MGMT 3720 (Organizational Behavior) Ch. 15-18 Quiz

T/F: Interpersonal demands relate to pressures placed on a person as a function of the particular role he or she plays in an organization.

False

T/F: Most formal training involves employees simply helping each other out.

False

T/F: Narrow spans of control increase the speed of decision making.

False

T/F: Performance-simulation tests have lower face validity (which measures whether applicants perceive the measures to be accurate) than written tests.

False

T/F: Spiritual organizations discourage flexible thinking and creativity among employees.

False

T/F: Stressors associated with workload, pressure to complete tasks, and time urgency are examples of hindrance stressors.

False

T/F: The encounter stage of the socialization process consists of the period of learning that occurs before a new employee joins an organization.

False

T/F: Under the Americans with Disabilities Act, firms cannot require employees to pass a medical exam before or after a job offer is made.

False

T/F: Intergroup development seeks to change groups' attitudes, stereotypes, and perceptions that groups have of each other.

True

T/F: Jobs that make multiple and conflicting demands increase both stress and dissatisfaction.

True

T/F: Managers must take individual differences, such as experience, personality, culture, and the work task, into account to maximize employee performance and satisfaction.

True

T/F: Organizational cultures often reflect national cultures.

True

T/F: Organizational development (OD) is a collection of change methods that try to improve organizational effectiveness and employee well-being.

True

T/F: Serial socialization is characterized by the use of role models who train and encourage a newcomer.

True

T/F: The 360-degree appraisal method takes into consideration feedback from co-workers, customers, and subordinates.

True

T/F: The critical incidents method of performance evaluation focuses the evaluator's attention on the difference between executing a job effectively and executing it ineffectively.

True

T/F: The goal of a boundaryless organization is to break down cultural barriers.

True

T/F: The matrix structure breaks the unity-of-command concept.

True

T/F: The strength of a bureaucracy lies in its ability to perform standardized activities in a highly efficient manner.

True

T/F: Individual traits are the strongest performance evaluation criteria.

False

T/F: Aggressiveness is one of the seven primary characteristics of organizational culture that capture the essence of an organization's culture. It indicates the degree to which employees are encouraged to be innovative and take risks.

False

T/F: Appreciative inquiry refers to a change process based on the systematic collection of data and selection of a change action based on what the analyzed data indicates.

False

T/F: As compared to a decentralized organization, a centralized organization can act more quickly to solve problems.

False

T/F: Companies with dominant market share are less susceptible to the forces of change than smaller businesses.

False

T/F: Departmentalization refers to the degree to which jobs within the organization are standardized.

False

T/F: During the metamorphosis stage of the socialization process, a new employee compares his or her expectations about the job, co-workers, the boss, and the organization in generalgeneralwith the reality in the organization.

False

T/F: Experience on the job tends to be positively related to work stress.

False

T/F: A test that measures factors such as dependability, carefulness, responsibility, and honesty is referred to as a task variability test.

False

T/F: A virtual organization lacks flexibility.

False

T/F: Formal socialization involves putting the new employee directly into the job, with little or no special attention.

False

T/F: A strong culture tends to be a liability for an organization when its environment is undergoing rapid change.

True

T/F: Appraisers should be as close as possible in organizational level to the individual being evaluated.

True

T/F: Culture facilitates commitment to something larger than individual self-interest.

True

T/F: Graphic rating scales are less time consuming to develop and administer and allow for quantitative analysis and comparison.

True

T/F: Idea champions display characteristics associated with transformational leadership.

True

T/F: In assessment centers, candidates are evaluated as they go through several days of exercises that simulate real problems they would confront on the job.

True

T/F: In centralized organizations, top managers make all the decisions, and lower-level managers merely carry out their directives.

True

T/F: A boundaryless organization tries to flatten the hierarchy and minimizes status and rank.

True

T/F: A dominant culture expresses the core values a majority of members share and that give the organization its distinct personality.

True

T/F: Innovation is nurtured where there are slack resources.

True