MGT300 Exam 3 Chs 9-12
A learning and effectiveness paradigm has not yet been created at Camrio Consultants
Camrio Consultants conducted a meeting to make a decision about continuing a business contract with a client. The manager presided over the meeting and gave reasons why the company should continue to be associated with that client. Ron, a senior employee, had a different opinion about the matter. However, he did not voice it because he was afraid of being perceived as annoying. Later, Ron discussed his concerns with his colleagues and realized that they had the same opinion that he had, but they did not speak up for the same reason, their fear of being judged. Which of the following is most likely to be a reason for this fear?
A learning and effectiveness paradigm has not yet been created at Camrio Consultants.
Camrio Consultants conducted a meeting to make a decision about continuing a business contract with a client. The manager presided over the meeting and gave reasons why the company should continue to be associated with that client. Ron, a senior employee, had a different opinion about the matter. However, he did not voice it because he was afraid of being perceived as annoying. Later, Ron discussed his concerns with his colleagues and realized that they had the same opinion that he had, but they did not speak up for the same reason, their fear of being judged. Which of the following is most likely to be a reason for this fear?
dysfunctional turnover
Capital Chemicals Corp. is facing a forthcoming shortage of process operators and is hiring new ones as fast as it can. The average age of an effective process operator in Capital Chemicals is 50. The voluntary early retirements of the highly qualified and experienced operators is an example of _____.
are able to avoid expensive lawsuits.
Companies that have a diverse workforce:
end conflicts between product managers of different departments.
Cygen Inc. reorganized its operations to minimize the complexity of running various projects at the same time. While reorganizing, it abandoned matrix departmentalization. In the given scenario, Cygen's restructuring will most likely help it to:
functional departmentalization
Disadvantages of _____ include difficulty in cross-departmental coordination, slow decision making, and managers and workers with narrow experience and expertise.
it drives business growth.
Diversity actually makes good business sense because:
background check
Due to an increase in the amount of employment turnover in a company, the company decided to be very thorough with gathering accurate information about the job applicants. They decided to uncover all job-related information not provided by the applicants in order to hire only those employees who do not have an inconsistent employment history. In this context, the company has decided to perform a _____.
make his staff feel like they are an essential part of the organization.
Eduardo is the new manager at a retail store. Since he started working at the store, he has noticed that there is a lack of cohesiveness among his employees. In order to build team cohesiveness among his subordinates, Eduardo should:
employee involvement group
Every month a group of workers at Waltman Tools Inc., meets at the company head office to discuss issues pertaining to project scheduling, plant safety, and product quality. The workers provide suggestions to the top management about how to rectify existing issues in these areas, but are not authorized to make decisions. This group is an example of a(n) _____.
active, assertive, sociable, talkative, and energized by others
Extraversion is the degree to which someone is_____.
Matrix departmentalization
FlyWagon, an automobile manufacturing company, has a department that focuses on sales and information systems. It also has another department that focuses on the manufacturing and assembly of its automobiles. Which of the following is the departmentalization method adopted by FlyWagon?
organizing work and workers into separate units responsible for particular business operations or areas of expertise.
Functional departmentalization can be most accurately defined as:
work and workers into separate units responsible for particular business operations or areas of expertise.
Functional departmentalization involves organizing:
A bona fide occupational qualification
Furnitup, a furniture retailer, advertises a requirement for lumberjacks. The advertisement specifies that applicants be strong and well-built men since the job involves intense physical work such as cutting trees and logs and transporting them. In this scenario, according to Title VII of the 1964 Civil Rights Act, which of the following permits Furnitup to hire employees on the basis of sex?
compressed
Grant works as a clerk in a company and earns $3,000 per year. Each time he gets promoted to a higher level, his salary increases by $1,000. Almost all the employees in the company have a similar pay structure. There is not much difference in pay at each level of the company. In this scenario, the company has a(n) _____ pay structure.
By training teams to meet the needs of specific customers
How are organizations using teams to help increase customer satisfaction?
Companies lose, on average, two-thirds of the discrimination cases brought against them.
How do companies typically fare when they are accused of discrimination and must go to court to defend themselves?
Cognitive conflict is characterized by a willingness to examine, compare, and reconcile differences, whereas affective conflict often results in hostility, anger, resentment, distrust, cynicism, and apathy.
Identify a difference between cognitive conflict and affective conflict.
on-the-job training
In _____, new employees are assigned to experienced employees. The trainees learn by watching the experienced employee perform the task and eventually by working alongside the experienced employee.
increasing reciprocal interdependence
In essence, reengineering changes organizations by _____.
Pay-level decision
In order to attract more workers, Jonathon Manufacturing decides to offer its employees 15 percent more pay than its competitors. Which type of compensation decision is illustrated in this scenario?
traditional work groups, employee involvement teams, semi-autonomous work groups, self-managing teams, and self-designing teams.
In the autonomy continuum, the correct sequence, from low team autonomy to high team autonomy, is:
employee stock ownership plan
In the context of pay-variability decisions, an ESOP is an _____.
Background checks are used to verify the truthfulness and accuracy of information that applicants provide about themselves.
In the context of recruitment, which of the following describes background checks?
self-managing teams
In the context of team compensation and recognition, skill-based pay is most effective for _____ performing complex tasks
It is the degree to which a job is perceived to have a substantial impact on others inside or outside the organization.
In the context of the job characteristics model, which of the following defines task significance?
de-norming
In the stages of team development, a team first moves from growth to decline during the _____ stage.
different interviewers tend to ask applicants very different questions
In unstructured interviews, _____.
