Chapter 1 – Introduction to Management and Organizations
TrueFalse Questions
The four contemporary functions of management are planning organizing leading and controlling
True (easy)
Effectiveness refers to the relationship between inputs and outputs
False (moderate)
Efficiency is often referred to as doing things right
True (moderate)
When managers meet organizational goals they are efficient and effective
False (difficult)
According to Mintzberg’s management roles the informational role involves receiving collecting and disseminating information
True (moderate)
Technical skills become less important as a manager moves into higher levels of management
True (moderate)
The systems perspective underscores and emphasizes the fact that organizations are different face different circumstances and thus may require different ways of managing
False (moderate)
Multiple Choice
_____________ are organizational members who integrate and coordinate the work of others
a Managers (easy)
b Team leaders
c Subordinates
d Operatives
e Agents
Typically in organizations it is the _____________ who are responsible for making organizational decisions and setting policies and strategies that affect all aspects of the organization
a team leaders
b middle managers
c firstline managers
d top managers (easy)
e subordinates
_____________ distinguishes a managerial position from a nonmanagerial one
a Manipulating others
b Concern for the law
c Increasing efficiency
d Coordinating and integrating others' work (moderate)
e Defining market share
Which of the following is NOT an example of a decisional role according to Mintzberg
a spokesperson (moderate)
b entrepreneur
c disturbance handler
d resource allocator
e negotiator
Which of the following skills are more important at lower levels of management since these managers are dealing directly with employees doing the organization’s work
a human skills
b technical skills (easy)
c conceptual skills
d empirical skills
Understanding building codes would be considered a _____________ skill for a building contractor
a human
b technical (easy)
c conceptual
d empirical
e functional
Which of the following phrases is best associated with managerial conceptual skills
a decisionmaking (easy)
b communicating with customers
c motivating subordinates
d product knowledge
e technical skills
According to the text _____________ are not influenced by and do not interact with their environment
a open systems
b closed systems (easy)
c flextime systems
d reverse systems
e forward systems
The _____________ view of a manager's job implies that decisions and actions taken in one organizational area will impact other areas
a systems (moderate)
b contingency
c conceptual
d functional
e environmental
Which of the following best describes the concept that management is needed in all types and sizes of organizations at all organizational levels and in all organizational work areas and in all organizations no matter what country they’re located in
a the partiality of management
b the segmentation of management
c the universality of management (moderate)
d the cultures of management
Scenarios and Questions
The Busy Day (Scenario)
Don Eskew plant manager at Control Systems Inc sighed as he sipped his first cup of coffee at 5 am and read his agenda for the day He is giving two company tours in the morning the first to a newspaper reporter who is writing a story on the new plant expansion and has several questions and the second to a group of Control Systems Inc managers from the east coast He then has a meeting with unit manager Phil Johnson to discuss Phil's recent drop in performance (a task he always hates) Next he is spending a couple of hours reviewing the trade journals he receives from his hightech association and writing up a brief synopsis for his presentation next week to the Division President Finally in late afternoon he will be reviewing the new equipment malfunction and deciding whether to bring in extra people to get the equipment running as soon as possible Whew Just another day in the glamorous life of a manager
Together all of these behaviors performed by Don during his busy day correspond to the management roles discovered in the late 1960s by which of the following management scientists
a Herzberg
b Skinner
c Mintzberg (easy)
d Fayol
e Maslow
When Don was meeting with Phil to discuss his performance concerns he was operating in which management role
a leader (difficult)
b figurehead
c monitor
d disturbance handler
e spokesperson
114 What role was Don performing when he gave the plant tour to the newspaper reporter
a monitor
b figurehead
c disseminator
d spokesperson (difficult)
e resource allocator
115 When Don was reviewing the new equipment malfunction what management role was he playing when deciding whether to bring in extra people
a monitor
b disseminator
c resource allocator (moderate)
d disturbance handler
e figurehead
Essay Questions
In a short essay discuss the difference between efficiency and effectiveness and include a specific example to support each concept
Answer
a Efficiency refers to getting the most output from the least amount of inputs Because managers deal with scarce inputs—including resources such as people money and equipment—they are concerned with the efficient use of resources For instance at the Beiersdorf Inc factory in Cincinnati where employees make body braces and supports canes walkers crutches and other medical assistance products efficient manufacturing techniques were implemented by doing things such as cutting inventory levels decreasing the amount of time to manufacture products and lowering product reject rates From this perspective efficiency is often referred to as doing things right—that is not wasting resources
b Effectiveness is often described as doing the right things—that is those work activities that will help the organization reach its goals For instance at the Biersdorf factory goals included open communication between managers and employees and cutting costs Through various work programs these goals were pursued and achieved Whereas efficiency is concerned with the means of getting things done effectiveness is concerned with the ends or attainment of organizational goals
