MGMT 365 Chapter 4 Connect Test Questions

Which of the following approaches to job design has its roots in organizational psychology and management literature?

motivational approach

A manager has decided to improve the physical work environment in his office to ensure that incumbents have fewer physical ailments. Which job design approach would be most helpful to him?

biological

Which of the following is likely to happen when a private equity group hires an efficiency expert?

decreasing movements that create no value

Self-cannibalization is most likely to happen in _____ structures.

divisional

Units that are a part of the _____ structure act almost as separate, self-sufficient, semi-autonomous organizations.

divisional

If an organization decides to compete on costs, and hires low-cost labor, it needs to have a decentralized structure to enable autonomy in decision-making by the workers.

false

Job evaluation is the process of getting information about how well each employee is performing in order to reward those who are effective and improve the performance of those who are ineffective.

false

The perceptual-motor approach to job design has its roots in classical industrial engineering.

false

Unlike the Dictionary of Occupational Titles (DOT), the Occupational Information Network (O*NET) relies on fixed job titles and narrow task descriptions.

false

The final stage in work-flow analysis is to identify the work _____ in the development of the work unit's product.

inputs

_____ is the process of assessing the relative dollar value of each job to the organization to set up internally equitable pay structures.

job evaluation

The factual or procedural information that is necessary for successfully performing a task is called _____.

knowledge

Which of the following structures typically have employees that have a weak conceptualization of the organization's overall mission?

functional structure

How does the mechanistic approach differ from the motivation approach?

workers in organizations that follow the mechanistic approach can be easily replaced

Teams have to be given the autonomy to make their own decisions in order to maximize the flexible use of their skill and time.

true

The final stage in work-flow analysis is to identify the inputs used in the development of a work unit's product.

true

The motivational approach views attitudinal variables and behavioral variables as the most important outcomes of job design.

true

The perceptual-motor approach generally increases the job's cognitive demands.

true

Which of the following sources is most appropriate for providing accurate information regarding the importance of job duties?

supervisors

According to the "Job Characteristics Model," _____ is the degree to which a job requires completing a "whole" piece of work from beginning to end.

task identity

Divisional structures tend to be more flexible and innovative because of

their work-flow focus

Job analysis is the process of getting detailed information about jobs.

true

The use of software in the workplace can make employees less effective at their jobs under certain conditions.

true

In which of the following circumstances will a functional structure be more appropriate for an organization?

when demand for the resources can be well anticipated

In which of the following circumstances will a divisional structure be more appropriate for an organization?

when the organization competes on differentiation

James, a manager at Brown & Brown (B&B) Inc., a publisher of academic books, is tasked with identifying the various pieces of work required to edit, typeset, and publish a fictional book prior to allocating and assigning them to his subordinates. Which of the following processes is James expected to perform?

work-flow design

_____ provides a longitudinal overview of the dynamic relationships by which inputs are converted into outputs.

work-flow design

Which of the following is a drawback of a functional structure?

cascading effect of errors

Knowledge is an individual's level of proficiency at performing a particular task.

false

Which of the following includes the knowledge, skills, abilities, and other characteristics that an individual must have to perform a job?

job specification

How does lean production differ from "batch work" methods?

it has fewer employees who are well trained

The Position Analysis Questionnaire (PAQ) covers only the work context, leaving out the inputs, outputs, and processes involved in the job.

false

Work-flow design is the process of analyzing the tasks necessary for the production of a product or service, and it is performed after allocating and assigning these tasks to a particular job category or person.

false

According to the "Job Characteristics Model," _____ is the extent to which a person receives clear information about performance effectiveness from the work itself.

feedback

Divisional structures are more appropriate than functional structures when

flexible responsiveness is required

Jamal, an efficiency expert, proposes the "just-in-time" inventory method to Liza, the CEO of Neptune Inc. If Liza is to accept the proposal, which of the following changes is he most likely to implement in Neptune Inc.?

he is likely to introduce processes that support lean production

Job design interventions emphasizing the motivational approach focus on

increasing the meaningfulness of jobs

Who among the following is likely to be the best source for the most accurate information about the time spent on various tasks for job analysis?

