OB In-Class Quiz #4 (Ch 13-17)

Which of the following steps in Kotter's eight-step plan for implementing change represents the "refreezing" stage in Lewin's three-step model? a) Reinforce the changes by demonstrating the relationship between new behaviours and organizational success. b) Empower others to act on the vision by removing barriers to change and encouraging risk taking and creative problem solving. c) Consolidate improvements, reassess changes, and make necessary adjustments in the new programs. d) Plan for, create, and reward short-term "wins" that move the organization toward the new vision. e) Create a new vision to direct the change and strategies for achieving the vision.

a) Reinforce the changes by demonstrating the relationship between new behaviours and organizational success.

Which of the following statements is true regarding work specialization? a) Work specialization decreases the time spent in changing tasks. b) Work specialization hinders efficient use of employee skills. c) Work specialization increases the cost of finding and training workers to do specific and repetitive tasks. d) Work specialization provides an unending source of increased productivity. e) Work specialization indicates to what degree there will be rules and formalization regulations to direct employees and managers.

a) Work specialization decreases the time spent in changing tasks.

Each of the following is most likely to result in the changing nature of the workforce except ________. a) changing literacy levels b) multicultural environment c) immigration d) outsourcing e) demographic changes

a) changing literacy levels

Carisa is negotiating for the labour union. Today, she is presenting the evidence and papers that demonstrate the average wages in the area, the cost of healthcare for the average worker, and a pie graph demonstrating how these costs affect the new salary request. Which phase of the negotiation process is Carisa currently in? a) clarification and justification b) definition of ground rules c) bargaining and problem solving d) preparation and planning e) closure and implementation

a) clarification and justification

Larry can assign Oliver work activities that Oliver finds unpleasant. Larry possesses ________ power over Oliver. a) coercive b) reward c) expert d) referent e) legitimate

a) coercive

In a negotiation process, which of the following activities is most likely to be included in the "definition of ground rules" step? a) determining time constraints, if any, applicable to negotiation b) justifying your original demands c) determining your best alternative to a negotiated agreement d) formalizing the agreement that has been worked out e) determining the history leading up to the negotiation

a) determining time constraints, if any, applicable to negotiation

Caleb, a manager, always displays anger when he negotiates with his team members. Which type of bargaining is Caleb employing to induce concessions from his team? a) distributive bargaining b) dysfunctional bargaining c) individual bargaining d) integrative bargaining e) collective bargaining

a) distributive bargaining

During the ________ stage, a new employee compares her expectations with the realities in the organization. a) encounter b) prearrival c) post-encounter d) metamorphosis e) post-arrival

a) encounter

Dynegy's headquarters has few individual offices, even for senior executives. The space is essentially made up of cubicles, common areas, and meeting rooms. This informality conveys to employees that the company values ________. a) equality b) rigidity c) competitiveness d) autocracy e) formalization

a) equality

Some individuals want work that makes minimal intellectual demands and provides the security of routine; for them, ________ is a source of job satisfaction. a) high work specialization b) low formalization c) free flow of information d) wide span of control e) high decentralization

a) high work specialization

Rahael's Bakery is a small organization which specializes is cakes, cookies, and other treats for special events such as birthdays, weddings, and religious affairs. In an effort to increase profit margins, the bakery management is implementing a cost-minimization strategy. Which of the following activities would not be a possible action under this strategy? a) hold weekly employee meetings b) stop delivery services c) None of these ideas would work in the strategy. d) start selling plainly frosted cakes that the customer could then decorate e) only sell chocolate chip cookies

a) hold weekly employee meetings

In a survey feedback, employees complete a questionnaire on all of the following topics, except ________. a) implementation of changes b) decision-making practices c) coordination among units d) communication effectiveness e) satisfaction with the organization

a) implementation of changes

Selective information processing is a major force for resistance to change. It indicates that ________. a) individuals hear what they want to hear and they ignore information that challenges the world they've created b) changes in organizational patterns may threaten the expertise of specialized groups so these groups tend to resist change c) limited changes in subsystems tend to be nullified by the larger system d) even if individuals want to change their behaviour, group norms may act as a constraint e) groups in the organization that control sizable resources often resist change

a) individuals hear what they want to hear and they ignore information that challenges the world they've created

Volatility refers to the degree of ________ within an environment. a) instability b) sustainability c) flexibility d) adaptability e) complexity

a) instability

During the socialization process, to work out any problems discovered during the encounter stage, the new member changes or goes through the ________ stage. a) metamorphosis b) post-encounter c) analysis d) post-arrival e) evaluation

a) metamorphosis

Marilyn is the department head for a large call centre and is responsible for conducting quarterly performance evaluations on her employees. While a good portion of the evaluation is based on areas such as friendliness, punctuality, and customer ratings, roughly half of the appraisal is based on call volume and the conversion of callers to customers. An employee's evaluations are used to determine quarterly raises. Algemar and Nick both work for Marilyn. Marilyn feels that she is a mentor for Nick while she feels that she simply inherited Algemar from another department; thus, Marilyn sometimes strikes from Nick's call records customers who are extremely difficult or perhaps too set against buying the product. For the last quarter, Marilyn awarded Nick a raise while she did not award one to Algemar. Nick's accepting the raise based on his performance evaluation could best be described as ________. a) politicking b) both A and C c) identity management d) unethical politicking e) both B and C

a) politicking

Job candidates who prefer ________ are likely to seek out and take employment in mechanistic structures, and those who want ________ are more likely to end up in an organic structure. a) predictability; autonomy b) simple structure; matrix structure c) job satisfaction; job security d) virtual organizations; boundaryless organizations e) centralization; decentralization

a) predictability; autonomy

Vivian has not been handling one portion of her duties in a satisfactory manner. As a result, her manager threatens to withhold her promotion. Which power tactic is being used by Vivian's manager? a) pressure b) personal appeals c) inspirational appeals d) ingratiation e) exchange

a) pressure

Which of the following is an organizational development technique that involves an outsider assisting a manager to identify what to improve and how? a) process consultation b) action research c) intergroup development d) social reinforcement e) appreciative inquiry

a) process consultation

Which of the following is not a characteristic of organizational culture? a) process orientation b) outcome orientation c) team orientation d) innovation and risk taking e) attention to detail