(moderate)
In a short essay list and explain the four basic functions of management
Answer
a Planning – involves the process of defining goals establishing strategies for achieving those goals and developing plans to integrate and coordinate activities
b Organizing – involves the process of determining what tasks are to be done who is to do them how the tasks are to be grouped who reports to whom and where decisions are to be made
c Leading – when managers motivate subordinates influence individuals or teams as they work select the most effective communication channel or deal in any way with employee behavior issues they are leading
d Controlling – to ensure that work is going as it should managers must monitor and evaluate performance The process of monitoring comparing and correcting is what is meant by the controlling function
(moderate)
In a short essay list and discuss the three essential skills according to Katz that managers need to perform the duties and activities associated with being a manager
Answer
a Technical skills – include knowledge of an proficiency in a certain specialized field such as engineering computers accounting or manufacturing These skills are more important at lower levels of management since these managers are dealing directly with employees doing the organization’s work
b Human skills – involve the ability to work well with other people both individually and in a group Managers with good human skills are able to get the best out of their people They know how to communicate motivate lead and inspire enthusiasm and trust These skills are equally important at all levels of management
c Conceptual skills – these are the skill that managers must have to think and to conceptualize about abstract and complex situations Using these skills managers must be able to see the organization as a whole understand the relationships among various subunits and visualize how the organization fits into its broader environment These skills are most important at the top management levels
(moderate)
Chapter 2 – Management Yesterday and Today
TrueFalse
According to Adam Smith division of labor was an important concept
True (easy)
In the Industrial Revolution machine power began substituting for human power
True (easy)
Principles of Scientific Management was written by Frederick Taylor
True (moderate)
Frank Gilbreth’s bestknown contribution to scientific management concerned selecting the best worker
False (moderate)
Frederick Taylor is most associated with the principles of scientific management
True (easy)
One could say that Fayol was interested in studying macro management issues whereas Taylor was interested in studying micro management issues
True (moderate)
Bureaucracy as described by Weber emphasizes rationality and interpersonal relationships
False (moderate)
Decisions on determining a company’s optimum inventory levels have been significantly influenced by economic order quantity modeling
True (moderate)
Barnard Follet Musterberg and Owen are all theorists are associated with the early organizational behavior approach
True (moderate)
Multiple Choice
Adam Smith's The Wealth of Nations put forth that the primary economic advantage by societies would be gained from which of the following concepts
a management planning and control
b onthejob training
c union representation
d fair employment legislation
e division of labor (difficult)
Which of the following is not one of the four management approaches that grew out of the first half of this century
a scientific management
b general administrative
c organizational behavior
d systems approach (easy)
e quantitative
According to the text probably the bestknown example of Taylor’s scientific management was the ______________ experiment
a horse shoe
b pig iron (moderate)
c blue collar
d fish tank
Which of the following is NOT one of Taylor’s four principles of management
a Develop a science for each element of an individual’s work which will replace the old ruleofthumb method
b Scientifically select and then train teach and develop the worker
c Heartily cooperate with the workers so as to ensure that all work is done in accordance with the principles developed
d Provide managers will less work than other employees so the managers can plan accordingly (difficult)
General administrative theory focuses on
a the entire organization (easy)
b managers and administrators
c the measurement of organizational design relationships
d primarily the accounting function
e administrative issues affecting nonmanagerial employees
The fourteen principles of management are associated with whom
a Weber
b Drucker
c Taylor
d Gilbreth
e Fayol (moderate)
Which of the following approaches to management has also been labeled operations research or management science
a The qualitative approach
b The quantitative approach (easy)
c The experimental approach
d The theoretical approach
Which of the following would not be associated with the quantitative approach to management
a information models
b criticalpath scheduling
c systematic motivation of individuals (moderate)
d linear programming
e statistics
Without question the most important contribution to the developing field of organizational behavior came out of the _______________
a Taylor Studies
b Porter Studies
c Parker Studies
d Hawthorne Studies (moderate)
What scientist is most closely associated with the Hawthorne Studies
a Adams
b Mayo (easy)
c Lawler
d Barnard
e Follett
One outcome of the Hawthorne studies could be described by which of the following statements
a Social norms are the key determinants of individual work behavior (moderate)
b Money is more important than the group on individual productivity
c Behavior and employee sentiments are inversely related
d Security is relatively unimportant
e While groups are an important determinant of worker productivity the individual himherself is most important
