MGMT 371 Test 2

Which piece of legislation first established the U.S. federal minimum wage? Social Security Act Fair Labor Standards Act of 1938 Age Discrimination in Employment Act (ADEA) Civil Rights Act Occupational Safety and Health Act

Fair Labor Standards Act of 1938 Passage of the Fair Labor Standards Act of 1938 established minimum living standards for workers engaged in interstate commerce, including provision of a federal minimum wage

________ control is an approach to organizational control that is characterized by rules, regulations, and formal authority. Relational Market Bureaucratic Functional Decentralized

Bureaucratic Bureaucratic control is an apporach to organizational control that is characterized by the use of rules, regulations, and formal authority to guide performance.

Which of the following is an example of a proactive change? Ciara explores improvements in bonus structures with her staff and begins to implement them despite the fact that her employees are generally content. Ciara's staff is unhappy about the long hours they have been working and several of them quit before she knows there is a problem. Ciara cannot get permission to hire another person until her group misses several deadlines. Ciara's group sent a product that was nearing its launch date back to the drawing board based on a competitor's superior new offering. Ciara is constantly "putting out fires," responding to daily crises in her group.

Ciara explores improvements in bonus structures with her staff and begins to implement them despite the fact that her employees are generally content. When managers talk about "putting out fires," they are talking about reactive change, making changes in response to problems or opportunities as they arise. Proactive change or planned change involves making carefully thought-out changes in anticipation of possible or expected problems or opportunities as is the case with Ciara's exploration of improvements in bonus structure.

Proctor and Gamble modified Tide detergent to make it work better on stains. What is this called? Radical innovation Transformational improvement Core innovation Reference innovation Competitive change

Core innovation Core innovation -- optimizing of products or services for existing customers.

________ includes activities for educating managers in the skills they need to do their jobs in the future. Training Performance appraisal Job analysis Human resource management Development

Development develop refers to educating professionals and managers in the skills they need to do their jobs in the future. All levels of employees need to be continually educated in how to do their jobs better not just today but also tomorrow

Which of the following may be done as corrective action in the control process? Compare performance to standards. Align processes with goals. Renew standards. Establish standards. Evaluate performance and take action.

Evaluate performance and take action In the corrective action step, when performance falls short of the standard, managers should examine the reasons why and take appropriate action. Sometimes it may turn out the standards themselves were unrealistic, owing to changing conditions, in which case the standards need to be altered.

________ is a performance review system in which all employees are ranked against one another and grades are distributed along some sort of bell curve. Forced ranking Standard curve Unit grading Normal distribution 360-degree assessment

Forced ranking in forced ranking performance review systems, all employees within a business unit are ranked against one another and grades are distributed along some sort of bell curve

Mallory has been managing her department the same way for 14 years with mixed results. A new director enters the company and tells her she needs to update her management style and her work routines. As a result, she gets angry and tells the director that she knows best how to run her department. Mallory's response could be characterized as ________. Resistance to change Radical innovation OD intervention Change promotion Benchmarking

Resistance to change Resistance to change is an emotional/behavioral response to real or imagined threats to an established work routine. Resistance can be as subtle as passive resignation and as overt as deliberate sabotage.

Conan, the district manager for Newk's, told store managers in Oxford that he needs their sales objectives for next year. A new manager, Valeria says that, "Our goal is to sell $500,000 in food next year." Conan later told Valeria that "Let me know how exactly how much of each type of food you plan on selling." Conan's request for a specific answer is an example of a ________. simplistic goal target date SMART goal general objective focal point

SMART goal Whenever possible, goals should be measurable, or quantifiable. Some goals such as those concerned with improving quality, are not precisely quantifiable. In that case, something on the order of "Improve the quality of customer relations by instituting 10 follow-up telephone calls every week" will do. You can certainly quantify how many follow-up phone calls were made.

The Equal Employment Opportunity Commission was established by the ________ Act. Occupational Safety and Health Title VII of the Civil Rights Wagner Social Security Equal Pay

Title VII of the Civil Rights The effort to reduce discrimination in employment based on racial, ethnic, and religious bigotry and gender stereotypes began with Title VII of the Civil Rights Act of 1964. This established the Equal Employment Opportunity (EEO) Commission, which enforces antidiscrimination laws.

