...BUS 375 WK 10 Chapter 17 Quiz - All Possible Questions To Purchase Click Link Below: http://strtutorials.com/BUS-375-WK-10-Chapter-17-Quiz-All-Possible-Questions-BUS37510.htm BUS 375 WK 10 Chapter 17 Quiz - All Possible Questions CHAPTER 17: (E) 1. The two primary components of a risk are: A. The event and the probability B. The probability and the impact C. The impact and the event D. The impact and the amount at stake (M) 2. Risk constitutes a lack of knowledge _____. A. Of future events B. About the environment C. About the estimates D. About the customer’s requirements (E) 3. Which of the following is not included in risk management? A. Risk planning B. Risk Assessment C. Risk handling D. All of above are part of risk management (E) 4. Proper risk management is reactive rather than proactive. A. True B. False (E) 5. If there’s a 40% chance of making $1 million and a 60% chance of losing $600,000, then the expected monetary outcome is. A. B. C. $360,000 D. (M) 6. The process that identifies, evaluates, selects and implements one or more strategies to set risk at an acceptable level is: A. Risk planning B. Risk assessment C. Risk handling D. Risk monitoring and control (E) 7. An objective source for risk identification is: A. Lessons learned files B. Program...
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...BUS 375 WK 7 Chapter 12,13 Quiz - All Possible Questions To Purchase Click Link Below: http://strtutorials.com/BUS-375-WK-7-Chapter-1213-Quiz-All-Possible-Questions-BUS3756.htm BUS 375 WK 7 Chapter 12,13 Quiz - All Possible Questions CHAPTER 12: (E) 1. Which of the following scheduling techniques is most appropriate today for managing a project? A. BAR charts B. Milestone charts C. PERT charts D. Precedence charts (E) 2. Which of the following scheduling techniques is most appropriate today for reporting project status to a customer during an interchange meeting? A. BAR charts B. Milestone charts C. PERT charts D. Precedence charts (M) 3. The major disadvantage of using a bar chart on large projects is that bar charts: A. Cannot identify critical paths B. Do not show dependencies between activities C. Cannot identify milestones D. Cannot show slack (E) 4. Which of the following is not one of the four network diagramming techniques? A. PERT B. GERT C. VERT D. PDM (H) 5. Which of the following activity-on-arrow network diagramming methods does not require three estimates for durations? A. PERT B. GERT C. ADM D. PDM (M) 6. Which of the following network diagramming methods do not use dummy activities? A. PERT B. GERT C. ADM D. PDM (M) 7. Which of the following...
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...BUS 375 WK 7 Chapter 12,13 Quiz - All Possible Questions To Purchase Click Link Below: http://strtutorials.com/BUS-375-WK-7-Chapter-1213-Quiz-All-Possible-Questions-BUS3756.htm BUS 375 WK 7 Chapter 12,13 Quiz - All Possible Questions CHAPTER 12: (E) 1. Which of the following scheduling techniques is most appropriate today for managing a project? A. BAR charts B. Milestone charts C. PERT charts D. Precedence charts (E) 2. Which of the following scheduling techniques is most appropriate today for reporting project status to a customer during an interchange meeting? A. BAR charts B. Milestone charts C. PERT charts D. Precedence charts (M) 3. The major disadvantage of using a bar chart on large projects is that bar charts: A. Cannot identify critical paths B. Do not show dependencies between activities C. Cannot identify milestones D. Cannot show slack (E) 4. Which of the following is not one of the four network diagramming techniques? A. PERT B. GERT C. VERT D. PDM (H) 5. Which of the following activity-on-arrow network diagramming methods does not require three estimates for durations? A. PERT B. GERT C. ADM D. PDM (M) 6. Which of the following network diagramming methods do not use dummy activities? A. PERT B. GERT C. ADM D. PDM (M) 7. Which of the following...
