MNGT 3100 Exam 2

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__________ is a form of boundaryless organization in which all nonessential functions are outsourced. A. A learning organization B. A matrix organization C. A strategic alliance D. A modular organization

D. A modular organization

Which of the following statements is not true about balanced scorecards? A. The four types of measures included on a balanced scorecard are: Customers, learning and growth, internal processes, and financial performance B. Creating a balanced scorecard forces companies to integrate strategic planning and budgeting, thereby ensuring that financial budgets support strategic goals. C. The Sarbanes-Oxley Act requires all public corporations to include balanced scorecards in their quarterly and annual reports. D. Balanced scorecards bind short-term activities to long-term goals and objectives.

C. The Sarbanes-Oxley Act requires all public corporations to include balanced scorecards in their quarterly and annual reports.

The values and assumptions that shape the organization's culture can be uncovered by observing all of the following except: A. How employees interact. B. Employee beliefs and perceptions regarding what is right and appropriate behavior. C. The stockholders/owners of the organization. D. The choice employees make.

C. The stockholders/owners of the organization.

In the ASA framework, __________ occurs when applicants perceive they will fit in and feel comfortable in the organization's working environment (person-organization fit). A. artifacts B. selection C. attraction D. attrition

C. attraction

The rational decision making model should be used when __________. A. the group's goals are unclear B. possible solutions to the problem are difficult to identify C. information on alternatives can be gathered and quantified D. group members have perceptual biases

C. information on alternatives can be gathered and quantified

Under contingency approaches to leadership, path-goal theory is derived from the expectancy theory of motivation. The leadership style where employees are involved in the making of important decisions is __________. A. directive leadership B. supportive leadership C. participative leadership D. achievement-oriented leadership

C. participative leadership

Under contemporary approaches to leadership, the primary mission of __________ is to develop employees and help them reach their goals. A. democratic leaders B. transactional leaders C. servant leaders D. task-oriented leaders

C. servant leaders

The process through which new employees learn the attitudes, knowledge, skills, and behaviors required to function effectively within an organization is called __________. A. onboarding B. vision quest C. artifacting D. attrition

A. onboarding

Under trait approaches to leadership, the traits of intelligence, extraversion, conscientiousness, openness to experience, self-esteem, and integrity are __________. A. things you either have or don't have B. possessed by every effective leader C. unnecessary as long as you are in a formal position of authority D. abilities that you can learn

A. things you either have or don't have

Under contemporary approaches to leadership, __________ lead employees by aligning employee goals with the leader's goals and the organization's goals. A. transformational leaders B. laissez-faire leaders C. charismatic leaders D. transactional leaders

A. transformational leaders

True or false: It is very important for managers to make good decisions because they are responsible for allocating their organization's scarce resources. A. true B. false

A. true

True or false: Leaders of successful businesses often attribute part of their company's performance to their organization's culture. A. true B. false

A. true

The most common performance evaluation error is __________, and managers often realize they are committing this error. A. Being too specific B. Being too lenient C. Providing timely feedback D. Being too honest

B. Being too lenient

__________ is a group process of generating ideas that follows a set of guidelines, which includes no criticism of ideas and building on other ideas. A. Groupthink B. Brainstorming C. Satisficing D. Intuitive decision making

B. Brainstorming

There are four building blocks of organizational structure. Which of these can be described as the degree to which decision-making authority is concentrated at higher levels? A. Formalization B. Centralization C. Departmentalization D. Hierarchical levels

B. Centralization

The first and most important step in innovation is __________. A. rationalization B. creativity C. groupthink D. budgeting

B. Creativity

Under contingency approaches to leadership, directive leadership is thought to be most effective in which of the following situations? A. Employees are performing boring, routine, and highly-structured tasks. B. Employees experience ambiguity on the job. C. Employees have role clarity. D. Employees are professionals with extensive job-specific knowledge and experience.

B. Employees experience ambiguity on the job

True or false: Breaking up a proposed organizational change into phases is generally a bad idea because it distracts members from the final, desired end state. A. True B. False

B. False

True or false: Most organization conduct employee performance evaluations every 3-5 years, corresponding to typical promotion timing. A. True B. False

B. False

__________ is a kind of organization that employs a design that actively seeks to gather knowledge, and then changes its behavior as a result of the newly acquired knowledge. A.A matrix organization B. A learning organization C. A modular organization D. A strategic alliance

B. Learning Organization

Which of the following is not true about corporate social responsibility (CSR)? A. Corporate social performance is the degree to which a firm's actions respect individuals, communities, and the natural environment. B. Social and environmental goals can be achieved only at the expense of economic performance. C. CSR is about how companies manage their business processes to produce an overall positive impact on society. D. CSR creates long-term shareholder value by managing opportunities and risks derived from social, environmental, and economic developments.