Scenarios and Questions
HISTORICAL BACKGROUND OF MANAGEMENT
A Look Back (Scenario)
Cindy Schultz tired from working with customers all day decided to take a fifteenminute nap to help clear her head before the 415 managers' meeting Her company had recently begun a reengineering process as well as other changes requiring copious management input As she leaned back in her chair she wondered if management science had always been this way and how it all began As she napped she dreamed that along with Mr Peebodi as her guide she was traveling in the Management Way Back Machine that took her back through management history
106 One of the earliest sites Cindy visited was Adam Smith's home author of The Wealth of Nations which suggested that organizations and society would gain from
a time management
b division of labor (moderate)
c group work
d quality management
e time and motion studies
107 Cindy visited a bookstore where there was a book signing occurring She looked down and saw that the title of the book was Principles of Scientific Management and concluded that the author must be
a Adam Smith
b Frank Gilbreth
c Henry Gantt
d Frederick Taylor (easy)
e Henri Fayol
108 Cindy admired the works of Taylor and Gilbreth two advocates of
a scientific management (moderate)
b organizational behavior
c human resource management
d motivation
e leadership
109 Cindy spent some time visiting with __________ a researcher she previously knew little about but who also contributed to management science by being among the first to use motion picture films to study handandbody motions and by devising a classification scheme known as a therblig
a Henry Gantt
b Max Weber
c Chester Barnard
d Frank Gilbreth (moderate)
e Mary Parker Follet
Essay Questions
SCIENTIFIC MANAGEMENT
In a short essay discuss Frederick Taylor’s work in scientific management Next list Taylor’s four principles of management
Answer
Frederick Taylor did most of his work at the Midvale and Bethlehem Steel Companies in Pennsylvania As a mechanical engineer with a Quaker and Puritan background he was continually appalled by workers’ inefficiencies Employees used vastly different techniques to do the same job They were inclined to take it easy on the job and Taylor believed that worker output was only about onethird of what was possible Virtually no work standards existed Workers were placed in jobs with little or no concern for matching their abilities and aptitudes with the tasks they were required to do Managers and workers were in continual conflict Taylor set out to correct the situation by applying the scientific method to shop floor jobs He spent more than two decades passionately pursuing the one best way for each job to be done
Taylor’s Four Principles of Management
a Develop a science for each element of an individual’s work which will replace the old ruleofthumb method
b Scientifically select and then train teach and develop the worker
c Heartily cooperate with the workers so as to ensure that all work is done in accordance with the principles of the science that has been developed
d Divide work and responsibility almost equally between management and workers Management takes over all work for which it is better fitted than the workers
(difficult)
122 In a short essay discuss the work in scientific management by Frank and Lillian Gilbreth
Answer
Frank Gilbreth is probably best known for his experiments in bricklaying By carefully analyzing the bricklayer’s job he reduced the number of motions in laying exterior brick from 18 to about 5 and on laying interior brick the motions were reduced from 18 to 2 Using the Gilbreth’s techniques the bricklayer could be more productive and less fatigued at the end of the day The Gilbreths were among the first researchers to use motion pictures to study handandbody motions and the amount of time spent doing each motion Wasted motions missed by the naked eye could be identified and eliminated The Gilbreths also devised a classification scheme to label 17 basic hand motions which they called therbligs This scheme allowed the Gilbreths a more precise way of analyzing a worker’s exact hand movements
(moderate)
GENERAL ADMINISTRATIVE THEORISTS
123 In a short essay discuss the work of Henri Fayol as it relates to the general administrative approach to management Next list and discuss seven of Fayol’s fourteen principles of management
Answer
Fayol described the practice of management as something distinct from accounting finance production distribution and other typical business functions He argued that management was an activity common to all human endeavors in business government and even in the home He then proceeded to state 14 principles of management—fundamental rules of management that could be taught in schools and applied in all organizational situations
Fayol’s Fourteen Principles of Management
a Division of work – specialization increases output by making employees more efficient
b Authority – managers must be able to give orders Authority gives them this right Along with authority however goes responsibility
c Discipline – employees must obey and respect the rules that govern the organization
d Unity of command – every employee should receive orders from only one superior
e Unity of direction – the organization should have a single plan of action to guide managers and workers
f Subordination of individual interests to the general interest – the interests of any one employee or group of employees should not take precedence over the interests of the organization as a whole
g Remuneration – workers must be paid a fair wage for their services
h Centralization – this term refers to the degree to which subordinates are involved in decision making
i Scalar chain – the line of authority from top management to the lowest ranks in the scalar chain
j Order – people and materials should be in the right place at the right time
k Equity – managers should be kind and fair to their subordinates
