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test question2 - Chapter Nine: As a class project, Senora...

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Unformatted text preview: Chapter Nine: As a class project, Senora is working with other classmates to create a' company that would market NASCAR memorabilia. Her teacher has instructed Senora to use the traditional approach to create the organization’s trucurre. What should Senora do? Q create an organizational structure with vertical and horizontal configurations b. use an organizational process to create a matrix design 0. create a virtual organization (1. use the organizational structure to control creativity e. create a matrix structure that will adhere to the unity of command principle departmentalization is defined as organizing work and workers into separate units responsible for particular “\siness functions or areas of expertise. <31. Functional “~15?” Customer c. Matrix d. Product e. Hierarchical While emphasizes jobs and their authority relationships, work gets done in the organization. a. departmentalization; functionalization bi organizational process; organizational structure c. interorganizational process; intraorganizational process . intraorganizational process; interorganizational process organizational structure; organizational process emphasizes the activities through which Which of the following statements about functional departmentalization is true? r Functional departmentalization allows work to be done by highly qualified specialists. b. Functional departmentalization increases costs by reducing duplication. c. Functional departmentalization complicates communication and coordination for departmental managers. d. Functional departmentalization requires the same kinds of functional departments in any company. e. Functional departmentalization is also called free-form specialization. Which of the following is NOT a characteristic of functional departmentalization? Functional departmentalization allows work to be done by highly qualified specialists. Functional departmentalization lowers costs by reducing duplication. "it Functional departmentalization produces managers with broader experience and expertise. Functional departmentalization complicates coordination between departments. e. Functional departmentalization organizes workers into separate units responsible for performing particular business functions. Hallmark has four departments. These departments are (1) Flowers and Gifts, (2) Cards and E—cards, (3) Hallmark Collectibles, and (4) Photo Albums and Scrapbooks. Hallmark uses departmentalization. a. matrix I product " customer (1. geographic e. functional Disadvantages of_ departmentalization include slower decision making, the development of managers and workers with narrow experience and expertise, and more difficuit crosswdepartmentai coordination. a. product b. customer geographic functional hierarchicai Which of the following types of departmentalization does NOT have a problem with the duplication of resources? functional geographic and matrix product and customer . customer and functional e. geographic Commerce Insurance Services has five divisions. They are personal; core commercial; Main Street business; major commercial; and benefits. The company is also departmentalized aiong product lines. Commerce Insurance Services uses W departrnentalization. a. boundaryless b. product c. customer d . functional . matrix Of ali types of departmentaiization, departmentaiization requires the highest level of management skill for successful implementation. geographic customer matrix . product e. functional Honeywell Inc. reorganized its European operations along customer lines to prepare for a unified European Union. In doing so, it abandoned matrix departmentaliaation. Why would HoneyWeil engage in such restructuring? a. to create pools of resources b. to empower its employees 0. to better adhere to the management pliiiosophy of staff authority d. to improve its ability to handle complex tasks I . to end conflict between product managers in different parts of its matrix As a result of their structures, matrix organizations automaticaliy violate the principle of line authority unity of command delegation of authority degree of centraiization e. staff authority c. d. An international distribution company has a shipping division, a warehouse division, and a computer hardware and software distribution center as weil as a marketing reSeareh department, a human resources department, and an accounting department. A salesperson who works in the shipping division is told by the accounting department that he must turn in a weekly expense account. His supervisor in the shipping division wants expense accounts submitted monthly. Since it takes at least two hours to prepare the expense account form and the salesperson wants to devote as much time as possible to saies, the salesperson is likely experiencing a probiein with a. iine authority b. delegation of authority 0. centralization . chain of command :5. organizational synergy The chain of command a. is the horizontal line of authority that indicates at which level of management an individual belongs acts at cross—purposes to the unity of command principle is only relevant in mechanistic organizations a does not permit delegation of authority 5 is described by none of these assigns direct authority and responsibility to a subordinate to complete tasks for which the manager is normally responsible. a. A job description b. Staff functionality I t Delegation of authority Decentralization e. An organization chart is the prooess of soiving problems by consistently applying the same rules, procedures, and processes. a. Consistency planning Organizational autonomy Ll Standardization i Problem empowerment e. Procedural planning An Indian cardinal's call for local church leaders to have more power and for papal authority to be distributed to lower levels within the Catholic hierarchy has elicited agreement from other