Arab Academy for Science, Technology and Maritime Transport

Graduate School of Business

MBA program

Introduction to Management
Chapter 1
1. The process of management involves the functions of planning, , leading, and controlling.
(a) accounting
(b) creating
(c) innovating
(d) organizing

.‫ تتضمن عملية اإلدارة الوظائف التخطيط والقيادة والسيطرة‬.1

‫(أ) المحاسبة‬
‫(ب) الخلق‬
‫(ج) االبتكار‬
‫(د) التنظيم‬

2. An effective manager achieves both high- performance results and high levels of among
people doing the required work.
(a) turnover
(b) effectiveness
(c) satisfaction
(d) stress

.‫المدير الفعال يحقق كال من األداء العالي النتائج ومستويات عالية من بين األشخاص الذين يقومون بالعمل المطلوب‬
‫(أ) معدل الدوران‬
‫(ب) الفعالية‬
‫(ج) الرضا‬
‫(د) اإلجهاد‬
3. Performance efficiency is a measure of the associated with task accomplishment.
(a) resource costs
(b) goal specificity
(c) product quality
(d) product quantity

.‫كفاءة األداء هو مقياس المرتبطة بإنجاز المهمة‬

‫(أ) تكاليف الموارد‬
‫(ب) خصوصية الهدف‬
‫(ج) جودة المنتج‬
 Arab Academy for Science, Technology and Maritime Transport
Graduate School of Business
MBA program
‫(د) كمية المنتج‬
4. The requirement that a manager answer to a higher level boss for performance results
achieved by awork team is called .
(a) dependency
(b) accountability
(c) authority
(d) empowerment

.‫ال شرط أن يقوم المدير باإلجابة على رئيس ذي مستوى أعلى للحصول على نتائج األداء التي يحققها فريق العمل يسمى‬
‫(أ) التبعية‬
‫(ب) المساءلة‬
‫(ج) السلطة‬
‫(د) التمكين‬
5. Productivity is a measure of the quantity and of work produced, relative to the cost of
inputs.
(a) quality
(b) cost
(c) timeliness
(d) value
.‫اإلنتاجية هي مقياس للكمية ومن العمل المنتج بالنسبة للتكلفة من المدخالت‬
‫(أ) جودة‬
‫(ب) التكلفة‬
‫(ج) حسن التوقيت‬
‫(د) القيمة‬
6. managers pay special attention to the external environment, looking for problems and
opportunities and finding ways to deal with them.
(a) Top
(b) Middle
(c) Lower
(d) First-line
.‫ والبحث عن المشاكل والمفاهيم وإيجاد طرق للتعامل معها‬، ‫المديرين يولون اهتماما خاصا ل البيئة الخارجية‬
‫(أ) األعلى‬
‫(ب) األوسط‬
‫(ج) أقل‬
‫(د) الخط األول‬
 Arab Academy for Science, Technology and Maritime Transport
Graduate School of Business
MBA program

7. The accounting manager for a local newspaper would be considered a manager, whereas
the editorial director would be considered a manager.

(a) general, functional

(b) middle, top
(c) staff, line
(d) senior, junior
.‫في حين سيتم النظر في مدير التحرير مدير‬، ‫ مدير المحاسبة بإحدى الصحف المحلية سيعتبر مديًر ا‬.7
‫ وظيفي‬، ‫(أ) عام‬
‫ أعلى‬، ‫(ب) منتصف‬
‫ الخط‬، ‫(ج) الموظفين‬
‫ مبتدئ‬، ‫(د) كبير‬
8. When a team leader clarifies desired work targets and deadlines for a work team, he or
she is fulfilling the management function of .

(a) planning
(b) delegating
(c) controlling
(d) supervising
.‫ فإنه يقوم بوظيفة اإلدارة‬، ‫ عندما يوضح قائد الفريق أهداف العمل المرغوبة والمواعيد النهائية لفريق العمل‬. 8
‫(أ) التخطيط‬
‫(ب) التفويض‬
‫(ج) السيطرة‬
‫(د) اإلشراف‬
9. The process of building and maintaining good working relationships with others who may
help implement a manager’s work agendas is called

(a) governance
(b) networking
(c) authority
(d) entrepreneurship
‫ يتم استدعاء عملية بناء والحفاظ على عالقات عمل جيدة مع اآلخرين الذين قد يساعدون في تنفيذ جداول عمل المدير‬. 9
‫(أ) الحكم‬
‫(ب) الربط الشبكي‬
‫(ج) السلطة‬
‫(د) تنظيم المشاريع‬
10. In Katz’s framework, top managers tend to rely more on their skills than do first-line
managers.

(a) human
(b) conceptual
(c) decision-making
(d) technical
.‫ يميل كبار المديرين إلى االعتماد على مهاراتهم أكثر من االعتماد على مدراء الخط األول‬، ‫ في إطار عمل كاتز‬. 10
‫(إنسان‬
‫(ب) المفاهيمية‬
‫(ج) اتخاذ القرار‬
‫(د) التقنية‬
 Arab Academy for Science, Technology and Maritime Transport
Graduate School of Business
MBA program

11. The research of Mintzberg and others concludes that managers .

(a) work at a leisurely pace

(b) have blocks of private time for planning
(c) are never free from the pressures of performance responsibility
(d) have the advantages of flexible work hours
.‫ يخلص بحث مينتزبيرج وغيره إلى ذلك المديرين‬.11
‫(أ) العمل على مهل‬
‫(ب) لديها فترات زمنية خاصة للتخطيط‬
‫(ج) ال يخلو من ضغوط األداء المسئولية‬
‫(د) تتمتع بمزايا ساعات العمل المرنة‬

12. When someone with a negative attitude toward minorities makes a decision to deny
advancement opportunities to a Hispanic worker, this is an example of .

