Org Behavior - Exam 2

Which of the following statements about job enlargement is NOT true?

- Job enlargement involving giving employees more tasks requiring them to be knowledgeable in different areas has fewer positive effects than job enlargement adding tasks that are very simple in nature. - Job enlargement involving giving employees more tasks requiring them to be knowledgeable in different areas has fewer positive effects than job enlargement adding tasks that are very simple in nature. - When jobs are enlarged, employees view themselves as more capable. - Job enlargement is beneficial because it is positively related to higher quality customer service. - The intent behind job enlargement is to increase the variety of tasks to be performed so that boredom is reduced and human resources are used effectively.

Which of the following statements regarding the impact of reward systems on culture shaping is correct? - A firm that uses a forced choice method of evaluation where a percentage of employees are ranked as excellent, average and failures, and the failures are threatened with turnover, is likely to have a team-oriented culture. - Firms that reward based on how an employee meets a goal and not just whether the goal is met are likely to have highly aggressive cultures. - A firm that rewards purely on the basis of goal achievement is likely to have an outcome-oriented culture. - In outcome oriented cultures, supportive, cooperative behaviors are rewarded.

A firm that rewards purely on the basis of goal achievement is likely to have an outcome-oriented culture.

Vision

A future-oriented declaration of the organization's purpose and aspirations.

Mission

A statement that communicates the organization's reason for being, and how it aims to serve it's key stakeholders.

Goals and objectives serve to accomplish all of the following EXCEPT: - Gauge and report performance - Improve performance - Align effort - Align goals with objectives

Align goals with objectives

All of the following are effective tips for developing mission and vision statements EXCEPT: - Involve all stakeholders in its development; otherwise, they won't consider it theirs. - Start from where you are to get to where you want to go. - Make it visual: A picture is worth a thousand words. - Make it actionable: If it's too abstract, no one knows what to do next. - Use it: Beyond printing it, posting it, and preaching it, you also need to practice what is laid out in the mission and vision..."walk the talk" - Monitor your progress: A strategic audit, combined with key metrics, can be used to measure progress against goals and objectives. - Avoid using concrete words and descriptions, the broader the statement the better

Avoid using concrete words and descriptions, the broader the statement the better

All of the following are effective tips for developing mission and vision statements EXCEPT: - Assign responsibility so that it's clear how each person, including each stakeholder, can contribute. - Build in the values of the organization: Every organization has a soul. Tap into yours, and adjust as needed. Mission and vision built on your values will not just hold promise but also deliver on it. - Make it simple to understand: Complex language and disconnected statements have little impact—people can't implement what they don't understand. - Communicate often: Internal communications are the key to success. People need to see the mission and vision, identify with them, and know that leadership is serious about it. - Live it: Management must lead by example - Use external audit team: An external team brings objectivity, plus a fresh perspective. - Be sure to include everything, the longer the statement the better.

Be sure to include everything, the longer the statement the better.

Goals are outcome statements that define what an organization is trying to accomplish: - Programmatically - Organizationally - Both programmatically and organizationally - Internal

Both programmatically and organizationally

A firm's strategy includes which of the following: - Captures how vision and mission will be achieved - Communicates to stakeholders the hierarchical corporate structure. - Sets specific operating procedures to be followed by front line managers. - Identifies the supply lines and vendors necessary for effective production.

Captures how vision and mission will be achieved

Which of the following statements regarding the creation and maintenance of culture is INCORRECT? - One reason for the difficulty encountered in trying to change a firm's culture is the early shaping of culture based on the founder's vision. - If a leader motivates by rewarding for performance, an outcome-oriented culture can develop. - The attraction-selection-attrition process is a self-protective mechanism by which a firm maintains a level of homogeneity regarding the values of organization members. - Computer-based orientation programs are more cost efficient and are more effective at conveying corporate culture than classroom-based programs.

Computer-based orientation programs are more cost efficient and are more effective at conveying corporate culture than classroom-based programs.

