Professional Documents
Culture Documents
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A(n) _____ is a consciously coordinated social unit, composed of two or more people, that functions on a
relatively continuous basis to achieve a common goal or set of goals.
a. organization
b. unit
c. team
d. ethnic group
(a; Moderate; p. 4)
4.
_____ includes defining an organizations goals and establishing an overall strategy for achieving these
goals and developing a comprehensive hierarchy of plans to integrate and coordinate activities.
a. Controlling
b. Planning
c. Leading
d. Coordinating
(b; Moderate; p. 4)
6.
The determination of how tasks are to be grouped is part of which management function?
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a. planning
b. leading
c. controlling
d. organizing
(d; Easy; p. 4)
7.
Every organization contains people, and it is managements job to direct and coordinate these people.
This is the ______ function.
a. planning
b. leading
c. controlling
d. organizing
(b; Moderate; p.4)
9.
According to Henry Mintzberg, the ten managerial roles can be grouped into three categories. Which of
the following is not one of these groups?
a. concern with the interpersonal relationships
b. the transfer of information
c. decision making
d. liaison roles
(d; Challenging; Exh. 1-1; p. 6. )
10.
When a manager searches the organization and its environment for opportunities and initiates projects
to bring about change, the manager is acting in which role?
a. negotiator
b. entrepreneur
c. disturbance handler
d. resource allocator
(b; Challenging; Exh. 1-1; p. 6)
12.
Which of the following is not an essential management skill identified by Robert Katz?
a. technical
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b. computer
c. human
d. conceptual
(b; Moderate; p. 5)
13.
When managers have the mental ability to analyze and diagnose complex situations, they possess:
a. technical skills.
b. computer skills.
c. human skills.
d. conceptual skills.
(d; Challenging; pp. 6-7 )
14.
According to Luthans and his associates, which of the following is not considered a part of traditional
management?
a. interacting with outsiders
b. decision making
c. controlling
d. planning
(a; Moderate; p. 7)
16.
Which of Luthans managerial activities involves socializing, politicking, and interacting with outsiders?
a. traditional management
b. communication
c. human resource management
d. networking
(d; Challenging; p. 7 )
17.
According to Luthans, successful managers spent more of their time on _____ than on any other activity.
a. traditional management
b. human resource management
c. networking
d. communicating
(c; Challenging; p. 8)
18.
A common thread running through the functions, roles, skills, and activities approaches to management
recognizes the importance of:
a. managing technology.
b. managing people.
c. politicking.
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d. being efficient.
(b; Moderate; p. 8)
Enter Organizational Behavior
19.
______ is a field of study that investigates the impact that individuals, groups, and structure have on
behavior within organizations for the purpose of applying such knowledge toward improving an
organizations effectiveness.
a. Organizational development
b. Management
c. Organizational behavior
d. People management
(c; Easy; p. 8)
21.
According to the text, the best approach for obtaining knowledge about human behavior is
a. the common sense approach.
b. an observational approach.
c. a systematic approach.
d. a theoretical approach.
(c; Easy; p. 10)
23.
24.
If we know how a person perceives a situation and what is important to him/her, then behavior is
generally
a. predictable.
b. predetermined.
c. uncontrollable.
d. controllable.
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(a; Moderate; p. 9)
25.
Behavior is generally _____ and the _____ of behavior is a means to making reasonably accurate
predictions.
a. predetermined; observation
b. predictable; systematic study
c. controllable; theoretical application
d. uncontrollable; systematic study
(b; Moderate; p. 10)
27.
_____ includes analyzing relationships, determining causes and effects, and basing conclusions on
scientific evidence.
a. Organizational behavior
b. The observational approach to understanding organizational behavior
c. A theoretical approach to organizational behavior
d. A systematic study of organizational behavior
(d; Moderate; p. 10)
28.
Organizational behavior is built upon contributions from all of the following disciplines except:
a. humanities.
b. psychology.
c. anthropology.
d. political science.
(a; Moderate; p. 11)
30.
The science that seeks to measure, explain, and sometimes change the behavior of humans and other
animals is:
a. psychiatry.
b. psychology.
c. sociology.
d. political science.
(b; Moderate; p. 12)
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31.
Which behavioral science discipline has made the most significant contribution to understanding
individual behavior?
a. sociology
b. social psychology
c. psychology
d. anthropology
(c; Moderate; p. 12)
32.
The OB topic of motivation has been most influenced by which behavioral science discipline?
a. psychology
b. social psychology
c. sociology
d. political science
(a; Moderate; p. 12)
33.
The most significant contribution to OB in the area of formal organization theory and structure has been
made by:
a. psychology.
b. sociology.
c. anthropology.
d. political science.
(b; Moderate; p. 12)
34.
The science that focuses on the influence of people on one another is:
a. psychology.
b. anthropology.
c. political science.
d. social psychology.
(d; Moderate; p. 12)
36.
One of the major areas receiving considerable investigation from social psychologists has been:
a. change.
b. motivation.
c. job satisfaction.
d. job stress.
(a; Challenging; p. 12 )
37.
The OB subject of organizational culture has been most influenced by which behavioral science
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discipline?
a. anthropology
b. psychology
c. social psychology
d. political science
(a; Moderate; p. 12)
38.
_____ has helped us understand differences in fundamental values, attitudes, and behavior between
people in different countries.
a. Anthropology
b. Psychology
c. Social psychology
d. Political science
(a; Challenging; p. 12)
39.
Whereas _____ focuses on differences between people from different countries, _____ addresses
differences among people within given countries.
a. workforce diversity; globalization
b. globalization; workforce diversity
c. culture; diversity
d. culturization; workforce diversity
(b; Challenging; pp. 14-15)
42.
______ means that organizations are becoming more heterogeneous in terms of gender, race, and
ethnicity.
a. Globalization
b. Workforce diversity
c. Affirmative action
d. Organizational culture
(b; Easy; p. 15)
43.
The ________ assumption is being replaced by one that recognizes and values _____.
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_____ is a philosophy of management that is driven by the constant attainment of customer satisfaction
through the continuous improvement of all organizational processes.
a. MBO
b. Quality management
c. Reengineering
d. Organizational behavior
(b; Easy; p. 16)
47.
48.
_____ asks managers to reconsider how work would be done and their organization structured if they
were starting over.
a. Process reengineering
b. MBO
c. TQM
d. Diversity training
(a; Easy; p. 16)
49.
