XMGT 230 Entire Course

XMGT 230 Entire Course Link
XMGT 230 Week 1: CheckPoint: Decision-Making Process Paper

Resource: Ch. 3 of Management


Identify a time in your life when you
had to make a personal or professional decision, such as buying a home, changing
jobs, enrolling in school, or relocating to another state or region.


Write a 200- to 300-word description in
which you discuss your decision-making process. Support your ideas with
academic research. Include the following:


Describe each step of your

How similar was your
decision-making process to the one described in the text?

How might your decision be
different if you had used the same steps included in the text?


Format your paper
consistent with APA guidelines.



XMGT 230 Week 1: Knowledge Check

Complete the Week One
Knowledge Check


1.The initial step in the decision-making process is to

A. select an alternative

B. evaluate the decision

C. generate alternatives

D. identify the problem

2.Making a decision by accepting the first option that
meets your goal is referred to as

A. optimizing

B. minimizing

C. accepting

D. satisficing

3.Negative feedback received during the final evaluation
of the decision indicates

A. the problem was defined incorrectly

B. implementation will require more resources

C. the manager will not be allowed to have a second
chance with the decision

D. the decision was a bad choice

4.The set of important assumptions about the organization
and its goals and practices that members of the company share is called

A. organization norms

B. organization culture

C. industrial environment

D. a closed system

5.Who must provide a long-term commitment in order to
change an organizationâs culture?

A. Customers and suppliers

B. The CEO and organization managers

C. Shareholders

D. The government

6.Which of the following can be a useful clue about an

organizationâs culture?

A. The macroenvironment

B. The industrial environment

C. Information the media provides related to the

D. The way the organization’s employees dress and behave

7.The macroenvironment of an organization consists of

A. suppliers, customers, and the competition

B.established, as well as new business,entering the

C.the legal, political, economic, and social environment

D. inputs, goods, products, and services

8.A key benefit of managers having ready access to
information is the ability to

A. increase costs

B. gain inventory control

C. increase their span of internal control

D. gain a significant competitive edge

9.An example of a cooperative strategy is

A. coalition building

B. mergers

C. dual legal action

D. competitive action

10.Which statement best describes planning?

A.Working with people and resources with the aim of
accomplishing organizational goals

B.Bringing people into the organization for achieving
overall success

C. Monitoring performance of an organization

D.Making decisions related to the goals the

organization will pursue

11.Which of the following involves planning?

A. Analyzing current situations

B.Determining rewards for goal achievement

C. Implementing changes

D. Attracting people to the organization

12.Which best defines how planning is used to deliver
strategic value?

A. A one-time process that is adhered to for

the life of the organization to meet its


B.Analyzing past situations to decide what type of
activities the company will employ

C.A dynamic process that considers the changing set of
stakeholders’ needs when determining actions to achieve

organizational goals

D.A top-down approach, in which top executives establish
business plans and direct others to implement them


13.Which of the following focuses on the organizing
function of management?


Mobilizing employees based on specific job


Coordinating a company’s human and physical resources
needed to achieve goals


Identifying business functions and establishing reporting


Analyzing current situations and the environment to
determine objectives


14.Which of the following best describes a dynamic


Creating organizations that continually focus on the
internal processes to achieve goals


Building an organization by grouping jobs into work units
and allocating resources


Identifying business functions and mobilizing leaders


Being flexible and responsive towards customer needs and
the competitive environment


15.For todayâs managers, the organizing function requires
a higher focus on which of the following?

A. Establishing matrix reporting relationships

B.Creating flexible and responsive organizations

C.Specifying job responsibilities and grouping jobs into
cross-functional work units

D.Identifying business functions and allocating resources

16.The leading function for todayâs organizations necessitates

A. taking care to minimize risks

B. building a lean organization

C. coordinating organizational resources

D.involvement at all levels of the organization

17.As one of the key management functions, leading
focuses on a managerâs efforts to


mobilize people to contribute his or her ideas


build organizations that are flexible and adaptive

C. make sure goals are met

D.identify opportunities for sustainable advantage

18.A managerâs ability to stimulate people to be high
performers is referred to as

A. leading

B. organizing

C. planning

D. controlling

20 21

19.Through careful monitoring of the financial budgets of
a firm, a manager can detect potential problems in reaching his or her financial
goals and take actions to reverse the problem. This is an example of which
management function?

