True or False
0 Intuitive decision making complements rational decision making but not bounded rational decision making.
FALSE
A manager's job is all about personal achievement.
FALSE
A policy is an explicit statement that tells a manager what can or cannot be done.
FALSE
A simple structure is characterized by low spans of controls and high formalization.
FALSE
A task force is a permanent committee or team formed to tackle a long-term problem affecting several departments of an organization.
FALSE
According to Robert House's pathgoal theory, a supportive leader lets subordinates know what's expected of them, schedules the work to be done, and gives specific guidance on how to accomplish tasks.
FALSE
According to the University of Michigan studies, leaders who are production oriented are described as emphasizing interpersonal relationships and as taking a personal interest in the needs of their followers.
FALSE
All other things unchanged, the narrower the span of control, the more efficient the organization is.
FALSE
An organic organization strictly adheres to the chain-of-command principle and has a small span of control.
FALSE
At one end of the spectrum, organizations can be absolutely centralized, while at the other end, they can be completely decentralized.
FALSE
Charisma is an essential quality that leaders must possess to achieve high levels of employee performance.
FALSE
Charisma is the ability to create and articulate a realistic, credible, attractive vision of the future for any organization or organizational unit that grows out of and improves on the present.
FALSE
Cognitive theories are leadership theories that identified behaviors that differentiated effective leaders from ineffective leaders.
FALSE
Conceptual skills are less important to top managers.
FALSE
Transactional and transformational leadership are opposing approaches to getting things done.
FALSE
0 In divisional structures, the parent corporation typically acts as an external overseer to coordinate and control the various divisions of the organization.
TRUE
A charismatic leader is likely seen as being selfconfident and influential.
TRUE
A compressed workweek is a workweek where employees work longer hours per day but fewer days per week.
TRUE
A decision criterion defines what is important or relevant to resolving a problem.
TRUE
A great manager makes a job more enjoyable and productive.
TRUE
A manager must coordinate and oversee the work of other people so that organizational goals can be accomplished.
TRUE
A programmed decision is a repetitive decision that can be handled by a routine approach.
TRUE
A virtual organization typically consists of a small core of full-time employees and outside specialists temporarily hired as needed to work on projects.
TRUE
A vision should offer clear and compelling imagery that taps into people's emotions and inspires enthusiasm to pursue the organization's goals.
TRUE
According to Fiedler's research, taskoriented leaders tended to perform better in situations that are very favorable to them and in situations that were very unfavorable.
TRUE
According to Robert L. Katz, managers need to have technical, human, and conceptual skills.
TRUE
According to the concept of bounded rationality, managers make decisions rationally, but are limited by their ability to process information.
TRUE
An important aspect of leadership is influencing a group to achieve its goals.
TRUE
An organic organization is low in centralization.
TRUE
Collaborative work increases communication and coordination among participants.
TRUE
Communities of practice refer to groups of people who share a concern, a set of problems, or a passion about a topic, and who deepen their knowledge and expertise in that area by interacting on an ongoing basis.
TRUE
Credibility is the degree to which followers perceive someone as honest, competent, and able to inspire.
TRUE
Customer departmentalization works well because it emphasizes monitoring and responding to changes in customers' need.
TRUE
Decision making is a part of the planning, organizing, leading, and controlling functions and thus, the essence of management.
TRUE
Despite the best efforts of researchers, it proved impossible to identify one set of traits that would always differentiate leaders from nonleaders. (невозможно отличить лидер от нет)
TRUE
Efficiency is described as "doing things right."
TRUE
Employee empowerment gives employees more authority to make decisions.
TRUE
Employee empowerment is crucial in organizations with team structures because no line of managerial authority flows from top to bottom in such organizations.
TRUE
Figurehead, leader, and liaison are all interpersonal managerial roles according to Mintzberg.
TRUE
Given other things unchanged, managers with well-trained and experienced employees can function well with a wider span of control than those with a less talented workforce.
TRUE
In a cross-functional team there are no artificial boundaries and thus, the team focuses on working together to achieve organizational goals.
TRUE
In a learning organization, employees continually acquire and share new knowledge and apply that knowledge in making decisions or doing their work.
TRUE
In order for organizations to survive successfully, managers must create a customer-responsive organization.
TRUE
In the decision-making process, after allocating weights to the decision criteria, the decision maker lists viable alternatives that could resolve the problem.
TRUE
In traditionally structured organizations managers can be classified as first-line managers, middle managers, or top managers.
TRUE
Legitimate power and authority are one and the same.
TRUE
Legitimate power is inherent in management positions.
TRUE
Management is universally needed in all organizations.
TRUE
Managers need to understand cultural differences to make effective decisions in today's fast-moving world.
TRUE
Managers play an important role in dealing with various challenges being faced by organizations today.
