MGMT Test 2 (MC)

_____ means that the goals to be achieved or the problem to be solved is unclear, alternatives are difficult to define, and information about outcomes is unavailable.

Ambiguity

_____ is the formal and legitimate right of a manager to make decisions, issue orders, and allocate resources to achieve organizationally desired outcomes.

Authority

_____ means that all the information the decision-maker needs is fully available.

Certainty

_____ exists when managers see potential of enhancing performance beyond current levels.

Opportunity

______ means that decision-makers choose the first solution alternative that satisfies minimal decision criteria.

Satisficing

Melissa is a manager at InStylez Clothing. Her job is very complex and she feels that she does not have enough time to identify and/or process all the information she needs to make decisions. Melissa's situation is most consistent with which of the following concepts? a. Bounded rationality b. The classical model of decision making c. Satisficing d. Brainstorming e. Scientific management

a. Bounded rationality

Which of the following defines a technique that uses a face-to-face group to spontaneously suggest a broad range of alternatives for decision making? a. Brainstorming b. Groupthink c. Point-counterpoint d. Brainwriting e. Devil's advocate

a. Brainstorming

For the compact disc industry, the advent of MP3 technology can best be described as what type of innovation? a. Disruptive innovation b. Service innovation c. Productive innovation d. Restructuring innovation e. Reverse innovation

a. Disruptive innovation

Colby is a new interviewer who just finished an interview with Renee. Her professional style and her flawless grooming immediately struck him. Colby gave Renee a very good evaluation although her previous work experience and educational background were not that exceptional. What rating error did Colby succumb to? a. Halo effect b. Central tendency c. Homogeneity d. Leniency e. General tendency

a. Halo effect

Before implementing new changes in work schedules, Trudy's Trinkets works with the union to ensure a smooth transition. What approach to change is this company using? a. Negotiation b. Top management support c. Participation d. Coercion e. Education

a. Negotiation

According to Fast Company, in 2013, _____ was ranked as the World's Most Innovative Company. a. Nike b. Pinterest c. Target d. Apple e. Procter & Gamble

a. Nike

_____ is characterized by intangible outputs. a. Service technology b. Mass production c. Large-batch production d. Small-batch production e. Continuous process production

a. Service technology

Bierderlack has a policy that states that more than three absences in a six-month period shall result in a suspension. Colleen, the manager, has just decided to suspend one of her shift employees for violating this policy. This is an example of: a. a programmed decision. b. a nonprogrammed decision. c. an insignificant decision. d. poor management. e. personal grudge.

a. a programmed decision.

Managers with a(n) _____ style may make decisions that help others achieve their goals. a. behavioral b. conceptual c. directive d. analytical e. classical

a. behavioral

Matthew is Mandy's supervisor. He promises to fire her if she does not engage in sexual activity with him. This type of sexual harassment would be categorized as: a. coercion with threat of punishment. b. solicitation with promise of reward. c. appropriate. d. generalized. e. positional authority.

a. coercion with threat of punishment.

Innovative Creations Corporation is designed along functional lines. New product development is very slow and the process is plagued by many problems. One of the problems is that the people in marketing never communicate with the people in production. This is an example of poor: a. coordination. b. planning. c. motivating. d. leading. e. controlling.

a. coordination.

With a(n) _____ strategy, the organization attempts to develop innovative products unique to the market. a. differentiation b. integration c. reengineering d. cost leadership e. defensive

a. differentiation

Mingles, Inc. concentrates its efforts on its target market of 18 to 25 year olds. It is using a(n) _____ strategy. a. focus b. differentiation c. cost leadership d. multidomestic e. universal

a. focus

Makai's Marketing Mix (MMM) does not use its resources wisely. The employees at MMM spend too much time in meetings and not enough time focusing on the task at hand. MMM's management should consider changing the organizational structure from _____ to _____. a. horizontal; vertical b. team based; horizontal c. vertical; team based d. mechanistic; rigid e. team-based; virtual network

a. horizontal; vertical

We respect our employees and value their diversity" is an example of a statement you are most likely to find in the organization's: a. mission. b. strategic goals. c. tactical goals. d. strategic plans. e. tactical plans.

a. mission.

When managers base decisions on what has worked in the past and fail to explore new options, they are: a. perpetuating the status quo. b. being influenced by emotions. c. being overconfident. d. justifying past actions. e. seeing what they want to see.

a. perpetuating the status quo.

