MGT 300: EXAM III Quizzes Flores

In order to improve performance and motivation, Scott's performance is evaluated not only by his direct manager, but also by his customers, subordinates, and coworkers. This is an example of a _____.

360-degree appraisal

Joe always ensures that potential job applicants are aware of both the advantages as well as the disadvantages associated with the position they are applying for. Joe's assessment of the position is indicative of:

A realistic job preview

As part of the selection process, Mark was required to take a test to determine if he had the necessary skills to perform the jobs successfully. What type of test would Mark most likely be required to take?

Ability test

Which type of financial ratio measures how well the managers of an organization are creating value from the organization's assets?

Activity ratios

Which of the following cultures develops an emphasis on entrepreneurship and respect for the employee and allows the use of organizational structures that empower employees to make decisions and motivate them to succeed?

Adaptive cultures

The _____ restricts mandatory retirement and especially benefits older employees.

Age Discrimination in Employment Act

Which of the following is an example of the means by which the degree of responsibility workers have over their jobs can be increased?

Allowing workers to monitor and measure their own performance

A neutral third party called a(n) _____ is usually called in to resolve any conflict that may arise over the interpretation of the contract that spell out the terms of the collective bargaining agreement.

Arbitrator

The degree to which a job allows a worker to schedule the tasks of the job and to decide how to carry out these tasks is known as _____.

Autonomy

A change that is gradual, in which managers at all levels work together to develop a detailed plan for change, is called a(n) __________.

Bottom-up change

Control by means of a comprehensive system of rules and standard operating procedures (SOPs) is known as:

Bureaucratic control

How is flexibility ensured in the matrix structure?

By empowering product teams

An organization's hierarchy of authority refers to an organization's _________.

Chain of Command

The control exerted on individuals and groups in an organization by shared values, norms, standards of behavior, and expectations is called:

Clan control

Once managers have measured actual performance, they should:

Compare actual performance to the standards

Which of the following types of controls do managers use during the conversion stage to gain feedback on the conversion process?

Concurrent control

The formal monitoring, evaluation, and feedback systems that allow managers to determine if the organization's strategy and structure are working according to plans are known as _____ systems.

Control

The process by which managers monitor and regulate the efficiency and effectiveness of the workers in an organization is called _____.

Controlling

Which of the following organizing choices are managers most likely to make to obtain scarce resources under a rapidly changing external environment?

Create an entrepreneurial culture

Which of the following steps of the organizational change process includes identifying obstacles to change?

Deciding on the change to make

What is the most immediate and potent form of behavior control?

Direct supervision

Which of the following is a mechanism of behavior control?

Direct supervision

Managers increase coordination among functions and divisions by:

Establishing liaison roles

Which of the following steps of the control process involves goal setting?

Establishing the standards of performance

T/F: A market structure does not allow managers to act flexibly in making decisions in response to customers' changing needs.

False

T/F: A product structure makes it necessary for corporate managers to supervise directly each division's day-to-day operations.

False

T/F: An advantage afforded by outsourcing is the increased control that managers gain over the quality of goods and services.

False

T/F: An important characteristic of management by objectives is its non-participatory nature.

False

T/F: An informal appraisal is conducted at a set time during the year and is based on performance dimensions and measures that were specified in advance.

False

T/F: At the input stage, managers use feedback control to anticipate problems before they arise.

False

T/F: Behaviors are typically easier to measure than outputs because they are more tangible and objective.

False

T/F: Bureaucratic rules constrain and standardize behavior and encourage people to think for themselves.

False

T/F: By decentralizing authority, an organization establishes values that inhibits creativity.

False

T/F: By regularly evaluating employee performance, managers may fail to identify their strengths and weaknesses.

False

T/F: Centralized authority helps managers to keep the organizational hierarchy flat.

False

T/F: Control mean just reacting to events after they have occurred and nothing more.

False

T/F: Days sales outstanding is a profit ratio that reveals how efficiently managers are collecting revenue from customers to pay expenses.

