Which of the following is an example of changing organizational technology?
A) Training people to accept new ways of operating
B) Centralizing decision-making
C) Substituting e-mail for paper memos
D) Reducing layers in the organizational hierarchy
The most common type of communication in organizations is:
A) two-way oral communication.
B) one-way written communication.
C) two-way written communication.
D) one-way oral communication.
Table 8.4
Nermina is preparing to implement teams in her functional area. Currently she is
studying how to create a team. In her past experience she often found that groups of
people did less work than just one or two people could do. It is now two weeks later.
Nermina is well into the process of creating teams. She is ensuring the correct
resources, both human and material are available for the team.
Refer to Table 8.4. How could she have prevented the problem?
A) By stressing individual effort.
B) By developing commitment to a common purpose.
C) By making each person working identifiable.
D) By doing all of these.
If a manager is making a decision for which no ready-made solutions exist because the
situation is unique, he/she is making a(n):
A) programmed decision.
B) strategic decision.
C) empowered decision.
D) nonprogrammed decision.
Power based on others liking the power wielder because of his/her attitude of
enthusiasm and magnetic personality is called:
A) legitimate power.
B) charisma power.
C) expert power.
D) information power.
A large company diversifies by adding an entirely unrelated business or product to its
organizational design. The new business or product is owned by the acquiring company.
This is an example of a:
A) joint venture.
B) strategic alliance.
C) conglomerate.
D) divisional organizational design.
Refer to Table 3.4. The interactive computer simulation incorporates what principle of
effective training best?
A) Participation
B) Repetition
C) Feedback
D) Transfer of training
A way to ensure accuracy in the receipt of messages is for the sender to:
A) avoid redundancy.
B) practice active listening.
C) use queuing.
D) require verification.
Studies show that staff managers tend to:
A) be younger and more committed to their field than to their organization.
B) have more decision-making power than line managers.
C) be older and better educated than line managers.
D) be more committed to the organization than line managers.
Table 10.3
Nancy recently tried to talk her executive management team into moving into
international markets. She emphasizes the positive opportunities that were possible, but
her supervisors turn her idea down because they fear the risks involved. They preferred
expanding existing markets to entering new markets. Nancy reviews the meeting with
her supervisor later to see how she could improve it. Her supervisor says that she didn’t
provide sufficient information prior to the meeting and several of the executives were
drawing on information currently on their desks, showing the international market was
a dangerous place to be, rather than the exciting opportunity Nancy tried to present.
Gail, Nancy’s friend, suggested at lunch that the ‘old-boys’ network was functioning,
and she was turned down because they weren’t going to let some pushy woman tell
them what they should be doing. About four months after the presentation, the
executive management team meets again to decide about the investment of capital and
effort. Existing markets are drying up, and if the company doesn’t move into new
markets, especially internationally, it may well fail. Obsolescence of the product line
and the growth of competition is destroying their market share and profitability.
However, the management team decides to invest more money and effort into existing
markets and to let the international idea sit.
Refer to Table 10.3. How could the management team’s decision to continue to invest in
existing markets be explained?
A) This is an example of the escalation of commitment.
B) Their bounded discretion restrains their action.
C) The framing effect keeps them from seeing the problem.
D) None of these.
Employees performing very specialized jobs, whether they are blue collar workers or
managers, are an example of which principle of organizational theory?
A) Unity of command
B) Scalar chain
C) Division of labor
D) Employee initiative
Social support can help:
A) boost self-esteem.
B) provide diversions.
C) provide needed resources.
D) All of the above.
Sometimes managers can cause teams to fail by:
A) giving them too much freedom.
B) not designing adequate team performance incentives.
C) not cooperating with the team.
D) failing to relinquish control to the team.
Almost all jobs require ________ for success.
A) physical abilities only
B) cognitive abilities only
C) both cognitive and physical abilities
D) neither cognitive nor physical abilities
When strategic planners consider a company’s funds, physical assets, and human
resources, they are ________.
A) assessing internal resources
B) analyzing internal arrangements
C) developing a competitive strategy
D) defining the scope of our products and services
When we speak of liking or disliking someone or something, we are talking about the
________ component of our attitude toward that person or object.
A) behavioral
B) cognitive
C) affective
D) evaluative
In what stage of group development do group members come to resist control of leaders
and show hostility?