It focuses on equal opportunity, fair treatment, recruitment of minorities, and strict compliance with the equal employment opportunity laws.
It focuses on equal opportunity, fair treatment, recruitment of minorities, and strict compliance with the equal employment opportunity laws.
360-degree feedback
Ivy, a team member at a content creation company, received performance appraisal feedback from her manager, subordinates, peers and coworkers, and herself. Which of the following types of feedback has Ivy most likely received?
hierarchical
Jamie is a lower level employee at a company. He earns $5,000 a year, while those at a position higher than him earn $12,000 a year, and the managers above them earn $25,000 a year. The pay structures of this company vary greatly from one position to the other. This company has a(n) _____ pay structure.
job enlargement
Jeff works as a garbage collector. His boss recently asked him to pick up garbage from an additional location near his current route and also to pick up the recycling bins in addition to the trash bins. In the given scenario, it is evident that Jeff's boss has followed _____.
delegation of authority
Jena manages the art department of a small publishing company. She is normally responsible for preparing the department's monthly budget. For the upcoming month, however, Jena has assigned the budgeting task to Miriam, one of her subordinates. Jena has informed Miriam that she is free to contact people and collect all the necessary information required to prepare the budget. Miriam is now completely responsible for preparing the budget. By assigning her work to Mirian, Jena has exhibited _____.
Job specialization
Jeremy is a tool operator at Sato Mechanical Works. He is assigned the task of making M12 bolts, which would eventually be used to attach a silencer to a motorcycle. Which of the following best exemplifies Jeremy's job design?
departmentalization
Kasiez corp. is a leading automobile manufacturer. It has specialized teams for manufacturing, assembling, and sales and marketing. From the given information, it is clear that Kasiez corp. follows _____.
defamation
Kevin Lee, a potential employee at Cravels Inc., provided the required information to the company's human resources department for a background check. However, his previous employer provided negative feedback about him. Although the previous employer did not have enough evidence to back his claims, Cravels Inc. decided to consider the feedback. This cost Kevin his job at Cravels Inc. In this scenario, Kevin can sue his previous employer for _____.
surface-level diversity
Lawson wanted to learn ballet dancing, and he approached an institution which teaches ballet dancing. He was informed by the authorities that ballet dancing was solely for women and the institution did not enroll him. This is an example of discrimination in terms of _____.
Search firms
Lewert Finance, a financial services company, is expanding and decides to recruit project managers from outside the firm to head its upcoming projects. Which of the following external recruitment methods is the company most likely to employ?
staff authority
Li works in the public relations department of GoodHealth Pharmaceutical Co. It is her job to write speeches for the company's top managers, to issue press and video releases, to host plant tours, and to be involved in community affairs. Li has _____.
Cognitive conflict
Linda is a manager at a local restaurant. She wants to introduce a new happy hours discount scheme that she thinks will improve customer satisfaction. She wants to convince her team to get on board with her idea without being forced into it. In this case, which type of conflict will be healthy?
cross-training
Max and Kings Corp. is an insurance company that has formed a new team of insurance policy processors, underwriters, and raters. In order to ensure that no work is stalled in the absence of a member in the team, the manager should provide _____ to the members.
age discrimination
Max, a 56-year-old African American man, was terminated from his job at a local printing press after it became fully automated. His manager believed that Max was too old to learn the new computer-based method of operation. In this scenario, Max faced _____.
can return to their functional units after a project is finished.
Members of a project team:
as the number of members increases in a team.
Minority domination will most likely be a problem:
departmentalization
Nikolai & Sons Corp. is subdivided into organizational units called Nikolai & Sons Health Care, which provides general medicines for hospitals; Nikolai & Sons Professional, which provides office supplies for businesses; and Nikolai & Sons Consumer, which sells consumer goods. From this scenario, it can be inferred that Nikolai & Sons Corp. uses _____.
broadly defined jobs and responsibilities.
Organic organizations are characterized by:
hire, promote, or give back pay to those not hired or promoted
Organizations that fail to uphold affirmative action laws may be required to:
Job enrichment
Patrick works as a senior customer support representative at TellySupport Inc. His routine work includes answering calls and troubleshooting and reporting customer's problems. His manager, however, has recently assigned new tasks such as material procurement and inventory management to him and has given him complete autonomy to perform these tasks. Which of the following job design approaches has been adopted by Patrick's manager?
delegated the task
Peter, the marketing manager of a company that manufactures furniture, has been given the task of increasing the sale of the company's office furniture line in the upcoming quarter. As Peter has other tasks lined up, he gives his assistant the full responsibility and authority to develop a mailing campaign that would target all the offices in the entire state. In other words, Peter has _____.
cross-functional team
Power Plate Inc., a hot plate manufacturer, decided to introduce an innovative product. The manager in charge formed a team of product designers, innovators, engineers, marketing professionals, and sales professionals. This is an example of a _____.
it could be construed as leading to discrimination.
Questions about an applicant's physical characteristics should be avoided in an interview because:
cross-functional team
Raul, the CEO of Color Paints Inc. noticed that their plant loses considerable time daily because the assembly line has to be cleaned whenever the production schedule called for a different color to be produced. He, thus, established a team which was composed of employees from several different departments in order to solve this problem in a creative manner. This team came up with a solution that resulted in a significant increase in plant availability and an innovative alternative which successfully decreased plant downtime. This team exemplifies a(n) _____.
affirmative action
Resputile transports Co. has a policy of hiring people based on their talents. The management always ensure that they recruit people across various cultures and ethnicities irrespective of gender. This policy of Resputile transports is an example of _____.
job analysis
Ruanda, a human resources manager at a food processing company, assigns one of his subordinates the task of collecting information about the work activities and schedules of the employees in the packaging unit. The subordinate circulates questionnaires to the employees in the packaging unit in order to collect the necessary information. This information will help the company frame job specifications for the recruitment of future employees. In this scenario, the subordinate is conducting a _____.
developing multiple alternatives to enrich debate.
