MGT 521 MGT521

MGT/521
MANAGEMENT
Entire Course
https://uopcourses.com/category/mgt-521/
MGT 521 Week 1 Career Plan Building Activity Career Interests Profiler
By completing the My Career Plan Interests Profiler in this course, you are
taking some of the first steps to creating a career plan that will help you reach
your career goals.
If you need additional information, review the My Career Plan Student Guide,
located on the My Career Plan website.
For assistance with content in the Phoenix Career Plan, contact your
academic counselor. For technical issues, contact your academic counselor or
technical support at uopxcareersupport@matchpointcareers.com.
Access the Career Interests Profiler.
Complete the Career Interests Profiler.
You may have already completed the Career Interests Profiler during
enrollment. Your results will be saved if this is the case.
Write a paper of no more than 350 words discussing the results of your Career
Interest Profiler.
Do these results fit in with your desired career path? Why or Why not?
Were you surprised by the results? Why or Why not?
Click the Assignment Files tab to submit your assignment.
MGT 521 Week 2 Knowledge Check
The material presented below is not meant to be a comprehensive list of all
you need to know in the content area. Rather it is a starting point for building
your knowledge and skills. Additional study materials are recommended in
each area below to help you master the material.
Personalized Study Guide Results:
Score: 12 / 12
Concepts Mastery Questions
Strategies for SWOT Analyses 100% 1
2 3
Strategic and Operational Plans 100% 4
5 6
Differentiate Between Goals and Plans 100% 7
8 9
Examples of Contingency Factors in Planning 100% 10
11
12
Concept: Strategies for SWOT Analyses
Mastery : 100% Questions : 1

2 3
Materials on the concept:
Strategic Management
Step 3: Doing an Internal Analysis
The Strategic Management Process
Step 2: Doing an External Analysis
1.
As a process of self-examination during her senior year of college, Casey
decides to develop a SWOT analysis of her prospects relative to getting a job.
Casey realizes that she has a personal characteristic that suggests she is not
comfortable interacting with strangers. She interprets this as a(n) ________ if
she is to get a job as a salesperson.
A.
threat
B.
strength
C.
weakness
D.
opportunity
2.
Casey is looking for a new job. She decides to develop a SWOT analysis of
the industries she might want to work in. Casey majored in marketing and
enjoyed studying market research. Through her research on the Internet and
in the University Library, she learns that this industry is currently doing well.
She interprets this as a(n) ________.
A.
weakness
B.
threat
C.
strength
D.
opportunity
3.
In performing a SWOT analysis, which of the following would be considered as
a threat?
A.
Lack of a strategic plan
B.
Increased product demand
C.
Competitors
D.
Recognized brand
Concept: Strategic and Operational Plans
5 6
Types of Plans
Foundations of Planning
Goals and Plans
Strategic Management
Five Forces Model
Show More
4.
Strategic plans are usually ________.
A.
short term, directional, and standing
B.
short term, specific, and standing
C.
long term, directional, and single use
D.
long term, specific, and standing
5.
Operational plans are usually ________.
A.
short term, directional, and standing
B.
short term, specific, and standing
C.
long term, directional, and single use
D.
long term, specific, and standing
6.
When organizations think about entering a market, they may be concerned
with how unique their product might be. Which of Porters Five Forces would
be relevant in this case?
A.
Threat of new entrants
B.
Bargaining power of suppliers
C.
Current rivalry
D.
Threat of substitutes
Concept: Differentiate Between Goals and Plans
8 9
The What and Why of Planning
What Is Planning?
Goals and Plans
Types of Goals
7.
________ involves defining the organizations goals, establishing strategies
for achieving those goals, and developing plans to integrate and coordinate
work activities.
A.
Execution
B.
Logistics
C.
Planning
D.
Operations
8.
Goals are different from plans because ________.
A.
goals identify specific steps that the organization needs to achieve, and plans
identify the overall mission of the organization
B.
goals describe financial objectives, and plans describe objectives related to
social responsibility
C.
goals are important only for small companies, and plans are important only for
large companies
D.
goals are desired outcomes, and plans describe how those outcomes will be
accomplished
9.
Most company goals can be classified as either ________ or ________.
A.
operational; tactical
B.
social; economic
C.
strategic; financial
D.
strategic; operational
Concept: Examples of Contingency Factors in Planning
11
12
Developing Plans
Contingency Factors in Planning
How Can Managers Use Environmental Scanning?
Contemporary Issues in Planning

