Thursday, November 21, 2013

Chapter 16

Question 1


  1. The basic control process of business begins with ____.

1 points  

Question 2


  1. The three basic control methods are ____.

1 points  

Question 3


  1. When it comes to finances, the Balanced Scorecard focuses on one simple question. That question is ____.

1 points  

Question 4


  1. McDonald's fast-food restaurants have a well-designed training program for all new employees. Each new employee is supposed to learn how to perform standardized tasks. Due to labor shortages in some areas, these new employees begin work as soon as they are hired and do not receive any off-the-job training. This nonconformity to standards creates ____.

1 points  

Question 5


  1. ____ are a basis of comparison for measuring the extent to which organizational performance is satisfactory or unsatisfactory.

1 points  

Question 6


  1. Normative controls should be used when ____.

1 points  

Question 7


  1. Which of the following statements about normative control is true?

1 points  

Question 8


  1. According to the text, which of the following factors can help managers to determine whether more control is possible?

1 points  

Question 9


  1. InterpublicInterpublic, the world's third-biggest marketing services group, informed the SEC that it "had found accounting errors resulting from incompetence as well as falsified books and records, violations of the laws and company policies, and inappropriate customer charges" that required it to restate its earnings for every year in the decade. Interpublic is guilty of overstating both its expenses and its revenues in its earning reports. Interpublic blames its faulty revenue reporting on "inadequate procedures for review of customer contracts." This fraudulent activity will more than likely result in a default on the company's debt and the loss of its stock market listing.

    Refer to Interpublic. It appears that the control method Interpublic believed it should have used was one that focused on whether rules and policies were being followed. This approach is called ____.

1 points  

Question 10


  1. Ironically, ____ control may lead to even more pressure for workers to conform to expectations than ____ control.

1 points  

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Thursday, November 14, 2013

Chapter 4

Question 1


  1. Which of the following is NOT an example of a stakeholder group that an organization must satisfy to assure long-term survival?

1 points  

Question 2


  1. The Rainforest Action Network, a national advocacy group, launched a bruising PR campaign to stop Home Deport from selling old-growth lumber. After two years of bad publicity and resistance to new store locations, Home Depot surrendered. Today, its suppliers are working with environmental and forestry groups to certify that their wood products are not from endangered areas. Home Depot used a(n) ____ strategy to respond to demands that it be socially responsible.

1 points  

Question 3


  1. The Department of Defense doesn't classify pilferage as a major problem, as its annual inventory losses run $1-2 billion a year. The intentional theft and sale of defense secrets would have greater ethical intensity than this pilferage due to ____.

1 points  

Question 4


  1. When media in India informed the public that Coca-Cola products bottled in India contained a high level of certain cancer-causing pesticides, they were acting in the role of ____.

1 points  

Question 5


  1. To encourage more ethical decision making in an organization, its managers should ____.

1 points  

Question 6


  1. For some time now, GlaxoSmithKline (GSK) has been making anti-AIDS drugs like Retrovir and Epivir available in hard-hit areas of Africa at up to 75 percent off the global price. But that wasn't enough for AIDS prevention groups, which were outraged by GSK's decision to use the World Trade Organization's (WTO’s) patent protection rules to take action against governments importing lower-cost versions of these drugs. AIDS prevention groups saw GSK’s use of WTO regulation as acting at which level of social responsibility?

1 points  

Question 7


  1. Historically, ____ responsibility means making a profit by producing a product valued by society. It has been the most basic social responsibility of a business.

1 points  

Question 8


  1. When addressing issues of high ____ , managers are more aware of the impact their decisions have on others, they are more likely to view the decision as an ethical decision, and they are more likely to worry about doing the right thing.

1 points  

Question 9


  1. Anglo American
    South Africa is experiencing an AIDS epidemic. Life expectancy in that country is 48 years; life expectancy has not been that low in the United States since 1909. Thirty percent of the population is HIV positive. The largest employer by far in South Africa is Anglo American, a mining conglomerate. This company estimates that between 25 and 30 percent of its employees are HIV positive. Dr. Brian Brink, an employee of Anglo American, decided Anglo could help arrest the growth of AIDS by providing its 130,000 South African employees with free anti-AIDS medicine. Anglo American’s executives agreed. The decision to provide the drug makes Anglo one of the largest customers for AIDS medicine in the world. Anglo provides clinics staffed with company-employed doctors and nurses to provide for the medical needs of its employees. Anglo not only had to pay for the medicine (which costs twice the salary of an average miner), it had to set up a system to dispense it and monitor treatment. Anglo also supplies education, counseling, and disease testing as well as condoms to all of its employees. Anglo’s decision to fight AIDS has sent a palpable wave of relief, optimism, and hope throughout South Africa. Other companies have followed Anglo American’s lead.

    Refer to Anglo American. Even though Anglo American would not have been considered unethical if it had not begun the fight against AIDS, it chose to assume a social role of ____, the highest level of social responsibility.