Teams can have healthy conflicts by:
there is no clear, engaging purpose.
Teams should NOT be used when:
glass ceiling
The _____ is the invisible barrier that prevents women and minorities from advancing to the top jobs in organizations.
internal motivation
The central concern of the job characteristics model is _____.
job specification
The city of Bridgedale issued a new recruitment publication for its Fire Service. The publication lists all of the qualifications needed to become a firefighter. This recruitment pamphlet can be best categorized as a(n) _____.
affirmative action is required by law for private employers with fifty or more employees.
The fact that differentiates affirmative action from diversity in a workplace is that:
social loafing
The incidence of _____ is high in large teams.
encounter the divisiveness associated with diversity programs that focus only on group differences.
The learning and effectiveness paradigm is less likely to:
sex discrimination
The management of Blue Specifics Inc. held a meeting to decide who would be the new training manager. Amanda, the only female training coordinator, was observed to be ambitious, and she had good performance records. However, the management decided to promote a male employee instead because they felt that the other team members, who were all male, would not be comfortable reporting to a woman. In this scenario, Amanda has faced _____.
it requires a high degree of coordination.
The primary disadvantage of matrix departmentalization is that:
centralization of authority
The students of a university criticize the institution because all the decisions about cultural and sports events are made by the dean, and the students have to consult him to make even small decisions. In this case, the students are criticizing the university because it supports _____.
compensation
The term _____ refers to both the financial and nonfinancial rewards organizations give employees in exchange for their work. fee
awareness and skills-based
The two basic types of diversity training programs are _____.
entry into a human resource information system.
Though an organization's application form often asks for information already provided by an applicant's résumé, most organizations prefer to collect this information in their own format for:
False
True or False: Departmentalization is a method of organizing work and workers into separate units responsible for particular business functions or areas of expertise.
True
True or false: A disability is defined as a mental or physical impairment that substantially limits one or more major life activities.
False
True or false: A job specification summarizes the basic tasks, duties, and responsibilities of a job, and a job description summarizes the qualifications needed to successfully perform the job.
True
True or false: A preference for teamwork (i.e., collectivism), team level, and team diversity can help companies choose the right team members.
True
True or false: A virtual organization is part of a network in which many companies share skills, costs, capabilities, markets, and customers with each other.
False
True or false: A work team is a small number of people who have been assigned responsibility for pursuing a common purpose, achieving performance goals, and improving interdependent work processes.
False
True or false: Affirmative action actually makes good business sense in terms of cost savings, the ability to attract and retain talent, and business growth.
True
True or false: Affirmative action and diversity are not only different in their definitions but also in their purpose, how they are practiced, and the reactions they produce.
False
True or false: Employee involvement teams not only provide advice and suggestions to management but also have the authority to make decisions and solve problems related to the major tasks required to produce a product or service.
False
True or false: In legal terms, intentional discrimination by an employer is identified as adverse impact while unintentional discrimination is called disparate treatment.
True
True or false: In many industries, teams are growing in importance because they help organizations respond to specific problems and challenges.
True
True or false: Matrix departmentalization is a hybrid structure in which two or more forms of departmentalization, such as the product and functional forms are used together.
True
True or false: Organizational structure is the description of the vertical and horizontal configuration of departments, authority, and jobs within a company.
True
True or false: Self-designing teams have all the characteristics of self-managing teams, but they can also control and change the design of the teams themselves, the tasks they do and how they do them, and who belongs to the teams.
True
True or false: Structural accommodation means giving teams the ability to change organizational structures, policies, and practices if it helps them meet their stretch goals.
False
True or false: The autonomy continuum shows how five kinds of teams differ in terms of autonomy. The correct sequence from low team autonomy to high team autonomy is (1) traditional work groups, (2) employee involvement groups, (3) semi-autonomous work groups, (4) self-designing teams, and (5) self-managing teams.
True
True or false: The fastest-growing racial group in the United States is Hispanics.
False
True or false: The hostile work environment form of sexual harassment occurs when employment outcomes such as hiring, promotion, or simply keeping one's job depend on whether an individual submits to being sexually harassed.
False
True or false: The learning and effectiveness paradigm for managing diversity focuses on the acceptance and celebration of differences; so that the diversity within the company matches the diversity found among primary stakeholders such as customers, suppliers, and local communities.
False
True or false: There has been little direct evidence of the practice of racial or ethnic discrimination in the workplace in recent years.
True
True or false: Virtual teams are often, but not necessarily, temporary teams that are set up to accomplish a specific task.
False
True or false: Wrongful discharge is a legal doctrine that requires a manager to have the approval of the human resource manager to terminate employees.
Emotional stability
Victoria works as a nurse in the emergency medical unit of LNS Hospital. She has been on duty for 36 hours at a stretch. A patient, profusely bleeding and unconscious, is admitted to the emergency unit. Victoria is then assigned to assist the doctor attending the patient, and she helps the doctor efficiently and calmly. In the given scenario, which of the following basic dimensions of personality does Victoria demonstrate?
1. traditional work groups, 2. employee involvement groups, 3. semi-autonomous work groups, 4. self-managing teams, and 5. self-designing teams.