10.
In response to a natural disaster, which contingency factor will affect the
choice of plans?
A.
Commitment concept
B.
Environmental uncertainty
C.
Organizational level
D.
Length of future commitments
11.
What technique would managers use when seeking to detect big trends and
changing market conditions?
A.
Benchmarking
B.
Formal planning
C.
Contingency planning
D.
Environmental scanning
12.
The commitment concept says that plans should ________.
A.
be done for as long a time period as possible
B.
extend far enough to meet those commitments made when the plans were
developed
C.
be done for as short a time period as possible
D.
not commit to specifically meeting the goals made when the plans were
developed
Score: 21 / 21

Six key elements in determining organizational structure 100% 1
2 3
Mechanistic and Organic Structures 100% 4
5 6
Types of Contemporary Organizational Designs 100% 7
8 9
Types of Internal and External Collaboration 100% 10
11
12
Stages of Group Development 100% 13
14
15
Five Conflict Management Techniques 100% 16
17
18
Six Aspects of Group Structure 100% 19
20
21
Concept: Six key elements in determining organizational structure

2 3
Designing Organizational Structure
Basic Organizational Design
Work Specialization
Departmentalization
Chain of Command
1.
The process of dividing work activities into separate job tasks is known as
________.
A.
work specialization
B.
differentiation
C.
chain of command
D.
span of control
2.
The process of grouping jobs together is known as ________.
A.
departmentalization
B.
centralization
C.
formalization
D.
decentralization
3.
The line of authority that extends from upper organizational levels to lower
levels, clarifying who reports to whom, is known as the ________.
A.
employee power distance
B.
unity of command
C.
span of control
D.
chain of command
Concept: Mechanistic and Organic Structures
5 6
Mechanistic and Organic Structures
Basic Organizational Design
4.
Which of the following is a characteristic of a mechanistic organization?
A.
Cross-functional teams
B.
Free flow of information
C.
Wide spans of control
D.
Clear chain of command
5.
Which of the following structures is highly adaptive, loose, and flexible?
A.
Organic
B.
Centralized
C.
Vertical
D.
Mechanistic
6.
Companies would become more ________ if they allowed professionals to set
the priorities and allocate the resources for their departments.
A.
bureaucratic
B.
mechanistic
C.
diversified
D.
organic
Concept: Types of Contemporary Organizational Designs

8 9
Contemporary Organizational Designs
Adaptive Organizational Design
7.
In a ________ structure, no clear chain of command exists.
A.
team
B.
project
C.
mechanistic
D.
functional
8.
Which organizational design increases the complexity of assigning people to
projects?
A.
Matrix structure
B.
Team structure
C.
Boundaryless structure
D.
Learning structure
9.
In which of the following organizational designs are employees most likely to
experience communication difficulties?
A.
Team structures
B.
Matrix structures
C.
Project structures
D.
Boundaryless structures
Concept: Types of Internal and External Collaboration
11
12
Internal Collaboration
Adaptive Organizational Design
Cross-Functional Teams
Task Forces
Communities of Practice
10.
A company brings team members together to collaborate on resolving mutual
problems that affect each of their areas. This is an example of the use of
________.
A.
cross-functional teams
B.
task forces
C.
communities of practice
D.
cross-cultural teams
11.
A temporary committee formed to address a specific short-term problem that

affects several departments is known as a ________.
A.
task force
B.
community of practice
C.
strategic partnership
D.
joint venture
12.
Which of the following will help in making communities of practice successful?
A.
Conducting face-to-face meetings, instead of online meetings
B.
Having clear accountability and managerial oversight
C.
Encouraging members to nurture competing goals
D.
Focusing on simple and routine issues that can be easily tackled
Concept: Stages of Group Development

