Management Meeting and Exceeding 9th Edition Plunkett Attner Allen Test Bank
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Below you will find some free nursing test bank questions from this test bank:
THE MANAGER’S ENVIRONMENT
F 1. Environmental scanning is the process of collecting information about the internal
130 environment to identify and analyze trends.
T 2. Open organizational systems are constantly changing.
T 3. An organization is a system.
T 4. Organizations are composed of internal and external environments.
T 5. Every organization’s internal environment is composed of elements within its borders
132 that managers create, acquire, and utilize.
T 6. External forces are outside the control of the manager.
F 7. The labor force is part of the internal environment.
F 8. A company’s vision is the touchstone which all offerings are judged.
F 9. The boundary that separates the organization from its external environment is always
132 clear and precise.
F 10. Core competencies are fundamental principles that a company will not
F 11. A company’s vision statement states what it has accomplished in the
F 12. Along with intangible assets, intellectual capital constitutes the current worth of a
133 company and its future prospects.
F 13. The lower level of management in a company provides the primary
134 framework for an organization’s culture.
T 14. How people feel about working in their company is called organizational
T 15. An organization not defined or limited horizontal, vertical, or external boundaries
136 imposed a predetermined structure is a boundaryless organization.
T 16. A trend that emerged in the 1980s in supplier practices is that companies are
139 seeking deep alliances with fewer, more dependable suppliers.
F 17. An organization’s competitors are those firms that offer dissimilar products and
140 services in the organization’s marketplace.
F 18. An organization’s indirectly interactive forces are less remote and generally beyond
141 the ability of managers to control or influence to any great extent.
T 19. Sociocultural forces include discoveries resulting from research and
142 development activities.
T 20. Breakthroughs in technology influence how efficiently businesses operate as well
143 as the competitiveness and quality of the products and services.
F 21. Boundary spanners look for developments that do not influence plans, forecasts,
144 decisions, and organizations.
F 22. Monitoring events and trends outside a manager’s specific area of influence is called
144 boundary splitting.
F 23. Customers are never thought of as stakeholders.
T 24. Every business needs to define the portions of society that it must serve.
a 1. The process of collecting information about the external environment to
130 identify and nalyze trends is called:
* a. environmental scanning.
- production scanning.
- the systems approach.
c 2. Which of the following is not considered an input in an open system?
131 a. facilities
* * b. finances
- social responsible behavior
d 3. The system’s “informative” linkage between outputs and inputs is known as .
131 a. profits
** b. customers
b 4. The concept of organizational systems affects and is affected various
132 and constantly changing forces.
* a. closed
d 5. A company’s is its primary reason for existence.
132 a. supplies
* b. internal environment
- external environment
d 6. Organizational elements of the internal environment are created .
132 a. prices
* b. products
d 7. The fundamental principles a company will not compromise is its:
133 a. vision.
* b. core competencies.
- core values.
a 8. The most significant cause for an organization’s success is a continuing focus on
* a. core competencies.
- organization downsizing.
- deployment of labor.
- cost overruns.
b 9. ________ serve as a baseline for actions and decision making and guide employees
133 in the organization’s intentions and interests.
* a. Habits
d 10. All of the following are elements of organizational culture except:
134 a. shared values.
* b. philosophies.
- norms of behavior.
- product evaluation.
d 11. The level of management provides the primary framework for an
135 organization’s culture.
* * a. lower
b 12. Values, beliefs, habits, norms, and behavior make up the organizational .
135 a. profit motive
* b. culture
- financial picture
- legal system
c 13. Within a company’s formal and social subsystems, a __________ normally emerges.
135 a. a legal sub assembly
* * b. political subculture
- distinctive miniculture
- bureaucratic system
a 14. An organizaiton’s collective experiences, wisdom, knowledge, and
135 expertise is called:
* a. core competencies.
- organization culture.
- total systems approach.
- intellectual capital.
a 15. The formal structure of an organization is actually a part of the company’s .
136 a. internal environment
* b. external environment
- directly interacting forces
- indirectly interacting forces
d 16. Organizational climates are corporate cultures.
135 a. a detriment to
* b. not related to
- counter-productive to
- an extension or outgrowth of
a 17. An organization skilled at creating, acquiring, and transferring knowledge
136 is called a:
* a. learning organization.