What is the correct sequence of items in the autonomy continuum from low team autonomy to high team autonomy?
They should write a clear, understandable sexual harassment policy that is strongly worded.
What should companies do to make sure that sexual harassment laws are followed and not violated?
accountability
When managers delegate work, three transfers occur. The three transfers are responsibility, authority, and _____.
It is a radical redesign of business processes to achieve dramatic improvements in critical, contemporary measures of performance.
Which of the following best defines organizational reengineering?
It is the process of gathering information about job applicants to decide who should be offered a job.
Which of the following best defines selection?
It is an activity that contributes directly to creating or selling a company's products
Which of the following best describes a line function?
It is an activity that contributes directly to creating or selling a company's products.
Which of the following best describes a line function?
It involves increasing the number of tasks and giving workers authority and control over their jobs.
Which of the following best describes job enrichment?
It is the right to command immediate subordinates in the chain of command.
Which of the following best describes line authority?
Assessors rate the frequency with which workers promptly handle customer concerns and complaints.
Which of the following best describes the behavior observation scale?
Wide Inc., a U.S. company headed by an Indian CEO and comprising stakeholders from varied ethnic backgrounds
Which of the following companies exemplifies a diverse company?
InsureClef Inc., an insurance company, has a business unit that focuses on major commercial businesses, and it also has a smaller second unit that focuses on the different products that the company offers.
Which of the following companies has adopted matrix departmentalization?
A member of a company's finance department who provides advisory assistance to the marketing department
Which of the following individuals performs a staff function?
Extraverts are active and assertive, whereas introverts are quiet and reserved.
Which of the following is a difference between extraverts and introverts?
Unlike functional departmentalization, product departmentalization organizes work and workers into separate units responsible for producing particular services.
Which of the following is a difference between functional departmentalization and product departmentalization?
Semi-autonomous work groups have the authority to make decisions and solve problems with their manager's permission, whereas self-managing work groups can manage and control all tasks without taking their manager's permission.
Which of the following is a difference between semi-autonomous work groups and self-managing teams?
Ethnicity
Which of the following is a dimension of surface-level diversity?
Work sample test
Which of the following is a direct measure of job applicants' capability to do a job?
They require high managerial skills to make a network of independent organizations work together.
Which of the following is a disadvantage of virtual organizations?
Maintaining high standards while promoting diversity
Which of the following is a diversity principle that helps managers do a better job of managing company diversity programs?
It is strongly associated with improvements in team performance.
Which of the following is a feature of cognitive conflict?
They can maintain a calm, problem-solving attitude in even the toughest situations.
Which of the following is a feature of emotionally stable employees?
Women are more likely to choose jobs that give them more control over their work schedules.
Which of the following is a reason for the slow rate at which women have been promoted to middle and upper levels of management and corporate boards?
The level of rewards must match the level of performance.
Which of the following is a requirement for team compensation to work?
People withhold their opinions for fear of being seen as different.
Which of the following is a sign that a learning and effectiveness paradigm has not yet been created in a company?
It results in job descriptions and job specifications.
Which of the following is a true of job analysis?
They cost significantly less to run than traditional organizations.
Which of the following is an advantage of modular organizations?
They increase customer satisfaction.
Which of the following is an advantage of work teams?
A disabled person in a wheelchair is denied a consultant's job in a reputed company, despite being qualified.
Which of the following is an example of disability discrimination?
Awareness training
Which of the following is designed to raise employees' cognizance of diversity issues and to challenge the underlying assumptions or stereotypes people may have about others?
The number of welds an employee makes in an hour
Which of the following is most likely to be an objective performance measure at an auto assembly plant?
Virtual organizations
Which of the following is the approach to managing interorganizational processes that can be best described as one which changes its composition depending on what an organization wants at the moment?
Its victims are almost always older workers.
Which of the following is true of age discrimination?
It focuses on problem-related differences of opinion
Which of the following is true of cognitive conflict?
It involves periodically moving workers from one job to another to give them more variety.
Which of the following is true of job rotation?
They regulate the interaction between management and unions that represent groups of employees.
Which of the following is true of labor laws?
It continues to operate via the glass ceiling at higher levels in organizations.
Which of the following is true of sex discrimination?
They allow team members to get to know each other.
Which of the following is true of teams with six to nine members?
They let companies share costs, and they are fast and flexible.
Which of the following is true of virtual organizations?
Managers should give employees a chance to change their behavior.
Which of the following should managers do in order to minimize the problems inherent in firing employees?
People with disabilities have better safety records.
Which of the following statements about disabled employees is true?
They work best in stable, unchanging business environments.
Which of the following statements about mechanistic organizations is true?
Cross-training is less appropriate for teams of highly skilled workers
Which of the following statements about team training is true? a) The most common type of training provided is training in conceptual skills. b) Team leaders typically do not require training. c) Organizations often overestimate the amount of training required to make teams effective. d) The most common type of training provided is training in technical skills. e) Cross-training is less appropriate for teams of highly skilled workers.
Negative feedback is often less credible when it comes from several people.
Which of the following statements about using 360-degree feedback is true?
It strives to create a demographically diverse work force that attracts a broader customer base.
Which of the following statements is true regarding the access and legitimacy paradigm?
It focuses only on surface-level dimensions of diversity.
Which of the following statements is true regarding the discrimination and fairness paradigm?
It is the degree to which someone is not angry, depressed, anxious, insecure, or excitable.
Which of the following statements refers to emotional stability?
Self-designing teams
Which of the following types of teams has the authority to change their composition as well as all of their tasks and work methods?
