To set corporate objectives, management must first
A. research the market.
B. quantify them.
C. select a viable market segment.
D. define the firm's mission.
E. None of the above.
Answer: D
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A typical matrix organizational structure:
A. groups employees in two ways simultaneously to maximize the rate at which different kinds of products can be developed. B. breaks up a company’s growing product line into smaller, more manageable subunits. C. groups people according to their common expertise and experience or because they use the same resources. D. is a way of grouping employees into separate customer groups so that each group can focus on satisfying the needs of a particular customer group. E. is a way of grouping employees to best satisfy the needs of customers within different regions.
Peter is the new director of an environmental policy consulting firm. Some of the best and the brightest minds work there, and Peter wants to motivate them to stay with the firm
Which of the following motivational theories would NOT be effective in achieving Peter's goal? A) scientific management B) management by objective C) job enrichment D) Theory Y E) equity theory
Bannister invested $110,000 and Wilder invested $99,000 in a new partnership. Their partnership agreement called for Wilder to receive a $70,000 annual salary allowance. They also agreed to an annual interest allowance of 5% on the partners' beginning-year capital balance, with the balance of income or loss to be divided equally. Under this agreement, what are the income or loss shares of the partners if the annual partnership income is $82,000?
What will be an ideal response?
The two most important parts of SWOT analysis are ________.
A) pinpointing the company's competitive assets and pinpointing its competitive liabilities. B) identifying the company's resource strengths and identifying the company's best market opportunities. C) identifying the external threats to a company's future profitability and pinpointing how many market opportunities it has. D) drawing conclusions from the SWOT listings about the company's overall situation and translating these conclusions into strategic actions to better match the company's strategy to its resource strengths and market opportunities, correct the important weaknesses, and defend against external threats. E) making accurate lists of the company's strengths, weaknesses, opportunities, and threats, and then using these lists as a basis for ascertaining how well the company's strategy is working.