Jeffrey, a sales associate in the furniture department reports to both, Jamey, the furniture department manager, and Ty, the chemicals department manager. All 3 are brought together for a cross-functional team to figure out how to create a chemical solution that can safely and effectively clean furniture. This is an example of _______ a matrix organization structure a horizontal organization structure a product division organized around similar products multi-unitary command structure a functional organizational structure

a matrix organizational structure a matrix structure an organization combines functional and divisional chains of command in a grid so that there are 2 command structures--vertical and horizontal. (see figure 8.9 on page 248)

Culture is ________. continual focus on efficiency, cost cutting, and outsourcing the dress requirement of an organization a formal system of task and reporting systems internal focus and values innovation and creativity a set of shared assumptions and values held by a group of people

a set of shared assumptions and values held by a group of people culture is a set of shared assumptions and values held by a group of people

Personal Cat Products recently introduced kitten mittens, which are socks for cats. Charlie, director of new product development, has just reviewed the dismal first quarter results. He is confused by the results because his team did thorough market research about the product's acceptance by consumers before they introduced it to the market. Even though this innovative product was not successful, he wants to keep his team open to innovation. To do this, Charlie should ________. acknowledge the team for their effort demote the team leader step down as director ignore the product failure fire and replace the team lead as an example to others

acknowledge the team for their efforts Managers should reward experimentation and support a culture that celebrates failure to encourage innovation.

Patricia, the manager of Prime Health Club, was telling her new trainer that "I have many decisions to make in a day, and as the club manager, during the course of a week, I have to give orders to most of the 35 employees. Then there is my budget and the club resources, which I oversee." Patricia's right to make decisions, give orders, and utilize resources is known as ________. responsibility work specialization authority delegation power

authority Authority refers to the rights inherent in a managerial position to make decisions, give orders, and utilize resources.

James needs to review a financial statement for his organization in order to plan for the upcoming year. He wants to get an idea of the organization's current financial worth. Specifically, James needs to know how much inventory was on hand and how much equipment the organization owned. In order to obtain the correct information, which financial statement should James review? expense budget balance sheet income statement ratio analysis capital expenditures budget

balance sheet the balance sheet provides a picture of an organization's financial worth for a specific point in time. It summarizes an organization's overall financial worth--that is, assets and liabilities--at a specific point in time.

Ben and Jerry, owners of Books and Stuff, Inc., do not have formal policies about dress code or standard operating procedures because they want their company to feel like a family that is enjoyable to work for. Ben and Jerry think that if they treat employees like family, the company will do well and grow. These beliefs represent the core values of their organization's culture, and are known as ________. a code of ethics rites and rituals observable artifacts basic assumptions family codes

basic assumptions Basic assumptions, which are not observable, represent the core values of an organization's culture. They are those that are taken for granted and, as a result, are difficult to change.

Joy manages Highlands Inn. One thing her employees are evaluated on is their contribution to continuous improvement. She notices she has received the same suggestion for continuous improvement from an employee multiple times because their performance in this area is evaluated on the number of suggestions only. This problem is typical of ________ control. bureaucratic market functional autocratic decentralized

bureaucratic Bureaucratic control may not be effective if people are looking for ways to stay out of trouble by simply following the rules, or if they try to beat the system by manipulating performance reports, or if they try to actively resist bureaucratic constraints.

MBO works by objectives moving through the organization; that is, top managers set general organizational objectives, which are translated into divisional objectives, which are translated into departmental objectives. The hierarchy ends in individual objectives set by each employee. This is an example of MBO working as objectives ________ through the organization. cascade down become less refined and more generalized change significantly move outward into the community move upward

cascade down MBO works by cascading objectives down through the organization; that is, objectives are structured in a unified hierarchy, becoming more specific at lower levels of the organization.

