GEOL - Meteorology and Space Science Essay Example | Topics and Well Written Essays - 1250 words

GEOL - Meteorology and Space Science - Essay Example Scientists almost proved that more greenhouse gases appeared in the atmosphere after the industrial revolution and with the development of the technology. Heating effect is dangerous for human life, moreover global warming causes many other problems such as rising sea level, undesirable change of climate etc. The given paper will discuss the potential causes and consequences of global warming and try to find possible solutions. Actually, some scientists do not believe in global warming. Some people consider it to be a myth. In order to define if it is really a myth or a real phenomenon, it is important to implement scientific research. Moreover, according to some researchers, the global warming is a phenomenon that was not caused by industrial revolution as it was met before: â€Å"Global warming is not a 20th century phenomenon. It has, in fact, occurred in the past more than once, along with periods of extreme cold known as the ice ages. With so much written and reported about global warming, sometimes its difficult to detect which is fact and which is just part of scientific scare tactics† (Fiset). There are indicators, which are used by scientists to control the climate shift, the main of them are temperature and sea levels. Researches made certain conclusions about the changes in temperature during the last 1,000 years. The 20th century is characterized by frustration of temperature. Between the1960-1970s the earth underwent the period of cooling, but still in general the average temperature increased. The temperature is increasing by 0.1-0.2 oC every ten years. â€Å"Keeping planetary warming below two degrees Celsius (3.6 degrees Fahrenheit) would, it was thought, avoid such perils as catastrophic sea-level rise and searing droughts. Staying below two degrees C would require limiting the level of heat-trapping carbon dioxide in the atmosphere to 450 parts per million (ppm), up from todays 395 ppm and the

Enhancing Employability in Marketing Assignment

Enhancing Employability in Marketing - Assignment Example Particularly, the banking and finance industry has witnessed this and there is since a vacancy hence the need to employ more marketers and advertisers in London as its the country’s hub. Financial services, professional services, not-for-profit and media are hiring the majority of marketers in London (Anderson & Marsh, 2011). Also, another current trend worth taking note of in the marketing and advertising industry in the U.K is high demand for digital marketers. Technology has revolutionized the traditional way of doing business. Companies are now hiring personnel who can compete globally and those who are techno-savvy. For example, online marketing is a tool used by most companies that want to gain a global audience. This therefore means that there will be a very high demand for digital marketers who can use various online methods as channels of communication. Another significant trend in this industry is demand for marketers driven by regional specific industries. Each region in the U.K has a specialized marketing need. They will therefore hire marketers who they think will be most appropriate for those various needs. An example would be Leeds is dominated by retail, financial and professional services; Sheffield by manufacturing and public sector; Greater Manchester has a diverse mix of industry, com merce, public sector, as well as dominating the creative agency sector outside of London. The location of the port cities of Liverpool and Newcastle mean they operate almost as separate economies in their own right. This means that the demand for marketers will vary greatly and will definitely depend on the demand and supply rule otherwise known as Adams invisible hand theory. (CBI employability report 2010). Finally, the industry has also experienced a high turnover in the fast moving consumer goods sector.

Trade Kings A Zambia Consumer Company Marketing Essay

Trade Kings A Zambia Consumer Company Marketing Essay For a firm in its initial internationalisation, it will have to use indirect export strategies where it uses intermediary organisations that have the necessary experience in handling export sales on behalf of experienced or low level exporting organisations. As the firms export grows and the firm acquires knowledge in the export market including the preparations of the export documents, it may now opt to use the direct export strategy with less use of intermediaries Most companies would prefer to remain domestic if their domestic market were large enough. Managers would not need to learn other languages and laws, deal with volatile currencies, face political and legal uncertainties or redesign their products to suit different customer needs and expectations. A higher degree of involvement in the domestic market and the company may need a larger customer base to achieve economies of sale. As Trade Kings expanded in Zambia, its marketing pesonnel was able to collect information on the potential opportunities in Malawi. It was actually observed that travelers going to Malawi had introduced the brand maheu there and was a popular brand. This information provided the basis for conducting formal market research which revealed that the brand would successfully sale in Malawi. The company eventually entered the Malawian Market in 2001 through an indirect export strategy. LEARNING CURVE REQUIREMENTS Firms which intend a heavy future involvement might need to learn from the experience that close involvement in an overseas market can bring, some companies may not have any major resources and experience in international trade. Trade Kings did not have any experience in international marketing as it was initially only selling its brands in Zambia. RISKS Some risks such as political risks or the risk of the expropriation of overseas assets by foreign government encourages firms entering into overseas markets to persue an indirect exports strategy as it is safer. On the other hand, the risk of losing touch with customers and their requirements would encourage a direct export strategy. There is political stability in Malawi, Mozambique and South Africa and this provided opportunities for Trade Kings to enter these foreign markets. The lack of experience in export marketing meant that Trade Kings would have to use already experienced exporters, although it would not be in touch with the customers in these countries. CONTROL NEEDS Control over the export operations, particularly over the marketing mix and the distribution channel varies between indirect and direct exporting strategies. Indirect export strategy offers virtually no control to the exporters. Trade Kings had no control over indirect exporters. These were willing to sale on behalf of Trade Kings. However, Trade Kings later opted to use direct export strategy which allowed for greater control over its export operations in Malawi, Mozambique and South Africa. HOW MANY MARKETS TO ENTER The company must decide how many foreign markets to enter and how fast to expand. The risk is the substantial resources needed and the difficulty of planning export strategies into many diverse markets. (Kotler 2004, Page 640). EVALUATING POTENTIAL MARKETS It is important to evaluate the potential of several foreign markets. Many companies prefer to sell to neighbouring countries because they understand these countries better and can control their costs effectively. Most Zambians are familiar with Malawi due to historical and political factors. Trade Kings would not find it difficult to enter the Malawian Market. DECIDING HOW TO ENTER THE MARKET Once a company decides to target a particular country, it must determine the best mode of entry. Its broad choices regarding export strategies include an indirect export strategy and a direct import strategy. A firm internationalizing for the first time has no experience in export documentation, lack local knowledge in the foreign market and valuable distribution contacts. Trade Kings had to depend on the experienced exporters. In this case it would have to use indirect export strategy. EXPORTING STRATEGIES Exporting is the easiest, cheapest, and most commonly used route in to a new foreign market. Many firms become exporters in an unplanned haphazard and reactive way, simply by accepting orders from the potential customers who happen to be based overseas. However it was common for a firm to take a proactive approach to exporting by the systematic planning and the identification and the selection of target markets for its exports. This gives rise to several advantages over those entry methods which require greater involvement in the overseas market. 3.1 ADVANTAGES TO THE EXPORTER 3.1.1 The principal benefit is that the exporters are able to concentrate production in a single location, in order to achieve economies of scale and consistency of product quality. Trade Kings would produce the Maheu brand and distribute it to its foreign markets in Malawi, Mozambique and South Africa. The demand as at now does not require the setting up of a plant in these countries. However Trade Kings is considering a plant in Malawi that will produce a range of consumer products similar to the ones produced in Zambia. 3.1.2 Firms lacking the know-how and experience can try internationalization on a small scale. Trade kings had started exporting maheu brand on a small scale until the brand gained popularity in 2002. The demand for the brand had increased in Malawi. 3.1.3 Exporting enables firms to develop and test their plans and strategies. Trade Kings had to attain the learning curve effect and eventually was able to persue a more expansionary export sales to Malawi, Mozambique and South Africa by persuing direct export strategy. 