Stephanie is nervous about giving a presentation at the marketing firm where she works. One of her male coworkers told her, "Don't be such a girl, attack that presentation!" Now Stephanie is so concerned about appearing tough that she can barely concentrate on the content of the presentation. Stephanie's anxiety stems from: a. stereotype threat. b. ethnocentrism. c. plurality. d. glass ceiling threat. e. the female advantage.

a. stereotype threat.

The _____ model of decision making describes how managers actually make decisions in difficult situations, such as those characterized by nonprogrammed decision, uncertainty, and ambiguity.

administrative

In the _____, managers invest time in reviewing the results of decisions and learn from them.

after-action review

The Family and Medical Leave Act requires employers to provide up to _____ weeks unpaid leave for childbirth, adoption, or family emergencies. a. 8 b. 12 c. 16 d. 24 e. 52

b. 12

Which of the following created the Equal Employment Opportunity Commission? a. Americans with Disabilities Act b. Civil Rights Act c. Equal Pay Act d. Vocational Rehabilitation Act e. Immigration Reform and Control Act

b. Civil Rights Act

Alabama Airlines has three planning specialists who help division managers develop their own division plans. Serving as consultants to the divisions, the planning specialists give advice about strengths, weaknesses, opportunities, and threats. Alabama Airlines is utilizing what approach to the planning function? a. Centralized planning department b. Decentralized planning staff c. Planning task force d. Centralized planning committee e. TQM

b. Decentralized planning staff

Which of the following strategies involves rewarding an employee's innovation? a. Cost leadership b. Differentiation c. Focus d. Internal growth e. Liquidation

b. Differentiation

Which workforce generation category is characterized as ambitious but lacking loyalty to the organization? a. Generation X b. Generation Y c. Baby boomers d. Teeny boppers e. Generation A

b. Generation Y

Swift Move Facilities manufacturers two different bicycle models. The company produces a high volume of products using standardized production runs. The company does very little product customization. Swift Move uses what type of technology structure? a. Service production b. Mass production c. Large-batch production d. Small-batch production e. Continuous process production

b. Mass production

Riya was a highly successful manager at Optics International. After ten years with the company, she decided to leave and become a fulltime mother and caregiver to her ailing father. This example demonstrates which factor affecting women's careers? a. Female advantage b. Opt-out trend c. Glass ceiling d. Glass wall e. Opaque ceiling

b. Opt-out trend

Which of the following means that an organization accommodates several subcultures? a. Monoculturalism b. Pluralism c. Ethnorelativism d. Geocentricism e. Ethnocentrism

b. Pluralism

Cyrus's Resort has proposed some major structural changes within their organization. Some of the employees fear that they will lose power with the changes. They begin voicing resistance to the changes. What barrier to change are they exhibiting? a. Disagreements about the benefits b. Self-interests c. A lack of understanding and trust d. Uncertainty e. Goals and rewards

b. Self-interests

_____ departments include all of those that provide specialized skills in support of _____ departments. a. Line; staff b. Staff; line c. Primary; functional d. Functional; primary e. Line; functional

b. Staff; line

The planning process begins with which of these? a. The development of operational goals b. The development of a mission statement c. Communication of goals to the rest of the organization d. A company-wide meeting e. Brainstorming

b. The development of a mission statement

The matrix structure violates which of the following principles of management? a. Unity of direction b. Unity of command c. Work specialization d. Division of labor e. Span of management

b. Unity of command

Double Click, Inc. has a number of strategic business units. Their hand-held computer unit has a large market share in this rapidly growing industry. Their hand-held computer business would be classified as: a. a dog. b. a star. c. a question mark. d. a cash cow. e. stuck in the middle.

b. a star.

Creative organizations: a. are characterized by an unusually high number of routine jobs. b. are loosely structured. c. have little ambiguity. d. have too many layers of management. e. use a centralized decision making approach.

b. are loosely structured.

Examples of nonprogrammed decisions would include the decision to: a. reorder supplies. b. develop a new product or service. c. perform routine maintenance on one of the machines in manufacturing. d. terminate an employee for violation of company rules. e. fill a position.

b. develop a new product or service.

Stephanie works in one of seven research and development departments at Tara's Terrace, Inc. This would suggest that Tara's Terrace has a: a. functional structure. b. divisional structure. c. wide span of control. d. high degree of centralization. e. matrix structure.

b. divisional structure.