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...BUS 375 WK 4 Chapter 5,6 Quiz - All Possible Questions To Purchase Click Link Below: http://strtutorials.com/BUS-375-WK-4-Chapter-56-Quiz-All-Possible-Questions-BUS3753.htm BUS 375 WK 4 Chapter 5,6 Quiz - All Possible Questions CHAPTER 5: MANAGEMENT FUNCTIONS (M) 1. Which one of the following is not one of the three steps of controlling? A. Monitoring B. Evaluating C. Authorizing D. Correcting (E) 2. According to Douglas McGregor, team members that require supervision, direction and threat of punishment for non-compliance are called _____ employees. A. Theory X B. Theory Y C. Theory Z D. Non-compliant (E) 3. William Ouchi’s approach that managers in Japanese companies have a better relationship with their subordinates falls under: A. Theory X B. Theory Y C. Theory Z D. Non-compliant (E) 4. Which of Maslow’s levels would be a motivational force for newly hired employees? A. Physiological B. Safety C. Social D. Self-esteem (M) 5. An employee who would turn down a promotion in order to remain as a project manager would most likely be at which level of Maslow’s hierarchy of needs? A. Safety B. Social C. Esteem D. Self-actualization (M) 6. Herzberg believed that the bottom three levels of Maslow’s hierarchy of needs are: A. Hygiene factors B. Satisfiers C. Dissatisfiers D. Esteem...
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...BUS 375 WK 4 Chapter 5,6 Quiz - All Possible Questions To Purchase Click Link Below: http://strtutorials.com/BUS-375-WK-4-Chapter-56-Quiz-All-Possible-Questions-BUS3753.htm BUS 375 WK 4 Chapter 5,6 Quiz - All Possible Questions CHAPTER 5: MANAGEMENT FUNCTIONS (M) 1. Which one of the following is not one of the three steps of controlling? A. Monitoring B. Evaluating C. Authorizing D. Correcting (E) 2. According to Douglas McGregor, team members that require supervision, direction and threat of punishment for non-compliance are called _____ employees. A. Theory X B. Theory Y C. Theory Z D. Non-compliant (E) 3. William Ouchi’s approach that managers in Japanese companies have a better relationship with their subordinates falls under: A. Theory X B. Theory Y C. Theory Z D. Non-compliant (E) 4. Which of Maslow’s levels would be a motivational force for newly hired employees? A. Physiological B. Safety C. Social D. Self-esteem (M) 5. An employee who would turn down a promotion in order to remain as a project manager would most likely be at which level of Maslow’s hierarchy of needs? A. Safety B. Social C. Esteem D. Self-actualization (M) 6. Herzberg believed that the bottom three levels of Maslow’s hierarchy of needs are: A. Hygiene factors B. Satisfiers C. Dissatisfiers D. Esteem...
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...BUS 375 WK 2 Chapter 1,2 Quiz - All Possible Questions To Purchase Click Link Below: http://strtutorials.com/BUS-375-WK-2-Chapter-12-Quiz-All-Possible-Questions-BUS3751.htm BUS 375 WK 2 Chapter 1,2 Quiz - All Possible Questions CHAPTER 1: (E) 1. In today’s market, which of the following industries appears to have a need for project management? A. Aerospace & defense B. Construction C. Information systems D. All industries have a need for project management (M) 2. Which of the following is not one of the PMBOKâ Guide’s five process groups? A. Feasibility studies B. Planning C. Execution D. Closure (E) 3. Which of the following is normally not one of the traditional components of the triple constraint? A. Within time B. Within cost C. Within performance (Scope, technology or quality) D. Accepted by the customer (M) 4. Which of the following is a potential benefit of using project management? A. Maximization of continuous reporting B. No need for identification of functional responsibilities C. Identification of time limits for scheduling D. No need for a project management methodology (E) 5. Which of the following functions of classical management is generally not performed by the project manager? A. Planning B. Organizing C. Staffing D. Controlling (M) 6. Which of the following three types of...
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...BUS 375 WK 2 Chapter 1,2 Quiz - All Possible Questions To Purchase Click Link Below: http://strtutorials.com/BUS-375-WK-2-Chapter-12-Quiz-All-Possible-Questions-BUS3751.htm BUS 375 WK 2 Chapter 1,2 Quiz - All Possible Questions CHAPTER 1: (E) 1. In today’s market, which of the following industries appears to have a need for project management? A. Aerospace & defense B. Construction C. Information systems D. All industries have a need for project management (M) 2. Which of the following is not one of the PMBOKâ Guide’s five process groups? A. Feasibility studies B. Planning C. Execution D. Closure (E) 3. Which of the following is normally not one of the traditional components of the triple constraint? A. Within time B. Within cost C. Within performance (Scope, technology or quality) D. Accepted by the customer (M) 4. Which of the following is a potential benefit of using project management? A. Maximization of continuous reporting B. No need for identification of functional responsibilities C. Identification of time limits for scheduling D. No need for a project management methodology (E) 5. Which of the following functions of classical management is generally not performed by the project manager? A. Planning B. Organizing C. Staffing D. Controlling (M) 6. Which of the following three types of...
