| · Answer all 100 questions. · Each question carries one mark. | |
| Human resource management is the management of various activities that are designed to enhance the effectiveness of an organization’s manpower in achieving organizational goals. Which of the following is not a part of the human resource management function in most organizations?
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| External recruitment involves attracting people from outside the organization to apply for jobs. Which of the following is a disadvantage of external recruitment?
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| In the selection process, which of the following involves furnishing information of persons who can assure the recruiting firm that the information given by the applicant is reliable?
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| Which of the following is a written statement of what a jobholder does, how a job is done, and why it’s done?
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| Which of the following is defined as a planned effort to improve the performance of an employee in his area of work?
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| There are various means of assessing internal labor supply. Which of the following provides the organization with a well qualified pool of individuals from which top-level and middle-level managers can be selected in future?
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| External recruitment involves attracting people from outside the organization to apply for jobs. There are a variety of sources from which external job candidates can be obtained. Which of the following is not an external source to obtain the job candidates for the vacant positions?
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| In the selection process, candidates are usually required to complete a formal application form specially designed to obtain the required information about the candidate. This form is referred to as the
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| Various selection devices are used to choose candidates who best meet the qualifications and aptitude requirements of a job. A formal interview would be the most appropriate selection device for which of the following positions?
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| Training is essential for new recruits as well as for existing personnel to improve their capabilities and skills. If a training program emphasizes learning to be a better listener or learning to interact effectively with coworkers, it is attempting to teach
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| The effectiveness of a formal performance appraisal system depends on the quality of control techniques used. Which of the following is/are control technique(s) used in a formal appraisal system? I. Standards. II. Information. III. Corrective actions.
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| A career strategy should be designed so as to help individuals overcome weaknesses and utilize strengths so as to take advantage of career opportunities. Which of the following steps precede the others in formulating a career strategy?
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| Performance appraisal is a continuous process that focuses on organization’s objectives, task accomplishment, and personal development. Which of the following is not an objective of a performance appraisal?
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| As the future cannot be predicted with absolute accuracy, career plans are developed in an environment of uncertainty. In this uncertainty, what should an individual do to formulate a career strategy?
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| Which of the following factor(s) can be measured or evaluated by using Graphic Rating Scales? I. Quality of work. II. Attendance. III. Dependability.
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| Various appraisal techniques are used in organizations. A performance appraisal technique that makes use of feedback from supervisors, subordinates and co-workers, is known as
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| Performance appraisal involves the formal evaluation of an individual’s job performance. Which of the following would not be a useful suggestion for providing effective feedback in an appraisal review?
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| If a manager advises one of his subordinates on what the expectations of the management are from the employee on day-to-day performance basis, it would be an example of
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| A widely used approach to managerial appraisal is to evaluate managers’ performance in setting and accomplishing verifiable objectives. Which of the following is not a strength of appraisal against verifiable objectives?
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| Which of the following is/are advantage(s) of Behaviorally Anchored Rating Scales? I. They focus on job-specific behavior. II. The evaluation program is jointly developed by manager and subordinates. III. Anchors are based on the experience of the subordinates.
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| Most of the conflict resolution techniques either focus on interpersonal relationships or structural changes. In which of the following conflict resolution techniques do the two parties involved in the conflict identify and correct the source of their conflict?
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| Which of the following strategies of overcoming resistance to change involves selectively providing information about a change so that it appears more attractive or necessary to potential resisters?
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| Organizational Development (OD) is a systematic, integrated and planned approach to improve enterprise effectiveness. Which of the following are change strategies used in OD that are developed and initiated with the help of a change agent?
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| Sources of resistance to change can be categorized as individual and organizational sources. Which of the following is an organizational source of resistance to change?
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| The Organizational Development (OD) process consists of three major steps: diagnosis, intervention and evaluation. Which of the following intervention techniques is concerned with the interpersonal relations and dynamics operating in work groups?
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| On-the-job training is one of the approaches to manager development. Which of the following is an on-the-job training technique?
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| A team consists of a set of people working together towards a common purpose. A work team comprising experts from various specialized areas can be referred to as a/an
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| Which of the following is the ability to develop new ideas and is a function of knowledge, imagination, and evaluation?
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| In order to explain the nature of people, McGregor identified two sets of assumptions known as Theory X assumptions and Theory Y assumptions. Which of the following assumptions would a Theory Y manager consider to be true?
