d.
Learning organization
51. Job design is the process of _____________.
a.
determining appropriate levels of authority and responsibility
b.
identifying tasks that each employee is responsible for completing
c.
creating innovative routines that benefit other groups in the company
d.
grouping related activates into units
52. Which job design approach is focused on making jobs more specialized?
a.
Job enlargement
b.
Job simplification
c.
Job enrichment
d.
Job rotation
53. Many retailers no longer require a customer signature for credit and debit card transactions
under a certain amount. For the employees of those retailers, this is a form of __________.
a.
job rotation
b.
job enrichment
c.
job simplification
d.
job enlargement
54. __________ involves adding tasks to a single job to broaden variety but generally does not
result in a lasting increase in motivation once those tasks are mastered.
a.
Job enlargement
b.
Job rotation
c.
Job enrichment
d.
Job simplification
55. ___________ involves performing different jobs in some sequence, each one for a set period.
a.
Job enrichment
b.
Job enlargement
c.
Job rotation
d.
Job simplification
56. Which of the following is not a process of job simplification?
a.
Change sequence
b.
Rotate
c.
Eliminate
d.
Combine
57. Taylor is a cashier at Best Buy. Her manager decides to have Taylor trained to work on the
floor, helping customers find what they need, in case the store is short-staffed on the floor. This
is an example of ___________.
a.
job simplification
b.
cross-training
c.
job enrichment
d.
changing the sequence of tasks
58. Which of the following flexible work arrangements involves giving employees the freedom to
select their working hours within certain hours?
a.
Flextime
b.
Compressed work week
c.
Swing shifts
d.
Job sharing
59. Francesco is redesigning jobs for his organization. In doing so, he is trying to make employees’
jobs more interesting and motivating by focusing on several core job dimensions, the
employees’ critical psychological traits, and their interest in having their jobs enriched.
Francesco appears to be basing his job redesign efforts on the principles of the __________.
a.
Job Content Method
b.
Job Characteristics Model
c.
Critical Job Model
d.
Critical Content Method
60. Daniela is a member of a team at a company that handles promotions for minor-league baseball
clubs. Daniela’s manager has been redesigning her team members’ jobs in an effort to increase
productivity. The manager has also provided Daniela’s team with a new strategy for the coming
season and is currently interviewing candidates to replace a team member who recently left the
company. On what type of team is Daniela most likely working?
a.
Workgroup
b.
Independent
c.
Self-managed
d.
Integrated
61. Zach is part of a team that does not have a designated manager; the team plans, organizes, leads,
and controls to achieve its goal. Zach’s team members commonly elect their own members and
evaluate each other. On what type of team is Zach most likely working?
a.
Independent
b.
Self-managed
c.
Integrated
d.
Workgroup
62. After creating a to-do list and assigning priorities, how should tasks be carried out so as to avoid
errors and save time?
a.
Work from lowest priority to highest.
b.
Focus on one task at a time.
c.
Try to finish multiple tasks with the same action.
d.
All tasks should be delegated.
63. Which of the following is not a priority-determination question?
a.
Do I need to be personally involved because of my unique knowledge or skills?
b.
Is the task my responsibility, or will it affect the performance or finances of my
department?
c.
When is the deadline—is quick action needed?
d.
Can the task be delegated?
64. Which of the following tasks can and should be delegated?
a.
Solving employees’ problems
b.
Personnel matters
c.
Confidential matters
d.
Projects or tasks in crisis
65. At the beginning of a new project, Edward creates a to-do list for his project team for the entire
length of the project and posts it on the wall for all to see. What is wrong with this decision?
a.
People from different teams can see the list.
b.
The to-do list needs to be updated often for new tasks and reprioritization.
c.
The team was not instructed on what tasks to focus on.
d.
The to-do list should be sorted based on departmentalization.
66. In terms of prioritization and the to-do list, how can one avoid the tendency to put off a
high-priority task to work on a lower-level one?
a.
Look for ways to complete a high-level and a low-level task simultaneously.
b.
If the high-priority task becomes too much, delegate it to someone else.
c.
Add and prioritize new tasks as they come up.
d.
Ignore new tasks until the current high-priority task is complete.
67. All of the following are benefits of delegating, except _______________.
a.
managers have more time to perform high-priority tasks
b.
delegation improves employee self-esteem
c.
delegation enriches jobs
d.
delegation decreases the number of medium-priority tasks
68. ____________ is the process of assigning responsibility and authority for accomplishing
objectives.
a.