TRUE
Managers today continue to see work specialization as important because it helps employees be more efficient.
TRUE
One specific role of team leadership is that team leaders are troubleshooters.
TRUE
One unique aspect of the matrix structure is that it creates a dual chain of command.
TRUE
Open innovation refers to opening up the search for new ideas beyond the organization's boundaries and allowing innovations to easily transfer inward and outward.
TRUE
Organizational structure is defined as the formal arrangement of jobs within an organization.
TRUE
Pathgoal theory holds that subordinates with an external locus of control will be more satisfied with a directive style.
TRUE
Pathgoal theory states that employee performance and satisfaction are likely to be positively influenced when the leader compensates for shortcomings in either the employee or the work setting.
TRUE
Risk is the condition in which a decision maker is able to estimate the likelihood of certain outcomes.
TRUE
Robert House assumed that leaders can change leadership styles depending on the situation.
TRUE
Robert House's achievementoriented leader sets challenging goals and expects followers to perform at their highest level.
TRUE
Strategic partnerships are collaborative relationships between two or more organizations in which they combine their resources and capabilities for some business purpose.
TRUE
The anchoring effect describes when decision makers fixate on initial information as a starting point and then, once set, fail to adequately adjust for subsequent information.
TRUE
The four contemporary functions of management are planning, organizing, leading, and controlling.
TRUE
The leastpreferred coworker questionnaire measures whether a leader is task or relationship oriented.
TRUE
The managerial grid only provides a framework for conceptualizing leadership style.
TRUE
The more the decision-making power of lower-level employees, the more decentralized the organization is.
TRUE
The phenomenon of escalation of commitment refers to an increased commitment to a previous decision despite evidence that it may have been wrong.
TRUE
The sunk costs error occurs when decision makers forget that current choices cannot correct the past.
TRUE
Today's managers are just as likely to be women as they are men.
TRUE
Trust is the belief in the integrity, character, and ability of a leader
TRUE
Work specialization is also known as division of labor.
TRUE
Derek Logan heads a team of ten research analysts in Deutsche Bank. Even though he is least impressed with Cara Lewis among all his subordinates, when asked about her work he chose to focus on her strengths rather than her weaknesses. Derek can be described as a taskoriented leader.
FALSE
Directing and motivating are part of the controlling function of management.
FALSE
Effective leaders do not need a high degree of knowledge about the company, industry, and technical matters.
FALSE
Effectiveness refers to getting the most output from the least amount of input.
FALSE
Fiedler's contingency model of leadership style proposed that effectiveness depends on the ability and willingness of the subordinates.
FALSE
Highly reliable organizations (HROs are easily tricked by their success.
FALSE
Implementing an alternative refers to the process of choosing the best alternative.
FALSE
In highly formalized organizations, employees have more discretion in how they do their work.
FALSE
In order to make communities of practice effective, it is important to remove any sort of managerial supervision.
FALSE
Innovators need the efficiency, stability, and tight controls of the mechanistic structure.
FALSE
Middle managers are responsible for making organization-wide decisions and establishing the plans and goals that affect the entire organization.
FALSE
Nonprogrammed decision making relies on procedures, rules, and policies.
FALSE
Of the five dimensions that make up the concept of trust, loyalty seems to be the most critical when someone assesses another's trustworthiness.
FALSE
Once an organization grows past a certain size, the impact of size on organization structure strengthens.
FALSE
Once the alternatives to solving a problem have been identified, the next step in the decision-making process is selecting one of these alternatives.
FALSE
One assumption of rational decision making is that the decision maker is not aware of all possible alternatives and consequences.
FALSE
Organizational structure is the degree to which standardized procedures are in place in an organization.
FALSE
People working for charismatic leaders are motivated to exert extra work effort but express lower satisfaction.
FALSE
Project structures tend to be rigid organizational designs, with the departmentalization and organizational hierarchy slowing down the decision making process.
FALSE
Reward power is the power that arises because of a person's desirable resources or personal traits.
FALSE
Rules and policies are the same.
FALSE
Telecommuting is a work arrangement in which employees work at home and are linked to the workplace by telephone.
FALSE
The availability bias describes the actions of decision makers who try to create meaning out of random events.
FALSE
The chain of command is a principle that states that a person should report to only one boss.
FALSE
The decision-making process begins by identifying decision criteria.
FALSE
The horizontal boundaries imposed by work specialization and departmentalization are a part of an organization's external boundaries.
FALSE
The strength of the functional structure is that it focuses on results because managers are responsible for what happens to their products and services.
FALSE
The virtual organization is often called a modular organization by manufacturing firms.
FALSE
Today's organizations mostly rely on strict rules and standardization to guide and regulate employee behavior.
FALSE