(a) discrimination
(b) emotional intelligence
(c) performance efficiency
(d) prejudice
.‫ فهذا مثال على ذلك‬، ‫ عندما يتخذ شخص لديه موقف سلبي تجاه األقليات قراًر ا برفض فرص التقدم لعامل من أصل إسباني‬.12
‫(أ) التمييز‬
‫(ب) الذكاء العاطفي‬
‫(ج) كفاءة األداء‬
‫(د) التحيز‬

13. Among the trends in the new workplace, one can expect to find .

(a) more order-giving

(b) more valuing people as human assets
(c) less teamwork
(d) reduced concern for work–life balance
.‫ يمكن للمرء أن يتوقع العثور عليها‬، ‫ من بين االتجاهات في مكان العمل الجديد‬. 13
‫(أ) تقديم المزيد من األوامر‬
‫(ب) زيادة تقدير الناس كأصول بشرية‬
‫(ج) عمل جماعي أقل‬
‫(د) تقليل االهتمام بالتوازن بين العمل والحياة‬

14. The manager’s role in the “upside-down pyramid” view of organizations is best described
as providing so that operating workers can directly serve .

(a) direction, top management

(b) leadership, organizational goals
(c) support, customers
(d) agendas, networking
.‫ إن أفضل وصف لدور المدير في عرض "الهرم المقلوب" للمنظمات هو توفير حتى يتمكن العاملون من الخدمة مباشرة‬. 14
‫ اإلدارة العليا‬، ‫(أ) التوجيه‬
‫(ب) القيادة واألهداف التنظيمية‬
‫ العمالء‬، ‫(ج) الدعم‬
‫(د) جداول األعمال والتواصل‬
 Arab Academy for Science, Technology and Maritime Transport
Graduate School of Business
MBA program

15. The management function of is being performed when a retail manager measures daily
sales in the women’s apparel department and compares them with daily sales targets.

(a) planning
(b) agenda setting
(c) controlling
(d) delegating
‫ وظيفة إدارة يجري يتم إجراؤها عندما يقوم مدير التجزئة بالقياس يومًي ا المبيعات في قسم المالبس النسائية ومقارنتها‬.15
.‫بأهداف المبيعات اليومية‬
‫(أ) التخطيط‬
‫(ب) وضع جدول األعمال‬
‫(ج) السيطرة‬
‫(د) التفويض‬
 Arab Academy for Science, Technology and Maritime Transport
Graduate School of Business
MBA program

Short-Response Questions
16. Discuss the importance of ethics in the relationship between managers and the people
they supervise.

‫أسئلة ذات إجابة قصيرة‬

.‫ناقش أهمية األخالق في العالقة بين المديرين واألشخاص الذين يشرفون عليهم‬16-
- Managers must value people and respect subordinates as mature, responsible, adult
human beings. Th is is part of their ethical and social responsibility as persons to whom
others report at work. Th e work setting should be organized and managed to respect the
rights of people and their human dignity. Included among the expectations for ethical
behavior would be actions to protect individual privacy, provide freedom from sexual
harassment, and off er safe and healthy job conditions. Failure to do so is socially
irresponsible. It may also cause productivity losses due to dissatisfaction and poor work
commitments.

17. Explain how “accountability” operates in the relationship between (a) a team leader and
her team members, and (b) the same team leader and her boss

‫ و (ب) نفس قائد الفريق ورئيسها‬، ‫ اشرح كيف تعمل "المساءلة" في العالقة بين (أ) قائدة الفريق وأعضاء فريقها‬. 17
- Th e manager is held accountable by her boss for performance results of her work unit.
Th e manager must answer to her boss for unit performance. By the same token, the
manager’s subordinates must answer to her for their individual performance. Th ey are
accountable to her.

18. Explain how the “glass ceiling effect” may disadvantage newly hired African American
college graduates in a large corporation
‫ اشرح كيف قد يلحق "تأثير السقف الزجاجي" الضرر بخريجي الجامعات األمريكية اإلفريقية المعينين حديًث ا في‬.18
‫شركة كبيرة‬
- If the glass ceiling effect were to operate in a given situation, it would act as a hidden
barrier to advancement beyond a certain level. Managers controlling promotions and
advancement opportunities in the fi rm would not give them to African American
candidates, regardless of their capabilities. Although the newly hired graduates might
progress for a while, sooner or later their upward progress in the fi rm would be halted by
this invisible barrier.

