Exam 1 - MGMT 3340

Which of the following factors increase(s) group cohesiveness? significantly large group size effectively managed diversity elimination of competition among groups low level of participation within groups lack of success and poor performances by teams

B

Which of the following is a consequence of restructuring? A. increase in the size of departments B. loss of jobs C. increase in hierarchical levels D. increase in customer satisfaction E. improvement in morale of employees

B

Which of the following is true of first-line managers? A. They are responsible for finding the best way to organize human and other resources to achieve organizational goals. B. They work in all departments or functions of an organization. C. They make specific decisions about the production of goods and services. D. They evaluate whether the organization's goals are appropriate. E. They instruct top managers on the suitability of organizational goals.

B

Which of the following managerial tasks does a manager perform when he/she articulates a clear organizational vision for the organization's members to accomplish? A. organizing B. leading C. staffing D. controlling E. planning

B

The members of a particular group are getting to know one another and attempting to reach an understanding of how each of them should act within the group. This stage of group development is called A. storming. B. norming. C. forming. D. adjourning. E. performing.

C

When the CEO of an organization redesigns the organizational chart to define different reporting relationships among the organization's managers, she is essentially creating _____ groups. informal friendship command virtual interest

C

Which of the following is a consequence of empowerment? A. a decrease in number of managers B. a decrease in effectiveness C. an increase in performance D. a decrease in performance

C

Which of the following is a consequence of high group cohesiveness? A. lower levels of participation within the group B. high deviance in groups C. high emphasis on group goal achievement D. decreasing levels of conformity to group norms E. decreasing levels of group attractiveness

C

Which of the following is true of middle managers? A. They are often called supervisors. B. They are responsible for daily supervision of the nonmanagerial employees. C. They make specific decisions about the production of goods and services. D. They are responsible for the performance of all departments. E. They establish long-term organizational goals.

C

Which of the following statements is true of task forces? A. Task forces that are relatively permanent are often referred to as ad hoc committees. B. Task forces are composed of employees who enjoy one another's company and socialize with one another. C. Task forces are committees of managers or nonmanagerial employees from various departments or divisions who meet to solve a specific, mutual problem. D. Task forces are groups that managers or nonmanagerial employees form to help achieve their own goals or meet their own needs. E. A group of interns who work in a hospital and have lunch together twice a week constitute a task force.

C

_____ is a group of managers who are responsible for designing the long-range strategic plan for an organization. A. An informal team B. A cross-cultural group C. A top-management team D. A friendship group E. An interest group

C

_____ is a management technique that involves giving employees more authority and responsibility over how they perform their work activities. A. Restructuring B. Outsourcing C. Empowerment D. Departmentalization E. Insourcing

C

_____ is the measure of how productively an organization uses its resources to achieve a goal. A.Effectiveness B. Product differentiation C. Efficiency D. Empowerment E. Product development

C

_____ is the measure of the appropriateness of the goals selected by management for the organization and the degree to which the organization accomplishes these goals. A. Efficiency B. Task management C. Effectiveness D. Diversification E. Differentiation

C

______ groups are established by managers to attain organizational goals. A. Friendship B. Control C. Formal D. Interest E. Advocacy

C

_______ groups are established by managers to attain organizational goals. A. Friendship B. Control C. Formal D. Interest E. Advocacy

C

When Keisha, the manager of Transporters Inc., put together a new marketing team, she assigned clear roles and responsibilities to all the members of the team and appointed Kyle to lead the team. Kyle is a(n) A. formal leader. B. informal leader. C. role manager. D. role maker. E. unofficial leader.

A

____ is when groups experience conflict within the group. A. Intragroup conflict B. Intergroup conflict C. Group cohesiveness D. Group deviation E. Group polarization

A

_____ can include members who are not actually employees of the organization. A. Virtual teams B. Command groups C. Informal teams D. Self-managed teams E. Formal teams

A

_____ exists when group members must perform specific tasks in a predetermined order. A. Sequential task interdependence B. Partial task interdependence C. Pooled task interdependence D. Reciprocal task interdependence E. Complete task independence

A

Toy Town makes and sells jigsaw puzzles and strategy board games. Its products are of excellent quality, but fail to meet consumer needs. Which of the following is most likely to be true with regard to Toy Town?