One of her customers asked Astrid if her company wanted to join the country club to meet potential customers. Astrid thinks this is a good idea, so she asked her manager, Walter, about it. Walter told Astrid that "Because the membership is over $1,000, I will have to get approval from upper management." This is an example of how organizations with a ________ make decisions. unity of command decentralized authority work specialization line managers centralized authority

centralized authority

Important decisions made only by the top management team is focused power higher-management influence decentralized authority centralized authority upper authority

centralized authority centralized authority, important decisions are made by higher-level managers. pg. 244

The planning/control cycle has two control steps: (1) control the direction by comparing results with the plan and (2) control the direction by taking corrective action in two ways—namely by ________. receiving feedback, and, if needed, making new plans researching ways to plan better and increasing profits correcting deviations in the plan being carried out or improving future plans increasing organization synergy and diversity improving future plans, and, if needed, cutting costs

correcting deviations in the plan being carried out or improving future plans The planning/control cycle has two control steps: (1) control the direction by comparing results with the plan and (2) control the direction by taking corrective action in two ways—namely by correcting deviations in the plan being carried out or by improving future plans.

Which of the following areas of control for organizations exerts informal control? competitive human resources structural informational cultural

cultural The cultural area is an informal method of control. It influences the work process and levels of performance through the set of norms that develop as a result of the values and beliefs that constitute an organization's culture.

Illinois Tool Works has over 400 departments, which makes everything from welding equipment to nails to plastic rings. Each department has its own manager who runs it as if it were his own business--so long as it is outperforming everyone else in the particular market. This approach allows for increased employee commitment to their department and forces workers to take responsibility for the performance. Illinois Tool Works structure is best described as ______ decentralized employee-driven market matrix bureaucratic

decentralized decentralized control is an approach to organizational control that is characterized by informal and organic structural arrangements. This form of control aims to get increased employee commitment, using the corporate culture, group norms, and workers taking responsibility for their performance.

John works with his boss, Steve, to jointly set objectives for John's sales goals and develop an actionable plan for John to achieve these goals. They met each quarter to review John's performance and afterwards Steve appraises the performance and rewards John according to his performance. This situation is an example of ____________ developing a sustainable competitive advantage encouraging new ideas increasing organization diversity developing MBO provide direction and momentum

developing MBO MBO (management by objectives) is a four-step process in which (1) managers and employees jointly set objectives for the employee, (2) managers develop action plans, (3) managers and employees periodically review the employee's performances, and (4) the manager makes a performance appraisal and rewards the employee according to results.

ThroneMart's organizational structure puts people with similar customers together in formal groups, such as employees with customers interested in home goods, pershible goods, clothing, and pet supplies. This is an example of a ________. functional structure customer structure matrix structure divisional structure geographic structure

divisional structure in a divisional structure, people with diverse occupational specialties are put together in formal groups by similar products or services, customer or clients, or geographic regions

The top management team of GargleTech are meeting for the week to examine long-term company goals and overall direction of the organization. As part of the initial discussion, the CEO expresses her concern over the economy. She also tells her managers to look closely at the external environment and to think about the future prior to making before making decisions. In this meeting, top managers of GargleTech are ________. doing strategic planning producing their code of ethics writing a belief statement doing management pledging developing their goals pact

doing strategic planning According to Figure 5.3, strategic planning includes long-term decisions about the overall direction of an organization. Managers need to pay attention to the environment outside the organization, be future oriented, and deal with uncertain and highly competitive conditions.

Kotter proposed which of the following for organization change? ten reasons employees resist change a three stage model: unfreezing, changing, and refreezing a three-step model: diagnosis, intervention, and evaluation eight steps for leading organizational change three types of innovation: adaptive, innovative, and radically innovative

eight steps for leading organizational change Kotter believes that to be successful, organizational change needs to follow eight steps to avoid the eight common errors senior management usually commits.

Which of the following is the most effective source of new employees? unions college recruiters employee referrals private employment agencies newspaper ads

employee referrals In general, the most effective sources are employee referrals because, to protect their own reputations, employees are fairly careful about whom they recommend, and they know the qualifications of both the job and the prospective employee.

Which of the following is the factor that most reduces an organization's ability to learn from failure? employees who blame others for failure. employees with a high tolerance for ambiguity. employees who like to experiment with multiple solutions. employees who embrace a learning culture. employees with a strong desire to acquire personal wealth.

employees who blame others for failure One factor that reduces an organization's ability to learn from failure is employees that blame failures on a person when the causes are internal processes, external events, or even themselves.