19. What is globalization, and what are its implications for working in the new economy?
‫ وما هي انعكاساتها على العمل في االقتصاد الجديد؟‬، ‫ما هي العولمة‬ .20
- Globalization means that the countries and peoples of the world are increasingly
interconnected and that business fi rms increasingly cross national boundaries in acquiring
resources, getting work accomplished, and selling their products. Th is internationalization
of work will affect most everyone in the new economy. People will be working with others
from different countries, working in other countries, and certainly buying and using
products and services produced in whole or in part in other countries. As countries
become more interdependent economically, products are sold and resources purchased
around the world, and business strategies increasingly target markets in more than one
country.
 Arab Academy for Science, Technology and Maritime Transport
Graduate School of Business
MBA program

Essay Question
21. You have just been hired as the new head of an audit team for a national accounting fi rm.
With four years of experience, you feel technically well prepared for the assignment.
However, this is your first formal appointment as a “manager.” Things are complicated at
the moment. The team has 12 members of diverse demographic and cultural backgrounds,
as well as work experience. There is an intense workload and lots of performance
pressure. How will this situation challenge you to develop and use essential managerial
skills and related competencies to successfully manage the team to high levels of auditing
performance?

‫سؤال المقال‬
‫ تشعر أنك مستعد‬، ‫ مع أربع سنوات من الخبرة‬.‫لقد تم تعيينك للتو كرئيس جديد لفريق تدقيق في مجلس محاسبة وطني‬
‫ األمور معقدة في الوقت‬."‫ هذا هو أول موعد رسمي لك بصفتك "مديًر ا‬، ‫ ومع ذلك‬.‫جيًدا من الناحية الفنية للمهمة‬
‫ هناك عبء عمل‬.‫ فضًال عن الخبرة العملية‬، ‫ عضًو ا من خلفيات ديموغرافية وثقافية متنوعة‬12 ‫ يضم الفريق‬.‫الحالي‬
‫ كيف سيشكك هذا الموقف في تطوير واستخدام المهارات اإلدارية األساسية والكفاءات‬.‫مكثف والكثير من ضغط األداء‬
‫ذات الصلة إلدارة الفريق بنجاح إلى مستويات عالية من أداء التدقيق؟‬
- One approach to this question is through the frame work of essential management
skills offered by Katz. At the first level of management, technical skills are important,
and I would feel capable in this respect. However, I would expect to learn and refi ne
these skills through my work experiences. Human skills, the ability to work well with
other people, will also be very important. Given the diversity anticipated for this team,
I will need good human skills. Included here would be my emotional intelligence, or
the ability to understand my emotions and those of others when I am interacting with
them. I will also have a leadership responsibility to help others on the team develop
and utilize these skills so that the team itself can function effectively. Finally, I would
expect opportunities to develop my conceptual or analytical skills in anticipation of
higher level appointments. In terms of personal development, I should recognize that
the conceptual skills will increase in importance relative to the technical skills as I
move upward in management responsibility. Th e fact that the members of the team
will be diverse, with some of different demographic and cultural backgrounds from my
own, will only increase the importance of my abilities in the human skills area. It will
be a challenge to embrace and value differences to create the best work experience
for everyone and to fully value everyone’s potential contributions to the audits we will
be doing. Conceptually I will need to understand the differences and try to utilize them
to solve problems faced by the team, but in human relationships I will need to excel at
keeping the team spirit alive and keeping everyone committed to working well
together over the life of our projects
 Arab Academy for Science, Technology and Maritime Transport
Graduate School of Business
MBA program

Who are the managers and what do they do?

• Managers directly support and facilitate the work efforts of other people in
organizations.
• Top managers scan the environment, create strategies, and emphasize long-term goals;
middle managers coordinate activities in large departments or divisions; team leaders
and supervisors support performance of front-line workers at the team or work-unit
level.
• Functional managers work in specifi c areas such as finance or marketing; general
managers are responsible for larger multifunctional units; administrators are managers
in public or nonprofit organizations.
• The upside-down pyramid view of organizations shows operating workers at the top,
serving customer needs while being supported from below by various levels of
management.
• The changing nature of managerial work emphasizes being good at “coaching” and
“supporting” others, rather than simply “directing” and “order-giving.
”For Discussion In what ways could we expect the work of a top manager to differ from
that of a team leader?
‫من هم المدراء وماذا يفعلون؟‬
.‫• يقوم المديرون بدعم وتسهيل جهود عمل األشخاص اآلخرين في المنظمات بشكل مباشر‬
‫ ينسق المديرون‬.‫• يقوم كبار المديرين بفحص البيئة ووضع االستراتيجيات والتأكيد على األهداف طويلة المدى‬
‫المتوسطون األنشطة في اإلدارات أو األقسام الكبيرة ؛ يدعم قادة الفرق والمشرفون أداء العاملين في الخطوط األمامية‬
.‫على مستوى الفريق أو وحدة العمل‬
‫ المديرون العامون مسؤولون عن وحدات‬.‫• يعمل المديرون الوظيفيون في مجاالت محددة مثل التمويل أو التسويق‬
.‫متعددة الوظائف أكبر ؛ المسؤولون هم مديرو في مؤسسات عامة أو غير ربحية‬
‫ ويخدمون احتياجات العمالء‬، ‫• تظهر نظرة هرمية مقلوبة رأًس ا على عقب للمنظمات العاملين في التشغيل في القمة‬
.‫بينما يتم دعمهم من األسفل من خالل مستويات اإلدارة المختلفة‬
‫ًال‬
‫ بد من مجرد‬، ‫• تؤكد الطبيعة المتغيرة للعمل اإلداري على أن تكون جيًدا في "التدريب" و "دعم" اآلخرين‬
‫ للمناقشة ما هي الطرق التي يمكن أن نتوقع بها أن يختلف عمل المدير األعلى عن‬."‫"التوجيه" و "إعطاء األوامر‬
‫عمل قائد الفريق؟‬
 Arab Academy for Science, Technology and Maritime Transport
Graduate School of Business
MBA program

What are the challenges of working in the new economy?

