newman1. The process by which managers design the working relationship among the workers of the organization is known as: (Points: 3)
planning.
leading.
organizing.
controlling.
the span of control.
Reason - Establishing the structure and working relationship.
2. Which type of technology is used to manufacture small quantities of customized products and is based on the skills of workers? (Points: 3)
Mass-production technology
Large-batch technology
Small-batch technology
Continuous-process technology
Task force technology
3. A manager can enrich the job of a subordinate by: (Points: 3)
empowering the subordinate to re-design his or her job.
encouraging the subordinate to develop new job skills.
giving the subordinate the responsibility to decide what to do in an unexpected situation.
allowing the subordinate to monitor his or her own job performance.
all of the above
4. The extent to which a job requires the worker to use a wide range of knowledge and abilities is known as: (Points: 3)
task identity.
task significance.
autonomy.
skill variety.
feedback.
5. The relationship between all of the departments of the organization is called which type of structure of the organization? (Points: 3)
Small-batch structure
Continuous-process structure
Geographic structure
Market structure
Functional structure
6. In the design of an organization, another name for "market structure" is: (Points: 3)
product structure.
geographic structure.
customer structure.
functional structure.
divisional structure.
This is the kind of structure that is based on the different divisions in the organization
7. The relative authority that each manager in the organization has from the CEO down to the lowest-level manager is called: (Points: 3)
the market structure of the organization.
the customer structure of the organization.
the product structure of the organization.
the geographic structure of the organization.
the chain of command of the organization.
8. All of the following are likely examples of intrinsic motivators EXCEPT: (Points: 3)
Interesting work
A feeling of accomplishment
Praise
Autonomy
Responsibility
Reason – Autonomy does not motivate an employee to work harder.
9. Which of the following is an example of a manager's input to the organization? (Points: 3)
Education
Experience
Skills
Work behaviors
All of the above
10. Managers can boost an employee's expectancy by: (Points: 3)
Providing training
Expressing confidence in the employee
Setting reasonable goals
Building the employee's self-esteem
All of the above
11. An employer can attempt to meet employees' safety needs by providing: (Points: 3)
Adequate pay
Company social events
Promotions
Medical benefits
Opportunity to grow
12. The theory that suggests that distinctions between needs related to work itself from those related to the context of the work is: (Points: 3)
Maslow's Hierarchy Theory
Inequity Theory
Herzberg's Motivator-Hygiene Theory
McClelland's Needs Theory
Equity Theory
13. Which of the following is NOT a need proposed in McClelland's work? (Points: 3)
power
self-actualization
achievement
affiliation
all of the above were proposed by McClelland
14. The most motivating goals are: (Points: 3)
specific and easy
general and easy
specific and difficult
specific and easy
specific and out of reach
Reason – Because specific does not cause confusion and if goals are easy then employees are more interested in reaching at them.
15. The person who inspires, motivates, and directs the activities of others so that they work toward organizational goals is known as a(n): (Points: 3)
Follower
Leadership substitute
Coercive leader
Leader
Manager
16. The ability of a leader to get others to act in certain ways is known as that leader's: (Points: 3)
Power
Initiating structure
Consideration
Task orientation
Task structure
17. A manager of workers engaged in creative activity should manage them with a(n) __________ style. (Points: 3)
Directive
Supportive
Participative
Achievement-oriented
Both participative and achievement-oriented
18. Which of the following statements is true? (Points: 3)
Transformational leaders are rarely transactional.
Transactional leaders use operant conditioning.
Transactional leaders punish subordinates but do not reward them.
Transformational leaders reward subordinates but do not punish them.
Transactional leaders see the “big picture.”
19. A manager who is a transactional leader: (Points: 3)
relies heavily on reinforcement
communicates vision to subordinates
intellectually stimulates subordinates
encourages subordinates to grow
none of the above
20. Which of the following statements is true, based on research? (Points: 3)
Men and women are equally effective as leaders.
Men are better leaders than women are.
Women are better leaders than men are.
No research has been done on this topic.
Women are better leaders than men only in positions where nurturing is important.
21. Emotional intelligence: (Points: 3)
is not important in leader effectiveness
helps leaders motivate subordinates
has no effect on organizational identity
causes leaders to be weak because they overemphasize consideration behaviors
tends to be mistrusted by subordinates
22. In attempting to promote innovation in a work group, the supervisor should do all of the following EXCEPT: (Points: 3)
Provide guidance to the group
Provide coaching to the group
Provide detailed procedures to the group
Provide the resources the group needs
Provide assistance to the group
Reason – It will reduce the innovative skills of the employees as they will get easily what they want.
