MGT 200 Chap 7, 8 & 12 Exam Study Guide for Multiple Choice

A new CEO has developed a plan that calls for company reorganization from a functional structure to a matrix one. In a meeting with her subordinates, manager Chloe says, "This will be great. You will still work for this area and me, but you'll have variety and growth opportunities by reporting to a second manager for various projects. This new structure will help grow this company." Chloe shows what reaction to this change? A) compliance B) enthusiastic support C) active resistance D) passive r

B) enthusiastic support

The boundary-spanning role of coordinator includes: A) gathering information from the larger organization and informing those within the organization about team activities. B) interfacing with others within the organization so that the team's efforts are in line with other individuals and teams. C) addressing a specific issue or problem until it is resolved D) keeping the team on track in terms of suggesting any needed changes to the team's process.

B) interfacing with others within the organization so that the team's efforts are in line with other individuals and teams.

A formal work group is: A) a collection of individuals who interact with each other such that one person's actions have an impact on the others. B) made up of managers, subordinates, or both with close associations among group members that influence the behavior of individuals in the group. C) made up of two or more individuals who are associated with one another in ways not prescribed by the formal organization. D) a cohesive coalition of people working together to achieve happiness.

B) made up of managers, subordinates, or both with close associations among group members that influence the behavior of individuals in the group.

Which reaction to change is happening when an employee looks for a new job rather than bringing their concerns to the attention of decision-makers? A) active resistance B) passive resistance C) compliance D) enthusiastic support

B) passive resistance

Manik is part of a team doing engineering design on an advanced hybrid automobile. Manik's team has completed designing the vehicle and are now ready to hand off to a new team who will build a prototype. The new team is responsible for: A) development tasks. B) production tasks. C) idea generation. D) problem-solving tasks.

B) production tasks.

Teams with individuals from different parts of the organization are called: A) Task forces B) Product Development teams C) Cross-functional teams D) Virtual teams

C) Cross-functional teams

Arielle is part of a team charged with developing a new name for a product. This is a(n) ________ task. A) Development B) Production C) Idea-generation D) Problem-solving

C) Idea-generation

In which of the following stages are the group participants polite and confict-avoidant? A) Forming B) Storming C) Norming D) Performing

C) Norming

The vice president informs the sales team that in the coming quarter, they will all receive the same bonus, based on the company's total sales. Individual performance will not be a factor. The vice president is trying to motivate the team through use of ________ interdependence. A) Pooled B) Reciprocal C) Outcome D) Sequential

C) Outcome

Organic structures can be described as: A) highly formalized and centralized. B) a cross between a functional structure and a product structure. C) flexible and decentralized with low levels of formalization. D) focused on maximizing efficiency and minimizing costs.

C) flexible and decentralized with low levels of formalization.

What kind of roles help to make groups feel more cohesive, and less likely to suffer from social loafing or groupthink? A) production-oriented roles B) boundary-spanning roles C) social roles D) task-oriented roles

C) social roles

How does a group differ from a team? A) A group is a cohesive coalition of people; a team is a collection of people. B) In a group, individuals have personal agendas. In a team, personal agendas are totally suppressed. C) Groups are always smaller and more cohesive than teams. D) A group works independently on their own goals; a team is assembled to accomplish mutual goals.

D) A group works independently on their own goals; a team is assembled to accomplish mutual goals.

Which characteristic describes learning organizations? A) Learning organizations are good at learning from experience. B) Some companies choose to conduct formal retrospective meetings to analyze the challenges encountered and areas for improvement. C) Learning organizations are good at studying customer habits to generate ideas. D) All of these.

D) All of these.

Which is an example of a traditional team? A) The new product development team chose Melissa to be their team leader because she was a proven leader. B) The holiday party team shares responsibility for their work. C) As team leader, Andrew doesn't choose the team members but oversees their contributions. D) As the district manager, Cho assigns work to other team members and is accountable for the team's results.

D) As the district manager, Cho assigns work to other team members and is accountable for the team's results.

Which statement is accurate regarding Lewin's final stage of planned change? A) Employees should be informed of the results of change only after sufficient time has passed since the change effort. B) Declare victory early in making the change and get into a routine. C) Reward all employees regardless of whether they embraced the change effort. D) Change mindsets so change becomes a regular part of corporate culture.

D) Change mindsets so change becomes a regular part of corporate culture.

Group leaders can finally move into coaching roles and help members grow in skill and leadership in the ________ stage. A) Forming B) Storming C) Norming D) Performing

D) Performing

Miguel is part of an organizational behavior project group. The group decided on the overall theme of its project and individual members are now completing specific sections. Miguel has been emailing Betsy almost every day asking her opinion on various parts of his section. The group tends to sit together in class, and they have decided to go out for coffee after class next Tuesday. What phase of group development is Miguel's group in? A) Storming B) Adjourning C) Forming D) Performing

D) Performing

Why is the most likely reason employees who participate in planning change efforts tend to have more positive opinions about the change? A) They have the opportunity to reject the proposed change. B) They have the opportunity to reject the proposed change. C) They will be able to convince customers the change was the right thing to do. D) They will feel a sense of ownership of planned change and are more likely to be on board.

D) They will feel a sense of ownership of planned change and are more likely to be on board.

Which assertion regarding Gersick's punctuated equilibrium model is accurate? A) The model views group development as a linear process. B) Generally, groups are dynamic in their orientation C) For most periods of time in groups, change is continuous and substantial. D) While disruption, chaos, and conflict are inevitable in a group, they can represent opportunities for innovation.