• Work in the new economy is increasingly knowledge based, and intellectual capital is
the foundation of organizational performance.
• Organizations must value the talents of a workforce whose members are increasingly
diverse with respect to gender, age, race and ethnicity, able-bodiedness, and lifestyles.
• The forces of globalization are bringing increased interdependencies among nations
and economies, as customer markets and resource flows create intense business
competition.
• Ever-present developments in information technology are reshaping organizations,
changing the nature of work, and increasing the value of knowledge workers.
• Society has high expectations for organizations and their members to perform with
commitment to high ethical standards and in socially responsible ways.
• Careers in the new economy require great personal initiative to build and maintain
skill “portfolios” that are always up-to-date and valuable in a free agent economy.
For Discussion How is globalization creating career risks and opportunities for today’s
college graduates?

‫ما هي تحديات العمل في االقتصاد الجديد؟‬

.‫ ورأس المال الفكري هو أساس األداء التنظيمي‬، ‫• العمل في االقتصاد الجديد يعتمد بشكل متزايد على المعرفة‬
‫• يجب على المنظمات أن تقدر مواهب القوى العاملة التي يتنوع أعضاؤها بشكل متزايد فيما يتعلق بالجنس والعمر‬
.‫والعرق والقدرة الجسدية وأنماط الحياة‬
‫ حيث تخلق أسواق العمالء وتدفقات الموارد‬، ‫• تعمل قوى العولمة على زيادة االعتماد المتبادل بين الدول واالقتصادات‬
.‫منافسة تجارية شديدة‬
‫ وزيادة قيمة‬، ‫ وتغيير طبيعة العمل‬، ‫• إن التطورات المستمرة في تكنولوجيا المعلومات هي إعادة تشكيل المنظمات‬
.‫العاملين في مجال المعرفة‬
‫• المجتمع لديه توقعات عالية للمنظمات وأعضائها للعمل مع االلتزام بالمعايير األخالقية العالية وبطرق مسؤولة‬
.‫اجتماعيا‬
‫• تتطلب الوظائف في االقتصاد الجديد مبادرة شخصية كبيرة لبناء وصيانة "حافظات" المهارات التي تكون دائًم ا محدثة‬
.‫وقيمة في اقتصاد الوكيل الحر‬
‫للمناقشة كيف تخلق العولمة مخاطر وفرص مهنية لخريجي الجامعات اليوم؟‬
 Arab Academy for Science, Technology and Maritime Transport
Graduate School of Business
MBA program

What are organizations like in the new workplace?

• Organizations are collections of people working together to achieve a common
purpose.
• As open systems, organizations interact with their environments in the process of
transforming resource inputs into product and service outputs.
• Productivity is a measure of the quantity and quality of work performance, with
resource costs taken into account.
• High-performing organizations achieve both performance effectiveness in terms of
goal accomplishment, and performance efficiency in terms of resource utilization.
For Discussion Is it ever acceptable to sacrifice performance efficiency for performance
effectiveness?

‫كيف تبدو المنظمات في مكان العمل الجديد؟‬

.‫• المنظمات هي مجموعات من األشخاص الذين يعملون مًعا لتحقيق هدف مشترك‬
.‫ تتفاعل المنظمات مع بيئاتها في عملية تحويل مدخالت الموارد إلى مخرجات المنتج والخدمة‬، ‫• كنظم مفتوحة‬
.‫ مع مراعاة تكاليف الموارد‬، ‫• اإلنتاجية هي مقياس لكمية ونوعية أداء العمل‬
.‫• تحقق المنظمات عالية األداء كًال من فعالية األداء من حيث تحقيق الهدف وكفاءة األداء من حيث استخدام الموارد‬
‫للمناقشة هل من المقبول التضحية بكفاءة األداء من أجل فعالية األداء؟‬
 Arab Academy for Science, Technology and Maritime Transport
Graduate School of Business
MBA program

What is the management process?

• The management process consists of the four functions of planning, organizing,
leading, and controlling.
• Planning sets the direction; organizing assembles the human and material resources;
leading provides the enthusiasm and direction; controlling ensures results.
• Managers implement the four functions in daily work that is often intense and
stressful, involving long hours and continuous performance pressures.
• Managerial success requires the ability to perform well in interpersonal,
informational, and decision-making roles.
• Managerial success also requires the ability to build interpersonal networks and use
them to accomplish well selected task agendas.
For Discussion How might the upside-down pyramid view of organizations affect a
manager’s approach to planning, organizing, leading, and controlling?