B. Social and environmental goals can be achieved only at the expense of economic performance.

According to the organizational culture profile (OCP) framework, organizations that have a(n) __________ culture encourage cooperation and collaboration among employees, and value personal interactions. A. outcome-oriented B. team-oriented C. stable D. aggressive

B. team-oriented

True or false: Organizational culture will act like a self-defending organism where intrusive elements are kept out. A. false B. true

B. true

There are four building blocks of organizational structure. Which of these refers to the extent to which an organization's policies, procedures, job descriptions, and rules are written and explicitly articulated? A. Centralization B. Departmentalization C. Formalization D. Hierarchical levels

C. Formalization

__________ is a systematic and organized approach that aims to increase organizational performance by aligning the subordinate objectives throughout the organization with the overall goals set by management. A. Financial Evaluation B. Strategic Management C. Management by objectives (MBO) D. Corporate social responsibilities (CSR)

C. Management by objectives (MBO)

In a performance evaluation, which of the following indicators of performance is hardest to describe and quantify? A. Number of hours worked B. On-time attendance C. Motivation to do well D. Skills acquired through training

C. Motivation to do well

According to the organizational culture profile (OCP) framework, organizations with __________ cultures value fairness, supportiveness, and respect toward individual rights. A. outcome-oriented B. detail-oriented C. people-oriented D. aggressive

C. People-oriented

According to the organizational culture profile (OCP) framework, organizations that have a(n) __________ culture emphasize predictability, formal processes, and adherence to established rules and regulations. A. aggressive B. people-oriented C. stable D. outcome-oriented

C. Stable

Under behavioral approaches to leadership, productivity tends to be higher when leaders are __________. A. easy-going B. neurotic C. task-oriented D. people-oriented

C. Task-oriented

__________ are precise, time-based, measurable actions that support the completion of a goal. A. Missions B. Objectives C. Values D. Strategies

B. Objectives

In the ASA framework, __________ refers to the natural process where the candidates who do not fit in will leave the company. A. selection B. attrition C. artifacts D. attraction

B. attrition

__________ occurs when individuals overestimate their ability to predict future events. A. fundamental attribution error B. availability bias C. anchoring and adjustment bias D. overconfidence bias

D. overconfidence bias

Organizational change is most often a response to change in __________. A. employees B. managers C. lenders/creditors D. the environment

D. the environment

There are four building blocks of organizational structure. Which of these describes whether an organization uses a functional structure, divisional structure, or a hybrid of the two? A. Formalization B. Hierarchical levels C. Centralization D. Departmentalization

D. Departmentalization

Kurt Lewin developed a three-stage model of change. Which of the following actions is not included in the first stage, unfreezing? A. Encourage participation in determining what change is necessary. B. Tell everyone the reasons for the change. C. Build a coalition of people who support the change. D. Enforce compliance through a system of rewards and punishments.

D. Enforce compliance through a system of rewards and punishments.

_________ represent the steps to implement the strategy, leading to accomplishing the organization's mission. They usually apply to the entire organization. A. Measures B. Objectives C. Values D. Goals

D. Goals

There are four building blocks of organizational structure. Which of these indicates the number of layers of management between frontline workers and senior leaders? A. Formalization B. Departmentalization C. Centralization D. Hierarchical levels

D. Hierarchical levels

According to the organizational culture profile (OCP) framework, organizations that have a(n) __________ culture are flexible, adaptable, and experiment with new ideas. A. outcome-oriented B. aggressive C. stable D. innovative

D. Innovative

Which of the following is true about how senior managers can change an organization's culture? A. Leave the compensation and reward systems as-is, without significant adjustments. B. Make sure that the managers with the longest tenure are retained at any cost. C. Ease into change gradually, without any pressure or timelines. D. Model the new behaviors that are expected of the employees.

D. Model the new behaviors that are expected of the employees.

Under behavioral approaches to leadership, leaders may utilize autocratic, democratic, or laissez-faire decision making. Which of the following statements is true about autocratic decision making? A. Employees tend to be satisfied, but decision quality or employee productivity may be poor. B. It is most appropriate for small groups of highly qualified and experienced employees. C. Employees experience high levels of conflict, resulting from a lack of clear guidance. D. The leader makes decisions without much input from employees.

D. The leader makes decisions without much input from employees.

Under contemporary approaches to leadership, which of the follow is not true about authentic leaders? A. They are sincere in their actions and regularly perform ethics checks on themselves. B. They are self-aware and possess high levels of personal integrity. C. They are introspective, reflecting on their experiences and values. D. They are gifted at portraying themselves as the style of leader that their followers desire.