- boundaryless organization.
- resource organization.
- cultured organization.
d 18. The primary resource of all organizations is .
136 a. information
* b. money
b 19. The surrounding region or community’s permanent framework such as
137 dams, power stations, roads, railways, harbors, and airports is known as:
* a. information.
c 20. A financial resource that is important for U.S. corporations is ____________.
138 a. assets
* b. alliance funds
- corporate stock
- new customer base
d 21. Owners, customers, suppliers, and competitors are forces of an organization’s
139 system that interact .
* a. within the organization
- only in closed systems
a 22. External customers include the following except:
139 a. operative employees.
* b. manufacturers.
d 23. Recent trends in supplier practices continue to emerge to include the following
* a. increased use of outside suppliers.
- develop close alliances with outside suppliers.
- increased alliances with fewer, more dependable suppliers.
- decrease of partnership because of increased control.
d 24. Domestic and foreign economic, legal/political, sociocultural, technological, and
141 natural forces are called:
** a. non-threatening consideration.
- directly interactive forces.
- insignificant closed systems.
- indirectly interactive forces.
d 25. The combined effects of processes, materials, knowledge, and other discoveries
142 resulting from research and development activities is known as:
* a. environmental forces.
- natural forces.
- sociocultural forces.
- technological forces.
d 26. The forces that create challenges, risks, opportunities, and changes for every
144 organization are called:
* * a. indirectly interactive.
d 27. Boundary spanners look for reliable sources of information on ____________.
144 a. customers
* b. suppliers
- government regulators
- all of the above
MULTIPLE-CHOICE (OPENING VIGNETTE: WAL-MART: RESPONSE TO ENVIRONMENT)
d 28. Walton is given credit for changing the world of retail through which of the following?
129 a. empowering management techniques
* b. pioneering retailing concepts
- use of information technology
- all of the answers are correct
b 29. The first Wal-Mart opened in _____ in Rogers, Arkansas.
129 a. 1952
* b. 1962
d 30. In 1966, Walton realized that to grow, he would have to use which of the following?
129 a. everyday low prices
* b. contemporary operations
- cutting edge staffing techniques
- computerized merchandise controls
b 31. Wal-Mart’s success is attributed to which of the following?
129 a. everyday low prices
* b. responding to change
- supplier controls
- strong customer base
b 32. __________ is a function of the ability to learn and to perform according to changes
129 in the environment.
* a. Organizational control
- Organizational adaptability
- Customer focus
- Bench strength
q 1. boundary spanning a. firms that offer similar products in
144 the organization’s marketplace
g 2. core competencies b. forces such as climate, weather, geography
133 and geology that affect how businesses
operate and locate their operations
a 3. competitors c. a system that regularly affects and is
140 affected various and constantly changing
forces outside itself
j 4. customers d. available, qualified, and potential employees
o 5. economic forces e. the providers of resources to produce
141 goods and services
f 6. external environment f. all forces outside an organization’s borders
132 that interact directly or indirectly with it
m 7. internal environment g. company’s expertise evolved over time
d 8. labor force h. organizational experience, wisdom,
141 knowledge, and expertise
i 9. legal and political forces i. the general framework of statutes enacted
l 10. organizational climate j. internal and external users or consumers
135 of goods and services
b 11. natural forces k. influences and contributions from diverse
143 groups outside an organizaiton
c 12. open system l. employee’s feelings about work
k 13. sociocultural forces m. elements within organization’s borders
142 that managers create, acquire and utilize
n 14. stakeholders n. owners, employees, customers, and
e 15. suppliers o. conditions that influence management
146 decisions and the costs and availability of resources
p 16. technological forces p. the combined effects of processes,
143 materials, knowledge, and other discoveries
resulting from research and development
h 17. intellectual capital q. the surveillance of outside areas and
t ___18. environmental scanning r. gives an organization its distinct cutlure
r ___19. organizational culture s. domestic, and foreign economic, legal/
134 political, sociocultural, and natural forces
v ___20. boundaryless organization t. collecting information about the external
u ___21. directly interactive forces u. an organization’s owners, customers, and
139 external labor pool
s ___22. indirectly interactive forces v. organizations not defined external