The monitoring step of the mission and vision statements development process is analogous to which step of the principles of management framework? - Planning - Organizing - Leading - Controlling

Controlling

Which of the following statements regarding culture in organizations is INCORRECT? - Multiple subcultures can exist in a single organization. - Subcultures arise in a firm due to personal characteristics of managers and employees and the different conditions under which work is performed. - Countercultures are never tolerated by an organization once they are identified. - Employee perceptions on subcultures are related to employee commitment to the organization.

Countercultures are never tolerated by an organization once they are identified.

All of the following are good tips for developing mission and vision statements EXCEPT: - Let the business drive the mission and vision. - Revise and reiterate; you'll likely go through multiple iterations before you're satisfied. - Factor in your style: A mission and vision must reflect the leader's style. You can't sustain action that goes against it. - Phase it in: Reach for the sky—in stages. - Do your best to get it done quickly, any mission statement is better than none. - Create messages that inspire action: It's not what you say, but how you say it. - Identify key milestones: While traveling to your destination, acknowledge the milestones along the way.

Do your best to get it done quickly, any mission statement is better than none.

Which of the following statements regarding the attraction-selection-attrition (ASA) process is INCORRECT? - Individuals self-select the companies for which they choose to work. - Due to economic circumstances, companies today hire people for fit with the job only and are much less concerned about fit with the culture. - The ASA process aids organizations in maintaining the relative homogeneity of employee personalities and values. - Person-organization misfit is an important reason for employee turnover.

Due to economic circumstances, companies today hire people for fit with the job only and are much less concerned about fit with the culture.

Which of the following statements is true about empowerment? - The notion of empowerment is appropriate for all employees. - Empowerment is a relatively easy concept to implement in the workplace. - Employees who are nervous about empowerment may also worry about the increased responsibility. - Empowerment is not related to job performance.

Employees who are nervous about empowerment may also worry about the increased responsibility.

Which of the following is true regarding the motivating potential of a job? - An employee whose expectation for his job is to pay the bills will have high growth strength. - Even though a job is designed with the express purpose of motivating individuals, some employees may not find the job motivational. - Career stage does not influence the importance of the five core characteristics. - Employees with high growth need strength will respond less favorably to jobs with high motivating potential.

Even though a job is designed with the express purpose of motivating individuals, some employees may not find the job motivational.

Which of the following describes the elements of the Hackman and Oldham job characteristics model? - Three psychological states lead to five core job characteristics which lead to five outcomes. - Five core job characteristics lead to five outcomes which produce three psychological states. - Five core job characteristics lead to three psychological states which lead to five outcomes. - Three psychological states lead to five outcomes which are analyzed for five core job characteristics.

Five core job characteristics lead to three psychological states which lead to five outcomes.

Which of the following statements regarding founder's values is INCORRECT? - Founder values continue to be reflected in a firm only to the extent they continue to aid the firm's success. - The difficulty in changing firm culture can be, at least, partially attributed to the shaping provided by founder values. - Founder values can provide a competitive advantage for a firm. - Founder values lay the cornerstone of the firm's culture, but values have a rapidly decreasing impact as the firm grows and ages.

Founder values lay the cornerstone of the firm's culture, but values have a rapidly decreasing impact as the firm grows and ages.

Mission and vision statements play all of the following important roles EXCEPT: - Communicate an organization's purpose and values to all key stakeholders - Inform strategy development - Develop the measurable goals and objectives by which to gauge the success of the organization's strategy - Give the impression that management is working without actually doing anything

Give the impression that management is working without actually doing anything

Which of the following statements regarding organizational culture and its impact on the firm is INCORRECT? - Employees become more aware of their organization's culture when they have an opportunity to compare it to that of another firm. - Having a culture that fits with the company leads to good company performance, but having a culture that does not fit has no impact. - Organizational cultures that are hard to imitate can create a competitive advantage for a firm. - Organizational culture is an effective control mechanism for dictating employee behavior.

Having a culture that fits with the company leads to good company performance, but having a culture that does not fit has no impact.

Which of the following statements regarding the organization's role in onboarding and orientation activities is INCORRECT? - The mere existence of mentoring programs does not guarantee their success. - The speed with which new employees learn the company's culture is strongly influenced by the support of supervisors and managers. - Adjustment to a new company is facilitated by information provided by peers and leaders. - How companies do onboarding doesn't really matter much.