Commanding
b.
Managing
c.
Delegating
d.
Directing
69. Telling employees to perform tasks that are a part of their job design is ________.
a.
delegating
b.
issuing orders
c.
prioritizing
d.
the chain of command
70. Which of the following is not a reason an employee should be informed of the need and reason
for delegation of a task?
a.
To help the employee avoid procrastination
b.
To make them feel valued
c.
To make an employee aware of how they can benefit from the assignment
d.
To help the employee understand why the assignment must be completed
71. A manager should determine the amount of autonomy he or she gives an employee to develop a
plan to accomplish a delegated task based on __________.
a.
the employee’s willingness
b.
the employee’s trustworthiness
c.
the employee’s seniority
d.
the employee’s capability level
72. When is a deadline without control checkpoints appropriate?
a.
Dynamic tasks that change frequently
b.
Simple, short tasks
c.
Lengthy tasks
d.
Low-priority tasks
73. When should a plan be developed in the delegation process?
a.
After explaining the need for delegation and the reasons for selecting the employee
b.
Before setting objectives that define responsibility and a deadline
c.
After setting objectives that define responsibility and a deadline
d.
Before explaining the need for delegation and the reasons for selecting the employee
74. The following are common obstacles to delegation, except __________.
a.
managers believing that they can be more efficient than others
b.
managers believing that an employee will fail to accomplish a task
c.
managers don’t have enough time to delegate
d.
managers that fear that an employee will show them up
75. Which of the following correctly orders the delegation process?
a.
Set objectives, explain the need, establish controls, and develop a plan.
b.
Set objectives, develop a plan, explain the need, and establish controls.
c.
Explain the need, establish controls, set objectives, and develop a plan.
d.
Explain the need, set objectives, develop a plan, and establish controls.
76. Essentially every multinational corporation (MNC) has to be designed with some type of
__________ departmentalization.
a.
customer
b.
territory
c.
product/service
d.
matrix
TRUE/FALSE
77. Generally, the larger the firm, the more mechanistic it becomes.
78. Organic organizations have a greater division of labor than mechanistic organizations.
79. Informal authority is common in mechanistic organizations, whereas formal authority is more
accepted in organic organizations.
80. The major distinction between centralized authority and decentralized authority lies in who
makes important decisions.
81. Line authority is the responsibility to advise and assist other personnel.
82. People with full authority may consult their bosses for advice.
83. Committees are often given authority to recommend.
84. Internal departmentalization approaches include product, customer, or territory
departmentalization.
85. Companies with multiple products commonly use customer departmentalization.
86. An organization chart shows the informal authority structure of an organization.
87. Divisional structure is common for large, complex global businesses that offer related goods
and services.
88. Companies with unrelated diversified business units use the matrix structure.
89. Multiple departmentalization is the fundamental rethinking and radical redesign of business
processes to achieve dramatic improvements in critical, contemporary measures of
performance, such as cost, quality, service, and speed.
90. Job design affects job satisfaction and productivity.
91. One problem with job simplification is that it almost always results in a job that is more
repetitive and boring than it was before it was simplified.
92. Job enrichment is based on the organizing principle of division of labor and Taylor’s scientific
management principles.
93. One way to enrich jobs is for managers to delegate more responsibility to employees to make a
job satisfying.
94. Terrance, who owns a service station, just told one of his mechanics to start working on the
customer’s vehicle. This is not delegating.
95. Nora’s boss asked her to take care of writing up the employee schedule this week, as he had to
travel out of town. Nora can delegate this task to one of employees that work under her
supervision if she needs to.
CD: Application
96. Prioritized to-do lists should be updated often and new tasks should be added.
97. Big data is helping flatten organizational structures through decentralized authority by pushing
decisions all the way down the hierarchy.
ESSAY
98. Give one example in which a mechanistic structure would thrive and one example in which an
organic structure would thrive.
99. Explain the difference between flat and tall organizations.
100. How does informal authority develop?
101. Describe the relationship between line and staff authority.
102. List and describe the four major aspects of an organization chart.
103. Give an example of both internal departmentalization and external departmentalization.
104. What is the purpose of job rotation?
105. Explain the difference between job simplification and job expansion.
106. What are the three priority-determination questions?
107. What are the four steps in the delegation process?