The functional, _____, and _____ are traditional approaches that rely on the chain of command to define departmental groupings and reporting relationships along the hierarchy. a. divisional; teams b. divisional; matrix c. matrix; teams d. matrix; networks e. teams; networks

b. divisional; matrix

Louise works in the manufacturing department at Ice Sculptures. The work in Louise's department is low in task specialization. As a result, Louise: a. usually performs a single task. b. does a variety of tasks and activities. c. is often bored. d. is rarely challenged. e. generally goofs-off.

b. does a variety of tasks and activities.

Flash Card Inc. recently underwent a significant company-wide change that involved revision of its manufacturing and leadership processes. The result of this was a stronger emphasis on horizontal coordination. This level of change is referred to as: a. reorganization. b. reengineering. c. e-engineering. d. strategic planning. e. corporate structuring.

b. reengineering.

Fred has been assigned to conduct a SWOT analysis for his organization, Acme, Inc. As part of this assignment, Fred will: a. conduct an external wage survey. b. search for the strengths, weaknesses, opportunities, and threats that impact his firm. c. choose a grand strategy for his firm. d. do a cost/benefit analysis. e. develop a mission.

b. search for the strengths, weaknesses, opportunities, and threats that impact his firm.

Sarah is a middle manager at Stylin' Sneakers Corporation. She is most likely responsible for the achievement of _____ goals. a. operational b. tactical c. strategic d. lower-level e. top-level

b. tactical

While interviews are _____, they are generally _____ predictors of subsequent job performance. a. rarely used; not valid b. widely used; not valid c. rarely used; excellent d. widely used; valid e. painful; excellent

b. widely used; not valid

A blueprint specifying the resource allocations schedules, and other actions necessary for attaining goals is referred to as a(n): a: goal b: plan c: mission d: vision e: objective

b: plan

People with a(n) _____ style usually are concerned with the personal development of others and may make decisions that help others achieve their goals.

behavioral

The _____ style is often the style adopted by managers having a deep concern for others as individuals.

behavioral

The _____ is developed from critical incidents pertaining to job performance. Each job performance scale is anchored with specific behavioral statements that describe varying degrees of performance.

behaviorally anchored rating scale (BARS)

Which of the following structures works best in an uncertain organizational environment? a. A tight structure b. A mechanistic structure c. A horizontal structure d. A functional structure e. A vertical structure

c. A horizontal structure

After every quarterly board meeting, Bernice's Bracelets, Inc. announces big changes. They usually do not follow through on these changes. What is causing this lack of enthusiasm? a. Disagreements about the benefits b. Self-interests c. A lack of trust d. Goals and assessments e. Competitors

c. A lack of trust

Which of the following is a characteristic of the large-group intervention model? a. Results in incremental change b. Learning for the small group c. Addresses the entire system d. Gradual time frame e. Limited distribution

c. Addresses the entire system

Darren set goals for each of his employees. Each employee ended up with at least twenty-five goals. This process violates which of the following criteria for effective goals? a. Specific and measurable b. Challenging but realistic c. Covers key result areas d. Defined time period e. Linked to rewards

c. Covers key result areas

Which style is used by people who prefer simple, clear-cut solutions to problems? a. Behavioral b. Conceptual c. Directive d. Analytical e. Classical

c. Directive

_____ is NOT a type of current problem that organizational development can help address. a. Mergers b. Acquisitions c. Diversification d. Organizational decline e. Conflict management

c. Diversification

Genna is collecting data on how well the organization has done since their new strategy was implemented. She is in what stage of the managerial decision making process? a. The generation of alternatives b. Implementation of the chosen alternative c. Evaluation and feedback d. Recognition of the decision requirement e. Selection of desired alternative

c. Evaluation and feedback

Josephine would like to become part of an elite manager network at her company so she can get access to general and line management experience to help her succeed within the company. However, she learns that the manager network is made up exclusively of men. This demonstrates which factor affecting women's careers? a. Female advantage b. Opt-out trend c. Glass ceiling d. Glass wall e. Opaque ceiling

c. Glass ceiling

Which of the following typically is NOT considered a staff department? a. Strategic planning b. Accounting c. Manufacturing d. Human resources e. Research and development

