An organization that wants to have high-performance work practices should discourage
self-managed teams and decentralized decision making.
There are only two ways of controlling labor supply through decruitment: firing and
early retirements.
Research indicates that the desire for interesting work is important to almost all
workers, regardless of national culture.
A decision criterion defines what is important or relevant to resolving a problem.
Job descriptions focus on the job, while job specifications focus on the person.
Under some conditions, high levels of conflict are conducive to high levels of group
performance.
In the “white-water rapids” metaphor of change, change is seen as an occasional
disruption in the normal flow of events.
Organizations help employees adapt to the culture through socialization.
Social loafing is the tendency for an individual to expend less effort when working
collectively than when working individually.
Despite the quantity of empirical evidence in its support, managers have largely ignored
Herzberg’s two factor theory when designing jobs.
Efficiency is described as “doing things right.”
Corporate rituals are repetitive sequences of activities that express and reinforce the key
values of an organization.
Strategic goals focus exclusively on the financial performance of the organization.
An organization’s structural design, its goals, performance appraisal systems, and
reward allocation procedures influence the ethical choices of employees.
Employees who raise ethical concerns or issues to others inside or outside the
organization are called social activists.
________ ratios measure how efficiently the firm is using its assets.
A) Liquidity
B) Leverage
C) Profitability
D) Activity
Hofstede’s Five Dimensions of National Culture would predict which of the following?
A) American employees working in the United States prefer to work in teams and to
share team rewards.
B) The French employees believe that rank should have its privileges.
C) An Italian manager will readily and comfortably make decisions with few acts; he is
willing to take great risks.
D) A manager in Sweden will be driven to compete, to excel, and to amass wealth.
The ________ view of management is consistent with the stereotypical picture of the
take-charge business executive who can overcome any obstacle in carrying out the
organization’s objectives.
A) omnipotent
B) impotent
C) omniscient
D) symbolic
Todd Miller, CEO of Miller’s Grocery, has determined that all stores should be well
maintained both inside and out. This is an example of a ________.
A) directional plan
B) specific plan
C) financial goal
D) social goal
Alan’s temperament is not well-suited to being a researcher. He tends to dislike doing
the same thing twice and has no patience to sort out information step-by-step. As a
result, he often jumps to conclusions. Alan is most likely a(n) ________ type of
personality.
A) sensing
B) feeling
C) introversion
D) intuition
________ refers to the ability to combine ideas in a unique way or to make unusual
associations between ideas.
A) Innovation
B) Alteration
C) Creativity
D) Change
At the end of every month, the accounting department submits a balance sheet,
statement of profit and loss, and cash flow statement to the senior management team.
These are all ________.
A) personal observations
B) statistical reports
C) oral reports
D) written reports
Organizational ________ typically contain narratives about significant events or people
in the organization.
A) stories
B) rituals
C) language
D) material artifacts
Which of the following represents the highest level of environmental uncertainty?
A) Mario’s restaurant competes against 325 others in the city; the city’s ethnic mix is
constantly changing.
B) Maria’s is still the only restaurant in a small town. She took it over from her mother
and still uses the same equipment.
C) Millie’s customers expect to see new menu items regularly and want Millie to install
Wi-Fi.
D) Marty has to deal with the local council, the health department, the franchisor, the
zoning commission-the list keeps growing. He is grateful there are no new competitors
moving in.
Williamson is the owner of a small company that sells corporate gifts through an online
store. Business has slowed down in recent months and he realizes that the organization
must move in a different direction if it is to survive. He has reset some of the company’s
overall goals and wants to develop a plan to achieve those goals. He is anticipating the
business environment to be volatile for next few years. Considering the above
information, it can be determined that his plan must be ________, ________, and
________.
A) operational; directional; rigid
B) informal; unwritten; flexible
C) strategic; general; rigid
D) strategic; specific; flexible
Adam has been hired by an organization that has a partnership with a foreign company.
Both the partners share resources and knowledge while developing new products.
Adam’s organization has formed a ________.
A) licensing company
B) franchising company
C) strategic alliance
D) foreign subsidiary
Managers should use subjective measures when ________.
A) work activities cannot be expressed in quantifiable terms
B) work activities are critical to the organization
C) organizational processes and activities are complex
D) employee attitudes are at stake
Which of the following is a weakness of the simple structure?
A) Duplication of activities and resources increases costs and reduces efficiency.
B) Specialists become insulated and have little understanding of what other units are
doing.
C) Pursuit of functional goals causes managers to lose sight of what is best for the
overall organization.
D) It relies too much on one person which is very risky.
A(n) ________ is an explicit statement that tells a manager what can or cannot be done.
A) agenda
B) objective
C) rule
D) solution
In the job characteristics model, ________ refers to the degree to which a job requires
completion of a whole and identifiable piece of work.
A) task significance
B) skill variety
C) autonomy
D) task identity