‫ما هي عملية اإلدارة؟‬

.‫ والتحكم‬، ‫ والقيادة‬، ‫ والتنظيم‬، ‫• تتكون عملية اإلدارة من أربع وظائف هي التخطيط‬
.‫ تنظيم يجمع الموارد البشرية والمادية ؛ توفر القيادة الحماس والتوجيه ؛ يضمن التحكم النتائج‬.‫• التخطيط يحدد االتجاه‬
‫ وينطوي على ساعات‬، ‫• يقوم المديرون بتنفيذ الوظائف األربع في العمل اليومي الذي غالًبا ما يكون مكثًفا ومرهًقا‬
.‫طويلة وضغوط أداء مستمرة‬
.‫• يتطلب النجاح اإلداري القدرة على األداء الجيد في األدوار الشخصية واإلعالمية وصنع القرار‬
.‫• يتطلب النجاح اإلداري أيًض ا القدرة على بناء الشبكات الشخصية واستخدامها إلنجاز جداول أعمال مختارة جيًدا‬
‫للمناقشة كيف يمكن أن تؤثر النظرة الهرمية المقلوبة للمنظمات على نهج المدير في التخطيط والتنظيم والقيادة‬
‫والتحكم؟‬
 Arab Academy for Science, Technology and Maritime Transport
Graduate School of Business
MBA program

How do you learn essential managerial skills and competencies?

• Careers in the new economy demand continual attention to lifelong learning from all
aspects of daily experience and job opportunities.
• Skills considered essential for managers are broadly described as technical—ability to
use expertise; human—ability to work well with other people; and conceptual—ability
to analyze and solve complex problems.
• Human skills are equally important for all management levels, whereas conceptual
skills gain importance at higher levels and technical skills gain importance at lower
levels.
For Discussion Among the various managerial skills and competencies, which do you
consider the most difficult to develop, and why

‫كيف تتعلم المهارات والكفاءات اإلدارية األساسية؟‬

‫• تتطلب الوظائف في االقتصاد الجديد اهتماًم ا مستمًر ا بالتعلم مدى الحياة من جميع جوانب الخبرة اليومية وفرص‬
.‫العمل‬
- ‫ اإلنسان‬.‫ القدرة على استخدام الخبرة‬- ‫• المهارات التي تعتبر أساسية للمديرين توصف على نطاق واسع بأنها تقنية‬
.‫ القدرة على تحليل وحل المشاكل المعقدة‬- ‫القدرة على العمل بشكل جيد مع اآلخرين ؛ والمفاهيم‬
‫ في حين أن المهارات المفاهيمية تكتسب أهمية في‬، ‫• المهارات البشرية مهمة بنفس القدر لجميع مستويات اإلدارة‬
.‫المستويات العليا وتكتسب المهارات التقنية أهمية في المستويات األدنى‬
‫للمناقشة من بين المهارات والكفاءات اإلدارية المختلفة التي تعتبرها األكثر صعوبة في التطوير ولماذا‬
 Arab Academy for Science, Technology and Maritime Transport
Graduate School of Business
MBA program

First-line managers
•Responsible for day-to-day operations. Supervise people performing activities required
to make the good or service.
2. Middle managers
•Supervise first-line managers. Are responsible to find the best way to use department
alresourcesto achieve goals.
3. Top managers
•Responsible for the performance of all departments and have cross department
alresponsibility.
•Establish organizational goals and monitor middle managers.
•Form top management team along with the CEO and COO

‫ مدراء الخط األول‬1

.‫ اإلشراف على األشخاص الذين يؤدون األنشطة المطلوبة لتقديم السلعة أو الخدمة‬.‫• مسؤول عن العمليات اليومية‬
‫ مديرو الوسط‬.2
.‫ مسئولين عن إيجاد أفضل طريقة الستخدام القسم لتحقيق األهداف‬.‫• اإلشراف على مديري الصف األول‬
‫ كبار المديرين‬.3
.‫• مسؤولة عن أداء جميع اإلدارات ولها المسؤولية عبر اإلدارات‬
.‫• وضع أهداف تنظيمية ومراقبة المديرين المتوسطين‬
‫• تشكيل فريق اإلدارة العليا مع الرئيس التنفيذي ومدير العمليات‬
 Arab Academy for Science, Technology and Maritime Transport
Graduate School of Business
MBA program

Chapter 7
1. Among the ways information technology is changing organizations today, is one of its
most noteworthy characteristics.
(a) eliminating need for top managers
(b) reducing information available for decision making
(c) breaking down barriers internally and externally
(d) decreasing need for environmental awareness

2. Whereas management information systems use the latest technologies to collect, organize,
and distribute data, involves tapping the available data to extract and report it in organized
ways that are most useful to decision makers.
(a) analytics
(b) business intelligence
(c) anchoring and adjustment
(d) optimizing

3. A manager who is reactive and works hard to address problems after they occur is known
as a ______.
(a) problem seeker
(b) problem avoider
(c) problem solver
(d) problem manager

4. A(n) ________ thinker approaches problems in a rational and an analytic fashion.

(a) systematic
(b) intuitive
(c) internal
(d) external

5. A person likes to deal with hard facts and clear goals in a decision situation; she also likes
to be in control and keep things impersonal. This person’s cognitive style tends toward___ .
(a) sensation thinking
(b) intuitive thinking
(c) sensation feeling
(d) intuitive feeling