Cognitive ability tests
Which of the following types of tests accurately predicts job performance in almost all kinds of jobs?
Team members begin to work together, and different personalities and work styles clash.
Which of the following typically happens during the storming stage of team development?
Team members begin to work together, and different personalities and work styles may clash
Which of the following typically happens during the storming stage of team development?
typically unchangeable
With surface-level diversity, differences are immediately observable, easy to measure, and _____.
they improve product and service quality.
Work teams are favorable for organizations because:
Early retirement incentive programs
_____ are programs that offer financial benefits to employees to encourage them to retire early.
Behavioral observation scales
_____ ask raters to rate the frequency with which workers perform specific behaviors representative of the job dimensions that are critical to successful job performance.
Delegation of authority
_____ can be best defined as the assignment of direct authority and responsibility to a subordinate to complete tasks for which the manager is normally responsible.
Organizational processes
_____ emphasize the activities through which work gets done in the organization.
Labor laws
_____ guarantee employees the right to form and join unions of their own choosing.
Traditional work groups
_____ have the least autonomy in the team autonomy continuum.
Job enlargement
_____ increases the number of different tasks that a worker performs within one particular job.
Empowerment
_____ is a feeling of intrinsic motivation in which workers perceive their work to have meaning and perceive themselves to be competent, having an impact, and capable of self-determination.
Wrongful discharge
_____ is a legal doctrine that requires employers to have a job-related reason to terminate employees.
Leniency error
_____ is a rating error that occurs when assessors rate all workers as performing particularly well.
Social loafing
_____ is a term used by work teams to describe when workers withhold their efforts and fail to perform their share of the work.
Autonomy
_____ is the degree to which a job gives workers the discretion, freedom, and independence to decide how and when to accomplish their jobs. Skill feedback
Quid pro quo sexual harassment
_____ is the form of sexual harassment in which employment outcomes such as hiring, promotion, or simply keeping one's job depend on whether an individual submits to sexual harassment.
Job design
_____ is the number, kind, and variety of tasks that individual workers perform in doing their jobs.
Personality
_____ is the relatively stable set of behaviors, attitudes, and emotions displayed over time that makes people different from each other.
Empowering workers
_____ means permanently passing decision-making authority and responsibility from managers to workers.
Training
_____ means providing opportunities for employees to develop the job-specific skills, experience, and knowledge they need to do their jobs or improve their performance.
Groupthink
_____ occurs when members of highly cohesive groups feel intense pressure not to disagree with each other so that the group can approve a proposed solution.
A hostile work environment
_____ occurs when unwelcome and demeaning sexually related behavior creates an intimidating and offensive work surrounding that results in psychological injury but may not result in economic injury.
Outplacement services
_____ provide employment counseling for employees faced with downsizing.
Employment references
_____ refer to sources such as previous employers or coworkers who can provide job-related information about job candidates.
Organizational plurality
_____ refers to a work environment where all members are empowered to contribute in a way that maximizes the benefits to the company, customers, and themselves; and the individuality of each member is respected by not segmenting or polarizing people on the basis of their membership in a particular group.
Disparate treatment
_____ refers to intentional discrimination that occurs when people are purposely not given the same hiring, promotion, or membership opportunities as other employees because of their race, color, age, sex, ethnic group, national origin, or religious beliefs.
Affirmative action
_____ refers to purposeful steps taken by an organization to create employment opportunities for minorities and women.
hostile work environment
_______ occurs when unwelcome and demeaning sexually related behavior creates an intimidating, hostile, and offensive work environment.
Diversity
________ makes good business sense in terms of cost savings, the ability to attract and retain talent, and business growth.
interorganizational process
a collection of activities that take place among companies to transform inputs into outputs that customers value
profit sharing
a compensation system in which a company pays a percentage of its profits to employees in addition to their regular compensation
gainsharing
a compensation system in which companies share the financial value of performance gains, such as increased productivity, cost savings, or quality, with their workers
piecework
a compensation system in which employees are paid a set rate for each item they produce
commission
a compensation system in which employees earn a percentage of each sale they make
employee stock ownership plan
a compensation system that awards employees shares of company stock in addition to their regular compensation
stock options
a compensation system that gives employees the right to purchase shares of stock at a set price, even if the value of the stock increases above that price
human resource information system
a computerized system for gathering ,analyzing, storing, and disseminating information related to the HRM process
sexual harassment
a form of discrimination in which unwelcome sexual advances, requests for sexual favors, or other verbal or physical conduct of a sexual nature occurs while performing one's job
simple matrix
a form of matrix departmentalization in which managers in different parts of the matrix negotiate conflicts and resources
complex matrix
a form of matrix departmentalization in which managers in different parts of the matrix report to matrix managers, who help them sort out conflicts and problems
quid pro quo sexual harassment
a form of sexual harassment in which employment outcomes, such as hiring, promotion, or simply keeping one's job, depend on whether an individual submits to sexual harassment
hostile work environment
a form of sexual harassment in which unwelcome and demeaning sexually related behavior creates an intimidating and offensive work environment
traditional work group
a group composed of two or more people who work together to achieve a shared goal
semi-autonomous work group
a group that has the authority to make decisions and solve problems related to the major tasks of producing a product or service
matrix departmentalization
a hybrid organizational structure in which two or more forms of departmentalization, most often product and functional, are used together
Job specialization