c. Manufacturing

_____ decisions are associated with decision rules. a. Nonprogrammed b. Unique c. Programmed d. Ill-structured e. Novel

c. Programmed

Shirley works in the human resource department at Turtle Shells, Inc. She believes she is seeing an increase in drinking problems among the workforce. She thinks she needs to investigate further. She is at what stage of the managerial decision making process? a. Diagnosis and analysis of causes b. Development of alternatives c. Recognition of decision requirement d. Evaluation and feedback e. Selection of desired alternatives

c. Recognition of decision requirement

Rebecca works for a company that has clearly defined lines of authority. Each employee knows that he or she has authority and responsibility for a distinct set of tasks. Employees are also aware of the company's reporting structure as well as successive management levels all the way to the top. Rebecca's company follows which principle? a. Specialization principle b. Unity of command principle c. Scalar principle d. Authority principle e. Responsibility principle

c. Scalar principle

Where does the information about opportunities and threats comes from? a. An analysis of the organization's internal environment b. A department by department study of the organization c. Scanning the external environments d. Employee grievances e. Financial ratios of the organization

c. Scanning the external environments

_____ refers to the use of managerial tools to direct resources toward the achievement of strategic goals. a. Strategy formulation b. Strategy coordination c. Strategy execution d. Strategy control e. Strategy planning

c. Strategy execution

Which of the following factors is NOT associated with larger span of control? a. Work performed by subordinates is stable and routine. b. Subordinates perform similar work tasks. c. Subordinates are located at various different locations. d. Subordinates are highly trained and need little direction. e. Rules and procedures defining task activities are available.

c. Subordinates are located at various different locations.

Hopetech Industries has a corporate diversity plan that limits diversity to areas that do not change throughout a person's lifetime, such as race, gender, age, and disability. Hopetech's diversity plan follows which model of corporate diversity? a. Inclusive model b. Exclusive model c. Traditional model d. Learning model e. Static model

c. Traditional model

Phlex Plastic has a very strong set of corporate values. In fact, Phlex has been known to discourage the emergence of alternative values. Phlex is most likely: a. a diverse organization. b. an organization that encourages pluralism. c. a monoculture. d. geocentric. e. minority-owned organization.

c. a monoculture.

Successful change requires that organizations be capable of both creating and implementing ideas, which means the organization must learn to be: a. cordial. b. rightsized. c. ambidextrous. d. compliant. e. intra-focused.

c. ambidextrous.

Artie's Pretzels is a small but well-known company that receives thousands of job applications every year, though it only fills about 50 positions annually. Company managers have learned that Artie's human resource practices are one of the driving factors that attract potential employees. Artie's Pretzels is an example of a(n): a. contingency employer. b. employer of options. c. employer of choice. d. employer of necessity. e. telecommuter-friendly employer.

c. employer of choice.

The horizontal linkage model is best applied to a(n): a. low pressure environment. b. stable environment. c. environment that requires speed. d. customer service environment. e. manufacturing environment.

c. environment that requires speed.

Organ Rentals Corporation has been having numerous problems. Communication across departments is poor and decisions are backing up at the top of the organization. Organ Rentals uses a _____ structure. a. geographic b. product c. functional d. matrix e. team-based

c. functional

Conolly Company uses internal recruiting whenever possible. This practice: a. costs more than external recruiting. b. decreases employee satisfaction. c. generates increased employee commitment. d. demotivates existing employee given limited socializing opportunities. e. gives employees an upper hand in negotiations.

c. generates increased employee commitment.

All of the following are current strategic issues of particular concern to managers, except: a. hiring the right people to become more competitive on a global basis. b. hiring the right people for improving quality, innovation, and customer service. c. hiring the right people to become more competitive on a local basis. d. knowing the right people to retain during mergers and acquisitions. e. hiring the right people to apply new information technology for e-business.

c. hiring the right people to become more competitive on a local basis.

Ashley has average technical skills but her real strengths lay in visualizing the benefits of other's ideas and in finding financial and political support for these ideas. Ashley is an excellent example of a(n): a. critic. b. sponsor. c. idea champion. d. inventor. e. bureaucrat.

c. idea champion.

