MGMT 311 Midterm 2

Which of the following statements about companies that adopt a low-cost producer strategy is true? A. They believe people will pay more for a product that is unique in some way. B. They depend on being able to adjust to changing environments quickly. C. They likely have a mechanistic approach to organizational design. D. They focus on supplying high-quality differentiated products to customers. E. They are more likely to take an organic approach to organizational design.

** C. They likely have a mechanistic approach to organizational design. **

Which element of the organizational structure signifies formal authority relationships? A. Chain of command B. Formalization C. Centralization D. Work specialization E. Span of control

A. Chain of command

Jee works for an architectural firm that has been hired to design and supervise the construction of a restaurant built into a stone bluff. The restaurant will be a unique structure, incorporating complex designs that will likely never be duplicated. How should Jee approach designing and overseeing the building of the restaurant? A. Jee should gather a group of people with a wide range of specialized talents to work on the restaurant until it is completed. B. Jee should build a team of reliable workers who work well together and like being around each other. C. Jee should assemble a permanent, full-time group of production workers to produce the parts needed for the restaurant. D. Jee should create a permanent team of management executives to monitor this and all projects the firm accepts. E. Jee should reward employees who have been with the company the longest with the opportunity to join the team.

A. Jee should gather a group of people with a wide range of specialized talents to work on the restaurant until it is completed.

Which of the following statements is true of span of control? A. Narrow spans of control allow managers to be more interactive with employees. B. Organizational performance decreases as span of control increases, but only up to a point. C. Ten employees is typically considered a narrow span of control. D. A wide span of control is typical of a tall structure. E. A wide span of control requires organizations to hire many managers, increasing labor costs.

A. Narrow spans of control allow managers to be more interactive with employees. **

________ is the degree to which an individual's personality and values match the culture of an organization. A. Person-organization fit B. Communal culture C. Reality shock D. Culture strength E. Integration framework

A. Person-organization fit

Kirby is an average worker stuck on a team of complacent workers. Garth is an innovator who produces triple the amount of the average worker. Ruby is a slacker who has been placed on Garth's team. Nikol is an average worker on an average team. Koa is the hardest worker on Nikol's team. Which of these individuals would probably benefit most from high outcome interdependence at work? A. Ruby B. Garth C. Koa D. Nikol E. Kirby

A. Ruby

Which of the following statements about companies that adopt a differentiation strategy is true? A. They believe that people will pay more for a product that is unique in some way. B. They concentrate on developing large quantities of the same product, thereby providing cost advantages to their customers. C. They are more likely to take a mechanistic approach to organizational design. D. Their focus is on being as efficient as they can be. E. They rely on selling products at the lowest possible cost.

A. They believe that people will pay more for a product that is unique in some way.

What are formal events that are generally performed in front of an audience of organizational members? A. ceremonies B. stories C. language D. rituals E. symbols

A. ceremonies

Power Health Supplements Inc. is growing very fast in both sales and number of employees. It manufactures and sells dietary supplement products to customers all over the United States and several other countries. So far, the company has followed a simple structure. However, with fast-paced growth, the company needs to explore other organizational structures. Angelo, a long-time employee at Power Health Supplements, has collected information on how some of its competitors have organized their companies. Herbals Inc. groups its employees by their different areas of expertise such as marketing, finance, human resources, and operations. Vita Great, which is primarily in the United States, groups its activities as Northeast Division, Southeast Division, Northwest Division, Southwest Division, and Central Division. Supple Inc. has organized its employees according to the accounts they serve, such as health club contracts, sports teams, individual sales, and retail outlet sales. Finally, Magic Health International has grouped its business units around different types of supplements, including the Weight Loss, Muscle Gain, Endurance, Sleep, and Energy Supplement Divisions. Which of the following describes Supple Inc.'s organizational structure? A. geographic B. product C. client-based D. functional E. matrix

A. geographic

What type of team is a planning team composed of engineers, architects, designers, and builders charged with designing a suburban town center? A. project B. management C. work D. parallel E. action

A. project

Organizations that have successfully created a ________ culture have been shown to change employee attitudes and behaviors toward customers. A. service B. fragmented C. creativity D. mercenary E. safety

A. service

What is restructuring? A. the process of changing an organizational structure B. the process by which a company transforms inputs into outputs C. the process of creating or selecting an organizational structure D. the way in which tasks in an organization are divided into separate jobs E. the way a company tries to capitalize on its assets to make money

A. the process of changing an organizational structure

________ reflects where decisions are formally made in organizations. A. Span of control B. Centralization C. Company strategy D. Formalization E. Chain of command

B. Centralization

Which of the following provides an example of a situation with high goal interdependence? A. Talon wants his team to expand the store, and Marisol says it is already too big. B. Crystal's team has developed a mission statement within a week of its formation. C. Foster is just coasting at work until he can get his pension in a couple more years and retire. D. Three members of Gabe's team have created different versions of a financial report. E. Cicely's team members receive compensation based on their individual contributions.