Eddie and Jimmy, the founders of a coffee and tea empire, actively collaborate with departments different from their own in order to develop a company culture that gives responsibility to employees and encouraged innovation. This collaboration is an example of ________. focused values espoused values enacted values a diverse perspective analytics

enacted values Enacted values, which represent the values and norms actually exhibited in the organization.

The balanced scorecard does not include which of the following perspectives? external processes innovation and learning financial customer internal business

external processes The balanced scorecard establishes (a) goals and (b) performance measures according to four "perspectives" or areas: financial, customer, internal business, and innovation and learning.

When it comes to failure in the innovation process, Procter & Gamble CEO A. G. Lafley suggests that the key is to ________. fail early, fail cheaply, and don't make the same mistake twice look for innovation in small increments, so that failure risks are small develop a tolerance for ambiguity so that failure does not personally upset you avoid it by almost any means necessary, since it will irreparably harm your reputation work within a competent team so that blame is spread around among strong players

fail early, fail cheaply, and don't make the same mistake twice "You learn more from failure than you do from success," says A. G. Lafley, "but the key is to fail early, fail cheaply, and don't make the same mistake twice." Lafley, who doubled sales and quadrupled profits for P&G, admits to having had "my fair share of failure. But you have to get past the disappointment and blame and really understand what happened and why it happened."

Sometimes culture can be strong enough to take the place of an organization's ________. performance standards code of ethics business plan mission statement formal rules and regulations

formal rules and regulations Sometimes culture can be strong enough to take the place of bureaucracy; that is, the expectations of the culture replace formal rules and regulations.

The structure of Shoe Mart consists of people with similar specialties put together in formal groups, such as the marketing, accounting, and human resource departments. This is an example of a ________. centralized structure focused structure simple structure hollow structure functional structure

functional structure In a functional structure, people with similar occupational specialties are put together in formal groups. This is a quite commonplace structure, seen in all kinds of organizations, for-profit and nonprofit. (See Figure 8.7.)

If I say that I will save $500 dollars by the end of October in order to afford my vacation, this is a ________. goal vision supervisory objective norm business plan

goal A goal is a specific commitment to achieve a measurable result within a stated period of time.

Productivity equals ________. labor, capital, energy, and materials, divided by goods and services produced energy and materials, divided by labor and capital produced, divided by labor, capital, energy, and materials labor, energy, and capital, divided by goods, services, and materials goods and services and energy and materials, divided by labor and capital produced

goods and services produced, divided by labor, capital, energy, and materials Productivity is defined by the formula of outputs divided by inputs for a specified period of time. Outputs are all the goods and services produced. Inputs are not only labor but also capital, materials, and energy.

The creation of products, services, or technologies that modify those that already exist is called ________ innovation. radical product adaptive process incremental

incremental Incremental innovations modify existing products, services, or technologies.

Which balanced scorecard perspective requires a commitment to progressive human resource practices and technology? customer perspective operational perspective internal business perspective innovation and learning perspective financial perspective

innovation and learning perspective Learning and growth of employees is the foundation for all other goals in the balanced scorecard. The idea here is that capable and motivated employees, who possess the resources and culture needed to get the job done, will provide higher quality products and services in a more efficient manner. Making this happen requires a commitment to invest in progressive HR practices and technology.

Andrew, the CEO at 3M, strives to always have a comprehensive view of the organization at all times by utilizing a balanced scorecard approach. One area that Andrew specifically focuses on is the internal processes which involve employee skills, productivity, and quality. Andrew regularly does a quick assessment of what his employees are doing to meet customer expectations in regards to delivery time, ease of ordering, etc. Andrews focus is best described as a _______ learning perspective internal business perspective innovation perspective strategy map approach evidenced based management

internal business perspective internal business perspective asks; "what must we excel at?" This part translates to what the company must do internally to meet its customers' expectations. Theses are business processes such as quality, employee skills, and productivity.

Chad was the CEO's executive assistant for over 25 years, so when he retired what tasks he did as part of his job. Before he quit though, the HR manager sat with him to observe his duties and ask about the details of all functions. The HR manager job rotation informal appraisal performance appraisal behavioral-description interview job analysis

job analysis The purpose of job analysis is to determine, by observation and analysis, the basic elements of a job. Specialists who interview job occupants about what they do, observe the flow of work, and learn how results are accomplished.