A. Its product manager chooses the wrong goals to pursue and uses the resources wisely. B. Its product manager chooses the wrong goals to pursue and uses the resources inadequately. C. Its product manager chooses the right goals to pursue and uses the resources inadequately. D. Its product manager chooses the right goals to pursue and uses the resources wisely. E. Its product manager responds quickly to change. A

Oceania Unlimited Inc. is a tourism agency that offers special holiday packages in the Pacific region. Every year, as an incentive, the most efficient and effective manager in the network gets an all-expenses-paid trip to one of Oceania's islands. Which of the following managers is most likely to meet these requirements?

A. Nico, who chooses the right goals to pursue, and spends more than he needs on resources B. Karen, who chooses the right goals to pursue, and makes clever use of resources to achieve them C. Douglas, who chooses the right goals to pursue and displays an overly rigid approach to planning D. Barrie, who chooses unrealistic goals, and tries hard to succeed E. Leo, who chooses appropriate goals, but is slow in decision making B

Which of the following is true of middle managers?

A. They are often called supervisors. B. They are responsible for daily supervision of the nonmanagerial employees. C. They make specific decisions about the production of goods and services. D. They are responsible for the performance of all departments. E. They establish long-term organizational goals. C

A(n) _____ is a collection of people who work together and coordinate their actions to achieve a wide variety of goals.

A. control group B. talent pool C. organization D. focus group E. quality circle C

Which of the following does planning involve in an organization?

A. establishing task relationships that allow people to work together B. developing strategies for how to achieve high performance C. motivating individuals to achieve organizational goals D. establishing accurate measuring and monitoring systems E. measuring how well the organization has achieved its goals B

In which of the following managerial tasks do managers select appropriate goals for the organization?

A. organizing B. leading C. planning D. controlling E. restructuring C

Melissa, the HR manager of a publishing house, has been asked to increase the level of efficiency at the workplace. She decides to restructure work relationships within the company and categorize people into departments according to the kinds of job-specific tasks they perform. Which of the following managerial tasks is Melissa performing?

A. planning B. leading C. organizing D. controlling E. consolidating C

To increase effectiveness, middle managers

A. suggest ways to use resources to improve customer service. B. evaluate whether the organization's goals are appropriate. C. suggest ways to use resources to improve production. D. suggest ways use resources to cut costs. E. evaluate the performance of all departments B

A _______ is a group of employees who assume collective responsibility for organizing, controlling, and supervising their own work activities. A. primary group B. self-managed team C. focus group D. restructured team E. functional team

B

A task force submits its final report on the project that they had been working on before disbanding. At which stage is the group operating? A. forming B. storming C. adjourning D. norming E. performing

C

A company with a high level of efficiency and low level of effectiveness is most likely to produce A. a low-quality product that the company makes a profit on. B. a high-quality product that the company makes a profit on. C. a low-quality product that customers do not want. D. a high-quality product that customers do not want. E. a high-quality product that customers can afford.

D

A group of workers form a(n) _____ so that the members can interact with each other socially both on and off the job. A. task force B. cross-functional group C. command group D. informal group E. virtual team

D

Gerald is a mechanical engineer who can examine and detect a problem, determine cause and effect, and provide a solution. Gerald's skill is called ______ skill. A. human B. negotiation C. technical D. conceptual E. structural

D

A group of machinists in a manufacturing plant who report to the same shop foreman is an example of A. an informal group. B. a virtual group. C. a cross-functional group. D. a self-managed work group. E. a command group.

E

____ is the degree to which the members of a group are attracted to membership in the group. A. Groupthink B. Group deviance C. Pooled task interdependence D. Division of labor E. Group cohesiveness

E

_____ exists when group members make separate, independent contributions to group performance. A. Sequential task interdependence B. Total task dependence C. Reciprocal task interdependence D. Simultaneous task interdependence E. Pooled task interdependence

E

______ means providing a work environment that is physically and psychologically safe. A. Human resource management B. Workforce management C. Total quality management D. Crisis management E. Social responsibility

E

The Art Hub makes and sells paintings, sculptures, and small craft items. Its products meet consumer needs, but are often too expensive to buy. Which of the following is most likely to be true with regard to the company?

It has a high level of effectiveness and low level of efficiency.

Robert is the product manager at Digital Digs, LLC, a company that manufactures computer accessories. He is known for his effectiveness and efficiency, qualities that are highly regarded in the company where he works. Which of the following can be fittingly inferred with regard to Digital Digs?

Its products meet consumer needs at a price they can afford.

Craig is a highly effective manager. This implies that he

chooses appropriate goals and then achieves them.