D) While disruption, chaos, and conflict are inevitable in a group, they can represent opportunities for innovation.

The degree to which decision-making authority is concentrated at higher levels in an organization refers to: A) departmentalization. B) mechanization. C) formalization. D) centralization.

D) centralization.

A disadvantage of formalization in organizational structure is A) faster decision-making B) increased motivation C) increased job satisfaction D) decreased motivation

D) decreased motivation

Which reason for resistance to change is because the employee doesn't feel they will perform as well under the new system? A) fear of failure B) feeling of uncertainty C) personality D) disrupted habits

D) disrupted habits

Organizational structure refers to: A) the degree to which policies, procedures, job descriptions, and rules are written and explicitly articulated. B) the number of employees reporting to a single manager. c) the degree to which decision-making authority is concentrated at higher levels in the organization. D) how the work of individuals and teams within an organization is coordinated.

D) how the work of individuals and teams within an organization is coordinated.

Matrix organizational structures are characterized by: A) decreased response time for customer demands. B) unity of command C) manager independence D) increased communication within the organization.

D) increased communication within the organization.

Despite potential benefits, the disadvantages of a matrix structure include: A) power struggles or turf wars among managers are lessened, taking away an important source of new ideas and innovation. B) managers will spend less effort coordinating their work, believing that someone else can pick up the slack. C) role ambiguity or role conflict is very low. D) there is potential for interpersonal conflict with team members as well as with leaders.

D) there is potential for interpersonal conflict with team members as well as with leaders.

Eduardo is the new manager of Great Corporation. He is writing down a list of steps that he can follow to create and maintain a cohesive work group. Which step would appear on that list? A) Celebrate differences so everyone's contribution is noticed. B) Give praise sparingly; if it is given too often, it loses its luster. C) Focus on supporting the "best and brightest" in the group. D) All of These

A) Celebrate differences so everyone's contribution is noticed.

Kohsoom is a new project team leader. Jerome is chatting with him about some of the problems that could arise and prevent his team from being successful. Jerome should offer what advice to overcome barriers to team success? A) Floundering often results from a lack of clear goals; clarify goals from the outset of the project. B) Disagreements among team members may be the result of long simmering personality conflicts; it's not helpful to get involved in these disputes as it may just make them w

A) Floundering often results from a lack of clear goals; clarify goals from the outset of the project.

Which statement regarding change is accurate? A) Organizational change may involve structure, strategy, policies, procedures, technology, or culture. B) Organizational change has limited forms in modern business. C) Organizational change usually involves technology, not the management of people. D) Organizational change is rarely successful.

A) Organizational change may involve structure, strategy, policies, procedures, technology, or culture.

A work team is assessing the viability of opening a new manufacturing plant. One person focuses on the financial aspects, another person consults with the government about laws and regulations, and a third person determines the staffing needs. Each person works independently, but the findings rely on input from all three people. What type of task interdependence is demonstrated? A) Pooled B) Sequential C) Outcome D) Reciprocal

A) Pooled

Raul works for an international company that has an executive level and regional managers. Everyone else reports to one of the regional managers. This is an example of a ________ structure. A) flat B) tall C) formal D) departmental

A) flat

In response to organizational change, compliance refers to: A) going along with proposed changes with little enthusiasm. B) having the most negative reaction to a proposed change. C) defending the change and encouraging others to offer support. D) being disturbed by changes without voicing those opinions.

A) going along with proposed changes with little enthusiasm.

What is more characteristic of a decentralized organization than a centralized organization? A) positive emotional climate B) negative employee attitudes C) employee exhaustion D) more efficient operations

A) positive emotional climate

The idea that people can participate in a meeting without being embarrassed or experiencing retribution for their comments is referred to as A) psychological safety. B) team norms. C) team contracts. D) physiological protection.

A) psychological safety.

Moore's law references a need for organizational change by highlighting: A) rapid developments in technology. B) the growing service economy. C) the impact of small business failures. D) changes in market conditions.

A) rapid developments in technology.

Two or more companies that find an area of collaboration and combine their efforts to create a partnership beneficial to both parties describe a: A) strategic alliance. B) modular organization. C) matrix organization. D) learning organization.

A) strategic alliance.

Rorey's project team has worked together for so long that they seem to think as one. They requested to remain together for future projects because they are so productive and happy working together. This demonstrates the concept of: A) Social Loafing B) Cohesion C) Groupthink D) Task Commitment

B) Cohesion

Which statement regarding functional structures is accurate? A) Jobs are based on differences in functions. B) Departments may include manufacturing, finance, accounting, human resources, and information technology. C) Each person handles a small volume of transactions. D) Each person is trained to do several job functions.

B) Departments may include manufacturing, finance, accounting, human resources, and information technology.

Group members are becoming more authentic as they express their deeper thoughts and feelings in the stage of: A) Forming B) Storming C) Norming D) Performing

B) Storming

Jennifer has been very emphatic in her comments supporting the new addition to the product line. Christopher has been equally spirited in his opposition to the new item. Gordon and Antonio seem to be leaning to Jennifer's perspective while Marques supports Christopher. The discussion about the product has consumed the last hour of the meeting of the marketing group. At what stage of Tuckman's model does this group seem to be functioning? A) Forming B) Storming C) Norming D) Performing

B) Storming

Flat structures provide managers with: A) more opportunities for close supervision. B) a broader span of control. C) increased job security. D) many advancement opportunities.

B) a broader span of control.