l Stability of tenure of personnel – management should provide orderly personal planning and ensure that replacements are available to fill vacancies
m Initiative – employees who are allowed to originate and carry out plans will exert high levels of effort
n Esprit de corps – promoting team spirit will build harmony and unity within the organization
(difficult)
124 In a short essay discuss Max Weber’s contribution to the general administrative approach to management
Answer
Max Weber was a German sociologist who studied organizational activity Writing in the early 1900s he developed a theory of authority structures and relations Weber describes an ideal type of organization he called a bureaucracy—a form or organization characterized by division of labor a clearly defined hierarchy detailed rules and regulations and impersonal relationships Weber recognized that this ideal bureaucracy didn’t exist in reality Instead he intended it as a basis for theorizing about work and how work could be done in large groups His theory became the model structural design for many or today’s large organizations
(easy)
TOWARD UNDERSTANDING ORGANIZATIONAL BEHAVIOR
125 In a short essay describe the Hawthorne Studies Next discuss the role of Elton Mayo in these studies and some of the findings of his research
Answer
Without question the most important contribution to the developing OB field came out of the Hawthorne Studies a series of studies conducted at the Western Electric Company Works in Cicero Illinois These studies were initially designed by Western Electric industrial engineers as a scientific management experiment They wanted to examine the effect of various illumination levels on worker productivity Based on their research it was concluded that illumination intensity was not directly related to group productivity In 1927 the Western Electric engineers asked Harvard professor Elton Mayo and his associates to join the study as consultants Through additional research Elton Mayo concluded that behavior affected individual behavior that group standards establish individual worker output and that money is less a factor in determining output than are group standards group sentiments and security These conclusions led to a new emphasis on the human behavior factor in the functioning of organizations and the attainment of their goals
(difficult)
CURRENT TRENDS AND ISSUES
126 In a short essay define entrepreneurship and discuss the three import themes that stick out in this definition of entrepreneurship
Answer
Entrepreneurship is the process whereby an individual or a group of individuals uses organized efforts and means to pursue opportunities to create value and grow by fulfilling wants and needs through innovation and uniqueness no matter what resources are currently controlled It involves the discovery of opportunities and the resources to exploit them Three important themes stick out in this definition of entrepreneurship First is the pursuit of opportunities Entrepreneurship is about pursuing environmental trends and changes that no one else has seen or paid attention to The second important theme in entrepreneurship is innovation Entrepreneurship involves changing revolutionizing transforming and introducing new approaches—that is new products or services of new ways of doing business The final important theme in entrepreneurship is growth Entrepreneurs pursue growth They are not content to stay small or to stay the same in size Entrepreneurs want their businesses to grow and work very hard to pursue growth as they continually look for trends and continue to innovate new products and new approaches
(moderate)
127 In a short essay define ebusiness and ecommerce Next discuss the three categories of ebusiness involvement
Answer
Ebusiness (electronic business) is a comprehensive term describing the way an organization does its work by using electronic Internetbased) linkages with its key constituencies (employees managers customers suppliers and partners) in order to efficiently and effectively achieve its goals It’s more than ecommerce although ebusiness can include ecommerce Ecommerce (electronic commerce) is any form of business exchange or transaction in which the parties interact electronically The first category of ebusiness involvement an ebusiness enhanced organization a traditional organization that sets up ebusiness capabilities usually ecommerce while maintaining its traditional structure Many Fortune 500 type organizations are evolving into ebusinesses using this approach They use the Internet to enhance (not to replace) their traditional ways of doing business Another category of ebusiness involvement is an ebusiness enabled organization In this type of ebusiness an organization uses the Internet to perform its traditional business functions better but not to sell anything In other words the Internet enables organizational members to do their work more efficiently and effectively There are numerous organizations using electronic linkages to communicate with employees customers or suppliers and to support them with information The last category of ebusiness involvement is when an organization becomes a total ebusiness Their whole existence is made possible by and revolves around the Internet
(moderate)
128 In a short essay discuss the need for innovation and flexibility as it relates to the survival of today’s organizations
Answer
Innovation has been called the most precious capability that any organization in today’s economy must have and nurture Without a constant flow of new ideas an organization is doomed to obsolescence of even worse failure In a survey about what makes an organization valuable innovation showed up at the top of the list There is absolutely no doubt that innovation is crucial Another demand facing today’s organizations and managers is the need for flexibility In a context where customers’ needs may change overnight where new competitors come and go at breathtaking speed and where employees and their skills are shifted as needed from project to project one can see how flexibility might be valuable