14
15
Managing Teams
Stages of Group Development
Groups and Group Development
13.
The ________ stage in the group development process is complete when
members begin to think of themselves as part of a group.
A.
forming
B.
storming
C.
norming
D.
performing
14.
During the ________ stage of the group development process, a relatively

clear hierarchy of leadership and agreement on the groups direction emerge.
A.
forming
B.
storming
C.
norming
D.
performing
15.
The ________ stage of the group development process is one in which close
relationships develop and the group becomes cohesive.
A.
norming
B.
forming
C.
storming
D.
performing
Concept: Five Conflict Management Techniques
17
18
Conflict Management
Managing Teams
Group Structure
16.
In which of the following conflict-management techniques are conflicts
resolved by seeking an advantageous solution for all the parties involved?
A.
Collaborating
B.
Compromising
C.
Forcing
D.
Accommodating
17.
Conflicts can be resolved by withdrawing from them or suppressing them. This
conflict-management technique is known as ________.
A.
compromising
B.
forcing
C.
accommodating
D.
avoiding
18.
Which of the following lists are the five conflict-management options available
to managers?
A.
Accommodating, Asserting, Avoiding, Compromising, and Cooperating
B.
Avoiding, Collaborating, Cooperating, Compromising, and Forcing
C.
Accommodating, Avoiding, Collaborating, Cooperating, and Forcing
D.
Accommodating, Avoiding, Collaborating, Compromising, and Forcing
Concept: Six Aspects of Group Structure
20
21
Managing Teams
Group Structure
Roles
Norms
Status Systems
19.
Behavior patterns expected of someone occupying a given position in a social
unit is called a ________.
A.
role
B.
status
C.
profile
D.
persona
20.
Which of the following is a negative aspect of group norms?
A.
Being part of a group has the ability to increase an individuals antisocial
actions.
B.
The most widespread norms are those related to dress codes.
C.
Groups become dysfunctional when they maintain strict norms.
D.
Norms do not influence employees performance.
21.
Which of the following is an accurate statement regarding status systems?
A.
Anything can have status value if others in the group evaluate it that way.
B.
Status is a weak employee motivator even though it has behavioral

consequences.
C.
Status can only be formally conferred on individuals.
D.
Status systems are independent of aspects such as prestige and grading.
MGT 521 Week 3 Learning Team Reflection
Read the Developing Your Empowering People (Delegating) Skill Skills
Exercise at the end of Ch. 10 of Management.
Discuss the scenario with your Learning Team.
Consider the five behaviors described for delegating to determine how to
handle the scenario.
Prepare a 350- to 1,050-word paper detailing how your team would handle the
situation described in the scenario.
MGT 521 Week 3 Organizational Planning Worksheet
Review the example SWOT Analyses located in this weeks Electronic
Reserve Readings to see the types of information companies include.
Complete the following tasks in the University of Phoenix Material:
Organizational Planning Worksheet. Cite your resources.
Part One (hand in early):
Select a Fortune 500 company.
Research the selected company by first clicking on the Business Source

Complete: SWOT
Analyses link in this weeks Electronic Reserve Readings. Note that additional
research is needed to complete this assignment.
Identify the companys internal and external stakeholders.
Identify the companys goals and identify the following, specifically:
The companys mission and vision
At least one goal that can be accomplished through a strategic plan
At least one goal that can be accomplished through an operational plan
Conduct a SWOT analysis on the selected company
Organizational Planning Worksheet
Complete each section below. Be sure to cite your sources when necessary.
1. Fortune 500 Company name
<Company name>
2. The companys internal and external stakeholders
Internal stakeholders External stakeholders
<Internal stakeholder> <External stakeholder>