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c. 10-15 years.
d. 20-25 years.
(c; Moderate; p.17)
50.
When managers put employees in charge of what they do, they are _____ the employees.
a. reengineering
b. empowering
c. diversifying
d. dehiring
(b; Moderate; p. 19)
54.
Managing today can be described as long periods of ongoing _____ interrupted occasionally by short
periods of _____.
a. change; stability
b. stability; change
c. flexibility; rigidity
d. rigidity; flexibility
(a; Moderate; p. 19)
55.
Which of the following has not contributed to blurring the lines between employees work life and
personal life?
a. the creation of global organizations
b. communications technology allowing employees to work any time and from any place
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Situations where an individual is required to define right and wrong conduct are termed:
a. diversity issues.
b. human resource problems.
c. ethical dilemmas.
d. loyalty oaths.
(c; Easy; p. 21)
Coming Attractions: Developing an OB Model
57.
A model is a(an):
a. abstraction of reality.
b. response that is affected by an independent variable.
c. independent variable.
d. real-world scenario.
(a; Easy; p. 22)
58.
60.
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62.
_____ is discretionary behavior that is not part of an employees formal job requirement, but that
promotes the effective functioning of the organization.
a. Productivity
b. Motivation
c. Organizational citizenship
d. Organizational behavior
(c; Moderate; p. 25)
63.
3.
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d. is counterproductive
e. involves control
(b; Easy; Power and Dependency; p. 451)
4.
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12.
One reacts to _____ power out of fear of the negative ramifications that might result if one fails to
comply.
a. legitimate
b. coercive
c. punitive
d. referent
e. abusive
(b; Easy; Coercive Power; p. 452)
15.
When a bank robber points a gun at a bank employee, his base of power is _____.
a. coercive
b. punitive
c. positional
d. authoritative
e. fractional
(a; Moderate; Coercive Power; p. 452) {AACSB: Analytic Skills}
16.
When your superior offers you a raise if you will perform additional work beyond the requirements of
your job, he/she is exercising _____ power.
a. legitimate
b. coercive
c. reward
d. personal
e. reflective
(c; Easy; Reward Power; p. 452) {AACSB: Analytic Skills}
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18.
Which of the following types of power requires acceptance of the leaders authority by members of the
organization?
a. personal
b. organizational
c. legitimate
d. positional
e. balanced
(c; Moderate; Legitimate Power; p. 452)
20.
The power that the College Dean has been granted by the University over the faculty is termed _____
power.
a. academic
b. positional
c. legitimate
d. organizational
e. balanced
(c; Challenging; Legitimate Power; p. 452) {AACSB: Analytic Skills}
21.
Personal power is generally perceived as a result of all the following except _____.
a. expertise
b. charisma
c. persuasiveness
d. admiration
e. skill
(c; Moderate; Personal Power; p. 453) {AACSB: Analytic Skills}
23.
_____ power is based on identification with a person who has desirable resources or personal traits.
a. Associational
b. Legitimate
c. Referent
d. Personal
e. Source
(c; Moderate; Referent Power; p. 453)
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24.
Your physician has advised you to take a series of medications. You comply because of her _____ power.
a. referent
b. information
c. formal
d. expert
e. personal
(d; Easy; Expert Power; p. 453) {AACSB: Analytic Skills}
25.
Celebrities are paid millions of dollars to endorse products in commercials because the advertisers
believe the celebrities have _____ power.
a. personal
b. referent
c. expert
d. legitimate
e. star
(b; Moderate; Referent Power; p. 453) {AACSB: Analytic Skills}
Dependency: The Key to Power
26.
27.
Most organizations develop multiple suppliers rather than give their business to only one in order to
_____.
a. increase knowledge and information
b. reduce dependency
c. maximize power
d. develop interdependence
e. avoid uncertainty
(b; Challenging; Dependency; pp. 454454-455) {AACSB: Analytic Skills}
28.
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30.
People who are able to negotiate higher salaries and other benefits may benefit from the _____.
a. scarcity of individuals with their skills
b. nonsubstitutability of their skills
c. importance of their skills
d. all of the above
e. none of the above
(d; Moderate; Creating Dependency; pp. 455455-456)
Power Tactics
31.
Joe comes to you with a request for funds for a project. He reminds you that company policy supports his
position. He is using the tactic of _____.
a. coalitions
b. consultation
c. rational persuasion
d. legitimacy
e. pressure
(d; Moderate; Legitimacy; p. 456) {AACSB: Analytic Skills}
34.
James approaches his supervisor with data and a logical presentation supporting his request for
additional personnel. He is using _____.
a. consultation
b. legitimacy
c. rational persuasion
d. informational power
e. exchange
(c; Moderate; Rational Persuasion; p. 456) {AACSB: Analytic Skills}
35.
Which of the following tactics involves involving an individual in the decision-making process?
a. ingratiation
b. exchange
c. pressure
d. inspirational appeals
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e. consultation
(d; Moderate; Inspirational Appeals; p. 457)
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36.
The power tactic of using flattery and creating goodwill before making a request is known as _____.
a. ingratiation
b. exchange
c. inspirational appeal
d. motivational appeal
e. affective appeal
(a; Easy; Ingratiation; p. 457)
37.
Vivian has not been handling one portion of her duties in a satisfactory manner. As a result, her manager
threatens to withhold her promotion. Which power tactic is being used?
a. exchange
b. ingratiation
c. pressure
d. personal appeals
e. inspirational appeals
(c; Easy; Pressure; p. 457) {AACSB: Analytic Skills}
38.
Evidence suggests that ________ tends to be one of the most effective power tactics.
a. pressure or coercion
b. rational persuasion
c. personal appeals or friendship
d. exchange or rewards
e. flattery
(b; Moderate; Power Tactics; p. 457)
Sexual Harassment: Unequal Power in the Workplace
39.
Most studies confirm that the concept of _____ is central to understanding sexual harassment.
a. power
b. sex
c. reasonableness
d. abuse
e. love
(a; Moderate; Power and Sexual Harassment; p. 459)
40.
Activities that influence the distribution of advantages and disadvantages within an organization are
known as _____.
a. human resources
b. political behaviors
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c. sexual harassment
d. influential power moves
e. interactive initiatives
(b; Moderate; Political Behavior; p. 461)
42.
44.