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...BUS 375 WK 3 Chapter 3,4 Quiz - All Possible Questions To Purchase Click Link Below: http://strtutorials.com/BUS-375-WK-3-Chapter-34-Quiz-All-Possible-Questions-BUS3752.htm BUS 375 WK 3 Chapter 3,4 Quiz - All Possible Questions CHAPTER 3: (H) 1. According to Grinnell and Apple, organizational restructuring is needed because management is unhappy with technical skills though projects are being completed within time and cost. A. True B. False (E) 2. Which of the following is not one of the three critical terms to consider when looking at organizational workflow? A. Span of control B. Authority C. Responsibility D. Accountability (E) 3. Accountability can be defined as: A. Authority plus responsibility B. Authority without responsibility C. Responsibility without authority D. Pure responsibility (E) 4. In which of the following structures is budgeting and cost control easier to perform? A. Classical B. Strong matrix C. Balanced matrix D. Weak matrix (E) 5. In which organizational form is there no customer focal point? A. Traditional B. Projectized C. Strong matrix D. Weak matrix 6. In which organizational form is response to the customer’s needs the slowest? A. Traditional B. Projectized C. Strong matrix D. Weak matrix (E) 7. In which organizational form is it highly...
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...BUS 375 WK 3 Chapter 3,4 Quiz - All Possible Questions To Purchase Click Link Below: http://strtutorials.com/BUS-375-WK-3-Chapter-34-Quiz-All-Possible-Questions-BUS3752.htm BUS 375 WK 3 Chapter 3,4 Quiz - All Possible Questions CHAPTER 3: (H) 1. According to Grinnell and Apple, organizational restructuring is needed because management is unhappy with technical skills though projects are being completed within time and cost. A. True B. False (E) 2. Which of the following is not one of the three critical terms to consider when looking at organizational workflow? A. Span of control B. Authority C. Responsibility D. Accountability (E) 3. Accountability can be defined as: A. Authority plus responsibility B. Authority without responsibility C. Responsibility without authority D. Pure responsibility (E) 4. In which of the following structures is budgeting and cost control easier to perform? A. Classical B. Strong matrix C. Balanced matrix D. Weak matrix (E) 5. In which organizational form is there no customer focal point? A. Traditional B. Projectized C. Strong matrix D. Weak matrix 6. In which organizational form is response to the customer’s needs the slowest? A. Traditional B. Projectized C. Strong matrix D. Weak matrix (E) 7. In which organizational form is it highly...
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...Manufacturing: Diane Gibbons Production Service: PrePressPMG Sr. Art Director: Stacy Shirley Internal Designer: Chris Miller/cmiller design Cover Designer: Chris Miller/cmiller design Cover Image: Getty Images/The Image Bank Permission Aquistion Manager/Photo: Deanna Ettinger Permission Aquistion Manager/Text: Mardell Glinski Schultz © 2010, 2007 South-Western, Cengage Learning ALL RIGHTS RESERVED. No part of this work covered by the copyright hereon may be reproduced or used in any form or by any means—graphic, electronic, or mechanical, including photocopying, recording, taping, Web distribution, information storage and retrieval systems, or in any other manner—except as may be permitted by the license terms herein. For product information and technology assistance, contact us at Cengage Learning Customer & Sales Support, 1-800-354-9706 For permission to use material from this text or product, submit all requests online at www.cengage.com/permissions Further permissions questions can be emailed to permissionrequest@cengage.com Library of Congress Control Number: 2008939395 ISBN 13: 978-0-324-59360-0 ISBN 10: 0-324-59360-0 South-Western Cengage Learning 5191 Natorp Boulevard Mason, OH 45040...