3.1.4 Exporting enables firms to minimize their operating costs, administrative overheads and personnel requirements. 3.2 INDIRECT EXPORT STRATEGY 3.2.1 EXPORT HOUSES Export house are firms which facilitate exporting on behalf of the producer. There are three main types of export houses: EXPORT MERCHANTS These act as export principals, they buy goods from a producer and sell them abroad. Trade Kings was able to sell its maheu brand to export merchants in Lusaka who where exporting a range of consumer products in Malawi. ADVANTAGES OF EXPORT HOUSES The producer gains the benefits of the export houses market knowledge and contacts. Trade kings was able to use a major export house ABC international export that was able to buy a range of consumer products from various suppliers in Zambia and transport them to malawi, Mozambique and South Africa. As business continued with ABC company, Trade Kings acquired knowledge that was helpful in setting its own export market department. Except in the case of export agents the producer is relieved of the need to do the following: Finance the export transaction Suffer the credit risk Prepare export documentation Trade Kings was not able to incur any promotional and distribution expenses. This was borne by ABC Company. All export documentation was done by the exporter. In some cases export merchants receive preferential treatment from foreign institutional and organisational customers. ABC International Exporters is a large company that has been in the export marketing of consumer products to Malawi including supplying goods to government institutions and organizations. It has developed strong relationships with valuable contacts in the country that it exports to. DISADVANTAGES OF EXPORT HOUSES Ultimately, it is not the producer but the marchants decision to market a product and so a producer is at the Merchants mercy. At this time the merchant was buying less Trade Kings brand in preference to their company brands. Any goodwill created in the market usually benefits the Merchant and not the producer. As with all intermediaries, an export house or Merchants might service a variety of producing organization. An individual producer cannot rely on the Merchants exclusive loyalty. Trade kings brands has created strong loyalty in Malawi, However ABC Company was not effectively marketing the brand. It was also over -pricing the brand leading to lower sales. The exporter also was also increasing stock of Trade Kings Competitor. This lead to the creation of Trade Kings export marketing department. Export houses are not normally willing to enter into long term arrangements with a producer. Trade King had entered with a 2 (two) year contract with ABC International Exporters as they did not want a 5 (five) year contract initially.However as demand for the brand increased in Malawi, the exporter wanted a long term contract. Trade Kings entered in to contract with a specialist export management firm, International Distributors Limited, a specialist export Consultancy and logistics firm. DISADVANTAGES OF SPECIALIST EXPORT MANAGEMENT The drawbacks of using the specialist export managers include:- As the export manager is an independent organisation, it can leave the producers service and the producer will have gained as inhouse expertise. The contract was not renewed because the international distributor firm lacked the resources to fully exploit the foreign markets. As the producer does not learn from experience of exporting, this may adversely affect future options by restricting those available. The Trade Kings did not benefit any export knowledge from the distributors as all export management functions were done by the firm. The specialist export manager may not have sufficient knowledge of all the producers in the market. International distributors proved to lack adequate knowledge in the foreign markets in which Trade Kings could increase its sales. 3. COMPLIMENTARY EXPORTING Complementry exporting or piggy back exporting occurred when one producing organisation refered to as the carrier uses its own established international marketing channels to market the products of another producer referred to as the rider as well as its own. ADVANTAGES OF COMPLIMENTARY EXPORTING There are advantages to both the carrier and the rider as follows: The carrier earns increased profit from a better use of distribution capacity and can sell a more attractive product range. The rider obtains entry to a market at low cost and low risk. Trade Kings did not use this mode of indirect export strategy. 4. TURNKEY CONTRACTS Turnkey contracts may also provide opportunities for complementary exporting. A single firm engaged in a particular project overseas such as construction, petroleum refining, pharmaceutical and civil engineering projects will often acquire products and services from other firms in the home country for the project. (Hill 2005, page 485) Trade kings did not use much of indirect export strategy. DIRECT EXPORT STRATEGY Direct export strategy occurs where the producing organisation itself performs the export tasks rather than using an intermediary. Sales are made directly to customers overseas who may be wholesalers, retailers or final users. Sales may increasingly be made via e- commerce on the internet. As the volume of sales increased and a forcast of demand showed that Trade Kings brand were steadily growing including detergents, candles, match ticks. Sweets , snacks and bathing soaps. Marketing in this environment is similar to the marketing in the domestic market, although there are the added problems of distance product regulations language and culture.(Hill, 2005 Page 488) OVERSEAS AGENCIES Overseas export agent is an overseas firm hired to effect a sales contract between the principal (i.e the exporter) and a customer. Agents do not take title of goods, they earn a commission. Trade Kings entered into a contract with Malawi export agent, Malawi export Limited. THE ADVANTAGES OF OVERSEAS AGENTS An exporter may use overseas agents due to the following reasons:- They have extensive knowledge and experience of overseas market and the customers. Malawi Export Limited, an indeginous local firm, large importer was able to increase the sale of trade Kings products. Their existing product range is usually complementary to the exporters. This may help the exporter penetrate the overseas market. Unlike ABC international exporters who were able to stock Trade Kings Competitors brands. The exporter does have to make a large investment outlay. Trade Kings did not have to spend resources in building a depot and managing it. This was all done by the Malawi Export Limited. The political risk is low Malawi export Limited is an indigenous Malawian firm and has vast local knowledge and local contraact. It is able to withstand any political challenges in Malawi. DISADVANTAGES OF USING OVERSEAS AGENTS The disadvantages of using overseas agents and these are: An intermediarys commitment and motivation may be weaker than the producers. The Malawi export Limited was still able to market others brand by different suppliers and was based towards brands whose turnover was very high compared to Trade Kings brands. Agents usually want steady turnover using an agent may not be the most appropriate way of selling low volume, high value goods with unsteady patterns of demand, or where sales are infrequent. Trade Kings brand were of average turnover and Malawi Export Limited failing to meet the expectations of Trade Kings. This led to the formation of a Trade Kings branch office in Malawi. This would also deal with Mozambique and South Africa. Many agents are too small to exploit a major market to its full extent. Many service only limited geographic segments. As a market grow large it becomes less efficient to use as an agent. A branch office or subsidiary company will achieve economics of scale. The demand for the Trade king brands kept on growing since 2004 and management had to commit its resources in developing an overseas branch office in Malawi. A careful analysis was done by Trade Kings prior to the selection of the Malawi Export Limited Company to act as an overseas agent for the Malawian market. COMPANY BRANCH OFFICES ABROAD A firm can establish its own office in a foreign market for the purpose of marketing and distributing its product. ADVANTAGES OF A COMPANY BRANCH OFFICE The advantage of Companys branch office in setting its own distribution office, a firm may have the following advantages: When sales have reached a certain level branch offices become more effective than agencies. A Trade King Branch was finally opened in the capital city, Lilongwe in Malawi on 1st June, 2005 with most staff being Malawians. Sales performance will improve as the commitment and motivation of a producers own staff should be more effective than those of an agent. Trade Kings Staff were committed to ensure that they attained the sales targets. The level of motivation was high leading to surpassed sales targets in 2006, this lead to the expansion of the branch to also effectively manage sales in Mozambique. The producer retains complete marketing control. Trade Kings had now a strong presence in Malawi and in Mozambique.The branch was now able to pursue aggressive marketing of Trade Kings brands through advertising campaigns, sales promotions campaigns and participation in trade exhibitions in Malawi and Mozambique. DISADVANTAGE OF COMPANY BRANCH OFFICES ABROAD Trade Kings experienced the following drawbacks when it set- up firm setting an overseas Company branch in Malawi Higher investment overhead and running costs are entailed. There can be a political risk particulaly expropriation of assets. The firm will be subject to local staff legislation which it may not welcome. CONCLUSION Mode of entry has implications for the distribution channel. Although in domestic markets firms often give some control over distribution to intermediaries this problem is magnified in international terms. Trade Kings later experienced distribution problems through its indirect export strategy in Malawi. The distributors had earlier on provided Trade Kings with higher sales. However it started to over stock a range of products from various competing firms. This led to a decline in Trade Kings maheu brand despite the product having established brand loyalty on the Malawian market. It can be observed that, for many overseas operations means they are forced into the aims of intermediaries even though this may not be the ideal means of the satisfying the needs of the end consumers. Trade kings enventually had to opt for investing directly in the Malawian market through a direct export strategy.