a) process orientation

John is good with numbers, but he wasn't sure what he wanted to study in college. During his senior year in high school he had a math teacher, Mr. Roury. John liked his teaching style and got interested in numbers. He also joined the Math Club to spend more time with Mr. Roury. As a result, John went on to study math and later engineering in college, and today tells his kids that he owes his career to Mr. Roury. Mr. Roury exhibited ________ power over John. a) referent b) reward c) positional d) coercive e) legitimate

a) referent

You are a marketing director for a large food manufacturer. Lately, you have noticed that you are spending a great deal more time at work, sometimes 14 hours a day, because your best friend, who is head of product development, continues to ask you to serve on taste test panels for new products. Which type(s) of conflict are you experiencing? a) relationship b) all A, B, and C c) task d) process e) both A and B

a) relationship

Which of the following actions can extinguish risk taking and innovation? a) rewarding for the absence of failures rather than for the presence of successes b) long tenure in management c) using organic organizational structures d) encouraging experimentation e) using an organizational structure that scores low on vertical differentiation, formalization, and centralization

a) rewarding for the absence of failures rather than for the presence of successes

Which of the following is an example of an individual source of resistance to change? a) selective information processing b) threat to established power relationships c) limited focus of change d) group inertia e) structural inertia

a) selective information processing

Delray is about to sit down with his boss for his performance review. Which IM technique should Delray avoid using in the performance evaluation? a) self-promotion b) ingratiation c) rationalization d) conformity e) flattery

a) self-promotion

Which one of the following is not one of the primary ways to group jobs? a) skill b) customer c) function d) service e) product

a) skill

Conditions that can create conflicts can be classified into three categories. Which of the following is one of these three categories that includes variables such as jurisdictional clarity, member-goal compatibility, and leadership styles? a) structure b) communication c) process variables d) personal variables e) group interactions

a) structure

You decide to do more research on the view that conflict should be encouraged as a means to achieve change and innovation. This view is termed ________. a) the interactionist view b) the acceptance view c) the promotional view d) the human relations view e) the traditional view

a) the interactionist view

Jill is overwhelmed with the new tasks that she has been assigned after the department merger. Every day, she arrives at work and makes a list of the new tasks, writes a number next to each one according to the urgency of completion, and schedules a time to complete each one. Although she's still stressed, Jill is able to get most of the work done and feels better at the end of the day. Jill is using ________ techniques to reduce her stress. a) time-management b) relaxation c) job enrichment d) goal setting e) job enlargement

a) time-management

Marilyn is the department head for a large call centre and is responsible for conducting quarterly performance evaluations on her employees. While a good portion of the evaluation is based on areas such as friendliness, punctuality, and customer ratings, roughly half of the appraisal is based on call volume and the conversion of callers to customers. An employee's evaluations are used to determine quarterly raises. Algemar and Nick both work for Marilyn. Marilyn feels that she is a mentor for Nick while she feels that she simply inherited Algemar from another department; thus, Marilyn sometimes strikes from Nick's call records customers who are extremely difficult or perhaps too set against buying the product. For the last quarter, Marilyn awarded Nick a raise while she did not award one to Algemar. Marilyn's awarding Nick a raise based on his evaluations could best be called ________. a) unethical politicking b) identity management c) All are logical responses. d) self-serving e) politicking

a) unethical politicking

During the "dreaming" step of appreciative inquiry, participants ________. a) use information from the discovery phase to speculate on possible futures b) identify the organization's strengths c) recount times they felt the organization worked best d) write action plans and develop implementation strategies e) find a common vision of how the organization will look in the future

a) use information from the discovery phase to speculate on possible futures

To avoid politicking during performance evaluations, an organization should ________. a) use objective criteria b) allow a long time lapse between the time of an action and its appraisal c) use democratic decision making d) use subjective criteria e) use a single outcome measure

a) use objective criteria

Which of the following statements is true regarding negotiation that takes place in a collectivist culture? a) The methods of conflict management preferred by American managers are avoiding and compromising. b) As compared to individualists, collectivists are less likely to see offers from their counterparts as unfair and to reject them. c) Collectivists are more likely to confront differences of opinion directly and openly as compared to individualists. d) Competing tactics are the most preferred methods of conflict management in China. e) Collectivists are less likely to seek to preserve relationships and promote the good of the group as a whole than individualists.

b) As compared to individualists, collectivists are less likely to see offers from their counterparts as unfair and to reject them.

________ refers to the degree to which decision making is concentrated at a single point in the organization. a) Line of command b) Centralization c) Departmentalization d) Formalization e) Work specialization

b) Centralization

________ is an antidote for groupthink. a) Distributive bargaining b) Conflict c) Negotiation d) Politics e) Integrative bargaining

b) Conflict

What is the relationship between unethical politicking and impression management? a) Unethical politicking is always the result of impression management. b) Impression management may be the motive for unethical politicking. c) There is no relationship between unethical politicking and impression management. d) Impression management usually causes someone to unethically politick. e) Unethical politicking and impression management go hand in hand.

b) Impression management may be the motive for unethical politicking.

Which of the following statements is true regarding impression management (IM) techniques? a) Ingratiation is negatively related to performance ratings. b) Ingratiation works well in interviews. c) Those who self-promote receive higher performance evaluations. d) Giving excuses is considered as an assertive IM technique. e) During interviews, applicants appear to use ingratiation more than self-promotion.

b) Ingratiation works well in interviews.

Which of the following statements is a condition necessary for integrative bargaining to succeed in organizations? a) Opposing parties must not want to maintain flexibility. b) Opposing parties must not be guarded about their concerns. c) Opposing parties must not trust each other. d) Opposing parties must not be sensitive to others' needs. e) Opposing parties must not be open to sharing information.

b) Opposing parties must not be guarded about their concerns.

________ is the only power tactic that is effective for exerting upward influence, downward influence, and lateral influence. a) Exchange b) Rational persuasion c) Pressure d) Legitimacy e) Ingratiation

b) Rational persuasion

________ is a process that helps new employees adapt to the prevailing organizational culture. a) Formalization b) Socialization c) Satisficing d) Reciprocal interdependence e) Social loafing

b) Socialization

Chain of command is a key element of an organization's structure. Which of the following key questions is addressed by this element? a) To what degree are activities subdivided into separate jobs? b) To whom do individuals and groups report? c) To what degree will there be rules and regulations to direct employees and managers? d) On what basis will jobs be grouped together? e) How many individuals can a manager efficiently and effectively direct?

b) To whom do individuals and groups report?