_____ occurs when people within organizations use whatever influence they can to taint the facts to
support their goals and interests.
a. Legitimate political behavior
b. Politicking
c. Illegitimate political behavior
d. Sabotage
e. Camouflage
(b; Moderate; Politicking; p. 462)
46.
An individual most likely to engage in political behavior would have all of the following except a/an
_____.
a. high need for power
b. high ability to self monitor
c. high charisma rating
d. internal locus of control
e. high Machiavellian personality
(c; Moderate; Individual Factors That Influence Political Behavior; p. 464) {AACSB: Analytic Skills}
47.
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48.
49.
Reactive and protective behaviors designed to avoid action, blame, or change are termed _____.
a. political behaviors
b. defensive behaviors
c. protectionism
d. impression management
e. shielding bias
(b; Moderate; Defensive Behaviors; p. 468)
51.
Individuals who develop explanations to lessen their responsibility for negative outcomes are
demonstrating which of the following defensive behaviors?
a. buffing
b. justifying
c. prevention
d. stretching
e. misrepresenting
(a; Challenging; Buffing; p. 468)
52.
The process by which individuals attempt to control the perceptions that others form of them is called
_____.
a. impression management
b. information management
c. defensive behavior
d. perception management
e. reflection control
(a; Easy; Impression Management; p. 469)
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53.
Ive got two tickets to the game tonight that I cant use. Take them. Consider it a thank you for taking
the time to talk with me. This is an example of which impression management behavior?
a. favors
b. flattery
c. association
d. self-promotion
e. conformity
(a; Moderate; Favors; p. 470) {AACSB: Analytic Skills}
55.
Some individuals promote their image by describing others with whom they are associated in a positive
light. These individuals are using the impression management technique of _____.
a. conformity
b. flattery
c. association
d. self-promotion
e. attribution denial
(c; Moderate; Association; p. 470)
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6.
Which one of the following is not part of the traditional view of conflict?
a. inevitable
b. must be avoided
c. indicates malfunctioning
d. harmful
e. All of the above are parts of the traditional view of conflict.
(a; Easy; Traditional View of Conflict; p.
p. 485)
7.
The ______ view of conflict argues that conflict arises from management failure.
a. human relations
b. interactionist
c. traditional
d. functional
e. conjunctive
(c; Moderate; Traditional View of Conflict; p. 485)
8.
Which one of the following views on conflict dominates in most actual groups and organizations?
a. human relations
b. interactionist
c. traditional
d. functional
e. asymptotic
(c; Moderate; Traditional View of Conflict; p. 485)
9.
The _____ view of conflict argues that conflict is a natural and inevitable outcome in any group.
a. human relations
b. interactionist
c. traditional
d. functional
e. human resources
(a; Moderate; Human Relations View of Conflict; p. 486)
10.
11.
According to the interactionists perspective, a group that functions without conflict is _____.
a. living up to behavioral ideals
b. prone to becoming static and apathetic
c. likely to be responsive to the need for change and innovation
d. the most productive
e. an rare phenomenon
(b; Moderate; Interactionist
Interactionist View of Conflict; p. 486)
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12.
The _____ view of conflict argues that conflict is necessary for a group to perform effectively.
a. human relations
b. interactionist
c. traditional
d. functional
e. reactive
(b; Moderate; Interactionist View of Conflict;
Conflict; p. 486)
13.
Encouraging group leaders to maintain an ongoing minimum level of conflict is part of the _____ view of
conflict.
a. functional
b. traditional
c. human relations
d. interactionist
e. conjunctivist
(d; Moderate; Interactionist View of
of Conflict; p. 486)
14.
_____ conflict supports the goals of the group and improves its performance.
a. Formal
b. Informal
c. Functional
d. Dysfunctional
e. Reactive
(c; Easy; Functional Conflict; p. 486)
16.
17.
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18.
The most important criterion in determining whether conflict is functional or dysfunctional is _____.
a. overall morale
b. turnover rates
c. absenteeism levels
d. managements assessment
e. performance
(e; Moderate; Functional
Functional versus Dysfunctional Conflict; p. 486)
19.
Conflict that relates to the content and goals of work is termed _____ conflict.
a. job
b. task
c. relationship
d. process
e. communication
(b; Moderate; Process Conflict; p. 486)
20.
22.
23.
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24.
25.
26.
The categories of causes or sources of conflict include all of the following except _____.
a. communication
b. structure
c. group interaction
d. personal variables
e. All of the above are causes or sources of conflict.
(c; Moderate; Sources of Conflict; p. 487) {AACSB: Analytic Skills}
27.
Which of the following is not considered one of the potential sources of conflict?
a. too much communication
b. jurisdictional ambiguity
c. value similarities
d. short job tenure
e. too little communication
(c; Moderate; Sources of Conflict; p. 487) {AACSB: Analytic Skills}
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30.
31.
35.
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36.
38.
Which of the following conflict-handling orientations might involve attempting to find a win-win solution?
a. avoiding
b. collaborating
c. accommodating
d. compromising
e. mollifying
(b; Moderate; Collaborating; p. 490)
39.
When one party is willing to sacrifice in order to maintain the relationship, this type of intention is called
_____.
a. sacrificing
b. accommodating
c. collaborating
d. compromising
e. competing
(b; Easy; Accommodating; p. 490)
41.
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42.
Which stage of the conflict process is best conceptualized as a dynamic process of interaction?
a. I
b. II
c. III
d. IV
e. V
(d; Challenging; Behavior; p. 491) {AACSB: Analytic Skills}
43.
46.
Which one of the following might not be a functional outcome of the conflict process?
a. stimulates creativity
b. increases innovation
c. fosters environment of self-evaluation
d. relieves tensions
e. avoids risk
(e; Moderate; Functional Outcomes of the Conflict Process; pp. 492492-493) {AACSB: Analytic Skills}
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48.
Negotiation can be defined as a process in which two or more parties exchange goods or services and
attempt to agree upon _____.
a. the exchange rate for those goods and services
b. acceptable bargaining strategies for obtaining the goods and services
c. a model of the negotiation process for resolving differences
d. effective arbitrators for disputes
e. the monetary value of the exchanged items
(a; Easy; Negotiation; p. 495)
50.
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54.
The point below which either negotiating party would break off negotiations is known as the partys
_____ point.
a. resistance
b. refusal
c. target
d. negative
e. assistance
(a; Moderate; Resistance Point; p. 496)
57.