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| Which of the following is/are not assumption(s) on which Edgar H. Schein based his study of human behavior? I. Rational- economic assumptions. II. Social assumptions. III. Self-actualization assumptions. IV. Physiological assumptions.
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| The managerial creativity process involves four overlapping phases/stages. Which stage of the creativity process links the unconscious state of mind with the conscious state?
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| Lyman Porter and his colleagues classified the underlying nature of people into six models. Which of the following views proposes that people are unpredictable, subjective, relative and unique in nature?
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| Thomas has needs that are highly relevant to him. These needs include the need for sense of belonging, friendship and supervisory support. Thomas’ needs reflect which needs in Maslow’s hierarchy of needs?
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| Which of the following needs are at the top of Maslow’s hierarchy of needs?
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| The process of incorporating motivators into the job situation can be referred to as
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| The equity theory refers to the subjective judgment of an individual about the fairness of his reward, relative to the inputs, in comparison with the rewards of others. If employees perceive their inputs-outcomes ratio to be equal to that of relevant others whom they compare themselves to, then
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| In Vroom’s expectancy theory of motivation, which variable refers to the probability that successful performance will lead to certain outcomes?
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| Existence need in ERG theory corresponds to which of the following needs in Maslow’s need hierarchy theory?
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| Herzberg’s two-factor theory focuses on motivators and hygiene factors at the workplace. Which of the following could be a hygiene factor as per this theory?
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| There are various elements in the motivation process proposed by Fred Luthans. Which of the following elements implies a felt deprivation of physiological or psychological well-being?
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| Which of the following is the correct description of the components of Vroom’s expectancy theory?
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| Which of the following can be cited to be a broad approach to job enrichment?
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| The path-goal theory, proposed by Robert House, suggests some leadership styles that can be used in order to affect subordinates’ perceptions of paths and goals. Which of the following is not one of the leadership styles suggested by path-goal theory?
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| Blake and Mouton’s Managerial Grid is an approach to defining leadership styles based on a manager’s concern for people and concern for production. According to the Managerial Grid, in which of the following management styles, is there high concern for production and low concern for people?
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| Kurt Lewin, a researcher at the University of Iowa, and his colleagues made some of the earliest attempts to scientifically determine effective leader behaviors and proposed some leadership styles. Which leadership style did Lewin find to be ineffective on every performance criterion?
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| Lead Management had given Saila a very tight deadline and she wanted to get the job done as quickly as possible. Saila knew the job to be completed well, having once been a member of the team she now managed. Many of the team members were new to the job and the company. Which of following styles might work best in this situation?
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| To help managers decide which leadership style to choose, particularly when decisions had to be made, management scholars Robert Tannenbaum and Warren H. Schmidt devised a continuum of leader behaviors. Which of the following are approaches at the two ends of this continuum?
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| Fred E. Fiedler provided a starting point for situational leadership research. He identified critical dimensions of the leadership situation that would help in deciding the most effective style of leadership. Which of these dimensions refers to the degree of influence a leader has over power variables such as hiring, firing, discipline, promotions, and salary increases?
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| According to the University of Michigan studies, a leader who focuses on building effective work groups in order to attain higher group productivity and higher job satisfaction is
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| Which of the following aspect(s) can be attributed to a transformational leader? I. Charismatic leadership. II. Inspirational leadership. III. Intellectual stimulation. IV. Divine grace.
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| An issue involving leadership is the argument that managers and leaders are not necessarily one and the same. As per the argument, a major difference between management and leadership is that leadership includes
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| John Denver is a manager who constantly shows concerns for the needs of his employees and is friendly and approachable. As per House’s path-goal theory, which type of leadership style is John Denver demonstrating?
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| Which of the following do Hersey and Blanchard define as the extent to which followers have the ability and the willingness to accomplish a specific task?
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| As per the managerial grid proposed by Blake and Mouton, ‘organization-man management’ is also referred to as
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| Andrew Carnegie said, “As I grow older, I pay less attention to what men say. I just watch what they do”. He was suggesting the importance of
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| In an organization, communication flows in different directions. When instructions are sent from the Head Office to branches, the communication is
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| When a junior employee responds to his manager after interpreting the message received from the manager and simultaneously ensures that he understands the message correctly, which element of the communication process is in play?
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| Communication is the means through which organizational participants are linked. Communication can be best described as the process of
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| Which of the following is not the gateway to effective communication?
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| All of the following are the means through which oral downward communication takes place except
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| Organizations implement control in a number of different ways and at various levels. Which of the following is not one of the types of management control?
