Exam 2 Management 301 Study Guide

A manager has to resolve a serious disagreement between two of her sales staff, one of whom accuses the other of "stealing" his clients. ________ would be the best way for the manager to expedite the resolution of this dispute. A: Face to face meetings B: E-mail correspondence C: Formal letters D: Telephone conversations

A

A manager in the promotion department of a record company would find it most difficult to use ________ for coordination and integration to implement concert cancellations due to weather, travel problems for the band, or any number of other unpredictable factors. A: rules B: liaisons C: goals D: values

A

According to equity theory, if the ratio of an employee's outcomes to his/her inputs is equal to the ratio of another employee's outcomes to inputs then the employee is motivated to ________. A: do nothing B: persuade management to increase his outcomes C: change the referent D: reevaluate the other employee's inputs

A

BC Enterprises plans to assign the duty of reviewing its quarterly budget to six of its employees. These employees will be members of a ________. A: committee B: task force C: work group D: command group

A

To be a successful leader requires you to be able to get things done through others. According the J. Sterling Livingston, it's people with a high _________ who tend to make the most effective leaders. A: N-Power B: N-Affiliation C: N-Belonging D: N-Results

A

Which of the following is a potential cognitive consequence of diversity within groups? A: amount and quality of new ideas B: identification with the group C: increased frequency of communication outside the group D: conflict within the group

A

Network Structure

A collection of independent, mostly single-function firms that collaborate on a good or service

Command Committee

A formal group of individuals who meet regularly under the guidance of their supervisor to discuss organizational related matters

Committee

A formal group of people selected or appointed to perform a function for the organization; usually defined in the organization's bylaws

Task Force

A group of experts selected or appointed to solve a specific problem, or to accomplish a specific objective; disbands after the task has been completed

Blue Ribbon Task Force

A high-level group of exceptionally qualified and experienced people appointed to investigate, study, or analyze a given question (ex: former CEOs of Fortune 500 Companies, former University Presidents, former presidents of countries)

Authority-Responsibility

A manager has the right and obligation to make decision, use resources, but he/she must report and justify outcomes to those above

Informing

A team strategy that entails making decisions with the team and then forming outsiders of its intentions

Parading

A team strategy that entails simultaneously emphasizing internal team building and achieving external visibility

Probing

A team strategy that requires team members to interact frequently with outsiders, diagnose their needs, and experiment with solutions

Chief Executive Officer (CEO)

Accountable to board and/or president

Who said 'structure follows strategy'?

Alfred D. Chandler (1962)

Matrix Structure

An organization composed of dual reporting relationships in which some managers report to 2 supervisors; a functional manager and a divisional manager

Punishment

Applying adverse consequences

Positive Reinforcement

Applying valued consequences

Distributive Justice

Are the benefits distributed equitably?

Differentiation

Aspect of organization's internal environment created by job specialization and division of labor

Sequential

Auto-assembly line

9. ________ may use selection criteria regarded as discriminatory, but do not constitute employment discrimination because they have a direct and material impact on job performance and outcomes. A: Graphic rating scales B: Bona fide occupational qualifications C: Behaviorally anchored ratings scales D: Cross-functional job rotations

B

A hiring and training program intended to correct past inequalities for certain categories of people based on gender, race and ethnicity, age, or religion is known as a(n) ________. A: redistributive justice system B: affirmative action program C: meritocracy D: retributive justice system

B

According to Frederick Herzberg's 2-Factor Theory of Motivation, when an employee has nodissatisfaction then ______ A: motivators are present B: hygiene factors are present C: motivators are absent D: hygiene factors are absent

B

Auto parts manufacturer JEG Inc. has a number of vacancies at lower management levels and wants to fill the positions from within the company itself rather than recruit externally. The company plans to e-mail the job specifications to all employees and post the jobs on the company Web site. Which of the following is a disadvantage of job posting? A: All employees do not have equal opportunities to apply for a job. B: Unqualified applicants will need explanations about why they did not get the job. C: Job postings prevent some qualified employees from having the opportunity to apply for a particular job. D: Unqualified employees can find out the qualifications they need to get a particular.