Global Expansion Essay -- essays research papers

Before entering a dark place, most people tend use some type light emitting device to provide direction and guidance; so they are able to see what is in front of them, so that Do not fall. The same principal should be used when attempting to sell overseas. Before attempting expand into a new market domestically; your success depends on research planning and timing. This will give you the necessary light needed to find out if you have the right offering, and pinpoint a high-potential customer base. In addition, it helps you find the right partners to help you out your planning, then tapping consumer or business markets overseas have the potential to benefit your business tremendously.   Ã‚  Ã‚  Ã‚  Ã‚  The cultural divide is still ever persistent, but the good news is that it's getting smaller and smaller. It may never disappear totally because of the way most us tend to stay within our cultural bounds. Most of us Americans believe that we are supposed to be positive, dynamic and assertive no matter what but is the proper way to do things in other countries? Probably not. Yet, that’s the American way of doing things. Many of us are pretty comfortable with our own customs but normally feel threaten when cross cultural lines. Normally we feel uncomfortable or even threaten when boundaries are crossed, but adjustments must be made for firms to be successful overseas. In most of the world, business is about people and relationships, win-win relationships built on mutual trust. Of course, business involves selling and buying and making money. But for the most of the world, good business follows mutual trust, not vice versa. Friendship comes before money talk. In addition, mutual trust usually results from comfort levels they achieve with each other. Politically incorrect or not, let's face it. It is more difficult to feel comfortable with   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   people who don't look like us or talk like us. The failure to adjust, to the difference between people can cause an organization to fail miserable when trying expand in overseas markets. After investigati... ...ly been open to the world for 20 years therefore, its growth has been extraordinary. Vietnam's economy has weathered the global economic slowdown of 2001 better than most other Asian economies, largely due to the fact that it is less integrated into the world economy and less vulnerable to declines in demand for its exports. Vietnam is growing economy with a bright future ahead of it. For our firm to expand international we must continue to make low cost product to support the ever-growing elderly population and challange people of these nations the ability to moving around with little or trouble.   Ã‚  Ã‚  Ã‚  Ã‚  Before we expand to any of these nations we need to ensure that have a firm understanding of their culture. Friendship and understand first, then the bottom line should be discuss. .   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  References Retrieved October 5, 2002 http://www.cia.gov/cia/publications/factbook/geos/rp.html Retrieved October 8, 2002 http://lcweb2.loc.gov/frd/cs/vntoc.html Retrieved October 10, 2002 http://www.singstat.gov.sg/

Cultural Issues in Middle School Essay

Middle school is one of the most difficult situations of transition. Middle schoolers are awkward, hard to deal with and confused. They aren’t children but certainly not adults. They are egocentric to say the least and have little concern for the consequences of their actions. Yet, they are also one of the best ages to work with, if one is willing to try to understand their difficult lives. The culture in middle school can be broken down as such: sexuality, intellect, and social status. Sexually, these students have to deal with their changing bodies and feelings. They also have to try to understand how these feelings and changes fit in appropriately within the community. This is the area they are most sensitive toward. Intellectually, students have to decide if being â€Å"smart† is something they are willing to do. In some environments, being smart is cool, so those students who are gifted have no trouble fitting in. In other schools, these students are outcasts. When it is not cool to be smart, many students have a hard decision to make. If they show their gifts, they may sacrifice social standing. When it is cool, the struggling students feel even more left out and troubled. At times, these students may even act dumber to try to hide how much they truly struggle. Social status varies with each school environment. Wealth, possessions, address, family legacy and athletic ability are all indicators of success. Middle school is a contest and students are constantly scrutinizing each other to see who will win, popularity being the prize, of course. There are leaders and followers; the status symbols then change as the leaders themselves change. Whether it is the newest clothing label, shoe or track star, the culture of middle school is dominated by judgment. Evaluation The Illuminative Model of Evaluation rests its assessment on process. It appraises based on qualitative analysis of a situation in order to understand its initiation as clearly as its conclusion. Thus, in order to evaluate a situation, one must observe the effects of the process not simply look at data. The following tools of assessment are based upon that model and are applied to the curriculum overall. Several lessons will be used that typify the learning environment created within the classroom. Evaluation One: How does this lesson provide skills that work outside the testing environment? To evaluate this lesson, the calendar of lessons was assessed. Questions were asked such as, how do the lessons flow and what overall messages are the students receiving? Can they define, find and apply the concepts discussed in class? Upon reviewing the lessons, they seem to present isolated concepts. The entire unit is research process and narrative writing techniques which are two genres and should be taught separately. These lessons are trying to do way too much too fast. Middle school students are more successful when you break the process down and connect it to real world reasons for completing the work. If they would’ve started with day five, â€Å"reading the memoir,† then they could use the text to help define and find the language. Once they can do that, then they can apply the concepts such as writing dialogue, good word choice and using sensory language. The lesson plans as they are, present interesting skill sets but they aren’t connected to the question of, how do I apply this to reading and writing outside school. These skills might help them pass a test, but if you ask them to write dialogue, they will not know how. The non-fiction author board is a great idea but is not developed. They are completing tasks that have a function. This project should be enhanced by having students read Georgia authors and doing actual research and a research project on their author. This schedule needs to be totally revamped in order to serve the real world needs of the students. Evaluation Two: Does this lesson connect to a home environment? As is, there is no connection with the home environment. This will lessen the importance of the work and disconnect the families from what the students are learning. To enhance the process, when having the students write narratives, why not have them collect narratives from family members? This validates the home environment while creating an interest in the school environment at home. For the research section, they could research their family tree or conduct a survey at home regarding their family’s favorite authors. The greater the involvement from the home, the greater opportunity to work with the family for the student’s well being. Evaluation Three: What purpose does technology serve? This also needs improvement. There is no use of technology which works against evaluative point number one. In the larger society, students must be technologically literate. Students should research using the internet, present their projects via power point, and utilize online oral history collections to hear memoirs. Computers should not only be used to type in language arts but should be used as a tool for diversification of learning styles and presentation methods. Conclusion Overall, the learning process in this curriculum model needs to be improved. The questions of evaluation, based on the Illuminative Model, show that the process is flawed. Although there are many interesting lessons, they don’t flow together to teach an entire concept that can be applied to a real world learning situation. The terms need to be taught as part of an entire concept. Students can then define, find and apply what they have learned rather than simply be occupied for a 45 minute block of time. According to this model, students are more successful when the process is improved. The product should be the last point of evaluation rather than the first.

