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XMGT 230 Entire Course

XMGT 230 Entire Course


XMGT 230 Week 1: CheckPoint: Decision-Making Process Paper Resource: Ch. 3 of Management   Identify a time in your life when you had to make a personal or professional decision, such as buying a home, changing jobs, enrolling in school, or relocating to another state or region.   Write a 200- to 300-word description in which you discuss your decision-making process. Support your ideas with academic research. Include the following:   ·         Describe each step of your process. ·         How similar was your decision-making process to the one described in the text? ·         How might your decision be different if you had used the same steps included in the text?   Format your paper consistent with APA guidelines.     XMGT 230 Week 1: Knowledge Check Complete the Week One Knowledge Check   1.The initial step in the decision-making process is to A. select an alternative B. evaluate the decision C. generate alternatives D. identify the problem 2.Making a decision by accepting the first option that meets your goal is referred to as A. optimizing B. minimizing C. accepting D. satisficing 3.Negative feedback received during the final evaluation of the decision indicates A. the problem was defined incorrectly B. implementation will require more resources C. the manager will not be allowed to have a second chance with the decision D. the decision was a bad choice 4.The set of important assumptions about the organization and its goals and practices that members of the company share is called A. organization norms B. organization culture C. industrial environment D. a closed system 5.Who must provide a long-term commitment in order to change an organizationâs culture? A. Customers and suppliers B. The CEO and organization managers C. Shareholders D. The government 6.Which of the following can be a useful clue about an organizationâs culture? A. The macroenvironment B. The industrial environment C. Information the media provides related to the organization D. The way the organization’s employees dress and behave 7.The macroenvironment of an organization consists of A. suppliers, customers, and the competition B.established, as well as new business,entering the environment C.the legal, political, economic, and social environment D. inputs, goods, products, and services 8.A key benefit of managers having ready access to information is the ability to A. increase costs B. gain inventory control C. increase their span of internal control D. gain a significant competitive edge 9.An example of a cooperative strategy is A. coalition building B. mergers C. dual legal action D. competitive action 10.Which statement best describes planning? A.Working with people and resources with the aim of accomplishing organizational goals B.Bringing people into the organization for achieving overall success C. Monitoring performance of an organization D.Making decisions related to the goals the organization will pursue 11.Which of the following involves planning? A. Analyzing current situations B.Determining rewards for goal achievement C. Implementing changes D. Attracting people to the organization 12.Which best defines how planning is used to deliver strategic value? A. A one-time process that is adhered to for the life of the organization to meet its goals B.Analyzing past situations to decide what type of activities the company will employ C.A dynamic process that considers the changing set of stakeholders’ needs when determining actions to achieve organizational goals D.A top-down approach, in which top executives establish business plans and direct others to implement them 15 13.Which of the following focuses on the organizing function of management? A. Mobilizing employees based on specific job responsibilities B. Coordinating a company’s human and physical resources needed to achieve goals C. Identifying business functions and establishing reporting relationships D. Analyzing current situations and the environment to determine objectives   14.Which of the following best describes a dynamic organization? A. Creating organizations that continually focus on the internal processes to achieve goals B. Building an organization by grouping jobs into work units and allocating resources C. Identifying business functions and mobilizing leaders D. Being flexible and responsive towards customer needs and the competitive environment   15.For todayâs managers, the organizing function requires a higher focus on which of the following? A. Establishing matrix reporting relationships B.Creating flexible and responsive organizations C.Specifying job responsibilities and grouping jobs into cross-functional work units D.Identifying business functions and allocating resources 16.The leading function for todayâs organizations necessitates A. taking care to minimize risks B. building a lean organization C. coordinating organizational