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MGT 271 Exam 3 with precise detailed answers, Exams of Marketing Management

Creighton UniversityMarketing Management

MGT 271 Exam 3 with precise detailed answers

Typology: Exams

2024/2025

Available from 06/11/2025

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MGT |! 271 |! Exam |! 3 |! with |! precise |! detailed |!
answers
1. Cognitive |! Ability: |! Capabilities |! related |! to |! the |! acquisition |! and |!
knowledge |! in |! prob- |! lem |! solving
2. Cognitive |! abilities: |! verbal, |! quantitative, |! reasoning, |! spatial |! and |!
perceptual |! abili- |! ties
3. Verbal |! ability: |! Capabilities |! associated |! with |! understanding |! and |!
expressing |! oral |! and |! written |! communication
4. Quantitative |! ability: |! Two |! types |! of |! mathematical |! capabilities- |!
Number |! facility, |! Mathematical |! reasoning
5. Number |! facility: |! Refers |! to |! the |! capability |! to |! do |! simple |! math |!
operations |! such |! as |! adding, |! subtracting |! etc
6. Mathematical |! reasoning: |! The |! ability |! to |! choose |! and |! apply |!
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1 |! / |! 17

MGT |! 271 |! Exam |! 3 |! with |! precise |! detailed |!

answers

  1. Cognitive |! Ability: |! Capabilities |! related |! to |! the |! acquisition |! and |! knowledge |! in |! prob- |! lem |! solving
  2. Cognitive |! abilities: |! verbal, |! quantitative, |! reasoning, |! spatial |! and |! perceptual |! abili- |! ties
  3. Verbal |! ability: |! Capabilities |! associated |! with |! understanding |! and |! expressing |! oral |! and |! written |! communication
  4. Quantitative |! ability: |! Two |! types |! of |! mathematical |! capabilities- |! Number |! facility, |! Mathematical |! reasoning
  5. Number |! facility: |! Refers |! to |! the |! capability |! to |! do |! simple |! math |! operations |! such |! as |! adding, |! subtracting |! etc
  6. Mathematical |! reasoning: |! The |! ability |! to |! choose |! and |! apply |!

2 |! / |! 17 formulas |! to |! solve |! problems |! that |! include |! numbers

  1. Reasoning |! ability: |! a |! diverse |! set |! of |! abilities |! associated |! with |! sensing |! and |! solving |! problems |! using |! insight, |! rules, |! and |! logic
  2. 4 |! Reasoning |! abilities: |! Problem |! solving, |! deductive |! reasoning, |! inductive |! reason- |! ing, |! originality
  3. Problem |! solving: |! Ability |! to |! sense |! when |! there |! is |! a |! problem |! or |! one |! is |! likely |! to |! occur
  4. Deductive |! reasoning: |! The |! use |! of |! general |! rules |! or |! hypotheses |! as |! a |! starting |! point |! to |! solve |! a |! problem
  5. Inductive |! reasoning: |! The |! ability |! to |! generate |! a |! hypothesis |! and |! plausible |! solution |! from |! pieces |! of |! information
  6. Originality: |! The |! ability |! to |! develop, |! clever, |! novel |! ways |! to |! solve |! problems

4 |! / |! 17

  1. Perceptual |! speed: |! Being |! able |! to |! examine |! and |! compare |! numbers, |! letters, |! and |! objects
  2. G-Factor: |! General |! cognitive |! ability

5 |! / |! 17

  1. Wonderlic |! cognitive |! ability |! test: |! 12 |! minute |! test |! of |! general |! cognitive |! ability |! that |! consists |! of |! 50 |! questions
  2. Emotional |! intelligence: |! Set |! of |! abilities |! related |! to |! the |! understanding |! and |! use |! of |! emotions |! that |! affect |! social |! functioning
  3. Self |! Awareness: |! The |! appraisal |! and |! expression |! of |! emotion |! in |! oneself
  4. Other |! awareness: |! The |! appraisal |! and |! recognition |! of |! emotions |! in |! others
  5. Emotion |! regulation: |! The |! ability |! to |! recover |! from |! emotional |! experiences |! (both |! positive |! and |! negative)
  6. Use |! of |! emotions: |! The |! degree |! to |! which |! people |! can |! harness |! emotions |! and |! employ |! them |! to |! improve |! their |! chances |! of |! being |! successful |! in |! whatever |! they |! are |! seeking |! to |! do

7 |! / |! 17

  1. Work |! Team: |! Provide |! goods |! or |! services
  2. Management |! Team: |! Integrate |! activities |! of |! subunits |! across |! business |! functions
  3. Parallel |! Team: |! Provide |! recommendations |! and |! resolve |! issues
  4. Action |! Team: |! Perform |! complex |! tasks |! that |! vary |! in |! duration |! and |! take |! place |! in |! highly |! visible |! or |! challenging |! circumstances
  5. Stages |! of |! Team |! Development: |! Forming, |! storming, |! norming, |! performing |! and |! adjourning
  6. Forming: |! Members |! orient |! themselves |! to |! team |! boundaries
  7. Storming: |! Conflict |! occurs |! because |! members |! remain |! committed |! to |! the |! ideas |! they |! bring |! with |! them |! to |! the |! team
  8. Norming: |! Members |! realize |! they |! need |! to |! work |! together |! and |! begin |! to |! cooperate