incumbents

Which of the following approaches to job design has roots in human-factors literature?

perceptual-motor approach

Which of the following is the primary role of an efficiency expert?

removing every bit of waste in production operations

Which of the following is a part of a job description and can be observed in employees' actions?

responsibilities

According to the "Job Characteristics Model,"_____ is the extent to which the job has an important impact on the lives of other people.

task significance

Although there are numerous sources for error in the job analysis process, most inaccuracy is likely to result from job descriptions simply being outdated.

true

Due to technological changes in the nature of work and global competition, the Dictionary of Occupational Titles (DOT) has been replaced by the Occupational Information Network (O*NET).

true

One component of the Position Analysis Questionnaire (PAQ) examines how employees interact with colleagues.

true

Scientific management first sought to identify the "one best way" to perform the job.

true

The _____ section in a position analysis questionnaire (PAQ) focuses on the physical activities, tools, and devices used by the worker to perform the job.

work output

Which of the following was replaced by the Occupational Information Network (O*NET)?

Dictionary of Occupational Titles

Which of the following is true of teams?

team members can share work when any member becomes overloaded

How do the different HR functions use the information gathered from job analysis?

1. Selection: The process determines the tasks and skills required in the job to design tests that measure aptitude or ability to perform the job. 2. Performance appraisal: Through job analysis, the organization can identify the behaviors and results that distinguish effective performance from ineffective performance. 3. Training: It provides information regarding the tasks and skills that should be taught in training and development activities. 4. Job evaluation: This process provides the information necessary to make comparisons of the relative worth or requirements across different jobs. 5. Career planning: Knowledge of the skill requirements in various career paths provides guidance to help people choose career paths consistent with their skills or to specify the skills that will need to be acquired in order to pursue a given career path. 6. Work redesign: Often a firm will seek to redesign work to make it more efficient or effective. To redesign work, detailed information about the existing job(s) must be available. 7. Human resource planning: HR planning provides information regarding the skill required in various jobs throughout the organization to ensure that the firm has enough people to function effectively.

Briefly explain the trade-offs among different approaches to job design.

According to a study, job incumbents expressed higher satisfaction with jobs scoring high on the motivational approach. In addition, jobs scoring high on the biological approach were ones for which incumbents expressed lower physical requirements. Finally, the motivational and mechanistic approaches were negatively related to each other, suggesting that designing jobs to maximize efficiency very likely results in a lower motivational component to those jobs. Although the motivational and mechanistic approaches to job design work against one another somewhat, at the same time there is not a tight, one-on-one correspondence between the two. Thus, not all efficiency-producing changes result in dissatisfying work, and not all changes that promote satisfaction create inevitable inefficiencies. By carefully and simultaneously attending to both efficiency and satisfaction aspects of job redesign, managers can sometimes achieve the best of both worlds.

Describe how the "Job Characteristics Model" describes jobs.

According to the "Job Characteristics Model," jobs can be described in terms of five characteristics. 1. Skill variety is the extent to which a job requires a variety of skills to carry out the tasks. 2. Task identity is the degree to which a job requires completing a "whole" piece of work from beginning to end. 3. Autonomy is the degree to which a job allows an individual to make decisions about the way the work will be carried out. 4. Feedback is the extent to which a person receives clear information about performance effectiveness from the work itself. 5. Task significance is the extent to which a job has an important impact on the lives of other people.

Discuss the standardized frameworks used to assess the nature of teams.

As work design increasingly relies on teams to accomplish organizational objectives, studying the best way to manage "hand-offs" and other aspects of interdependence between jobs becomes more critical. Just as there are standardized instruments for assessing the nature of a job, there are also standardized frameworks for assessing the nature of teams. The three most critical dimensions needed to describe teams are 1. Skill differentiation, the degree to which members have specialized knowledge or functional capacities that make it more or less difficult to substitute members 2. Authority differentiation, the degree to which decision-making responsibility is vested in individual members, subgroups of the team, or the collective as a whole 3. Temporal stability, the degree to which team members are expected to work together for a long time

What are the advantages and disadvantages of a functional structure? Compare them with those of a divisional structure.