Which of the following statements is true regarding the effects of stress? a) Challenge stressors tend to produce more strain than hindrance stressors. b) When challenge stress increases, those with high levels of organizational support have higher role-based performance. c) Employees who have a stronger affective commitment to their organization perform worse under stress as compared to those who have low levels of commitment. d) Hindrance stress improves job performance in a supportive work environment. e) Challenge stress reduces job performance in all work environments.

b) When challenge stress increases, those with high levels of organizational support have higher role-based performance.

Which of the following statements is true regarding work specialization? a) Work specialization indicates to what degree there will be rules and formalization regulations to direct employees and managers. b) Work specialization decreases the time spent in changing tasks. c) Work specialization increases the cost of finding and training workers to do specific and repetitive tasks. d) Work specialization provides an unending source of increased productivity. e) Work specialization hinders efficient use of employee skills.

b) Work specialization decreases the time spent in changing tasks.

A party who seeks to appease an opponent may be willing to place the opponent's interests above his or her own, sacrificing to maintain the relationship. We refer to this intention as ________. a) avoiding b) accommodating c) collaborating d) competing e) compromising

b) accommodating

The unity-of-command principle states that ________. a) employees should report directly to two supervisors to maintain task balance b) an individual should be directly responsible to only one supervisor c) managers should limit their oversight to a maximum of 12 employees d) managers should oversee 1-4 employees on average e) managers should provide direction to their employees in a unified fashion

b) an individual should be directly responsible to only one supervisor

The unity-of-command principle states that ________. a) managers should limit their oversight to a maximum of 12 employees b) an individual should be directly responsible to only one supervisor c) employees should report directly to two supervisors to maintain task balance d) managers should provide direction to their employees in a unified fashion e) managers should oversee 1-4 employees on average

b) an individual should be directly responsible to only one supervisor

Which of the following tactics for overcoming resistance to change is most likely to be beneficial when employees' fear and anxiety are high? a) coercion b) building support and commitment c) participation d) implementing changes fairly e) education

b) building support and commitment

Leah has found some ethical problems with the healthcare policy of her organization. She knows she is right in considering this as a vital issue to her organization's welfare. She finds that others are taking advantage of her noncompetitive behaviour. Which conflict-handling strategy should Leah select in this situation? a) collaboration b) competition c) compromise d) avoidance e) accommodation

b) competition

Jennifer's boss asks for her recommendations on strategies to promote functional conflicts within the company. Which of the following is Jennifer most likely to recommend? a) encouraging managers to reward employees who keep their opinions to themselves b) encouraging open, frank discussion focused on interests rather than issues c) punishing individuals who support beliefs that management has rejected d) instructing managers to discourage devil's advocacy in the decision-making process e) implementing a policy of promoting personnel who are conflict avoiders

b) encouraging open, frank discussion focused on interests rather than issues

Which of the following terms best represents a point of difference between power and leadership? a) potential b) goal compatibility c) negative affect d) cognitive dissonance e) control

b) goal compatibility

Trends Inc. is an apparel company. To keep up with the latest changes in the fashion industry, the company has to come up with innovative designs and follow strict timelines. The culture of the company values aggressiveness, innovation, and risk taking. The members of the organization accept these cultural values. They know exactly what is expected of them and these expectations go a long way in shaping their behaviour. In addition to this, the culture of the marketing department is outcome oriented and the finance department emphasizes attention to detail. Based on the information in the example, we can say that Trends Inc. ________. a) is a highly formalized organization b) has a strong culture c) is a highly centralized organization d) is a matrix organization e) is a virtual organization

b) has a strong culture

If an individual ________, then he is less likely to engage in illegitimate political behaviour. a) does not expect any future benefits from the organization b) has invested a lot in the organization in terms of time and efforts c) possesses a scarce skill or knowledge d) has influential contacts outside the organization e) has an external locus of control

b) has invested a lot in the organization in terms of time and efforts

A(n) ________ strategy emphasizes the introduction of major new products and services. a) imitation b) innovation c) cost-minimization d) mechanistic e) organic

b) innovation

The power that the college dean has been granted by the university over the faculty is referred to as ________ power. a) academic b) legitimate c) referent d) charismatic e) positional

b) legitimate

The power that the college dean has been granted by the university over the faculty is referred to as ________ power. a) academic b) legitimate c) referent d) positional e) charismatic

b) legitimate

Using covert influence to overcome resistance to change is called ________. a) cooptation b) manipulation c) coercion d) negotiation e) education

b) manipulation

All of the following personal variables are potential sources of conflict except ________. a) values b) openness to experience c) disagreeableness d) emotions e) self-monitoring

b) openness to experience

It is easiest for management to deal with resistance when it is ________. a) deferred b) overt c) implicit d) covert e) passive

b) overt

Those who are ________ are most vulnerable to ethical lapses because they are likely to be able to get away with unethical practices. a) powerful, articulate, and cunning b) powerful, articulate, and persuasive c) powerful, sinister, and cunning d) quiet, articulate, and persuasive e) quiet, methodical, and persuasive

b) powerful, articulate, and persuasive

Which of the following power tactics tends to backfire and is typically the least effective of the nine power tactics? a) exchange b) pressure c) coalitions d) rational persuasion e) consultation

b) pressure

Sally finds out that her salary is lower than her peers. She discusses this with her boss, showing him how her performance has increased company revenues. As a result, she gets a substantial raise. Which of the following power tactics did she use? a) legitimacy b) rational persuasion c) pressure d) inspirational appeals e) exchange

b) rational persuasion

Alex has a new idea for a way to cut costs in his department, but he is not willing to share his idea with his boss because the last department head that tried new cost cutting methods was recently fired when the new methods did not achieve expected results. Based on the example, how can Alex's company improve the culture to create innovation? a) conduct team building activities b) reward both successes and failures c) encourage communication between various departments d) increase the resources in Alex's department e) flatten the organizational structure

b) reward both successes and failures

The ________ is characterized by a low degree of departmentalization, wide spans of control, authority centralized in a single person, and little formalization. a) matrix organization b) simple structure c) team structure d) bureaucracy e) centralized structure

b) simple structure

Which one of the following is not one of the primary ways to group jobs? a) customer b) skill c) product d) service e) function

b) skill

Consumers now meet and share information in chat rooms and blogs. This is an example of changes in ________. a) nature of the workforce b) social trends c) the economy d) legal requirements e) competition

