MGT 320 Exam 2 CSU Aziz

A ____ is a graph of decisions and their possible consequences.

Decision tree

T/F Organizational culture appears as five levels: observable artifacts, espoused values, basic assumptions, informal groups, and management groups.

False, Organizational culture appears as three levels: (1) observable artifacts, (2) espoused values, and (3) basic assumptions.

Philip, a shift manager in a factory, has 40 employees on his shift that he directly supervises. The 40 workers who report directly to Philip represent his

span of control

The chain of command is also known as the

vertical hierarchy.

_______ is the arrangement of having discrete parts of a task done by different people.

A division of labor

Which of the following is not true about group decision making?

An added benefit of group decision making is groupthink.

Stores of data that are so vast that conventional database management systems cannot handle them, and very sophisticated analysis software and supercomputing-level hardware are required, are known as ____. These data include not only data in corporate databases but also web-browsing data trails, social network communications, sensor data, and surveillance data.

Big data

_____ is the process of analyzing the underlying causes.

Diagnosis

Pat, the human resources manager, has significant experience handling ethical issues in the workplace. Over the years he has received extensive training in matters of workplace ethics. Due to Pat's legal background (he is a member of the local bar association), the management of his company rely on Pat to assist them with legal issues, especially with ethical dilemmas. The ideal role for Pat within the organization is

Ethics officer

T/F Being aware of your decision-making style does not really help you determine your strengths and weaknesses as a decision maker, but it can help you understand when a decision needs to be made.

False, Knowledge of styles helps you to understand yourself. Awareness of your style assists you in identifying your strengths and weaknesses as a decision maker and facilitates the potential for self-improvement.

T/F The IT network that allows for the movement of organizational information within that company is known as the organizational structure

False, Organizational structure is a formal system of task and reporting relationships that coordinate and motivates an organization's members so that they can work together to achieve the organization's goals.

A(n) ______ is a system of consciously coordinated activities or forces of two or more people.

Organization

When a manager is so frantic to get rid of the problem that he or she can't deal with the situation realistically, the manager is experiencing

Panic

T/F A corporate culture is a defined set of shared, taken-for-granted implicit assumptions that a group holds and that determines how it perceives, thinks about, and reacts to its various environments.

True

T/F Dennis, the owner of a popular restaurant, is a religious man, and he needs to make a decision on whether he will add beer and wine to his menu, based on the recommendations of his chefs and others. When confronted with a choice when making a decision, he tends to make his decisions based on his beliefs, even if evidence shows those beliefs are wrong. If his religious beliefs favor not serving alcohol in his café, according to the prior-hypothesis bias he would choose not to add beer and wine to his menu.

True

Espoused values are

explicitly stated values and norms preferred by an organization.

Salvador, who works as a waiter in a top restaurant in Manhattan, likes the fast pace of his work and the fact that things are always changing there. Salvador can be said to

have a high tolerance for ambiguity.

Ana is a teacher who became interested in helping adults in some of the poorer neighborhoods learn how to read. She plans to start a reading center in a low-income area to help residents with reading skills at no cost. Ana's center is an example of a(n)

nonprofit organization

A company dress code and award ceremonies would be part of

observable artifacts.

In defensive avoidance, when managers can't find a good solution, their usual response is

procrastination, passing the buck, or denying the risk of any negative consequences.

Anthony, the plant manager, was talking with another manager about Tim, the lead engineer in the corporate R & D department. Anthony remarked, "Tim is so bright, and he is an expert in designing products. But like so many experts, he can't imagine what it's like to be as ignorant as the rest of us. I think at times, he cannot see things from an outsider's perspective." Tim is suffering from

the curse of knowledge.

________ is a control mechanism for making sure the right people do the right things at the right time.

A hierarchy of authority

T/F A logic manager is someone trained about matters of ethics in the workplace.

False, An ethics officer is someone trained about matters of ethics in the workplace, not a logic manager.

