Reference no: EM132301839

1. Jean-Claude is thrilled to have been hired at The Reality Network as an assistant producer. He has always wanted to work in television, and the reality show he gets to work on, Find Your Voice, is one he has followed closely for years as a fan. The show's host, Terrence, is someone he admires and respects, based on how kindly and gently he treats the guests on the show. Once he arrives on set to start work, however, Jean-Claude is dismayed to learn that Terrence is an egotistical, rude, and selfish person. His on-screen persona is the complete opposite of his true self. After only two weeks on the job, Jean-Claude quits, disillusioned. Which of the following best describes what Jean-Claude experienced?

• reality shock
• subculture shock
• anticipatory anxiety
• organizational instability

2.Rigby has gotten his dream job working with one of the most prominent tech companies in Silicon Valley, and he is determined to make a good showing from the first day. The best way for him to do that is to

• learn as much as possible about his own specialty, as well as the particular technical needs of the company, and take extra classes if he discovers anything lacking in his skill set.
• conduct extensive online research using a wide variety of business sources, such as Standard & Poor's, and social media, to get a detailed portrait of the company.
• make a point of staying late and going in to the office on weekends, both to get noticed by management and to talk with other people who work extra hours.
• observe his coworkers from the start, figure out who is most successful and plugged in, get to know them, and not be shy about asking questions.
• talk to people who have left the company and find out how their work experience was, including whatever negatives views they might have.

3.When looking at Wonder Guard Industries' organizational structure, Janice spots a heading for work specialization, which is also commonly referred to as

• formalization.
• centralization.
• span of control.
• division of labor.
• chain of command.

4.Mazie heads Grass Roots Diversified, a company that started making garden rakes in Oregon and has now diversified into a huge range of areas totally unrelated to gardening. Grass Roots has become impossible to run under its current configuration. How should Mazie redesign the organization?

• create complete business units in Oregon, Kansas, and Alabama
• group business units by rakes, furniture, shelving, and kitchen goods
• group employees by accounting, marketing, design, production, and so on
• structure business units according to the technology used to create products
• organize the business units around serving the government, gardening stores, and kitchen stores

5.Kazue works in a department store. She has noticed that several of her coworkers avoid interacting with customers, take a lot of smoke breaks, and leave their sales areas messy and disorganized. When she discusses the situation with her manager, Rob, he says he will do something about it, but he does not. In fact, nothing changes until several customers file complaints in the space of a single week, at which point Rob takes disciplinary measures toward two of his employees. Rob is demonstrating

• laissez-faire leadership.
• transactional leadership.
• contingent reward leadership.
• active management-by-exception.
• passive management-by-exception.

6.Quentin is the owner of Sail Away Travel, a travel agency specializing in luxury cruise packages. Following a fire at their old location, the company moved into a brand-new location, and Quentin is in the process of refurbishing the new space. He needs to buy furniture and equipment as well as office décor, kitchen supplies, new computers for his employees, and many small office supplies. The old space consisted of several small rooms, while the new one is basically one large room. Quentin's employees have their own ideas about how the new office should be laid out. Lorna and Dani want an open office plan with no partitions, while Andre says he can only work in a space with more privacy. Dani brings up that she studied art in college, while Mark says he has a friend who can get computer equipment at cost. Quentin himself honestly does not care that much about how the office looks. How should he approach the situation?

• He should make all the decisions himself. Because everyone in the office wants to do things differently, they will never agree on everything.
• He should weigh the pros and cons of what employees want, but make the ultimate decision himself because they have a limited budget and cannot afford some of the options the employees like.
• He should consider input from his employees, but he should ultimately make the decisions himself, and if they do not like it, too bad. After all, it is impossible to make everyone in an office happy.
• He should meet with his employees and discuss each decision they have to make, seeking to obtain consensus as much as possible. He might put the partitioned space versus open space question to a vote, for example.
• He should hand over the reins to his employees on the majority of decisions. For example, Dani should be responsible for purchasing artwork for the office, while Mark should be tasked with buying the new computers.