Chapter 1-3 Review

A car parts company decides to discontinue the production of its lowest-selling products and instead focuses on its areas of expertise. The company innovated a new automobile product with unique value. This is an example of using its

core competency.

Madelyn informs employees about changes taking place in the external and internal environments that affect the sales of the company's products. She explains how the changes will also affect them and the organization. According to Mintzberg, she is playing the role of a(n)

disseminator

Mel knows that the hair-styling business is highly competitive and new trends are constantly emerging, so she regularly provides training for her stylists, so they not only keep up with the latest hairstyles and techniques but are also able to provide new services to their customers. This, according to Teece, demonstrates the business's

dynamic capabilities.

Beto, who supervises 12 people in his department, recently met with his superiors to discuss his performance as a supervisor in controlling the behavior of his direct reports. Getting this feedback will help Beto develop his _______ skills.

human

Organizational performance is most likely to

increase with an increase in efficiency and effectiveness.

In a(n) _______ culture, managers are likely to lead by example, encouraging employees to take risks and experiment.

innovative

Joan has been working in a bicycle factory for several months. The assembly process requires multiple tasks, and Joan's supervisor assigns her to apply the custom paint and add the decals. Adding the decals requires perfection, and Joan does it quickly and always performs the task well, so her supervisor decides to keep her in this position. This is an example of

job specialization.

Mei is a manager who uses her energetic personality and considerable persuasive skills to coordinate people and groups so their activities and efforts are in harmony. Mei exhibits the managerial skill of

leading

Company Z has an organizational hierarchy with salespeople at the bottom, who report to regional sales managers, who in turn report to a director of marketing. The director of marketing reports to the CEO. This is an example of which of Fayol's principles of management?

line of authority

George is an effective and efficient manager. However, he tends to be pessimistic and avoids social interactions. How would you categorize him using the Big Five personality traits?

low on extraversion

Dorcal, Inc. manufactures plastic components. The company has a low level of efficiency and low level of effectiveness, which means it is most likely to produce a

low-quality product that customers do not want.

You have been put in charge of a manufacturing plant's new product line and need to choose first-line managers to supervise the line's workers. What level of manager are you?

middle

Chan is convinced that teamwork will provide the best solution for the problem that his group is facing. This reflects his

mood and emotions.

_______ is when people belong to the same organization, tending to share certain beliefs and values that lead them to act in similar ways.

organization

The employees of Burger Prince enjoy their work very much. This is largely due to their manager, Violet, who is always sympathetic to the needs of her employees and is seldom uncooperative. Violet can be said to be low on the agreeableness continuum.

F

Carlos, a manager at Carz Autobody, always appears to be happy. He rarely exhibits negative emotions and moods and is always optimistic about himself and others. If you were his manager, you would tell Carlos that he needs to reduce his negative affectivity.

False

Art Place makes and sells paintings, sculptures, and small craft items. Its products meet consumer needs, but they are often too expensive to buy. What is most likely to be true about the company?

Its product manager achieves company goals but uses resources inadequately.

Marco is the product manager at Lawns R Us. He is sociable, affectionate, outgoing, and friendly with his employees and clients. How would you rate him on the Big Five personality traits?

Marco is high on extraversion.

Which of Teece's managerial activities would a company embrace if it wanted to use company resources to capture value for the organization from previously determined opportunities?

Seizing

Fayol recommended the use of organizational charts to show the position and duties of each employee in the organization.

T

Jaron wants to speed up the production process, so he used a time-and-motion study that monitored the actions required to complete the tasks in the assembly line.

T

Patel Brothers Company uses a formal system of task and reporting relationships that coordinates and motivates its employees so that they work together to achieve organizational goals. This is an example of an organizational structure.

T

The building blocks of competitive advantage are efficiency, quality, innovation, and responsiveness to customers.

T

Employees at Southwest Airlines have highly flexible job descriptions that enable them to chip in and help where needed. Employees are encouraged to help solve problems where they see them. Thus, it's not uncommon to see a Southwest manager helping move passenger luggage into aircraft or check in passengers at a gate. This demonstrates the concepts in

Theory Y.

When people are in negative moods, they

are focused on the facts at hand.

Maria, the HR manager of a landscape design company, has been asked to increase the level of efficiency at the workplace. She decides to restructure work relationships within the company and categorize people into departments according to the kinds of job-specific tasks they perform. Which managerial task is Maria performing?

organizing

Rashid has chosen not to advocate for dual command at his company because it

causes confusion among employees.