b) social trends

In the case of distributive bargaining, the ________ point indicates what a person would like to achieve out of a negotiation. a) clarification b) target c) resistance d) focus e) closure

b) target

In the case of distributive bargaining, the ________ point indicates what a person would like to achieve out of a negotiation. a) resistance b) target c) focus d) closure e) clarification

b) target

Team building typically includes ________. a) power equalization b) team process analysis c) confrontation d) intergroup relations e) manipulation

b) team process analysis

Which of the following is most likely to be the indicator of a strong organizational culture? a) employees' diverse views of the organization's mission b) widely shared values c) narrow span of control d) high employee turnover e) presence of several subcultures

b) widely shared values

Which of the following statements is true regarding an organization's culture? a) Subcultures and dominant cultures must not share any common values. b) Organizational culture is evaluative rather than descriptive. c) A dominant culture expresses the core values shared by a majority of the organization's members. d) A strong culture increases employee turnover. e) Large organizations rarely have subcultures.

c) A dominant culture expresses the core values shared by a majority of the organization's members.

Which of the following would be an example of politicking? a) None are examples of politicking. b) stating that you were an NCAA athlete when you only played intramurals c) All are examples of politicking. d) complimenting your supervisor on her new car e) accepting a compliment for work you did not do

c) All are examples of politicking.

Jennifer has come to realize that conflict has both functional, as well as dysfunctional, outcomes. She has observed examples of both in her organization. Last month, Jennifer's department experienced constructive conflict during a meeting. Which of the following is not an outcome of this functional conflict? a) The quality of decisions is improved. b) Interest and curiosity are encouraged. c) Groupthink is increased. d) Tensions are released. e) Creativity and innovation are stimulated.

c) Groupthink is increased.

Which of the following statements is true regarding the functions of culture in an organization? a) It hinders the generation of commitment to something larger than individual self-interest. b) It reduces distinctions between one organization and others. c) It conveys a sense of identity for organization members. d) It does not affect employees' attitudes and behaviour. e) It reduces the stability of the social system.

c) It conveys a sense of identity for organization members.

Which of the following statements is true regarding task conflicts? a) Task conflicts relate to how the work gets done. b) Task conflicts are almost always dysfunctional. c) Task conflict among top management teams was positively associated with their performance. d) Task conflict focuses on interpersonal relationships. e) If task and relationship conflict occur together, task conflict is more likely positive.

c) Task conflict among top management teams was positively associated with their performance.

Which of the following types of organizations is most likely to operate in a state of perpetual flux and reorganization? a) a boundaryless organization b) a highly decentralized organization c) a virtual organization d) a bureaucracy e) a matrix organization

c) a virtual organization

A party who seeks to appease an opponent may be willing to place the opponent's interests above his or her own, sacrificing to maintain the relationship. We refer to this intention as ________. a) competing b) avoiding c) accommodating d) compromising e) collaborating

c) accommodating

Rather than looking for problems, ________ seeks to identify the unique qualities and special strengths of an organization, which can then be built upon to improve performance. a) action research b) social reinforcement c) appreciative inquiry d) team building c) process consultation

c) appreciative inquiry

In which stage of the conflict process does conflict become visible? a) intentions b) outcomes c) behaviour d) incompatibility e) personalization

c) behaviour

Lotus Inc. is attempting to flatten its organizational hierarchy. It is encouraging the use of cross-hierarchical teams, participative decision-making practices, and the use of 360-degree performance appraisals. Based on this information we can say that Lotus Inc. is attempting to create a ________ organization. a) highly departmentalized b) highly formalized c) boundaryless d) highly centralized e) virtual

c) boundaryless

ou are interested in explaining the different types of organizational designs to students of basic management. These students need to know the advantages and disadvantages of each structure as well as the structure's characteristics. You extol the virtues and benefits of standardization. You are probably promoting the ________. a) matrix structure b) simple structure c) bureaucracy d) virtual organization e) team structure

c) bureaucracy

When a bank robber points a gun at a bank employee, his base of power is ________. a) referent b) authoritative c) coercive d) positional e) expert

c) coercive

A bureaucracy is characterized by all of the following except ________. a) highly routine operating tasks b) high work specialization c) decentralized decision making d) tasks that are grouped into functional departments e) formalized rules and regulations

c) decentralized decision making

Stress is associated with ________ and ________. a) education; communication b) unfreezing; refreezing c) demands; resources d) support; commitment e) manipulation; cooptation

c) demands; resources

In a negotiation process, which of the following activities is most likely to be included in the "preparation and planning" step? a) justifying your original demands b) determining where the negotiation will take place c) determining your best alternative to a negotiated agreement d) exchange of the initial proposals or demands e) designing procedures for implementing the agreement that has been worked out

c) determining your best alternative to a negotiated agreement

Trends Inc. is an apparel company. To keep up with the latest changes in the fashion industry, the company has to come up with innovative designs and follow strict timelines. The culture of the company values aggressiveness, innovation, and risk taking. The members of the organization accept these cultural values. They know exactly what is expected of them and these expectations go a long way in shaping their behaviour. In addition to this, the culture of the marketing department is outcome oriented and the finance department emphasizes attention to detail. These characteristics express the company's ________. a) autocratic culture b) subculture c) dominant culture d) reflective culture e) highly formalized culture

c) dominant culture

Procedural fairness while implementing changes is especially important when ________. a) the organization is facing intense competition b) the environment in which the business operates is dynamic c) employees perceive the outcome as negative d) the employees have participated in the decision making process e) the employees are resisting the change due to group inertia

c) employees perceive the outcome as negative

A journalist tells his editor, "My work on this celebrity divorce story was really a major boost to our sales" even though the story only made it to page 3 in the entertainment section. Which impression management technique is the journalist using? a) excuse b) self-promotion c) enhancement d) favour e) conformity

c) enhancement

Employee discretion is inversely related to ________. a) empowerment b) complexity c) formalization d) specialization e) departmentalization

c) formalization

Which of the following is not a typical characteristic of the mechanistic model of organization? a) high specialization b) high formalization c) free flow of information d) centralized management e) narrow spans of control

c) free flow of information

According to the traditional view of conflict, conflict is ________. a) rational b) healthy c) harmful d) natural e) necessary