The _____ approach is the most appropriate when users have the power to resist the proposed change. a. negotiation b. top management support c. participation d. coercion e. education

c. participation

Jurgen is one of several middle managers sent to a training course on leadership skills. Through this effort, the organization is attempting: a. organization change b. organization development c. people change d. culture change e. artifact change

c. people change

All of the following are cognitive biases that can affect manager's judgment, except: a. being influenced by initial impressions. b. justifying past decisions. c. seeing what you don't want to see. d. perpetuating the status quo. e. overconfidence.

c. seeing what you don't want to see.

A long-term time frame is most closely associated with: a. operational plans. b. tactical plans. c. strategic plans. d. mission plans. e. tactical goals.

c. strategic plans.

An OD specialist who contracts with an organization to facilitate change is called a(n) _____.

change agent

The second stage in Lewin's change model, _____ , occurs when individuals experiment with new behavior and learn new skills to be used in the workplace.

changing

When people from two or more departments work together to produce outcomes that meet a common goal, this is referred to as _____.

collaboration

People with a(n) _____ style rely on information from both people and systems and like to solve problems creatively.

conceptual

Plans that define company responses to specific situations, such as emergencies, setbacks, or unexpected conditions are called _____ plans.

contingency

_____ are people who work for an organization, but not on a permanent or full-time basis.

contingent workers

The innovation strategy for changing products and technologies that involves creating conditions and systems to facilitate internal and external coordination and knowledge sharing is known as _____ .

cooperation

A business activity that an organization does particularly well relative to its competition is known as a(n) _____.

core competence

A(n) _____ is an in-house training and education facility that offers broad-based learning opportunities for employees.

corporate university

With a(n) _____ strategy, the organization aggressively seeks efficient facilities, pursues cost reductions, and uses tight cost controls to produce products more efficiently than competitors.

cost leadership

_____ is the generation of novel ideas that may meet perceived needs or respond to opportunities for the organization.

creativity

A special type of contingency plan that is used when events are sudden and devastating and require immediate response is called _____.

crisis management planning

_____ involves activities that managers undertake to try to prevent crises from occurring and to detect warning signs of potential crises.

crisis prevention

The _____ role in organizational change involves providing a "reality test."

critic

_____ teams consist of employees from various functional departments who are responsible to meet as a team and resolve mutual problems.

cross-functional

Which of the following provides a safe harbor where ideas from employees throughout the company can be developed without interference from company bureaucracy or politics? a. An idea champion b. A sponsor c. A new-venture team d. An idea incubator e. An inventor

d. An idea incubator

Sandbox Sally's, Inc. is making some changes to the work schedules of its employees. Some of the employees are not happy with the changes. As their manager, Harry tells them that they can accept it or leave. What approach to change implementation is Harry using? a. Negotiation b. Top management support c. Participation d. Coercion e. Education

d. Coercion

Jeff is a top manager at a textile factory. He is developing a crisis plan in the event that the company has a toxic spill or accident. Which of the following should Jeff undertake to prepare for such a crisis? a. Building relationships with neighboring businesses b. Detecting signals from the natural environment c. Polling employees on the likelihood of an environmental disaster d. Designating a crisis management team in the event of an environmental disaster e. Dismantling the company's ties to the external media

d. Designating a crisis management team in the event of an environmental disaster

Which of the following structures is most consistent with a strategy of stability? a. Team based structure b. Organic structure c. Matrix structure d. Functional structure e. Learning structure

d. Functional structure

Which racial or ethnic category currently represents the largest and fastest growing minority group? a. White b. African American c. Asian d. Hispanic e. Native American

d. Hispanic

Which of the following is not a dividend of workplace diversity? a. Reduced costs associated with high turnover, absenteeism, and lawsuits. b. Increased understanding of the marketplace. c. Better use of employee talent. d. Increased costs associated with high turnover, absenteeism, and lawsuits. e. Enhanced quality of team problem solving.

d. Increased costs associated with high turnover, absenteeism, and lawsuits.

Which of these is true about the cash cow? a. It generates tremendous profits in a rapidly growing industry. b. It has a small market share in a rapidly growing industry. c. It has a small market share in a slow growth industry. d. It has a large market share in a slow growth industry. e. It is generally a dead business that should be divested.

d. It has a large market share in a slow growth industry.