False

T/F: Financial information provides managers with all the information required to measure the four building blocks of competitive advantage.

False

T/F: Human resource management is simple because organizations need not adhere to state or national laws.

False

T/F: In a flat, decentralized structure people have little personal autonomy, and norms that focus on being cautious emerge because predictability and stability are desired goals.

False

T/F: In on-the-job training, learning occurs in classrooms, outside the work setting where employees acquire the knowledge and skills required to perform their jobs.

False

T/F: In practice, managers can only measure the actual outputs that result from the behavior of their members and not the behaviors themselves.

False

T/F: It's easier for managers to gain access to scarce resources when the external environment is changing quickly.

False

T/F: Organizational design remains consistent across all organizations.

False

T/F: Performance feedback demotivates the employees and affects their performance negatively.

False

T/F: Revolutionary change is gradual, incremental, and narrowly focused.

False

T/F: The National Labor Relations Act of 1935 prohibits workers from organizing into unions.

False

T/F: The degree to which a job gives an employee the freedom to schedule different tasks and decide how to carry them out is known as task significance.

False

T/F: The design of the organizational structure does not influence the organizational culture.

False

T/F: The first step in the control process is to evaluate results in terms of performance standards.

False

T/F: The high level of uncertainty in the organizational environment makes establishing targets and designing measurement systems much more easy for managers.

False

T/F: The shared set of beliefs, expectations, values, and norms in an organization is known as organizational architecture.

False

T/F: Top-down change is typically more gradual or evolutionary than bottom-up change.

False

T/F: Trait appraisals have the advantage over behavioral appraisals in giving employees clear information about what they are doing right and wrong and how they can improve their performance.

False

T/F: When people who perform similar jobs are grouped together, it becomes difficult for managers to monitor and evaluate their performance.

False

T/F: With bottom-up change, the emphasis is on making the changes quickly and dealing with problems as they arise; it is revolutionary in nature.

False

The extent to which doing a job gives the worker direct and clear information about how well the worker is performing the job is known as:

Feedback

An organization monitors the number of customer returns for each product model as a part of an attempt to recognize defective products. This is an example of:

Feedback control

During the input stage, managers use __________ control procedures to anticipate problems before they occur.

Feedforward

Which of the following types of control allows managers to anticipate problems before they arise?

Feedforward control

In order to develop employees who can take on new responsibilities and more challenging positions, an organization provides a tuition reimbursement program to its employees. In this case, the organization is aiming to develop its employees through _____.

Formal education

RST consulting has offices in different locations around the country. Each division is self-contained and caters to the needs of the specific region in which it is located. This is an example of a _____.

Geographic structure

Which of the following describes stretch goals?

Goals that are specific and difficult but not out of reach

Josh works for a company where he is given the freedom to decide how best to carry out the tasks assigned to him. From the information given, it can be said that Josh's job has _____.

High autonomy

Which of the following can be inferred from calculating a company's operating margin?

How efficiently an organization is using its resources

According to Lewin's force-field theory, what must an organization do to change?

Increase the forces for change and reduce resistance to change

The idea behind the concept of job enrichment is:

Increasing workers' responsibility increases their involvement in their jobs

In which of the following cultures are employees content to be told what to do and have little incentive or motivation to perform beyond minimum work requirements?

Inert culture

In _____ managers and their subordinates meet whenever the need to discuss ongoing progress and areas for improvement arises.

Informal appraisals

The final step in the control process is to:

Initiate corrective action

Which of the following is true of internal recruitment?

Internal recruitment consumes relatively less time than external recruitment.

Why is return on investment (ROI) the most commonly used financial performance measure?

It allows managers of one organization to compare performance with that of other organizations

Which of the following is true of a low-cost strategy?

It gives managers greater control over the organizational activities

Which of the following is true of revolutionary change?

It is dramatic

Which of the following is true of evolutionary change?