A. Leading

B. Organizing

C. Planning

D. Controlling

20.An essential component of control includes which of



Monitoring performance and making necessary changes

B. Mobilizing employees

C. Assembling and coordinating resources

D. Building a dynamic organization

21.In order to make needed adjustments, which of the
following is required for the controlling function of management?

A. Outcomes are consistent with goals

B. Stimulating performance in employees

C. Flexible and adaptive in leadership style

D.Delivering strategic value to the Organization




XMGT 230 Week 2: Assignment: Internal and External Factors Paper

Select an organization with which you
are familiar.


Write a 700- to 1,050-word paper in
which you explain how internal and external factors affect the four functions
of management.


Explain how the following internal and
external factors affect the four functions of management. Include specific
examples for each of the following:








Format your paper
consistent with APA guidelines.



XMGT 230 Week 3: CheckPoint: Organizational Plans

Write a 350-word paragraph answering the following questions:


What are the different types of
plans that organizations can use?

What types of plans does your
organization use, and why do they use these plans?


Format your paragraph
consistent with APA guidelines.



XMGT 230 Week 3: Knowledge Check 

Complete the Week Three
Knowledge Check


1.A pattern of actions and use of resources that is
developed withthe intention to achieve the goals of an organization is referred
to as

A. a mission development

B. strategic operationalizing

C. a strategy

D. tactical plans

2.How long is the time horizon for a strategic plan?

A. 1 to 3 years

B. 3 to 7 years

C. 3 to 5 years

D. 1 to 5 years

17.Decisions about the organization's long-term goals are

A. SMART goals

B. Strategic goals

C. Strategic planning

D. Mission planning

3.Which of the following refers to the translation of
broad strategic

goals and plans into specific goals and plans?

A. Operational planning

B. Tactical planning

C. Bottom-up planning

D. Traditional planning

4.What level of management creates the tactical plan?

A. Employee team leads

B. Frontline leaders

C. Executive level

D. Middle management

5.If the strategy calls for the rollout of a new product
line, the tactical

plan for the manufacturing unit may involve which of the


Develop profit and return on investment goals for the new
product line


Design, test, and install the equipment needed to produce
a new product line

C. Schedule production runs

D.Identify capital and human resources requirements

6.Which of the following refers to the process of
identifying the specific procedures and processes required at lower levels of
the organization?

A. Operational planning

B. Tactical planning

C. Contingency planning

D. Divisional planning

7.To be effective, the organizationâs strategic,
tactical, and

operational plans must be?

A. Aligned

B. Defined

C. Scoped

D. Direct

8.Typical operational planning might focus on which of
the following?


Production scheduling and training of personnel


Profit levels, share value, growth, and return on


Advertising expenditures, sales levels, and product use


Retention levels, benefits usage, and value

9.What types of plans are referred to as âwhat ifâ?

A. Operational plans

B. Tactical plans

C. Contingency plans

D. Strategic plans

10.What do we call the alternative plan when the initial
strategic plan

is not working?

A. Operational plans

B. Tactical plans

C. Contingency plans

D. Personalized plans

11.What is another name for a contingency plan?

A. Tactical plan

B. Operation plan

C. Disaster plan

D. Strategic plan

12.What is the first step in the formal planning process?