c) harmful

If an individual ________, then he is less likely to engage in illegitimate political behaviour. a) has an external locus of control b) possesses a scarce skill or knowledge c) has invested a lot in the organization in terms of time and efforts d) does not expect any future benefits from the organization e) has influential contacts outside the organization

c) has invested a lot in the organization in terms of time and efforts

The selection process helps sustain the organization's culture by ________. a) selecting employees who deserve to be promoted b) encouraging discussion about norms c) hiring candidates who fit well within the organization d) developing performance evaluation criteria e) rewarding conformity of skills

c) hiring candidates who fit well within the organization

A(n) ________ organization is an organization that takes on a life of its own, apart from its founders or members and is valued for itself and not for the goods or services it produces. a) virtual b) matrix c) institutionalized d) boundaryless e) centralized

c) institutionalized

All things being equal, ________ bargaining is preferable to distributive bargaining because the former builds long-term relationships. a) collaborative b) accommodative c) integrative d) distributive e) transformational

c) integrative

Which of the following types of organization structures is best suitable for coordination when the organization has a number of complex and interdependent activities? a) bureaucracy b) divisional structure c) matrix structure d) simple structure e) centralized structure

c) matrix structure

All of the following are examples of conflict behaviours except ________. a) aggressive physical attack b) threat c) negotiation d) overt effort to destroy the other party e) assertive verbal attack

c) negotiation

Which of the following is a characteristic of distributive bargaining? a) win-win solution b) good interpersonal relationships c) opposed interests d) high information sharing e) long-term focus

c) opposed interests

Which of the following refers to the shared perceptions organizational members have about their organization and work environment? a) organizational culture b) organizational strategy c) organizational climate d) organizational identity e) organizational structure

c) organizational climate

The de-emphasis of hierarchical authority and control in organizational development is referred to as ________. a) participation b) respect for people c) power equalization d) trust and support e) vertical blending

c) power equalization

If your superior tells you that she will offer you a raise provided you perform additional work beyond the requirements of your job, she is exercising ________ power. a) personal b) reflective c) reward d) legitimate e) coercive

c) reward

Which of the following resources should you seek when emotional demands are stressing you? a) computer support b) organizational support c) social support d) cross-functional support e) information support

c) social support

Organizations are increasingly adjusting their processes and positioning their products as environmentally friendly and sustainable in order to increase their appeal to consumers. This is a response to changes in ________. a) cultural trends b) nature of the workforce c) social trends d) legal requirements e) demographic trends

c) social trends

Organizations are increasingly adjusting their processes and positioning their products as environmentally friendly and sustainable in order to increase their appeal to consumers. This is a response to changes in ________. a) demographic trends b) nature of the workforce c) social trends d) legal requirements e) cultural trends

c) social trends

After restructuring, your division has had trouble filling the open positions with appropriate candidates. The selection processes used by human resources have not yet adjusted to the new criteria required for the restructured job positions. This problem is an example of which kind of resistance to change? a) limited focus of change b) threat to established power relationships c) structural inertia d) threat to expertise e) group inertia

c) structural inertia

Cultures that tend to develop in large organizations to reflect common problems, situations, or experiences faced by groups of members in the same department or location are often called ________. a) divisional cultures b) microcosms c) subcultures d) micro-cultures e) countercultures

c) subcultures

You decide to do more research on the view that conflict should be encouraged as a means to achieve change and innovation. This view is termed ________. a) the human relations view b) the acceptance view c) the interactionist view d) the promotional view e) the traditional view

c) the interactionist view

Which of the following is not a message conveyed by material symbols? a) top management's egalitarianism b) organizational hierarchy c) the marketing strategy of the organization d) appropriate authoritarian behaviour e) appropriate risk-taking behaviour

c) the marketing strategy of the organization

Your ________ determines the lowest value acceptable to you for a negotiated agreement. a) bid price b) hidden value c) asking price d) BATNA e) margin of error

d) BATNA

Which of the following statements is true regarding power? a) A can have power over B only when A and B have similar goals. b) A can have power over B only if A is B's leader. c) The greater A's dependence on B, the greater A's power in the relationship. d) If A has the capacity to influence the behaviour of B, then A is said to have power over B. e) A is said to have power over B if B controls something that A desires.

d) If A has the capacity to influence the behaviour of B, then A is said to have power over B.

Which of the following statements is true regarding a matrix structure? a) It prevents power struggles. b) It enhances role clarity and avoids role conflict. c) It cannot achieve economies of scale. d) It breaks the unity-of-command concept. e) It reduces ambiguity about who reports to whom.

d) It breaks the unity-of-command concept.

Which of the following statements is true regarding a matrix structure? a) It prevents power struggles. ] b) It enhances role clarity and avoids role conflict. c) It cannot achieve economies of scale. d) It breaks the unity-of-command concept. e) It reduces ambiguity about who reports to whom.

d) It breaks the unity-of-command concept.

Who built on Lewin's three-step model to create a more detailed approach for implementing change? a) Douglas Surber b) Henry Mintzberg c) David McClelland d) John Kotter e) Lawrence Summers

d) John Kotter

________ is a collection of change methods that seek to improve organizational effectiveness and employee well-being. a) Economic validity b) Appreciative inquiry c) Action research d) Organizational development e) Groupthink

d) Organizational development

Which of the following statements is true regarding effects of culture on change effects? a) People in the United States are more resistant to change efforts than their Italian counterparts. b) In cultures in which people believe that they can dominate their environment, individuals will tend to take a passive approach toward change. c) As compared to people from the United States, people from China are more likely to seek change programs that promise fast results. d) People in high power distance cultures prefer champions to work closely with those in authority to approve innovative activities before work is begun. e) People in the United States tend to see themselves as subjugated to their environment and thus will tend to take a passive approach toward change.

d) People in high power distance cultures prefer champions to work closely with those in authority to approve innovative activities before work is begun.

Which of the following steps in Kotter's eight-step plan for implementing change represents the "movement" stage in Lewin's three-step model? a) Reinforce the changes by demonstrating the relationship between new behaviours and organizational success. b) Establish a sense of urgency by creating a compelling reason for why change is needed. c) Form a coalition with enough power to lead the change. d) Plan for, create, and reward short-term "wins" that move the organization toward the new vision. e) Create a new vision to direct the change and strategies for achieving the vision.

d) Plan for, create, and reward short-term "wins" that move the organization toward the new vision.