How companies do onboarding doesn't really matter much.

Which of the following factors has the most influence on worker motivation? - pay - growth opportunities - job design - recognition

Job Design

Which of the following statements is true about job design approaches? - Job rotation takes place only with lower level jobs in an organization. - Job enrichment may lead to employee frustration or dissatisfaction with pay. - Job specialization is effective in rapidly changing work environments. - Job enlargement leads employees to feel less capable of performing job tasks.

Job enrichment may lead to employee frustration or dissatisfaction with pay.

Best practices for onboarding programs in firms suggest all of the following EXCEPT: - Make interaction key to the program. Get participation from all organization members to the greatest extent possible. - Keep the program as an informal plan. Formalization of the plan will prevent its adaptation to new types of employees. - Be clear on goals of the program and those who are actively participating. - Establish milestones for the program and monitor them. Try to build a rhythm for the program.

Keep the program as an informal plan. Formalization of the plan will prevent its adaptation to new types of employees.

_____________ is (are) part of the culture maintenance phase. - Founder values - Industry demands - Leadership - Preferences

Leadership

__________ is an example of felt empowerment. - Meaningful work - Leadership style - Organizational structure - Organizational climate

Meaningful work

Which of the following psychological states is the most important for employee attitudes and behaviors? - responsibility - knowledge of results - motivation - meaningfulness

Meaningfulness

A trusted individual who provides the employee with advice and support regarding career-related matters is a

Mentor

Characteristics of the approach to setting and managing goals and objectives include which of the following EXCEPT?: - Goals should be linked to the capabilities of each employee. - More is better. - Without measurement, you cannot tell where you have been. - Measures should be based around the needs of customers, shareholders and other key stakeholders.

More is better

A big advantage of a _____ structure is that it allows a firm to act quickly. - multidivisional - functional - mosaic - boundaryless - bureaucratic

Multidivisional

Which of the following statements regarding culture dimensions is INCORRECT? - Employees tend to stay longer in people-oriented cultures. - Outcome-oriented cultures hold managers accountable for success, but not other employees. - In team-oriented cultures, managers have more positive relationships with their subordinates than in other cultures. - Proactive behavior tends to emerge often in service companies.

Outcome-oriented cultures hold managers accountable for success, but not other employees.

Firms with clearly communicated, widely understood and collectively shared mission and vision have been shown: - To create and advance technology - Embrace diversity - Perform better than those without them - Employ a smarter workforce

Perform better than those without them

Mission and vision development are analogous to which step in the principles of management framework: - Planning - Organizing - Leading - Controlling

Planning

job enlargement

Refers to expanding the tasks performed by employees

Which of the following statements is INACCURATE about job rotation? - Rotation is the regular movement of employees through firm jobs. - Rotation leads to increased likelihood that turnover will be reduced in the firm. - Rotation is an opportunity for employees to acquire new skills. - Rotation leads to slightly elevated blood pressure measured in employees using the process due to their movement between jobs.

Rotation leads to slightly elevated blood pressure measured in employees using the process due to their movement between jobs.

Which of the following is a disadvantage of using a functional structure? - Reduced specialization - Slow execution of strategic changes - Increased costs - Increased inefficiency - Informal distribution of tasks

Slow execution of strategic changes

Which of the following is an advantage to job specialization? - Training costs are higher, but because of the specialized nature of tasks, they are learned more fully. - The nature of the jobs leads to lower absenteeism. - Staffing costs are lower because the repetitive nature of tasks makes skill requirements lower. - The nature of the jobs is especially effective in rapidly changing environments.

Staffing costs are lower because the repetitive nature of tasks makes skill requirements lower.

Which of the following statements holds true for the "realistic" aspect of a goal? - The goal that is achieved is quantifiable. - The achievement of the goal is feasible. - The goal is achieved through the creation of deadlines. - The goal is explicit rather than vague. - The goal presents a significant challenge to the organization.

The achievement of the goal is feasible.

