Exam 2 MGMT 3000

A defined set of values unique to a limited cross-section of the organization is A) a subculture. B) a counterculture. C) a strong culture. D) a service culture.

A) a subculture.

Goals and objectives serve to accomplish all of the following EXCEPT: A) Gauge and report performance B) Improve performance C) Align effort D) Align goals with objectives

D) Align goals with objectives

Multidivisional structures tend to be more costly to operate than functional structures. True False

TRUE

Strategic decision making in a simple structure tends to be highly centralized. True False

TRUE

Which of the following statements about job enlargement is NOT true? A) Job enlargement involving giving employees more tasks requiring them to be knowledgeable in different areas has fewer positive effects than job enlargement adding tasks that are very simple in nature. B) When jobs are enlarged, employees view themselves as more capable. C) Job enlargement is beneficial because it is positively related to higher quality customer service. D) The intent behind job enlargement is to increase the variety of tasks to be performed so that boredom is reduced and human resources are used effectively.

A) Job enlargement involving giving employees more tasks requiring them to be knowledgeable in different areas has fewer positive effects than job enlargement adding tasks that are very simple in nature.

___________ is an example of felt empowerment. A) Meaningful work B) Leadership style C) Organizational structure D) Organizational climate

A) Meaningful work

Mission and vision development are analogous to which step in the principles of management framework: A) Planning B) Organizing C) Leading D) Controlling

A) Planning

Which of the following statements holds true for the "measurable" aspect of a goal? A) The goal that is achieved is quantifiable. B) The achievement of the goal is feasible. C) The goal is achieved through the creation of deadlines. D) The goal is explicit rather than vague. E) The goal presents a significant challenge to the organization.

A) The goal that is achieved is quantifiable.

Which of the following is true about horizontal linkages? A) They are of great importance when close coordination is needed across different segments of an organization. B) They show the lines of responsibility through which a supervisor delegates authority to subordinates. C) They tie supervisors and subordinates together. D) They do not appear in organizational charts, but can have a significant influence on how firms operate. E) They refer to unofficial relationships such as personal friendships, rivalries, and politics.

A) They are of great importance when close coordination is needed across different segments of an organization.

Which of the following is a basic building block of an organizational structure? A) Vertical linkage B) Horizontal division C) Lateral linkage D) Informal linkage E) Lateral division

A) Vertical linkage

If an industry is highly regulated, firms competing within it likely have A) bureaucratic structures. B) dynamic, innovative cultures. C) low concern for rules and authority. D) businesses processes characterized by agility and quick action.

A) bureaucratic structures.

A system of shared assumptions, values, and beliefs that shows employees what is appropriate and inappropriate behavior is A) culture. B) mission. C) goals. D) strategy.

A) culture.

Job specialization A) is breaking down jobs into their simplest components and assigning them to employees so that each person will perform a few tasks in a repetitive manner. B) refers to expanding the tasks performed by employees to add more variety. C) involves moving employees from job to job at regular intervals. D) allows workers more control over how they perform their own tasks.

A) is breaking down jobs into their simplest components and assigning them to employees so that each person will perform a few tasks in a repetitive manner.

The act of influencing others toward a goal is A) leadership. B) charisma. C) power. D) motivation.

A) leadership.

Cultural assumptions A) lie below the awareness level and reflect beliefs about human nature and reality. B) are shared principles, standards and goals. C) are a set of values unique to a limited cross-section of the organization. D) are the visible and tangible elements of culture

A) lie below the awareness level and reflect beliefs about human nature and reality.

Which of the following is NOT an outcome in the Hackman and Oldham job characteristics model? A) organizational citizenship B) performance C) satisfaction D) turnover

A) organizational citizenship

Those who emphasize achievement, results and action create a(n) _________ __________ culture in their organizations. A) outcome-oriented B) team-oriented C) detail-oriented D) people-oriented

A) outcome-oriented

Effective controlling requires the existence of plans, A) since planning provides the necessary performance standards or objectives. B) since understanding the mission of the organization requires strategic plan. C) since control techniques are budget and performance audits. D) since managers must show compliance with company policies.

A) since planning provides the necessary performance standards or objectives.