_____ schedule materials to arrive at a company just as they are needed on the production line. a. Mass customization systems b. LIFO systems c. First-in, first-out systems d. Just-in-time inventory systems e. Last-in, first-out systems

d. Just-in-time inventory systems

Focusing manager and employee efforts on activities that will lead to goal attainment is a benefit of what management method? a. Tactical planning b. Contingency planning c. Single-use planning d. Management by objectives e. Management by walking around

d. Management by objectives

Which of the following is NOT one of the benefits of MBO? a. Performance can be improved at all company levels. b. Employees are motivated. c. Efforts are focused on activities that will lead to goal attainment. d. Operational goals are able to displace strategic goals. e. Individual and department goals are aligned with company goals.

d. Operational goals are able to displace strategic goals.

"The Brain" is a permanent secret group within one of the nation's largest auto manufacturers. Members of this elite group focus intently on developing new and innovative automobile technologies. "The Brain" can best be described as what type of group or team? a. Cross-functional team b. Fast-cycle team c. Brainstorming team d. Skunkwork e. New-venture team

d. Skunkwork

_____ is a psychological experience of a person who, usually engaged in a task, is aware of a stereotype about his or her identity group suggesting he or she will not perform well on that task. a. Typecast threat b. Discriminatory threat c. Labeling d. Stereotype threat e. Classified threat

d. Stereotype threat

Jacob, a customer service representative for AB Retailers, has seven levels of management between himself and the company's CEO. In contrast, his friend Rhonda, a customer service representative for YZ Retailers, has only four levels of management between her and the company CEO. Compared to YZ, Jacob's company has what type of organizational structure? a. Narrow b. Wide c. Flat d. Tall e. Identical

d. Tall

Which of the following is a contemporary approach to structural design in departmentalization? a. Functional b. Divisional c. Traditional divisions d. Teams e. Geographic-based

d. Teams

Riley is a manager at the Tinker Tools. She is expected to make decisions that are in the organization's best economic interests. Her decisions should be based on which of the following models? a. The administrative model of decision making b. The garbage can model of decision making c. The scientific management model of decision making d. The classical model of decision making e. The humanistic model of decision making

d. The classical model of decision making

During the fallout of the global financial crisis of the late 2000s, finance companies had to make important decisions in a highly ambiguous environment. The decision to buyout failed banks could best be described as what type of decision? a. Bounded b. Programmed c. Conventional d. Wicked decision problem e. Irrational decision

d. Wicked decision problem

Managers are considered to have a(n) _____ style when they prefer to consider complex solutions based on as much data as they can gather. a. behavioral b. conceptual c. directive d. analytical e. classical

d. analytical

Pizza Deluxe University is an in-house center and education facility that offers broad-based learning opportunities for employees. Pizza Deluxe University would be considered a(n): a. assessment center. b. on-the-job training center. c. orientation center. d. corporate university. e. learning community.

d. corporate university.

When top executives work with managers in major divisions or departments to develop their own goals and plans, it is known as _____ planning. a. interdepartmental b. crisis c. focus d. decentralized e. competitive

d. decentralized

Bobby, a product manager, wants to increase the market share of his product. He is unsure about how to go about it, not knowing for sure how costs, price, the competition, and the quality of his product will interact to influence market share. Bobby is operating under a condition of: a. risk. b. ambiguity. c. certainty. d. uncertainty. e. brainstorming.

d. uncertainty.

Walt works for a large company. Recently, his organization began to contract out such functions as training, engineering, and computer service. This approach is consistent with a _____ structure. a. functional b. team c. divisional d. virtual network e. service

d. virtual network

Of the strategic management functions, which is considered the most fundamental? a: executing b: analyzing c: controlling d: planning e: leading

d: planning

With _____ decision authority is pushed downward to lower organization levels.

decentralization

A group of planning specialists assigned to major departments and divisions to help managers develop their own strategic plans is called _____.

decentralized planning staff

Differences among people with respect to how they perceive problems and make decisions is called _____.

decision style

A(n) _____ is a choice made from available alternatives.

decisions

_____ is the process managers use to transfer authority and responsibility to positions below them in the hierarchy.

delegation

A(n) _____ is assigned the role of challenging the assumptions and assertions made by the group.

devils advocate

The step in the decision making process in which managers analyze the underlying causal factors associated with the situation is called _____.

diagnosis

Managers who use a(n) _____ style are efficient and rational and prefer to rely on existing rules or procedures for making decisions.

directive

_____ is the hiring or promoting of applicants based on criteria that are not job relevant.

discrimination

Rightsizing is also known as _____.