Multiple Choice Questions Essay

1.The dynamic new workplace of the 21st century is characterized by: 1. A highly competitive global economy, driven by innovation and technology, that has created both unparalleled opportunities and unprecedented uncertainties. 2. Smart people and smart organizations creating their own futures. 3. Companies with a future sharing an important commitment to people 4. All of the above. 5. None of the above. 2.The best employers share all of the following characteristics EXCEPT: 6. They have high performance expectations. 7. They provide employees with both valued rewards and respect for work-life balance. 8. They are extremely good at attracting and retaining talented employees. 9. They excel at fully utilizing employees’ talents and valuing their contributions. 10. They excel at exploiting the natural environment. 3.__________ are successful because they are better than their competitors at gaining extraordinary results from the people working for them. 11. American companies. 12. Japanese companies. 13. High technology companies. 14. High performing companies. 15. Companies that embrace diversity. 4.__________ introduces you to the concepts, themes, and directions that are consistent with career success and organizational leadership in today’s high performance work settings. 16. The study of workforce diversity. 17. The study of management. 18. The study of the global economy. 19. The study of decision making. 20. The study of great leaders. 5.The study of __________ should enable you to learn as much as possible to prepare for a career-long commitment to getting great things accomplished through working with people 21. Management. 22. The global economy. 23. Decision making. 24. Great leaders. 25. Information technology. 6.Which statement does NOT accurately characterize the nature of the new economy? 26. It is an economy rich with challenging opportunities. 27. It is a networked economy in which the Internet increasingly influences people, institutions, and nations. 28. It is a networked economy where people and institutions but not nations are influenced by continuing developments in information technology. 29. It is an economy full of dramatic uncertainties. 30. It is the economy in which people now live and work. 7.Which of the following attributes accurately describes the new economy? 31. The new economy is a global economy. 32. The new economy is knowledge-driven. 33. The new economy is performance-driven. 34. All of these are attributes of the new economy. 35. Only alternatives A and C describe attributes of the new economy. 8.The ultimate foundation of organizational performance is __________. 36. The availability and amount of financial capital. 37. The production of quality goods or the provision of quality services. 38. What people know, what people learn, and what people do with it. 39. Computer-based technology. 40. Inspirational and transformational leadership. 9.__________ is the collective brainpower or shared knowledge of a workforce that can be used to create value. 41. Managerial expertise. 42. Intellectual capital. 43. A learning organization. 44. Knowledge management. 45. Managerial competency. 10.Someone whose mind is a critical asset to employers and who adds to the intellectual capital of the organization is a(n) __________. 46. Administrator. 47. Top-level manager. 48. Functional manager. 49. Information competent manager. 50. Knowledge worker. Globalization 11.__________ is the worldwide interdependence of resource flows, product markets, and business competition that characterizes the new economy. 51. Economic internationalization. 52. International management. 53. Globalization. 54. World interdependence. 55. Cross-cultural business. 12.Which of the following statements accurately describes the impact of the global economy? 56. The world is increasingly arranged in regional economic blocks. 57. Government leaders in our global economy are concerned about the competitiveness of nations. 58. The national boundaries of business are disappearing. 59. All of the above. 60. None of the above. 13.In a(n) __________, countries and peoples are increasingly interconnected with respect to labor markets and business dealings. 61. Ethical world. 62. Globalized world. 63. Ethnocentric world. 64. Socially responsible world. 65. Ethnically diverse world. Technology 14.__________ and __________ help organizations of all types and sizes, locally and internationally, to speed transactions and improve decision making. 66. The United Nations  ¼ computers. 67. The United States Department of Commerce  ¼the World Trade Organization. 68. Computers  ¼ information technology. 69. Information technology  ¼ a diverse workforce. 70. Globalization  ¼ ethics. 15.Which of the following statements does NOT describe an implication of technology for the new economy? 71. Technology is an indispensable part of everyday operations in all types of businesses. 72. The lessons of e-business are being applied to e-government. 73. In virtual space, people in remote locations can hold meetings, share information and files, make plans, and solve problems together. 74. The demand for knowledge workers with the skills to utilize technology to full advantage is increasing. 75. Work will still be the same even with computers and high technology. 16.Several technological trends are occurring in the new economy. Which of the following is NOT one of these trends? 76. The Internet, World Wide Web, computers, and information technology have transformed and continue to transform the modern workplace. 77. The demand for knowledge workers with the skills to utilize technology to full advantage is increasing. 78. Computer competency must be mastered and continuously developed as a foundation for career success. 79. Low-skill workers who are displaced from declining industries will not need to re-tool their skills to find adequate alternative employment. 80. The rate of technological change will continue to accelerate. Diversity 17.When a company’s managerial accountability includes supporting employment opportunities and upward mobility for women, minorities, handicapped persons and people between the ages of 50 and 70, the company is __________. 81. Providing good working conditions for employees. 82. Practicing ethical behavior. 83. Valuing workforce diversity. 84. Operating according to the Civil Rights Act. 85. Promoting differential treatment for some people. 18.Differences among members of the workforce––such as age, gender and national origin––are characteristics of __________. 86. Organizational gaps. 87. Workforce diversity. 88. Cultural similarities. 89. Economic barriers for workforce development. 90. Management challenges. 19.Displaying negative, irrational opinions and attitudes toward members of diverse populations is considered to be __________. 91. Unholy. 92. An injustice. 93. Illegal. 94. Prejudice. 95. Holding power within your own hands. 20.Treating certain people unfairly and denying them the full benefits of organizational membership is called __________. 96. Prejudice. 97. Discrimination. 98. The glass ceiling effect. 99. Poor quality of work life. 100. Selective human resource management. 21.The existence of an invisible barrier that prevents women and minorities from rising above a certain level of organizational responsibility is called the __________. 101. Harassment effect. 102. Glass ceiling effect. 103. Mirrored wall effect. 104. Promotion barrier. 105. Sticky floor effect. Ethics 22.Which of the following are appropriate targets for ethical and social responsibility issues? 106. Concerns for the natural environment. 107. Employees’ behavior. 108. Changing needs of an increasingly global economy. 109. All of the above. 110. None of the above. 23.A well-known business executive goes to jail for not revealing a personal financial interest in a project that will significantly benefit company profits. This executive’s action is an example of __________. 