Your _____ determines the lowest value acceptable to you for a negotiated agreement.
a. BATNA
b. margin of error
c. bid price
d. asking price
e. hidden value
(a; Moderate; BATNA; p. 500)
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60.
During which phase of the negotiation process do the parties exchange their initial proposals or
demands?
a. opening and initiating
b. definition of ground rules
c. clarification and justification
d. bargaining and problem-solving
e. integration of preferences
(b; Easy; Definition of Ground Rules; p. 500)
61.
62.
What factor would most likely increase the negative impact of an arbitration session?
a. limited options of the arbitrator
b. heavy-handedness of the arbitrator
c. compulsory nature of the arbitration
d. voluntary nature of the arbitration
e. establishment of an agreement that is non-binding
(b; Moderate;
Moderate; Arbitration; p. 504)
64.
In third-party negotiations, a third party who provides an informal communication link between the
negotiator and the opponent is known as a(n) _____.
a. mediator
b. arbitrator
c. consultant
d. conciliator
e. executor
(d; Moderate; Conciliator; p. 504)
_____ defines how job tasks are formally divided, grouped, and coordinated.
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a. Organizational structure
b. Work specialization
c. Departmentalization
d. Organizational behavior
e. Matrix departmentation
(a; Easy; Organizational Structure; p. 519)
2.
Organizational structure has six key elements. Which of the following is not one of these elements?
a. centralization
b. departmentalization
c. work specialization
d. formalization
e. location of authority
(e; Moderate; Organizational Structure; p. 519) {AACSB: Analytic Skills}
3.
A task that is subdivided into many separate jobs is considered to have _____.
a. a high degree of departmentalization
b. a low degree of decentralization
c. a high degree of work specialization
d. a low degree of structure
e. a high degree of matrix structuring
(c; Challenging; Work Specialization; p. 519) {AACSB: Analytic Skills}
5.
In the late 1940s, most manufacturing jobs in industrialized countries were being done with high _____.
a. departmentalization
b. decentralization
c. work specialization
d. structuralization
e. generalized structure
(c; Moderate; Work Specialization; p. 519)
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6.
For much of the first half of the 20th century, managers viewed work specialization as _____.
a. a means to encourage employee satisfaction
b. a frustrating cause of reduced product output
c. an unending source of increased productivity
d. difficult to implement without automation technology
e. an effective solution to over-centralization
(c; Moderate; Work Specialization; p. 520)
7.
Which one of the following is not one of the primary ways to group jobs?
a. skill
b. customer
c. function
d. product
e. process
(a; Moderate; Ways to Group Activities; pp. 521521-522) {AACSB: Analytic Skills}
9.
A plant manager who organizes the plant by separating engineering, accounting, manufacturing,
personnel, and purchasing into departments is practicing _____ departmentalization.
a. target customer
b. product
c. functional
d. geographic
e. graphic
(c; Moderate; Function; p. 521) {AACSB: Analytic Skills}
11.
_____ departmentalization achieves economies of scale by placing people with common skills and
orientations into common units.
a. Functional
b. Process
c. Product
d. Geographic
e. Temporal
(a; Moderate; Function; p. 521)
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12.
Proctor & Gamble departmentalizes by Tide, Pampers, Charmin, and Pringles. This is an example of
departmentalization by _____.
a. function
b. process
c. geography
d. product
e. interest
(d; Easy; Product; p. 521) {AACSB: Analytic Skills}
13.
The unbroken line of authority that extends from the top of the organization to the lowest echelon and
clarifies who reports to whom is termed _____.
a. chain of command
b. authority
c. span of control.
d. unity of command
e. web of authority
(a; Moderate; Chain of Command; p. 522)
14.
The right inherent in a managerial position to give orders and expect orders to be obeyed is termed
_____.
a. chain of command
b. authority
c. power
d. unity of command
e. leadership
(b; Moderate; Authority; p. 522)
15.
The _____ principle helps preserve the concept of an unbroken line of authority.
a. span of control
b. chain of command
c. cross-functionality
d. centralization
e. unity-of-command
(e; Moderate; UnityUnity-ofof-Command Principle; p. 522)
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18.
20.
If you have a narrow span of control, you have a(n) _____ organization.
a. efficient
b. short
c. tall
d. matrix
e. fat
(c; Moderate; Span of Control; pp. 523523-524) {AACSB: Analytic Skills}
21.
_____ are consistent with recent efforts by companies to reduce costs, cut overhead, speed up decision
making, increase flexibility, get closer to customers, and empower employees.
a. Wider spans of control
b. Narrower spans of control
c. Matrix structures
d. Simple structures
e. none of the above
(a; Moderate; Span of Control; p. 524)
23.
Which one of the following dichotomies of organizational structure specifically defines where decisions
are made?
a. complexity/simplicity
b. formalization/informalization
c. centralization/decentralization
d. specialization/enlargement
e. affectivity/reflexivity
(c; Moderate; Centralization and Decentralization; p. 524)
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24.
The best definition for centralization is a situation in which decision making _____.
a. is pushed down to lower level employees
b. is concentrated at a single point in the organization
c. depends on the situation
d. is completed in each department and then sent to the president for review
e. is diffused among a large segment of employees
(b; Moderate; Centralization; p. 524)
25.
The more that lower-level personnel provide input or are actually given the discretion to make decisions,
the more _____ there is within an organization.
a. centralization
b. disempowerment
c. work specialization
d. departmentalization
e. decentralization
(e; Moderate; Decentralization; p. 524) {AACSB: Analytic Skills}
27.
29.
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(c; Moderate;
Moderate; Organizational Designs; p. 526) {AACSB: Analytic Skills}
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30.
32.
The simple structure is most widely practiced in small businesses in which _____.
a. the owner also manages the company
b. management is limited to one individual
c. managers have a high degree of influence with the companys owner
d. managers are hired directly by the companys owner
e. training budgets are limited
(a; Moderate; Simple Structure; p. 526)
34.
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36.
39.
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42.
Which one of the following problems is most likely to occur in a matrix structure?
a. decreased response to environmental change
b. decreased employee motivation
c. loss of economies of scale
d. increases in groupthink
e. employees receiving conflicting directives
(e; Challenging; Matrix; p. 530)
New Design Options
44.
A small, core organization that outsources major business functions is a _____ organization.
a. team
b. virtual
c. boundaryless
d. matrix
e. simple
(b; Moderate; Virtual Organization; p. 530)
46.