B. Crystal's team has developed a mission statement within a week of its formation.

What are the characteristics of a networked culture? A. Employees think alike but are not friendly to one another. B. Employees are friendly to one another but think differently and do their own things. C. Employees use politics to advance their personal agendas at the expense of others. D. Employees are friendly to each other and think in similar ways. E. Employees are distant and disconnected from one another.

B. Employees are friendly to one another but think differently and do their own things.

Kayshawn works for Healthy Insurance Network Team, often known simply as HINT, and has earned the nickname "Mr. HINT" because of his dedication to the company. Kayshawn says it is not hard to be dedicated to a company he believes in as much as HINT. However, Kayshawn does have one weakness as an employee. Which of the following is most likely the problem with Kayshawn? A. He lacks a general willingness to help others. B. His job performance is lower than that of most other employees. C. He has problems with excessive work-related stress. D. He places a low level of trust in his managers. E. His emotional attachment to the company is minimal.

B. His job performance is lower than that of most other employees.

Which of the following is a disadvantage of a strong culture? A. It allows employees to identify themselves in the organization. B. It attracts and retains similar kinds of employees. C. It creates stability within the organization. D. It differentiates the organization from others. E. It facilitates the desired behaviors among employees.

B. It attracts and retains similar kinds of employees.

Tasks for which the contributions resulting from the abilities of every member are considered in total to determine team performance are ________ tasks. A. disjunctive B. additive C. indicative D. conjunctive E. subjunctive

B. additive

In a mechanistic organization, employees are A. encouraged to engage in lateral communication. B. given a very narrow view of the tasks they are to perform. C. urged to develop knowledge outside of their specialization. D. asked to think more broadly in terms of where their responsibilities lie. E. required to make their own decisions when appropriate.

B. given a very narrow view of the tasks they are to perform.

Which of the following groups is probably the biggest driver of culture? A. first-line managers B. top executives C. stockholders D. middle managers E. front-line employees

B. top executives

Which of the following refers to the degree to which teams can remain together as ongoing entities? A.Team states B.Team viability C.Team sensitivity D.Groupthink E.Transactive memory

B.Team viability

Which of the following statements is true? A. Narrow spans of control tend to be associated with decentralized decision making. B. Mechanistic organizations are typified by a structure that relies on low levels of work formalization. C. A high level of work specialization tends to bring about a high level of work formalization. D. Organic organizations are typified by a structure that relies on high degrees of work specialization. E. Wide spans of control tend to be associated with centralized decision making.

C. A high level of work specialization tends to bring about a high level of work formalization.

Which of the following examples depicts someone acting in an individualistic role? A. Mersades lays out goals the team should focus on. B. Norb asks probing questions to challenge obvious flaws in the team's plans. C. A.J. gives a hostile look to Arjun when she shares an idea. D. Cliff asks Benny to calm down when Farrah disagrees with him. E. J.T. motivates people to beat last year's performance.

C. A.J. gives a hostile look to Arjun when she shares an idea.

Which of the following is a result of creating high levels of task interdependence? A. Less knowledge will be shared among workers. B. Workers will have less opportunity to interact with coworkers. C. Teams will be better able to adapt to new situations. D. Fewer people will understand how to do tasks outside their job description. E. Workers will have more time to complete tasks for which they have individual responsibility.

C. Teams will be better able to adapt to new situations.

Which result is required for a successful restructuring? A. Employees are working in different ways. B. You retained half of your workers after the restructure. C. There is frequent communication with layoff survivors. D. Managers have a narrower span of control. E. The organizational chart looks leaner.

C. There is frequent communication with layoff survivors.

Which of the following statements is true with regard to transition processes? A. Transition processes promote conformity at the expense of other team priorities. B. Transition processes involve keeping track of things that the team needs to accomplish its work. C. Transition processes are important between periods of work activity. D. Transition processes involve members going out of their way to help other team members. E. Transition processes are important as the task work is being accomplished.

