mgmt ch. 14-17 quiz questions

who developed an eight-step model to manage organizational change that includes forming a coalition with enough power to lead a change? a) John Kotter b) Kurt Lewin c) David McClelland d) Abraham Maslow e) Douglas McGregor

a) John Kotter

who developed a three-step model to manage organizational change that includes unfreezing, movement, and refreezing? a) Kurt Lewin b) Douglas McGregor c) Abraham Maslow d) John Kotter e) Fred Fiedler

a) Kurt Lewin

in bargaining, the area between the target point and the resistance point is known as the ________. a) aspiration range b) mid-point c) range of distribution d) zero sum e) optimal range

a) aspiration range

the mechanistic model of organizational design is synonymous with _________. a) bureaucracies b) boundaryless organizations c) organic models d) minimalist models e) procedural structures

a) bureaucracies

a stressor associated with time urgency is also known as a _________. a) challenge stressor b) responsibility stressor c) hindrance stressor d) personal stressor e) workplace stressor

a) challenge stressor

which term refers to individuals who tailor change to fit the preferences of organizational members in an attempt to reduce assistance? a) change agent b) early adopter c) change process consultant d) late mover e) innovation manager

a) change agent

in a negotiation, which emotion might get a negotiator's counterpart to concede more? a) disappointment b) sadness c) happiness d) neuroticism e) apathy

a) disappointment

cultural factors which shape an organization's structure are known as ________. a) institutions b) force fields c) touchpoints d) adaptors e) matrix factors

a) institutions

which of the following types of organizational designs combines two forms of departmentalization, functional, and product? a) matrix structure b) virtual structure c) simple structure d) bureaucracy e) boundaryless structure

a) matrix structure

which term best describes what happens when two or more parties decide how to allocate scarce resources such as time or money? a) negotiation b) organization c) unionization d) integration e) mediation

a) negotiation

stage V of the conflict process primarily includes _______. a) outcomes b) behavior c) potential opposition d) intentions e) cognition and personalization

a) outcomes

the worldview of ethical business as dictated by anonymous market forces focuses on valuing what? a) profit maximization b) rigid hiring practices c) social relationships d) familiar relationships e) social environment

a) profit maximization

a repetitive activity that helps to reinforce values within an organization is known as a ________. a) ritual b) process c) coping strategy d) symbol e) formal process

a) ritual

pressures placed on a person based on a role within the organization would be what kind of demand factor? a) role b) homeostatic c) task d) interpersonal e) allostatic

a) role

a structure within which many of the business functions are outsources would be considered a _________ structure. a) virtual b) organic c) matrix d) bureaucratic e) mechanistic

a) virtual

according to the text, how much money did a wellness program save Johnson and Johnson over 10 years? a) 2.5 million b) 250 million c) 25 million d) $500,000 e) 1.2 million

b) 250 million

according to one survey, what percentage of our workplace stress is caused by work? a) 42% b) 60% c) 20% d) 90% e) 30%

b) 60%

which of the following emotions is often beneficial for a negotiator to show? a) anxiety b) anger c) fatigue d) surprise e) happiness

b) anger

which of the following would LEAST likely help a U.S. manager exhibit cultural sensitivity? a) listening effectively b) avoiding discussions of efficiency c) talking in a low tone of voice d) speaking slowly e) avoiding discussions of religion

b) avoiding discussions of efficiency

according to the traditional view of conflict, all conflict is __________. a) unavoidable b) bad and must be avoided c) necessary and improves group function d) functional e) helpful in avoiding apathy

b) bad and must be avoided

repeated negotiations can do all of the following EXCEPT _________. a) build integrative approaches b) build distributive approaches c) offer an opportunity to return favors d) move negotiations toward what is good for the whole e) build trust

b) build distributive approaches

the term used to describe reporting lines in an organization is called _______. a) centralization b) chain of command c) work specialization d) departmentalization e) formalization

b) chain of command

which of the following is the second step in the negotiation process? a) bargaining and problem solving b) defining ground rules c) creating closure d) clarifying and justifying e) preparing and planning

b) defining ground rules

one main benefit of a virtual organization is _________. a) that it is well suited to creative entrepreneurs b) flexibility c) that it breaks down geographical boundaries d) the ability to be in flux e) increased participation

b) flexibility

organizations should be more organic when the environment is ________. a) low in complexity, low in scarcity, and less dynamic b) high in complexity, high in scarcity, and more dynamic c) low in complexity, high in scarcity, and less dynamic d) high in complexity, high in scarcity, and less dynamic e) high in complexity, low in scarcity, and more dynamic

b) high in complexity, high in scarcity, and more dynamic

which of the following is true of a narrow span of control? a) horizontal communication is more complex b) it is expensive because it creates more layers of management c) it speeds decision making d) employee performance suffers e) they are more efficient in terms of costs