_____ is a management technique that involves giving employees more authority and responsibility over how they perform their work activities.

empowerment

James, the manager of Andy's Candy, a popular confectioner in Illinois, is in charge of outlining future organizational goals to employees at company meetings and emphasizing the ethical guidelines which employees are expected to follow at work. According to Mintzberg, he is performing the role of a

figurehead

Ally works on a production line. Her manager has moved several of her coworkers around to achieve the right worker-task specialization and to link people and tasks by the speed of the production line. If successful, the manager will lower costs. increase workplace monotony. increase job satisfaction. decrease organizational output. decrease mechanization of the work process.

A

Fayol recommended the use of _____ to show the position and duties of each employee and to indicate which positions an employee might move to or be promoted to in the future. an organizational chart initiative analysis unity of direction the critical path method (CPM) an extensive career plan

A

Managers at Clementiq Inc. established a group comprising engineers from Germany, Japan, and the United States for the design and manufacture of a new product for the organization. This is known as a(n) _____ team. A. cross-cultural B. informal C. top-management D. advocacy E. interest

A

Supervisors are also referred to as _____ managers. A. first-line B. middle C. top D. interim E. executive

A

The Clear Image Devices Company designs and develops imaging equipment. It has a low level of efficiency and high level of effectiveness, so it is most likely to produce a A. product that customers want, but that is too expensive for them to buy. B. product that customers want at a quality and price they can afford. C. low-quality product that customers do not want. D. high-quality product that customers do not want. E. high-quality product that the company makes a profit on.

A

Which of the following is true of centralization in an organization? Authority is concentrated at the top of the managerial hierarchy. Subordinates play an important role in decision-making within the company. It prevents the organization from pursuing its strategy. It makes middle and first-line managers more flexible and adaptable. It allows people who are closest to problems to respond to them in a timely manner.

A

Which of the following is true of rules? They are mandatory instructions. They are unwritten expectations of behavior. They are informal codes of conduct. They focus more on creating goals rather than achieving them. They are suggestions about best practices.

A

____ is the process by which a division of labor occurs as different workers specialize in different tasks over time. Job specialization Division of labor Unity of direction Job rotation Centralization

A

A computer manufacturing company employs many workers in different locations to produce certain computer mechanisms. The workers are involved in a _____ task interdependence. A. social B. pooled C. reciprocal D. sequential E. virtual

B

Administrative management is the study of how managers control the organization's relationship with its external environment. an organizational structure is to be created such that it leads to high efficiency and effectiveness. the feelings, thoughts, and behavior of work-group members and managers affect worker performance. characteristics of the work setting—specifically the level of lighting—affect worker performance. managers should personally behave to motivate employees and encourage them to perform at high levels.

B

At the weekly managers meetings, Jamie, the advertising manager, is expected to update the members on the company's future advertising efforts and strategies. In this case, Jamie is expected to conform to his A. groupthink. B. group role. C. synergy. D. stereotype. E. task interdependence.

B

Fayol's principle of initiative suggests that managers must act fairly and equitably. managers should encourage employees to act on their own without direction from a supervisor. managers should ensure that the tasks and roles of each employee require innovation and creativity. organizations provide employees with career opportunities that satisfy their needs. managers should use rewards to motivate the behavior of employees.

B

Job specialization refers the process by which each position's formal authority in an organizational hierarchy is established. division of labor occurs as different workers gain expertise in tasks. subordinates receive orders and report to only one superior. members of different departments work together in cross-departmental teams to accomplish projects. employees explore new ways to improve how tasks are performed.

B

Josh works for an advertising company. There are several middle managers, but Josh only receives orders from and reports to one manager. Which of the following principles of management by Henri Fayol fits Josh's relationship with his manager? line of authority unity of command centralization unity of direction equity

B

The idea that workers should be aware of how their performance affects the performance of the organization as a whole is most consistent with Fayol's principle of unity of command. subordination of individual interests to the common interest. remuneration of personnel. esprit de corps. stability of tenure of personnel.

B

Tyler is an engineer at an assembly plant for an auto company. Tyler receives orders from and reports to both his department manager and his project manager. This violates Fayol's principle of centralization. unity of command. unity of direction. division of authority and responsibility. line of authority.

B

When the tasks and authority associated with various positions in the organization are clearly specified, it creates a scenario where employees are not sure of what is expected either of them or of each other. employees are held strictly accountable for their actions. managers face difficulty in tracking the assigned tasks. confused employees create havoc within the formal hierarchy of authority. order and discipline are undermined.