8 |! / |! 17

  1. Performing: |! Members |! are |! comfortable |! in |! their |! roles, |! and |! the |! team |! makes |! progress |! towards |! goals
  2. Adjourning: |! Members |! experience |! anxiety |! and |! other |! emotions |! as |! they |! disen- |! gage |! and |! separate |! from |! the |! team
  3. Task |! Interdependence: |! Pooled, |! sequential, |! reciprocal, |! comprehensive
  4. Pooled: |! Members |! work |! independently |! and |! then |! pool |! the |! results
  5. Sequential: |! Members |! work |! on |! specialized |! tasks |! in |! a |! prescribed |! order
  6. Reciprocal: |! Members |! perform |! specialized |! tasks |! and |! then |! interact |! with |! other |! members |! to |! complete |! work
  7. Comprehensive: |! Members |! interact |! to |! a |! high |! degree |! to |! coordinate |! and |! perform |! tasks

10 |! / |! 17

  1. Orienteer: |! Determines |! the |! direction |! of |! the |! team's |! discussion
  2. Devil's |! advocate: |! Offers |! challenges |! to |! the |! team's |! status |! quo
  3. Energizer: |! Motivates |! the |! team |! to |! strive |! to |! do |! better
  4. Procedural-technician: |! Performs |! routine |! tasks |! needed |! to |! keep |! progress |! mov- |! ing
  5. Member |! ability: |! Cognitive |! and |! physical |! abilities |! needed |! in |! a |! team |! depend |! on |! the |! nature |! of |! the |! team's |! tasks
  6. Team |! diversity: |! The |! degree |! to |! which |! members |! are |! different |! from |! one |! another
  7. Organizational |! culture: |! The |! shared |! social |! knowledge |! within |! an |! organization's |! regarding |! the |! rules, |! norms |! and |! values |! that |! shape |! the |! attitudes |! and |! behaviors |! of |! its |! employees
  8. Three |! major |! components |! of |! organizational |! culture: |!

11 |! / |! 17 Observable |! artifacts, |! espoused |! values, |! basic |! underlying |! assumptions

  1. Observable |! artifacts: |! The |! manifestations |! of |! an |! organization's |! culture |! that |! em- |! ployees |! can |! easily |! see |! or |! talk |! about
  2. Types |! of |! observable |! artifacts: |! Symbols, |! physical |! structure, |! language, |! stories, |! rituals, |! ceremonies
  3. Espoused |! values: |! The |! beliefs, |! philosophies |! and |! norms |! that |! a |! company |! explic- |! itly |! states
  4. Basic|!underlying|!assumptions:|!The|!taken-for-granted|!beliefs|!and |! philoso- |! phies |! that |! are |! so |! ingrained |! that |! employees |! simply |! act |! on |! them |! rather |! than |! ques- |! tioning |! the |! validity |! of |! their |! behavior |! in |! a |! given |! situation
  5. Solidarity: |! The |! degree |! to |! which |! group |! members |! think |! and |! act |! alike

13 |! / |! 17 resist |! unwanted |! influence |! in |! return

  1. Organizational |! power: |! Derived |! from |! a |! person's |! position |! within |! an |! organization
  2. Types |! of |! organizational |! power: |! Legitimate, |! reward, |! and |! coercive
  3. Legitimate |! Power: |! Based |! on |! a |! position |! of |! authority |! in |! an |! organization
  4. Reward |! Power: |! Based |! on |! control |! of |! resources |! or |! benefits
  5. Coercive |! power: |! Based |! on |! ability |! to |! punish
  6. Personal |! power: |! Derives |! from |! the |! individual
  7. Types |! of |! personal |! power: |! Expert, |! and |! referent |! power
  8. Expert |! power: |! Based |! on |! expertise |! skills, |! or |! knowledge
  9. Referent |! power: |! Exists |! when |! others |! have |! a |! desire |! and |! be |! associated |! with |! a |! person

14 |! / |! 17

  1. Most |! effective |! influence |! tactics: |! Rational |! persuasion, |! inspirational |! appeal, |! consultation, |! collaboration
  2. Rational |! persuasion: |! Using |! logical |! arguments |! and |! facts
  3. Inspirational |! appeal: |! Appealing |! to |! values |! and |! ideals |! to |! create |! an |! emotional |! reaction
  4. Consultation: |! Allowing |! target |! to |! participate |! in |! decision
  5. Collaboration: |! Working |! together |! to |! maximize |! outcomes
  6. Moderately |! effective |! influence |! tactics: |! Ingratiation, |! personal |! appeal, |! appris- |! ing
  7. Ingratiation: |! Using |! favors, |! compliments, |! or |! friendly |! behavior
  8. Personal |! appeal: |! Appealing |! to |! personal |! friendship |! or |! loyalty
  9. Apprising: |! Explaining |! how |! the |! target |! will |! personally |! benefit
  10. Least |! effective |! influence |! tactics: |! Pressure, |! coalitions, |! exchange

16 |! / |! 17

  1. Organizational |! Politics: |! Actions |! by |! individuals |! that |! are |! directed |! toward |! the |! goal |! of |! furthering |! their |! own |! self-interests
  2. Political |! skill: |! Understanding |! others |! at |! work |! and |! using |! that |! knowledge |! to |! influence |! others |! in |! ways |! that |! enhance |! personal |! and/or |! organizational |! objectives
  3. Different |! areas |! that |! determine |! political |! skill: |! Networking |! ability, |! social |! as- |! tuteness, |! interpersonal |! influence, |! apparent |! sincerity
  4. Five |! types |! of |! conflict |! resolution: |! Competing, |! avoiding, |! accommodating, |! col- |! laboration, |! compromise
  5. Competing: |! High |! assertiveness, |! low |! cooperation
  6. Avoiding: |! Low |! assertiveness, |! low |! cooperation

17 |! / |! 17

  1. Accommodating: |! Low |! assertiveness, |! high |! cooperation
  2. Collaboration: |! High |! assertiveness, |! high |! cooperation
  3. Compromise: |! Moderate |! assertiveness, |! moderate |! cooperation