Values

The beliefs of an individual or group, and in this case the organization, in which they are emotionally invested.

Which of the following statements holds true for the "specific" aspect of a goal? - The goal that is achieved is quantifiable. - The achievement of the goal is feasible. - The goal is achieved through the creation of deadlines. - The goal is explicit rather than vague. - The goal presents a significant challenge to the organization.

The goal is explicit rather than vague.

Which of the following statements holds true for the "aggressive" aspect of a goal? - The goal that is achieved is quantifiable. - The achievement of the goal is feasible. - The goal is achieved through the creation of deadlines. - The goal is explicit rather than vague. - The goal presents a significant challenge to the organization.

The goal presents a significant challenge to the organization.

Which of the following statements holds true for the "measurable" aspect of a goal? - The goal that is achieved is quantifiable. - The achievement of the goal is feasible. - The goal is achieved through the creation of deadlines. - The goal is explicit rather than vague. - The goal presents a significant challenge to the organization.

The goal that is achieved is quantifiable.

Which of the following statements about the effectiveness of a mission statement is INCORRECT? - The mission statement must be provided to the employees when they first enter the firm to be effective. - The mere act of publishing the mission statement makes it effective as it clarifies to all employees the purpose of the organization. - Effective mission statements are well known by employees. - Effective mission statements influence employee behaviors.

The mere act of publishing the mission statement makes it effective as it clarifies to all employees the purpose of the organization.

Which of the following is used by executives when mapping out the vertical linkages in an organizational structure? - A gang plank - Portfolio planning - The BCG matrix - The attractiveness-strength matrix - The unity of command principle

The unity of command principle

Which of the following is true about horizontal linkages? - They are of great importance when close coordination is needed across different segments of an organization. - They show the lines of responsibility through which a supervisor delegates authority to subordinates. - They tie supervisors and subordinates together. - They do not appear in organizational charts, but can have a significant influence on how firms operate. - They refer to unofficial relationships such as personal friendships, rivalries, and politics.

They are of great importance when close coordination is needed across different segments of an organization.

Which of the following best describes informal linkages? - They are relationships between equals in an organization. - They show the lines of responsibility through which a supervisor delegates authority to subordinates. - They tie supervisors and subordinates together. - They are often called committees, task forces, or teams. - They refer to unofficial relationships such as personal friendships, rivalries, and politics.

They refer to unofficial relationships such as personal friendships, rivalries, and politics.

Which of the following statements about functional structures is accurate? - They do not rely on formal systems of division of labor. - They tend to create highly-skilled specialists. - They allow a firm to implement strategic moves quickly. - They tend to increase costs and reduce efficiency. - They lead to increased conflicts within departments.

They tend to create highly-skilled specialists.

Which of the following best describes vertical linkages? - They refer to the relationships between equals in an organization. - They tie supervisors and subordinates together. - They are often called committees, task forces, or teams. - They do not appear in organizational charts, but can have a significant influence on how firms operate. - They refer to unofficial relationships such as personal friendships, rivalries, and politics.

They tie supervisors and subordinates together.

Which of the following statements about matrix structures is accurate? - They do not rely on formal systems of division of labor. - They divide employees into departments based on product areas and/or geographic regions. - They work best for organizations that offer narrow and stable product lines. - They violate the unity of command principle. - They tend to rely heavily on vertical linkages.

They violate the unity of command principle.

The best strategies, corporate and business, are based on a thorough SWOT analysis.

True

Which of the following is a basic building block of an organizational structure? - Vertical linkage - Horizontal division - Lateral linkage - Informal linkage - Lateral division

Vertical linkage

_____ show the lines of responsibility through which a supervisor delegates authority to subordinates, oversees their activities, evaluates their performance, and guides them toward improvement when necessary. - Horizontal linkages - Lateral linkages - Informal linkages - Vertical linkages - Lateral divisions

Vertical linkages

Examples of business strategy include all the following EXCEPT: - Help keep existing customers - Grow its business by moving into new markets and taking customers from competitors - Determine how to keep profit level demanded by the stock market - View an organization as a portfolio of things.