3. Companys mission and vision
Companys mission
<Mission>
Companys vision
<Vision>
4. Company goals
At least one company goal that can be accomplished through a strategic plan
<Goal>
<Goal>
At least one company goal that can be accomplished through an operational
plan
<Goal>
<Goal>
5. SWOT analysis
Strengths Weaknesses
<Strength> <Weakness>
Opportunities Threats
<Opportunity> <Threat>
Score: 21 / 21
Early Leadership Theories 100% 1
2 3
Contingency Leadership Theories 100% 4
5 6
Contemporary Leadership Theories 100% 7
8 9
Five Sources of Leader Power 100% 10
11
12
Goals of Organizational Behavior 100% 13
14
15
The Big Five Model 100% 16
17
18
Attribution Theory 100% 19
20
21
Concept: Early Leadership Theories
2 3
University of Iowa Studies
Managers as Leaders
Leadership Behavior Theories
1.
Which of the following describes the leadership style in which a leader tends
to centralize authority, dictate work methods, make unilateral decisions, and
limit employee participation?
A.
Cultural style
B.
Autocratic style
C.
Democratic style
D.
Laissez-faire style
2.
The ________ style of leadership describes a leader who tends to value
employee participation, including in such areas as decision making and
deciding on work methods and goals.
A.
cultural
B.
autocratic
C.
democratic
D.
laissez-faire
3.
Which of the following describes the leadership style in which the leader
generally gives the group complete freedom to make decisions and complete
the work in whatever way it sees fit?
A.
Cultural style
B.
Autocratic style
C.
Democratic style
D.
Laissez-faire style
Concept: Contingency Leadership Theories
5 6
Contingency Theories of Leadership
Managers as Leaders
The Fiedler Model
Hersey and Blanchards Situational Leadership Theory
4.
The ________ model proposed that the results of the least-preferred coworker
questionnaire could determine whether someone was relationship or task
oriented, and these results would determine effectiveness of group
performance.
A.
Fiedler contingency
B.
situational leadership
C.
leader participation
D.
path-goal
5.
Which leadership model proposed that the final component in the model is the
four stages of follower readiness, and different levels of follower readiness call
for a different leaderfollower relationship?
A.
Path-goal model
B.
The Fiedler model
C.
Charismatic-visionary leadership
D.
Situational leadership
6.
According to Hersey and Blanchard, a low taskhigh relationship situation
calls for the ________ leadership style.
A.
delegating
B.
telling
C.
participating
D.
selling
Concept: Contemporary Leadership Theories
8 9
LeaderMember Exchange (LMX) Theory
Contemporary Views of Leadership
Managers as Leaders
Team Leadership
Transformational-Transactional Leadership
7.
When Alan Jackman got promoted as the head of the sales team at Mac
Software Inc., he chose three of his closest friends in the team to form the
core sales group with him. Which of the following predictions would be
consistent with the leader-member exchange theory?
A.
Such an arrangement eventually becomes unstable.
B.
Job satisfaction is more likely to be higher for the team members who are not
a part of the core group.
C.
Team members who are not a part of Alans core group are actually far more
competent than his friends who form the core team.
D.
Alans core group will engage in more helping or citizenship behaviors at work.
8.
Which of the following is an accurate statement about managers transferring
into the role of effective team leaders?
A.
They will instinctively know how to effectively lead a team to success.
B.
They will be able to apply command-and-control type functions that were used
in the past.
C.
They may try to retain too much control at a time when team members need
more autonomy.
D.
Team leadership will come naturally to them.
9.
Rachel Kellers colleagues and subordinates have a high regard for her. They
know that Rachel can help them meet their goals, and she is always willing to
reward them when they do. What her subordinates like best about Rachel is
that they know she appreciates their work by the team lunches she often
holds. Which of the following best describes Rachels leadership style?
A.
Transactional
B.
Charismatic
C.
Trait
D.
Transformational
Concept: Five Sources of Leader Power