C. Transition processes are important between periods of work activity.

At Panic Rooms Ltd., there is a total focus on providing care and satisfaction to each customer. In the Small Venues division, each manager is assigned three employees to supervise, whereas in the Materials Acquisition division, each manager supervises about 15 employees. The Small Venues division managers can be described as having ________ as opposed to ________ for the Materials Acquisition division managers. A. flat formalization; tall formalization B. tall formalization; flat formalization C. a narrow span of control; a wide span of control D. narrow centralization; tall centralization E. a wide span of control; a narrow span of control

C. a narrow span of control; a wide span of control

What is the most basic bureaucratic structure? A. matrix B. client-based C. functional D. organic E. simple

C. functional

John F. Kennedy's decision to go forward with the Bay of Pigs invasion of Cuba, NASA's decision to launch the space shuttle Challenger in unusually cold weather, and Enron's board of directors' decisions to ignore illegal accounting practices are famous examples of A. noise. B. communication complexity. C. groupthink. D. network structure. E. team process.

C. groupthink.

High ________ interdependence implies that team members depend on the performance of other team members for the rewards that they receive. A. goal B. sequential C. outcome D. reciprocal E. comprehensive

C. outcome

Halle is on a team that has just been formed. There are people of a wide variety of ages, genders, and ethnicities. Halle's team demonstrates A. deep-level diversity. B. conjunctive task completion. C. surface-level diversity. D. low outcome interdependence. E. high task interdependence.

C. surface-level diversity.

Interpersonal activities that facilitate the accomplishment of the team's work but do not directly involve task accomplishment itself refer to A. interpersonal communication. B. network structure. C. teamwork processes. D. transition processes. E. groupthink.

C. teamwork processes.

Yina, Shakita, and Iris work in different teams at First Note Acoustics. Yina's team ensures that all the raw materials, machinery, tools, and other production equipment are available to employees around the clock. Any procurement needs must be addressed to Yina, who also takes part in high-level decisions regarding the number of units to be produced and exported. Shakita works as part of a team of nine members who concentrate on daily production; they also ensure that quality checks are done and inspect each other's work. Iris is the operations manager, who works for three hours in the production department and spends the rest of her time assisting management as an internal consultant on manufacturing issues. Her input is crucial in improving the production process. Shakita is part of a(n) ________ team. A. action B. project C. work D. management E. parallel

C. work

________ is most critical in situations in which the complexity of the work is high or when tasks require members to combine their knowledge, skills, and efforts to solve problems. A. Task improvement B. Hierarchical sensitivity C. Production blocking D. Synergy E. Dynamic cohesion

D. Synergy or process gain

Which type of network structure in communication has the lowest degree of centralization? A. Y network B. circle network C. X network D. all-channel network E. wheel network

D. all-channel network

At Kartik's Fish Shack, every employee has to consult Kartik before completing any sale, and only Kartik can make decisions about purchasing and advertising. What do these rules represent at Kartik's Fish Shack? A. chain of command B. span of control C. formalization D. centralization E. specialization

D. centralization

KH Flames is the low-cost producer of one type of standard butane lighter. Given that it operates in a fairly stable environment, the company focuses on making its product as efficiently as possible. Which of the following approaches to organizational design is likely to be appropriate for KH Flames? A. matrix B. global C. multi-divisional D. mechanistic E. organic

D. mechanistic

A common form of training called ________ teaches attendees about the organization. A. mentoring B. person-organization fit C. basic underlying assumptions D. newcomer orientation E. realistic job previews

D. newcomer orientation

What are the three major components to any organizational culture? A. observable artifacts, hidden artifacts, and semi-public artifacts B. language, stories, and rituals C. symbols, physical structures, and ceremonies D. observable artifacts, espoused values, and basic underlying assumptions E. internal values, espoused values, and enacted values

D. observable artifacts, espoused values, and basic underlying assumptions

What refers to the number of employees each manager is responsible for in the organization? A. chain of command B. centralization C. variety D. span of control E. formality

D. span of control

Which of the following exemplifies the observable artifact category of physical structures? A. the annual holiday party thrown by Party Planner Professionals that also serves as a hands-on demonstration of the coming year's product line B. the HR supervisor for Double-Dipped Donuts who tells all new employees how the founder came up with the name of the company after accidentally glazing the same donuts twice C. the label on every can of Primal Urge Dog Food that is emblazoned with the words: "We love dogs, and we put that love into all of our products" D. the elaborate, marble-floored conference room where Bull and Bear Wealth Management Partners conducts meetings with its top clients E. the group meeting held every Monday morning at Coastal Coffee Roasters where the CEO has every employee sample a cup of that week's featured roast

D. the elaborate, marble-floored conference room where Bull and Bear Wealth Management Partners conducts meetings with its top clients

Which of the following observations about member conscientiousness is true? A. A team member with low conscientiousness tends to be dependable and works hard to achieve team goals. B. Correcting a team member who has high conscientiousness will result in interpersonal conflicts. C. A team member who has low conscientiousness helps other team members to accomplish work responsibilities. D. A team member with low conscientiousness will have a positive effect on other team members. E. A team with high conscientiousness will be more productive than a team with even one member with low conscientiousness.