Functional structures are very efficient, with little redundancy across units, and provide little opportunity for self-cannibalization. However, these structures tend to be inflexible and insensitive to subtle differences across products, regions, or clients. Alternatively, because of their work-flow focus, semi-autonomous nature, and proximity to a homogeneous consumer base, divisional structures tend to be more flexible and innovative. They can detect and exploit opportunities in their respective consumer bases faster than the more centralized functionally structured organizations. In addition, the perceived autonomy that goes along with divisional structure means that most employees prefer it and feel they are more fairly treated than when they are subject to centralized decision-making structures. However, on the downside, divisional structures are not very efficient because of the redundancy associated with each group carrying its own functional specialists. In addition, divisional structures can 'self-cannibalize' if the gains achieved in one unit come at the expense of another unit.

Describe job analysis and distinguish between job description and job specification.

Job analysis is the process of gaining detailed information about jobs, and it usually includes both a job description and a job specification as an output of the process. A job description is a list of the tasks, duties, and responsibilities (TDRs) required by a job. They are observable actions. Job specifications are lists of the knowledge, skills, abilities, and other characteristics (KSAOs) that a jobholder must have in order to be able to effectively do the tasks, duties, and responsibilities. Thus, KSAOs are characteristics about people that are not directly observable; they are observable only when individuals are carrying out the TDRs of the job.

Describe job design and job redesign. Explain the elements required for effectively designing jobs.

Job design is the process of defining how work will be performed and the tasks that will be required in a given job. Job redesign is changing the tasks or the way work is performed in an existing job. To effectively design jobs, one must thoroughly understand the job as it exists (through job analysis) and its place in the larger work unit's work-flow process (work-flow analysis). Having a detailed knowledge of the tasks performed in the work unit and in the job, a manager then has many alternative ways to design a job. This can be done most effectively through understanding the trade-offs between certain design approaches.

When it comes to examining and understanding skill levels for a particular job, _____ may be the best source.

external job analysts

How does the perceptual-motor approach differ from the biological approach, and what does it have in common with the mechanistic approach?

The perceptual-motor approach to job design has roots in human-factors literature. The perceptual-motor approach focuses on human mental capabilities and limitations, whereas the biological approach focuses on physical capabilities and limitations. The goal is to design jobs in a way that ensures they do not exceed people's mental capabilities and limitations. This approach generally tries to improve reliability, safety, and user reactions by designing jobs to reduce their information-processing requirements. In designing jobs, one looks at the least capable worker and then constructs job requirements that an individual of that ability level could meet. Similar to the mechanistic approach, this approach generally decreases the job's cognitive demands.

List and describe the six sections of a Position Analysis Questionnaire (PAQ).

The six sections of a PAQ are 1. Information input—Where and how a worker gets information needed to perform a job 2. Mental processes—The reasoning, decision-making, planning, and information-processing activities that are involved in performing the job 3. Work output—The physical activities, tools, and devices used by the worker to perform the job 4. Relationships with others—The relationships with other people required in performing the job 5. Job context—The physical and social contexts where the work is performed 6. Other characteristics—The activities, conditions, and characteristics, other than those previously described, that are relevant to the job

Discuss the three activities performed as part of a work-flow analysis.

The three activities performed as part of a work-flow analysis are analyzing outputs, analyzing work processes, and analyzing work inputs. 1. Analyzing work outputs: An output is the product of a work unit and is often an identifiable thing, such as a completed purchase order, an employment test, or a service. The process begins by identifying these work unit outputs and specifying the standards for the quantity or quality of these outputs. 2. Analyzing work processes: Once the outputs of the work unit have been identified, it is possible to examine the work processes used to generate the outputs. The work processes are the activities that members of a work unit engage in to produce output. Every process consists of operating procedures that specify how things should be done at each stage of the development of the product. The tasks are usually broken down into those performed by each person in the work unit. 3. Analyzing work inputs: The final stage in work-flow analysis is to identify the inputs used in the development of a work unit's product. These inputs include raw materials, equipment, and human skills.