View an organization as a portfolio of things.

Which of the following statements regarding culture creation is correct? - An organization's culture is shaped only by internal environmental factors. - New organization members are rarely taught the "way of business" in the firm; they simply acquire that knowledge through daily activities. - When the organization's way of doing business provides a successful adaptation to environmental challenges, those beliefs and values are retained. - Studies show the only factor consistently found to determine culture creation in a firm is the founder's values.

When the organization's way of doing business provides a successful adaptation to environmental challenges, those beliefs and values are retained.

Which of the following statements regarding visual elements of culture is INCORRECT? - Stories highlight critical events faced or heroic efforts put forth by individual employees to instill cultural values in employees. - Employee handbooks are developed to convey rules which determine acceptable and unacceptable behavior in an organization. - Repetitive activities in an organization, like weekly meetings opened with calisthenics, have symbolic meaning to employees. - While physical layouts impact motivational levels in employees, they do little to convey the firm's culture to those employees. - While physical layouts impact motivational levels in employees, they do little to convey the firm's culture to those employees.

While physical layouts impact motivational levels in employees, they do little to convey the firm's culture to those employees.

Controlling consists of the following steps EXCEPT: - Write a mission and vision statement - Establish performance standards - Compare actual performance against standards - Take corrective action

Write a mission and vision statement

A culture that emphasizes precision and paying attention to details is - a service culture. - an aggressive culture. - a detail-oriented culture. - an outcome-oriented culture.

a detail-oriented culture.

Which of the following organizational structures relies heavily on horizontal relationships? - A multidivisional structure - A functional structure - A mosaic structure - A matrix structure - A connected structure

a matrix structure

A statement of purpose describing who a company is and what it does is - a policy. - a ritual. - a mission statement. - a rule.

a mission statement

In which of the following organizational structures, an organizational chart is usually not needed? - A matrix structure - A functional structure - A multidivisional structure - A simple structure - A bureaucratic structure

a simple structure

A defined set of values unique to a limited cross-section of the organization is - a subculture. - a counterculture. - a strong culture. - a service culture.

a subculture

One of the dimensions of structural empowerment is - meaningful work. - confidence that you can perform the job. - feeling that one has autonomy at work. - access to information.

access to information

job enrichment - is breaking down jobs into their simplest components and assigning them to employees so that each person will perform few tasks in a repetitive manner. - refers to expanding the tasks performed by employees to add more variety. - involves moving employees from job to job at regular intervals. - allows workers more control over how they perform their own tasks.

allows workers more control over how they perform their own tasks.

Strong cultures - facilitate the changes that must occur in firms during mergers and acquisitions. - outperform weak cultures regardless of the volatility of the environment. - are no more difficult to change than weak cultures. - are evidenced by consensus among employees on the values of the company.

are evidenced by consensus among employees on the values of the company.

The visible and tangible elements of culture are - assumptions. - values. - artifacts. - beliefs.

artifacts.

Organizational culture consists of three levels: - assumptions, orientations, and beliefs. - beliefs, values, and artifacts. - artifacts, assumptions, and beliefs. - assumptions, artifacts and values.

assumptions, artifacts and values.

During onboarding activities, employees must do all of the following to be successful EXCEPT: - be reactive. - seek feedback. - network. - be proactive.

be reactive

If an industry is highly regulated, firms competing within it likely have - bureaucratic structures. - dynamic, innovative cultures. - low concern for rules and authority. - businesses processes characterized by agility and quick action.

bureaucratic structures.

To empower your employees, - retain information on the job until it is absolutely needed. - take away employee power so your manager accountability is not compromised. - make sure managers continue to manage in such a manner that they are stepping in with routine responses to issues. - change the company structure so employees have more power on the job.

change the company structure so employees have more power on the job.