E. A team with high conscientiousness will be more productive than a team with even one member with low conscientiousness.

Which of the following statements is true? A. Project teams that change their approach at the midway point of a project tend to fail. B. All teams go through the five stages of team development. C. Adjourning is most significant for teams that have not been together long. D. Punctuated equilibrium takes place during the adjourning stage. E. For action teams with clear expectations, the developmental sequence is less applicable.

E. For action teams with clear expectations, the developmental sequence is less applicable.

Which of the following statements is true about functional organization structure? A. Small companies experiencing rapid growth are the only organizations to benefit from a functional structure. B. Functional structures are extremely efficient when the organization as a whole has a relatively wide focus. C. One of the main advantages of the functional structure is that it encourages communication across functions. D. One of the main disadvantages of the functional structure is the lack of work specialization. E. Functional structures are extremely efficient when the organization has fewer product lines or services.

E. Functional structures are extremely efficient when the organization has fewer product lines or services.

Anastasiya and Orville opened a large boutique named Stratus in Atlanta. Being the owners of the business, they decide the most important matters. All the rest of the decisions concerning products, finance, marketing, and personnel are carried out by the department heads, who have to act according to Anastasiya's and Orville's instructions and orders. Which of the following is true about Stratus? A. The degree of formalization is very low in the organization. B. It has a very tall organizational structure. C. It has a matrix organizational structure. D. It has a narrow span of control. E. It has a centralized system of decision making.

E. It has a centralized system of decision making.

A special surveillance and rescue team is being deployed to counter the menace of poachers in unpopulated regions throughout the world. Sebastian, Julietta, and Omar are the core members of the team. Sebastian was elected as the leader of the team. Julietta is responsible for monitoring the team's progress toward its goals. Omar took on the role of motivator and confidence builder for the team. This team has worked together before and has developed a high level of common understanding regarding the team and its mission. Members also strongly believe that the team can be effective across a variety of situations and tasks. As a standard practice, before deployment, the team members observe how other members perform their roles by shadowing and going through simulations. The team's high level of common understanding refers to which of the following? A. Cohesion B. Potency C. Transactive memory D. Boundary spanning E. Mental models

E. Mental models

Which of the following statements about the encounter stage of socialization is true? A. The encounter stage involves the adoption of the spoken and unspoken goals and values of the organization. B. The encounter stage of socialization takes place prior to an employee spending even one second on the job. C. The encounter stage of socialization is the last stage in the socialization process. D. Newcomers come to learn the content areas of socialization and internalize the norms and expected behaviors of the organization. E. New employees compare the information they acquired as outsiders with what the organization is really like now that they are insiders.

E. New employees compare the information they acquired as outsiders with what the organization is really like now that they are insiders.

Which of the following examples illustrates a client structure? A. Lighting Landing has a marketing department, a lending department, and a warranty department. B. Bedding Blast has a mattress division, a frame division, and a headboard division. C. BG Limited has a Pacific Northwest division, a Midwest division, and a Northeast Division. D. Youssef's Catering has 14 employees that all report to Youssef. E. Sliding Snowmobiles has a racing division, a recreational division, and a ranch utility division.

E. Sliding Snowmobiles has a racing division, a recreational division, and a ranch utility division. **

Systems monitoring and helping behavior are examples of ________ processes. A. cohesive B. interpersonal C. managerial D. transition E. action

E. action

In team functions in the past at Zhang's Whimsical Creations, a retailer that sells psychedelic art, several employees have consistently displayed certain behaviors. Brody has always motivated the teams to do better. Rafael has always challenged the status quo. Hannah has performed routine tasks to keep things rolling. Leasia has constructively challenged the team to consider different points of view. Dai has proposed new ideas. Amanda, the company owner, is assembling a team for a project where all of the decisions have high stakes. Which of the previously mentioned employees would likely be the most valuable for Amanda to add to this particular team?

Leasia