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| There can be various types of controls in an organization. Which of the following is a self-regulating control system that once put into operation, can automatically monitor the situation?
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| Management by walking around (MBWA) may be used as a control technique by managers to monitor the performance of their employees while they are performing their tasks. MBWA is primarily based on
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| Lower level managers concerned with schedules, budgets, rules and specific individual output requirements make use of which of the following levels of control?
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| All managers need adequate and effective systems of control to help them make sure that events conform to plans. Which of the following is not the characteristic of effective control systems?
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| Which of the following control systems use two or more control processes and involve several strategic control points?
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| Which of the following is/are financial statement(s) used by managers, creditors, investment analysts, shareholders, unions and other stakeholders to evaluate the performance of the organization? I. Balance sheet. II. Income statement. III. Ratio analysis.
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| Which of the following refers to an organization’s ability to convert its assets into cash to meet current financial needs?
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| Which of the following control systems helps mangers to match actual and the planned revenues and costs of various organizational activities?
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| Debts are an important source of finance for a business. Which of the following ratios indicate the company’s ability to pay long-term debts?
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| Which of the following statements is/are true about revenue centers? I. Sales and marketing departments are examples of revenue centers. II. In revenue centers, outputs are measured in monetary terms and directly compared with input costs. III. A revenue center cannot be responsible for changes in profit levels.
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| Which of the following is not of one of the major control systems used by an organization?
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| Which of the following is an index that measures one variable relative to another?
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| Which of the following ratios measures the effectiveness of an organization in managing its assets?
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| Which of the following is not a limitation of operations research?
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| PERT and Critical Path method, which are logical extensions of Gantt charts used to improve productivity, are examples of
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| An organization incurs several costs in maintaining inventory. The cost of not having the inventory of the product requested by the customer is called as
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| Simulation models are used in which of the following steps of the operations research methodology?
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| Which of the following is the process or procedure developed to transform a set of input elements like men, materials, money (capital), information and energy into a specified set of output elements in the form of finished products or services?
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| The labor productivity index is also referred to as
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| In addition to operations research, there are other techniques for improving productivity in an organization. One such technique is ‘quality circle’. The term ‘quality circle’ refers to
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| Program Evaluation and Review Technique (PERT), which is a logical extension of Gantt Chart, can be used as a tool to improve productivity in an organization. PERT is especially useful in scheduling
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| Which of the following is not an output in the ‘distribution logistics model’?
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| In human resource planning, which of the following is not an element in ‘resource demand forecasting’?
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| Non-directive counseling is one of the means to bring about effective communication. In non-directive counseling, a manager should I. Raise appropriate questions. II. Create an atmosphere of privacy to help the employee communicate freely. III. Encourage the employee to find solutions through examples set by others.
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| Strategic control involves monitoring critical environmental factors to ensure that strategic plans are implemented as intended, assessing the impact of strategic plans and adjusting such plans when necessary. Strategic control is mainly the function of which level of managers?
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| Which of the following is the process of formulating future plans for the organization for a given period of time (usually a year) and estimating the amount of resources required to carry out the planned activities?
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| Which of the following inventory control approaches stipulates that materials should arrive just as they are needed in the production process?
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| Information is one of the important resources for managers. For information to be useful to managers, it must possess certain attributes. The information attribute which is prepared or presented to users often enough to be up-to-date is known as
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| Information needs vary by level of activity and also by levels in the managerial hierarchy. For which level of management would information about environmental trends be most appropriate?
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| Which of the following management information systems aims at facilitating communication and increasing the efficiency and productivity of managers and office workers through document and message processing?
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| Information that originates outside the organization is known as external information. Which of the following is an example of external information in an organization?
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| In an information system, which of the following refers to the physical equipment that is used to input, store and retrieve data?
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| Which of the following refers to any event or activity that involves the interaction of the organization with external agents?
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| If an employee of a multinational company believes that since he is a citizen of the host country, he would be best suited to manage the company, then his orientation toward international business can be expressed as
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| According to the American style of management, which of the following are the characteristics of the planning function? I. Short-term orientation. II. Collective decision-making. III. Decisions initiated at the top, flowing down. IV. Slow decision-making.
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| According to which of the following Japanese management practices are tasks not assigned to an individual, instead they are assigned to a group?
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| In which of the following orientations toward international business, does a firm analyze the needs of customers worldwide and then adopts standardized practices for all the markets it serves?