a job composed of a small part of a larger task or process
wrongful discharge
a legal doctrine that requires employers to have a job-related reason to terminate employees
unity of command
a management principle that workers should report to just one boss
disability
a mental or physical impairment that substantially limits one or more major life activities
diversity pairing
a mentoring program in which people of different cultural backgrounds, sexes, or races/ethnicities are paired together to get to know each other and change stereotypical beliefs and attitudes
360-degree feedback
a performance appraisal process in which feedback is obtained from the boss, subordinates, peers and coworkers, and the employees themselves
job evaluation
a process that determines the worth of each job in a company by evaluating the market value of the knowledge, skills, and requirements needed to perform it
job analysis
a purposeful, systematic process for collecting information on the important work-related aspects of a job
de-forming
a reversal of the forming stage, in which team members position themselves to control pieces of the team, avoid each other, and isolate themselves from team leaders
de-norming
a reversal of the norming stage, in which team performance begins to decline as the size, scope, goal, or members of the team change
de-storming
a reversal of the storming phase, in which the team's comfort level decreases, team cohesion weakens, and angry emotions and conflict may flare
four-fifths rule
a rule of thumb used by the courts and the EEOC to determine whether there is evidence of adverse impact; a violation of this rule occurs when the impact ratio is less than 80 percent, or four-fifths
interview
a selection tool in which company representatives ask job applicants job-related questions to determine whether they are qualified for the job
assessment centers
a series of managerial simulations, graded by trained observers, that are used to determine applicants' capability for managerial work
work team
a small number of people with complementary skills who hold themselves mutually accountable for pursuing a common purpose, achieving performance goals, and improving interdependent work processes
Job specifications
a summary of the qualifications needed to successfully perform the job, often included as a separate section of a job description
cross-functional team
a team composed of employees from different functional areas of the organization
virtual team
a team composed of geographically and/or organizationally dispersed coworkers who use telecommunication and information technologies to accomplish an organization task
project team
a team created to complete specific, one-time projects or tasks within a limited time
self-designing team
a team that has the characterisitcs of self-managing teams but also controls team design, work tasks, and team membership
self-managing team
a team that manages and controls all of the major tasks of producing a product or service
diversity
a variety of demographic, cultural, and personal differences among an organization's employees and customers
organizational plurality
a work environment where (1) all members are empowered to contribute in a way that maximizes the benefits to the organization, customers, and themselves, and (2) the individuality of each member is respected by not segmenting or polarizing people on the basis of their membership in a particular group
job description
a written description of the basic tasks, duties, and responsibilities required of an employee holding a particular job
job specifications
a written summary of the qualifications needed to successfully perform a particular job
line function
an activity that contributes directly to creating or selling the company's products
staff function
an activity that does not contribute directly to creating or selling the company's products but instead supports line activities
job characteristics model
an approach to job redesign that seeks to formulate jobs in ways that motivate workers and lead to positive work outcomes
personality test
an assessment that measures the extent to which an applicant possesses different kinds of job-related personality dimensions
bona fide occupational qualification
an exception in employment law that permits sex, age, religion, and the like to be used when making employment decisions, but only of they are "reasonable necessary to the normal operation of that particular business".
Organic organization
an organization characterized by broadly defined jobs and responsibilities; loosely defined,frequently changing roles; and decentralized authority and horizontal communication based on task knowledge
mechanistic organization
an organization characterized by specialized jobs and responsibilities; precisely defined, unchanging roles; and a rigid chain of command based on centralized authority and vertical communication
virtual organization
an organization that is part of a network in which many companies share skills, costs, capabilities, markets, and customers to collectively solve customer problems or provide specific products or services
modular organization
an organization that outsources noncore business activities to outside companies, suppliers, specialists, or consultants
Adverse impact
an unintentional discrimination that occurs when members of a particular race, sex, or ethnic group are unintentionally harmed or disadvantaged because they are hired, promoted, or trained (or any other employment decision) at substantially lower rates than others.
social loafing
behavior in which team members withhold their efforts and fail to perform their share of the work
skill-based pay
compensation system that pays employees for learning additional skills or knowledge
training
developing the skills, experience, and knowledge employees need to perform their jobs or improve their performance
surface-level diversity
differences such as age, sex, race/ethnicity, and physical disabilities that are observable, typically unchangeable, and easy to measure
deep-level diversity
differences such as personality and attitudes that are communicated thorough verbal and nonverbal behaviors and are learned only through extended interaction with others
phased retirement
employees transition to retirement by working reduced hours over a period of time before completely retiring
outplacement services
employment-counseling services offered to employees who are losing their jobs because of downsizing
biographical data
extensive surveys that ask applicants questions about their personal backgrounds and life experiences
empowerment
feeling of intrinsic motivation in which workers perceive their work to have impact and meaning and perceive themselves to be competent and capable of self-determination
diversity audits
formal assessments that measure employee and management attitudes, investigate the extent to which people are advantaged or disadvantaged with respect to hiring and promotions, and review companies' diversity-related policies and procedures
reengineering
fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical measures of performance, such as cost, quality, service, and speed
Compressed pay structures
have few pay levels and small differences in pay between levels.
