Exam 1 BUSMHR

30) An open system approach to organization: 1. Likens organizations to a human body 2. Characterizes organizations as a well-oiled machine 3. Was supplanted by the close systems approach in the 1950s 4. Treats an organization's boundaries as impermeable 5. Assumes that rigorous planning and control will eliminate

1. Likens organizations to a human body

35) _____ work hard to flatten hierarchy and organize people around specific segments of the workflow? 1. Traditional structures 2. Horizontal designs 3. Open designs 4. Boundaryless organizations 5. Learning organizations

2. Horizontal designs

15)The remedy for overvaluing outcomes: 1. Root out conflicts 2. When handing off work, ask if the assignment might invite unethical behavior 3. Reward solid decision processes, not just good outcomes 4. Be alert for even trivial ethical infractions, and address them immediately 5. Brainstorm unintended consequences

3. Reward solid decision processes, not just good outcomes

34) Which of the following is a traditional organizational design? 1. Horizontal 2. Hollow 3. Modular 4. Matrix 5. Virtual

4. Matrix

33) In a learning organization, the ____ subprocess includes encoding, storing, and retrieving lessons learned from the organization's history. 1. Information acquisition 2. Information interpretation 3. Knowledge integration 4. Organizational memory 5. Information distribution

4. Organizational memory

16) In the Integrative Framework, which of the following is an outcome? 1. Environmental characteristics 2. Personal factors 3. Organization processes 4. Organizational turnover 5. Awarding bonuses for good performance o Framework implies that person factored and environmental characteristics are the initial drivers of all outcomes that managers achieve. This is the case because inputs affect processes, and processes affect outcomes.

4. Organizational turnover

22) On her first day of work for ABC Company, Justine attended a full day session with other new employees to learn about company policies and procedures. Each person in that session was introduced to a specific person whom they would all meet with once a week over the next two months to answer their questions about the company. This experience would be described as: A) Collective and serial B) Random and disjunctive C) Divestiture and individual D) Investiture and variable

A) Collective and serial

28) ________ is achieved through formulation and enforcement of policies, rules and regulations A. Coordination of effort B. Profit motive C. Hierarchy of authority D. Division of labor E. Aligned goals

A. Coordination of Effort

21)Which of the following mechanisms for changing organizational culture addresses only the level of basic underlying assumptions of culture? A. Organizational activities, processes, or outcomes B. Rites and rituals C. formal statements D. design of physical space E. slogans and language

A. Organizational activities, processes, or outcomes

14) The remedy for motivated blindness: a. root out all conflicts of interest b. When handling off work, ask if the assignment might invite unethical behavior c. Reward solid decision processes, not just good outcomes d. Brainstorm unintended consequences

A. Root out all conflicts of interest

27)Which of the following is not one of the common denominators of organizations? A. Coordination of effort B. Profit motive C. Hierarchy of authority D. Division of labor

B. Profit Motive

4. Which of the following is not one of the common denominators of organizations? A. Coordination of effort B. Profit motive C. Hierarchy of authority D. Division of labor E. Aligned goals

B. Profit Motive Four common denominators of all organizations: coordination of effort, aligned goals, division of labor, and hierarchy of authority.

2. Research shows that, in general: A. Social capital decreases organizational performance B. Social capital can improve operations C. Social capital decreases work group integration D. Social capital increases group conflict E. Social capital can decrease job satisfaction

B. Social capital can improve operations Researchers and business continue to discover how social capital can improve operations.

23)Al starts work at a law firm. For the first three weeks that he's there he is in constant contact with other new hires, all of whom wear lanyards distinguishing them from more tenured employees. Al and the other newcomers are put through a training session that introduces them to the values and policies of the firm, and clarifies the specific tasks that they would be performing. Al's socialization is ___ in nature. A) informal B) random C) collective D) divestiture E) serial

C) collective

29)Adam is a new product development manager for Hello.com, an internet match-making service. He has only two employees reporting directly to him. From what you have read about organization charts, what do you know for sure? A. His subordinates enjoy greater autonomy than others B. His subordinates take part in the decision-making process C. He has a narrow span of control D. His subordinates are not closely supervised E. He is encountering low administrative costs

C. He has a narrow span of control

5. In XYZ Aerospace, project engineers report both to a project manager for the particular work they are performing as well as the manager of engineering. This is a ________ organization. A. Divisional B. Hollow C. Matrix D. Functional E. Horizontal

C. Matrix Organizations use matrix structures when they need stronger horizontal alignment or cooperation in order to meet their goals. A matrix structure combines a vertical structure with an equally strong horizontal overlay. This generally combines functional and divisional chains of command to form a grid with two command structures, one shown