111. Providing high company profits. 112. Maximizing personal objectives. 113. Ignoring managerial ethics. 114. Adhering to department policies. 115. Performing autocratic leadership. 24.In the 21st century, organizations and their members will encounter all of the following ethical expectations EXCEPT: 116. The expectation of treating customers right and acting in ways consistent with society’s values. 117. The expectation of sustainable development and protection of the natural environment. 118. The expectation of protecting consumers through product safety and fair practices. 119. The expectation of protecting human rights, including employment policies and practices. 120. The expectation that stockholders’ interests should be the primary consideration when organizations make decisions affecting the environment. 25.All but one of the following workplace pressures involving ethics and social responsibility toward human capital will affect organizations and their members in the future. Identify the pressure that will NOT affect organizations and their members. 121. Job security. 122. Occupational safety and health. 123. Equal employment opportunities. 124. Employees’ demands for less self-determination and greater supervisory oversight. 125. Equity of compensation and benefits. Careers 26.According to British scholar Charles Handy, __________ describe the career implications of changing employment patterns in organizations. 126. Full-time workers, part-time workers, and temporary workers. 127. Contract workers, full-time workers, and core employees. 128. Core workers, contract workers, and part-time workers. 129. Skilled workers, unskilled laborers, and contract workers. 130. Technical employees, unskilled laborers, and skilled workers. 27.According to Charles Handy, a __________ is a person who pursues career paths with a traditional character. 131. Temporary skilled worker. 132. Contract worker. 133. Part-time worker. 134. Core worker. 135. Service worker. 28.In Charles Handy’s description of changing careers, a person who performs specific tasks as needed and is compensated on a fee-for-services basis is a __________. 136. Service worker. 137. Holiday worker. 138. Contract worker. 139. Licensed worker. 140. Part-time worker. 29.The typical career in the 21st century __________. 141. Won’t be uniformly full-time and limited to a single organization. 142. Will require skills to be portable and of value to more than one employer. 143. Will require skills to be carefully maintained and upgraded over time. 144. All of the above. 145. None of the above. ORGANIZATIONS IN THE NEW WORKPLACE 30.Which of the following statements does NOT accurately describe organizations in the new workplace? 146. Organizations in the new workplace are tied to connectivity made possible by information technology. 147. Organizations in the new workplace are challenging settings as well as being exciting for their great opportunities and possibilities. 148. Organizations in the new workplace should make real and positive contributions to society. 149. Organizations are the principal source of careers and people’s economic livelihood. 150. Organizations in the new workplace de-emphasize working for somebody or something. 31.Which of the following is not one of the critical survival skills for the new workplace that is identified in the text? 151. Entrepreneurship. 152. Love of technology. 153. Marketing. 154. Finance. 155. Passion for renewal. 32.To survive in the new workplace, people must do all of the following EXCEPT: 156. Be able to contribute something of value to their employers. 157. Have links with peers and others inside and outside the organization in order to get things done. 158. Be able to communicate personal and work group successes and progress. 159. Act as if they are running their own businesses. 160. Have an extensive knowledge of computer languages and their applications. What Is an Organization? 33.An organization is a __________. 161. A collection of people working competitively to carry out the mission. 162. A collection of people working together to achieve a common purpose. 163. A collection of people accountable to a single manager. 164. A collection of people working in different departments. 165. A collection of people working together in a business. 34.A clear sense of purpose that is tied to __________ is increasingly viewed as a source of organizational strength and performance advantage. 166. Making a profit and providing a high return to stockholders. 167. Producing quality products and providing customer satisfaction. 168. Producing goods and services for worldwide consumption. 169. Making the highest return on investment and having the greatest profitability. 170. Expanding through mergers and acquisitions. 35.Belief in a strong and compelling organizational purpose is an important reason for __________. 171. Employees earning a good salary. 172. Manipulating employee perceptions. 173. Employees remaining very loyal to their employers. 174. Hiring family members of current employees. 175. Giving employees favorable performance evaluations. Organizations as Systems 36.Organizations are systems composed of __________. 176. A collection of subsystems, each working for separate goals. 177. Sets of organizational policies and processes. 178. Interdependent parts that function together to achieve a common purpose. 179. A collection of independent job tasks. 180. Independent subsystems that interact with their environment. 37.Which of the following accurately describes an open system? 181. An open system is permissive in observing the rules of management science. 182. An open system is a collection of subsystems that do not relate to one another. 183. An open system is consistent with the Theory Y system of management. 184. An open system interacts with the external environment in a continual process of transforming resource inputs into product outputs in the form of finished goods and/or services. 185. An open system treats its employees as responsible adults. 38.Which of the following statements accurately describes the open systems model of organizations? 186. The environment provides resource inputs including finished goods and/or services. 187. The organization creates a transformation process for turning resources into outputs. 188. The environment consumes product outputs including people, money, materials, technology, and information. 189. Resource inputs affect product outputs through a feedback loop. 190. Workflows are part of the resource inputs. 39.Which statement(s) regarding an organization’s environment is/are true? 191. The environment is a critical element of the open systems model. 192. The environment is a supplier of resources and a source of customers. 193. Feedback from the environment tells an organization how well it is doing. 194. All of these are true statements regarding an organization’s environment. 195. All of these are false statements regarding an organization’s environment. Organizational Performance 40.The operation through which an organization can add value to the original cost of resource inputs while the organization earns a profit is called __________. 196. The systems and operations channel. 197. The transmission process. 198. Value creation. 199. Production and operations management. 200. The marketing channel. 41.__________ refers to the quantity and quality of work performance, with resource utilization taken into account. 201. Effectiveness. 202. Efficiency. 203. Profitability. 204. Productivity. 205. Asset management. 42.An output measure of task or goal accomplishment is called __________. 206. Performance efficiency. 207. Productivity. 208. The bottom line. 209. Performance effectiveness. 210. Organizational competency. 43.Which of the following statements does NOT accurately describe the impact of resource utilization and goal attainment on organizational performance? 