11
12
Leadership Issues in the Twenty-First Century
Managing Power
Managers as Leaders
10.
Which of the following is the type of power a person has because of his or her
level of authority in the business?
A.
Legitimate power
B.
Coercive power
C.
Reward power
D.
Expert power
11.
Sam Meyers manages a telemarketing call center. He has 20 employees

working for him who are displeased with the way he yells and threatens to
terminate them for what they see as small issues. Which kind of power is Sam
using to get the job done?
A.
Legitimate power
B.
Coercive power
C.
Reward power
D.
Referent power
12.
Marsha Lewis is the manager at a fast-food establishment, managing a staff
of 25 employees. Many of her staff members are extremely impressed with
how she handles her work, and they emulate Marshas behaviors and actions
in working with others. The team believes Marsha is fair and understanding,
and she always promotes from within when employees have been performing
well. Which two sources of power does Marsha use in this example?
A.
Reward and referent power
B.
Referent and coercive power
C.
Expert and reward power
D.
Referent and expert power
Concept: Goals of Organizational Behavior
14
15
Focus and Goals of Organizational Behavior
Goals of Organizational Behavior
Understanding Individual Behavior
13.
What performance measure considers the efficiency and effectiveness of
employees?
A.
Employee productivity
B.
Organizational citizenship behavior
C.
Job satisfaction
D.
Turnover
14.
What aggregate measure allows managers to assess how happy an employee
is with the many different factors at his or her job?
A.
Employee happiness
B.
Workplace misbehavior
C.
Employee productivity
D.
Job satisfaction
15.
When an employee volunteers to run a canned food drive, this is an example
of
A.
employee productivity
B.
organizational citizenship behavior

C.
employee happiness
D.
job satisfaction
Concept: The Big Five Model
17
18
The Big Five Model
Personality
16.
In the Big Five Model of personality, an employee who is good-natured and
highly cooperative, would be referred to as scoring high in the trait of
________.
A.
extraversion
B.
agreeableness
C.
conscientiousness
D.
emotional stability
17.
In the Big Five Model of personality, conscientiousness refers to ________.
A.
the degree to which someone is calm, enthusiastic, and secure (positive) or
tense, nervous, depressed, and insecure (negative)
B.
the degree to which someone is sociable, talkative, assertive, and comfortable
in relationships with others
C.
the degree to which someone is reliable, responsible, and dependable
D.
the degree of influence the individual believes he or she has over certain
factors
18.
Susan is often described as being fascinated by many things, including
outdoor activities, inventive art exhibits, and books by up-and-coming authors.
According to the Big Five Model of personality, Susan would be described as

________.
A.
conscientious
B.
extraverted
C.
emotionally stable
D.
open to experience
Concept: Attribution Theory
20
21
Attribution Theory
Perception
19.
________ theory gauges whether a persons behavior shows distinctiveness,