Shared values and beliefs that are in direct opposition to the values of the broader organizational culture represent a - strong culture. - weak culture. - subculture. - counterculture.

counterculture

What is the final step in a successful cultural change process? - training - role modeling - changing the reward system - creating new stories and symbols

creating new stories and symbols

Security, safety and social equality are all examples of - cultural assumptions. - cultural artifacts. - cultural values. - cultural orientations.

cultural values

A system of shared assumptions, values, and beliefs that shows employees what is appropriate and inappropriate behavior is - culture. - mission. - goals. - strategy.

culture

Scientific management's primary focus is - goal setting. - efficiency. - flexibility. - motivation.

efficiency

If onboarding activities are successful: - employees experience greater job satisfaction but are no more likely to remain with the firm than those who do not take part in onboarding. - employees feel comfortable in the organization but have no greater belief that their abilities are sufficient for work in the firm than those employees who did not take part in the onboarding activities. - employees feel accepted by their peers but do not necessarily share the values and norms of the larger organization. - employees are more confident about their ability to perform in the organization and are likely to remain longer with the firm.

employees are more confident about their ability to perform in the organization and are likely to remain longer with the firm.

All of the following are advantages of job rotation EXCEPT - employees become cross-trained due to their movement between jobs. - employees become less marketable after rotating because their skill sets become very company-specific. - managers have greater scheduling flexibility in a job rotation system. - employees experience less boredom in a job rotation system.

employees become less marketable after rotating because their skill sets become very company-specific.

A functional structure works best for organizations that offer wide variety of products lines.

false

A vision captures the key elements of the organization's past and present.

false

Division of labor can improve coordination between different tasks and the people who perform them.

false

Goals and objectives are a not a basis for reward systems.

false

Historic financial goals and objectives are typically good predictors of where you are going.

false

Horizontal linkages refer to unofficial relationships such as personal friendships, rivalries, and politics.

false

Horizontal linkages tie supervisors and subordinates together.

false

Multidivisional structures create cross-functional teams that each work on a different project.

false

Simple organizational structures rely on formal systems of division of labor.

false

The role of goals and objectives are achieved only in the planning stage.

false

Using a multidivisional structure violates the unity of command principle.

false

Vertical linkages are of great importance when close coordination is needed across different segments of an organization.

false

Vertical linkages are often called committees, task forces, or teams.

false

Because _____ structures are slow to execute change, they tend to work best for organizations that offer narrow and stable product lines. - multidivisional - functional - mosaic - simple - boundaryless

functional

Conflicts within departments are relatively rare in organizations that follow a _____ structure because all the people in a particular department share the same background, training, and as such, they tend to get along with each other. - matrix - functional - mosaic - simple - multidivisional

functional

An organization's _____ describes the narrower aims that organizations pursue in an effort to serve their visions and missions. - mission - dimension - scope - vision - goal

goal

Leaders impact organization culture in all of the following ways or practices EXCEPT: - role modeling. - leader style. - industry characteristics. - reaction to employee actions.

industry characteristics

Firms that are flexible, adaptable and experiment with new ideas are _________ firms. - aggressive - innovative - stable - outcome-oriented

innovative

Job rotation - is breaking down jobs into their simplest components and assigning them to employees so that each person will perform a few tasks in a repetitive manner. - refers to expanding the tasks performed by employees to add more variety. - involves moving employees from job to job at regular intervals. - allows workers more control over how they perform their own tasks.

involves moving employees from job to job at regular intervals.

job specialization - is breaking down jobs into their simplest components and assigning them to employees so that each person will perform a few tasks in a repetitive manner. - refers to expanding the tasks performed by employees to add more variety. - involves moving employees from job to job at regular intervals. - allows workers more control over how they perform their own tasks.

is breaking down jobs into their simplest components and assigning them to employees so that each person will perform a few tasks in a repetitive manner.

Employee autonomy has all of the following positive benefits but - it makes the employees more reactive in doing their jobs. - it increases motivation at work. - it increases employee creativity. - it increases employee effectiveness.

it makes the employees more reactive in doing their jobs.

All of the following statements about job enrichment are true EXCEPT - job enrichment may lead to dissatisfaction with one's pay. - job enrichment is a suitable technique to be used with any employee. - job enrichment may be associated with increased productivity and reduced absenteeism. - the technique allows employees to take on more responsibility.

job enrichment is a suitable technique to be used with any employee.