The virtual organization stands in sharp contrast to the typical bureaucracy that has many vertical levels
of management and where control is sought through _____.
a. ownership
b. teams
c. imposing limits
d. directives
e. manipulation
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48.
If there is low formalization, a comprehensive information network, and high participation in decision
making, one would expect a(n) _____ structure.
a. simple
b. mechanistic
c. organic
d. stable
e. matrix
(c; Moderate; Organic Model; p. 534)
52.
All of the following are characteristics of the organic model except _____.
a. cross-functional teams
b. narrow spans of control
c. cross-hierarchical teams
d. employee discretion
e. flatness
(b; Moderate; Organic Model; p. 534) {AACSB: Analytic Skills}
53.
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54.
A strategy that emphasizes the introduction of major new products and services is a(n) _____ strategy.
a. innovation
b. enhancement
c. progressive
d. organic
e. matrix
(a; Moderate; Innovation Strategy; p. 535)
55.
A company oriented around cost minimization is best served by which type of structure?
a. virtual
b. combination
c. mechanistic
d. organic
e. targeted
(c; Moderate; StrategyStrategy-Structure Relationship; p. 535)
57.
Several key dimensions to any organizations environment have been found. Which of the following is
one of these key dimensions?
a. productivity
b. complexity
c. interdependence
d. alignment
e. collaboration
(b; Moderate; Key Dimensions to an Organizational Environment; p. 537) {AACSB: Analytic Skills}
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60.
The _____ of an environment refers to the degree to which it can support growth.
a. capacity
b. qualifications
c. potential
d. capability
e. permeability
(a; Moderate; Capacity; p. 537)
61.
The _____ of an environment refers to the degree of heterogeneity and concentration among
environmental elements.
a. density
b. simplicity
c. complexity
d. intricacy
e. permeability
(c; Moderate; Complexity; p. 537)
Organization Designs and Employee Behavior
63.
Which of the following generalizations about organizational structures and employee performance and
satisfaction is most accurate?
a. There is fairly strong evidence linking decentralization and job satisfaction.
b. No evidence supports a relationship between span of control and employee performance.
c. The evidence generally indicates that work specialization contributes to lower employee productivity.
d. Employees dislike routine work that makes minimal intellectual demands.
e. Large spans of control provide more distant supervision, thereby increasing employee productivity.
(b; Challenging; Span of Control and Employee Satisfaction;
Satisfaction; p. 539) {AACSB: Analytic Skills}
Chapter 17 Organizational Culture
MULTIPLE CHOICE
Institutionalization: A Forerunner of Culture
1.
When an organization takes on a life of its own, we can say that it has _____.
a. acquired a culture
b. developed subcultures
c. evolved
d. become immortal
e. become institutionalized
(e; Moderate; Institutionalization; p. 551)
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2.
_____is a shared system of meaning held by the organizations members that distinguishes the
organization from other organizations.
a. Institutionalization
b. Organizational culture
c. Socialization
d. Formalization
e. Corporate image
(b; Easy; Organizational Culture; p. 551)
4.
5.
The key characteristic of organizational culture that addresses the degree to which employees are
expected to exhibit precision is termed _____.
a. accuracy orientation
b. accountability
c. attention to detail
d. stability
e. reactivity
(c; Easy; Attention to Detail; p. 551)
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6.
_____ orientation is the characteristic of organizational culture that addresses the degree to which
management decisions take into consideration the effect of outcomes on people within the organization.
a. Humanistic
b. Community
c. Team
d. People
e. Relationship
(d; Moderate; People Orientation; p. 552)
7.
The key characteristic of organizational culture that addresses the degree to which people are
competitive rather than easygoing is termed _____.
a. assertiveness
b. competitiveness
c. aversiveness
d. risk taking
e. aggressiveness
(e; Moderate; Aggressiveness; p. 552)
8.
The key characteristic of organizational culture that assesses the degree to which organizational
activities emphasize maintaining the status quo in contrast to growth is termed _____.
a. permanence
b. aggressiveness orientation
c. stability
d. competitiveness
e. reflexivity
(c; Easy; Stability; p. 552)
9.
In contrasting organizational culture with job satisfaction, organizational culture is a(n) _____ term, while
job satisfaction is a(n) _____ term.
a. predictive; reactive
b. implied; stated
c. reflective; affective
d. descriptive; evaluative
e. inductive; deductive
(d; Moderate; Organizational Culture and Job Satisfaction; p. 552) {AACSB: Analytic Skills}
10.
The macro view of culture that gives an organization its distinct personality is its _____ culture.
a. dominant
b. subc. strong
d. national
e. marginal
(a; Easy; Dominant Culture; p. 553)
11.
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12.
Cultures within an organization that are defined by departmental designations are often called _____.
a. micro-cultures
b. subcultures
c. divisional cultures
d. microcosms
e. counter cultures
(b; Moderate; Subcultures; p. 554)
13.
The primary or dominant values that are accepted throughout the organization are known as _____.
a. foundational values
b. core values
c. shared values
d. institutional traits
e. manifestos
(b; Easy; Core Values; p. 554)
15.
Which of the following is most likely to result from a strong organizational culture?
a. low employee turnover
b. low employee satisfaction
c. high employee turnover
d. high absenteeism
e. none of the above
(a; Moderate; Strong Cultures; p. 554)
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18.
The unanimity of a strong culture contributes to all of the following except _____.
a. cohesiveness
b. loyalty
c. higher product quality
d. organizational commitment
e. close ties between workers within the organization
(c; Moderate; Strong Cultures; p. 554) {AACSB: Analytic Skills}
Skills}
19.
20.
As organizations have widened spans of control, flattened structures, introduced teams, reduced
formalization, and empowered employees, the _____ provided by a strong culture ensures that everyone
is pointed in the same direction.
a. rules and regulations
b. shared meaning
c. rituals
d. socialization
e. rigid hierarchy
(b; Challenging; Cultures Functions; p. 556)
23.
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24.
In recent years, _____ has become the primary concern in acquisitions and mergers.
a. cultural compatibility
b. cultural synergy
c. financial advantages
d. product synergy
e. value dominance
(a; Moderate; Barriers to Acquisitions and Mergers; p. 557)
Culture creation occurs in all of the following ways except when _____.
a. founders hire and keep employees who think and feel the way they do
b. founders indoctrinate and socialize employees to their way of thinking and feeling
c. founders develop their vision covertly
d. founders behavior acts as a role model
e. founders refuse to be constrained by previous ideologies
(c; Moderate; Culture Creation; p. 558) {AACSB: Analytic Skills}
29.