(easy)
129 In a short essay discuss the concept of total quality management and the six characteristics that describe this important concept
Answer
A quality revolution swept through both the business and public sectors during the 1980s and 1990s The generic term used to describe this revolution was total quality management or TQM for short It was inspired by a small group of quality experts the most famous being W Edwards Deming and Joseph M Juran TQM is a philosophy of management driven by continual improvement and responding to customer needs and expectations The objective is to create an organization committed to continuous improvement in work processes TQM is a departure from earlier management theories that were based on the belief that low costs were the only road to increased productivity
The Six Characteristics of Total Quality Management
a Intense Focus on the customer – the customer includes not only outsiders who buy the organization’s products or services but also internal customers (such as shipping or accounts payable personnel) who interact with and serve others in the organization
b Concern for continual improvement – TQM is a commitment to never being satisfied Very good is not good enough Quality can always be improved
c Processfocused – TQM focuses on work processes as the quality of goods and services is continually improved
d Improvement in the quality of everything the organization does – TQM uses a very broad definition of quality It relates not only to the final product but also to how the organization handles deliveries how rapidly it responds to complaints and how politely the phones are answered
e Accurate measurement – TQM uses statistical techniques to measure every critical variable in the organization’s operations These are compared against standards or benchmarks to identify problems trace them to their roots and eliminate their causes
f Empowerment of employees – TQM involves the people on the line in the improvement process Teams are widely used in TQM programs as empowerment vehicles for finding and solving problems
(difficult)
130 In a short essay describe the learning organization and discuss the concept of knowledge management
Answer
Today’s managers confront an environment where change takes place at an unprecedented rate Constant innovations in information and computer technologies combined with the globalization of markets have created a chaotic world As a result many of the past management guidelines and principles no longer apply Successful organizations of the twentyfirst century must be able to learn and respond quickly and will be led by managers who can effectively challenge conventional wisdom manage the organization’s knowledge base and make needed changes In other words these organizations will need to be learning organizations A learning organization is one that has developed the capacity to continuously learn adapt and change Part of a manager’s responsibility in fostering an environment conducing to learning is to create learning capabilities throughout the organization—from lowest level to highest level and in all areas Knowledge management involves cultivating a learning culture where organizational members systematically gather knowledge and share it with others in the organization so as to achieve better performance
(moderate)
Chapter 3 – Organizational Culture
In the symbolic view of management managers are seen as directly responsible for an organization's success or failure
False (easy)
The current dominant assumption in management theory suggests managers are omnipotent
True (moderate)
An organizational culture refers to a system of shared meaning
True (moderate)
Organizational culture is a perception not reality
True (moderate)
Strong cultures have more influence on employees than weak ones
True (moderate)
An organization's founder has little influence on its culture
False (moderate)
The link between values and managerial behavior is fairly straightforward
True (moderate)
MultipleChoice Questions
What view suggests that managers are directly responsible for an organization's success or failure
a Symbolic view of management
b Autocratic view of management
c Omnipotent view of management (moderate)
d Linear view of management
e Quality view of management
Organizational culture is similar to an individual's _____________
a skills
b personality (easy)
c motivation
d ability
e knowledge
Which of the following phrases is associated with the definition of organizational culture
a Individual response
b Shared meaning (easy)
c Diversity of thought
d Explicit directions
e Internal growth
The organizational _____________ is (are) a system of shared meaning held by members that distinguish(es) the organization from other organizations
a culture (easy)
b values
c rituals
d structure
e hierarchy
Which of the following is not implied by your text's definition of culture
a Culture is a perception
b Individuals tend to describe an organization's culture in dissimilar terms (difficult)
c There is a shared aspect of culture
d Organizational culture is a descriptive term
e Research suggests seven dimensions to an organization's culture
Most organizations have ____________ cultures
a very weak
b weak to moderate
c moderate
d moderate to strong (moderate)
e strong to very strong
What is the original source of an organization's culture
a The organization's industry
b The organization's size
c The organization's age
d The organization's geographic location
e The organization's founder (moderate)
_____________ are repetitive sequences of activities that express and reinforce key values of the organization
a Rituals (easy)
b Stories
c Symbols
d Language
e Habits
Organizational _____________ typically contain a narrative of significant events or people
a stories (moderate)
b rituals
c organizational chart
d material symbols
e language
The link between organizational values and managerial behavior is _____________
a uncertain