A. Goal and plan evaluation

B. Alternative goals and plans

C. Monitor and control

D. Situational analysis

13.Who is responsible for the organization's strategic

A. Middle management

B. First-line supervisors

C. Tactical managers

D. Senior executives

18.The three levels of planning are

A. strategic, business, and operational

B. strategic, synergistic, and operational

C. visionary, strategic, and operational

D. strategic, tactical, and operational

14.Which environmental scan analysis looks at interest

A. Macroeconomic Analysis

B. Technological Analysis

C. Tactical Analysis

D. Social Analysis

15.Environmental analysis examines which of the

A. Organizational culture

B. Competitor profile

C. The key stakeholders

D. Stockholders

16.What is the first process in an environmental scan

A. Tactical planning

B. Examination of the industry

C. Strategic planning

D. Operational




XMGT 230 Week 4: Assignment: Management Planning Presentation

Imagine you are an executive for BP, and
you are preparing a presentation for the board of directors about the
organization’s direction.


Create a 10- to 15-slide Microsoft®
PowerPoint® presentation, with speaker notes, in which you address
the following:


Evaluate the planning function
of management as it relates to the organization’s goals and strategies. Use
steps in the planning process outlined in the text.


Analyze the influence that
legal issues, ethics, and corporate social responsibility have had on
management planning at BP. Provide at least one example for each.


Analyze at least three factors
that influence the company's strategic, tactical, operational, and contingency


Format your paper
consistent with APA guidelines.



XMGT 230 Week 5: CheckPoint: Organizational Chart

Consider an organization for which you
have worked.

Draw its organization chart and describe
it by using terms from Ch. 8 of Management.

Write a 350-word paragraph describing your experience with the organization.
Did you enjoy working there? Explain your response.

Submit your paragraph and your organizational
chart to your instructor.

Format your paragraph
consistent with APA guidelines.



XMGT 230 Week 5: Knowledge Check

Complete the Week Five Knowledge Check


1.Which of the following is created through division of
labor and job specialization?

A. Integration

B. Coordination

C. Differentiation

D. Span of control

2.The reporting structure and division of labor in an
organization is conveyed by which of the following?

A. Span of control

B. Organization chart

C. Organization hierarchy

D. Span of management

3.In the study by Lawrence and Lorsch (as cited in
Bateman & Snell,2011), companies in complex, dynamic environments
developed_____ levels of differentiation; and _____ levels of integration.

A. intermediate; high

B. high; high

C. low; high

D. high; low

4.Effectively leveraging the talents of subordinates, in
addition to the

managerâs own talents, is called

A. coordination

B. correlation

C. orientation

D. delegation

5.How do decentralized organizations approach decision


Top management in the organization make the majority of


Stakeholders of the organization make the majority of


The supervisory level employees make the majority of


Employees most familiar with the issue make the majority
of decisions.

6.The level of the organization that includes the first
line managers and the employees that report to them is commonly called the

A. senior level

B. leadership level

C. middle management

D. operational level

7.Departments that have responsibility for the primary
activities of the firm are called

A. sales departments

B. shipping departments

C. staff departments

D. line departments

8.A functional organizational structure is understood to
be most effective in

A. complex environments

B. high growth environments

C. new start-up companies

D. simple, stable environments

9.A hybrid organizational form where functional and
divisional organizational forms overlap is called a

A. product organization

B. network organization

C. blended organization

D. matrix organization



XMGT 230 Week 6: Assignment: Organizational Structure Paper

Write a
1,050- to 1,400-word paper in which you select an organization with which you
are familiar and present the following items as they relate to that


Describe the organizational
structure of your selected organization. Compare and contrast that structure
with two different organizational structures.


Evaluate how organizational
functions, such as marketing, finance, human resources, and operations,
influence and determine the organizational structure of your selected


Explain how organizational
design, such as geographic, functional, customer-based, product, service,
hybrid, matrix, marketing channels, and departmentalization organizational
design, helps determine which structure best suits your selected organization’s


Format your paper
consistent with APA guidelines.



XMGT 230 Week 7: CheckPoint: Great Job

Write a 200- to 300-word paragraph answering the following questions:


Can someone who is a leader not
be a manager? Why or why not?

Can someone who is a manager
not be a leader? Why or why not?


Format your paragraph
consistent with APA guidelines.



XMGT 230 Week 7: Knowledge Check

Complete the Week Seven
Knowledge Check


1.Which of the models of organization structure depends
most heavily on appropriate communication and coordination between subsidiaries?