downsizing

Which of the following is inappropriate to ask on an employment application? a. If the applicant is over 18 b. Where the applicant went to school c. If the applicant has ever been convicted of a crime d. Whether the applicant has any disabilities that might inhibit job performance e. Applicant's ancestry/ethnicity

e. Applicant's ancestry/ethnicity

Finance managers at Big Bend Inc. made a financial blunder when they solely looked at the previous year's sales to estimate sales for the coming year. Of which management bias is this an example? a. Being influenced by emotions b. Perpetuating the status quo c. Seeing what you want to see d. Justifying past actions e. Being influenced by initial impressions

e. Being influenced by initial impressions

When trying to overcome the resistance for change, which approach is best suited when change is technical? a. Coercion b. Top management support c. Negotiation d. Participation e. Communication

e. Communication

High-Low Productions recently appointed 75 employees and external stakeholders to a temporary group that would discuss problems and opportunities, and would gather perspectives on changes that need to take place within the company. High-Low Productions is utilizing which organizational change tool? a. Organizational development b. Skunkwork c. Telecommuting d. Focus group e. Large-group intervention

e. Large-group intervention

Which of the following is a commonly-cited limitation of planning? a. Plans limit employee motivation and commitment. b. Plans make resource allocation more difficult. c. Plans make it more difficult to measure standards of performance. d. Plans boost intuition and creativity. e. Plans can create a false sense of security.

e. Plans can create a false sense of security.

Smileline Inc. has an onsite daycare facility and provides employees fulltime daycare at a very low cost. The company implemented this years ago when managers realized that childcare responsibilities were contributing to high turnover and absenteeism. This example highlights which dividend of workplace diversity? a. Better use of employee talent b. Increased understanding of the marketplace c. Increased quality of team problem solving d. Enhanced breadth of understanding in leadership positions e. Reduced costs associated with high turnover, absenteeism, and lawsuits

e. Reduced costs associated with high turnover, absenteeism, and lawsuits

As a top manager, Joanna works with others within her team every day in making important corporate decisions. Her preferred decision-making approach is to generate as many alternatives to problems as possible in a short amount of time. This approach is referred to as: a. groupthink. b. devil's advocacy. c. point-counterpoint. d. escalating commitment. e. brainstorming.

e. brainstorming.

Artful Innovations Inc. operates with open channels of communication and an established suggestion system that encourages brainstorming and freewheeling discussions. Artful Innovations can best be described as a(n)_____ type of organization. a. experimental organization b. cooperative organization c. entrepreneurial organization d. disruptive organization e. creative organization

e. creative organization

The tendency of organizations to invest time and money in a solution despite strong evidence that is not appropriate is referred to as: a. technological decisions. b. collective intuition. c. decision learning. d. team delay. e. escalating commitment.

e. escalating commitment.

Sandra, a human resources manager at an advertising firm, is currently in the process of determining the value and worth of advertising executive positions within the agency. This is referred to as: a. compensation. b. rightsizing. c. wage and salary surveying. d. incentive pay. e. job evaluation.

e. job evaluation.

The _____ delineates the chain of command, indicates departmental tasks and how they fit together, and provides order and logic for the organization. a. management chart b. employee directory c. structural table d. administrative chart e. organizational chart

e. organizational chart

The _____ model closely resembles the real environment in which most managers and decision-makers operate. a. normative b. administrative c. descriptive d. classical e. political

e. political

The plan of action that prescribes resource allocation and other activities for dealing with the environment and helping the organization attain its goals is known as a(n): a. goal. b. objective. c. mission. d. vision. e. strategy.

e. strategy.

All of the following are advantages of a divisional structure, except: a. high concern for customers' needs. b. fast response, flexibility in an unstable environment. c. emphasis on overall product and division goals. d. development of general management skills. e. there is little duplication of services across divisions.

e. there is little duplication of services across divisions.