Which of the following is not a source of external recruiting for new employees? private employment agencies unions newspaper ads job posting college recruiters

job posting external recruiting means attracting job applicants from outside the organization. newspapers, employment agencies, executive recruiting firms, union hiring halls, college job-placement offices, and word of mouth are all examples.

A ________ summarizes what skills the holder of the job must have and the minimum qualifications he or she has in order to perform the job successfully.. realistic job preview performance appraisal job analysis job description job specification

job specification a job specification describes the minimum qualifications a person must have to perform the job successfully

Research suggests that when writing out and achieving a person's biggest goals, it is important to ________. make a general plan, which embeds your intentions firmly in your memory make a concrete plan and break goals into manageable bites keep plans and goals private make a concrete plan and avoid social support avoid specific goals because it increases stress

make a concrete plan and break goals into manageable bites Research suggests the advice for writing out and achieving a person's biggest goals are to (1) make a concrete plan, (2) break your goals into manageable bites, (3) put something of value on the line, (4) bundle your temptations or rewards to your efforts, and (5) seek social support.

Which of the following is a leading reason that employees resist change? resource contraints curosity nonreinforcing reward systems lack of personal ethics supportive climate

nonreinforcing reward systems Employees may resist change for all kinds of reasons, but nonreinforcing reward systems is key. Employees are likely to resist when they can't see any positive rewards from the proposed changes

Jean-Claude, the department manager, discussed the departmental reporting relationships with Dolph, his new assistant manager, including who he reports to and who reports to him. Jean-Claude said, "Our organizational hierarchy motivates our workers to work together in pursuit of company goals." In this example, Jean-Claude is telling Dolph about the department's ________. organizational culture code of ethics diversity plan organizational structure analytics

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

Sean sits down with his manager, Jeff, to set joint objectives for Sean to attain. Jeff suggests that Sean attend a week of leadership training at a specialized industry workshop during December. Sean agrees to the training because he feels is it help his achieve his personal goal of obtaining a management position. This situation is best described as setting ________ ways to increase organizational synergy financial objectives motivating objectives maintenance objectives personal development objectives

personal development objectives personal development objectives are one type of objectives used in MBO. The purpose is to express personal goals to be realized.

Larry meets with his employees every six months to sit down and make a blueprint for next year of the department. Together Larry and his employees write down what everyone needs to do in order to realize the goals of the organization. Larry is in the ________ steps of the planning/control cycle. termination organizing observation controlling planning

planning planning is defined as setting goals and deciding how to acheive them. Planning is coping with uncertainty by formulating future courses of action to achieve specified results

"This workplace does not condone sweating" is an example of a(n)______________ certified procedure policy rule procedure industry standard

policy a policy is a standing plan that outlines the general response to a designated problem or situation. A policy is a broad statement that gives managers a general idea about what is allowable for employees who use bad language, but gives no specifics.

Boeing, located in Seattle, makes large jets including the 787, that is designed in a dozen large parts that are built in various places around the world. The cockpit and forward fuselage are built in Calgary. The center section is built in Dublin, the wings are produced in Hong Kong, and the landing gear is built in Kansas. The different parts are shipped to Seattle, where the parts are snapped together in just four days. This is an example of which interdependence? sequential interdependence pooled interdependence functional interdependence network interdependence reciprocal interdependence

pooled interdependence in a modular structure, a firm assembles products chunks, or modules, provided by outside contractors. Some compare this form of organization to 'a collection of lego bricks that can snap together'

The management department at a local university changes the content of a course in order to incorporate new concepts, examples, and current events. This is a ________ innovation reactive breakthrough process policy product

product a product innovation is a change in the appearance of the performance of product or a service or the creation of a new one. Here, the university changed the material on the class assignments that already existed.

Standards are best measured when they are ________. broad narrow ethical quantifiable efficient

quantifiable A control standard, or performance standard, or simply standard, is the desired performance level for a given goal. Standards may be narrow or broad, and they can be set for almost anything, although they are best measured when they can be made quantifiable.

Introducing a practice that is in response to problems or opportunities is called a(n) ________ change. reactive revolutionary radically innovative adaptive innovative

reactive Radically innovative change involves introducing a practice that is new to the industry.