An organization's _____ describes the reasons for an organization's existence. A)mission B)dimension C) scope D) vision E) goal

A)mission

Which of the following statements regarding the attraction-selection-attrition (ASA) process is INCORRECT? A) Individuals self-select the companies for which they choose to work. B) Due to economic circumstances, companies today hire people for fit with the job only and are much less concerned about fit with the culture. C) The ASA process aids organizations in maintaining the relative homogeneity of employee personalities and values. D) Person-organization misfit is an important reason for employee turnover.

B) Due to economic circumstances, companies today hire people for fit with the job only and are much less concerned about fit with the culture.

Which of the following is true regarding the motivating potential of a job? A) An employee whose expectation for his job is to pay the bills will have high growth strength. B) Even though a job is designed with the express purpose of motivating individuals, some employees may not find the job motivational. C) Career stage does not influence the importance of the five core characteristics. D) Employees with high growth need strength will respond less favorably to jobs with high motivating potential.

B) Even though a job is designed with the express purpose of motivating individuals, some employees may not find the job motivational.

Which of the following statements regarding organizational culture and its impact on the firm is INCORRECT? A) Employees become more aware of their organization's culture when they have an opportunity to compare it to that of another firm. B) Having a culture that fits with the company leads to good company performance, but having a culture that does not fit has no impact. C) Organizational cultures that are hard to imitate can create a competitive advantage for a firm. D) Organizational culture is an effective control mechanism for dictating employee behavior.

B) Having a culture that fits with the company leads to good company performance, but having a culture that does not fit has no impact.

Which of the following statements is true about job design approaches? A) Job rotation takes place only with lower level jobs in an organization. B) Job enrichment may lead to employee frustration or dissatisfaction with pay. C) Job specialization is effective in rapidly changing work environments. D) Job enlargement leads employees to feel less capable of performing job tasks.

B) Job enrichment may lead to employee frustration or dissatisfaction with pay.

Best practices for onboarding programs in firms suggest all of the following EXCEPT A) Make interaction key to the program. Get participation from all organization members to the greatest extent possible. B) Keep the program as an informal plan. Formalization of the plan will prevent its adaptation to new types of employees. C) Be clear on goals of the program and those who are actively participating. D) Establish milestones for the program and monitor them. Try to build a rhythm for the program.

B) Keep the program as an informal plan. Formalization of the plan will prevent its adaptation to new types of employees.

Characteristics of the approach to setting and managing goals and objectives include which of the following EXCEPT?: A) Goals should be linked to the capabilities of each employee. B) More is better. C) Without measurement, you cannot tell where you have been. D) Measures should be based around the needs of customers, shareholders and other key stakeholders.

B) More is better.

Which of the following is a disadvantage of using a functional structure? A) Reduced specialization B) Slow execution of strategic changes C) Increased costs D) Increased inefficiency E) Informal distribution of tasks

B) Slow execution of strategic changes

Which of the following statements holds true for the "realistic" aspect of a goal? A) The goal that is achieved is quantifiable. B) The achievement of the goal is feasible. C) The goal is achieved through the creation of deadlines. D) The goal is explicit rather than vague. E) The goal presents a significant challenge to the organization.

B) The achievement of the goal is feasible.

Which of the following statements about the effectiveness of a mission statement is INCORRECT? A) The mission statement must be provided to the employees when they first enter the firm to be effective. B) The mere act of publishing the mission statement makes it effective as it clarifies to all employees the purpose of the organization. C) Effective mission statements are well known by employees. D) Effective mission statements influence employee behaviors.

B) The mere act of publishing the mission statement makes it effective as it clarifies to all employees the purpose of the organization.

Which of the following best describes vertical linkages? A) They refer to the relationships between equals in an organization. B) They tie supervisors and subordinates together. C) They are often called committees, task forces, or teams. D) They do not appear in organizational charts, but can have a significant influence on how firms operate. E) They refer to unofficial relationships such as personal friendships, rivalries, and politics.

B) They tie supervisors and subordinates together.

Scientific management's primary focus is A) goal setting. B) efficiency. C) flexibility. D) motivation.

B) efficiency.

All of the following are advantages of job rotation EXCEPT A) employees become cross-trained due to their movement between jobs. B) employees become less marketable after rotating because their skill sets become very company-specific. C) managers have greater scheduling flexibility in a job rotation system. D) employees experience less boredom in a job rotation system.

