
B. business situation
C. macroenvironment
D. competitive environment
E. business atmosphere
In competition, a complement of A. workout clothes.
a health club membership might
be? (A complement is a potential opportunity because customers
buy more of a given product if they also demand more of the
A. workout clothes. complementary product. The two products are often used
B. free tickets to the movie. together.)
C. an online workout program.
D. a karate club.
E. an adjacent furniture store
The internal environment E. culture and climate.
includes?
(The internal environment includes a firm's culture, climate, and
A. competitors and the values. The external environment includes all relevant forces
economy. outside the organization's boundaries.)
B. customers and suppliers.
C. government and social issues.
D. legal and political factors.
E. culture and climate.
,In Michael Porter's competitive E. suppliers, new entrants, customers, substitutes and
environment model, the five complements, and rival firms.
parts of the model are?
(According to Porter, successful managers do more than simply
A. supply chain management, react to the environment; they act in ways that actually change
competitors, rival firms, the the organization's environment. His model focuses on new
economy, and the entrants, customers, substitutes and complements, suppliers, and
macroenvironment. rival firms.)
B. customer satisfaction, rival
firms, the macroenvironment,
the economy, and suppliers.
C. new entrants, the
macroenvironment, substitutes
and complements, employees,
and the economy.
D. new entrants, the
macroenvironment, the
economy, rival firms, and
competitors.
E. suppliers, new entrants,
customers, substitutes and
complements, and rival firms.
Which of the following aspects C. the corporate mission statement
of organization culture will tell
you what the firm's desired (Corporate mission statements and official goals tell you what
public image is? the firm's desired public image is.)
A. the employee handbook
B. the stories people tell
C. the corporate mission
statement
D. the organization's important
business practices
E. the organization's symbols,
rights, and ceremonies
Complexity and dynamism in the A. environmental uncertainty.
environment result in?
(Environmental uncertainty means that managers do not have
A. environmental uncertainty. enough information about the environment to understand or
B. conflicting competitive predict the future. Uncertainty arises from two related factors:
intelligence. complexity and dynamism.)
C. organizational dynamism.
D. low levels of opportunity.
E. strategic maneuvering.
,Michael Porter, a noted D. act in ways that shape or change the organization's
authority on strategic environment.
management, said that
successful managers? (According to Porter, successful managers do more than simply
react to the environment; they act in ways that actually shape or
A. should lead by personality change the organization's environment.)
and not build a strong
organizational culture.
B. react to the competitive
environment as their primary
task.
C. should primarily focus on
internal strengths and
weaknesses.
D. act in ways that shape or
change the organization's
environment.
E. should adopt the philosophies
of managers of profitable
companies.
Why would a manager of B. so that she can attract retailers that sell products that appeal
marketing for a shopping mall to the age, gender, and income levels of mall visitors.
be concerned with
demographics of actual and (Demographics are measures of various characteristics of the
potential mall visitors? people who make up groups or other social units. A marketing
manager for a shopping mall would decide what stores to attract
A. so that she can become and products to sell based upon the demographics (e.g., age,
fluent in multiple languages and gender, and income levels) of the mall visitors.)
communicate with mall visitors.
B. so that she can attract
retailers that sell products that
appeal to the age, gender, and
income levels of mall visitors.
C. so that she can design
facilities that meet the needs of
elderly and disabled visitors.
D. so that she can determine the
proper full-time/part-time
employee mix.
E. so that she can ensure that
her human resources
department can pass an equal
employment audit.
, Which of the following is a E. everyone believing in the organization's practices
characteristic of a strong
culture? (A strong culture is one in which everyone understands and
A. having questions about believes in the firm's goals, priorities, and practices. In contrast to
corporate goals that only top strong cultures, weak cultures have the following characteristics:
management can answer. different people hold different values, there is confusion about
corporate goals, and it is not clear from one day to the next what
B. fostering affective conflict. principles should guide decisions.)
C. different people holding
different values within the
organization.
D. having unclear principles to
guide decisions.
E. everyone believing in the
organization's practices.
The way people within a E. organization culture.
company dress and act, their
interactions with each other and
with customers, and the qualities (Organization culture includes the way people dress and behave,
expected and appreciated by the way they interact with each other and with customers, and
their managers and company the qualities that are likely to be valued by their managers.)
are examples of the?
A. organizational structure.
B. corporate rules and
regulations.
C. business trait map.
D. business social structure.
E. organization culture.
Which of the following is a B. economic recession
macroenvironmental factor that
can affect an organization? (Macroenvironmental factors include the economy, technology,
laws and regulations, demographics, sustainability, and the
A. organizational strategy natural environment.)
B. economic recession
C. organization design
D. corporate culture
E. internal hiring decisions
SweetStay Incorporated is a B. diversification.
hospitality corporation that runs
three chains of hotels in the (Diversification occurs when a firm invests in different types of
United States. Recently, in the businesses or products to reduce its dependence on a single
face of sinking market share, market or technology.)
SweetStay reduced its
dependence on the hospitality
industry by opening two
restaurants. This is an example
of?
A. integration.
B. diversification.
C. acquisition.
D. divestiture.
E. merging.