B

Which of the following best reflects Mary Parker Follett's views on management and leadership in an organization? Managers should avoid involving workers in analyzing their jobs to identify better ways to perform tasks, as this could lead to employees underperforming. If workers have the relevant knowledge, then workers, rather than managers, should be in control of the work process itself. The formal line of authority and vertical chain of command are the most essential steps to effective management. Members of different departments should avoid working together in cross-departmental teams to accomplish projects in order to minimize duplication of effort. Managers' formal authority deriving from their position in the hierarchy should decide who will lead at any particular moment.

B

____ is the idea that the organizational structures and control systems that are chosen by managers depend on characteristics of the external environment in which the organization operates. Equity theory Contingency theory Theory X Theory Y Behavioral management theory

B

_____ is the idea that the organizational structures and control systems that are chosen by managers depend on characteristics of the external environment in which the organization operates. Equity theory Contingency theory Theory X Theory Y Behavioral management theory

B

______ is a contemporary approach to management that focuses on the use of rigorous quantitative techniques to assist managers to make the best use of organizational resources to produce goods and services. Contingency theory Management science theory Administrative management Behavioral management The human relations movement

B

_______ was recently named the top U.S. company for diversity. A. Wyndham Worldwide B. JP Morgan Chase C. Dell D. AT&T E. Aetna

B

According to Taylor, the production process becomes more efficient with an increase in the effort that each worker puts in to produce a unit of output. an increase in the amount of time required to produce a unit of output. an increase in division of labor through specialization. the use of informal rule-of thumb knowledge. the use of intuitive knowledge.

C

Angelo is the manager of the finance department and he is on a management team with managers from the marketing and production departments. Angelo's management team is a(n) A. cross-cultural team. B. formal group. C. cross-functional team. D. interest group. E. top management group.

C

If a manager designs the organizational hierarchy based on the characteristics of the organizational environment, he is acting in accordance with _____ theory. equity Fayol's contingency queuing chaos

C

In the context of management, rules refer to a reporting relationship in which an employee receives orders from only one superior. the ability of an individual to act on his own accord without direction from a superior. formal written instructions that specify actions to be taken under different circumstances. the performance gains that result when individuals and departments coordinate their actions. the methodical arrangement of positions to provide the organization with the greatest benefit.

C

Joey has worked in a bicycle factory for several months. The assembly process requires multiple tasks, and over the months Joe's supervisor has assigned him to several different jobs throughout the production line. His most recent assignment is applying the custom paint and adding the decals. Adding the decals requires perfection, and Joe does it quickly and always performs the task well, so his supervisor will keep him in this position. This is an example of standard operating procedures. time-and-motion study. job specialization. the human relations movement. job rotation.

C

Mary Parker Follett's primary criticism of Taylor's system of scientific management was that Taylor proposed that managers should involve workers in analyzing their jobs to identify better ways to perform tasks. Taylor did not use scientific techniques like time-and-motion studies to analyze workers' jobs. Taylor was ignoring the human side of the organization and did not allow workers to exercise initiative and contribute to the organization. Taylor advocated that workers, rather than managers, should be in control of the work process itself. Taylor said that managers should behave as coaches and facilitators—not as monitors and supervisors.

C

Midwest Woodworking is a small business run by skilled workers who produce customized and hand-manufactured furniture. _____ production is an example of the products they create. Mass Flow Crafts Series Mechanized

C

Paula started a new bakery business. Because she must meet specific requirements from the state health department, Paula has decided to use a mechanistic structure for management. Which of the following supports Paula's choice to organize and control the business with a mechanistic structure? The organization uses the structure only when needed—when the organizational environment is unstable. A mechanistic structure requires more managerial time, money, and effort than an organic structure. Employees are closely supervised and follow well-defined rules and standard operating procedures. Authority is decentralized to middle and first-line managers to encourage them to take responsibility. Here, managers can react more quickly to a changing environment than can managers in an organic structure.

C

Smart Lites is a company that manufactures lighting products for industrial businesses. The managers at Smart Lites want to increase the quality of their products. They should opt for _____, a branch of management science that provides tools to analyze the company's input, conversion, and output activities. quantitative management operations management total quality management management information systems scientific management

C

The line of authority in an organization is the concentration of authority at the top of the managerial hierarchy. the singleness of purpose that makes possible the creation of one plan of action. the chain of command extending from the top to the bottom of an organization. the shared feelings of comradeship, enthusiasm, and devotion to a common cause. a reporting relationship in which an employee receives orders from only one superior.