All of the following are factors that serve to sustain organizational cultures except _____.
a. selection
b. orientation
c. socialization
d. top management
e. frugality
(e; Moderate; Sustaining a Culture; p. 559) {AACSB: Analytic Skills}
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30.
The selection process helps candidates learn about an organization. If employees perceive a conflict
between their values and those of the organization, this gives them a chance to _____.
a. work to change the organization
b. express their concerns
c. inform the organization of appropriate changes
d. self-select out of the applicant pool
e. rectify their cognitive dissonance
(d; Moderate; Selection; p. 560)
32.
Top management has a major impact on the organizations culture through _____.
a. establishing norms that filter down through the organization
b. ensuring a proper match of personal and organizational values
c. socializing new applicants in the pre-hiring phase
d. providing a framework for metamorphosis of new hires
e. properly rewarding managements initiatives
(a; Moderate; Top Management; p. 560)
33.
The process through which employees are adapted to an organizations culture is called _____.
a. personalization
b. mentoring
c. socialization
d. institutionalization
e. intimidation
(c; Moderate;
Moderate; Socialization; p. 561)
34.
35.
The correct order for the stages of the socialization process is _____.
a. prearrival, metamorphosis, encounter
b. prearrival, encounter, ritual
c. prearrival, ritual, encounter
d. prearrival, encounter, metamorphosis
e. prearrival, ritual, arrival
(d; Moderate; Stages of Socialization; p. 561) {AACSB: Analytic Skills}
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36.
The socialization stage that encompasses the learning that occurs before a new member joins an
organization is known as_____ socialization.
a. prearrival
b. encounter
c. metamorphosis
d. ritual
e. systemic
(a; Easy; Prearrival Stage; p. 561)
37.
The employee compares her expectations to organizational reality in which stage of socialization?
a. prearrival
b. encounter
c. metamorphosis
d. ritual
e. analysis
(b; Moderate;
Moderate; Encounter Stage; p. 561)
38.
If there is a basic conflict between the individuals expectations and the reality of working in an
organization, the employee is most likely to be disillusioned and quit during which stage of socialization?
a. prearrival
b. ritual
c. encounter
d. metamorphosis
e. reflection
(c; Easy; Encounter Stage; p. 562)
39.
The time when a new employee sees what the organization is really like and realizes that expectations
and reality may diverge is called the _____ stage.
a. encounter
b. exploration
c. establishment
d. metamorphosis
e. mirroring
(a; Moderate; Metamorphosis Stage; p. 562)
40.
Employee attitudes and behavior change during the _____ stage of socialization.
a. establishment
b. transformation
c. encounter
d. metamorphosis
e. cocoon
(d; Easy; Metamorphosis Stage; p. 562)
41.
New employees are usually comfortable with their organizations by the end of the _____ stage of
socialization.
a. encounter
b. exploration
c. establishment
d. metamorphosis
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e. adaptation
(d; Moderate; Metamorphosis Stage; p. 562)
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_____ typically contain(s) a narrative of events about the organizations founders, rule breaking, or
reactions to past mistakes.
a. Stories
b. Material symbols
c. Rituals
d. Language
e. Reflections
(a; Easy; Stories; p. 564)
44.
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An organizational culture most likely to shape high ethical standards is one that _____.
a. is high in risk tolerance
b. is low-to-moderate in aggressiveness
c. focuses on means as well as outcomes
d. all of the above
e. none of the above
(d; Moderate;
Moderate; Ethical Organizational Culture; p. 566) {AACSB: Ethical Reasoning}
49.
To create a more ethical culture, management should do all of the following except _____.
a. serve as a visible role model
b. cover up unethical acts
c. provide ethical training
d. communicate ethical expectations
e. provide protective mechanisms
(b; Easy; Creating an Ethical Organizational Culture; p. 567) {AACSB: Ethical Reasoning} {AACSB: Analytic
Skills}
Creating a Positive Organizational Culture
50.
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Between the late 1960s and the mid-1980s, the use of written tests declined because they were
characterized as _____.
a. unprofessional
b. discriminatory
c. unreliable
d. invalid
e. mathematically flawed
(b; Moderate; Written Tests; p. 587)
3.
Which of the following has proven to be a particularly good predictor for jobs that require cognitive
complexity?
a. intelligence tests
b. integrity evaluations
c. work sampling
d. aptitude tests
e. behavioral assessment
(a; Moderate; Intelligence Tests; p. 587)
4.
The best way for an employer to find out if a potential employee can do a job is by _____.
a. using the interview process
b. using a written test
c. having them spend a day in the office
d. administering an IQ test
e. using a performance simulation test
(e; Easy; PerformancePerformance-Simulation
Simulation Tests; p. 588)
5.
Having individuals actually do the job they are applying for as a test to see if they can do it is _____.
a. an approach with low reliability
b. an approach with high face validity
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6.
Assessment centers are used specifically to evaluate what level of job candidate?
a. unskilled laborers
b. skilled workers
c. professional workers
d. supervisors
e. knowledge workers
(d; Easy; Assessment Centers; p. 588)
11.
The results of which of the following tend to have a disproportionate amount of influence on employee
selection decisions?
a. interviews
b. written tests
c. performance simulation tests
d. work sampling methods
e. personality tests
(a; Moderate; Interviews; p. 588)
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12.
The variability in interview results across an applicant pool is reduced by using a standardized_____.
a. approach for recruiting applicants
b. pool of applicants
c. set of interview questions
d. time frame for scheduling interviews
e. none of the above
(c; Easy; Interviews; p. 589)
14.
Applicants describe how they handled problems and situations in previous jobs in a(n) _____ interview.
a. behavioral structured
b. audition-type
c. performance-simulation
d. problem-solving
e. reflection
(a; Challenging; Behavioral Structured Interviews; p. 589)
16.
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18.
Training employees on how to be better listeners falls under which of the following training categories?
a. ethical skills
b. technical skills
c. problem-solving skills
d. interpersonal skills
e. cultural skills
(d; Moderate; Interpersonal Skills; p. 592)
22.