Studies indicate that the most influential factor in creating an ethical culture is - the reward system. - the training program. - leadership. - the attraction-selection-attrition process.

leadership

The act of influencing others toward a goal is - leadership. - charisma. - power. - motivation.

leadership

Cultural assumptions - lie below the awareness level and reflect beliefs about human nature and reality. - are shared principles, standards and goals. - are a set of values unique to a limited cross-section of the organization. - are the visible and tangible elements of culture.

lie below the awareness level and reflect beliefs about human nature and reality.

A _____ structure can help develop new managers by putting a person without managerial experience in charge of a relatively small project as a test to see if the person has a talent for leading others. - multidivisional - functional - mosaic - matrix - connected

matrix

Research on mentoring suggests - the mere existence of the program ensures its success. - mentor and protégé input to the program has little impact on satisfaction with the program. - mentor training enhances program outcomes. - mentor characteristics are less important in their selection to the program than willingness to participate.

mentor training enhances program outcomes.

Job specialization can - increase the number of employees needed to complete the job. - minimize training costs. - lead to greater motivation among employees. - be very effective in rapidly changing environments.

minimize training costs

An organization's _____ describes the reasons for an organization's existence. - mission - dimension - scope - vision - goal

mission

Which of the following is NOT an outcome in the Hackman and Oldham job characteristics model? - organizational citizenship - performance - satisfaction - turnover

organizational citizenship

The process through which new employees learn the attitudes, knowledge, skills, and behaviors required to function effectively within an organization is - attraction-selection-attrition. - organizational socialization. - mentoring. - assessment.

organizational socialization.

Which of the following is the solution to the challenge created by division of labor- figuring out how to coordinate different tasks and the people who perform them? - Concentration strategy - Blue ocean strategy - Organizational structure - Disintermediation - Decentralization

organizational structure

Those who emphasize achievement, results and action create a(n) _________ __________ culture in their organizations. - outcome-oriented - team-oriented - detail-oriented - people-oriented

outcome-oriented

Frederick Taylor's work led to a fundamental change in management philosophy. The change - was understanding that managers could not influence the output levels of employees. - was understanding that repetitive activities are the direct result of job generalization. - paved the way for today's automation and standardization. - was increasing the complexity of jobs in the workplace for greater productivity.

paved the way for today's automation and standardization.

Which of the following factors do not determine empowerment? - structure - access to information - leadership style - pay

pay

Which of the following is NOT a core job characteristic in the Hackman and Oldham job characteristics model? - skill variety - task significance - feedback - pay

pay

A company with a stable culture is - flexible, adaptable, and experiments with new ideas. - predictable, rule-oriented and bureaucratic. - achievement-oriented, results-oriented and action-oriented. - fair, supportive and respects individual rights.

predictable, rule-oriented and bureaucratic.

Research on the employee role in onboarding activities indicates all of the following to be true EXCEPT - feedback-seeking enhances employee adjustment. - reactive individuals are more successful than proactive individuals. - active relationship building is particularly important to avoid turnover in those - firms lacking systematic onboarding activities. - failure to network often causes employees to turnover in a job.

reactive individuals are more successful than proactive individuals.

Structural empowerment - refers to making a person powerless. - is the degree to which a person has higher order needs such as esteem and self-actualization. - refers to the aspects of the work environment that give employees discretion, autonomy and the ability to do jobs effectively. - is the degree to which a person feels they have the freedom to decide how to perform his tasks.

refers to the aspects of the work environment that give employees discretion, autonomy and the ability to do jobs effectively.

A functional structure differs from a simple structure in that a functional structure: - does not require an organizational chart. - relies on a formal system of division of labor. - promotes informal distribution of tasks amongst employees. - tends to have very few rules and regulations. - tends to use an informal process of evaluating and rewarding employees' performance.

relies on a formal system of division of labor.