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...The cultural and economic trends of Cinema in Ireland and Wales Acknowledgements This audit of cinemas in Ireland and Wales was commissioned by Sgrîn Cymru Wales and the Arts Council. The study was financially supported by the Ireland/Wales Interreg IIIA Community Initiative Programme: ERDF 2000–2006. Throughout the study we have been fortunate to benefit from the knowledge, enthusiasm and commitment of Rhian Iolo (Exhibition Manager, Sgrîn) and Siobhan Bourke (Film Adviser, Arts Council). Additional invaluable assistance was provided by Stephanie O’Callaghan, Michelle Hoctor, Antoinette O’Neill, and the staff at both Sgrîn and the Arts Council of Ireland. This study would not have been possible without the generous contribution of time, expertise and information from the many cinema owners, managers, projection and customer services staff we met during the study. Our thanks are also due to the individuals and organisations contacted for comment and information during the research. Our sincere thanks are due to each and every one. The views expressed in this report are those of the authors. Unless specifically attributed, they do not represent the views of Sgrîn, the Arts Council, nor those of any persons or organisations who have been consulted in the course of the study. J Ron Inglis & Sue Todd April 2004 Inglis Todd Consultants is an independent arts and media consultancy operating throughout the UK and Ireland. J Ron Inglis and Sue Todd - are among the UK’s leading...
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...Marketing Assistant: Kathleen DeChavez Senior Author Support/Technology Specialist: Joe Vetere Rights and Permissions Advisor: Michael Joyce Senior Manufacturing Buyer: Carol Melville Production Coordination: Lifland et al. Bookmakers Composition: Keying Ye Cover photo: Marjory Dressler/Dressler Photo-Graphics Many of the designations used by manufacturers and sellers to distinguish their products are claimed as trademarks. Where those designations appear in this book, and Pearson was aware of a trademark claim, the designations have been printed in initial caps or all caps. Library of Congress Cataloging-in-Publication Data Probability & statistics for engineers & scientists/Ronald E. Walpole . . . [et al.] — 9th ed. p. cm. ISBN 978-0-321-62911-1 1. Engineering—Statistical methods. 2. Probabilities. I. Walpole, Ronald E. TA340.P738 2011 519.02’462–dc22 2010004857 Copyright c 2012, 2007, 2002 Pearson Education, Inc. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the...
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...ORGANIZATIONAL BEHAVIOR CONCEPTS CONTROVERSIES APPLICATIONS Seventh Edition Stephen P. Robbins 1996 Contents Part One • Introduction Chapter 1 What Is Organizational Behavior? 2 Chapter 2 Responding to Global and Cultural Diversity 42 Part Two • The Individual Chapter 3 Foundations of Individual Behavior 80 Chapter 4 Perception and Individual Decision Making 130 Chapter 5 Values, Attitudes, and Job Satisfaction 172 Chapter 6 Basic Motivation Concepts 210 Chapter 7 Motivation: From Concepts to Applications 250 Part Three • The Group Chapter 8 Foundations of Group Behavior 292 Chapter 9 Understanding Work Teams 344 Chapter 10 Communication 374 Chapter 11 Leadership 410 Chapter 12 Power and Politics 460 Chapter 13 Conflict, Negotiation, and Intergroup Behavior 502 Part Four - The Organization System Chapter 14 Foundations of Organization Structure 548 Chapter 15 Technology, Work Design, and Stress 588 Chapter 16 Human Resource Policies and Practices 634 Chapter 17 Organizational Culture 678 Part Five - Organizational Dynamics Chapter 18 Organizational Change and Development 714 CHAPTER I • WHAT IS ORGANIZATIONAL BEHAVIOR? What Managers Do Let’s begin by briefly defining the terms manager and the place where managers work—the organization. Then let’s look at the manager’s job; specifically, what do managers do? Managers get things done through other people. They make decisions, allocate resources, and direct the activities of others to attain goals. Managers do...
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...builds writing, reading, and critical thinking, and combines comprehensive grammar review with an introduction to paragraph writing and composition. Beginning with the sentence and its essential elements, this book addresses each concept with clear, concise, and effective examples that are immediately reinforced with exercises and opportunities to demonstrate learning. Each chapter allows students to demonstrate mastery of the principles of quality writing. With its incremental approach, this book can address a range of writing levels and abilities, helping each student prepare for the next writing or university course. Constant reinforcement is provided through examples and exercises, and the text involves students in the learning process through reading, problem solving, practicing, listening, and experiencing the writing process. Each chapter also has integrated examples that unify the discussion and form a common, easy-tounderstand basis for discussion and exploration. This will put students at ease and allow for greater absorption of the material. Tips for effective writing are included in every chapter, as well. Thought-provoking scenarios provide challenges and opportunities for collaboration and interaction. These exercises are especially helpful for working with groups of students. Clear exercises teach sentence and paragraph writing skills that lead to common English composition and research essays....
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