Reference no: EM131160555

Question 1. ABC and XYZ, two organizations in the same industry, have come together to pursue areas of mutual interest. This refers to a(n):

Question 1 options:

a) unethical venture.

b) acquisition.

c) corporate takeover.

d) strategic alliance.

Question 2. Your manager is considering options between a matrix structure and a team structure. Based on what you have learned in this class, you can tell her that the major difference between a matrix structure and a team structure is that a team structure:

a) has project management.

b) is always temporary.

c) has no project management.

d) has no functional management.

Question 3. In creating an empowering climate, a manager should avoid:

a) allowing employees to make decisions themselves.

b) closely supervising and regulating the work process.

c) giving workers a chance to take the initiative in solving problems.

d) taking suggestions and ideas from subordinates.

Question 4. Organizations that are most likely to have centralized management are:

a) Matrix organizations.

b) Organic organizations.

c) Empowered organizations.

d) Mechanistic organizations.

Question 5. Your roommate wants to learn about organizational chart. You can tell her that these chart can tell you all of these about an organization EXCEPT their

a) control mechanisms.

b) major subunits.

c) division of work.

d) span of control.

Question 6. Who is responsible for a cross-functional team member's performance appraisal in a matrix structure?

a) The function manager

b) Both the functional and project manager

c) The project manager

d) The general manager

Question 7. Informally defined organizations made up of unofficial employee working relationships are often referred to as __________ organizations.

a) vertical

b) formal

c) strategic

d) shadow

Question 8. Which of these represent a valued advantage of a network structure?

a) Simplicity of operating the structures

b) Control over each piece of the system

c) Lower costs and flexibility

d) An easy switch to this structure from any other type

Question 9. Matrix structures offer all of the following advantages EXCEPT

a) they are less costly than traditional structures.

b) improved communication across functions.

c) problem-solving at the team-level.

d) a clear accountability for projects.

Question 10. The teams that make up the matrix structure are called __________ teams.

a) sales

b) vertical

c) matrix

d) cross-functional

Question 11. The rational persuasion strategy is most closely linked to the __________ power base.

a) legitimate

b) reward

c) expert

d) coercive

Question 12. At ABC Manufacturing, the process of turning ideas into products/methods that can increase profits would be called which of these?

a) Business model innovation

b) Transformational change

c) Virtual processing

d) Organizational development

Question 13. According to Lewin, the correct order in the steps of change is:

a) freezing, refreezing, and changing.

b) unfreezing, changing, and refreezing.

c) changing, unfreezing, and refreezing.

d) refreezing, changing, and unfreezing.

Question 14. Strong organizational cultures contribute to performance in all of the following ways EXCEPT:

a) they are high-performance oriented.

b) they discourage dysfunctional work behaviors and encourage positive ones.

c) they focus on getting the job done no matter how.

d) they provide a clear vision.

Question 15. A(n) __________ strategy pursues change through formal authority and the use of rewards or punishments.

a) shared power

b) irrational

c) force-coercion

d) rational persuasion

Question 16. Vodafone eliminated over 13,500 flights by replacing traveling with videoconferencing. By doing this Vodafone cut about 5,000 tons of carbon emissions. This example is considered what type of innovation?

a) Model innovation

b) Technology innovation

c) Green innovation

d) Product innovation

Question 17. All of the following are true of major transformational change efforts EXCEPT:

a) they involve radical changes.

b) overall, they are generally successful.

c) such efforts are intense and highly stressful.

d) they result in redirection of the organization.

Question 18. Many West coast companies do not have private offices or parking spaces for their senior managers. This is an example of an organization's __________.

a) performance appraisal

b) corporate policy

c) employee training

d) observable culture

Question 19. At Callaway Golf, which of the following would NOT be a part of the observable culture?

a) The layout of the offices

b) The organizational beliefs

c) The way people dress

d) The lack of executive parking spaces

Question 20. __________ innovation recognizes the potential for valuable innovations to be launched from lower organizational levels and diverse locations, including emerging markets.

a) Virtual

b) Commercializing

c) Forward

d) Reverse

Question 21. __________ programs allow choice to personalize benefits within a set dollar allowance.

a) Employee assistance

b) Collective bargaining

c) Family friendly

d) Flexible benefits

Question 22. During selection, the process that attempts to reveal both the good and bad points of the job is called:

a) recruitment.

b) an in-depth interview.

c) a realistic job preview.

d) orientation.