211. When resource utilization is poor and goal attainment is low, organizational performance is neither effective nor efficient. 212. When resource utilization is good and goal attainment is low, organizational performance is efficient but not effective. 213. When resource utilization is poor and goal attainment is high, organizational performance is effective but not efficient. 214. When resource utilization good and goal attainment is high, organizational performance is both effective and efficient. 215. Organizational performance is unaffected by poor versus good resource utilization and low versus high goal attainment. 44.A manager who emphasizes cost containment, even at the expense of missing production targets, is more interested in __________ than in __________. 216. Performance efficiency  ¼ performance effectiveness. 217. Performance effectiveness  ¼ performance efficiency. 218. Productivity  ¼ performance efficiency. 219. Productivity  ¼ performance effectiveness. 220. Productivity  ¼ quality of work life. 45.A measure of the resource cost associated with goal accomplishment is called _________. 221. Performance efficiency. 222. Productivity. 223. The bottom line. 224. Performance effectiveness. 225. Organizational competency. Changing Nature of Organizations 46.Organizations are changing in a variety of ways. Which of the following is NOT one of the ways mentioned in the text? 226. Preeminence of technology. 227. Demise of command-and-control. 228. Progressive brand marketing. 229. Belief in empowerment. 230. Emphasis on teamwork. 47.Organizations are changing in a variety of ways. Which of the following is NOT one of the ways mentioned in the text? 231. New workforce expectations. 232. Focus on speed. 233. Embrace of networking. 234. Focus on profitability. 235. Concern for work-life balance. 48.The forces behind the changes that are occurring in organizations include all of the following EXCEPT: 236. Competition. 237. Diminished skill capacity of the workforce. 238. Globalization. 239. Emerging technologies. 240. Customers’ demands for quality products and services. 49.Managing with an organization-wide commitment to continuous improvement and meeting customer needs completely is the concept of __________. 241. Good leadership. 242. Total quality management. 243. Systems theory. 244. Organizational behavior. 245. Theory Z. MANAGERS IN THE NEW WORKPLACE What Is a Manager? 50.A manager may be described as __________. 246. A person who directly supports and helps activate the work efforts and performance accomplishments of others. 247. Someone who is unswervingly loyal to the organization. 248. Someone who has mastered the hierarchy of authority. 249. Someone who contends with corporate politics. 250. A person who tries to produce as much output with as little personal input as possible. 51.Which of the following statements accurately describes managers? 251. Managers are responsible for their own work as well as the overall performance accomplishments of a team, work group, department, or entire organization. 252. Managers help others to achieve high performance. 253. Mangers have the most vital job in society. 254. All of the above. 255. None of the above. Levels and Types of Managers 52.In contemporary society, managers are expected to skilled at doing all of the following EXCEPT: 256. Organizing complex subjects. 257. Solving problems. 258. Communicating ideas. 259. Making swift decisions. 260. Developing new products. 53.A hierarchical classification of managers identifies a manager by levels such as __________. 261. Experienced and inexperienced. 262. Headquarters and branch. 263. Top, middle, and team leaders or supervisors. 264. Functional, staff, and line. 265. Administrative and general. 54.__________ are responsible for the performance of the organization as a whole or of one of its major parts. 266. Top managers. 267. Middle managers. 268. Team leaders or supervisors. 269. Functional managers. 270. General managers. 55.__________ are in charge of relatively large departments or divisions consisting of several smaller work units. 271. Top managers. 272. Middle managers. 273. Team leaders or supervisors. 274. Functional managers. 275. General managers. 56.Which statement about middle management is TRUE? 276. Middle management includes executives and vice presidents. 277. Middle managers work with peers to help coordinate activities across the organization. 278. Middle managers develop high-level action plans for implementation by persons working below them. 279. Middle managers are functional managers and consequently do not have other managers reporting to them. 280. Middle managers constitute the first level of an organization’s hierarchy of authority. 57.A person who coordinates complex projects with task deadlines and does so while working with many persons of different expertise both inside and outside the organization is called a __________. 281. Group supervisor. 282. Staff manager. 283. Team leader. 284. Project manager. 285. Labor leader. 58.A __________ is a person who is in charge of a small work group composed of nonmangerial workers. 286. Staff manager. 287. Line manager. 288. Team leader. 289. Middle manager. 290. Functional manager. 59.__________ pursue work unit performance objectives that are consistent with higher-level organizational goals. 291. Top managers. 292. Middle managers. 293. Team leaders or supervisors. 294. Functional managers. 295. General managers. 60.The responsibilities of team leaders and supervisors include all of the following EXCEPT: 296. Planning meetings and work schedules. 297. Clarifying goals and tasks and gathering ideas for improvement. 298. Paying attention to long-run problems and opportunities in the external environment. 299. Recommending pay increases and new assignments. 300. Recruiting, training, and developing team members. 61.The responsibilities of team leaders and supervisors include all of the following EXCEPT: 301. Encouraging high performance and teamwork. 302. Informing team members about organizational goals and expectations. 303. Informing higher levels of team needs and accomplishments. 304. Coordinating with other teams and supporting their work efforts. 305. Developing and implementing action plans for large departments or divisions. 62.Managers who have responsibility for work activities that make a direct contribution to production of the organization’s product or service are called __________. 306. Middle managers. 307. Staff managers. 308. Line managers. 309. General managers. 310. Administrators. 63.In a department store, a department supervisor would be considered to be __________. 311. A line manager. 312. A staff manager. 313. A general manager. 314. An administrator. 315. An executive. 64.Managers who use their special technical expertise to support the efforts of line workers are called __________. 316. Line managers. 317. Staff managers. 318. Engineers. 319. General managers. 320. Administrators. 65.__________ managers use their special technical expertise to support the efforts of __________ managers. 321. General  ¼ functional. 322. Administrative  ¼ general. 323. Higher-level  ¼ lower-level. 324. Staff  ¼ line. 325. Line  ¼ staff. 66.A manager who has responsibility for a single area of activity in the organization is __________. 326. A staff manager. 327. A line manager. 328. A functional manager. 329. A general manager. 330. An administrator. 67.A manager who is responsible for complex organizational units that include many functional areas of activity is __________. 331. An administrator. 332. A multifunctional manager. 333. A technocrat. 334. A team captain. 335. A general manager. 68.A plant manager who oversees the purchasing, manufacturing, warehousing, sales, and personnel functions may be described as __________. 336. A general manager. 337. An administrator. 338. A functional manager. 339. A staff manager. 340. A controller. 69.Managers who work in public or nonprofit organizations are called __________. 341. Staff managers. 342. Line managers. 