6. The assigning of probabilities for action alternatives and their consequences indicates the
presence of _______ in the decision environment.
(a) certainty
(b) optimizing
(c) risk
(d) satisficing
7. The first step in the decision-making process is to _______.
(a) identify alternatives
(b) evaluate results
(c) find and define the problem
(d) choose a solution
 Arab Academy for Science, Technology and Maritime Transport
Graduate School of Business
MBA program

8. Being asked to develop a plan to increase international sales of a product is an example of

the types _______ of problems that managers must be prepared to deal with.
(a) routine
(b) unstructured
(c) crisis
(d) structured

9. Costs, timeliness, and ______ are among the recommended criteria for evaluating
alternative courses of action.
(a) ethical soundness
(b) competitiveness
(c) availability
(d) simplicity

10. A common mistake made by managers in crisis situations is that they ______ .
(a) try to get too much information before responding
(b) rely too much on group decision making
(c) isolate themselves to make the decision alone
(d) forget to use their crisis management plan

11. The decision model views managers as making optimizing decisions, whereas the
_______ decision model views them as making satisficing decisions.
(a) behavioral, human relations
(b) classical, behavioral
(c) heuristic, humanistic
(d) quantitative, behavioral

12. When a manager makes a decision about someone’s annual pay raise only after looking at
his or her current salary, the risk is that the decision will be biased because of _____.
(a) a framing error
(b) escalating commitment
(c) anchoring and adjustment
(d) strategic opportunism

13. When a problem is addressed according to the positive or negative context in which it is
presented, this is an example of _____ .
(a) framing error
(b) escalating commitment
(c) availability and adjustment
(d) strategic opportunism

14. When a manager decides to continue pursuing a course of action that facts otherwise
indicate is failing to deliver desired results, this is called _____ .
(a) strategic opportunism
(b) escalating commitment
(c) confirmation error
(d) the risky shift
 Arab Academy for Science, Technology and Maritime Transport
Graduate School of Business
MBA program

15. Personal creativity drivers include creativity skills, task expertise, and _______ .
(a) emotional intelligence
(b) management support
(c) organizational culture
(d) task motivation

Short-Response Questions
16. What is the difference between an optimizing decision and a satisficing decision?
An optimizing decision is one that represents the absolute “best” choice of alternatives.
It is selected from a set of all known alternatives. A satisficing decision selects the first
alternative that offers a “satisfactory” choice, not necessarily the absolute best choice. It
is selected from a limited or incomplete set of alternatives.

17. How can a manager double-check the ethics of a decision?

Th e ethics of a decision can be checked with the “spotlight” question: “How would you
feel if your family found out?” “How would you feel if this were published in the local
newspaper?” Also, one can test the decision by evaluating it on four criteria: (1) Utility
—does it satisfy all stakeholders? (2) Rights—does it respect everyone’s rights? (3)
Justice—is it consistent with fairness and jus]tice? (4) Caring—does it meet
responsibilities for caring?

18. How would a manager use systematic thinking and intuitive thinking in problem solving?
A manager using systematic thinking is going to approach problem solving in a logical
and rational fashion. Th e tendency will be to proceed in a linear, step-by-step fashion,
handling one issue at a time. A manager using intuitive thinking will be more
spontaneous and open in problem solving. He or she may jump from one stage in the
process to another and deal with many different things at once

19. How can the members of an organization be trained in crisis management?

It almost seems contradictory to say that one can prepare for crisis, but it is possible.
The concept of crisis management is used to describe how managers and others prepare
for unexpected high-impact events that threaten an organization’s health and well-
being. Crisis management involves both anticipating possible crises and preparing
teams and plans ahead of time for how to handle them if they do occur. Many
organizations today, for example, are developing crisis management plans to deal with
terrorism and computer “hacking” attacks.
 Arab Academy for Science, Technology and Maritime Transport
Graduate School of Business
MBA program

Essay Question
20. As a participant in a new mentoring program between your university and a local high
school, you have volunteered to give a presentation to a class of sophomores on the
challenges in the new “electronic office.” The goal is to sensitize them to developments in
information technology and motivate them to take the best advantage of their high school
academics so as to prepare themselves for the workplace of the future. What will you say to
them?

This is what I would say in the mentoring situation: continuing developments in

information technology are changing the work setting for most employees. An
important development for the traditional white-collar worker falls in the area of office
automation—the use of computers and related technologies to facilitate everyday office
work. In the “electronic office” of today and tomorrow, you should be prepared to work
with and take full advantage of the following: smart workstations supported by desktop
computers; voice messaging systems, whereby computers take dictation, answer the
telephone, and relay messages; database and word processing software systems that
allow storage, access, and manipulation of data, as well as the preparation of reports;
electronic mail systems that send mail and data from computer to computer; electronic
bulletin boards for posting messages; and computer conferencing and
videoconferencing that allow people to work with one another every day over great
distances. Th ese are among the capabilities of the new workplace. To function
effectively, you must be prepared not only to use these systems to full advantage, but
also to stay abreast of new developments as they become available
 Arab Academy for Science, Technology and Maritime Transport
Graduate School of Business
MBA program

Chapter 8
1. Planning is the process of _____________ and _____________.
(a) developing premises about the future, evaluating them
(b) measuring results, taking corrective action
(c) measuring past performance, targeting future performance
(d) setting objectives, deciding how to accomplish them