A. The global model

B. The international

C. The multinational model

D. The transnational model

2.What type of organization is âmarked by an absence of
prejudice,discrimination, and low levels of intergroup conflict?â

A. Diverse

B. Mechanistic

C. Pluralistic

D. Multicultural

3.The assumption that there is âonly one wayâ and that no
other way of living should be recognized, illustrates which diversity assumption?

A. Homogeneity

B. Similarity

C. Ethnocentrism

D. Parochialism

4.Supervisory leadership is behavior that provides

A. purpose and meaning to the organization

B. support and corrective feedback

C. guidance and vision for the future

D.collaboration with others to initiatechanges.

5.At a restaurant where your friend works, the manager
has a lot of power over the workers. She has the responsibility of scheduling workers
and assigning projects during each shift. Employees who have performed poorly
on their shifts tend to get scheduled for the unpopular weekend shifts and the
worst shift duties. This manager

seems to use a high degree of

A. legitimate power

B. negative power

C. coercive power

D. referent power

6.Legitimate power is described as power that exists by

A. control over punishments

B. control over rewards

C. the authority to tell others what to do

D. expertise

7.A leadership perspective that attempts to identify what
effective leaders do and the behaviors they exhibit is referred to as the

A. behavioral approach

B. trait approach

C. transformational leadership

D. strategic approach

8.A leader that supports other individuals as part of
improving the organization is best described as a

A. bridge leader

B. visionary leader

C. compassionate leader

D. servant leader

15.A person who has a special ability to generate
excitement and revitalize organizations is known as a

A. transactional leader

B. situational leader

C. transformational leader

D. charismatic leader

0 11

9.According to Bateman and Snell (2011), which of the
following highlights the importance of leader behaviors, not just toward the group
as a whole, but toward individuals on a personal level?

A. The Vroom model of decision-making

B. Leader-Member Exchange (LMX) theory

C. The trait approach to leadership

D. Blake & Mouton's Leadership Grid

10.Robin Errington has been frustrated at work. Robin's
boss, for whatever reason, never makes decisions. If anything is to be accomplished,
Robin and her coworkers just choose what they think is best. Robin's boss has a
decision style that should be labeled

A. autocratic

B. non-performance

C. employee centered

D. laissez-faire

11.Which of the following statements is true regarding
decision styles?

A.Laissez-faire style results in higher performance

B.Democratic style results in positive attitudes

C.Autocratic style results in lower performance

D. Democratic style is the most efficient

12.According to leader behavior research, including
studies at Ohio State and Michigan, the ideal leader

A. is both autocratic and democratic

B. is neither autocratic nor democratic

C.engages in both task performance and group maintenance

D.relies on the situation to dictate his/her behavior

13.What leadership approach focuses on maintaining good relationships
between the leader and the employee and works well for leaders with high-LPC
(least preferred coworker) scores?

A. Social and charismatic leadership

B. Expectancy-value model to leadership

C. Relationship-motivated leadership

D. Task-oriented leadership

14.What is a situational model that focuses on the
participative dimension of leadership, or how leaders go about making

A. Vroom model

B. Path-goal model

C. Fiedler's contingency model

D. Leader substitutes




XMGT 230 Week 9 Final Project: Management and Leadership Presentation

Imagine that you are an expert in the
principles of business leadership. You have been invited to present at a
conference held for some of the top executives at Fortune 500 companies. Your
assigned topic is leveraging leadership to maximize business success.


Create a 15- to 20-slide Microsoft®
PowerPoint® presentation in which you address the following:


Introduction to leadership


Explain the differences between
management and leadership and how cultivating leadership skills in managers can
benefit the organization.


Explain how managers can set
effective expectations for their employees to increase organizational


Organizational culture


Describe how managers, when
applying leadership principles, can contribute to a healthy organizational


Managerial control


Identify some key control
mechanisms and describe how management can apply them to aid in achieving
organizational goals.