Job enlargement
increasing the number of different tasks that a worker performs within one particular job
norms
informally agreed-on standards that regulate team behavior
disparate treatment
intentional discrimination that occurs when people are purposely not given the same hiring, promotion, or membership opportunities because of their race, color, sex, age, ethnic group, national origin, or religious beliefs
structured interviews
interviews in which all applicants are asked the same set of standardized questions, usually including situational, behavioral, background, and job-knowledge questions
unstructured interviews
interviews in which interviewers are free to ask the applicants anything they want
employee turnover
loss of employees who voluntarily choose to leave the company
functional turnover
loss of poor-performing employees who voluntarily choose to leave a company
Cognitive ability tests
measure the extent to which applicants understand words, numbers, logic, and spatial dimensions. Cognitive ability tests accurately predict job performance in almost all kinds of jobs.
objective performance measures
measures of job performance that are easily and directly counted or quantified
subjective performance measures
measures of job performance that require someone to judge or assess a worker's performance
internal motivation
motivation that comes from the job itself rather than from outside rewards
geographic departmentalization
organizing work and workers into separate units responsible for doing business in particular geographic areas
functional departmentalization
organizing work and workers into separate units responsible for particular business functions or areas of expertise
customer departmentalization
organizing work and workers into separate units responsible for particular kinds of customers
product departmentalization
organizing work and workers into separate units responsible for producing particular products or services
Job rotation
periodically moving workers from one specialized job to another to give them more variety and the opportunity to use different skills
empowering workers
permanently passing decision-making authority and responsibility from managers to workers by giving them the information and resources they need to make and carry out good decisions
background checks
procedures used to verify the truthfulness and accuracy of information that applicants provide about themselves and to uncover negative, job-related background information not provided by applicants
early retirement incentive programs
programs that offer financial benefits to employees to encourage them to retire early
affirmative action
purposeful steps taken by an organization to create employment opportunities for minorities and women
behavior observation scales
rating scales that indicate the frequency with which workers perform specific behaviors that are representative of the job dimensions critical to successful job performance
interpersonal skills
skills, such as listening, communicating, questioning, and providing feedback, that enable people to have effective working relationships with others
Standardization
solving problems by consistently applying the same rules, procedures, and processes
employment references
sources such as previous employers or coworkers who can provide job-related information about job candidates
departmentalization
subdividing work and workers into separate organizational units responsible for completing particular tasks
employee involvement team
team that provides advice or makes suggestions to management concerning specific issues
specific ability tests
tests that measure the extent to which an applicant possesses the particular kind of ability needed to do a job well
cognitive ability tests
tests that measure the extent to which applicants have abilities in perceptual speed, verbal comprehension, numerical aptitude, general reasoning, and spatial aptitude
work sample tests
tests that require applicants to perform tasks that are actually done one the job
structural accommodation
the ability to change organizational structures, policies, and practices in order to meet stretch goals
bureaucratic immunity
the ability to make changes without first getting approval from managers or other parts of an organization
feedback
the amount of information the job provides to workers about their work performance
delegation of authority
the assignment of direct authority and responsibility to a subordinate to complete tasks for which the manager is normally responsible
team level
the average level of ability, experience, personality, or any other factor on a team
intraorganizational process
the collection of activities that take place within an organization to transform inputs into outputs that customers value
organizational process
the collection of activities that transforms inputs into outputs that customers value
autonomy
the degree to which a job gives workers the discretion, freedom, and independence to decide how and when to accomplish the job
task significance
the degree to which a job is perceived to have a substantial impact on others inside or outside the organization
task identity
the degree to which a job, from beginning to end, requires the completion of a whole and identifiable piece of work
individualism-collectivism
the degree to which a person believes that people should be self-sufficient and that loyalty to one's self is more important than loyalty to team or company
social integration
the degree to which group members are psychologically attracted to working with each other to accomplish a common objective
extraversion
the degree to which someone is active, assertive, gregarious, sociable, talkative, and energized by others
agreeableness
the degree to which someone is cooperative, polite, flexible, forgiving, good-natured, tolerant, and trusting
openness to experience
the degree to which someone is curious, broad-minded, and open to new ideas, things, and experiences; is spontaneous; and has a high tolerance for ambiguity
conscientiousness
the degree to which someone is organized, hardworking, responsible, persevering, thorough, and achievement oriented
task interdependence
the extent to which collective action is required to complete and entire piece of work
cohesiveness
the extent to which team members are attracted to a team and motivated to remain in it
compensation
the financial and nonfinancial rewards that organizations give employees in exchange for their work
forming
the first stage of team development, in which team members meet each other, for initial impressions, and begin to establish team norms
performing
the fourth and final stage of team development, in which performance improves because the team has matured into an effective, fully functioning team
Decentralization
the location of a significant amount of authority in the lower levels of the organization
centralization of authority
the location of most authority at the upper levels of the organization
Dysfunctional turnover
the loss of high performers who voluntarily choose to leave a company.