B) employees become less marketable after rotating because their skill sets become very company-specific.

Because _____ structures are slow to execute change, they tend to work best for organizations that offer narrow and stable product lines. A) multidivisional B) functional C) mosaic D) simple E) boundaryless

B) functional

Conflicts within departments are relatively rare in organizations that follow a _____ structure because all the people in a particular department share the same background, training, and as such, they tend to get along with each other. A) matrix B) functional C) mosaic D) simple E) multidivisional

B) functional

Firms that are flexible, adaptable and experiment with new ideas are _________ firms. A) aggressive B) innovative C) stable D) outcome-oriented

B) innovative

Job specialization can A) increase the number of employees needed to complete the job. B) minimize training costs. C) lead to greater motivation among employees. D) be very effective in rapidly changing environments.

B) minimize training costs.

The process through which new employees learn the attitudes, knowledge, skills, and behaviors required to function effectively within an organization is A) attraction-selection-attrition. B) organizational socialization. C) mentoring. D) assessment.

B) organizational socialization.

A company with a stable culture is A) flexible, adaptable, and experiments with new ideas. B) predictable, rule-oriented and bureaucratic. C) achievement-oriented, results-oriented and action-oriented. D) fair, supportive and respects individual rights.

B) predictable, rule-oriented and bureaucratic.

Job enlargement A) is breaking down jobs into their simplest components and assigning them to employees so that each person will perform few tasks in a repetitive manner. B) refers to expanding the tasks performed by employees to add more variety. C) involves moving employees from job to job at regular intervals. D) allows workers more control over how they perform their own tasks.

B) refers to expanding the tasks performed by employees to add more variety.

Task identity is A) the extent to which the job requires a person to utilize multiple high level skills. B) the degree to which a person is in charge of completing an identifiable piece of work from start to finish. C) whether a person's job substantially affects other people's health, work or well-being. D) the degree to which a person has the freedom to decide how to perform his tasks.

B) the degree to which a person is in charge of completing an identifiable piece of work from start to finish.

Shared principles, standards and goals are A) artifacts. B) values. C) beliefs. D) assumptions.

B) values.

Which if the following statements regarding the impact of reward systems on culture shaping is correct? A) A firm that uses a forced choice method of evaluation where a percentage of employees are ranked as excellent, average and failures, and the failures are threatened with turnover, is likely to have a team-oriented culture. B) Firms that reward based on how an employee meets a goal and not just whether the goal is met are likely to have highly aggressive cultures. Correct! C) A firm that rewards purely on the basis of goal achievement is likely to have an outcome-oriented culture. D) In outcome oriented cultures, supportive, cooperative behaviors are rewarded.

C) A firm that rewards purely on the basis of goal achievement is likely to have an outcome-oriented culture.

Which of the following statements regarding culture in organizations is INCORRECT? A) Multiple subcultures can exist in a single organization. B) Subcultures arise in a firm due to personal characteristics of managers and employees and the different conditions under which work is performed. C) Countercultures are never tolerated by an organization once they are identified. D) Employee perceptions on subcultures are related to employee commitment to the organization.

C) Countercultures are never tolerated by an organization once they are identified.

Which of the following statements is true about empowerment? A)The notion of empowerment is appropriate for all employees. B) Empowerment is a relatively easy concept to implement in the workplace. C) Employees who are nervous about empowerment may also worry about the increased responsibility. D) Empowerment is not related to job performance.

C) Employees who are nervous about empowerment may also worry about the increased responsibility.

Which of the following describes the elements of the Hackman and Oldham job characteristics model? A) Three psychological states lead to five core job characteristics which lead to five outcomes. B) Five core job characteristics lead to five outcomes which produce three psychological states. C) Five core job characteristics lead to three psychological states which lead to five outcomes. D) Three psychological states lead to five outcomes which are analyzed for five core job characteristics.

C) Five core job characteristics lead to three psychological states which lead to five outcomes.