resources D.involvement at all levels of the organization 17.As one of the key management functions, leading focuses on a managerâs efforts to A. mobilize people to contribute his or her ideas B. build organizations that are flexible and adaptive C. make sure goals are met D.identify opportunities for sustainable advantage 18.A managerâs ability to stimulate people to be high performers is referred to as A. leading B. organizing C. planning D. controlling 20 21 19.Through careful monitoring of the financial budgets of a firm, a manager can detect potential problems in reaching his or her financial goals and take actions to reverse the problem. This is an example of which management function? A. Leading B. Organizing C. Planning D. Controlling 20.An essential component of control includes which of the following? A. Monitoring performance and making necessary changes B. Mobilizing employees C. Assembling and coordinating resources D. Building a dynamic organization 21.In order to make needed adjustments, which of the following is required for the controlling function of management? A. Outcomes are consistent with goals B. Stimulating performance in employees C. Flexible and adaptive in leadership style D.Delivering strategic value to the Organization       XMGT 230 Week 2: Assignment: Internal and External Factors Paper Select an organization with which you are familiar.   Write a 700- to 1,050-word paper in which you explain how internal and external factors affect the four functions of management.   Explain how the following internal and external factors affect the four functions of management. Include specific examples for each of the following:   ·         Globalization ·         Technology ·         Innovation ·         Diversity ·         Ethics   Format your paper consistent with APA guidelines.     XMGT 230 Week 3: CheckPoint: Organizational Plans Write a 350-word paragraph answering the following questions:   ·         What are the different types of plans that organizations can use? ·         What types of plans does your organization use, and why do they use these plans?   Format your paragraph consistent with APA guidelines.     XMGT 230 Week 3: Knowledge Check  Complete the Week Three Knowledge Check   1.A pattern of actions and use of resources that is developed withthe intention to achieve the goals of an organization is referred to as A. a mission development B. strategic operationalizing C. a strategy D. tactical plans 2.How long is the time horizon for a strategic plan? A. 1 to 3 years B. 3 to 7 years C. 3 to 5 years D. 1 to 5 years 17.Decisions about the organization's long-term goals are called? A. SMART goals B. Strategic goals C. Strategic planning D. Mission planning 3.Which of the following refers to the translation of broad strategic goals and plans into specific goals and plans? A. Operational planning B. Tactical planning C. Bottom-up planning D. Traditional planning 4.What level of management creates the tactical plan? A. Employee team leads B. Frontline leaders C. Executive level D. Middle management 5.If the strategy calls for the rollout of a new product line, the tactical plan for the manufacturing unit may involve which of the following? A. Develop profit and return on investment goals for the new product line B. Design, test, and install the equipment needed to produce a new product line C. Schedule production runs D.Identify capital and human resources requirements 6.Which of the following refers to the process of identifying the specific procedures and processes required at lower levels of the organization? A. Operational planning B. Tactical planning C. Contingency planning D. Divisional planning 7.To be effective, the organizationâs strategic, tactical, and operational plans must be? A. Aligned B. Defined C. Scoped D. Direct 8.Typical operational planning might focus on which of the following? A. Production scheduling and training of personnel B. Profit levels, share value, growth, and return on investment C. Advertising expenditures, sales levels, and product use innovations D. Retention levels, benefits usage, and value 9.What types of plans are referred to as âwhat ifâ? A. Operational plans B. Tactical plans C. Contingency plans D. Strategic plans 10.What do we call the alternative plan when the initial strategic plan is not working? A. Operational plans B. Tactical plans C. Contingency plans D. Personalized plans 11.What is another name for a contingency plan? A. Tactical plan B. Operation plan C. Disaster plan D. Strategic plan 12.What is the first step in the formal planning process? A. Goal and plan evaluation B. Alternative goals and plans C. Monitor and control D. Situational analysis 13.Who is responsible for the organization's strategic plan? A. Middle management B. First-line supervisors C. Tactical managers D. Senior executives 18.The three levels of planning are A. strategic, business, and operational B. strategic, synergistic, and operational