Which of the following is the last step in Kotter's eight-step plan for implementing change? a) Communicate the vision throughout the organization. b) Establish a sense of urgency by creating a compelling reason for why change is needed. c) Consolidate improvements, reassess changes, and make necessary adjustments in the new programs. d) Reinforce the changes by demonstrating the relationship between new behaviours and organizational success. e) Form a coalition with enough power to lead the change.

d) Reinforce the changes by demonstrating the relationship between new behaviours and organizational success.

Paul is stressed with the new corporate reorganization. He now reports to a foreign office that has usurped many of his responsibilities, including the contract labour for his projects, therefore he's working with less qualified and new contractors with whom he doesn't have a relationship. However, the managers of the other departments find themselves in the same boat and every day they are able to laugh over lunch about their new managerial impotence. ________ is helping Paul handle his stress. a) Self-efficacy b) Time management c) Emotional contagion d) Social support e) Cognitive dissonance

d) Social support

________ is the key concept that underlies all bureaucracies. a) Decentralization b) Employee empowerment c) A dual line of command d) Standardization e) Wider span of control

d) Standardization

While observing the departments in his division, Matthew notices that some managers with wide spans of control seem to perform more effectively than other managers with similarly sized spans of control. Which of the following statements is most likely to be true regarding the high-performing managers? a) These managers are paid higher salaries than the low-performing managers. b) These managers have an eternal locus of control. c) The employees within their departments score high on agreeableness. d) The employees within their departments are highly skilled and very knowledgeable about their jobs. e) The employees within their departments tend to compete to reach productivity goals, which boosts performance.

d) The employees within their departments are highly skilled and very knowledgeable about their jobs.

Irma does not agree with the standard operating procedures adapted for the new project. However, she discusses the items with the team and comes to know that she was in the minority. She has, therefore, decided to accept the new procedures to maintain smooth operations within the team. This type of intention is called ________. a) collaborating b) sacrificing c) competing d) accommodating e) compromising

d) accommodating

An organizational culture most likely to shape high ethical standards among its members is one that ________. a) focuses only on outcomes b) is low in risk tolerance c) takes a short-term perspective d) balances the rights of multiple stakeholders e) is high in aggressiveness

d) balances the rights of multiple stakeholders

Which of the following dimensions of an environment describes the degree to which the environment can support growth? a) sustainability b) flexibility c) complexity d) capacity e) volatility

d) capacity

If individuals resisting change are included in making change decisions in an attempt to gain their support, this approach is called ________. a) manipulation b) education c) coercion d) cooptation e) exploitation

d) cooptation

The values that convey an organization's culture and are widely shared by a majority of organizational members are known as ________. a) shared values b) foundational values c) unique values d) core values e) institutional values

d) core values

You instruct your trainees to ask the client organization if they have clearly defined procedures covering most of the jobs in the organization and lots of rules and policies. You want to help them understand the ________. a) degree of centralization b) degree of departmentalization c) chain of command d) degree of formalization e) span of control

d) degree of formalization

Which of the following steps of appreciative inquiry attempts to identify what people think are the organization's strengths? a) inferring b) destiny c) collaboration d) discovery e) dreaming

d) discovery

Most of us follow our doctor's advice because our doctor has ________ power. a) referent b) coercive c) legitimate d) expert e) reward

d) expert

People especially likely to comply with soft power tactics tend to ________. a) be more action oriented b) be extrinsically motivated c) be more focused on getting along with others than with getting their own way d) have a greater desire for control e) have low self-esteem

d) have a greater desire for control

Which of the following is not a reason why organic structures promote innovation? a) cross-fertilization b) low centralization c) high flexibility d) high formalization e) low vertical differentiation

d) high formalization

Alessio's boss doesn't care whether Alessio works at home, at the office, or from his beach house. All he cares about is that the project is completed on time, on budget, and with exemplary quality. Which characteristic of organizational culture best describes this aspect of Alessio's job? a) low aggressiveness b) high stability c) high attention to detail d) high outcome orientation e) low risk taking

d) high outcome orientation

Which of the following characteristics is not attributed to idea champions? a) high persistence b) high risk-taking ability c) high self-confidence d) high resistance e) high energy

d) high resistance

The ultimate source of an organization's culture is ________. a) the sociocultural backgrounds of its employees b) its top management c) the country in which the organization operates d) its founders e) its environment

d) its founders

You know that the vice president has the authority to accept or reject your report. This is part of his ________ power. a) reward b) coercive c) expert d) legitimate e) personal

d) legitimate

Which of the following is not one of the six key elements of organizational structure? a) span of control b) work specialization c) chain of command d) location of authority e) departmentalization

d) location of authority

Which of the following is most likely to result from a strong organizational culture? a) low behavioural control resulting from the climate within the organization b) low employee satisfaction c) low organizational commitment d) low employee turnover e) low agreement about what the organization represents

d) low employee turnover

All of the following are negative impacts of downsizing on organizational performance, except ________. a) lower creativity b) less commitment to the organization c) increased sickness absences d) lower wage costs e) lower concentration on job

d) lower wage costs

Which tactic to overcome resistance to change is a relatively inexpensive way to gain the support of adversaries, but may backfire if the targets become aware of the tactic? a) negotiation b) coercion c) arbitration d) manipulation e) conciliation

d) manipulation

New employees are usually comfortable with their organizations by the end of the ________ stage of socialization. a) encounter b) adaptation c) post-arrival d) metamorphosis e) establishment

d) metamorphosis

When you start to accept the differences between your expectations and the reality of the organization, you move into the ________ stage of socialization. a) post-encounter b) acceptance c) post-arrival d) metamorphosis c) prearrival

d) metamorphosis

Stage II of the conflict process deals with the conflict being ________. a) apparent and experienced b) accommodated and compromised c) cooperative and assertive d) perceived and felt e) expressed and perceived

d) perceived and felt

Which of the following outcomes is not a dysfunctional consequence of conflict? a) poor communication b) reduced group cohesiveness c) bringing group functioning to a halt d) reassessment of group goals e) threatening the group's survival

d) reassessment of group goals

Work specialization contributes to higher employee productivity—but at the price of ________. a) increased cost b) increased complexity c) restricted flow of information d) reduced job satisfaction e) reduced economies of scale