Which of the following is the solution to the challenge created by division of labor- figuring out how to coordinate different tasks and the people who perform them? A) Concentration strategy B) Blue ocean strategy C) Organizational structure D) Disintermediation E) Decentralization

C) Organizational structure

Firms with clearly communicated, widely understood and collectively shared mission and vision have been shown: A) To create and advance technology B) Embrace diversity C) Perform better than those without them D) Employ a smarter workforce

C) Perform better than those without them

Which of the following is an advantage to job specialization? A) Training costs are higher, but because of the specialized nature of tasks, they are learned more fully. B) The nature of the jobs leads to lower absenteeism. C) Staffing costs are lower because the repetitive nature of tasks makes skill requirements lower. D) The nature of the jobs is especially effective in rapidly changing environments.

C) Staffing costs are lower because the repetitive nature of tasks makes skill requirements lower.

Which of the following statements regarding culture creation is correct? A) An organization's culture is shaped only by internal environmental factors. B) New organization members are rarely taught the "way of business" in the firm; they simply acquire that knowledge through daily activities. C) When the organization's way of doing business provides a successful adaptation to environmental challenges, those beliefs and values are retained. D) Studies show the only factor consistently found to determine culture creation in a firm is the founder's values.

C) When the organization's way of doing business provides a successful adaptation to environmental challenges, those beliefs and values are retained.

The visible and tangible elements of culture are A) assumptions. B) values. C) artifacts. D) beliefs.

C) artifacts.

Security, safety and social equality are all examples of A) cultural assumptions. B) cultural artifacts. C) cultural values. D) cultural orientations.

C) cultural values.

Leaders impact organization culture in all of the following ways or practices EXCEPT A) role modeling. B) leader style. C) industry characteristics. D) reaction to employee actions.

C) industry characteristics.

Job rotation A) is breaking down jobs into their simplest components and assigning them to employees so that each person will perform a few tasks in a repetitive manner. B) refers to expanding the tasks performed by employees to add more variety. C) involves moving employees from job to job at regular intervals. D) allows workers more control over how they perform their own tasks.

C) involves moving employees from job to job at regular intervals.

Which of the following factors has the most influence on worker motivation? A) pay B) growth opportunities C) job design D) recognition

C) job design

Research on mentoring suggests A) the mere existence of the program ensures its success. B) mentor and protégé input to the program has little impact on satisfaction with the program. C) mentor training enhances program outcomes. D) mentor characteristics are less important in their selection to the program than willingness to participate.

C) mentor training enhances program outcomes.

Frederick Taylor's work led to a fundamental change in management philosophy. The change A) was understanding that managers could not influence the output levels of employees. B) was understanding that repetitive activities are the direct result of job generalization. C) paved the way for today's automation and standardization. D) was increasing the complexity of jobs in the workplace for greater productivity.

C) paved the way for today's automation and standardization.

Structural empowerment A) refers to making a person powerless. B) is the degree to which a person has higher order needs such as esteem and self-actualization. C) refers to the aspects of the work environment that give employees discretion, autonomy and the ability to do jobs effectively. D) is the degree to which a person feels they have the freedom to decide how to perform his tasks.

C) refers to the aspects of the work environment that give employees discretion, autonomy and the ability to do jobs effectively.

Task significance is A) the extent to which the job requires a person to utilize multiple high level skills. B) the degree to which a person is in charge of completing an identifiable piece of work from start to finish. C) whether a person's job substantially affects other people's health, work or well-being. D) the degree to which a person has the freedom to decide how to perform his tasks.

C) whether a person's job substantially affects other people's health, work or well-being.

Studies indicate that the most influential factor in creating an ethical culture is A)the reward system. B) the training program. C)leadership. D) the attraction-selection-attrition process.

C)leadership.

Which of the following statements regarding the creation and maintenance of culture is INCORRECT? A) One reason for the difficulty encountered in trying to change a firm's culture is the early shaping of culture based on the founder's vision. B) If a leader motivates by rewarding for performance, an outcome-oriented culture can develop. C) The attraction-selection-attrition process is a self-protective mechanism by which a firm maintains a level of homogeneity regarding the values of organization members. D) Computer-based orientation programs are more cost efficient and are more effective at conveying corporate culture than classroom-based programs.

D) Computer-based orientation programs are more cost efficient and are more effective at conveying corporate culture than classroom-based programs.