C

Which of the following explains why Apple operates with an organic structure? Authority is centralized at the top of the managerial hierarchy. Tasks and roles are clearly specified. Management is able to stay abreast of technological developments and changing competitive conditions. Subordinates are closely supervised. The emphasis is on strict discipline and order.

C

Which of the following is a characteristic of first-line managers? A. They are responsible for finding the best way to organize human resources and other organizational assets. B. They evaluate whether the organization's goals are appropriate. C. They are responsible for daily supervision of the nonmanagerial employees. D. They instruct top managers on the suitability of organizational goals. E. They develop and fine-tune the skills and know-how of middle managers.

C

Which of the following is true of norms? They are mandatory instructions that must be followed by all employees of a company. They are written instructions about desired behavior in the workplace. They are informal codes of conduct among employees in a particular company. They give detailed instructions about how to perform a certain aspect of a task. They specify actions to be taken under different circumstances to achieve specific company goals.

C

____ is the aspect of management theory that uses mathematical techniques such as modeling and simulation to help managers make better decisions. Behavioral management Contingency management Quantitative management Administrative management The human relations movement

C

____ refers to the concentration of authority at the top of the organizational chart instead of being distributed throughout the managerial hierarchy. Unity of direction Synergy Centralization Unity of command Entropy

C

_____ refers to the concentration of authority at the top of the organizational chart instead of being distributed throughout the managerial hierarchy. Unity of direction Synergy Centralization Unity of command Entropy

C

_______ is the power to hold workers accountable for their actions and to make decisions about the use of organizational resources. Initiative Synergy Authority Esprit de corps Entropy

C

Carol works for a printing business that offers several services, including printing and copying, bookbinding, and graphic design. The business has a single, comprehensive long-term plan that leads every department. The business is following Fayol's principle of order. line of authority. unity of command. unity of direction. centralization.

D

Marcia works at a warehouse and her job involves maintaining an accurate inventory and accurate data for financial statements. Today she received a document from her manager with specific instructions to perform her job tasks. This is an example of: norms. rules. discipline. standard operating procedures (SOPs). behavioral management.

D

The human relations movement advocates that managers use punishments as a tool to elicit cooperation from employees. the level of work-group performance be controlled by workers. employees be monitored outside the workplace. supervisors be behaviorally trained to manage subordinates. supervisors make all the important decisions concerning the company.

D

Which of the following is true of scientific management? It resulted in jobs that were usually nonrepetitive. It brought all workers more gain than hardship. It revealed the maximum efficiency of work systems. It resulted in job dissatisfaction for many workers. It resulted in increased trust between managers and workers.

D

Which of the following practices was advocated by Mary Parker Follett? Workers should not be allowed to participate in the work development process. Authority should go with hierarchical positions rather than knowledge. Managers should behave as monitors and supervisors. Workers should be allowed to exercise initiative in their everyday work lives. Members of each department should stick to their own department; cross-functioning should be discouraged.

D

____ gives managers the right to direct and control their subordinates' behavior to accomplish organizational goals. Entropy Synergy Esprit de corps Authority Equity

D

____ is the creation of a new vision for a struggling company using a new approach to planning and organizing to make better use of a company's resources and allow it to survive and eventually prosper. A. Total quality management B. Innovation C. Crisis management D. Turnaround management E. Restructuring

D

_____ is (are) known for refining Taylor's analysis of work movements. Henri Fayol Adam Smith Max Weber Frank and Lillian Gilbreth Mary Parker Follett

D

Chris has a job as a sales representative for a pharmaceutical company. The company offers both quarterly and annual bonuses based on performance. The company also has a profit-sharing plan for its employees. This organization follows Fayol's principle of equity. subordination of individual interests to the common interest. initiative. esprit de corps. remuneration of personnel.

E

During which stage of group development do close ties between group members develop? A. storming B. adjourning C. performing D. forming E. norming

E

Henry Fayol believed that in order to increase the efficiency of the management process, it is essential that authority should be concentrated at the top of the chain of command. managers should discourage creativity in employees so that they stay focused on their jobs. there should be a greater number of levels in a managerial hierarchy. managers should not have the right to give orders to employees; they should only give polite instructions. all organizational members are entitled to be treated with justice and respect.

E

In an interview with a television channel, the Public Relations manager of KP Oil explained what his company intended to do to tackle the threat to marine life caused by an oil spill in the Pacific Ocean. The oil spill was caused by a tanker ship accident carrying crude oil for the company. According to Mintzberg, the PR manager of KP Oil is playing the role of a A. liaison. B. figurehead. C. leader. D. disseminator. E. spokesperson.