church leaders in lndia. Cardinal Varkey Vithayathil in a published interview stated that the Indian church has been forced "to depend on the Roman cutie for too many matters." He also asserted that bishops should not have "to run to Rome for everything" and that canon law should be modified to allow the pope to share his authority. Vithayathil is calling for ______. a. centralization b. standardization 0. top management einpOWennent by“ job Specialization I decentralization Job specialization can resuit in Q high job satisfaction employee boredom c. low employee turnover (1. complicated job designs e. low absenteeism determines the number, kind, and variety of tasks that individual workers perform in doing theirjobs. a. Standardization ‘ Task mapping ob design . oh specialization e. An organizational chart The Ryerscn University Library is organized in a hierarchy with six unit heads reporting to a chief iibrarian. The units are archives, audiovisualfinteriibrary loans, library access services, reference and information, systems, and technical services. Within these units are fifteen librarians, and forty~seven fullutimeiibrary staff. One of the tools used in the organizational development of the library was to systematically move employees from one job to another to give them an opportunity to learn and use different skills. The Ryerson Univarsity Library used W. a. task aggregation b. job speciaiization c. job enlargement '- employee specialization job rotation Leaders during any disaster need to give their employees a sense that everyone is participating in the relief effort. The Gap gave its employees the authority to transfer their paid time off to some 1,3 00 employees affected by Hurricane Katrina. The Gap used w to allow its employees to gain a feeling of intrinsic motivation. a. standardization b. sequential interdependence pooied interdependence empowerment transactional intradependence Chapter Ten: According to the text, a(n) is a small number of people with compiementary skills who hold themselves venture group c. semi~structured team d. autonomous unit e. ad hoe team When a local hospital ran into a funding problem when it tried to build a new state—of—the—art pediatric unit, it asked a group of physicians, hospital volunteers, and administrative staff to develop and implement a plan to raise the necessary money. This group of peeple with complementary skills formed a(n) . semi—structured team autonomous unit work team functional department e. venture team Allen—Edmonds is keeping its shoe manufacturing business in the United States by investing in new machinery and creating new processes. It‘s a gamble and the outcome is uncertain. The president of the company is hoping a million-dollar refitting will save 5 percent on each shoe; he could save 60 percent tomorrow if he moved his manufacturing to China. Staying here means average wages of $15 per hour plus benefits, as opposed to $100 per week if the company moved. To cut costs and improve efficiency, the company‘s old. assembly line is being replaced by a system of employees working in groups, with each person doing several jobs, and each trained to do the others' tasks. AllenuEdmonds is using mm. a. semi-structured teams ad hoc committees work teams .‘ flinctional departments e. venture teams Work teams enhance Speed and efficiency when designing and manufacturing new products because they w. «.1. How departments to work independently of one another . ake possibie overlapping development phases -- fit well with traditional sequential development phases d. avoid problems associated with synergy e. do all of these Which of the following is a reason teamwork can be more satisfying than traditional work? a. Teamwork often allows teams to receive proprietary business information that is only avaiiable to managers. b Teamwork provides team members with unique work opportunities. c. Teamwork gives workers a chance to improve their skills. d. Teamwork gives workers unique leadership reSponsibilities, which enables them to build * . individual leadership skills. All of these are reasons why teamwork can be more satisfying than traditional work. occurs when workers withhold their efforts and fail to perform their share of the work. Self—limiting behavior 5 Social ioafing Dre—forming Stonewaliing Mental atrophy e. The use of work teams in organizations has been shown to increase a. outsourcing b. job specialization effectivo management of diversity d . speed and efficiency in product development c. centralization As a result of making even greater use of work teams, many leading companies have experienced a. greater customer satisfaction b. increased employee job satisfaction 0. _I improved speed and efficiency in product development improvements in service quaiity If all of these Which of the following statements describe an advantage teams have over individuals in the decision-making process? a. Teams can identify problems more efficiently and more quickly. b. Teams are able to view problems from multiple perSpectives. 0. Teams generate more commitment to making the decisions work. (:1. Teams generate more aiternatiVe solutions. @411 of these describe advantages teams have over individuals in the decision-making process. Which of the following is a potential disadvantage associated with the use of work teams? . commitment to finding an ideal solution that does not exist initially high employee turnover ' lack of creativity in decision making 6. decreased employee satisfaction c. all of these Which of the following statements about social loafing is true? Social loafing only occurs in organizational settings. The consequences of sociai ioating include a loss of efficiency. Social ioafing creates an accommodative decision~mai<ing climate. Social ioafing preempts the usezfillness of brainstorming. e. Social loafing cannot occur if there is a group leader. Teams are typically required when tasks are simple “If tasks require multiple perspectives synergy will complicate the problem solution