When Deandra was one of three final candidates for a managerial position with a large birdseed company, the departmental director asked for a special meeting with her. At this meeting, they talk about different aspects of the position including the stressful deadlines, the heavy travel required of the position, and the compensation and benefits. Deandra appreciated that fact that she received a(n) ________. realistic job preview performance appraisal situational interview unstructured interview behavioral-description interview

realistic job preview A realistic job preview gives a candidate a picture of both positive and negative features of the job and the organization before he or she is hired. People with realistic expectations tend to quit less frequently and be more satisfied than those with unrealistic expectations.

Archer realizes that his organization has become stagnant with few new ideas and even fewer opportunities. What sequence should he follow to foster innovation in an organization? recognize problems, overcome resistance, gain allies, penalize failures overcome resistance, empower employees, execute well, provide incentives recognize problems, gain allies, overcome resistance, execute well recognize problems, train employees, devise solutions, execute well devise solutions, reorganize, change culture, stabilize system

recognize the problem, gain allies, overcome resistance, execute well If you're going to not just survive but prevail as a manager, you need to know how to make innovation happen within an organization. Four steps for doing so are (1) recognize problems, (2) gain allies, (3) overcome employee resistance, and (4) execute well (see Figure 10.4).

A manager should ________ when managing employees with an incentive pay plan. set "stretch" goals that are very difficult (perhaps impossible) to achieve change the plan frequently to continue to motivate subordinates set goals with employees, but then leave them alone to pursue those goals design complex plans that cover all contingencies regularly communicate with employees about the plan

regularly communicate with employees about the plan Managers should regularly communicate with employees about the incentive plan. People want a scorecard.

A human resource manager designs a training class aimed at improving group decision-making for the new cross-functional teams within her company. What delivery method should she choose? lectures workbooks videotapes role-playing, practice, and discussion computer-aided training

role-playing, practice, and discussion There are all kinds of training and development methods, and their effectiveness depends on whether what is being taught are facts or skills. If people are to learn facts, such as work rules or legal matters, then lectures, videotapes, and workbooks are effective. If people are to learn skills, such as improving interpersonal relations or using new tools, then techniques such as discussion, role-playing, and practice work better.

UPS dictates that no package is allowed to be delivered before the driver scans the address label. This required action is known is a(n) ________. procedure norm rule policy industry standard

rule or procedure A rule is a standing plan that designates specific required action. Example" "No smoking is allowed anywhere in the building". This allows no room for interpretations

"what would you do if you saw two of your people arguing loudly in the work area?" is a question you would expect to see in which type of workplace interview? unscructured descriptive situational behavioral realistic job preview

situational a situational interview is one where the interviewer focuses on hypothetical situations

Alana, the children's department manager at Shoe Mart, has eight employees in her department, and all of them report directly to her. The eight employees who report directly to Alana are her ________. hierarchy of authority area of responsibility span of direction management depth span of control

span of control The span of control, or span of management, refers to the number of people reporting directly to a given manager

At BakeRite Foods, Mickey pulls six samples each hour from their production line to examine them for quality defects. He measures each sample against the product standard. If he finds any deviations, he adjusts various pieces of equipment on the line until the variance disappears. Mickey's job involves ________. reduced cycle time benchmarking statistical process control feed-forward control strategic control

statistical process control Statistical process control uses periodic random samples from production runs to see if quality is being maintained within a standard range of acceptability.

As a vice president, Gene keeps an eye on the performance of his division in relation to its competitors to ensure that it is on target for accomplishing its goals and, if not, taking corrective action. This is known as ________ control functional operational strategic managerial tactical

strategic strategic control is monitoring performance to ensure that strategic plans are being implemented and taking corrective action as needed.

Dave works several computer repair shops across the Midwest as a sales manager. Dave has set a goal for his sales department of increasing foot traffic in all locations over the next three years in order to meet the long term goals of the organization. Dave has set a(n) ________. business plan strategic goal tactical goal management guideline operational goal

strategic goal tactical planning is done by middle management. The strategic goals are passed down to middle managers, who must determine what contributions their departments can make.