23. A group of college professors from the School of Business who meet for social interaction purposes once a week for lunch is known as: (Points: 3)
A formal group
A virtual team
An informal group
A command group
A self-managed work team
24. Teams that are empowered to take responsibility for acting autonomously on identifiable pieces of work are referred to as: (Points: 3)
Informal groups
Interest groups
Virtual teams
Sequential task interdependence groups
Self-managed work teams
25. Which of the following is the correct order of the stages of group development? (Points: 3)
Forming, storming, performing, norming, adjourning
Forming, storming, norming, performing, adjourning
Forming, norming, storming, performing, adjourning
Forming, performing, norming, storming, adjourning
Forming, performing, storming, norming, adjourning
26. During the performing stage of group development, managers should: (Points: 3)
make sure conflict does not arise
help members feel valued
encourage the formation of group norms
help members feel a part of the group
empower members
27. A person conforms to a group norm because: (Points: 3)
He believes it's the right way to behave.
He doesn't want to be excluded from the group.
He is imitating other members.
He wants to be friends with group members.
All of the above
28. As group cohesiveness increases, (Points: 3)
participation of members decreases.
members share more information.
members are less open with each other.
communication effectiveness declines.
team effectiveness increases.
Reason – As the cohesiveness increases the group comes closer and thus results in greater efficiency and effectiveness.
29. The component of an HRM system that focuses on attempting to attract and hire employees who have the abilities and experiences to help the organization to achieve its goals is known as: (Points: 3)
Training
Development
Recruitment and selection
Performance appraisal
Feedback
30. The set of activities in which managers engage to forecast the future human resource needs of their organization is known as: (Points: 3)
Performance appraisal
Feedback
Human resource planning
Recruitment
Selection
31. An employee learns how to do her jobs as the result of performing the jobs. This is known as: (Points: 3)
Simulation
Structured job interviewing
On-the-job training
Performance appraisal
Recruitment
32. A manager assesses a subordinate on personal characteristics that are relevant to the job performance of that subordinate. This is known as: (Points: 3)
selection.
trait appraisal.
recruitment.
ability testing.
simulation.
33. An HR specialist gives a personality test to applicants for a factory-worker position. This is an example of: (Points: 3)
a trait appraisal.
ability testing.
situational testing.
interviewing.
role-playing.
34. A performance appraisal by peers, subordinates, supervisors, and sometimes clients is referred to as (a): (Points: 3)
RJP
MBO
Self-management
BARS
360 degree feedback
35. The act that made it legal for workers to organize into unions was the: (Points: 3)
Fair Labor Standards Act
Equal Pay Act
National Labor Relations Act
Occupational Safety and Health Act
Equal Employment Opportunity Act
36. The law that made it legal for workers to organize into unions was passed in: (Points: 3)
1900
1935
1950
1972
1966
37.
Data that are organized in a meaningful way are known as:
(Points: 3)
Networks
Applications software
Artificial intelligence
Information
All of the above
38.
The sharing of information between two or more people within the organization in order to reach a common understanding is known as:
(Points: 3)
Noise
Encoding
Communication
Filtering
Jargon
39. The exchange of information through a group of interlinked computers is known as: (Points: 3)
Artificial intelligence
An expert system
Networking
Real-time information
Client serving
40. Client computers linked together to a server constitute a: (Points: 3)
LAN
MIS
Mainframe
Internet
Personal computer
41. About when did computer transaction-processing systems begin to operate in the U.S.?(Points: 3)
1960s
1970s
1980s
1990s
none of the above
42. The concept of "quality" refers to goods and services that are: (Points: 3)
Dependable
Satisfying
Reliable
Able to do the job they were designed for
All of the above
43. In the typical organization, increased efficiency leads to __________ production costs and __________ profit. (Points: 3)
lower; lower
higher; higher
lower; higher
higher; lower
none of the above
44. The stock of raw materials and component parts that an organization has on hand is known as: (Points: 3)
kanban.
quality circles.
inventory.
facilities layouts.
flexible manufacturing systems.
45. The job of encouraging improvements by emphasizing the need for continuous improvement or reengineering is the role of: (Points: 3)
Top management
Middle management
Frst-line supervisors
Workers
All of the above
46. The effect of introducing self-managed teams is often an increase of _______ or more.(Points: 3)
10%
20%
30%
40%
50%
47. The people in the best position to identify opportunities for improving efficiency are: (Points: 3)
top managers
staff managers
functional managers
workers
customers
Reason - Because they are directly in contact with the staff managers.
48. Achieving superior responsiveness to customers through improving quality and efficiency: (Points: 3)
often requires a change in organizational culture
often requires a change in management philosophy-
is a significant challenge for managersmay result in great cost to employees
all of the above
Reason - Because thinking of management should change.
49. The radical redesign of the way work is done in order to achieve dramatic improvements in critical measures of performance is known as: (Points: 3)
continuous improvement.
kanban.
kaizen.
process reengineering.
retrenchment.
50. The job of encouraging improvements by emphasizing the need for continuous improvement or reengineering is the role of: (Points: 3)
top management
middle management
first-line supervisors
workers
all of the ab-ove
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