b) it is expensive because it creates more layers of management

in what type of organizations do subcultures tend to develop? a) small organizations b) large organizations c) organizations with weak cultures d) organizations with a lot of millennial workers e) new organizations

b) large organizations

what do ECTs of independence rely on? a) law and code b) moral ideas c) caring d) rules e) patterns

b) moral ideas

which term refers to the thoughts that employees have about the work environment and the organization? a) organizational development b) organizational climate c) organizational culture d) corporate culture e) institutionalization

b) organizational climate

conflict that focuses on how a task should be accomplished is commonly known as what type of conflict? a) dysfunctional b) process c) relationship d) task e) functional

b) process

which of the following does NOT foster a more ethical culture? a) being a role model b) promoting those with the highest sales c) rewarding ethical behavior d) communicating expectations e) providing ethics training

b) promoting those with the highest sales

which of the following actions most likely decreases employee motivation for risk taking and innovation? a) increasing interaction across department lines b) rewarding lack of failure rather than the accomplishment of success c) encouraging experimentation d) offering long management tenures e) using an organic structure

b) rewarding the lack of failure rather than the accomplishment of success

functional conflict is typically characterized by ________. a) harmony b) self-criticism c) chaos d) resistance to change e) apathy

b) self-criticism

in the case of distributive bargaining, the _______ point represents the goal that a person is seeking to achieve from the negotiation. a) resistance b) target c) acceptance d) focal e) distribution

b) target

idea champions display characteristics included in ________ leadership. a) management by objectives b) transformational c) transactional d) autocratic e) laissez-faire

b) transformational

Pauline remembered when she first started at her current company 8 years ago. When she first came she heard about how the CEO had taken everyone's family to a local park for a picnic and the many times when parents had been able to go home and take care of sick children. Ever since, Pauline has valued the family-friendly environment of her employer and had stuck with the company in large part because of this philosophy. This is an example of how culture is ___________. a) processed b) transmitted c) categorized d) changed e) broken down

b) transmitted

which term refers to the extent to which tasks in an organization are subdivided into separate jobs? a) formalization b) work specialization c) departmentalization d) span of control e) centralization

b) work specialization

which force of change would be represented be a change in financial markets? a) nature of the workforce b) world politics c) economic shock d) competition e) social trends

b) world politics

which of the following statements is true regarding an organization's culture? a) dominant cultures and subcultures rarely share any core 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 weak culture reduces 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

a change approach which closely mirrors the scientific approach would be _______. a) organizational development b) Herzberg's two-factor model c) action research d) Kotter's eight-step model e) Lewin's three-step model

c) action research

a structure within which executives, managers, specialists, and workers are broken out is commonly known as what type of structure? a) departmental b) matrix c) circular d) virtual e) functional

c) circular

Kotter listed a number of mistakes that managers make during the change process including: a) listening to employees b) failing to have the proper milestones c) claiming victory too soon d) rewarding those who change e) create a sense of urgency

c) claiming victory too soon

what might be a drawback of a narrow span of control? a) they increase flexibility b) they speed up decision making c) communication is more complex d) they save money e) they are more efficient

c) communication is more complex

what is the third step of Kotter's eight-step change model? a) form a coalition with enough power to lead the change b) create a sense of urgency c) create a new vision to direct the change d) consolidate improvements, reassess changes, and make necessary adjustments e) communicating the change vision throughout the organization

c) create a new vision to direct the change

all of the following are true about culture EXCEPT ________. a) culture conveys a sense of identity b) culture acts as a social glue c) culture stems from middle management d) culture defines boundaries e) culture helps employees make sense of the organization

c) culture stems from middle management

which of the following is NOT an example of a current change that organizations have to adapt to? a) increased bankruptcies b) shifting social trends c) decreased organizational diversity d) global competition e) technology developments

c) decreased organizational diversity

a strong organizational culture does which of the following? a) lowers agreement within the organization b) eliminates the need for widely shared values c) increases loyalty d) wide variation in opinion about the culture e) reduces cohesiveness

c) increases loyalty

in which bargaining strategy is the goal to create a "bigger pie" so that everyone wins? a) distributive bargaining b) automated bargaining c) integrative bargaining d) collective bargaining e) game theory bargaining

c) integrative bargaining

which one of the following would be a psychological symptom of stress? a) loss of productivity b) headaches c) irritability d) increased heart rate e) poor appetite

c) irritability

according to the text, in terms of cross-culture negotiation, which Big 5 trait might be most important? a) neuroticism b) extroversion c) openness d) agreeableness e) conscientiousness