skill variety
the number of different activities performed in a job
Job design
the number, kind, and variety of tasks that individual workers perform in doing their jobs
downsizing
the planned elimination of jobs in a company
performance appraisal
the process of assessing how well employees are doing their jobs
validation
the process of determining how well a selection test or procedure predicts future job performance; the better or more accurate the prediction of future job performance, the more valid a test is said to be
recruiting
the process of developing a pool of qualified job applicants
external recruiting
the process of developing a pool of qualified job applicants from outside the company
internal recruiting
the process of developing a pool of qualified job applicants from people who already work in the company
human resource management
the process of finding, developing, and keeping the right people to form a qualified workforce
selection
the process of gathering information about job applicants to decide who whuld be offered a job
needs assessment
the process of identifying and prioritizing the learning needs of employees
personality
the relatively stable set of behaviors, attitudes, and emotions displayed over time that makes people different from each other
staff authority
the right to advise, but not command, others who are not subordinates in the chain of command
line authority
the right to command immediate subordinates in the chain of command
authority
the right to give commands, take action, and make decisions to achieve organizational objectives
storming
the second stage of development, characterized by conflict and disagreement, in which team members disagree over what the team should do and how it should do it
disposition
the tendency to respond to situations and events in a predetermined manner
norming
the third stage of team development, in which team members begin to settle into their roles, group cohesion grows, and positive team norms develop
team diversity
the variances or differences in ability, experience, personality, or any other factor on a team
organizational structure
the vertical and horizontal configuration of departments, authority, and jobs within a company
chain of command
the vertical line of authority that clarifies who reports to whom throughout the organization
employee separation
the voluntary or involuntary loss of an employee
rater training
training performance appraisal raters in how to avoid rating errors and increase rating accuracy
cross-training
training team members to do all or most of the jobs performed by the other team members
awareness training
training that is designed to raise employees' awareness of diversity issues and to challenge the underlying assumptions or stereotypes they may have about others
skills-based diversity training
training that teaches employees the practical skills they need for managing a diverse workforce, such as flexibility and adaptability, negotiation, problem solving, and conflict resolution
age discrimination
treating people differently because of their age
disability discrimination
treating people differently because of their disabilities
racial and ethnic discrimination
treating people differently because of their race of ethnicity
sex discrimination
treating people differently because of their sex
adverse impact
unintentional discrimination that occurs when members of a particular race, sex, or ethnic group are unintentionally harmed or disadvantaged because they are hired, promoted, or trained at substantially lower rates than others
reciprocal interdependence
work completed by different jobs or groups working together in a back-and-forth manner
pooled interdependence
work completed by having each job or department independently contribute to the whole
sequential interdependence
work completed in succession, with one group's or job's outputs becoming the inputs for the next group or job
Openness to experience
_____ is the degree to which someone is curious, broadminded, and adaptable to new ideas, things, and experiences; is spontaneous; and has a high tolerance for ambiguity.
adverse impact
20 men and 20 women applied for the role of delivery person for a restaurant. Out of all the applicants, 12 men and five women were hired for the job because the job required the applicants to be very good at riding scooters. The number of men employed were much more than the number of women employed. However, it was not an intentional discrimination but a part of the job requirement. In this context, _____ has occurred.
interpersonal skills
A company forms a new team to work on a new project that requires frequent communication with the client. Passing on accurate information is clearly indispensable for this project. The team is diverse with both inexperienced and experienced members. In order to ensure that the team's communication skills are enhanced, the company should provide training on _____.
forming
A group consisting of architects and engineers is created to plan the construction of a new bridge. The team members are getting to know each other and are setting some initial ground rules. This group is in the _____ stage of team development.
norms
A group of medical specialists works in the neonatal unit of Brightlake Medical College and Hospital. The group has informally agreed to explain to students the reasons behind specific procedures during the course despite the fact that there are no formal guidelines mandating that students should be given an explanation. The group's agreed-on standards can be best categorized as _____.
norm
A group of workers in a medical examiner's office decided that they would not wear light-colored denim jeans to work because such casual wear seemed unprofessional. This informal agreement was made although the office did not have a dress code policy. The workers created a(n) _____.
collecting information about the tools and equipment used to do a job.
A job analysis involves:
diversity has a broader focus, while affirmative action does not
A key difference between affirmative action and diversity is that _____.
virtual organization
A key feature of a _____ is that its composition is always changing.
semistructured interview
A major part of the _____ is based on structured questions, but some time is set aside for unstructured interviewing to allow the interviewer to probe into ambiguous or missing information uncovered during the structured portion of the interview.
skill-based pay
A producer of mobile aerial work platforms rewards employees for the number of basic skills they can perform rather than for the jobs to which they are assigned. Prior to initiating this system, pay increases were based on a merit system. The merit system is still in effect; however, the new program emphasizes continued acquisition of new skills. The new program can be best categorized as _____.
are likely to show better judgment
A true statement about older workers is that they _____.
80 percent rule
A violation of the _____ used by the courts and federal agencies to determine whether there is evidence of adverse impact occurs when the members of a particular race, sex, or ethnic group are unintentionally harmed or disadvantaged because they are hired, promoted, or trained (or any other employment decision) at substantially lower rates than others.
minority domination
A work team at Krumb Foods Inc., consists of eight people. However, Minta and Oscar are almost always the only team members who discuss ideas and opinions, while the other team members rarely get an opportunity to voice their opinions in team meetings. This work team is most likely experiencing _____.
virtual organization
A(n) _____ can be best defined as an organization that is part of a network in which many companies share skills, costs, capabilities, markets, and customers to collectively solve customer problems or provide specific products or services.
simple matrix
A(n) _____ is a form of matrix departmentalization in which managers in different parts of the matrix negotiate conflicts and resources directly.
Customer departmentalization
Amberlind Inc. is a manufacturer of grooming products. It has two product lines—HE range of products for men and SHE range of products for women. The company has separate production units for both series of products. In the given scenario, which of the following methods of departmentalization is followed by Amberlind Inc.?
disposition
An individual's _____ refers to his or her tendency to respond to situations and events in a predetermined manner.
conscientiousness
Arlene, a clerk, is often found gossiping and abusing coworkers, new employees, and her supervisor. Some coworkers have reportedly found her stealing office stationery. In the context of the Big Five Personality Dimensions, Arlene lacks _____.
job satisfaction
Brainden Inc. is a multinational company that primarily provides ideas for business improvements, marketing, and promotions. The company has to work on a challenging project that requires experts such as software engineers, hardware professionals, marketing managers, and media personnel. The company forms a team consisting of these experts and provides cross-training to ensure that there is a certain level of understanding of each other's roles. In this case, Brainden is trying to increase _____.