b fairly straightforward (moderate)
c loose and difficult to see
d unimportant
e hidden
Scenarios and Questions
Corporate Takeover (Scenario)
Todd works for SeaLan Tech an environmental consulting firm that has just been purchased by Zerex Inc a biomedical research organization Based on his early encounters with the new upper management from Zerex he feels that SeaLan is a lowerkey friendlier organization He is concerned that the new company will eliminate this company’s old culture and he does not like the prospects
106 If you were talking with Todd and asked him what the term culture meant he would reply that basically it is
a the formal rules of an organization
b the nationality of the workers in the company
c a system of shared meaning (easy)
d a system that reflects diversity and respect for differences
e the nonverbal behaviors in an organization
107 Todd is concerned with the degree to which managers focus on results or outcomes rather than techniques and processes used to achieve those outcomes He is concerned with _____________
a stability
b aggressiveness
c team orientation
d outcome orientation (moderate)
e people orientation
108 Todd notices that management is very concerned with the effects of outcomes on people within the organization This is referred to as _____________
a stability
b aggressiveness
c team orientation
d outcome orientation
e people orientation (moderate)
109 Todd is assessing the organization's _____________ the degree to which organizational activities emphasize maintaining the status quo in contrast to growth
a stability (moderate)
b aggressiveness
c team orientation
d outcome orientation
e people orientation
110 Todd has been learning the seven dimensions of organizational culture Which of the following is not one of those seven dimensions
a Stability
b Aggressiveness
c Team orientation
d Outcome orientation
e Member orientation (moderate)
Changing Organizational Culture (Scenario)
Mary has been asked by the company president to change the organizational culture to reflect the company's new organizational goals As executive vice president she certainly understands the goals but is really not sure she understands what to do about the culture
111 Mary asked employees if they knew what constituted good employee behavior She found that very few understood and most had a variety of ideas This is one indication
a that her company has a strong culture
b that her company has a weak culture (moderate)
c that her company has no culture
d that her company must have high turnover
e that her company must not be productive
112 Mary also found out that in order to build a strong new culture she should do all but which of the following
a Utilize their recruitment efforts
b Develop socialization practices to build culture
c Encourage a high turnover rate
d Have management make explicit what is valued in the organization (difficult)
e Encourage employee commitment to organizational values
113 Mary was surprised to find that most organizational culture strengths are
a weak
b weak to moderate
c moderate to strong (moderate)
d strong
e very strong
e varied
Essay Questions
123 In a short essay identify and define the seven dimensions that make up an organization’s culture
Answer
a Innovation and risk taking—degree to which employees are encouraged to be innovative and take risks
b Attention to detail—degree to which employees are expected to exhibit precision analysis and attention to detail
c Outcome orientation—degree to which managers focus on results or outcomes rather than on how these outcomes are achieved
d People orientation—degree to which management decisions take into account the effects on people in the organization
e Team orientation—degree to which work is organized around teams rather than individuals
f Aggressiveness—degree to which employees are aggressive and competitive rather than cooperative
g Stability—degree to which organizational decisions and actions emphasize maintaining the status quo
(difficult)
125 In a short essay list and discuss the four most significant ways in which culture is transmitted to employees Include specific examples of each to support your answer
Answer
a Stories—organizational stories typically contain a narrative of significant events or people including such things as the organization’s founders rule breaking and reactions to past mistakes For instance managers at Nike feel that stories told about the company’s past help shape the future Whenever possible corporate storytellers (senior executives) explain the company’s heritage and tell stories that celebrate people getting things done These stories provide prime examples that people can learn from
b Rituals—corporate rituals are repetitive sequences of activities that express and reinforce the values of the organization what goals are most important which people are important and which are expendable One of the bestknown corporate rituals is Mary Kay Cosmetics’ annual meeting for its sales representatives At the meeting salespeople are rewarded for their success in achieving sales goals with an array of flashy gifts including gold and diamond pins furs and pink Cadillacs This show acts as a motivator by publicly acknowledging outstanding sales performance
c Material symbols—the layout of an organization’s facilities dress attire the types of automobiles top executives are provided and the availability of corporate aircraft are examples of material symbols Others include the size of offices the elegance of furnishings executive perks the existence of employee lounges or onsite dining facilities and reserved parking spaces for certain employees These material symbols convey to employees who is important the degree of equality desired by top management and the kinds of behavior that are expected and appropriate
