Creative ideas can emerge when asking people unfamiliar with the problem to explore
the problem with you.
Companies can be centralized in some parts of the organization and decentralized in
other parts.
Job specialization increases work efficiency, but it tends to reduce employee
motivation.
Information overload occurs when an individual’s information-processing capacity
exceeds the job’s information load.
The assimilation strategy is the most likely to result in a culture clash.
Divisional structures may be formed around products, geography, or clients.
The purely rational model of decision making is rarely practiced in reality because it:
A. ignores the fact that problems must be defined before alternatives are chosen.
B. assumes that human beings make decisions based on their emotions and abilities.
C. assumes that people are perfectly rational in their decision making.
D. ignores the fact that people evaluate their decision after an alternative has been
chosen and implemented.
E. does not consider the problems associated with implementing each of the
alternatives.
A steel manufacturing firm with about 1,000 employees operates in an environment that
is simple and integrated (it makes a small number of steel products to a few key
customers) but also dynamic and hostile (rapidly changing technology and customer
needs with many competitors). Based on the environment in which this company
operates, it would be more successful with a(n):
A. organic structure.
B. centralized structure.
C. divisionalized structure.
D. matrix structure.
E. mechanistic structure.
Employee engagement is often described in terms of:
A. self-esteem.
B. self-concept.
C. self-efficacy.
D. self-enhancement.
E. self-verification.
Which of the following leadership theories or perspectives explicitly includes the
participative and the directive styles?
A. Competency (trait) perspective
B. Transformational leadership theory
C. Implicit leadership perspective
D. Path-goal theory
E. Managerial leadership perspective
_____ is the degree to which employees can tell how well they are doing on the basis of
direct sensory information from the job itself.
A. Job feedback
B. Job evaluation
C. Task identity
D. Task significance
E. Job rotation
Flatter organizational structures:
A. tend to reduce overhead costs.
B. receive lower quality information from the external environment.
C. undermine employee empowerment and engagement.
D. receive less timely information from the external environment.
E. narrow the span of control for supervisors.
Self-directed teams:
A. are informal groups that exist in an organization.
B. usually exist as communities of practice.
C. consist of a group of employees who are subject to methodical supervision.
D. have substantial autonomy over the execution of a complete task.
E. have reduced member-interdependence compared to other teams.
Arbitration has a _________ level of control over the final outcome and a ______ level
of control over the process.
A. high; low
B. high; high
C. low; high
D. low; low
E. moderate; low
Which of the following networking styles increases a person’s expert power?
A. Gaining valuable information through networking
B. Identifying people who are in the same network as you
C. Making decisions in favorable to others
D. Recognizing talents
E. Placing oneself in a strategic position in the network
The desire to seek approval from others, conform to their wishes and expectations, and
avoid conflict and confrontations is referred to as the need for:
A. affiliation
B. power
C. achievement
D. safety
E. existence
In terms of managing social networks, organizational leaders should:
A. ignore them; they are irrelevant.
B. forbid employees from engaging in them, as they damage the formal structure of the
organization.
C. be aware of them, as they reflect the real distribution of power.
D. manage them by appointing specific people to monitor them.
E. engage heavily on a personal level with all social networks in the organization.
Which of the following is an advantage of using competency based financial rewards?
A. It minimizes the stress of insecurity.
B. It motivates employees to compete for promotions.
C. It improves workforce flexibility.
D. It motivates task performance.
E. It minimizes pay discrimination.
Which of the following refers to “walking the talk”?
A. The leader uses metaphors to symbolize the vision to the employees.
B. The leader continuously works as a part of a team to know them better.
C. The leader provides specific instructions to help employees understand the task
requirements.
D. The leader steps out and behaves in ways that symbolize the vision.
E. The leader continuously analyzes the path that the organization is taking.
Many companies try to create positive experiences at work. Which of the following is
the major reason for this?
A. It is mandatory for a multi-national company to have such work conditions.
B. Work conditions can have an emotional influence on employee attitudes.
C. In order to promote an image of increased corporate social responsibility.
D. As part of the green marketing campaign which is popular around the world.
E. This would help the employers form a cognitive dissonance with the employees.
An example of quid pro quo harassment would be:
A. posting of pornographic material.
B. bullying.
C. persistent incivility.
D. employment offers dependent on unwanted sexual activity.
E. an offensive working environment.
_____ is a psychological state that refers to the positive expectations of the intent or
behavior of the other person in situations involving risk.
A. Surface acting
B. Trust
C. Cognitive dissonance
D. Deep acting
E. General adaptation syndrome
A large financial institution is losing market share to savvy upstart companies and it has
asked its top marketing executive to identify the main reasons for their sliding
performance. Describe three barriers that might cause the marketing executive to poorly
identify the problem(s) and include an illustrative example for each barrier.
Identify and describe three reasons why employees join informal groups in
organizational settings.
Distinguish between constructive conflicts and relationship conflicts.
What are the major challenges associated with organizational conflicts?
Three employees believe that their pay is too low. One of them quits, the second
complains to management about the low pay, and the third does nothing. Explain why
these employees engaged in different behaviors even though they held the same belief
about their paychecks.
Explain how evaluation apprehension and production blocking adversely affect
traditional team decision making and why they are less likely to occur in electronic
brainstorming.
What is social acceptance? What are the social acceptance factors?
Describe the sources of power in organizations.