True or False

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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


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