It is narrowly focused

Which of the following is a characteristic of the organizational culture in a tall organization?

It lays emphasis on obeying authority

Which of the following is true of clan control?

It serves a dual function of keeping organizational members goal-directed while open to new opportunities

Which of the following is an important reason for subordinates to participate in goal setting?

It strengthens subordinates' commitment to achieving goals and meeting budgets

The tasks, duties, and responsibilities that make up a job are known as the _____.

Job description

The process by which managers decide how to divide tasks into specific jobs is known as _____.

Job design

Increasing the number of different tasks in a given job by changing the division of labor is known as _____.

Job enlargement

A(n) _____ details the knowledge, skills, and abilities needed to perform the job.

Job specification

_____ refer(s) to job changes within an organization that entail no major changes in responsibility or authority levels.

Lateral moves

Which of the following provides a framework to monitor progress toward achieving goals?

Management by objectives

At the Highway Department, Jim is assigned to a team to develop a new Route 70 river bridge. Jim reports to both the Engineering Manager and the Route 70 Project Manager. The Highway Department is utilizing a _____.

Matrix structure

The principle of _____ states that top managers should always construct a hierarchy with the fewest levels of authority necessary to efficiently and effectively use organizational resources.

Minimum chain of command

Before creating training and development programs, managers should perform a _____ to determine which employees require training or development and what type of skills or knowledge they ought to acquire.

Needs assessment

Which of the following laws requires that managers ensure that employees are protected from workplace hazards?

Occupational Safety and Health Act

Newly-hired trucking employees of a courier delivery service ride with experienced drivers during deliveries to familiarize themselves with routes, timings, and driving conditions. This method of imparting training is an example of _____.

On-the-job training

_____ is the movement of an organization away from its present state toward some preferred future state to increase its efficiency and effectiveness.

Organizational change

The set of values, norms, and expectations of behavior which control the ways in which workers interact with one another within the organization is known as:

Organizational culture

_____ refers to the formal system of task and job reporting relationships that determines how employees use resources to achieve organizational goals.

Organizational structure

_____ is the process by which a manager shares performance appraisal information with a subordinate and develops a plan for the future development of that subordinate.

Performance feedback

Which of the following is true about routine technology?

Problems encountered while using it do not vary much

_____ shows whether an organization can pay claims of short-term creditors without selling inventory.

Quick ratio

Which of the following is true of the control process?

Realistic standards reduce the gap between actual performance and desired performance

Which of the following is a result of too much job simplification?

Reduced efficiency

_____ refers to the process by which managers decide the relative qualifications of job applicants and their potential for performing well in a particular job.

Selection

Due to the complexity and severe consequences of mistakes, pilots are required to undergo training in an artificial setting that closely mimics actual flying conditions. This type of training is called _____.

Simulation

_____ refers to the number of subordinates who report directly to a manager.

Span of control

The degree to which programmed solutions are available to people or functions to solve the problems they encounter is known as _____.

Task analyzability

A committee of managers from different functions or divisions who meet to solve a specific, mutual problem is called:

Task force

The extent to which a job requires that a worker perform all the activities that are required to complete a job is called:

Task identity

Which of the following cannot be measured easily?

The creativity of a research engineer

The greater the level of uncertainty in an organization's environment:

The more complex its strategy and technology

According to Hackman and Oldham's job characteristics model, which of the following employees are more likely to be satisfied and to perform at a high level?

Those who are responsible for their work outcomes

What is the goal behind the creation of a divisional structure in an organization?

To create smaller, more manageable units within the organization

Which of the following is true of bureaucratic control and standardization?

Too many rules can stop employees from thinking for themselves

_____ focuses primarily on teaching organizational members how to perform their current jobs and helping them acquire the knowledge and skills needed to be effective performers.

Training

T/F: A cross-functional team is a group of managers brought together from different departments to perform organizational tasks.

True

T/F: A human resource management system is a part of the organizational architecture that managers develop to use resources efficiently and effectively.