2. The benefits of planning include _____________

(a) improved focus
(b) lower labor costs
(c) more accurate forecasts
(d) higher profits

3. In order to help implement its corporate strategy, a business fi rm would likely develop a
(an) _____________ plan for the marketing department.
(a) functional
(b) single-use
(c) production
(d) zero-based

4. _____________ planning identifies alternative courses of action that can be taken if and
when certain situations arise.
(a) Zero-based
(b) Participative
(c) Strategic
(d) Contingency

5. The first step in the control process is to _____________.

(a) measure actual performance
(b) establish objectives and standards
(c) compare results with objectives
(d) take corrective action

6. A sexual harassment policy is an example of _____________ plans used by organizations.

(a) long-range
(b) single-use
(c) standing-use
(d) operational

7. When a manager is asked to justify a new budget proposal on the basis of projected
activities rather than past practices, this is an example of _____________ budgeting.
(a) zero-based
(b) variable
(c) fixed
(d) contingency
 Arab Academy for Science, Technology and Maritime Transport
Graduate School of Business
MBA program

8. One of the benefits of participatory planning is _____________.

(a) reduced time for planning
(b) less need for forecasting
(c) greater attention to contingencies
(d) more commitment to implementation
9. The ideal situation in a hierarchy of objectives is that lower level plans become the
_____________ for accomplishing higher-level plans.
(a) means
(b) ends
(c) scenarios
(d) benchmarks
10. When managers use the benchmarking approach to planning, they _____________.
(a) use flexible budgets
(b) identify best practices used by others
(c) are seeking the most accurate forecasts that are available
(d) focus more on the short term than the long term
11. One of the problems in relying too much on staff planners is _____________.
(a) a communication gap between planners and implementers
(b) lack of expertise in the planning process
(c) short-term rather than long-term focus
(d) neglect of budgets as links between resources and activities
12. The planning process isn’t complete until _____________. (a) future conditions have
been identified
(b) stretch goals have been set
(c) plans are implemented and results evaluated
(d) budgets commit resources to plans
13. When a team leader is trying to follow an approach known as management by objectives,
who should set a team member’s performance objectives?
(a) the team member
(b) the team leader
(c) the team leader and team member
(d) the team member, the team leader, and a lawyer
14. A good performance objective is written in such a way that it _____________.
(a) has no precise timetable
(b) is general and not too specific
(c) is almost impossible to accomplish
(d) can be easily measured

15. Which type of plan is used to guide resource allocations for long-term advancement of the
organization’s mission or purpose?
(a) tactical
(b) operational
(c) strategic
(d) functional
 Arab Academy for Science, Technology and Maritime Transport
Graduate School of Business
MBA program

Short-Response Questions
16. List five steps in the planning process and give examples of each.
Th e five steps in the formal planning process are: (1) Define your objectives, (2)
determine where you stand relative to objectives, (3) develop premises about future
conditions, (4) identify and choose among action alternatives to accomplish objectives,
and (5) implement action plans and evaluate results.

17. How might planning through benchmarking be used by the owner of a local bookstore?
Benchmarking is the use of external standards to help evaluate one’s own situation and
develop ideas and directions for improvement. Th e bookstore owner/manager might
visit other bookstores in other towns that are known for their success. By observing and
studying the operations of those stores and then comparing her store to them, the
owner/manager can develop plans for future action.

18. How does planning help to improve focus?

Planning helps improve focus for organizations and for individuals. Essential to the
planning process is identifying your objectives and specifying exactly where it is you
hope to get in the future. Having a clear sense of direction helps keep us on track by
avoiding getting sidetracked on things that might not contribute to accomplishing our
objectives. It also helps us to find discipline in stopping periodically to assess how well
we are doing. With a clear objective, present progress can be realistically evaluated and
efforts refocused on accomplishing the objective.

19. Why does participatory planning facilitate implementation?

Very often plans fail because the people who make the plans aren’t the same ones who
must implement them. When people who will be implementing are allowed to
participate in the planning process, at least two positive results may happen that help
improve implementation: (1) Th rough involvement they better understand the final
plans, and (2) through involvement they become more committed to making those plans
work.

Essay Question
20. Put yourself in the position of a management trainer. You have been asked to make a
short presentation to the local Small Business Enterprise Association at its biweekly
luncheon. The topic you are to speak on is “How Each of You Can Use Objectives to
Achieve Better Planning and Control.” What will you tell them and why?
I would begin the speech by describing the importance of goal alignment as an
integrated planning and control approach. I would also clarify that the key elements are
objectives and participation. Any objectives should be clear, measurable, and time-
defined. In addition, these objectives should be set with the full involvement and
participation of the employees; they should not be set by the manager and then told to
the employees. Th at understood, I would describe how each business manager should
jointly set objectives with each of his or her employees and jointly review progress
toward their accomplishment. I would suggest that the employees should work on the
required activities while staying in communication with their managers. Th e managers
in turn should provide any needed support or assistance to their employees. Th is whole
process could be formally recycled at least twice per year.
 Arab Academy for Science, Technology and Maritime Transport
Graduate School of Business
MBA program

To achieve our vision, how should we appear to our customers? (3) Internal Process
Improvement—To satisfy our customers and shareholders, at what internal business
processes should we excel? (4) Innovation and Learning—To achieve our vision, how
will we sustain our ability to change and improve?
- There are a very large number of activities required to complete a new student center
building on a college campus. Among them, one might expect the following to be core
requirements: (1) land surveys and planning permissions from local government, (2)
architect plans developed and approved, (3) major subcontractors hired, (4) site
excavation completed, (5) building exterior completed, (6) building interior completed
and furnishings installed. Use the figure from the chapter as a guide for developing your
AON diagram.
 Arab Academy for Science, Technology and Maritime Transport
Graduate School of Business
MBA program

Chapter 10
1. The most appropriate first question to ask in strategic planning is ____________.
(a) “Where do we want to be in the future?”
(b) “How well are we currently doing?”
(c) “How can we get where we want to be?”
(d) “Why aren’t we doing better?”