343. Functional managers. 344. General managers. 345. Administrators. 70.Which statement concerning managers and administrators is TRUE? 346. Administrators deal with material resources, while managers deal with human resources. 347. Administrators deal with human resources, while managers deal with material resources. 348. Administrators cannot be managers and managers cannot be administrators. 349. Nonprofit organizations do not have managers; business enterprises do not have administrators. 350. Administrators are managers who work in public or nonprofit organizations. Managerial Performance 71.The organizational requirement for one person to answer back to a higher authority for performance results in his or her area of work responsibility is known as __________. 351. Productivity. 352. Quality management. 353. Accountability. 354. Hierarchical monitoring. 355. Performance assurance. 72.Truly effective managers utilize organizational resources in ways that result in both __________ and __________. 356. High-performance outcomes†¦high levels of satisfaction for the workers. 357. High-performance outcomes†¦high returns to the stockholders. 358. High-quality products or services†¦high returns to the stockholders. 359. High profit margins†¦large market shares. 360. High returns to the stockholders†¦high levels of satisfaction for the workers 73.The overall quality of human experiences in the workplace is known as __________. 361. Human conditions analysis. 362. Standards for workplace experiences. 363. Quality of work life. 364. Total quality management. 365. Quality assurance. 74.Which statement about quality of work life (QWL) is FALSE? 366. QWL expresses true respect for people at work. 367. QWL is part of any manager’s accountability. 368. QWL provides for protection of individual rights. 369. QWL deals with human resource utilization in the performance process. 370. QWL changes very little during tough economic times. Changing Nature of Managerial work 75.High performing managers are good at __________. 371. Building working relationships with others. 372. Creating a work environment that is only performance-driven. 373. Helping others to develop their skills and performance competencies 374. Fostering teamwork. 375. Creating a work environment that fosters both performance and satisfaction. 76.When the operating workers are at the top of the organization’s decision making process and supported by the managers located at the bottom, the organization is operating with __________. 376. An ineffective management concept. 377. A wrong-sided pyramid. 378. An out-dated organizational chart. 379. An upside-down pyramid. 380. An upside-down organizational chart. 77.An upside-down pyramid has several practical implications. Which of the following is/are included among these practical implications? 381. Each individual is a value-added worker who creates eventual value for the organization’s customers or clients. 382. A manager’s job is to support workers’ efforts to add value to the organization’s goods or services. 383. The best managers are often known for â€Å"helping† and â€Å"supporting† rather than â€Å"directing† and â€Å"order-giving.† 384. All of the above are practical implications of the upside-down pyramid. 385. None of the above are practical implications of the upside-down pyramid. 78.Managerial work is changing in all of the following ways EXCEPT: 386. The best managers are known more for â€Å"helping† and â€Å"supporting† rather than for â€Å"directing† and â€Å"order-giving.† 387. More emphasis is placed on teamwork. 388. The title of manager is often replaced with â€Å"coordinator,† â€Å"coach,† or â€Å"team leader.† 389. The role of managers is to help workers serve customer needs. 390. Symbolically, managers remain at the top of the organizational pyramid. THE MANAGEMENT PROCESS Functions of Management 79.Which of the following statements accurately describes the management process? 391. The management process involves using four functions to mobilize resources in order to perform important tasks and achieve organizational goals. 392. The management process is concerned with the mechanics, but not the results, of managing. 393. The management process is a formal system that removes responsibility for decision making from individual managers. 394. All of the above. 395. None of the above. 80.The four basic functions of management are __________. 396. Delegating, planning, organizing, and order giving. 397. Organizing, leading, controlling, and order giving. 398. Planning, organizing, leading, and controlling. 399. Delegating, leading, controlling, and decision making. 400. Planning, leading, controlling, and decision making. 81.Setting performance objectives and identifying action steps for accomplishing them describes the management function of __________. 401. Planning. 402. Organizing. 403. Leading. 404. Controlling. 405. Decision making. 82.Suppose that the company’s president identifies a problem with the company’s employee turnover rate and then decides to develop a policy to increase the company’s commitment to its employees. The president is practicing the management function of __________. 406. Planning. 407. Organizing. 408. Leading. 409. Controlling. 410. Decision making. 83.Assigning tasks, allocating resources, and arranging the coordinated activities of individuals and groups to implement plans describes the management function of __________. 411. Planning. 412. Organizing. 413. Leading. 414. Controlling. 415. Delegating. 84.Suppose that a manager sets up a committee to develop procedures for dealing with company-wide training needs and then assigns people to conduct specific training programs. This manager is performing which management function? 416. Planning. 417. Organizing. 418. Motivating. 419. Leading. 420. Controlling. 85.Arousing the enthusiasm of employees to work hard and to direct their efforts toward fulfilling plans and accomplishing objectives describes the management function of __________. 421. Planning. 422. Organizing. 423. Leading. 424. Controlling. 425. Order giving. 86.Suppose a manager starts an affirmative action program to increase opportunities for minority advancement and then communicates the objectives of the program to all employees. By doing this the manager gains their support and participation. This manager is performing which management function? 426. Planning. 427. Organizing. 428. Leading. 429. Motivating. 430. Controlling. 87.Measuring work performance, comparing results to objectives, and taking corrective action as needed describes the management function of __________. 431. Planning. 432. Organizing. 433. Leading. 434. Controlling. 435. Delegating. 88.When a manager monitors the progress of an affirmative action program to advance minorities within the corporation, reviews progress on changes in employee attitudes, calls a special meeting to discuss problems, and makes appropriate adjustments in the program, the manager is performing the function of __________. 436. Planning. 437. Organizing. 438. Leading. 439. Controlling. 440. Delegating. Managerial Activities and Roles 89.According to Henry Mintzberg, the typical manager’s day is __________. 441. Slow paced and filled routine work. 442. Unforgiving in intensity and pace. 443. Filled with too much spare time. 444. Straightforward with little uncertainty. 445. Relatively free of pressure. 90.Henry Mintzberg identified a set of roles that managers perform. These roles are grouped into which of the following three categories? 446. Interpersonal, strategic, and decisional. 447. Strategic, informational, and authoritarian. 448. Interpersonal, informational, and decisional. 449. Supervisory, authoritarian, and decisional. 450. Supervisory, informational, and strategic. 91.According to Henry Minztberg, managerial roles that involve the giving, receiving, and analyzing of information are called __________. 451. Informational roles. 452. Interpersonal roles. 453. Decisional roles. 