True

T/F: A trait appraisal involves assessing subordinates on personal characteristics that are relevant to job performance, such as skills, abilities, or personality.

True

T/F: Ability tests assess the extent to which applicants possess the skills necessary for job performance, such as verbal comprehension or numerical skills.

True

T/F: An organization is said to be highly leveraged if it uses more debt than equity to finance its ongoing operations.

True

T/F: Assessing the need for change calls for two important activities: recognizing that there is a problem and identifying its source.

True

T/F: Clan control keeps organizational members goal-directed, while they are still open to new opportunities.

True

T/F: Control helps managers build competitive advantage.

True

T/F: Control helps managers respond more effectively to customers.

True

T/F: Human resource management (HRM) includes all the activities managers engage in to attract and retain employees and to ensure that they perform at a high level and contribute to the accomplishment of organizational goals.

True

T/F: In the context of selection tools, validity is the degree to which a test predicts performance on the tasks or job in question.

True

T/F: Increasing the degree of responsibility that a worker has over his or her job is known as job enrichment.

True

T/F: Instead of hiring an accountant, J&K Consultants decide to contract with a local accounting firm for their accounting needs. This is an example of outsourcing.

True

T/F: Managers are most likely to adopt a global geographic structure when they pursue a multidomestic strategy.

True

T/F: Organizational architecture is the combination of organizational structure, culture, control systems, and human resource management (HRM) systems that together determine how efficiently and effectively organizational resources are used.

True

T/F: Organizational change is the movement of an organization away from its present state toward some preferred future state to increase its efficiency and effectiveness.

True

T/F: Organizational culture functions as a kind of control system.

True

T/F: Organizational culture is shaped by the personal and professional characteristics of people within the organization.

True

T/F: Organizations with entrepreneurial, flexible cultures, such as high-tech companies, are much easier to change.

True

T/F: Pay structure is the arrangement of jobs into categories reflecting their relative importance to the organization and its goals, levels of skill required, and other characteristics.

True

T/F: Performance appraisal is the evaluation of employees' job performance and contributions to the organization.

True

T/F: Supply forecasts estimate the supply of qualified workers in the external labor market.

True

T/F: The final step in the control process is to evaluate the results and bring about chance as appropriate.

True

T/F: The final step in the control process is to evaluate the results and bring about change as appropriate.

True

T/F: The goal behind creating a divisional structure is to create smaller, more manageable units within the organization.

True

T/F: The operating margin is calculated by dividing a company's operating profit by sales revenues.

True

T/F: The process by which managers establish the structure of working relationships among workers in an organization is called organizing.

True

T/F: When managers personally supervise subordinates, they lead by example and help subordinates develop and increase their own skill levels.

True

A manager attempting to select a test for a job applicant that will most accurately predict the applicant's performance on the job is primarily concerned with the _____ of the test.

Validity

To develop executives who will have an understanding of, and expertise in, a variety of functions, products and services, and markets, managers make sure that executives with high potential have different job proficiencies, some in line positions and some in staff positions. This is employee development through _____.

Varied work experiences

When is an organization in a state of inertia?

When the forces are evenly balanced

According to the force-field theory:

a wide variety of forces arise from the way an organization operates that make organizations resistant to change

Cultures whose values and norms help an organization to build momentum and to grow and change as needed to achieve its goals and be effective are referred to as:

adaptive cultures

The first step managers must take to manage change effectively is to:

assess the need for change

Task significance refers to the:

degree to which a worker feels his or her job is meaningful because of its effect on people inside the organization or on people outside the organization

The more complicated the technology that an organization uses, the:

greater is the need for a flexible structure

Culture whose values and norms fail to motivate or inspire employees, lead to stagnation, and often, failure over time, are referred to as:

inert cultures

A _____ strategy that is aimed at driving down expenditures in all functions usually fares best in a more _____ structure with more conservative norms.

low-cost; formal