A) Forming
B) Storming
C) Norming
D) Performing
The process of determining specific levels of performance for workers to attain and
then striving to attain them is called:
A) self-actualization requirements.
B) performance feedback.
C) organizational mission.
D) goal setting.
The tendency to respond to situations in an angry way is an example of:
A) positive attitude toward revenge.
B) high trait anger.
C) second-order aggression.
D) overt expression rather than suppression of anger.
An organizational chart:
A) obscures the relationships among task-related functions.
B) illustrates the external partnerships of an organization.
C) represents an organization’s internal structure.
D) does not pertain to not-for-profit organizations.
Complaints of prejudice and discrimination are filed at the:
A) Congressional Office.
B) Center for Discrimination Studies.
C) Equal Employment Opportunity Commission.
D) Equal Opportunity Administration.
A limitation of the nominal group technique is that:
A) it requires a trained facilitator.
B) it is expensive.
C) it favors high-status group members.
D) it is time consuming.
The motivational fit approach specifies two traits as important. These are:
A) achievement, emotion.
B) achievement, emotion control.
C) achievement, anxiety.
D) anxiety, emotion control.
Which of the following is NOT a medical consequence of stress?
A) Ulcers
B) Cancer
C) Alcohol abuse
D) Diabetes
The growing ethnic and cultural diversity of employees is one example of how
________ is/are causing change in organizational cultures.
A) innovation and creativity
B) the composition of the workforce
C) mergers and acquisitions
D) planned organizational change
All of the following are characteristics of constructive criticism EXCEPT:
A) it occurs as soon as possible after the substandard performance.
B) it focuses on specific aspects of performance that were inadequate.
C) it does not attribute poor performance to internal causes.
D) it focuses on the personal characteristics of the recipient.
The extent to which a job requires doing different activities using several skills and
talents is known as:
A) task identity.
B) task significance.
C) autonomy.
D) skill variety.
Skill at using various techniques to change others’ attitudes is known as:
A) impression management.
B) persuasion and social influence.
C) social adaptability.
D) social perception.
Table 12.3
G.C.I. is a company with a highly political environment. To survive, managers must be
adept at organizational politics. The company has clear lines of authority, operating
procedures, and company policies. But the CEO confers favors based on whom he likes
at the moment. Performance goals are not clear, career paths are confusing, and what
constitutes success for the company is never clarified; profit, market share, quality,
customer satisfaction, or what. The new marketing director sees that production and
finance have a great deal of power. So he approaches the production director and offers
to work closely with him to avoid creating demand he can’t meet. When the marketing
director has an open personnel position and knows that the production director
desperately needs an assistant, the marketing director surrenders his position to the
production director. Seeing this relationship develop, the finance director begins to give
marketing only direct, selected information. He avoids meeting the marketing director
except in group meetings where there is no opportunity to talk one-on-one. The
marketing director immediately understands what is happening. He decides to enlist the
production director, the sales manager, and the human resource director in a plan to
reduce the finance director’s power or even get him fired.
Refer to Table 12.3. The marketing director’s response to the finance director’s actions
is an example of:
A) blaming and attacking others.
B) associating with powerful others.
C) playing political games.
D) developing a base of support.
Table 8.2
As a consultant of group processes, you are observing B.C.H.C., Inc.’s self-managing
teams and work groups, which are in different stages of development in this
medium-sized manufacturing business. You have named the teams and groups A, B, C,
D, and E, to conceal their names and get the most honest information possible. Group D
has resolved its issues of leadership and is devoting all of its energy to getting the task
done. Team C, on the other hand, shows significant resistance to its appointed leader’s
guidance, and there is a lot of argument over roles within the group. The members of
Group A are still getting acquainted in their meetings. They are setting their formal
norms and clarifying expectations.Team B is full of hostility. At least one group
member has ‘withdrawn’ by sitting quietly and no longer participating in the
discussions/arguments.
Refer to Table 8.2. Team B is where in the stages of team development?
A) Forming
B) Storming
C) Norming
D) Performing
The Body Shop International’s explicit statement concerning its commitment to
environmental issues is an example of the organizational culture transmission tool of:
A) statements of principle.
B) symbols.
C) ceremonies.
D) stories.
Which of the following is a psychological consequence of stress?
A) Smoking
B) Drug abuse
C) Alcohol abuse
D) Family conflict