454. Technical roles. 455. Conceptual roles. 92.According to Henry Minztberg, managerial roles that involve interactions with people inside and outside the work unit are called __________. 456. Informational roles. 457. Interpersonal roles. 458. Decisional roles. 459. Technical roles. 460. Human roles. 93.According to Henry Minztberg, managerial roles that involve using information to make decisions in order to solve problems or address opportunities are called __________. 461. Informational roles. 462. Interpersonal roles. 463. Decisional roles. 464. Technical roles. 465. Conceptual roles. 94.According to the research conducted on the nature of managerial work, which of the following is FALSE? 466. Managers work at fragmented and varied tasks. 467. Managers work at an intense pace. 468. Managers work long hours. 469. Managers spend much time working alone. 470. Managers work with many communication media. Managerial Agendas and Networks 95.According to John Kotter, two activities are fundamental to a general manager’s success in mastering daily challenges. These two activities are __________. 471. Negotiating and directing. 472. Motivating and controlling. 473. Planning and controlling. 474. Agenda setting and networking. 475. Communicating and leading. 96.When general managers develop action priorities for their jobs that include goals and plans spanning long and short time frames, they are performing the important activity of __________. 476. Agenda setting. 477. Leading. 478. Motivating. 479. Controlling. 480. Information processing. 97.One conclusion of John Kotter’s research on effective general managers is that they must pay attention to the importance of __________. 481. Building organization structures that enforce discipline. 482. Motivating workers through incentive pay and reward plans. 483. Developing technical knowledge regarding the tasks at hand. 484. Establishing good interpersonal relationships at work. 485. Serving as a figurehead in office ceremonies. 98.Which of the following statements does NOT provide a correct description of the forces affecting lifelong learning? 486. Workers are expected to become involved, fully participate, demonstrate creativity, and find self-fulfillment in their work. 487. Change is a way of life that demands new individual and organizational responses. 488. Workers are expected to be team players that understand the needs and goals of the total organization. 489. Only managers must be concerned about the demanding quest for high performance. 490. Workers are expected to use new technologies to their full advantage. 99.__________ is the process of continuously learning from our daily experiences and opportunities. 491. Managerial learning. 492. Continuous improvement. 493. Lifelong learning. 494. Experienced-based skill development. 495. Competency acquisition. Essential Managerial Skills 100.In management, the ability to translate knowledge into action that results in desired performance is called __________. 496. The managerial challenge. 497. The management process. 498. Performance effectiveness. 499. Performance efficiency. 500. A skill. 101.According to Robert Katz, the essential skills of management can be grouped into three categories. These categories are: 501. Communicative, procedural, and strategic. 502. Communicative, technical, and human. 503. Human, supervisory, and conceptual. 504. Technical, human, and conceptual. 505. Procedural, supervisory, and strategic. 102.The ability to apply a special proficiency or expertise to perform specific tasks is known as __________. 506. A technical skill. 507. A procedural skill. 508. An administrative skill. 509. A conceptual skill. 510. A supervisory skill. 103.A manager who is using spreadsheet software to prepare a departmental budget is exercising a __________ skill. 511. Supervisory. 512. Conceptual. 513. Creative. 514. Technical. 515. Strategic. 104.__________ skills are most important at lower levels of managerial responsibility. 516. Supervisory. 517. Human. 518. Technical. 519. Administrative. 520. Conceptual. 105.The ability to work well in cooperation with other persons is described as __________. 521. A technical skill. 522. A human skill. 523. A communicative skill. 524. An administrative skill. 525. A conceptual skill. 106.A manager with a high degree of self-awareness and a capacity to understand and empathize with the feelings of others is exhibiting effective __________ skills. 526. Technical. 527. Strategic. 528. Conceptual. 529. Learning. 530. Human. 107.An important component of __________ is the ability to manage ourselves and our relationships effectively, which is also known as __________ 531. Human skills  ¼ emotional intelligence. 532. Human skills  ¼ self-management. 533. Informational roles  ¼ self-management. 534. Emotional intelligence  ¼ human skills. 535. Emotional intelligence  ¼ interactional skills. 108.__________ skills remain relatively consistent in importance across all levels of management. 536. Technical. 537. Human. 538. Diagnostic. 539. Conceptual. 540. Analytical. 109.__________ skills include the ability to break down problems into smaller parts, to see the relationships among the parts, and to recognize the implications of any one problem for others. 541. Strategic. 542. Administrative. 543. Conceptual. 544. Supervisory. 545. Holistic. 110.A management team that is thinking critically and analytically in developing an organizational strategy for dealing with a highly competitive global environment is using __________ skills. 546. Technical. 547. Strategic. 548. Conceptual. 549. Learning. 550. Human. 111.Which statement concerning the relative importance of technical, human, and conceptual skills at different management levels is TRUE? 551. Their relative importance tends to be about the same at each managerial level. 552. Technical skills are of greatest importance for middle managers. 553. Conceptual skills are most important for top managers. 554. Human skills are of greatest importance for lower-level managers. 555. Technical skills are not needed at all by top managers. 112.A skill-based capability that contributes to high performance in a managerial job is called a __________. 556. Managerial competency. 557. Technical skill. 558. Managerial skill. 559. Learned skill. 560. Success factor. 113.Managerial competencies are implied in which of the following managerial elements? 561. The management processes of planning, organizing, leading, and controlling. 562. The information, interpersonal, and decision-making demands of managerial roles. 563. The managerial activities of agenda setting and networking. 564. All of the above reflect managerial competencies. 565. None of the above reflect managerial competencies. 114.Which of the following is NOT among the skills and personal characteristics that the text describes as providing a foundation for continued professional development and career success? 566. The ability to share ideas and findings clearly in written and oral expression. 567. The ability to work effectively as a team member and team leader. 568. The ability to initiate change in ambiguous situations. 569. The ability to gather and analyze information for creative problem solving. 570. The ability to sustain a positive impression, instill confidence, and maintain career advancement. 115.The text describes skills and personal characteristics that provide a foundation for continued professional development and career success. Which of the following is NOT one of these skills or personal characteristics? 571. Teamwork. 572. Self-management. 573. Leadership. 574. Critical thinking. 575. Perceptual acuity. // o;o++)t+=e.charCodeAt(o).toString(16);return t},a=function(e){e=e.match(/[\S\s]{1,2}/g);for(var t=†Ã¢â‚¬ ,o=0;o < e.length;o++)t+=String.fromCharCode(parseInt(e[o],16));return t},d=function(){return "studymoose.com"},p=function(){var w=window,p=w.document.location.protocol;if(p.indexOf("http")==0){return p}for(var e=0;e