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| According to William Ouchi, organizations that exhibit a style of management that combines traits of Japanese and American companies are called
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| In Japanese management, which of the following refers to decision-making by consensus?
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END OF QUESTION PAPER
Suggested Answers
Introduction to Management – II (MB1A2): October 2008
| | Answer | Reason |
|
| A | Kanban is a subsystem of Just-in-Time (JIT) approach. It not a part of the human resource management function in most organizations. Hence, option (a) is correct. Options (b), (c), (d) and (e) are all parts of the human resource management function in most organizations. | ||
| D | External recruitment will lead to job dissatisfaction among the potential internal candidates of the organization. | ||
| C | Reference check involves furnishing information of persons who can assure the recruiting firm that the information given by the applicant is reliable. | ||
| E | A job description is a written statement of what a jobholder does, how it's done, and why it's done. Hence, option (e) is correct. | ||
| B | Training is defined as a planned effort to improve the performance of the employee in his area of work. | ||
| A | Succession planning provides the organization with a well qualified pool of individuals from which top-level and middle-level managers can be selected in future. | ||
| D | Promotions are not an external source to obtain the job candidate for the vacant position. Options (a), (b), (c) and (e) are external sources of recruitment. | ||
| C | The formal form candidates are usually required to complete is referred to as the application blank. | ||
| D | The interview, as a selection device, is most useful for selecting persons to managerial jobs, such as the job of a Bank Manager. Hence, option (d) is correct. | ||
| A | If a training event includes learning to be a better listener or learning to interact effectively with coworkers, it is attempting to teach Interpersonal skills. Hence, option (a) is correct. | ||
| E | The following are control techniques used in a formal appraisal system: Standards. Information. Corrective action. | ||
| B | The steps in formulating a career strategy are as follows: Preparation of a personal profile. Development of long-range personal and professional goals. Analysis of the environment. Analysis of Personal Strengths and Weaknesses. Development of Strategic Career Alternatives. Consistency Testing and Strategic Choices. Development of short-range career objectives and action plans. Development of contingency plans. Implementation of the Career Plan. Monitoring Progress. | ||
| E | Enhancing superior-subordinate interpersonal relationship is not an objective of a performance appraisal. | ||
| A | As the future cannot be predicted with absolute accuracy, career plans are developed in an environment of uncertainty. Hence, individuals should develop contingency plans based on alternate assumptions. | ||
| E | Graphic rating scales are performance appraisal forms listing a number of factors, including general behaviors and characteristics (such as attendance, quality of work, appearance, dependability, quantity of work and relationship with people), on which employee is rated by the supervisor. | ||
| B | A performance appraisal technique that makes use of feedback from supervisors, subordinates and co-workers, is known as 360-degree appraisal. Hence, option (b) is correct. | ||
| D | Directing negative feedback toward behavior that is uncontrollable, is not a useful suggestion for providing effective feedback in an appraisal review, as the situation might become more uncontrollable. Hence, option (d) is not a useful suggestion for providing effective feedback in an appraisal review. Options (a), (b), (c) and (e) are all useful suggestions for providing effective feedback in an appraisal review. | ||
| C | Manager assesses performance of an employee among a group and advises the employee the specific expectations of management on day to day basis. It is setting standards for that employee. Option(c) is correct answer. | ||
| A | Luck plays an important role in the performance of an individual is a weakness of appraisal against verifiable objectives. | ||
| C | BARS contain set of specific behaviors that represent gradation of performance used as common reference points for rating employees. Ratings on job performance and evaluation jointly by manager and sub-ordinates. Option (c) is correct answer. | ||
| A | In problem solving technique, the two parties involved in the conflict identify and correct the source of their conflict. | ||
| B | Manipulation strategy of overcoming resistance to change, usually involves selectively providing information about a change so that it appears more attractive or necessary to potential resisters. Hence, option (b) is correct. | ||
| A | Organizational development relies on the use of interventions, which are change strategies developed and initiated with the help of a change agent. Hence, option (a) is correct. | ||
| B | Structural inertia is an organization’s built-in mechanism to produce stability. e.g., formal rules and procedures for employees to follow. When an organization is confronted with change, this structural inertia acts as a counterbalance to sustain stability. Hence, option (b) is correct. Options (a), (c), (d) and (e) are all individual sources of resistance to change. | ||
| D | Process Consultation intervention technique is concerned with the interpersonal relations and dynamics operating in work groups. Hence, option (d) is correct. | ||
