MGT230 : Midterm Revision Exam

[CH1] A manager who pursues the right goals for customers is being efficient, while a manager who uses resources productively is being effective.

[CH1] According to the efficiency and effectiveness matrix, a manager with high efficiency but low effectiveness produces a high-quality product that customers do not want.

[CH1] Middle managers have cross-departmental responsibility, establish organizational goals, and decide how different departments should interact.

[CH1] Conceptual skills are the ability to analyze and diagnose a situation and to distinguish between cause and effect.

[CH1] Restructuring means contracting with another company, usually abroad, to perform a work activity that the company previously performed itself.

[CH7] A nonprogrammed decision is routine and almost automatic because managers have already developed rules to apply whenever the situation occurs.

[CH7] The administrative model of decision making is based on three concepts: bounded rationality, incomplete information, and satisficing.

[CH7] Representativeness is a cognitive bias that results from generalizing inappropriately from a small sample or from a single vivid event.

[CH7] Escalating commitment is the tendency of managers to overestimate their own ability to control activities and events.

[CH7] Groupthink occurs when group members strive for agreement among themselves at the expense of accurately assessing information relevant to a decision.

[CH8] Long-term plans usually cover a period of 1 to 5 years, while short-term plans cover less than 1 year.

[CH8] Standing plans are used in situations where programmed decision making is appropriate.

[CH8] In a SWOT analysis, strengths and opportunities are internal factors, while weaknesses and threats are external factors.

[CH8] Scenario planning is the generation of multiple forecasts of future conditions followed by an analysis of how to respond effectively to each of them.

[CH8] The planning characteristic of unity means that only one central, guiding plan is put into operation at any one time.

[CH1] The owner of a bakery in Manama sits down to decide which goals the business will pursue next year, which strategies to adopt, and how to allocate its resources. Which management function is she performing?

[CH1] A hotel manager sets up a monthly report that compares each department's actual guest-satisfaction scores with its targets and takes action when a department falls short. Which management function does this represent?

[CH1] A furniture company chose a design that customers really want, but poor use of materials and labour makes the final price too high for most buyers. Where does this company fall in the efficiency and effectiveness matrix?

[CH1] Ali is a shift supervisor at a supermarket in Riffa. He assigns cashiers to counters every morning and checks their work throughout the day. At which level of management is Ali?

[CH1] Job-specific knowledge and techniques that are required to perform a particular organizational role are known as:

[CH1] A software company lets its programmers choose which projects to work on and decide for themselves how to carry out their tasks, giving them more authority and responsibility. This practice is called:

[CH1] Which of the following is NOT one of the building blocks of competitive advantage?

[CH1] After years of losses, a regional airline appoints a new CEO who creates a fresh vision and uses a new approach to planning and organizing so the airline can survive and later prosper. This is an example of:

[CH7] A hotel front-desk manager follows an established guideline: whenever occupancy exceeds 85 percent, she automatically schedules two extra receptionists. What type of decision is this?

[CH7] Which assumption belongs to the classical model of decision making?

[CH7] With only two days to choose a new packaging supplier, a manager stops searching once she finds a supplier that meets the company's minimum quality and price requirements. Her behaviour is best described as:

[CH7] Under which cause of incomplete information can the probabilities of alternative outcomes NOT be determined, so future outcomes are unknown?

[CH7] A director keeps approving extra budget for a mobile app that has missed every sales target for two years, arguing that the company has already invested too much to stop. Which cognitive bias is he showing?

[CH7] After one graduate from a certain university performed badly, an HR manager decides never to hire graduates from that university again. Which cognitive bias does this illustrate?

[CH7] In which step of the decision-making process do managers compare what actually happened with what was expected and derive guidelines for future decisions?

[CH7] When assessing alternatives, managers use general criteria to evaluate possible courses of action. Which of the following is NOT one of these criteria?

[CH7] Which of the following is a potential disadvantage of group decision making?

[CH8] When defining the business, managers ask all of the following questions EXCEPT:

[CH8] The top management of a Bahraini holding group decides to enter the healthcare industry and expand into the Saudi and Omani markets. Which type of strategy is this?

[CH8] To support its division's goal of increasing output, the manufacturing department of a food company invests in modern production equipment to make its operations add more value. This is an example of a:

[CH8] A bank provides tellers with written instructions describing the exact series of actions to follow when a customer reports a lost debit card. These instructions are an example of a:

[CH8] Which of the following correctly lists the components of SMART goals as defined in the course?

[CH8] Over the past year, many new coffee shops have opened in Bahrain because starting one requires little capital and no special licence. Which of Porter's five forces does this mainly reflect?

[CH8] During a SWOT analysis, the managers of a Bahraini sweets factory note that their product lines are obsolete and narrow compared with rivals. In which SWOT category does this item belong?

[CH8] In the three steps of planning, allocating resources and responsibilities to achieve strategies takes place during:

[CH1] Define management, then explain each of the four principal functions of management.

[CH1] Distinguish between efficiency and effectiveness, then describe the four quadrants of the efficiency and effectiveness matrix and the result of each.

[CH1] Describe the three levels of management, giving the main responsibilities of each level, and explain the three types of managerial skills.

[CH7] List in order the six steps of the decision-making process and explain each step, including the criteria used to assess alternatives.

[CH7] Compare the classical model and the administrative model of decision making, explaining the three concepts on which the administrative model is based.

[CH7] Define heuristics and explain the four sources of cognitive bias that can lead managers to make poor decisions.

[CH8] Explain why planning is important, then list and define the four characteristics of effective planning.

[CH8] Differentiate among the corporate, business, and functional levels of planning and strategy, and distinguish between standing plans and single-use plans with their components.

[CH1] Using the efficiency and effectiveness matrix, classify the performance of the sugar-free date chocolate line. Justify your answer with evidence from the case.

[CH7] Identify the cognitive bias shown by the former general manager. Define it and explain how the case illustrates it.

[CH7] Classify the Saudi hotel order decision by type, and identify the decision-making model that best explains how Fatima made it. Support your answer using the model's concepts.

[CH8] Conduct a SWOT analysis for Gulf Chill Logistics, classifying the relevant facts from the case into each category.

[CH8] Using Porter's Five Forces model, identify which forces are illustrated by the threats Gulf Chill faces. Link each force to the case.

[CH1] After preparing the plan, Hamad took two further actions. Identify the management function shown by each action and explain your answer.