B

If this practice exam had lots of questions that were not covered in your text and lectures, and all your studying of these materials did not result in a good score, your motivation to study hard for the actual exam on Thursday would be low. Which process theory would best explain your decrease in motivation? A: Equity theory B: Expectancy Theory C: McClelland's Acquired Needs Theory D: Alderrfer ERG Theory

B

In which of the following organizations is decision-making authority pushed down to its lowest possible level? A: Centralized organizations B: Decentralized organizations C: integrated organizations D: informal organizations

B

The ________ principle or effect suggests that there is a clear and unbroken chain that links employees in the corporate hierarchy from the lowest level employee all the way to the CEO, and that communication must go through the each and every link in the chain otherwise problems may arise. A: Equity B: Scalar C: Unity of Command D: Span of control

B

This law suggests that in order to be optimally prepared for any foreseeable or unforeseeable issues, a firm must always strive to make sure that the diversity and complexity at all levels of its structures matches the diversity and complexity that exists in the external environment in which it operates. A: Law of Diminishing Returns to Scale (LDRS) B: Law of Requisite Variety (LRV) C: Law of Supply and Demand (LSD) D: Law of Span of Control (LSC)

B

Vijay Iyengar is a 25-year-old executive assistant who works for a 47-year-old manager named Rita Hayworth. Rita promises to help Vijay advance his career in the company if he will go on a weekend dates with her. This is an example of _________ sexual harassment. A: hostile environment B: quid pro quo C: reverse sexual (Rita is a woman) D: no (Rita did not ask for sex)

B

Which of the following is a feature of active listening? A: Listeners should focus on the style of the delivery rather than the content of the message. B: Listeners should focus on the message rather than style of delivery. C: Listeners should focus on being understood first, before seeking to understand. D: Listeners should do calisthenics while listening to be able to fully understand the content of the message.

B

Which of the following is a potential cause of task and process conflicts? A: Differences in values among team members. B: Scarcity of resources to accomplish the group's goals. C: Differences in interpersonal styles of individual members. D: Dissimilarities in the composition of membership of the group.

B

Which of the following is an observable attribute of diversity? A: Tenure B: Ethnicity C: Values D: Skills

B

________ is the extent to which various parts of organizations cooperate and interact. A: Differentiation B: Integration C: Formalization D: Decentralization

B

________ is the practice of taking a significant activity within the organization and contracting that activity out to an independent party. A: Insourcing B: Outsourcing C: Homeshoring D: Networking

B

Pooled

Banking; each area works independently

Amy has put together a team of eight employees to conduct a review of the company's safety practices. This function is new to most group members and nearly all of them have come up to Amy personally to clarify their doubts about how the group will function and what their responsibilities will be. What stage of group development is Amy's team in? A: Norming B: Performing C: Forming D: Storming

C

An invisible barrier that makes it difficult for certain groups, such as minorities and women, to move beyond a certain level in the organizational hierarchy is referred to as the _____. A: job limit B: entry barrier C: glass ceiling D: limit of their potential

C

Candace Cooper has come up with an idea for increasing sales in her organization. She speaks to her manager, Joe Sample, and shares her ideas with him. The type of communication exemplified in this scenario is __________ communication. A: downward B: horizontal C: upward D: vertical

C

One of the major weaknesses of the ________ structure is that it often inhibits coordination and communication among different regions. A: customer B: functional C: geographic D: product

C

Over time Juanita Rosario's team has developed a set of beliefs about how group members should act during meetings. These beliefs are group _____. A: values B: attitudes C: norms D: rules

C

This law states that behaviors that are followed by positive consequences are likely to be repeated. A: Adam's Law of Equity B: Skinner's Classical Conditioning Law C: Thorndike's Law of Effect D: Alderfer's ERG Law

C

To begin motivating an apathetic associate, a manager informally questions her about her satisfaction with her job's ability to provide safety, social interaction, self-respect, and opportunities for growth and self-actualization. What theory of motivation is this manager most likely trying to apply in working with the associate? A: Vroom's expectancy theory B: Herzberg's two-factor theory C: Maslow's hierarchy of needs D: McClelland's acquired needs theory

C

Which of the following characteristics is typically associated with a low-context culture? A: Only the nonverbal cues are considered to be very important. B: The rank of the receiver has a major influence on the message and the medium. C: The medium may be as important as the message itself. D: More and greater adjustments are made in messages.

C

Which of the following statements is true of networking? A: Even though networking is beneficial in the organizational context, it does not affect an individual's salary or career prospects. B: Women are traditionally known to be more successful and attuned to the art of networking than men. C: When managers are members of established networks, it is easier for them to influence the other people or groups involved in the networks. D: Network patterns of communication are unaffected by factors such as age, gender, or ethnicity of the individuals involved.

C

________ is defined as the process of transferring information, meaning, and understanding from sender to receiver. A: Management B: Planning C: Communication D: Programming

C

Hygiene Factors

Company policies, working conditions, pay, co-workers

J. Stacey Adams' Equity Theory

Comparing inputs vs. outcomes (equity = fairness)

Management Teams

Coordinate and provide direction to subordinates

Chung Soon Lee's company has a very diverse workforce. Managers are trained to see differences not as problems but as strengths that they can use to further the company's goals. For example, the advertising department always presents its new slogan ideas to a team of people from many different cultures to make sure that the slogans do not unintentionally offend anyone. Judging from this description, Chung's company is a(n) _____ organization. A: pluralistic B: assimilationist C: monolithic D: multicultural