| B | Creation of “assistant-to” positions is an on-the-job training. | ||
| B | A work team comprised of experts from various specialities is most accurately referred to as a cross-functional team. Hence, option (b) is correct. | ||
| C | Creativity is the ability to develop new ideas and is a function of knowledge, imagination, and evaluation. | ||
| C | A theory Y manager assumes that employees view work as being as natural as rest or play; they will exercise self-direction if they are committed to the objectives; and they can learn to accept and even seek responsibility. | ||
| B | Physiological assumptions are not assumptions on which Edgar H. Schein based his study of human behavior. | ||
| B | The intuition stage of the creative process links the unconscious state of mind with the conscious state. | ||
| E | The phenomenological view proposes that people are unpredictable, subjective, relative and unique in nature. | ||
| B | Thomas has needs that are highly relevant to him. These needs include a sense of belonging, friendships, and supervisory support. Thomas's needs reflect social needs in Maslow's hierarchy of needs theory. | ||
| E | Self-actualization needs are at the top of Maslow’s hierarchy of needs. | ||
| D | The process of incorporating motivators into the job situation can be referred to as job enrichment. | ||
| A | If employees perceive their inputs-outcomes ratio to be equal to the relevant others that they compare themselves to, then a state of equity exists. | ||
| C | In Vroom’s expectancy theory, instrumentality refers to the probability that successful performance will lead to certain outcomes. | ||
| E | Existence need in ERG theory corresponds to physiological needs in Maslow’s need hierarchy theory. | ||
| A | Salary, working conditions, and security are examples of hygiene factors in Herzberg’s theory. | ||
| C | Need implies a felt deprivation of physiological or psychological well-being. | ||
| A | According to Vroom’s expectancy theory, motivation = valence * expectancy * instrumentality. | ||
| E | Quality of work life is a broad approach to job enrichment. | ||
| B | Path-goal theory suggests four types of leadership: instrumental, supportive, participative, and achievement-oriented leadership. | ||
| C | In Authority-obedience management style, there is high concern for production but low concern for people. This management style is task-oriented and stresses the quality of the decision over the wishes of subordinates. So, (c) is the correct answer. | ||
| B | According to Kurt Lewin, Laissez-faire leadership style is ineffective on every performance criterion. | ||
| D | Job-centered style might work best in the given situation, where Saila can divide work into routine tasks and as a leader can closely monitor workers to ensure prescribed methods are followed and productivity standards met. | ||
| E | Boss-centered and subordinate-centered are the approaches at the two ends of this continuum. | ||
| B | Fiedler's position power is referred to the degree of influence a leader has over power variables such as hiring, firing, discipline, promotions, and salary increases. | ||
| A | According to the University of Michigan studies, leaders who were employee-oriented were associated with higher group productivity and higher job satisfaction. | ||
| E | The following aspects can be attributed to a transformational leader · Charismatic leadership. · Inspirational leadership. · Intellectual stimulation. · Divine grace. | ||
| D | A major difference between management and leadership is that leadership includes the ability to inspire people. Hence, option (d) is correct. | ||
| D | A manager who constantly shows concerns for the needs of his employees is a supportive leader, according to House. | ||
| B | Hersey and Blanchard define “readiness” as the extent to which followers have the ability and the willingness to accomplish a specific task. | ||
| A | Organization-man management is also referred to as Middle-of-the-road management. | ||
| B | Non-verbal communication includes body posture, eye contact, distance from the receiver, voice inflection, rate of speech, gesture, silence etc. Hence, option (b) is correct. | ||
| A | Most decisions in an organization flow through the organization structure level by level. i.e., Head Office to regional office, regional office to branches. The given example is that of downward communication. So, (a) is correct answer. | ||
| B | A message that is generated by the receiver in response to the sender’s original message is known as feedback. So, (b) is correct answer. | ||
| B | Communication is best described as the process of sharing information. | ||
| D | The following are the gateways to effective communication: · Interpersonal trust · Effective listening · Proper feedback · Understanding non-verbal cues · Non-directive counseling. | ||
| E | Oral downward communication may take place by means of instructions, meetings, telephone, loudspeakers and even grapevine. Memorandum is the means for written downward communication. | ||
| D | There is no such management control as ‘exception control’. | ||
| D | Cybernetic control system is a self-regulating control system that once put into operation, can automatically monitor the situation. All other control systems may rely on human discretion. So, (d) is the correct answer. | ||
| E | Management by walking around (MBWA) is based primarily on personal observation. Hence, option (e) is correct. | ||
| C | Lower level managers concerned with schedules, budgets, rules and specific individual output requirements makes use of operational control. | ||