The monitoring step of the mission and vision statements development process is analogous to which step of the principles of management framework? A) Planning B) Organizing C) Leading D) Controlling

D) Controlling

Which of the following statements regarding the organization's role in onboarding and orientation activities is INCORRECT? A) The mere existence of mentoring programs does not guarantee their success. B) The speed with which new employees learn the company's culture is strongly influenced by the support of supervisors and managers. C) Adjustment to a new company is facilitated by information provided by peers and leaders. D) How companies do onboarding doesn't really matter much.

D) How companies do onboarding doesn't really matter much.

Which of the following statements is INACCURATE about job rotation? A) Rotation is the regular movement of employees through firm jobs. B) Rotation leads to increased likelihood that turnover will be reduced in the firm. C) Rotation is an opportunity for employees to acquire new skills. D) Rotation leads to slightly elevated blood pressure measured in employees using the process due to their movement between jobs.

D) Rotation leads to slightly elevated blood pressure measured in employees using the process due to their movement between jobs.

Which of the following statements about matrix structures is accurate? A) They do not rely on formal systems of division of labor. B) They divide employees into departments based on product areas and/or geographic regions. C) They work best for organizations that offer narrow and stable product lines. D) They violate the unity of command principle. E) They tend to rely heavily on vertical linkages.

D) They violate the unity of command principle.

Examples of business strategy include all the following EXCEPT: A) Help keep existing customers B) Grow its business by moving into new markets and taking customers from competitors C) Determine how to keep profit level demanded by the stock market D) View an organization as a portfolio of things.

D) View an organization as a portfolio of things.

One of the dimensions of structural empowerment is A) meaningful work. B) confidence that you can perform the job. C) feeling that one has autonomy at work. D) access to information.

D) access to information.

To empower your employees, A) retain information on the job until it is absolutely needed. B) take away employee power so your manager accountability is not compromised. C) make sure managers continue to manage in such a manner that they are stepping in with routine responses to issues. D) change the company structure so employees have more power on the job.

D) change the company structure so employees have more power on the job.

Shared values and beliefs that are in direct opposition to the values of the broader organizational culture represent a A) strong culture. B) weak culture. C) subculture. D) counterculture.

D) counterculture.

If onboarding activities are successful A) employees experience greater job satisfaction but are no more likely to remain with the firm than those who do not take part in onboarding. B) employees feel comfortable in the organization but have no greater belief that their abilities are sufficient for work in the firm than those employees who did not take part in the onboarding activities. C) employees feel accepted by their peers but do not necessarily share the values and norms of the larger organization. D) employees are more confident about their ability to perform in the organization and are likely to remain longer with the firm.

D) employees are more confident about their ability to perform in the organization and are likely to remain longer with the firm.

A _____ structure can help develop new managers by putting a person without managerial experience in charge of a relatively small project as a test to see if the person has a talent for leading others. A) multidivisional B) functional C) mosaic D) matrix E) connected

D) matrix

Which of the following psychological states is the most important for employee attitudes and behaviors? A) responsibility B) knowledge of results C) motivation D) meaningfulness

D) meaningfulness

Which of the following factors do not determine empowerment? A) structure B) access to information C) leadership style D) pay

D) pay

Which of the following is NOT a core job characteristic in the Hackman and Oldham job characteristics model? A) skill variety B) task significance C) feedback D) pay

D) pay

If a firm consisting of more than one person is following a _____ organizational structure, tasks tend to be distributed among them in an informal manner rather than each person developing a narrow area of specialization. A) matrix B) functional C) multidivisional D) simple E) bureaucratic

D) simple

Strategic decision making in a _____ organizational structure tends to be highly centralized, with the owner often making all the important decisions. A) matrix B) functional C)multidivisional D) simple E) boundaryless

D) simple

Companies that are collaborative and emphasize cooperation among employees have a(n) __________ _________ culture. A) people-oriented B) outcome-oriented C) detail-oriented D) team-oriented

D) team-oriented

Autonomy is A) the extent to which the job requires a person to utilize multiple high level skills. B) the degree to which a person is in charge of completing an identifiable piece of work from start to finish. C) whether a person's job substantially affects other people's health, work or well-being. D) the degree to which a person has the freedom to decide how to perform his tasks.

D) the degree to which a person has the freedom to decide how to perform his tasks.