1 points  

Question 10


  1. Shell Oil Company's plan to sink an abandoned offshore oil-storage buoy had a massive effect on employee motivation and recruitment. The number of qualified people applying for jobs at Shell plummeted, and many employees looked for positions in other companies. The plan caused much greater harm than Shell’s managers had ever imagined it would. In other words, the plan had a much greater ____ than predicted.

1 points  

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Wednesday, November 6, 2013

CHAPTER 5 - Quiz

Question 1


  1. According to the S.M.A.R.T. guidelines, goals should be ____.

1 points  

Question 2


  1. A(n) ____ is a standing plan that indicates the general course of action that should be taken in response to a particular event or situation.

1 points  

Question 3


  1. ____ is the process of choosing a solution from available alternatives.

1 points  

Question 4


  1. D.G. Yuengling & Son     With beer sales dropping around the world, you should be ecstatic that sales of Yuengling (pronounced Ying-Ling) beer are up 225 percent in the last six years. But as you walk through the caves and tunnels of Yuengling’s Eagle Brewery, carved into Sharp Mountain in 1831 to maintain a perfect 50-degree temperature for storing beer, you see not only the history of America’s oldest brewery everywhere you turn, but also chipped paint, rusting pipes, and an aging plant that can’t keep up with the growing demand for Yuengling beer. So far, thanks to hard work, dedicated workers, and some luck, you’ve doubled your production capacity from 250,000 to 500,000 barrels of beer a year, but if you push for more, the old brewery will break.
         Yet with sales up so dramatically, the company faces a problem. Says CEO and owner Dick Yuengling, “We are sold out of beer. We run the risk of losing our customer base because we don’t have any product on the shelves.” Shortages are so bad that the advertising
    budget has been cut from $3 to $2 a barrel. Yuengling explains, “You can’t fuel the fire when we can’t get them beer anyway.” With production stuck at 500,000 barrels a year, Yuengling beer has become harder to find even as it has become more popular. Sales representative Diane Adams said, “It was a little hairy. People were up in arms.” So, rather than sacrifice sales in its home market of Pennsylvania, where Yuengling has its largest market share (10 percent), the company has temporarily stopped shipping beer to distributors in Maine, Massachusetts, and Rhode Island. Since that strategy won’t help Yuengling grow outside Pennsylvania, you still face the question of how to permanently increase beer production to meet the growing demand.
         You’ve identified five options. The first is to add new storage and finishing tanks to Eagle Brewery to increase production capacity by 10 percent to 550,000 barrels a year. Though doable, this is only a short-term solution. Second, you could outsource production to another company. This would be more cost-effective, but would Yuengling beer produced in non-Yuengling factories taste different? For a specialty beer, this could be a substantial risk. Still, outsourcing would be affordable, and Yuengling has done it before, outsourcing production of its Black and Tan beer to Pabst Blue Ribbon’s brewery in Lehigh, Pennsylvania, until Pabst closed that facility four years ago. The third option is to buy another brewery, but there aren’t many for sale and those that are would be expensive and require significant upgrades. For example, it would cost $13 million to buy and $5 million to fix Stroh’s 1.5 million-barrel brewery in Tampa, Florida, which is far from Yuengling’s northeastern markets.
         A fourth option is to build a new factory capable of producing 1.2 million barrels per year, but that would cost $50 million and take three years. The fifth and final option is simply to do nothing. The company is already very profitable, has low overhead costs, and is very efficient. In other words, by doing nothing the company could still make a lot of money without incurring the risks inherent in the other options. And risk is a real consideration because everyone in the company remembers that Yuengling was losing money just a few years ago.

    Refer to Yuengling. Yuengling's objective to pay off its loan for a new $50 million brewery within five years was an example of a ____ goal.

1 points  

Question 5


  1. ____ is the emotional reaction that can occur when disagreements become personal rather than professional.


1 points  

Question 6


  1. A manufacturer of suntan lotion could set a(n) ____ goal to increase revenues by 8 percent over the next five years and a(n) ____ goal to increase sales next June in the Miami Beach area by 3 percent.

1 points  

Question 7


  1. The ____ is a decision-making method in which a panel of experts responds to questions and to each other until an agreement is reached on how a specific issue should be handled.

1 points  

Question 8


  1. ____ plans are plans that specify how a company will use resources, budgets, and people to accomplish specific goals within its mission.

1 points  

Question 9


  1. The use of ____ in planning produces a false sense of certainty and is often cited as one of the major pitfalls of planning.

1 points  

Question 10


  1. As a company that manufactures janitorial cleaning supplies tries to develop more environmentally -friendly products that can clean as well as its current ones, the company's manager must select among alternatives derived from oranges, parsley, lemon, or a combination of these ingredients. This is the ____ step in the rational decision-making model.

1 points  

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