d Language—many organizations and units within organizations use language as a way to identify members of a culture By learning this language members attest to their acceptance of the culture and their willingness to help to preserve it For instance Microsoft has its own unique vocabulary work judo (the art of deflecting a work assignment to someone else without making it appear that you’re avoiding it) and eating your own dog food (the strategy of using your own software programs or products in the early stages as a way of testing it even if the process is disagreeable) Over time organizations often develop unique terms to describe equipment key personnel suppliers customers or products that are related to its business
(moderate)
Chapter 5 – Social Responsibility and Managerial Ethics
TrueFalse Questions
5 The classical view of organizational social responsibility is that management’s only social responsibility is to maximize profits
True (moderate)
7 In the socioeconomic view of organizational social responsibility maximizing profits is a company's second priority
True (moderate)
9 Socially responsible businesses tend to have less secure longrun profits
False (difficult)
12 The difference between an organization's social obligation and social responsiveness is the legal aspect
False (moderate)
14 Valuesbased management is an approach to managing in which managers establish promote and practice an organization's shared values
True (easy)
15 Though the outcomes are not perfectly measured the majority of research studies show a positive relationship between corporate social involvement and economic performance
True (easy)
20 The market approach to going green is when organizations respond to multiple demands of stakeholders
False (moderate)
21 The activist approach to going green is when an organization looks for ways to respect and preserve the earth and its natural resources
True (moderate)
25 Ethics refers to the rules and principles that define right and wrong conduct
True (moderate)
26 In the rights view of ethics decisionmakers seek to impose and enforce rules fairly and impartially
False (moderate)
27 The integrative social contracts theory proposes that decisions should be made on the basis of empirical and normative factors
True (difficult)
28 Studies have shown that most business people continue to hold utilitarian attitudes toward ethical behavior
True (moderate)
29 In the preconventional stage of moral development individuals make a clear effort to define moral principles apart from the authority of the groups to which they belong or society in general
False (moderate)
Multiple Choice
35 Which of the following is associated with the classical view of social responsibility
a economist Robert Reich
b concern for social welfare
c stockholder financial return (moderate)
d voluntary activities
e ethical behaviors
37 The socioeconomic view of corporate responsibility suggests that ______________
a stockholders are the only responsibility
b corporations are independent entities
c maximizing profits is the first priority while social responsibility is the second priority
d corporations are responsible to the state and its citizens (moderate)
e organizations have an ethical but no legal responsibility to anyone except stockholders
39 ______________ is defined as a business firm’s obligation beyond that required by law and economics to pursue longterm goals that are good for society
a Social obligation
b Social responsibility (moderate)
c Social screening
d Valuebased management
e Social autonomy
54 Which of the following terms refers to when a firm meets its economic and legal responsibilities
a social responsibility
b social obligation (moderate)
c social responsiveness
d social duty
e social standard
57 When a firm advertises that it only uses recycled paper products it is ______________
a meeting its social obligation
b meeting social responsibilities
c being socially responsive (difficult)
d paying attention to the bottom line
e attempting to defraud consumers
59 One should be cautious in the interpretation but a summary of more than a dozen studies analyzing the relationship between organizational social responsibility and economic performance provides what conclusion
a Being socially responsible causes good economic performance
b Good economic performance allows firms to be socially responsible
c There is a positive relationship between corporate social involvement and economic performance (difficult)
d Corporate social involvement tends to devalue stock price in the long run
e Corporate social involvement tends to result in increased net income but lower stock prices
a Social autonomy
65 Which of the following is true regarding shared corporate values
a Individuals adapt easily to shared corporate values
b Top management dictates shared corporate values
c It is not easy to establish shared corporate values (moderate)
d Most corporations will be unable to successfully establish shared corporate values
e Shared corporate values negatively impact team spirit
72 The ______________ approach to environmental issues is when an organization obeys rules and regulations but exhibits little environmental sensitivity
a legal (moderate)
b market
c stakeholder
d responsibility
e activist
74 The ______________ approach to environmental issues is when organizations respond to environmental preferences of their customers
a legal
b market (moderate)
c stakeholder
d responsibility
e activist
75 Which of the following approaches toward environmental issues exhibits the highest degree of environmental sensitivity and is a good illustration of social responsibility
a legal approach
b market approach
c stakeholder approach
d activist approach (moderate)
81 Which of the following is a basic definition of ethics
a moral guidelines for behavior
b rules for acknowledging the spirit of the law
c rules or principles that define right and wrong conduct (moderate)
d principles for legal and moral development
e There is no way to define ethics
84 Which of the following encourages efficiency and productivity and is consistent with the goal of profit maximization
a utilitarian view (moderate)
b principled view
c rights view
d theory of justice view
