Reference no: EM13394083

1.Which of the following reflects the perceived fairness of an authority's decision making?

A. Ethics

B. Justice

C. Social judgment

D. Corporate social responsibility

2.Trust propensity is a product of:

A. social and economic exchange.

B. moral and immoral intents.

C. nature and nurture.

D. distributive and procedural justice.

3.__________ justice reflects the perceived fairness of decision-making outcomes.

A. Procedural

B. Interpersonal

C. Informational

D. Distributive



4.In most business situations, the proper norm for allocating the decision-making outcomes is:

A. equity.

B. equality.

C. information.

D. building harmony.


5.__________ justice reflects the perceived fairness of decision-making processes.

A. Procedural

B. Interpersonal

C. Informational

D. Distributive


6.Which of the following is an interpersonal justice rule?

A. Truthfulness

B. Consistency

C. Equity

D. Propriety


7.Brandon, a first-line supervisor at Garden Toys Manufacturing regularly dishes out verbal abuse to employees, berates, humiliates, and embarrasses them in public. Which of the following is said to be occurring here?

A. Distributive injustice

B. Informational injustice

C. Procedural injustice

D. Interpersonal injustice


8.The __________ rule mandates that authorities explain decision-making procedures and outcomes in a comprehensive and reasonable manner.

A. justification

B. truthfulness

C. consistency

D. equity

9.When the authority accurately identifies the morally "right" course of action, it refers to:

A. ethical behavior.

B. moral judgment.

C. moral intent.

D. trust propensity.

10.Resourceful, productive, effective, and winner are the character traits most important to people who prescribe to which of the following ideologies?

A. Utilitarianism

B. Formalism

C. Idealism

D. Conventionalism


11.The degree to which tasks in an organization are divided into separate jobs refers to:

A. centralization.

B. chain of command.

C. span of control.

D. work specialization.


12.Which of the following represents how many employees each manager in the organization has responsibility for?

A. Chain of command

B. Formalization

C. Centralization

D. Span of control

13.__________ allow managers to be much more hands-on with employees, giving them the opportunity to use directive leadership styles while developing close mentoring relationships with employees.

A. Wide spans of control

B. High formalization

C. Low centralization

D. Narrow spans of control

14.If decision making is pushed down to lower level employees, and these employees feel empowered to make decisions on their own, an organization has a __________ structure.

A. wide

B. decentralized

C. moderate

D. narrow

15.Which of the following organizational structure elements is typically found in a mechanistic structure?

A. Low levels of formalization

B. Weak chains of command

C. High degree of work specialization

D. Wide spans of control


16.Stable environments allow organizations to focus on:

A. flexibility.

B. change.

C. efficiency.

D. adaptation.


17.Differentiators are more likely to take which of the following approaches to organizational design?

A. Mechanistic

B. Global

C. Multidivisional

D. Organic

18.As organizations become larger, they tend to become more __________ in nature

A. simple

B. global

C. mechanistic

D. organic


19.__________ are designed for efficiency and rely on high levels of work specialization, formalization, centralization of authority, rigid and well-defined chains of command, and relatively narrow spans of control.

A. Bureaucracies

B. Simple structures

C. Simple structures

D. Organic structures


20.The biggest weakness of a functional structure is that:

A. the organization as a whole has a relatively narrow focus.

B. the organization has fewer product lines.

C. it operates in a stable environment.

D. employees lose sight of the bigger organizational picture.