C. visionary, strategic, and operational D. strategic, tactical, and operational 14.Which environmental scan analysis looks at interest groups? A. Macroeconomic Analysis B. Technological Analysis C. Tactical Analysis D. Social Analysis 15.Environmental analysis examines which of the following? A. Organizational culture B. Competitor profile C. The key stakeholders D. Stockholders 16.What is the first process in an environmental scan analysis? A. Tactical planning B. Examination of the industry C. Strategic planning D. Operational assessment       XMGT 230 Week 4: Assignment: Management Planning Presentation Imagine you are an executive for BP, and you are preparing a presentation for the board of directors about the organization’s direction.   Create a 10- to 15-slide Microsoft® PowerPoint® presentation, with speaker notes, in which you address the following:   ·         Evaluate the planning function of management as it relates to the organization’s goals and strategies. Use steps in the planning process outlined in the text.   ·         Analyze the influence that legal issues, ethics, and corporate social responsibility have had on management planning at BP. Provide at least one example for each.   ·         Analyze at least three factors that influence the company's strategic, tactical, operational, and contingency planning.   Format your paper consistent with APA guidelines.     XMGT 230 Week 5: CheckPoint: Organizational Chart Consider an organization for which you have worked. Draw its organization chart and describe it by using terms from Ch. 8 of Management. Write a 350-word paragraph describing your experience with the organization. Did you enjoy working there? Explain your response. Submit your paragraph and your organizational chart to your instructor. Format your paragraph consistent with APA guidelines.     XMGT 230 Week 5: Knowledge Check Complete the Week Five Knowledge Check   1.Which of the following is created through division of labor and job specialization? A. Integration B. Coordination C. Differentiation D. Span of control 2.The reporting structure and division of labor in an organization is conveyed by which of the following? A. Span of control B. Organization chart C. Organization hierarchy D. Span of management 3.In the study by Lawrence and Lorsch (as cited in Bateman & Snell,2011), companies in complex, dynamic environments developed_____ levels of differentiation; and _____ levels of integration. A. intermediate; high B. high; high C. low; high D. high; low 4.Effectively leveraging the talents of subordinates, in addition to the managerâs own talents, is called A. coordination B. correlation C. orientation D. delegation 5.How do decentralized organizations approach decision making? A. Top management in the organization make the majority of decisions. B. Stakeholders of the organization make the majority of decisions. C. The supervisory level employees make the majority of decisions. D. Employees most familiar with the issue make the majority of decisions. 6.The level of the organization that includes the first line managers and the employees that report to them is commonly called the A. senior level B. leadership level C. middle management D. operational level 7.Departments that have responsibility for the primary activities of the firm are called A. sales departments B. shipping departments C. staff departments D. line departments 8.A functional organizational structure is understood to be most effective in A. complex environments B. high growth environments C. new start-up companies D. simple, stable environments 9.A hybrid organizational form where functional and divisional organizational forms overlap is called a A. product organization B. network organization C. blended organization D. matrix organization     XMGT 230 Week 6: Assignment: Organizational Structure Paper Write a 1,050- to 1,400-word paper in which you select an organization with which you are familiar and present the following items as they relate to that organization:   ·         Describe the organizational structure of your selected organization. Compare and contrast that structure with two different organizational structures.   ·         Evaluate how organizational functions, such as marketing, finance, human resources, and operations, influence and determine the organizational structure of your selected organization.   ·         Explain how organizational design, such as geographic, functional, customer-based, product, service, hybrid, matrix, marketing channels, and departmentalization organizational design, helps determine which structure best suits your selected organization’s needs.   Format your paper consistent with APA guidelines.     XMGT 230 Week 7: CheckPoint: Great Job Write a 200- to 300-word paragraph answering the following questions:   ·         Can someone who is a leader not be a manager? Why or why not? ·         Can someone who is a manager not be a leader? Why or why not?   