According to a recent survey, about ___ percent of employees working in the 1,000 largest U.S.
corporations receive ethics training.
a. 10
b. 25
c. 50
d. 75
e. 90
(d; Challenging; Ethics Training; p. 592)
23.
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24.
Performance evaluations are used as a mechanism for all of the following except _____.
a. monitoring the success of marketing strategies
b. determining promotions
c. human resource planning
d. identifying training and development needs
e. none of the above
(a; Moderate; Purposes of Performance Evaluation; p. 595) {AACSB: Analytic Skills}
28.
Which of the following is the least predictive set of criteria used to evaluate employees?
a. traits
b. task outcomes
c. behaviors
d. personality
e. mood
(a; Moderate; Traits; p. 596) {AACSB: Analytic Skills}
29.
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30.
The approach to evaluation that uses feedback from those who have daily contact with an employee
(everyone from mailroom personnel to customers to bosses to peers) is termed _____.
a. critical incidents
b. 360-degree evaluation
c. BARS
d. multiperson comparisons
e. MBWA
(b; Moderate; 360360-Degree Evaluation; p. 597)
31.
Which performance evaluation method requires no complex forms or extensive training to complete?
a. written essays
b. critical incidents
c. graphic rating scales
d. behaviorally anchored rating scales
e. intellectual assessment
(a; Moderate; Written Essays; p. 598)
33.
The evaluation method that focuses the evaluators attention on those behaviors that are key to
executing a job effectively is known as_____.
a. forced comparison
b. critical incidents
c. graphic rating scales
d. behaviorally anchored rating scales
e. intellectual competence
(b; Easy; Critical Incidents; p. 598)
34.
If the manager uses critical incidents as a method of performance evaluation, then _____.
a. the subordinate is apt to become confused
b. the evaluators writing skills become the determining factor of the evaluation
c. the subordinate is likely to become motivated
d. the focus of the evaluation will center on key behaviors
e. the cost of the evaluation is likely to be incredibly high for the organization
(d; Moderate; Critical Incidents; p. 598)
35.
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36.
When an appraiser rates employees based on items on a continuum with the points reflecting actual
behaviors on a given job, this type of evaluation is called _____.
a. BARS
b. critical incident
c. graphic rating scale
d. behavioral structured ratings
e. MBWA
(a; Moderate; Behaviorally Anchored Rating Scales; p. 598)
37.
_____ involves evaluating ones performance against the performance of one or more others.
a. BARS
b. A critical incident diary
c. A graphic rating scale
d. Forced comparison
e. Likert analysis
(d; Easy; Forced Comparisons; p. 598)
38.
_____ ranking requires the evaluator to place employees into a particular classification, such as top
one-fifth or second one-fifth.
a. Individual
b. Group order
c. Paired
d. Fractional
e. Percentile
(b; Moderate; Group Order Ranking; p. 598)
39.
All of the following are ways to overcome problems encountered with performance evaluations except
_____.
a. evaluate selectively
b. focus on identifiable traits
c. use multiple evaluators
d. provide employees with due process
e. train evaluators
(b; Challenging; Improving Performance
Performance Evaluations; p. 601) {AACSB: Analytic Skills}
41.
_____ can be used to increase the perception that employees are treated fairly.
a. Selective evaluation
b. Due process
c. Multiple raters
d. Documenting with a journal
e. Focusing on subjective evaluations
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42.
Which of the following is not a reason typically cited by managers regarding their reluctance to give
performance feedback?
a. Many employees become defensive when their weaknesses are pointed out.
b. Managers often fear confrontation with employees.
c. Employees have an inflated assessment of their own performance.
d. The human resources department is not supportive of the feedback process.
e. All of the above are typically cited reasons.
(d; Moderate;
Moderate; Providing Performance Feedback; pp. 601601-602) {AACSB: Analytic Skills}
Managing Diversity in Organizations
43.
Which of the following might a company consider to help employees address work-life conflicts?
a. keeping work-related travel reasonable
b. reducing workloads
c. offering off-site quality child-care
d. tie manager pay to customer satisfaction
e. relocation assistance
(e; Easy; WorkWork-Life Initiatives; p. 604) {AACSB: Analytic Skills}
44.
Diversity training programs are generally intended to provide a vehicle for _____.
a. increasing awareness and examining stereotypes
b. focusing on individual differences
c. eliminating group learning
d. balancing work/life conflicts
e. socializing otherwise unmanageable employees
(a; Moderate; Diversity Training; p. 605) {AACSB: Multicultural
Multicultural and Diversity} {AACSB: Analytic Skills}
Global Implications
46.
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Phrases such as more cultural diversity, many new entrants with inadequate skills, and increase in
aging workers are all examples of what force for change?
a. technology
b. world politics
c. nature of the work force
d. social trends
e. competition
(c; Easy; Nature of the Workforce; p. 619) {AACSB: Analytic Skills}
4.
Change activities that are _____ and goal oriented are termed planned change.
a. intentional
b. discretionary
c. random
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d. reflexive
e. restorative
(a; Moderate; Planned Change; p. 621)
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6.
8.
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12.
All of the following are sources of organizational resistance to change except _____.
a. structural inertia
b. security
c. limited focus of change
d. threat to established power relationships
e. group inertia
(b; Moderate; Sources of Organizational Resistance to Change; p. 623) {AACSB: Analytic Skills}
Skills}
14.
Which one of the following is not listed as a tactic for dealing with resistance to change?
a. acceleration
b. manipulation
c. participation
d. cooptation
e. education
p.. 623) {AACSB: Analytic Skills}
(a; Easy; Tactics for Dealing with Resistance to Change; p
16.
Which tactic for overcoming resistance to change basically assumes that the source of resistance lies in
misinformation?
a. training and development
b. facilitation and support
c. education and communication
d. teaching and advancement
e. cooptation and manipulation
(c; Moderate; Education and Communication; p. 623)
17.
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18.
If individuals resisting change are included in making change decisions in an attempt to gain their
support, this approach is called _____.
a. cooptation
b. exploitation
c. manipulation
d. coercion
e. education
(a; Moderate; Cooptation;
Cooptation; p. 624)
19.
Which tactic to overcome resistance to change is a relatively easy way to gain the support of
adversaries, but may backfire if the targets become aware of the tactic?
a. negotiation
b. conciliation
c. manipulation
d. coercion
e. cooperation
(c; Challenging; Manipulation; p. 624)
20.