E

Mayfair Mobile's external environment is changing rapidly, and it responds by decentralizing decisions to lower-level managers so that the organization can react faster. Which of the following types of organizational structure allows this? a mechanistic structure a formal structure a bureaucratic structure an organizational structure an organic structure

E

The idea that employees who stay with the organization for many years develop skills on the job which can help the organization to become more efficient is consistent with Fayol's principle of unity of command. unity of direction. order. discipline. stability of tenure.

E

Which of the following statements indicates that Megabytes Inc. has implemented an organic structure? At Megabytes, employees are discouraged from taking up more responsibilities. At Megabytes, forming of cross-departmental or functional teams is discouraged. At Megabytes, employees are closely supervised and follow well-defined rules. At Megabytes, emphasis is placed on strict discipline and order. At Megabytes, authority is decentralized to middle and first-line managers.

E

Employees at Southwest Airlines have highly flexible job descriptions that enable them to chip in and help where needed. Employees are encouraged to help solve problems where they see them. Thus, it's not uncommon to see a Southwest manager helping move passenger luggage into aircraft or check in passengers at a gate. This is an example of:

Theory

Large companies like General Electric face challenges in maintaining a competitive edge with innovation because they must manage different industries across the globe. new products or offerings must be approved by layers of formal bureaucracy, which slows down the process. the business is too diverse. market dynamics. the risk in economic markets.

new products or offerings must be approved by layers of formal bureaucracy, which slows down the process

A manufacturing company recently developed a new vision and radical new strategies to reduce the number of products sold in order to reduce costs. The company utilized ________ by developing the new vision and strategies. A. turnaround management B. crisis management C. total quality management D. stratification E. restructuring

A

According to Mintzberg's typology, a manager who commits organizational resources to develop innovative goods and services is a(n) A. entrepreneur. B. negotiator. C. figurehead. D. liaison. E. disseminator.

A

Core competency is A. the specific set of departmental skills, knowledge, and experience that allows one organization to outperform another. B. the planning, organizing, leading, and controlling of human and other resources to achieve organizational goals efficiently and effectively. C. a measure of how efficiently and effectively a manager uses resources to satisfy customers and achieve organizational goals. D. a measure of the appropriateness of the goals an organization is pursuing and the degree to which the organization achieves those goals. E. the ability to analyze and diagnose a situation and to distinguish between cause and effect.

A

The outcome of the control process is the ability to A. measure performance accurately and regulate organizational efficiency and effectiveness. B. formulate effective business strategies and plan the allocation of resources. C. attract customers by producing goods and services more cheaply than any competitor. D. motivate employees to perform at a high level. E. decide what organizational goals to pursue.

A

_____ is the set of behaviors and tasks that a member of a group is expected to perform because of his or her position in the group. A group role Virtual teamwork Synergy Groupthink A group norm

A

The members of a cross-functional team have an informal agreement that whenever a team member goes out of town on business, that team member will leave a phone number where he or she can be reached by the other members of the team. This arrangement is known as A. a virtual norm. B. a group norm. C. a virtual role. D. a group role. E. a group law.

B

Following an oil spill in the Gulf of Mexico, the CEO of an American petroleum company took the responsibility for correcting the environmental damages caused by his company. According to Mintzberg's typology, in doing so, he is performing the role of a A. liaison. B. disturbance handler. C. monitor. D. disseminator E. figurehead.

B

Following an oil spill in the Gulf of Mexico, the CEO of an American petroleum company took the responsibility for correcting the environmental damages caused by his company. According to Mintzberg's typology, in doing so, he is performing the role of a A. liaison. B. disturbance handler. C. monitor. D. disseminator. E. figurehead.

B

Jack Sprouts Inc. is a company based in Riverdale that markets canned vegetables. In recent years, Jack Sprouts' business has declined considerably owing to a weak focus on quality. Holding the managers responsible for the declining sales figures, the CEO of Jack Sprouts decided to lay off those who lacked effectiveness and were inefficient. Who among the following is most likely to be laid off by Jack Sprouts' CEO? A. Elise, who is ambitious and favors directional planning B. Kerry, who spends lavishly on resources and is averse to taking responsibilities C. Juan, who chooses appropriate goals to pursue but does not always succeed due to resource constraints D. Margo, who sets high targets for herself and her team, and makes the best use of available resources to meet them E. Andy, who plans carefully and only chooses realistic goals to pursue

B

A group of telephone operators in a telecommunications company who report to the same supervisor are part of a(n) A. research and development team. B. informal group. C. command group. D. interest group. E. control group.