If a firm consisting of more than one person is following a _____ organizational structure, tasks tend to be distributed among them in an informal manner rather than each person developing a narrow area of specialization. - matrix - functional - multidivisional - simple - bureaucratic

simple

Strategic decision making in a _____ organizational structure tends to be highly centralized, with the owner often making all the important decisions. - matrix - functional - multidivisional - simple - boundaryless

simple

_____ organizational structures do not rely on formal systems of division of labor. - Matrix - Functional - Multidivisional - Simple - Bureaucratic

simple

Effective controlling requires the existence of plans, - since planning provides the necessary performance standards or objectives. - since understanding the mission of the organization requires strategic plan. - since control techniques are budget and performance audits. - since managers must show compliance with company policies.

since planning provides the necessary performance standards or objectives

Tactical planning is designed to develop: - specific action steps that support the strategic plan. - specific action steps to develop the strategic plan. - specific action steps to implement the strategic plan. - the organization's mission and objectives for the strategic plan.

specific action steps to implement the strategic plan.

Three different types of planning used in the function of management are: - strategic, tactical, and operational, - strategic, organizational design, and job design. - job design, job enrichment, and teamwork. - strategic, organizational design, and operational.

strategic, tactical, and operational,

Companies that are collaborative and emphasize cooperation among employees have a(n) __________ _________ culture. - people-oriented - outcome-oriented - detail-oriented - team-oriented

team-oriented

Autonomy is - the extent to which the job requires a person to utilize multiple high level skills. - the degree to which a person is in charge of completing an identifiable piece of work from start to finish. - whether a person's job substantially affects other people's health, work or well-being. - the degree to which a person has the freedom to decide how to perform his tasks.

the degree to which a person has the freedom to decide how to perform his tasks.

task identity is

the degree to which a person is in charge of completing an identifiable piece of work from start to finish

Skill variety is - the extent to which the job requires a person to utilize multiple high level skills. - the degree to which a person is in charge of completing an identifiable piece of work from start to finish. - whether a person's job substantially affects other people's health, work or well-being. - the degree to which a person has the freedom to decide how to perform his tasks

the extent to which the job requires a person to utilize multiple high level skills.

A functional structure keeps costs low and creates efficiency.

true

A functional structure tends to create highly-skilled specialists.

true

A well-formulated vision that is embraced by employees can give an organization an edge over its rivals.

true

Creating a structure that effectively coordinates a firm's activities increases the firm's likelihood of being successful.

true

Division of labor can improve efficiency.

true

Functional areas, like accounting and marketing, will need to have goals and objectives that help show how those functions are contributing to the organization's goals and objectives.

true

Goals and objectives provide a form of control since they create a feedback opportunity regarding how well or how poorly the organization is executing its strategy.

true

Horizontal linkages are relationships between equals in an organization.

true

Informal linkages do not appear in organizational charts.

true

Matrix structures rely heavily on horizontal relationships.

true

Multidivisional structures tend to be more costly to operate than functional structures.

true

One of the key litmus tests for the setting of goals, objectives, and measures is whether or not they are linked in some way to the key factors driving an organization's success or competitive advantage.

true

Setting organizational goals that are easy to reach encourages employees to work just hard enough to reach the goals.

true

Strategic decision making in a simple structure tends to be highly centralized.

true

The most effective goals are those that are specific, measurable, aggressive, realistic, and time-bound.

true

The way that the firm is organized can affect goals and objectives in a number of ways.

true

While goals may sometimes be general, the objectives and the metrics that gauge them should be specific.

true

People-oriented cultures - value fairness, supportiveness and respecting individual rights. - value competitiveness and outperforming competitors. - are flexible, adaptable, and experiment with new ideas. - emphasize precision and paying attention to details

value fairness, supportiveness and respecting individual rights.

Shared principles, standards and goals are - artifacts. - values. - beliefs. - assumptions.

values

An organization's _____ describes what the organization hopes to become in the future. - mission - dimension - scope - vision - value statement

vision

Task significance is - the extent to which the job requires a person to utilize multiple high level skills. - the degree to which a person is in charge of completing an identifiable piece of work from start to finish. - whether a person's job substantially affects other people's health, work or well-being. - the degree to which a person has the freedom to decide how to perform his tasks.

whether a person's job substantially affects other people's health, work or well-being.