2. The ability of a fi rm to consistently outperform its rivals is called ____________.

(a) vertical integration
(b) competitive advantage
(c) incrementalism
(d) strategic intent

3. In a complex conglomerate business such as General Electric, a(n) ____________ level

strategy sets strategic direction for a strategic business unit.
(a) institutional
(b) corporate
(c) business
(d) functional

4. The ____________ is a predominant value system for an organization as a whole.

(a) strategy
(b) core competency
(c) mission
(d) corporate culture

5. Cost efficiency and product quality are two examples of ____________ objectives of
organizations.
(a) official
(b) operating
(c) informal
(d) institutional

6. An organization that is downsizing to reduce costs is implementing a grand strategy of

____________.
(a) growth
(b) cost differentiation
(c) retrenchment
(d) vertical integration

7. When PepsiCo acquired Tropicana, a maker of orange juice, the fi rm’s strategy was
growth by ____________.
(a) related diversification
(b) concentration
(c) vertical integration
(d) cooperation
 Arab Academy for Science, Technology and Maritime Transport
Graduate School of Business
MBA program

8. In Porter’s five forces framework, having ____________ increases industry attractiveness.

(a) many rivals
(b) many substitute products
(c) low bargaining power of suppliers
(d) few barriers to entry

9. A ____________ in the BCG matrix would have a high market share in a low-growth
market, and the correct grand or master strategy is ____________.
(a) dog, growth
(b) cash cow, stability
(c) question mark, stability
(d) star, retrenchment

10. The alliances that link together fi rms in supply chain management relationships are
examples of how businesses try to use ____________ strategies.
(a) B2C
(b) growth
(c) cooperation
(d) concentration

11. The two questions asked by Porter to identify competitive strategies for a business or
product line are: 1—What is the market scope? 2—What is the ____________?
(a) market share
(b) source of competitive advantage
(c) core competency
(d) industry attractiveness

12. According to Porter’s model of competitive strategies, a firm that wants to compete with
its rivals in a broad market by selling a very low-priced product would need to successfully
implement a ____________ strategy.
(a) retrenchment
(b) differentiation
(c) cost leadership
(d) diversification

13. When Coke and Pepsi spend millions on ads trying to convince customers that their
products are unique, they are pursuing a/an ____________ strategy.
(a) transnational
(b) concentration
(c) diversification
(d) differentiation

14. The role of the board of directors as an oversight body that holds top executives
accountable for the success of business strategies is called ____________.
(a) strategic leadership
(b) corporate governance
(c) logical incrementalism
(d) strategic opportunism
 Arab Academy for Science, Technology and Maritime Transport
Graduate School of Business
MBA program

15. An example of a process failure in strategic planning is ____________.

(a) lack of participation
(b) weak mission statement
(c) bad core values
(d) insufficient financial resource

Short-Response Questions
16. What is the difference between corporate strategy and functional strategy?
A corporate strategy sets long-term direction for an enterprise as a whole. Functional
strategies set directions so that business functions such as marketing and manufacturing
support the overall corporate strategy

17. What would a manager look at in a SWOT analysis?

A SWOT analysis is useful during strategic planning. It involves the analysis of
organizational strengths and weaknesses, and of environmental opportunities and
threats.

18. What is the difference between focus and differentiation as competitive strategies?
The focus strategy concentrates attention on a special market segment or niche. The
differentiation strategy concentrates on building loyalty to a unique product or service.

19. What is strategic leadership?

Strategic leadership is the ability to enthuse people to participate in continuous change,
performance enhancement, and the implementation of organizational strategies. Th e
special qualities of the successful strategic leader include the ability to make trade-off s,
create a sense of urgency, communicate the strategy, and engage others in continuous
learning about the strategy and its performance responsibilities.

Essay Question
20. Kim Harris owns and operates a small retail store selling the outdoor clothing of an
American manufacturer to a predominately college-student market. Lately, a large
department store outside of town has started selling similar, but lower-priced clothing
manufactured in China, Thailand, and Bangladesh. Kim believes she is starting to lose
business to this store. Assume you are part of a student team assigned to do a management
class project for Kim. Her question for the team is: “How can I best deal with my strategic
management challenges in this situation?” How will you reply?

Porter’s competitive strategy model involves the possible use of three alternative
strategies: differentiation, cost leadership, and focus. In this situation, the larger
department store seems better positioned to follow the cost leadership strategy. Th is
means that Kim may want to consider the other two alternatives. A differentiation
strategy would involve trying to distinguish Kim’s products from those of the larger
store.