C

A small group of marketers from different departments of an organization get together for lunch every Friday so they can discuss various topics. This is an example of A. a control group. B. a virtual team. C. an informal group. D. a command group. E. a self-managed work team.

C

Apple Computer's Supplier Responsibility Progress Report describes the extensive measures it takes throughout its global supply chain to ensure A. detail and quality in production. B. increases in production. C. that workers are treated fairly. D. that their use of resources is efficient. E. that management goals are appropriate.

C

Due to declining global sales, Makeown Ventures Inc. announced that it would lay off 12 percent of its existing workforce over the next few months. This is an example of A. task assessment. B. insourcing. C. restructuring. D. outsourcing. E. empowerment.

C

In order to take advantage of the potential for synergy, managers should A. create groups where the members have identical personalities. B. be strongly directive with the group. C. appoint members with complementary skills and knowledge. D. avoid empowerment. E. reward individual performances instead of the group as a whole.

C

In which of the following managerial tasks do managers select appropriate goals for the organization? A. organizing B. leading C. planning D. controlling E. restructuring

C

Managers need to empower self-managed teams, provide sufficient autonomy to them, and ensure that its members are motivated in the _____ stage of group development. A. forming B. adjourning C. performing D. storming E. norming

C

MaryAnn supervises 15 people in her department. She recently met with her superiors to discuss her performance as a supervisor. Getting this feedback will help her develop her _______ skills. A. job-specific B. conceptual C. human D. technical E. departmental

C

Members of research and development teams are required to come up with better or innovative products for their organization. In order to do so, the members in a team need to constantly interact and share information with each other and need to be highly coordinated in order to be most effective. From these observations, it can be concluded that _____ exists within a research and development team. A. pooled task interdependence B. total task independence C. reciprocal task interdependence D. sequential task interdependence E. no task dependence

C

Most members of a group follow ______, which are shared guidelines or rules of behavior. A. groupshifts B. person specifications C. group norms D. labor divisions E. group roles

C

Norman recently joined a team of technicians who work face-to-face. The team members have the expertise and experience needed to develop new products. Norman joined a(n) A. top-management team. B. informal team. C. research and development team. D. interest group. E. virtual team.

C

Shannon's manager is evaluating how well she uses available resources to satisfy customers and whether she is accomplishing organizational goals. This is an example of A. organizational input. B. diversification. C. organizational performance. D. product development. E. differentiation.

C

The PRP Company manufactures plastic components. The company has a low level of efficiency and low level of effectiveness, which means it is most likely to produce a A. product that customers want, but that is too expensive for them to buy. B. product that customers want at a quality and price they can afford. C. low-quality product that customers do not want. D. high-quality product that customers do not want. E. high-quality product that the company makes a profit on.

C

The higher the cohesiveness of a group, the higher the _____ in the group. A. level of deviance B. level of social loafing C. level of participation D. level of individualism E. emphasis on individual goals

C

The manager of a sales group has presented the weekly target on the number of sales her group must achieve. For this particular target to be achieved, she decides to reward the members of her group solely based on the number of sales each member makes. The type of task dependency that will exist in this case is _____ task interdependence. sequential ordered pooled simultaneous reciprocal

C

Abby, the CEO of Little Angel Photography, reviews the performance of her company over the last quarter to determine whether they are meeting the planned sales and profitability goals. In this instance, which managerial task is she performing? A. planning B. organizing C. delegating D. controlling E. structuring

D

Bob was recently promoted to the position of manager of the engineering division in his company because of his knowledge and his ability to perform all the functions required in his field. In this instance, Bob was promoted because of his _____ skills. A. conceptual B. planning C. human D. technical E. leading

D

Clinton's manager appointed him leader of a marketing group because Clinton emerged naturally as a team leader in a previous assignment. Clinton is now referred to as a(n) _____ leader. A. charismatic B. recognized C. traditional D. formal E. informal

D

For a self-managed team to be most effective, a manager must A. solve all the problems for the team as they arise. B. provide close supervision for all the team activities. C. choose members for the team solely on the basis of their educational qualifications. D. provide training in the required fields to all the team members. E. give team members limited autonomy and responsibility for their tasks.