consensus, and consistency.
A.
Perception
B.
Behavior
C.
Attribution
D.
Social contrast
20.
Garth manages a team of 5 salespeople. One of the salespeople, Robert, has
been late to work for the past few days. If Garth attributes Roberts tardiness
to a lack of caring about his job versus Robert having to drop his wife at work,
Garth is using the________.
A.
fundamental attribution error
B.
self-serving bias
C.
assumption of similarity
D.
halo effect
21.
At work today, Tanya received the good news that the team she was part of
secured a winning bid for her company to serve as the architect partner for a
new shopping mall. Tanya also received the bad news that the transmission
on her car must be replaced. Tanya credits the good news to her ability to
complete work on time and the bad news to the poor craftsmanship of her car.
Tanya is exhibiting a(n) ________.
A.
assumed similarity
B.
stereotyping
C.
fundamental attribution error
D.
self-serving bias
MGT 521 Week 4 Organizing Work
You are a team of managers at a company. Upper management is concerned
that the structure of the division your team manages is not accomplishing
goals as efficiently as it could. As a result, upper management has tasked you
to review the current organizational structure for efficiency and recommend
needed changes.
Your team notices the organizational chart has not been recently updated. To
begin the task, your team must create an up-to-date organizational chart to
determine the efficiency of the current structure. Then, you must create a new
organizational chart that represents the recommended structural changes.
You will then present recommendations and rationale to upper management.
Complete the following tasks to prepare for your meeting with upper
management.
Select one team members company that he or she used to complete the
Organizational Planning assignment.
Identify the selected companys current organizational structure.
Create anorganizational chart in Microsoft PowerPoint for the current
structure of the selected company.
Discuss,with your team, any structural changes or adaptations to the existing
structures that you think should be recommended to improve that companys
efficiency and effectiveness.
Decide,as a team, what structural changes or adaptations should be
recommended.
Create an organizational chart in Microsoft PowerPoint for the
recommended structure of the selected company.
Justify your teams recommendations in a paper of no more than 1,050 words.
If your team recommends that the company structure remain the same,
defend your decision. Based on the teams decision, your paper must also
include the following:
Describe the work that must be completed to accomplish the recommended
changes or adaptations. If no changes are recommended, explain what work
is currently being done and why it is successful.
Describe how the work could be done most effectively. Would the work be
completed by individuals, teams, or a combination of both? If no changes are
recommended, explain how the work is being completed and why the current
method is successful.
Justify the selection for how the work could be done and describe the
approach that should be used.
Format your paper consistent with APA guidelines.
Score: 17 / 17
Control Process 100% 1
2
3
17
Feedforward/Concurrent/Feedback Controls 100% 4
5 6
Financial Controls 100% 7
8 9
Balanced Scorecard 100% 10

11
12
13
Benchmarking 100% 14
15
16
Concept: Control Process
2
3
17
Introduction to Controlling
The Control Process
Step 1. Measuring Actual Performance
Managerial Decisions in Controlling
Correct Actual Performance
1.
The control process assumes that ________.

A.
employees require clear directions from management
B.
employees are underqualified and require training
C.
specific goals for performance were already created during the planning
process
D.
employee monitoring costs are part and parcel of doing business
2.
An example of control criteria that can be used in any situation is ________.
A.
number of calls taken per day
B.
employee satisfaction
C.
average time to process paperwork
D.
client requests completed per hour
3.
In reviewing the result of the control process, managers could choose to avoid
taking action when ________.
A.
an employee fails to attain the standard because of internal problems
B.
the variance between actual performance and the standard is acceptable
C.
performance standards are acceptable, though the employees have not
attained it
D.
the variance observed from the expected performance is caused due to
unrealistic standards
17.
If a manager rationalizes that he does not have time to investigate the source
of a problem and instead resorts to putting out fires, the manager is missing
the use of ________.
A.
bureaucratic control
B.
immediate corrective action
C.
basic corrective action

D.
concurrent control
Concept: Feedforward/Concurrent/Feedback Controls
5 6
Feedforward/Concurrent/Feedback Controls
Feedforward Control
Concurrent Control
Feedback Control
4.
Which of the following types of control prevents problems because it takes
place prior to the actual activity?
A.
Feedforward control
B.
Concurrent control
C.
Feedback control
D.
Management control
5.
Management by walking around is what type of control?
A.
Feedforward control
B.
Concurrent control
C.
Feedback control
D.
Reactive control
6.
What type of control gives employees information on how well they performed,
and therefore, can increase motivation?
A.
Feedforward control
B.
Concurrent control
C.
Feedback control
D.
Proactive control
Concept: Financial Controls
8 9
Financial Controls
Tools for Measuring Organizational Performance
7.
The current ratio and acid test are two examples of what type of ratio?
A.
Activity
B.
Liquidity
C.
Leverage
D.
Profitability
8.
Which of the following ratios measures an organizations ability to meet
financial obligations (debt) and allow someone to understand the companys
use of different methods of financing to pay interest?
A.
Liquidity ratios
B.
Leverage ratios
C.
Profitability
D.
Activity ratios
9.
If a firm wants to measure items related to sales and turnover, it should use
what type of ratio?
A.
Liquidity
B.
Leverage
C.
Profitability
D.
Activity
Concept: Balanced Scorecard
11
12
13
Balanced Scorecard
10.
Which of the following is a performance measurement tool that looks at four
areas that can help a company succeed?
A.
Market value method
B.
Economic value method