D. They are gifted at portraying themselves as the style of leader that their followers desire.

__________ may be defined as the act of influencing others to work toward a common goal.

Leadership

A key feature of management by objectives (MBO) is its focus on __________. A. Results B. Costs C. Activities D. Attitudes

A. Results

Making a decision without conscious reasoning is called __________. A. intuitive decision making B. creative decision making C. faulty decision making D. nonprogrammed decision making

A. intuitive decision making

__________ is a kind of organization in which most employees take guidance from two different managers: one who provides standardized guidance for all providing the same function, and one who directs all activities supporting a particular product/service or geographic region. A. A matrix organization B. A modular organization C. A strategic alliance D. learning organization

A. A matrix organization

__________ is a way to imagine what might go wrong and avoid it before implementing the decision or having to make adjustments during implementation. A. A premortem B. Immersion C. Illumination D. Incubation

A. A premortem

Organizational culture most readily impacts all the following except: Correct! A. Competitor actions. B. Employee behaviors. C. Internal flow of information. D. Leader decisions.

A. Competitor actions.

Resistance to change can take many forms and may occur for different reasons. Which of the following situations would be expected to cause the greatest resistance to change? A. Dramatic change, such as entering a new market with all new products. B. Necessary change, such as in an organization that is currently doing poorly. C. Gradual change, such as quarterly adjustments to production levels of existing products. D. Informed change, such as in an organization that communicates the reasons for change to their employees.

A. Dramatic change, such as entering a new market with all new products.

With the introduction of the new compensation system, HR (human resources) knows that people are getting a little anxious. So along with the announcement of the new system, HR is sending out an email that will explain why the new system is necessary and how the system is going to benefit the employees and the organization. HR is trying to reduce the resistance to change by doing which of the following? A. Education and communication B. Manipulation C. Negotiation D. Coercion

A. Education and communication

Financial institutions want to be viewed as trustworthy, solid, and safe, and they expect their employees to convey that message to their customers. Which of the following would be most effective in portraying this organizational culture? A. Expecting employees to dress and behave conservatively. B. Displaying whimsical art on the walls of the lobby. C. Decorating with bold, bright primary colors. D. Playing hip-hop music over the sound system.

A. Expecting employees to dress and behave conservatively

Which of the following contingency approaches to leadership is described by the following? A leader's main job is to make sure that employees' efforts will lead to high performance, their high performance will be rewarded, and the rewards they receive are valuable to them. A. Path-goal theory (expectancy theory). B. Vroom & Yetton's normative decision model (decision tree). C. Laissez-faire decision making (minimal involvement). D. Fiedler's contingency theory (least preferred coworker).

A. Path-goal theory (expectancy theory).

Kurt Lewin developed a three-stage model of change. Which of the following actions is included in the third stage, refreezing? A. Publicize success and reward change adoption. B. Make sure employees are receptive to change. C. Eliminate obstacles and create small wins. D. Develop a sense of urgency.

A. Publicize success and reward change adoption.

True or false: A key limitation of the trait approaches to identifying leaders is that it ignores the situation in which leadership occurs. A. true B. false

A. True

True or false: Goals and objectives provide a form of control since they create a feedback opportunity regarding how well or how poorly the organization is executing its strategy. A. True B. False

A. True

A tool that supports programmed decisions, __________ guides the decision maker to the correct choice and ensure consistency of decision making. A. a decision tree B. the nominal group technique C. anchoring D. majority rule

A. a decision tree

According to the organizational culture profile (OCP) framework, organizations with __________ cultures value competitiveness and outperforming competitors. A. aggressive B. detail-oriented C. innovative D. people-oriented

A. aggressive

The availability of too much information and too many choices can lead to __________, where more and more time is spent on gathering information and thinking about it, but no decisions actually get made. A. analysis paralysis B. groupthink C. framing bias D. anchoring

A. analysis paralysis

Under contingency approaches to leadership, Blanchard & Hersey's situational leadership model states that the leadership style to be used should be based on situational factors. When employees' competence and commitment are both high, a __________ style is often most appropriate. A. delegating B. coaching C. supporting D. directing

A. delegating

Escalation of commitment bias describes when information that is more readily available is seen as more likely to occur. Correct Answer A. false B. true

A. false

A group pressure phenomenon that increases the risk of the group making flawed decisions by allowing reductions in mental efficiency, reality testing, and moral judgment is called __________. A. groupthink B. satisficing C. nominal group technique D. brainstorming

A. groupthink

In the bounded rationality model of decision making, individuals __________. A. intentionally limit their options to a manageable set and choose the best alternative without conducting an exhaustive search for alternatives B. recognize patterns similar to those that have been seen before and make an appropriate choice based on that knowledge, training, or experience C. conduct an exhaustive search for options and only settle on the best choice once all feasible alternatives have been considered D. think about the problem and gather information, sets the problem aside for a while, then considers the possible solution after achieving an insight moment

A. intentionally limit their options to a manageable set and choose the best alternative without conducting an exhaustive search for alternatives


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