d) reduced job satisfaction

You assign your students a project that involves developing a business plan for a retail chain. The retail chain will have 1000 employees and will serve customers both locally and internationally via a storefront and an Internet catalogue. Which of the following organizational designs is least likely to be suitable for this retail store? a) bureaucracy b) matrix c) virtual d) simple e) team

d) simple

Nunya is a computer software company that employs highly intelligent, but somewhat unusual people. Every Friday, free lollipops, toys, or other treats are given out to encourage employees to remember how creative they were when they were children. All the new members of the organization are told about the founders who were three young people who "got lucky" and sold a video game that they invented. The employees are allowed to dress informally and can set their own working hours. Informing employees about the founders is an example of which technique for transmitting culture? a) corporate chants b) language c) material symbols d) stories e) rituals

d) stories

With reference to the interactionist view of conflict, conflict that relates to the content and goals of work is called ________ conflict. a) process b) job c) relationship d) task e) communication

d) task

The principle of ________ helps preserve the concept of an unbroken line of authority. a) cross-functionality b) centralization c) span of control d) unity of command e) chain of command

d) unity of command

An organization's culture develops over time and is rooted in ________ to which employees are strongly committed. a) rewards b) tasks c) all A, B, and C d) values e) both A and B

d) values

A ________ organization is a small, core organization that outsources major business functions. a) matrix b) bureaucratic c) simple d) virtual e) centralized

d) virtual

Consultants Exceptional (CE) has hired you to develop training materials for their consultants. Your first assignment is to develop a training program that helps their consultants to analyze and understand the organizational structure of the company that they are assisting. You believe that in order to adequately evaluate and understand a client company, consultants need to understand the basic organizational structure of the company. Consultants are then able to recommend actions and changes based on the company's structure. One of the questions you tell the trainees to ask is, "To what degree are tasks subdivided into separate jobs?" This question addresses the issue of ________. a) span of control b) chain of command c) matrix restructuring d) work specialization e) formalization

d) work specialization

Which of the following statements is true regarding a bureaucracy? a) Bureaucracy is an ideal organizational design for those organizations that operate under highly uncertain conditions. b) Bureaucracies encourage employee empowerment. c) Bureaucracies need innovative and experienced decision makers at all levels in the organization. d) Typically bureaucracies have wider spans of control. e) Bureaucracies can get by with less talented middle- and lower-level managers.

e) Bureaucracies can get by with less talented middle- and lower-level managers.

Which of the following statements is true regarding effects of national culture on organizational culture and ethical behaviour within an organization? a) As compared to managers in Canada, managers in developing economies are less likely to see ethical decisions as embedded in a social environment. b) Organizational cultures rarely reflect national culture. c) Organizations can safely ignore local culture while establishing its operation in another country. d) Most Canadian managers do not view profit maximization as a moral obligation. e) Generally, Canadian managers see bribery, nepotism, and favouring personal contacts as highly unethical.

e) Generally, Canadian managers see bribery, nepotism, and favouring personal contacts as highly unethical.

________ is a new idea applied to initiating or improving a product, process, or service. a) Process reengineering b) A continuous improvement process c) Double-loop learning d) Organizational streaming e) Innovation

e) Innovation

How does redesigning jobs help reduce stress? a) It reduces uncertainty by lessening role ambiguity and role conflict. b) It helps individuals with an internal locus of control adapt better to high-stress jobs. c) It seeks to buy off the leaders of a resistance group by giving them a key role. d) It helps employees reframe stressful situations and use active coping strategies. e) It gives individuals greater control over work activities and lessens dependence on others.

e) It gives individuals greater control over work activities and lessens dependence on others.

________ typically contain(s) a narrative of events about the organization's founders, rule breaking, or reactions to past mistakes. a) Corporate chants b) Rituals c) Material symbols d) Language e) Stories

e) Stories

A task that is subdivided into many separate jobs is considered to have ________. a) a low degree of decentralization b) a wider span of control c) a high degree of departmentalization d) a high degree of formalization e) a high degree of work specialization

e) a high degree of work specialization

Evidence indicates people in different countries tend to prefer different power tactics. Chinese managers prefer ________. a) ingratiation b) exchange c) rational persuasion d) inspirational appeals e) coalition

e) coalition

Which of the following power tactics can be used most effectively for exerting lateral influence? a) inspirational appeal b) ingratiation c) pressure d) legitimacy e) coalition

e) coalition

Which of the following options does not constitute an underlying value in organizational development efforts? a) participation b) trust and support c) respect for people d) confrontation e) coercion

e) coercion

A strong culture should reduce employee turnover because it results in ________. a) a highly centralized organization b) narrow spans of control c) an outcome-oriented organization d) a highly formalized organization e) cohesiveness and organizational commitment

e) cohesiveness and organizational commitment

Which of the following conflict-handling intentions involves attempting to find a win-win solution? a) competing b) accommodating c) compromising d) avoiding e) collaborating

e) collaborating

Organizations strive to develop new products more rapidly and to get them to market more quickly. This is a response to changes in ________. a) nature of the workforce b) legal requirements c) social trends d) demographic trends e) competition

e) competition

Which of the following power tactics is more effective when the audience is highly invested in the outcomes of a decision process? a) personal appeals b) exchange c) pressure d) ingratiation e) consultation

e) consultation

During which phase of the negotiation process do the parties exchange their initial proposals or demands? a) clarification and justification b) opening and initiating c) integration of preferences d) bargaining and problem-solving e) definition of ground rules

e) definition of ground rules

During which phase of the negotiation process do the parties exchange their initial proposals or demands? a) integration of preferences b) clarification and justification c) bargaining and problem-solving d) opening and initiating e) definition of ground rules

e) definition of ground rules

Labour and management at DJ Trucking cannot agree upon a contract for the truck drivers. The drivers are threatening to strike, and management knows that such a strike would be very costly. Each side contends that they are bargaining fairly, but no agreement seems to be possible. Both sides agree that they are competing over a fixed amount of resources. Each side feels that what one side wins, the other loses. Based on this information we can say that the two sides are engaged in ________. a) conciliation b) arbitration c) integrative bargaining d) mediation e) distributive bargaining

e) distributive bargaining

In a negotiation process, which of the following activities is most likely to be included in the "closure and implementation" step? a) determining your best alternative to a negotiated agreement b) determining time constraints, if any, applicable to negotiation c) exchange of the initial proposals or demands d) justifying your original demands e) formalizing the agreement that has been worked out