Which of the following questions should be addressed right after the inputs required for production have been established?

What tasks are required in the production of the output?

What term refers to the reduced attentive state that one might experience when simultaneously interacting with multiple media?

absence presence

Work-flow design is the process of

analyzing the tasks necessary for the production of a product

According to the "Job Characteristics Model," _____ is the degree to which a job allows an individual to make decisions about the way the work is carried out.

autonomy

_____ entails matching an individual's skills and aspirations with opportunities that are or may become available in the organization.

career planning

When decision-making authority resides at the top of the organizational chart as opposed to being distributed throughout lower levels, an organization has a _____ decision-making structure.

centralized

Which of the following led to problems for McDonald's when it began offering the McWrap product?

complex work processes

A job description list would include the _____ that the particular job entails.

duties

Huan, a manager, decides to design jobs based on the principles of the motivational approach. If he does not balance them with some traits of the mechanistic approach, he will see minimal impact on _____.

efficiency of production

Which of the following is concerned with examining the interface between individuals' physiological characteristics and the physical work environment?

ergonomics

A job description is a list of the knowledge, skills, abilities, and other characteristics that an individual must have to perform the job.

false

All efficiency-producing changes result in dissatisfying work, and all changes that promote satisfaction create inevitable inefficiencies.

false

Centralization is the degree to which work units are grouped based on functional similarity or similarity of workflow.

false

Divisional structures are most appropriate in stable and predictable environments.

false

Due to their work-flow focus and proximity to a homogeneous consumer base, divisional structures tend to be less flexible and innovative.

false

Ergonomics is concerned with examining the interface between individuals' psychological characteristics and the physical work environment.

false

For teams to be effective, it is essential that the level of task interdependence is greater than the level of outcome interdependence.

false

Functional structures help support organizations that compete on differentiation or innovation, because flexible responsiveness is central to making this strategy work.

false

The tasks performed as a part of job analysis

have a passive, information-gathering orientation

Which of the following is required for teams to be effective?

individual accountability of behavior should be a critical indicator of performance

Which of the following is true about O*NET?

it uses a common language that generalizes job specifications across various occupations

Which of the following includes a list of the tasks, duties, and responsibilities that a job entails?

job description

Which of the following is the process of defining the way work will be performed and the tasks that will be required in a given job?

job design

Which of the following is true of how job design and job analysis have functioned in the past?

job design has focused on making existing jobs more motivating

Adding more decision-making authority to a job to increase its motivational potential is known as _____.

job enrichment

The perceptual-motor approach to job design focuses on

mental capabilities and limititations

The _____ section in a Position Analysis Questionnaire (PAQ) focuses on planning and information-processing activities.

mental processes

Which of the following approaches views job satisfaction as one of the most important outcomes of job design?

motivational approach

Which of the following is true of an organization that follows the mechanistic approach?

new employees can be quickly and inexpensively trained for the job

_____ provides a cross-sectional overview of the static relationships between individuals and units that create the outputs.

organization structure

The most common source of error in the job analysis process results from job descriptions being _____.

outdated

Which stage in a work-unit activity analysis focuses on the product produced or service provided?

output

The goal of the biological approach to job design is to

reduce the physical demands of certain jobs by improving the physical work environment

Which of the following approaches to job design entails performing time-and-motion studies?

scientific management

Identifying the most qualified applicants for employment is a part of _____.

selection

When compared to divisional structures, managers in functional and centralized structures

tend to think of fairness in terms of rules and procedures

Which of the following best explains outcome interdependence in relation to teams?

the level to which the reward for task accomplishment is shared among the team members

Which of the following approaches pursues efficiency primarily by making a job so simple that anyone can be trained quickly and easily to perform it?

the mechanistic approach

Functional structures are more appropriate than divisional structures when

the organization competes on costs

Which of the following is true of the perceptual-motor approach to job design?

the perceptual-motor approach has its roots in human-factors literature