25) Jamie is in the process of writing her doctoral thesis. She gets frequent guidance and advice from her thesis advisor whom she considers a close friend as well as a mentor. Jamie frequently seeks the help and advice of another professor at the same time, who also closely oversees her work. Which of the following types of developmental network best describes Jamie's situation? A. Counseling B. Receptive C. Traditional D. Entrepreneurial E. Opportunistic

C. Tradtional

24) Jill has joined the police academy. During the training process, Jill and the other cadets are made to wear uniforms and maintain an immaculate appearance. The trainers address her as "officer" instead of using her first name. All the cadets are told they are no longer ordinary citizens but representatives of the police force. This form of organizational socialization is referred to as ____________ A) role play B) investiture C) informal D) divestiture (table 14.2) E) random

D) divestiture (table 14.2)

31) Which of the following is not an organization subsystem of an organization? A. Managerial B. Technical C. Structural D. Environmental E. Psychosocial

D. Environmental

3. In the Integrative Framework, which of the following is an outcome? A. Environmental characteristics B. Personal factors C. Organizational processes D. Organizational turnover E. Awarding bonuses for good performance

D. Organizational Turnover This framework implies that person factors and environmental characteristics are the initial drivers (inputs) of all outcomes that managers want to achieve. This is the case because inputs affect processes, and processes affect outcomes. And since events are dynamic and ongoing, many outcomes will in turn impact inputs and processes. See Figure 1.2. Organizational turnover is an outcome. The Life is Sweeter on Mars example box lists one outcome as: Mars posts a very low turnover rate (5 percent) which is a sign that employees are highly satisfied with their jobs.

1. OB includes all but one of the following. Which one? A. Managing yourself B. Managing peers C. Managing bosses D. Managing subordinates E. All of the above are included in OB

E) All of the above are included in OB Organizational behavior includes knowing about managing yourself, as well as others, up, down, and sideways.

32). In the ___ subprocess, a learning organization shares the information among its people, groups, or organizational units A. Information acquisition B. Information interpretation C. Knowledge integraetion D. Organizational memory E. Information distribution

E. Information distribution

26)Troy had received a job offer straight out of college and had moved to Omaha a year ago. He has been introduced to numerous people in his workplace, his community, and his church. Although it's nice to see a familiar face, he doesn't see them too often and feels like he doesn't know them very well. Which type of developmental network best describes Troy's situation? f A. Counseling B. Receptive C. Traditional D. Entrepreneurial E. Opportunistic

E. Opportunistic

10) In an ethical dilemma, a. There are two choices, neither of which resolves the situation in an ethically acceptable manner b. there are two choices, either of which resolves the situation in an ethically acceptable manner c. there are two choices and only one resolves d. there is only one choice e. there is no choice

a. There are two choices, neither of which resolves the situation in an ethically acceptable manner

11) When we set goals and incentives to promote a desired behavior, but they encourage a negative one, the cause of the resulting unethical behavior is called: a. ill conceived goals b. motivated blindness c. indirect blindness d. the slippery slope e. overvaluing outcomes

a. ill conceived goals

18) In solving a problem, a manager: a. selects the optimal response b. chooses a satisfactory solution c. changes the situation in which the problem occurs d. settles for less than ideal

a. selects the optimal response

8) A person can build his/her social capital by: a. Being trained in new skills b. Getting a mentor c. Shadowing a higher-level manager d. Learning a new language e. Identifying new career opportunities outside the organization

b. Getting a mentor

7) Research shows that, in general: a. Social capital decreases organizational performance b. Social capital can improve operations c. Social capital decreases work group integration d. Social capital increases group conflict e. Social capital can decrease job satisfaction

b. Social capital can improve operations

19) Which of the following is not one of the basic elements of selecting an effective solution? a. determining the basic criteria for the decision b. selecting the OB concept or topic to apply c. decided who will be involved in choosing the solution d. considering the consequences of each alternative

b. selecting the OB concept or topic to apply

9) Which of the following statements is true? a. human capital is more important than social capital b. social capital is more important than human capital c. Human and social capital are both extremely important d. Neither human or social capital are important e. Research has not studied this topic, so no one knows

c. Human and social capital are both extremely important

13) When we hold others less accountable for unethical behavior when it's carried out through third parties, this is called: a. ill conceived goals b. motivated blindness c. Indirect blindness d. The slippery slope e. overvaluing

c. indirect blindness

20) Financial performance (growth in profit and growth in revenue) is ______ related to the adhocracy organizational culture a. strongly b. moderately c. weakly (table 14.4) d. Not

c. weakly (table 14.4)

12) when we overlook an unethical behavior of another when it's in our interest to remain ignorant, this is called: motivated blindness f. indirect blindness g. the slippery slope h. overvaluing outcomes

motivated blindness