e) formalizing the agreement that has been worked out

A ________ allows management to make the most efficient use of its employees' skills and even successfully improve them through repetition. a) wider span of control b) low degree of departmentalization c) low degree of centralization d) high degree of formalization e) high degree of work specialization

e) high degree of work specialization

Both ________ and strong culture achieve the same end result of predictability, orderliness, and consistency. a) wide span of control b) low work specialization c) low departmentalization d) people orientation e) high formalization

e) high formalization

Organizations following a(n) ________ strategy try to both minimize risk and maximize opportunity for profit, moving into new products or new markets only after innovators have proven their viability. a) cost-cutting b) mechanistic c) innovation d) organic e) imitation

e) imitation

Organizations following a(n) ________ strategy try to both minimize risk and maximize opportunity for profit, moving into new products or new markets only after innovators have proven their viability. a) mechanistic b) innovation c) organic d) cost-cutting e) imitation

e) imitation

Jerrod is relatively new to Xenon Corporation and wants to make sure that he makes a good impression on his coworkers and supervisor. He agrees with the supervisor's opinion most of the time and constantly compliments others about their good work. Jerrod is attempting to use ________. a) expert power b) referral power c) illegitimate political behaviour d) defensive behaviour e) impression management

e) impression management

Which one of the following problems is most likely to occur in a matrix structure? a) decreased economies of scale b) decreased employee motivation c) increased groupthink d) decreased response to environmental change e) increased power struggles

e) increased power struggles

All of the following communication barriers could create conflict except ________. a) misunderstandings b) insufficient information c) jargon d) semantic difficulties e) information source

e) information source

Jerrod is relatively new to Xenon Corporation and wants to make sure that he makes a good impression on his coworkers and supervisor. He agrees with the supervisor's opinion most of the time and constantly compliments others about their good work. Which of the following is most likely to help Jerrod earn higher performance evaluations? a) buffing b) excuses c) apologies d) self-promotion e) ingratiation

e) ingratiation

Which of the following act(s) as a common denominator to unite members of a given culture or subculture? a) bureaucratic organizational structure b) unity of command c) 360 degree appraisals d) mechanistic organizational structure e) jargon and acronyms that are specific to the organization

e) jargon and acronyms that are specific to the organization

Nunya employees are allowed to dress informally. This is an example of a ________ through which organizational culture is transmitted. a) story b) symbolic act c) ritual d) tool e) material symbol

e) material symbol

Janice works for a pet store where everyone is committed to the happiness of the animals. Often employees, bosses and hourly workers alike, come into the store "off the clock" and spend time training the animals. Everyone loves the store, the animals, and their jobs. This attitude of her coworkers inspires Janice to do her best. Based on this information, we can say that Janice is experiencing the effects of ________. a) high formalization b) centralization c) high work specialization d) high departmentalization e) organizational climate

e) organizational climate

Stage II of the conflict process deals with the conflict being ________. a) cooperative and assertive b) apparent and experienced c) accommodated and compromised d) expressed and perceived e) perceived and felt

e) perceived and felt

Which of the following represents the correct order of the three socialization stages? a) encounter, metamorphosis, post-encounter b) prearrival, arrival, evaluation c) prearrival, arrival, post-arrival d) metamorphosis, preencounter, arrival e) prearrival, encounter, metamorphosis

e) prearrival, encounter, metamorphosis

All of the following can help managers create a more ethical culture except ________. a) visibly rewarding those who act ethically b) reviewing the means as well as the ends c) appraising managers on how their decisions measure up against the organization's code of ethics d) conspicuously punishing those who don't act ethically e) providing informal mechanisms for employees to discuss ethical dilemmas

e) providing informal mechanisms for employees to discuss ethical dilemmas

Jin approaches his supervisor with data and a logical presentation supporting his request for additional personnel. Which of the following power tactics is used by Jin? a) exchange b) inspirational appeal c) legitimacy d) consultation e) rational persuasion

e) rational persuasion

Based on the dimensions of cooperativeness and assertiveness, the conflict-handling intentions are classified into five categories. Which of the following is not one of these five conflict-handling intentions? a) avoiding b) accommodating c) collaborating d) competing e) resisting

e) resisting

The ________ process helps candidates learn about the organization and if applicants perceive a conflict between their values and those of the organization, they can remove themselves from the applicant pool. a) orientation b) institutionalization c) training d) performance evaluation e) selection

e) selection

Phil is new at JPS Corp., but after a week he already knows that the founder of the corporation started the business in his garage with only $4,000 and one client. This information was most likely transmitted to Phil by way of ________. a) corporate chants b) language c) material symbols d) rituals e) stories

e) stories

Idea champions display characteristics associated with ________ leadership. a) transactional b) narcissistic c) autocratic d) laissez-faire e) transformational

e) transformational

John Kotter built on Lewin's three-step model to create a more detailed approach for implementing change. Which of the following steps in Kotter's eight-step plan for implementing change represents the "unfreezing" stage in Lewin's three-step model? a) Create a new vision to direct the change and strategies for achieving the vision. b) Plan for, create, and reward short-term "wins" that move the organization toward the new vision. c) Consolidate improvements, reassess changes, and make necessary adjustments in the new programs. d) Empower others to act on the vision by removing barriers to change and encouraging risk taking and creative problem solving. e) Reinforce the changes by demonstrating the relationship between new behaviours and organizational success.

a) Create a new vision to direct the change and strategies for achieving the vision.

________ is the third stage in the conflict process and it intervenes between people's perceptions and their overt behaviour. a) Intention b) Cognition c) Behavioural manifestation d) Potential for opposition e) Attribution

a) Intention

________ occurs when people within organizations use whatever influence they can to taint facts to support their goals and interests. a) Politicking b) Legitimate political behaviour c) Illegitimate political behaviour d) Sabotage e) Whistle-blowing

a) Politicking

The conflict-handling intention of collaborating is ________. a) assertive and cooperative b) assertive and uncooperative c) unassertive and uncooperative d) affective and reflective e) unassertive and cooperative

a) assertive and cooperative

Using covert influence to overcome resistance to change is called ________. a) cooptation b) coercion c) manipulation d) education e) negotiation

c) manipulation

Which of the following factors encourages politicking? a) role clarity b) low pressures for performance c) clear performance evaluation systems d) increase in organizational resources e) zero-sum reward allocation practices

e) zero-sum reward allocation practices