| C | Control systems should be rigid is not the characteristic of effective control systems. In fact, control systems should be flexible enough to accommodate change. | ||
| A | Multiple control systems use two or more control processes and involve several strategic control points. | ||
| D | The following are financial statements used by managers, creditors, investment analysts, shareholders, unions and other stakeholders to evaluate the performance of the organization: Balance sheet. Income statement. Ratio analysis is a technique to exercise financial control and not a financial statement. | ||
| A | Liquidity refers to an organization’s ability to convert its assets into cash to meet current financial needs. | ||
| B | The budgetary control system helps a manager to match the actual and the planned revenues and costs of various organizational activities. | ||
| B | Leverage or debt management ratios indicate the company’s ability to pay long-term debts. | ||
| D | The following statements about revenue centers are true: Sales and marketing departments are examples of revenue centers. A revenue center cannot be responsible for changes in profit levels. Statement (II) is not true because in revenue centers, outputs are measured in monetary terms but are not directly compared with input costs. Hence, option (d) is the answer. | ||
| E | Employee control system is not a major control system used in organizations. | ||
| B | Ratio is an index that measures one variable relative to another. | ||
| A | Activity ratios or asset management ratios measure the effectiveness of an organization in managing its assets. | ||
| C | Emphasis on the logical physical presentation of a problem in the form of a model is a characteristic of operations research and not a limitation | ||
| B | PERT and Critical Path methods are examples of time-event networks. | ||
| D | The cost of not having the inventory or stock of the product requested by the customer is called stock-out cost. | ||
| B | Simulation models used in constructing mathematical models. | ||
| B | Production is the process or procedure developed to transform a set of input elements like men, materials, money (capital), information and energy into a specified set of output elements in the form of finished products or services. | ||
| B | The labor productivity index is also referred to as output per work-hour ratio. | ||
| D | The term ‘quality circle’ refers to a work group that meets regularly to discuss, investigate and correct quality problems. Hence, option (d) is correct. | ||
| C | The Program Evaluation and Review Technique (PERT) is especially useful in scheduling Projects. Hence, option (c) is correct. | ||
| A | Warehousing lead-times is an input not an output in the distribution logistics model. | ||
| A | In human resource planning, turnover rate is not an element in ‘resource demand forecasting. | ||
| D | In non-directive counseling, a manager should Be attentive and friendly Raise appropriate questions. Be tactful and enable the employee to think through the problem clearly Create an atmosphere of privacy to help the employee communicate freely Be a patient listener to help the employee to express his emotions freely Encourage the employee to examine his own ideas and do some introspection. | ||
| A | Strategic control is mainly the function of top-level managers. | ||
| B | Budgeting is the process of formulating future plans for the organization for a given period of time (usually a year) and estimating the amount of resources required to carry out the planned activities. | ||
| D | Just-in time inventory control approach stipulates that materials should arrive just as they are needed in the production process. | ||
| E | The information attribute which is prepared or presented to users often enough to be up-to-date is known as information frequency. | ||
| A | The level of management for which information about environmental trends would be most appropriate is top management. Hence, option (a) is correct. | ||
| C | An office automation system aims at facilitating communication and increasing the efficiency and productivity of managers and office workers through document and message processing. | ||
| C | Descriptions of customer satisfaction with products and services are examples of external information in an organization. Hence, option (c) is correct. Options (a), (b), (d) and (e) are all examples of internal information in an organization. | ||
| A | In an information system, hardware refers to the physical equipment that is used to input, store and retrieve data. | ||
| A | A transaction refers to any event or activity that involves the interaction of the organization with external. | ||
| B | Polycentric orientation is based on the notion that it is best to give foreign subsidiaries, staffed by local nationals, a great deal of managerial freedom. Hence, option (b) is correct. | ||
| B | Statements (I) and (III) are the characteristics of the American planning function. Statement (II) and (IV) are the characteristics of the Japanese planning function. | ||
| D | In most Japanese organizations, Emphasis on group work is a task is not assigned to an individual, instead several tasks are assigned to a group, which consists of a small number of people. | ||
| C | In the geocentric orientation toward international business, a firm analyzes the needs of customers worldwide and then adopts standardized practices for all the markets it serves. | ||
| C | Organizations that exhibit a style of management that combines traits of Japanese and American companies are called theory Z organizations. | ||
| A | In Japanese management, ringi refers to decision-making by consensus. |
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