D

Companies that advocate unity of command would be least likely to adopt which organizational structure? A: customer B: divisional C: functional D: matrix

D

The ________ specifies the number of employees reporting to a given supervisor. A: organizational chart B: unity of command C: lines of authority D: span of control

D

The relationship between performance and level of group cohesiveness is __________ A: directly proportional B: inversely proportional C: U-shaped D: inverted U-shaped

D

This is a system of beliefs based on personalized relationships and social networks of power that individuals cultivate with one another in Chinese culture. A: wasta B: ubuntu C: jeitinho D: guanxi

D

Which of the following defines a cross-functional team? A: a group of people who prepare for and respond to any emergency incident B: a self-organized semi-autonomous team whose members determine, plan, and manage their day-to-day activities and duties C: a team consisting of people from the same department formed to solve a problem within the department D: a work group composed of employees from different departments to work together on problem solving

D

Which of the following is the best method for generating lots of job candidates from outside an organization? A: Bulletin board posting B: Delphi technique C: Word of mouth D: Advertising

D

Which of the following statements is true about brainstorming? A: It is like the devil's advocate approach except that more than one opposing view is presented. B: It forces group members to "think outside the box" and look at new ways to analyze the problem. C: Each group involved in making a decision is assigned the responsibility of representing the opinions of its constituents. D: It is a frequently used mechanism to provide a maximum number of ideas in a short period of time.

D

Which of the statements is true of cultural barriers to communication? A: Culture cannot exist without communication, but human communication occurs outside a cultural context as well. B: The greater the cultural differences between sender and receiver, the greater the ease in communicating. C: The industry of an organization has no influence on its internal culture. D: The intended meaning of a message is more likely to be transferred if the sender and receiver share the same culture.

D

________ is the sum of the ways an organization divides its labor into distinct tasks and then coordinates them. A: Organization development B: Organizational design C: Operations management D: Organizational structure

D

Retributive Justice

Does the punishment fit the crime?

Unity of Command

Employees must have 1 and only 1 boss

Alderfer ERG

Existence, relatedness, growth

Organizations with wide (or large) spans of control will have _________ structures.

Flatter

Reciprocal

Hospital operating table

Peter Principle

In most organizations, people tend to be promoted to their level of incompetence

Gatekeepers

Informs group of important developments

Herzberg's 2 Factor Theory

Involving people's work motivation and satisfaction (motivators/hygiene factors)

Compensatory Justice

Is the compensation for the loss incurred or damage done fair?

V (Valence)

Is the reward I will get something I will value?

Procedural Justice

Is there a fair process in decision making?

Who said that "people with high N-Power tend to make the most effective leaders"?

J.S. Livingston (1971)

Asynchronous Technologies

Letters, email, fax, voicemail

Coordination

Link the various parts of the organization to achieve the organization's mission

Project and Development Teams

Long term projects, disband after

Board of Directors

Major decisions, governed by charter and bylaws

Transnational Teams

Multinational members across countries

Motivators

Nature of work, job responsibilities, growth opportunity

McClelland's Theory of Needs

Need for achievement, need for affiliation, need for power

Vroom's Expectancy Theory

People will behave based on perceived likelihood that their effort will lead to a certain outcome and on how highly they value that outcome

Synchronous Technologies

Phone, video conference

Virtual Teams

Physical dispersed and mostly communicate electronically

Maslow's Hierarchy of Needs

Physiological, safety, social, ego, self-actualization

Negative Reinforcement

Removing unwanted consequence (ex: remove from suspension)

Roles

Set of expectations for how different individuals should behave

Norms

Shared beliefs about how people should think and behave

Managing by Wandering Around (MBWA)

Southwest Airlines, CEO Kelleher goes around greeting employees; management must not hold a grudge if they receive negative information

Organizations with narrow (or small) spans of control will have ________ structures.

Taller

Work Teams

Teams that make or do things like manufacture, assemble, sell, or provide service

Parallel Teams

Temporary teams that operate separate from regular work

Chain of Command (Scalar Principle)

There is a chain that connects people up and down the organizational hierarchy; communication must go through everyone in the chain.

Span of Control

There's a finite number of people a manager can supervise effectively. In the classical principles that number is (5 - 7). Graicunas showed that the number of relationships increases exponentially according to the formula: r = n(2^(n-1) + n − 1)

Integration

These differentiated units are put back together so that work is coordinated into an overall product

Psychological Contract

What employees owe employers and what employers owe employees

Delegation-Accountability

When transferring authority and responsibility to subordinates, the accountability remains with the 'delegator'

E --> P (Expectancy)

Will my effort lead to performance?

P --> O (Instrumentality)

Will the performance lead to the reward?

Extinction

Withdrawing/failing to provide a reinforcing consequence

Hackman and Oldham

skill variety, task identity, task significance, autonomy, feedback, growth