Which of the following is not a common characteristic of successful control systems? encouragement of self-control realistic strategic and results-oriented subjective flexible

subjective Successful control systems have a number of common characteristics: (1) They are strategic and results oriented. (2) They are timely, accurate, and objective. (3) They are realistic, positive, and understandable, and they encourage self-control. (4) They are flexible.

As a plant manager, Daneryce conducts performance appraisals for everyone on her team by getting a feel for people with good attitudes toward their work. Daneryce is using a(n) ________ system of appraisal. trait objective behavioral subjective 360-degree

subjective subjective appraisals are based on a manager's perceptions of an employees (1) traits and (2) behaviors. Traits include things like attitude, initiative. Behaviors include being on time for work.

With SMART goals only a few goals should be chosen, and they should be results-oriented, that ________. keep employees happy align with the beliefs of the local community support the company's diversity plan support the organization's vision meet low cost goals

support the organization's vision or support the company's diversity plan A SMART goal is one that is Specific, Measurable, Attainable, Results-oriented, and has Target dates. Whenever possible, goals should be achievable. With SMART Goals only a few goals should be chosen—say, five for any work unit. And they should be results-oriented—they should support the organization's vision

Operational control is performed mainly by ________. top managers team leaders functional managers highest-level managers the CEO

team leaders operational control is done by first-line managers, unit managers, team leaders, and first-line supervisors.

The invention of a machine to make plastic corks for wine bottles has severely affected companies that produce traditional cork. This is an example of a(n) ________ advancement. technological market social and political demographical economic

technological Forces for change that originate outside the organization include demographic characteristics, market changes, technological advancements, and social and political pressures. This plastic cork machine is an example of a technological advancement.

In an organization, division of labor is ________. the common purpose which unifies employees a structure where employees report to no more than one manager the arrangement of having discrete parts of a task done by different people the coordination of individual efforts into a group or organization-wide effort an organizational structure with few or no levels of middle management

the arrangement of having discrete parts of a task done by different people Division of labor, also known as work specialization, is the arrangement of having discrete parts of a task done by different people. With division of labor, an org can parcel out the entire complex work effort to be performed by specialists, resulting in greater efficiency.

Strategic, tactical, and operational are the ________. three levels of planning levels of diversity three levels of marketing phases of the environment strategic levels

three levels of planning The order of planning is strategic, tactical, then operational.

Organizational development is most often to succeed when ________ lend support for the change. change agent top managers catalytic consultant training specialist counselor

top managers OD is more likely to succeed when top managers give the OD program thier support and are truly committed to the change process and the desired goals of the change program

The human resource manager for GargleTech should ________ when considering the organization's future staffing needs. assume that the organization will not change much focus efforts on replacing those who retire or resign understand the organization's vision and strategy and hire to support them hire 10% more people than were needed last year to cover possible growth assume that there will be radical changes in the supply of labor and the nature of the organization's jobs, so defer planning

understand the organization's vision and strategy and hire to support them Better than assuming the status quo is to assume the organization will change. Thus, you need to understand the organization's vision and strategic plan so that the proper people can be hired to meet the future strategies and work.

The degree to which a test measures what it claims to measure is known as its ________. reliability validity accountability dependability significance

validity validity is when the test measures what it purports to measure and is free of bias

Bottlebush Bakery offers a relaxing environment to enjoy coffee, baked goods, and other menu items, has a poster that reads, "With our partners, we want our coffee and our customers to always be our core priority, by delivering our very best in all we do. We are performance driven, through the lens of humanity." This statement is Bottlebush's ________. code of ethics vision statement management pledge belief statement goals pact

vision statement A vision statement expresses what the org should become, where it wants to go strategically.

Han, the CEO of MilFalSystems, has over 30 employees reporting to him, including all operations and finance employees. Han has a ________. narrow span of control focused span of control small unity of command broad span of influence wide span of control

wide span of control a wide span of control is when a manager has several subordinates reporting

Which of the following is not a way to encourage innovation? supporting innovation with investments of time and money. withholding raises and promotions when innovation attempts don't work out. reinforcing experimentation. creating a culture that celebrates failure. implementing effective reward systems.

withholding raises and promotions when innovation attempts don't work out Organizations have to develop ways to make innovation happen, including providing the right culture, the appropriate resources, and the correct reward system. People should not be punished when their attempts to innovate don't work out or else they won't attempt new projects in the future.