T/F Evidence-based management is the use of databases and facts regarding employees to assist in decision making.

False, Evidence-based management means translating principles based on best evidence into organizational practice.

T/F Evidence-based management is the use of facts regarding an employee, for example when theft is suspected, and using a database to assist in decision making regarding future action.

False, Evidence-based management means translating principles based on best evidence into organizational practice.

T/F In an organic organization, tasks and rules are clearly specified.

False, In a mechanistic organization, authority is centralized, tasks and rules are clearly specified, and employees are closely supervised. In an organic organization, authority is decentralized, there are few rules and procedures, tasks are shared, and networks of employees are encourage to cooperate and respond quickly to unexpected tasks.

A hierarchy culture has an internal focus; it values ____ over flexibility.

stability and control

T/F According to Chester I. Barnard, an organization is made up of at least one person who strives daily to achieve the organization's goals.

False

T/F Two advantages of decentralization are that (1) managers are encouraged to not solve their own problems, but rather to ask for assistance as soon as possible, and (2) decisions are made more slowly, because they are discussed at a higher level of management.

False

T/F The local university is now facing some tough decisions, so they are using the decision tree, which contains individuals, websites, and organizations that specialize in handling sensitive and difficult decisions.

False, A decision tree is a graph of decisions and their possible consequences; it is used to create a plan to reach a goal.

T/F Marla, an employee for a government defense contractor, likes the strict culture that she finds with AeroDyno Industries, which supplies equipment parts to several military bases. There is very little focus on the external environment and little company flexibility due to the type of customers that AeroDyno serves. Because the product it sells needs little improvement and there is virtually no competition, AeroDyno Industries takes few risks. AeroDyno Industries is an example of an adhocracy culture.

False, A hierarchy culture, such as AeroDyno Industries, has an internal focus and values stability and control over flexibility. An adhocracy culture has an external focus and values flexibility. This type of culture attempts to create innovative products (for example, new drugs) by being adaptable, creative, and quick to respond to changes in the marketplace. Employees are encouraged to take risks and experiment with new ways of getting things done (for example, drug research).

T/F During a management workshop, Tony, the HR manager, spoke about making decisions related to firing an employee. He said, "I have several rules of thumb that I use to make a decision. First, I ask if it's legal and then if it's ethical." He then laid out several other steps he uses in the decision-making process related to firing. Tony's "rules of thumb" are also known as heuristics.

True

T/F Hannah, the youngest owner of a family-owned grocery, wants to make sure her company's culture is embedded in their organization. In a recent tradeshow workshop, she learned that she can do this by having company rites and rituals, continuing to tell stories about company legends, and being a role model to her employees.

True

T/F In deciding to decide, a manager agrees that he or she must decide what to do about a problem or opportunity and take effective decision-making steps.

True

T/F Mutual-benefit organizations are voluntary collectives whose purpose is to advance members' interests, while nonprofit organizations are formed to offer services to some clients, not to make a profit.

True

T/F Research shows that most managers have characteristics that fall into two or three decision-making styles, and that decision-making styles vary across occupations, job level, and countries.

True

T/F Technology Specialists is an organization specializing in highly specialized technology software, but it found that its original business idea is not working. Rather than failing as a company, it chose a new direction and rewrote its business plan. Technology Specialists is an example of how managers need to think and act as if their organization is an unfinished, changeable prototype that won't be ruined by dangerous new ideas.

True

T/F When managers and employees within the same department are brought together in cross-functional teams to solve particular problems, their company is using a team-based design.

True

To help with hiring decisions during peak seasons and holidays, Touching Cards uses time-series forecasts, like sales from last Valentine's Day and Christmas, to predict future sales based on patterns of historical data. Touching Cards is making use of

analytics.

Greg, the CEO of Organic Market, wants managers and employees to instruct each other about the organization's chosen values and beliefs. Greg has encouraged the seasoned employees to retell stories about the company legends, and he plans on bringing back the monthly rewards. Greg is endeavoring to

embed company culture.