Barbara's Bangles outsells other jewelry designers in her town because it produces jewelry more efficiently and effectively than its competitors. This demonstrates the company's

competitive advantage

In the DiSC inventory, a person's behavioral style may be described in terms of

conscientiousness

If a manager designs the organizational hierarchy based on the characteristics of the organizational environment, he is acting in accordance with _______ theory.

contingency

When performing the managerial task of planning, managers

decide which goals the organization will pursue and what strategies will achieve those goals.

Huan, a manager, is working with her company's labor union to reach an agreement about pay increases and benefits for her employees. She is performing the role of negotiator, which is a(n) _______ responsibility, according to Mintzberg.

decisional

A company with a high level of efficiency and a low level of effectiveness is most likely to produce a

high-quality product that customers do not want.

Josiah is a manager who claims that he is highly satisfied with his job. Which of the following would he be likely to say?

I think my job offers me great autonomy.

Which of the following best reflects Mary Parker Follett's views on management and leadership in an organization?

If workers have the relevant knowledge, then workers, not managers, should be in control of the work process itself.

In what way do moods differ from emotions?

Unlike moods, emotions are relatively short-lived.

What is the Hawthorne effect?

Workers' productivity is affected more by their manager's personal behavior than by the work setting.

A consequence of empowerment is a(n)

A consequence of empowerment is a(n)

As CEO of a conservative company, Rashid is likely to emphasize a top-down approach to planning, which can slow down decision making.

True

Siena, an employee of Scarlet Stone Inc., is extremely ambitious and insists on working on important projects by herself. According to McClelland, she has a high need for

achievement.

Millibytes, Inc. implements an organic structure, which means that at Millibytes,

authority is decentralized to middle and first-line managers.

Paolo is a manager for a small business. He wants his five employees to have positive working relationships and he wants to create a welcoming office environment. To encourage socializing and to motivate his staff to meet organizational goals, Paolo invites his employees to lunch once a week. Within a few weeks, Peter sees an increase in performance and improved collaboration among the staff members. This demonstrates the use of

behavioral management.

A company asked its managers to focus their efforts on improving the quality of one of its products. The new product is more advanced than those of its competitors, and customers are willing to pay more for the higher quality. By _______, this company outperformed its competitors by producing a product more efficiently and effectively than they did.

building a competitive advantage

When the tasks and authority associated with various positions in the organization are clearly specified, it creates a scenario where

employees can be held strictly accountable for their actions.

When an organization ignores the external environment and fails to acquire inputs, it is likely to experience

entropy

An example of a terminal value that is important to managers is

equality

To increase effectiveness, middle managers

evaluate whether the organization's goals are appropriate.

Managers who are high in _______ are likely to be successful in positions that require high levels of social interaction with other employees.

extraversion

As a manager who is high on the extraversion continuum, Farid is likely to

feel good about himself and other people.

Margene is the product manager at Fashions Ltd., a company that designs and manufactures clothes and fashion accessories. Noticing the rising popularity of rhinestone jewelry and the fact that only a handful of stores actually stocked it, she decides to take advantage of the latent demand in the market. Margene knows that she is taking a risk by committing organizational resources to pursuing this idea, but she is confident about the merit of her decision. In deciding the allocation of resources for attaining her goals, which managerial task is Margene performing?

planning

People with an internal locus of control

see their own actions and behaviors as being major and decisive determinants of important outcomes.

At Home Service, Inc., employees stay with the organization for many years and develop skills on the job that help Home Service, Inc. become more efficient. This is consistent with Fayol's principle of

stability of tenure.

Frederick Taylor believed that written rules and standard operating procedures

standardized and simplified jobs, making them more efficient.

Jessie just started working at Alogics, an electronics company. During her first week of employment, she attended an orientation meeting in which the managers talked about the company's history. As they talked about the actions of those who contributed to Alogics's growth and those who caused problems over the years, Jessie learned what values and norms are appropriate to the organization's culture. The company used _______ to communicate organizational culture.

stories and language

Organizations can have a strong organizational culture when

the organizational commitment is strong

A core competency is

the specific set of departmental skills, knowledge, and experience that allows one organization to outperform another.

When Apple created the iPod, it shifted its focus from computers to consumer electronics, demonstrating Teece's concept of

transforming

Joleen has just been promoted to president of her company. It is likely that she has a high need for power, which is an important trait in high-level managers.

true

Carl works for a printing business that offers printing and copying, bookbinding, and graphic design. The business has a single, comprehensive long-term plan that guides every department. The business is following Fayol's principle of

unity of direction.

Mary Parker Follett's primary criticism of Taylor's system of scientific management was that Taylor

was ignoring the human side of the organization and did not allow workers to exercise initiative and contribute to the organization.