c) openness

which of the following would be true? a) organizational culture is an evaluative rather than descriptive term b) organizational culture is always changing c) organizational culture is a descriptive rather than evaluative term d) organizational culture is driven by geographic location e) organizational culture never changes

c) organizational culture is a descriptive rather than evaluative term

which type of resistance to change is easiest for management to address? a) implicit and immediate b) overt and implicit c) overt and deferred d) implicit and deferred e) overt and immediate

c) overt and deferred

all of the following are prevalent ECT categories within organizations EXCEPT ________. a) independence b) law and code c) patterns d) caring e) rules

c) patterns

all of the following are potential negative impacts of work overspecialization EXCEPT _________. a) boredom b) increased turnover c) poor communication d) poor quality e) fatigue

c) poor communication

a positive culture does which of the following? a) sees the position as a job that needs to be done b) emphasizes getting rid of dead wood within the organization c) recognizes outside context d) requires a spiritual culture e) limits outside activities to keep everyone focused

c) recognizes outside context

which of the following is typically a characteristic of the mechanistic model of organization? a) low span of control b) low formalization c) rigid departmentalization d) decentralized management e) low specialization

c) rigid departmentalization

a state of allostasis refers to _________. a) compatibility with homostasis b) a balanced equilibrium c) shifting demands and resources d) a symbiotic relationship e) a process of finding resources

c) shifting demands and resources

what might be a reason a firm would downsize? a) top management needs better bonuses b) workers are irritating c) so they can focus on core competences and changing customer preferences d) so that they can focus on profits e) so that HR has less work to do

c) so they can focus on core competences and changing customer preferences

which method of learning about an organization's culture typically includes narratives about reactions to past mistakes, reductions in workforce, and organizational coping? a) rituals b) symbols c) stories d) formal training e) language

c) stories

in terms of an organization's culture, the size of the executive offices and the types of cars top executives are given are examples of _________. a) corporate philosophy b) rituals c) symbols d) visual language e) stories

c) symbols

what is the original source of culture in an organization? a) the culture of the local community b) the environment c) the founders d) the executive team e) the board of directors

c) the founders

what principle focuses on an unbroken line of authority? a) formalization b) departmentalization c) unity of command d) chain of command e) authority

c) unity of command

which of the following statements is true regarding a bureaucracy? a) bureaucracies are characterized by a low degree of formalization b) bureaucracies function well under situations of high uncertainty c) bureaucracies tend to result in the duplication of people and equipment d) bureaucracies can get by with less talented middle- and lower-level managers e) bureaucracies require innovative low-level managers

d) bureaucracies can get by with less talented middle- and lower-level managers

which term refers to who individuals and groups report? a) span of control b) formalization c) departmentalization d) chain of command e) specialization

d) chain of command

which one of the following acts as an informal communication link between two parties? a) mediator b) counselor c) negotiator d) conciliator e) arbitrator

d) conciliator

which term refers to a process that begins when one party perceives that another party has or is about to negatively affect something the first party cares about? a) incompatibility b) negotiation c) collaborating d) conflict e) dysfunction

d) conflict

which of the following statements is true regarding the establishment of the organizational culture and its effects on the organization? a) strong culture reduces the stability of the social system in an organization b) in a virtual organization, a strong culture can be established quickly and easily c) employees organized in teams always show greater allegiance to the values of the organization as whole than to their team and its values d) culture acts as a control mechanism and guides the behavior of employees e) the trend toward decentralized organizations makes it easier to establish a strong culture

d) culture acts as a control mechanism and guides the behavior of employees

a systematic effort to make an organization leaner and more flexible is best described as __________. a) value processing b) restructuring c) core analysis d) downsizing e) workforce reduction

d) downsizing

according to the text, the recession that began the financial struggle in Greece represents what force for change? a) technology b) competition c) social trends d) economic shock e) nature of the workforce

d) economic shock

top management has a major impact on the organization's culture by _________. a) making the best impression that they can during the encounter stage b) setting expectations during the pre-arrival stage c) determining the appropriate metamorphosis strategy for new hires d) establishing norms that filter through the organization e) hiring individuals who will maintain the culture

d) establishing norms that filter through the organization

a structure which groups specialties or tasks would be referred to as a __________ structure. a) bureaucratic b) simple c) matrix d) functional e) divisional

d) functional

according to the interactionist view of conflict, conflict is _________. a) always functional b) typically functional c) harmonious d) helpful in avoiding apathy e) bad and must be avoided

d) helpful in avoiding apathy

stage III of the conflict process includes which of the following? a) potential opposition b) outcomes c) cognition and personalization d) intentions e) behavior

d) intentions

which of the following is true of bargaining? a) it involves high information sharing b) it attempts to create a win-win situation c) it focuses on long-term relationships d) it operates under zero-sum conditions e) it is rarely used in labor negotiations