Leveraging diversity


Summarize some best practices for
leading a diverse workforce, and the benefits that can come to the organization
through leveraging diversity.


Support your presentation with the
concepts discussed in class and from the text, and your personal experiences.


Include the speaker notes to explain the
key points in your presentation.


Format your presentation
consistent with APA guidelines.



XMGT 230 Week 9: Knowledge Check 

the Week Nine Knowledge Check


1.The level of expected performance for a given goal; a
target that establishes a desired performance level, motivates performance, and
serves as a benchmark against the performance being assessed is referred to as

A. measurement

B. standard

C. control process

D. audit

2.Performance standards can be set with respect to which
of the following?

A. Cost, quality, and functionality

B. Quality, time used, and quantity

C. Time used, quality, and functionality

D. Quantity, quality, and temperament

3.Control that focuses on the use of information about
previous results to correct deviations from the acceptable standard is referred
to as

A. feedforward control

B. audit control

C. quality control

D. feedback control

4.Performance data is most commonly obtained from which
of the following sources?

A.Oral reports, written reports, and personal observation

B.Customer reports, written reports, and personal

C. Top, middle, and lower management

D.Self-reports, oral reports, and upper management

5.Which of the following is the third major step in the
formal control


A. Setting standards

B. Comparing performance with standards

C. Revising standards

D. Taking corrective action

6.The use of rules, regulations, and authority to guide
performance is referred to as

A. clan control

B. market control

C. concurrent control

D. bureaucratic control

7.Market controls involve the use of

A. rules and regulations

B. authority

C. sales and variable costs levels

D. economic standards

12.The increasing need for clan control is caused by

A. changes in the economics of work

B. employees becoming too empowered

C.employees lack of interest in corporate decisions

D. changes in employment relationships

8.Advances in information technology have created

A. market controls

B. feedback controls

C. concurrent controls

D. organization links

9.The Six Sigma approach is based on ____________
analyses that contribute to ____________.

A. statistical; increased customer base

B. budgetary; customer satisfaction

C. strategic; customer satisfaction

D. statistical; customer satisfaction

13.Assessing your own companyâs planning, organizing,
leading,and controlling efforts is the essential function of

A. strategic audits

B. feedback control

C. external audits

D. internal audits

10.Group maintenance behaviors are


focused on a concern for the accomplishment of the work


focused on the satisfaction of the work group

C. focused on the closeness of supervision

D. generally resented by workers


11.Leaders are agents of

A. control

B. details

C. results

D. transformation




XMGT230 Week 1 DQ 1 (10 different responses A+ Guide)

What is management? Why is
management necessary? How do you think management has evolved?


XMGT230 Week 1 DQ 2 (10 different responses A+ Guide)

How do the four functions of
management affect organizational success? Which function of management do you
think is most important? Why?


XMGT230 Week 3 DQ 1 (10 different responses A+ Guide)

What are the steps in the
planning process? Which step is the most crucial? Why?


XMGT230 Week 3 DQ 2 (10 different responses A+ Guide)

Do you think organizations
can over plan? Explain your response.


XMGT230 Week 5 DQ 1 (10 different responses A+ Guide)

What are the different types
of organizational structures? Which type of structure do you think is the most
effective? Why is this structure the most effective? How can organizations
determine if they are structured in the most effective and efficient manner?


XMGT 230 Week 5 DQ 2 (10 different responses A+ Guide)

What evidence have you seen
of the imperatives for change, flexibility, and responsiveness faced by today’s


XMGT 230 Week 7 DQ 1 (10 different responses A+ Guide)

What are some skills that
leaders need to possess? How can managers develop leadership skills?


XMGT 230 Week 7 DQ 2 (10 different responses A+ Guide)

How has management changed because
of the increased role of globalization? Would a good leader in one country
automatically be a good leader in another country? What characteristics should
a leader have to make them successful globally?


XMGT 230 Week 9 Capstone DQ (10 different responses A+ Guide)

What are the different types
of control systems? What are some advantages and disadvantages of the various
control mechanisms? How does your organization use the steps of the control


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