Politics suggest that the impetus for change is more likely to come from _____.
a. outside change agents
b. employees who are new to the organization
c. managers slightly removed from the main power structure.
d. all of the above
e. none of the above
(d; Moderate; Politics of Change;
Change; p. 625)
22.
Managers who have spent their entire careers with an organization and are high in the hierarchy are
_____.
a. good change agents
b. generally the impetus for change
c. often impediments to change
d. usually focused on radical change
e. none of the above
(c; Moderate; Politics of Change; p. 625)
Approaches to Managing Organizational Change
23.
Who developed a three-step model for change that included unfreezing, movement, and refreezing?
a. John Kotter
b. David McClelland
c. Douglas Surber
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d. Lawrence Summers
e. Kurt Lewin
(e; Moderate; Lewins ThreeThree-Step Model; p. 625)
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24.
25.
Who built upon the three-step model to create a more detailed approach for implementing change?
a. John Kotter
b. David McClelland
c. Douglas Surber
d. Lawrence Summers
e. Kurt Lewin
(a; Moderate; Kotters EightEight-Step Plan for Implementing Change;
Change; p. 627)
27.
_____ is a change process based on systematic collection of data and selection of a change action
based on what the analyzed data indicate.
a. Organizational development
b. Action research
c. Planned change
d. Process consultation
e. Organizational restructuring
(b; Moderate; Action Research; p. 628)
28.
All of the following are steps in the process of action research except _____.
a. diagnosis
b. forming
c. feedback
d. action
e. evaluation
(b; Moderate; Stages of Action Research;
Research; p. 628) {AACSB: Analytic Skills}
29.
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30.
The step in the action research process where information is gathered about problems, concerns, and
needed changes is known as the _____ stage.
a. feedback
b. evaluation
c. diagnosis
d. action
e. prognosis
(c; Moderate; Diagnosis Stage of
of Action Research; p. 628)
31.
35.
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36.
_____ is a tool for assessing attitudes held by organizational members, identifying discrepancies among
member perceptions, and solving these differences.
a. Sensitivity training
b. Survey feedback
c. Process consultation
d. Intergroup development
e. MBWA
(b; Easy; Survey Feedback; p. 630)
40.
The purpose of _____ is for an outside consultant to assist a client, usually a manager, to perceive,
understand, and act upon process events with which the manager must deal.
a. a change agent
b. survey feedback
c. process consultation
d. action research
e. social reinforcement
(c; Moderate; Process Consultation; p. 630)
41.
The activities included in team building include all of the following except _____.
a. goal setting
b. personal development
c. team process analysis
d. role analysis
e. defining priorities
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42.
Rather than looking for problems, _____ seeks to identify the unique qualities and special strengths of
an organization, which can then be built upon to improve performance.
a. appreciative inquiry
b. action research
c. team building
d. process consultation
e. social reinforcement
(a; Moderate; Appreciative Inquiry; p. 632)
43.
44.
Which of the following has been the most studied potential source of innovation?
a. cultural variables
b. structural variables
c. human resource factors
d. champions
e. brainstorming
(b; Moderate; Innovation; p. 634)
46.
An organization that has developed the continuous capacity to adapt and change is termed a(n) _____.
a. maladapted mechanism
b. continuous improvement process
c. innovative organization
d. double-loop learning organization
e. learning organization
(e; Easy; Learning Organization; p. 635)
47.
_____ involves correcting errors using past routines and present policies.
a. Process reengineering
b. Single-loop learning
c. Double-loop learning
d. Continuous improvement process
e. Organizational reaction
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48.
Errors that are corrected by modifying the organizations objectives, policies, and standard routines are
part of _____.
a. single-loop learning
b. double-loop learning
c. process reengineering
d. the continuous improvement process
e. tertiary continuance
(b; Moderate; DoubleDouble-Loop Learning; p. 635)
49.
Which is not a strategy for managers to make their firms learning organizations?
a. Establish a strategy that makes managements commitment to innovation explicit.
b. Redesign the organizations structure by flattening the structure and increasing the use of crossfunctional teams.
c. Reshape the organizations culture by emphasizing risk taking and openness.
d. Systematically collect data and then select a change action based on the analyzed data.
e. Make it clear that people high in the organization are behind any proposed change.
(d; Moderate; Creating Learning Organizations; p. 636) {AACSB: Analytic Skills}
Work Stress and Its Management
52.
Political uncertainties, economic uncertainties, and technological change are examples of which
category of potential sources of stress?
a. economic
b. environmental
c. organizational
d. group
e. social
(b; Easy; Environmental Sources of Stress; p. 639) {AACSB: Analytic Skills}
53.
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c. role demands
d. interpersonal demands
e. none of the above
(a; Moderate; Organizational Sources of Stress; p. 640) {AACSB: Analytic Skills}
54.
Family issues, economic problems, and personality characteristics are examples of the _____ factor of
potential stress.
a. social
b. environmental
c. personnel
d. psychological
e. personal
(e; Moderate; Personal Sources of Stress; p. 640) {AACSB: Analytic Skills}
55.
Increased blood pressure and increased heart rate are _____ symptoms of stress.
a. psychological
b. physiological
c. behavioral
d. personal
e. reactive
(b; Easy; Physiological Symptoms of Stress; p. 642) {AACSB: Analytic Skills}
57.
Excessive smoking, substance abuse, accident proneness, and appetite disorders are all examples of
_____ symptoms of stress.
a. personal
b. psychological
c. behavioral
d. physiological
e. pathological
(c; Moderate; Behavioral Symptoms of Stress; p. 642) {AACSB: Analytic Skills}
59.
The most widely studied pattern in the stress-performance literature is the _____ relationship.
a. self-efficacy
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lOMoARcPSD
b. reverse-inverted
c. inverted-U
d. double-loop
e. single-loop
(c; Easy; InvertedInverted-U Relationship; p. 643)
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lOMoARcPSD
60.
Which of the following characteristics is most likely to be associated with high stress?
a. considerable job experience
b. external locus of control
c. a high sense of competence
d. type B behavior
e. a positive outlook
(b; Moderate; Managing Stress; p. 645)
61.
Organizationally supported programs that focus on the employees total physical and mental condition
are called _____ programs.
a. job redesign
b. relaxation
c. employee involvement
d. organizational development
e. wellness
(e; Easy; Wellness Programs; p. 645)
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