MGMT Exam III Online Review

Span of control

refers to the number of employees each manager is responsible for in the organization

high-quality exchange and low-quality exchange

According to the leader-member exchange theory, the two general types of leader-member dyads are

high-quality exchange and low-quality exchange.

According to the leader-member exchange theory, the two general types of leader-member dyads are

centralization

At Buddy's Bird Barn, every employee has to consult Buddy before completing any sale, and only Buddy can make decisions about purchasing and advertising. These rules represent ________ at Buddy's Bird Barn.

ingroup

Brady looks up to his boss, Malik, who has a business degree from Yale and, like Brady, is ambitious, successful, and extroverted. In addition, Brady and Malik share a similar, warped sense of humor. Malik often tells Brady "you remind me of myself ten years ago." Brady is likely to be a member of Malik's

organizational structure

Eileen is the leader of a small compost facility that caters to organic farmers. She has to decide which person will perform which task, and how all the tasks will come together as the end product. This is an example of Eileen shaping her company's

decentralized

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.

employees are encouraged to develop knowledge and expertise outside of their specialization

In an organic organization,

outgroup

In the leader-member exchange theory, the low-quality exchange dyad forms the leader's

It has a centralized system of decision making

Jeff and Matthew, father and son, opened a large boutique named Modus in Chicago. Being the owners of the business, they decide all of the important matters. All the rest of the decisions like product, finance, marketing, and personnel are carried out by the department heads, who have to act according to Jeff's and Matthew's instructions and orders. Which of the following is true about Modus?

low-quality

Joyce works in an office of 20 people and seven or eight employees go to lunch together at least once a week. Joyce never attends the lunches, though all are welcome, but the office manager attends regularly. When Joyce found out about the new phone system being installed, she realized her coworkers that attended the lunches already knew about the new phone system. Joyce likely has a(n) ________ dyad with her office manager.

flexible, adaptive, outward-focused organizations that thrive in dynamic environments

Organic organizations are

anticipatory

Realistic job previews occur during which stage of socialization?

a wounded Iraq War veteran who got a job as a cashier at a local Spartan store and who, despite having a prosthetic arm, competed in the company's annual Spartan Games

Rose works in the human resources department of Spartan, makers of athletic clothing, shoes, and accessories. Celebrity athletes are regularly spotted wearing Spartan gear, but the company's slogan—"For the Athlete in All of Us"—is designed to appeal to the ordinary buyers who account for a large portion of revenues. Rose has been assigned to train a group of new employees, and she intends to begin with an informative talk that includes a story about the company. Given this information, the best choice for Rose would be an account of

chain of command

Shane is the project manager of the organizational development team at Solid Hardwoods. Shane's team has been assigned the task of studying and evaluating Solid Hardwoods' organizational structure. Shane divided the tasks among the team members to collect preliminary information on different elements of Solid Hardwoods' structure. Meg was asked to collect information on the degree to which tasks are divided into separate jobs. Andrea was asked to collect information on formal authority relationships. Francine started looking into how many employees each manager has responsibility for, and Carol was asked to collect evidence on the degree to which rules and procedures are used to standardize behaviors at Solid Hardwoods. Shane decided to personally collect information and evidence on where exactly decisions are formally made at Solid Hardwoods. The team decided to meet with information in two weeks. Andrea was asked to collect information on which of the following elements of the organizational structure?

span of control

Shane is the project manager of the organizational development team at Solid Hardwoods. Shane's team has been assigned the task of studying and evaluating Solid Hardwoods' organizational structure. Shane divided the tasks among the team members to collect preliminary information on different elements of Solid Hardwoods' structure. Meg was asked to collect information on the degree to which tasks are divided into separate jobs. Andrea was asked to collect information on formal authority relationships. Francine started looking into how many employees each manager has responsibility for, and Carol was asked to collect evidence on the degree to which rules and procedures are used to standardize behaviors at Solid Hardwoods. Shane decided to personally collect information and evidence on where exactly decisions are formally made at Solid Hardwoods. The team decided to meet with information in two weeks. Francine is looking into information on which element of organizational structure?

Sierra's personality means she is likely to emerge as a leader

Sierra, an intern, is well-liked by everyone in the office. She has seemingly boundless energy, asks a lot of questions, and is self-confident without being arrogant. Her supervisor, John, is discussing her time at the company with his colleague Maxine. He predicts that

organizational chart

The ________ helps organizational members and outsiders understand and comprehend how work is structured within a company.

leader effectiveness

The degree to which the leader's actions result in the achievement of the unit's goals; the continued commitment of the unit's employees; and the development of mutual trust, respect, and obligation in leader-member dyads are all called

new relationships between leaders and members are typically marked by a role taking phase

The leader-member exchange theory argues that

decrease the number of tasks each employee performs

The managers at Microfab meet and realize that they have huge costs associated with training new employees, difficulty finding someone who can take the place of lost employees, and lower productivity than they would prefer from each employee. What can they do to address this issue?

observable artifacts, espoused values, and basic underlying assumptions

The three major components to any organizational culture are

emergence

The traits of high conscientiousness and low agreeableness are linked to leader

chain of command

Which element of the organizational structure signifies formal authority relationships?

delegative

Which of the following decision-making styles is characterized by the highest level of employee involvement?

the elaborate, marble-floored conference room where Bull and Bear Wealth Management Partners conducts meetings with its top clients

Which of the following exemplifies the observable artifact category of physical structures?

leader effectiveness

Which of the following refers to how well people actually do in a leadership role?

the degree to which tasks in an organization are divided into separate jobs

Work specialization refers to

Stories

_______ consist of anecdotes, accounts, legends, and myths that are passed down from cohort to cohort within an organization.

observable artifacts

________ are the manifestations of an organizational culture that everyone can see or talk about. Multiple Choice

Basic underlying assumptions

________ are the taken-for-granted beliefs and philosophies that are so ingrained that employees simply act on them rather than questioning the validity of their behavior in a given situation.

An organizational structure

________ formally dictates how jobs and tasks are divided and coordinated between individuals and groups within the company

Person-organization fit

________ is the degree to which an individual's personality and values match the culture of an organization.

Language

________ is(are) the jargon, slang, and slogans used within the walls of an organization

Formalization

________ refers to the degree to which rules and procedures are used to standardize behaviors and decisions in an organization.

Centralization

________ reflects where decisions are formally made in organizations.

Basic underlying assumptions

________ represent the deepest and least observable part of a culture.