C.
Balanced scorecard approach
D.
Information control approach
11.
Suzys Packing Supplies is an organization that prides itself on keeping its
employees happy. In fact, most of Suzys performance measures are based
around the firms workers. If Suzy chooses to measure the organizations
performance using the balanced scorecard tool, which one of the four factors
will she focus on the most?
A.
Financial
B.
Customer
C.
Internal processes
D.
People/innovation/growth strategies
12.
Which of the following options listed would be an example of a measurement
in the internal processes area of a balanced scorecard?
A.
Employee satisfaction
B.
Customer satisfaction
C.
Quarterly profits
D.
Duplicate activities across functions
13.
Which of the four areas of a balanced scorecard can help a firm best answer
the question, how do we look to shareholders?
A.
Customer
B.
Internal processes
C.
People/innovation/growth assets
D.
Financial
Concept: Benchmarking

15
16
Benchmarking of Best Practices
14.
________ is a method through which organizations compare themselves to
other firms to improve their processes and products.
A.
Factor analysis
B.
Total quality management
C.
Market positioning
D.
Benchmarking
15.
Firms can benchmark their performance against competitors, but they can
also benchmark against themselves. This is known as _____.
A.
self-analysis
B.
planning
C.
intra-organizational benchmarking
D.
internal benchmarking
16.
Amys Waffle Hut is not performing well in inventory turnover (products are
sitting unused for too long, and some are spoiling). To correct this, Amy walks
across the street to speak to Sue, owner of Sues Cinnamon Rolls, to see how
she handles her inventory. Amy is engaged in what process?
A.
Competitor sabotage
B.
Networking
C.
Competitor analysis
D.
Benchmarking
Your Learning Team is a team of managers of a customer call center for
timeshare vacations.
Discuss, with your team, the types of control measures you would use to see
how efficient and effective an employee is.
Discuss, with your team, the measures you would use to evaluate the entire
call center.
Prepare a 350- to 1,050-word paper detailing the findings of your discussion.
MGT 521 Week 5 Team Leadership
Your manager tells you about a new department the company will be adding
that is part of the companys strategic plan to enter a particular market
segment. Your manager would like you to manage one of the teams in this
new department. Your manager has put together the team you will be
managing. Your new team consists of the members of your current Learning
Team.
To be successful in the new market segment, your team must efficiently
accomplish the goals set by the company. Your manager, therefore, would like
you to develop a leadership approach for each team member on your team
based on the theories of leadership and each members individual
personalities.
Write a memo to your manager of no more than 1,400 words in which you
explain how you plan to successfully lead your team. Include the following:
Evaluate the individuals, including yourself, based on the personality

