Management 360 - Management and Organizational Behavior 2 » Fall 2019 » Quiz 10
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Question #1
Runners preparing for a marathon usually follow a training schedule involving daily runs of specified times and distances, cross-training, and days of rest. This integrated series of lower-level, short-term goals to provide the foundation and motivation for ultimately achieving the higher goal of completing the marathon within a targeted time is a good example of:
A.
Multi-level goal progression
B.
Goal-chain training
C.
A reticulated behavioral chain
D.
A means-end chain
Question #2
Which of the following is NOT one of the characteristics of S.M.A.R.T. goals?
A.
Realistic
B.
Achievable
C.
Measurable
D.
Specific
Question #3
Which of the following is NOT an example of the pitfalls of goal setting?
A.
Short-range thinking
B.
Increases in stress
C.
Using goals as a baseline for performance
D.
Excessive risk-taking
Question #4
People will be more committed to a goal if:
A.
The outcome is important to them
B.
The goal is developed and assigned by a manager
C.
The task itself is important to them
D.
They truly believe they can achieve the goal
Question #5
Earning a college degree is an example of a __________ goal, while earning a good grade on this week's exam is an example of a _________ goal.
A.
Unspecified, vague
B.
Vague, unspecified
C.
Distal, proximal
D.
Proximal, distal
Question #6
President John F. Kennedy's announcement in 1961 of U.S. intentions to achieve the first human moon landing by the end of the decade is an example of which if the following?
A.
Short-term goal
B.
Stretch goal
C.
Tactical goal
D.
Proximal goal
Question #7
An organization's grandest aspiration for the future, one that differentiates it from all its competitors, is known as:
A.
Its vision
B.
A Big Hairy Audacious Goal
C.
Its mission
D.
A stretch goal
Question #8
A visual representation of an organization's strategies and goals, which allows managers to track progress toward metrics and goals immediately, is called a:
A.
Performance dashboard
B.
Balanced scorecard
C.
Metric analyzer
D.
Visualized goal chart
Question #9
A balanced scorecard augments traditional financial measures with benchmarks for performance in each of the following key nonfinancial areas EXCEPT:
A.
A company's learning and growth
B.
A company's relationship with its customers
C.
A company's key internal processes
D.
A company's relationship with shareholders
Question #10
A standing plan is:
A.
A plan developed to achieve a particular goal or in response to an event that is not expected to be repeated
B.
A plan that interprets an organizational strategy into a market- or community-based opportunity for division or departmental managers
C.
A plan that covers an intermediate time scale and enacts divisional strategies by allocating people and resources
D.
A plan designed for repeated use in response to commonly occurring events
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