An organization's _____ describes what the organization hopes to become in the future. A) mission B) dimension C) scope D) vision E) value statement

D) vision

Which of the following statements holds true for the "specific" aspect of a goal? A) The goal that is achieved is quantifiable. B) The achievement of the goal is feasible. C) The goal is achieved through the creation of deadlines. D)The goal is explicit rather than vague. E) The goal presents a significant challenge to the organization.

D)The goal is explicit rather than vague.

Strong cultures A) facilitate the changes that must occur in firms during mergers and acquisitions. B) outperform weak cultures regardless of the volatility of the environment. C) are no more difficult to change than weak cultures. D)are evidenced by consensus among employees on the values of the company.

D)are evidenced by consensus among employees on the values of the company.

Which of the following statements holds true for the "aggressive" aspect of a goal? A) The goal that is achieved is quantifiable. B) The achievement of the goal is feasible. C) The goal is achieved through the creation of deadlines. D) The goal is explicit rather than vague. E) The goal presents a significant challenge to the organization.

E) The goal presents a significant challenge to the organization.

Which of the following is used by executives when mapping out the vertical linkages in an organizational structure? A) A gang plank B) Portfolio planning C) The BCG matrix D) The attractiveness-strength matrix E) The unity of command principle

E) The unity of command principle

Division of labor can improve coordination between different tasks and the people who perform them. True False

FALSE

Goals and objectives are a not a basis for reward systems. True False

FALSE

Historic financial goals and objectives are typically good predictors of where you are going. True False

FALSE

Horizontal linkages refer to unofficial relationships such as personal friendships, rivalries, and politics. True False

FALSE

Simple organizational structures rely on formal systems of division of labor. True False

FALSE

The role of goals and objectives are achieved only in the planning stage. True False

FALSE

Vertical linkages are of great importance when close coordination is needed across different segments of an organization. True False

FALSE

Vertical linkages are often called committees, task forces, or teams. True False

FALSE

The best strategies, corporate and business, are based on a thorough SWOT analysis. True False

TRUE

All of the following are effective tips for developing mission and vision statements EXCEPT: A) Involve all stakeholders in its development; otherwise, they won't consider it theirs. B) Start from where you are to get to where you want to go. C) Make it visual: A picture is worth a thousand words. D) Make it actionable: If it's too abstract, no one knows what to do next. E) Use it: Beyond printing it, posting it, and preaching it, you also need to practice what is laid out in the mission and vision..."walk the talk" F) Monitor your progress: A strategic audit, combined with key metrics, can be used to measure progress against goals and objectives. G) Avoid using concrete words and descriptions, the broader the statement the better

G) Avoid using concrete words and descriptions, the broader the statement the better

All of the following are effective tips for developing mission and vision statements EXCEPT: A) Assign responsibility so that it's clear how each person, including each stakeholder, can contribute. B) Build in the values of the organization: Every organization has a soul. Tap into yours, and adjust as needed. Mission and vision built on your values will not just hold promise but also deliver on it. C) Make it simple to understand: Complex language and disconnected statements have little impact—people can't implement what they don't understand. D) Communicate often: Internal communications are the key to success. People need to see the mission and vision, identify with them, and know that leadership is serious about it. E) Live it: Management must lead by example F) Use external audit team: An external team brings objectivity, plus a fresh perspective. G) Be sure to include everything, the longer the statement the better.

G) Be sure to include everything, the longer the statement the better.

Match the following terms with their definitions. MISSION VISION VALUES

Mission: A statement that communicates the organization's reason for being, and how it aims to serve its key stakeholders Vision: A future-oriented declaration of the organization's purpose and aspirations Values: The beliefs of an individual or group, and in this case the organization, in which they are emotionally invested

A functional structure tends to create highly-skilled specialists. True False

TRUE

A well-formulated vision that is embraced by employees can give an organization an edge over its rivals. True False

TRUE

Creating a structure that effectively coordinates a firm's activities increases the firm's likelihood of being successful. True False

TRUE

Functional areas, like accounting and marketing, will need to have goals and objectives that help show how those functions are contributing to the organization's goals and objectives. True False

TRUE

Horizontal linkages are relationships between equals in an organization. True False

TRUE

Informal linkages do not appear in organizational charts. True False

TRUE

Matrix structures rely heavily on horizontal relationships. True False

TRUE