assessment.
Evaluate the situation in terms of urgency, culture, and so forth.
Determine leadership approaches, based on individuals and the situation.
Highlight the principles you have applied from various leadership theories.
Format your memo consistent with APA guidelines.
MGT 521 Week 6 Career Plan Analysis Paper
Write a paper of no more than 350 words, based on the Career Interests
Profiler, describing how this course applies to your career plan.
Score: 13 / 13
Differences Between a Firms Social Obligation, Social Responsiveness, and
Social Responsibility 100% 1
2 3
Green Approaches/Shades of Green Model 100% 4
5 6
Factors to Determine Ethical Behavior 100% 7
8
9
10
Ways Managers can Encourage Ethical Behavior 100% 11
12
13
Concept: Differences Between a Firms Social Obligation, Social
Responsiveness, and Social Responsibility
2 3
What Is Social Responsibility?
From Obligations to Responsiveness to Responsibility
Managing Social Responsibility and Ethics
1.
As a university student, your institutions social principles and practices reflect
on you, as a stakeholder, in the organization. Therefore, it is your right to
question how these practices should be evaluated in relation to the social
issues that your school is addressing. If your university was paying minimum
wage when necessary and applying the minimum legal standards to its
employees work environment, it would be said to have fulfilled its ________.
A.
social obligation
B.
C.
social responsiveness
D.
social expectation
2.
As a university student, your institutions social principles and practices reflect
on you, as a stakeholder, in the organization. Therefore, it is your right to
question how these practices should be evaluated in relation to the social
issues that the school is addressing. If your university provides job-share
programs, builds a day-care facility, and only uses recycled paper, it could be
said to be ________.
A.
fulfilling its social obligation
B.
socially aware
C.
socially responsive
D.
socially image conscious
3.
An organization with a ___________ perspective on social responsibility is
focused on maximizing profits.
A.
B.
social screening
C.
social profitability
D.
social obligation
Concept: Green Approaches/Shades of Green Model
5 6
What Is Social Responsibility?
Should Organizations Be Socially Involved?

Green Management and Sustainability
How Organizations Go Green
4.
The process of applying social and environmental criteria to an investment
decision is known as ________.
A.
green management
B.
values-based management
C.
community investing
D.
social screening
5.
Managers who consider the impact of their organization on the natural
environment are said to be practicing ________.
A.
values-based management
B.
ethics-based management
C.
conventional management
D.
green management
6.
In which of the following approaches of going green does the organization
exhibit the least environmental sensitivity?
A.
Light green approach
B.
Deep green approach
C.
Market approach
D.
Stakeholder approach
Concept: Factors to Determine Ethical Behavior
8
9
10
Stage of Moral Development
Factors That Determine Ethical and Unethical Behavior
Individual Characteristics
7.
At the ________ level of moral development, a persons choice between right
and wrong is based on personal consequences from outside sources.
A.
preconventional
B.
conventional
C.
principled
D.
elevated
8.
At the ________ level of moral development, ethical decisions rely on living up
to the expectations of others.
A.
principled
B.
conventional
C.
conscientious
D.
preconventional
9.
In which of the following stages of moral development do individuals value the
rights of others and uphold absolute values and rights, regardless of the
majoritys opinion?
A.
Preconventional stage
B.
Conventional stage
C.
Principled stage
D.
Established stage
10.
________ represent basic convictions about what is right and wrong.
A.
Dogmas
B.
Values
C.
Cultures
D.
Beliefs
Concept: Ways Managers can Encourage Ethical Behavior
12
13
Encouraging Ethical Behavior
Codes of Ethics and Decision Rules
Independent Social Audits
11.
A ________ is a formal statement of an organizations primary values and the
ethical rules it expects its employees to follow.
A.
mission statement
B.
code of purpose
C.
code of ethics
D.
vision statement
12.
Organizations create an ethical code that exemplifies the values and morals
they want to uphold in conducting business. One category of an ethical code
typically consists of being a dependable organizational citizen. Activities that
can be included in this section are
A.
complying with antitrust and trade regulations
B.
complying with accounting rules and controls
C.
providing high-quality products or services

D.
demonstrating fairness and honesty
13.
___________________ evaluate management practices related to the
organizations ethical code.
A.
Protective mechanisms
B.
Whistle-blowers
C.
Financial disclosures
D.
Independent social audits
Read Case Application 1, Lessons from Lehman Brothers: Will We Ever
Learn? at the end of Ch. 5 of Management.
Discuss the scenario with your team.
Discuss the second, third, and fifth discussion questions at the end of the
case with your team.
Answer each question based on your teams discussion in no more than 350
words per question.

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