D

JME Manufacturing put together a group of employees from marketing, engineering, manufacturing, and quality control to come up with a new product idea. This is an example of a(n) _____ group. A. informal B. friendship C. advocacy D. cross-functional E. top-management

D

Judy is a new member of her organization's research and development team. The weekly appraisal indicated that her output had dropped significantly when compared to her output when she worked individually. Judy's behavior exemplifies A. synergy. B. group conformity. C. cohesion. D. social loafing. E. task interdependency.

D

Middle managers are responsible for A. the daily supervision of the nonmanagerial employees. B. fine-tuning and developing the skills of top managers. C. establishing the organization's goals and visions. D. finding the best way to use resources to achieve organizational goals. E. creating the top-management team.

D

When developing groups, it is highly unlikely that the members of a group will come to common understandings immediately. There will almost always be disagreements and a conflict of ideas. This stage of group development is called A. forming. B. norming. C. performing. D. storming. E. adjourning.

D

Which of the following is a consequence of group cohesiveness? A. effectively managed diversity B. group identity and healthy competition C. group size D. level of conformity to group norms E. success

D

Which of the following is an element of planning? A. encouraging all employees to perform at a high level to help the organization achieve its vision and goals B. using power, personality, and communication skills to coordinate the activities of people and groups C. establishing alliances between different organizations to share resources and produce new goods and services D. deciding which goals the organization will pursue and what strategies will achieve those goals E. organizing people into departments according to the kinds of job-specific tasks they perform

D

Which of the following statements is true about group tasks? A. Assembly lines and mass-production processes are characterized by pooled task interdependence. B. With sequential interdependence, it is easy to identify individual performance. C. For groups with pooled interdependence, managers are often advised to reward group members for group performance. D. For groups with pooled interdependence, managers should determine the appropriate group size primarily from the amount of work to be accomplished. E. Pooled task interdependence exists when group members must perform specific tasks in a predetermined order.

D

An assembly line is an arrangement of workers, machines, and equipment in which the product being assembled passes consecutively from one process to another in a particular order until completed. From this definition of an assembly line, it can be inferred that an assembly line group exemplifies A. pooled task interdependence. B. a virtual team format. C. a top-management team format. D. reciprocal task interdependence. E. sequential task interdependence.

E

Daniel, a manager at Joe's Fish Shack, monitors the performance of workers in his department to check if the quality of their work is meeting the performance standards of the company. In doing so, which managerial task is Daniel performing? A. planning B. staffing C. organizing D. structuring E. controlling

E

During which stage of group development does group camaraderie begin to emerge? A. forming B. adjourning C. performing D. storming E. norming

E

Managers often form and maintain _____ to make sure important issues continue to be addressed. A. top-management teams B. command groups C. virtual groups D. self-managed work teams E. standing committees

E

SkyGen, an airlines company, appointed an engineer to be the link between the company's R&D department and the government contractor who is sponsoring the designing and prototyping of a new fighter airplane. According to Mintzberg, the engineer appointed by SkyGen to be the link between the company's R&D department and the government contractor is playing the role of a A. monitor. B. leader. C. figurehead. D. resource allocator. E. liaison.

E

Which of the following is a primary concern of top managers? A. supervising nonmanagerial employees B. training, motivating, and rewarding salespeople C. developing and fine-tuning employee skills D. supervising first-line managers E. deciding which goods a company should produce

E

Which of the following is true of top managers? A. They are often called supervisors. B. They are responsible for daily supervision of the nonmanagerial employees. C. They spend more time leading and controlling than planning and organizing. D. They do not establish organizational goals. E. They have cross-departmental responsibility.

E

Which of the following statements is true about a command group? A. A command group is an example of an informal group. B. A command group is composed of employees who enjoy one another's company and socialize with one another. C. A group of interns who work in a hospital and have lunch together twice a week constitute a command group. D. A command group is composed of the CEO, the president, and the heads of the most important departments. E. Subordinates who report to the same supervisor compose a command group.

E

___ task interdependence exists when the work of each group member is completely dependent on the work performed by the other group members. A. Total B. Pooled C. Sequential D. Serial E. Reciprocal

E

____ are informal groups composed of employees who enjoy one another's company and socialize with one another. Command groups Virtual teams Interest groups Task forces Friendship groups

E

____ are work groups that are empowered to assume responsibility and autonomy to complete identifiable pieces of work for an organization. A. Informal groups B. Interest groups C. Command groups D. Top-management teams E. Self-managed work teams

E