A(n) _____, rather than promoting a product or service, promotes the organization as a great place to work.

employer brand

The belief that one's own group or subculture is inherently superior to other groups or cultures is known as _____.

ethnocentrism

_____ is the belief that groups and subcultures are inherently equal.

ethnorelativism

_____ decision making involves a commitment to making more informed and intelligent decisions based on the best available facts and evidence.

evidence-based

_____ is important because decision making is a continuous, never ending process.

feedback

A(n) _____ structure has a wide span, is horizontally dispersed, and has fewer hierarchical levels.

flat

A(n) ______ structure is the grouping of positions into departments based on similar skills, expertise, and resource use.

functional

The invisible barrier that separates women and minorities from top management positions is known as the _____.

glass-ceilling

_____ refers to the economic value of the knowledge, experience, skills, and capabilities of employees.

human capital

The _____ stage involves the use of managerial, administrative, and persuasive abilities to ensure that the chosen alternative is carried out.

implementation

_____ means extending the search for and commercializing new ideas beyond the boundaries of the organization and even beyond the boundaries of the industry.

innovation

The innovation strategy for changing products and technologies that involves managers putting in place processes and structures to ensure that new ideas are carried forward for acceptance and implementation is known as _____ .

innovation roles

_____ refers to services that are perishable and, unlike physical products, cannot be stored in inventory.

intangible output

The systematic process of gathering and interpreting information about essential duties refers to _____.

job analysis

_____ assess what is important to the organization and how well the organization is progressing toward attaining its strategic goal.

key performance indicators

In the BCG matrix, the dog has _____ market share and _____ business growth rate.

low; low

_____ is a method whereby managers and employees define goals for every department, project, and person and use them to monitor subsequent performance.

management by objectives

The _____ combines aspects of both functional and divisional structures simultaneously, in the same part of the organization.

matrix approach

A culture that accepts only one way of doing things and one set of values and beliefs is called a(n) _____.

monoculture

A disparity between existing and desired performance levels is known as a(n) _____ .

need for change

_____ decisions are made in response to situations that are unique, are poorly defined and largely unstructured, and have important consequences for the organization.

nonprogrammed

_____ implies that women's commitment to their children limits their commitment to the company or their ability to handle the rigors of corporate management.

opt-out-trend

The visual representation of an organization's structure is called the _____.

organization chart

The application of behavioral science knowledge to improve an organization's health and effectiveness is known as _____ .

organizational development

_____ is incentive pay that ties at least part of compensation to employee effort and performance.

pay-for-performance

A(n) _____ is a blueprint for goal achievement and specifies the necessary resource allocations, schedules, tasks, and other actions.

plan

_____ means that an organization accommodates several subcultures, including employees who would otherwise feel isolated and ignored.

pluralism

A(n) _____ is a person who is responsible for coordinating the activities of several departments for the completion of a specific project.

project manager

_____ is the radical redesign of business processes to achieve dramatic improvements in cost, quality, service, and speed.

reengineering

_____ forces are the various barriers to change, such as a lack of resources, resistance from middle managers, or inadequate employee skills.

restraining

Some companies are practicing _____ innovation by creating innovative, low-cost products for emerging markets and then quickly and inexpensively repackaging them for sale in developed countries.

reverse

_____ is the willingness to undertake risk with the opportunity of gaining an increased payoff.

risk propensity

A(n) _____ is a separate small, informal, highly autonomous, and often secretive group that focuses on breakthrough ideas for the business.

skunkworks

_____ production involves the production of goods in batches of one or a few products designed to customer specifications.

small-batch

The _____ is the number of employees reporting to a supervisor.

span of management

Broad statements describing where the organization wants to be in the future are called _____.

strategic goals

_____ is the set of decisions and actions used to formulate and implement strategies that will provide a competitively superior fit between the organization and its environment so as to achieve organizational goals.

strategic management

The use of managerial and organizational tools to direct resources toward accomplishing strategic results is known as _____.

strategy execution

A type of OD intervention in which questionnaires on organizational climate and other factors are distributed among employees and the results reported back to them by a change agent is called _____ .

survey feedback

Goals that define the outcomes that major departments must achieve in order for the organization to reach its overall goals are known as _____ goals.

tactical

A(n) _____ is a temporary team designed to solve a short-term problem involving several departments.

task force

A type of OD intervention that enhances the cohesiveness of departments by helping members learn to function as a team is called _____.

team building

_____ change is related to the organization's production process, i.e., how the organization does its work.

technology

_____ symbolizes to all employees that the change is important for the organization.

top management support

_____ is lack of information about future events.

uncertainty

In the _____ approach of structural design, departments are independent, contracting services to the central hub for a profit.

virtual network

The degree to which organizational tasks are subdivided into individual jobs is called _____.

work specialization