process d. the company has very limited resources c. any of these conditions are met - rards that depend on are the key to rewarding team behaviors and efforts. . team performance rather than individual performance 5 individuai efforts rather than team performance c. someone taking the role of group leader (1. the elimination of social loafing e. the use of groupthink are informally agreed—on standards that regulate team behavior. a. Heuristics r' Norms / Behavioral policies d: Codes of ethics e. Operational guides Team norms in an organization can create ‘ a. stronger organizational commitment b. more trust in management c. negative behaviors, such as breaking rules @Wincreased job satisfaction all of these E—Lab (the "E" stands for experience) has project teams perform fieid research for its clients. Project teams at E— Lab have designed a new over~the~counter cold medicine by studying the process of how peopie get sick; they have heiped create a new station wagon for a major cannaker; and they have helped backpack maker ianSport to design a completeiy new way of displaying its products in sporting goods stores. You can expect E—Lab’s project teams to be m a. composed of employees from different functional areas b. created to complete specific, one—time projects in a limited time 0. led by a project manager @xibie in their ability to move to another project . " al iof these Team norms ‘an organizatioggea’nk create . stron er organiz t‘ioual commitment more t'- st iryfigiiagement negative fhaviors, such as breaking rules iii; 'sfaction increagffdj beat; all 0 hese Which of the following size teams usually provides the best performance? 2 to 3 to 9 15 to 20 d. more than 29 c. All sizes tend to perform equally well. 99m???“ Which of the following signs would indicate that a team is too small? a. The team is experiencing minority domination. The team has too much diversity. he team finds it difficult to come up with ideas or generate solutions to problems. The team has no sense of responsibility. e. The team is too cohesive. undermines team effectiveness by preventing teams from engaging in the kinds of activities that are critical to team effectiveness. a. Low cohesiveness Cognitive conflict ‘ ffective conflict " Development of team norms e. Behavioral conflict Leading coatings and paints manufacturer Akzo Nobel established a team made up of members from various departments to increase plant availability and decrease plant downtime. The plant loses considerable time daily because the assembly line has to be cieaned whenever the production schedule calls for a different color, etc. to be produced. This cross~functional team needs to avoid conflict if it hopes to be successful. . .. c—type ffective c. behavioral d. cognitive e. b—type Affective conflict a. is strongly associated with improvements in team performance can make people more comfortable with their relationships with group peers typically decreases team cobesivoness . usually precedes cognitive conflict e is accurately described by all of these How would you respond to the following statement? "Group conflict is always bad." _ a. Affective conflict is strongly associated with improvements in team performance. b. Both a—conflict and c-conflict are harmful, but b~conflict is not. v_ Ali cognitive conflict is bad, but all affective conflict is beneficial to the group. CognitiVe conflict is strongly associated with improvements in team performance. " The statement is correct. ' h domination tends to be a particular problem in __ groups of ten or larger cross-functional teams of any size c. virtual teams because of the nature of the communication medium d. groups of less than five e. project teams because they are temporary organizations Which of the following is NOT one of the recommendations for minimizing the Occurrence of affective conflict and "having a good fight"? a. Establish common goals. 13. Work with more, rather than less, information. 0. Maintain a balance of power. Inject humor into the workplace. ‘ lways resolve issues by consensus. Which of the following statements about team development is true? a. The growth stages are forming, norming, and performing. 12.. Group cohesion is relatively strong at the informing stage. 0. Team performance begins to decline at the de—norming stage. . Decline will inevitably occur in every team. e. None of these statements about team development is true. Which of the following is one of the stages that teams pass through as they develop and grow, rather than decline? a. de—norining b. de—storming _ ' de—forming performing e. reforming A group in Great Britain has been established to improve the employment, retention, and promotion prospects of black and ethnic minorities and women in the Fire and Rescue Service, which at present has a largely white, male demographic. By the stage of team development, the group members will have resolved petty differences, developed friendships, and established strong group cohesiveness. a. reforming ‘ -. storming nonning forming e. performing A group in Great Britain has been established to improve the employment, retention, and promotion prospects of biack and ethnic minorities and women in the Fire and Rescue Service, which at present has a largely white, male demographic. At its inception, this group was in the stage of team development. a. reforming storming ’ oming forming e. performing Group cohesion tends to be relatively strong at the . storming ‘r' normng 0. forming d. conforming " e. informing stage of team development. A team has finally matured into a fuliy functioning team at the W stage of development. a. norming be demonning $6? performing . conforming e. informing In the stages of team development, a team moves from growth to decline during the _____ stage. a, storming b. (Io-forming . de~storming Vd. “de—norming reforming ...
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test question2 - Chapter Nine: As a class project, Senora...

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