Format your paragraph consistent with APA guidelines.     XMGT 230 Week 7: Knowledge Check Complete the Week Seven Knowledge Check   1.Which of the models of organization structure depends most heavily on appropriate communication and coordination between subsidiaries? A. The global model B. The international model C. The multinational model D. The transnational model 2.What type of organization is âmarked by an absence of prejudice,discrimination, and low levels of intergroup conflict?â A. Diverse B. Mechanistic C. Pluralistic D. Multicultural 3.The assumption that there is âonly one wayâ and that no other way of living should be recognized, illustrates which diversity assumption? A. Homogeneity B. Similarity C. Ethnocentrism D. Parochialism 4.Supervisory leadership is behavior that provides A. purpose and meaning to the organization B. support and corrective feedback C. guidance and vision for the future D.collaboration with others to initiatechanges. 5.At a restaurant where your friend works, the manager has a lot of power over the workers. She has the responsibility of scheduling workers and assigning projects during each shift. Employees who have performed poorly on their shifts tend to get scheduled for the unpopular weekend shifts and the worst shift duties. This manager seems to use a high degree of A. legitimate power B. negative power C. coercive power D. referent power 6.Legitimate power is described as power that exists by having A. control over punishments B. control over rewards C. the authority to tell others what to do D. expertise 7.A leadership perspective that attempts to identify what effective leaders do and the behaviors they exhibit is referred to as the A. behavioral approach B. trait approach C. transformational leadership D. strategic approach 8.A leader that supports other individuals as part of improving the organization is best described as a A. bridge leader B. visionary leader C. compassionate leader D. servant leader 15.A person who has a special ability to generate excitement and revitalize organizations is known as a A. transactional leader B. situational leader C. transformational leader D. charismatic leader 0 11 9.According to Bateman and Snell (2011), which of the following highlights the importance of leader behaviors, not just toward the group as a whole, but toward individuals on a personal level? A. The Vroom model of decision-making B. Leader-Member Exchange (LMX) theory C. The trait approach to leadership D. Blake & Mouton's Leadership Grid 10.Robin Errington has been frustrated at work. Robin's boss, for whatever reason, never makes decisions. If anything is to be accomplished, Robin and her coworkers just choose what they think is best. Robin's boss has a decision style that should be labeled A. autocratic B. non-performance C. employee centered D. laissez-faire 11.Which of the following statements is true regarding decision styles? A.Laissez-faire style results in higher performance B.Democratic style results in positive attitudes C.Autocratic style results in lower performance D. Democratic style is the most efficient 12.According to leader behavior research, including studies at Ohio State and Michigan, the ideal leader A. is both autocratic and democratic B. is neither autocratic nor democratic C.engages in both task performance and group maintenance behaviors D.relies on the situation to dictate his/her behavior 13.What leadership approach focuses on maintaining good relationships between the leader and the employee and works well for leaders with high-LPC (least preferred coworker) scores? A. Social and charismatic leadership B. Expectancy-value model to leadership C. Relationship-motivated leadership D. Task-oriented leadership 14.What is a situational model that focuses on the participative dimension of leadership, or how leaders go about making decisions? A. Vroom model B. Path-goal model C. Fiedler's contingency model D. Leader substitutes model       XMGT 230 Week 9 Final Project: Management and Leadership Presentation Imagine that you are an expert in the principles of business leadership. You have been invited to present at a conference held for some of the top executives at Fortune 500 companies. Your assigned topic is leveraging leadership to maximize business success.   Create a 15- to 20-slide Microsoft® PowerPoint® presentation in which you address the following:   ·         Introduction to leadership   Explain the differences between management and leadership and how cultivating leadership skills in managers can benefit the organization.   Explain how managers can set effective expectations for their employees to increase organizational performance.   ·         Organizational culture   Describe how managers, when applying leadership principles, can contribute to a healthy organizational culture.   ·         Managerial control   Identify some key control mechanisms and describe how management can apply them to aid in achieving organizational goals.   ·         Leveraging diversity   Summarize some best practices for leading a diverse workforce, and the benefits that can come to the organization through leveraging diversity.   Support your presentation with the concepts discussed in class and from the text, and your personal experiences.   Include the speaker notes to explain the key points in your presentation.   Format your presentation consistent with APA guidelines.     XMGT 230 Week 9: Knowledge Check  Complete the Week Nine Knowledge Check   1.The level of expected performance for a given goal; a target that establishes a desired performance level, motivates performance, and serves as a benchmark against the performance being assessed is referred to as a(n) A. measurement B. standard C. control process D. audit 2.Performance standards can be set with respect to which of the following? A. Cost, quality, and functionality B. Quality, time used, and quantity C. Time used, quality, and functionality D. Quantity, quality, and temperament 3.Control that focuses on the use of information about previous results to correct deviations from the acceptable standard is referred to as A. feedforward control B. audit control C. quality control D. feedback control 4.Performance data is most commonly obtained from which of the following sources? A.Oral reports, written reports, and personal observation B.Customer reports, written reports, and personal observation C. Top, middle, and lower management D.Self-reports, oral reports, and upper management 5.Which of the following is the third major step in the formal control process? A. Setting standards B. Comparing performance with standards C. Revising standards D. Taking corrective action 6.The use of rules, regulations, and authority to guide performance is referred to as A. clan control B. market control C. concurrent control D. bureaucratic control 7.Market controls involve the use of A. rules and regulations B. authority C. sales and variable costs levels D. economic standards 12.The increasing need for clan control is caused by A. changes in the economics of work B. employees becoming too empowered C.employees lack of interest in corporate decisions D. changes in employment relationships 8.Advances in information technology have created powerful A. market controls B. feedback controls C. concurrent controls D. organization links 9.The Six Sigma approach is based on ____________ analyses that contribute to ____________. A. statistical; increased customer base B. budgetary; customer satisfaction C. strategic; customer satisfaction D. statistical; customer satisfaction 13.Assessing your own companyâs planning, organizing, leading,and controlling efforts is the essential function of A. strategic audits B. feedback control C. external audits D. internal audits 10.Group maintenance behaviors are A. focused on a concern for the accomplishment of the work B. focused on the satisfaction of the work group C. focused on the closeness of supervision D. generally resented by workers   11.Leaders are agents of A. control B. details C. results D. transformation       XMGT230 Week 1 DQ 1 (10 different responses A+ Guide) What is management? Why is management necessary? How do you think management has evolved?   XMGT230 Week 1 DQ 2 (10 different responses A+ Guide) How do the four functions of management affect organizational success? Which function of management do you think is most important? Why?   XMGT230 Week 3 DQ 1 (10 different responses A+ Guide) What are the steps in the planning process? Which step is the most crucial? Why?   XMGT230 Week 3 DQ 2 (10 different responses A+ Guide) Do you think organizations can over plan? Explain your response.   XMGT230 Week 5 DQ 1 (10 different responses A+ Guide) What are the different types of organizational structures? Which type of structure do you think is the most effective? Why is this structure the most effective? How can organizations determine if they are structured in the most effective and efficient manner?   XMGT 230 Week 5 DQ 2 (10 different responses A+ Guide) What evidence have you seen of the imperatives for change, flexibility, and responsiveness faced by today’s firms?   XMGT 230 Week 7 DQ 1 (10 different responses A+ Guide) What are some skills that leaders need to possess? How can managers develop leadership skills?   XMGT 230 Week 7 DQ 2 (10 different responses A+ Guide) How has management changed because of the increased role of globalization? Would a good leader in one country automatically be a good leader in another country? What characteristics should a leader have to make them successful globally?   XMGT 230 Week 9 Capstone DQ (10 different responses A+ Guide) What are the different types of control systems? What are some advantages and disadvantages of the various control mechanisms? How does your organization use the steps of the control process?

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