d) it operates under zero-sum conditions

the simple structure organizational design features which of the following? a) high degree of departmentalization b) high level of work specialization c) narrow spans of control d) little formalization e) decentralized authority

d) little formalization

which characteristic of organizational culture relates to how much management focuses on results rather than on the methods used to achieve results? a) aggressiveness b) innovation and risk taking c) people orientation d) outcome orientation e) stability

d) outcome orientation

what is the final step in Kotter's eight-step plan for implementing change? a) create a new vision to direct the change b) communicating the change vision throughout the organization c) create a sense of urgency d) reinforcing changes by showing the link between new behaviors and organizational success e) consolidate improvements, reassess changes, and make necessary adjustments

d) reinforcing changes by showing the link between new behaviors and organizational success

an extended voluntary leave is also known as a __________. a) wellness program b) vacation c) time accrual d) sabbatical e) sick leave accumulation

d) sabbatical

what personality trait appears to be associated with positive negotiation outcomes? a) neuroticism b) agreeableness c) anxiety d) self-efficacy e) introversion

d) self-efficacy

which of the following would NOT be an individual difference that impacts how someone deals with stress? a) perception b) social support c) job experience d) sexual harassment e) personality traits

d) sexual harassment

which force for change relates to how easily strangers meet and share product information? a) world politics b) economic shocks c) nature of the workforce d) social trends e) competition

d) social trends

which force of change has primarily caused many firms to alter their product positioning and production to be more environmentally friendly? a) technological developments b) demographic shifts c) legal requirements d) social trends e) financial trends

d) social trends

which structure removes vertical and horizontal boundaries? a) circular b) virtual c) departmental d) team e) matrix

d) team

in what situation can culture be a liability? a) when the organization is centralized b) when communication is efficient c) when management has little experience d) when the shared values don't agree with those that further the organization's effectiveness e) when the environment is static

d) when the shared values don't agree with those that further the organization's effectiveness

the most effective way to build trust in a negotiation is to _________. a) defend your position b) be forceful c) repeat the points d) bring in additional insight e) behave honestly

e) behave honestly

which of the following does NOT have an impact on the choice of organic versus mechanistic structure being the best fit for an organization? a) organization size b) environment c) technology d) degree of routineness e) executive experience

e) executive experience

which of the following is true of the simple structure? a) accountability is often difficult to determine b) it is characterized by low risk c) it is common in large businesses d) it is expensive to operate e) it becomes increasingly inadequate as an organization grows

e) it becomes increasingly inadequate as an organization grows

which one of the following focuses on reasoning and persuasion in a negotiation? a) counselor b) arbitrator c) negotiator d) conciliator e) mediator

e) mediator

workplace spirituality focuses on _________. a) religious ceremonies b) zen yoga work c) rituals d) rites e) nourishing the inner person

e) nourishing the inner person

which characteristic of organizational culture relates to the degree to which management decisions consider how outcomes impact employees? a) stability b) aggressiveness c) innovation and risk taking d) team orientation e) people orientation

e) people orientation

stage I of the conflict process includes which of the following? a) cognition and personalization b) behavior c) intentions d) outcomes e) potential opposition

e) potential opposition

which of the following is a strength of a matrix structure? a) reduces costs b) fosters power struggles, which aid creativity c) focuses on one product or service d) facilitates coordination in units e) reduces bureaupathologies

e) reduces bureaupathologies

which of the following is primarily an individual source of resistance to change? a) threat to group expertise b) structural inertia c) limited focus on change d) group inertia e) security

e) security

all of the following are organizational approaches to reducing stress EXCEPT ________. a) goal-setting b) employee involvement c) redesigning jobs d) selection and placement e) social support networks

e) social support networks

in order to help sustain culture, which of the following is particularly important? a) termination processes b) laws c) process improvement d) rules e) socialization methods

e) socialization methods

in which stage of the conflict process do personal variables factor in? a) stage IV b) stage V c) stage III d) stage II e) stage I

e) stage I

in which stage of the conflict process does outcome occur? a) stage I b) stage IV c) stage II d) stage III e) stage V

e) stage V

in negotiation, BATNA is ________. a) the bottom agreeable in a negotiated agreement b) the bottom acceptable threshold in a negotiated agreement c) the best alternative to a negative arrangement d) the best alternative to a negotiated arrangement e) the best alternative to a negotiated agreement

e) the best alternative to a negotiated agreement

what is the ultimate goal of the selection process? a) to identify and hire individuals who will have a long tenure with the organization b) to find as many candidates for a position as possible c) to ensure that job candidates are honest in resumes and interviews d) to find candidates who get along personally with existing organization members e) to identify and hire individuals who will perform successfully

e) to identify and hire individuals who will perform successfully