Question 23. In designing an employment test, ensuring that the results are an accurate predictor of future job performance means that the test instrument is __________.

a) socialized

b) valid

c) realistic

d) reliable

Question 24. All of the following categories are protected by Title VII of the 1964 Civil Rights Act (CRA) EXCEPT:

a) Age

b) Race

c) Color

d) Religion

Question 25. A performance appraisal method that uses a log of the employee's effective and ineffective job behaviors is called a__________.

a) graphic rating scale

b) behaviorally anchored rating scale

c) forced distribution method

d) critical-incident technique

Question 26. Which of these is called a process of managing how an employee grows and progresses in responsibility from one point to another?

a) Career planning

b) Career development

c) Multiperson comparison

d) Employee management

Question 27. Assigning an early career employee as a protégé to a more senior employee for the purpose of professional advice and career guidance is called __________.

a) mentoring

b) assessing

c) coaching

d) socialization

Question 28. Job discrimination, denial based on non-performance related issues, occurs when an organization denies someone all of the following EXCEPT:

a) Vacation days

b) A job assignment.

c) Employment.

d) An advancement opportunity.

Question 29. All of the following would be legitimate reasons for not hiring someone EXCEPT:

a) a special pilot's license to fly for major airlines.

b) passing a criminal background check to be an elementary school teacher.

c) a minimum weight requirement to serve as a restaurant chef.

d) a medical license to be a doctor.

Question 30. Which of the following is NOT good advice in preparing for a telephone interview?

a) Study the organization ahead and match your strengths to it

b) Plan to take the call in a quiet, private location

c) Don't worry about how you are dressed

d) Practice your voice tone and modulation to set a good first impression

Question 31. The law of ____________ reinforcement delivers the reward only when desired behavior occurs.

a) positive

b) contingent

c) immediate

d) negative

Question 32. To have _______ people must believe in their abilities and believe that if they try hard to do something they can perform it well.

a) high expectancies

b) high valences

c) positive valences

d) high instrumentalities

Question 33. In Vroom's Expectancy Theory, __________ is a person's belief that various outcomes will occur as a result of task performance.

a) expectancy

b) valence

c) achievement

d) instrumentality

Question 34. People with a high need to power tend to:

a) behave in ways that have a clear impact on other people and events.

b) prefer jobs offering companionship.

c) do not enjoy being in control.

d) enjoy satisfying interpersonal relationships.

Question 35. In Maslow's hierarchy of needs theory, __________ states that people try to satisfy lower level needs first, then move on to the next higher level.

a) existence

b) frustration-regression

c) progression

d) deficit

Question 36. To have __________ people must perceive that their performance accomplishments will be followed by desired work outcomes.

a) high instrumentalities

b) positive valences

c) low instrumentalities

d) low valences

Question 37. According to Skinner, __________ discourages a behavior by making an unpleasant consequence contingent on its occurrence.

a) punishment

b) extinction

c) positive reinforcement

d) negative reinforcement

Question 38. Herzberg believed that motivation and higher performance could be achieved by improving the content of a job. He called this job __________.

a) hunting

b) design

c) enrichment

d) manipulation

Question 39. According to Herzberg, a __________ is found in job content such as a sense of achievement, recognition, responsibility, advancement, or personal growth.

a) desire

b) need

c) hygiene factor

d) satisfier factor

Question 40. ________ decreases the frequency of or eliminates an undesirable behavior by making the removal of a pleasant consequence.

a) Punishment

b) Reinforcement

c) Extinction

d) Conditioning