e integrative social contracts theory
85 The rights view of ethics is based on which of the following
a decisions based on their outcomes or consequences
b the imposition and enforcement of fair and impartial rules
c respect and protection of individual liberties and freedoms (moderate)
d the process used to determine the distribution of resources
e the existing ethical norms in industries and corporations
86 The theory of justice view of ethics is based on which of the following
a the process used to determine the distribution of resources
b the existing ethical norms in industries and corporations
c decisions based on their outcomes or consequences
d the imposition and enforcement of fair and impartial rules (difficult)
e respect and protection of individual liberties and freedoms
87 The integrative social contracts theory of ethics is based on which of the following
a the process used to determine the distribution of resources
b decisions based on their outcomes or consequences
c the imposition and enforcement of fair and impartial rules
d the existing ethical norms in industries and corporations (difficult)
e respect and protection of individual liberties and freedoms
92 A personality measure of a person's convictions is ______________
a moral development
b ego strength (moderate)
c locus of control
d social desirability
e selfimage
93 ______________ is a personality attribute that measures the degree to which people believe they control their own fate
a Ego strength
b Locus of control (easy)
c Social responsibility
d Social obligation
e Social autonomy
97 Which of the following is true concerning the impact of organizational culture on ethical behavior
a Low conflict tolerance leads to ethical behavior
b A strong culture will support high ethical standards (moderate)
c Conflict tolerance is related to unethical behavior
d A culture that is high in control tends to encourage unethical behavior
e None of the above is true
104 A survey of various codes of ethics found that their content tended to fall into all of the following categories EXCEPT
a be a dependable and organizational citizen
b do not do anything unlawful or improper that will harm the organization
c consider profit maximization to be the primary focus of the company (moderate)
d be good to customers
Essay Questions
WHAT IS SOCIAL RESPONSIBILITY
122 In short essay discuss social responsibility and compare and contrast social obligation and social responsiveness
Answer
a Social responsibility adds an ethical imperative to do those things that make society better and not to do those that could make it worse A social responsible organization goes beyond what it must do by law or chooses to do only because it makes economic sense to do what it can to help improve society because that’s the right or ethical thing to do Social responsibility requires business to determine what is right or wrong and to make ethical decisions and engage in ethical business activities A social responsible organization does what is right because it feels it has a responsibility to act that way
b Social obligation is the obligation of a business to meet its economic and legal responsibilities The organization does the minimum required by law Following an approach of social obligation a firm pursues social goals only to the extent that they contribute to its economic goals This approach is based on the classical view of social responsibility that is the business feels its only social duty is to its stockholders In contrast to social obligation however both social responsibility and social responsiveness go beyond merely meeting basic economic and legal standards
c Social responsiveness refers to the capacity of a firm to adapt to changing societal conditions The idea of social responsiveness stresses that managers make practical decisions about the societal actions in which they engage A socially responsive organization acts the way it does because of its desire to satisfy some popular social need Social responsiveness is guided by social norms The value of social norms is that they can provide managers with a meaningful guide for decision making
(moderate)
125 In a short essay explain the four approaches that organizations can take with respect to environmental issues
Answer
The first approach simply is doing what is required legally the legal approach Under this approach organizations exhibit little environmental sensitivity They obey laws rules and regulations willingly and without legal challenge and they may even try to use the law to their own advantage but that’s the extent of their being green This approach is a good illustration of social obligation These organizations simply are following their legal obligations of pollution prevention and environmental protection As an organization becomes more aware of and sensitive to environmental issues it may adopt the market approach In this approach organizations respond to the environmental preferences of their customers Whatever customers demand in terms of environmentally friendly products will be what the organization provides Under the next approach the stakeholder approach the organization chooses to respond to multiple demands made by stakeholders Under the stakeholder approach the green organization will work to meet the environmental demands of groups such as employees suppliers or the community Both the market approach and the stakeholder approach are good illustrations of social responsiveness Finally if an organization pursues an activist approach it looks for ways to respect and preserve the earth and its natural resources The activist approach exhibits the highest degree of environmental sensitivity and is a good illustration of social responsibility
(moderate)
126 In a short essay describe the fourstage model of an organization’s expanding social responsibility
Answer
A Stage 1 manager will promote stockholders’ interests by seeking to minimize costs and maximize profits Although all laws and regulations will be followed Stage managers do not feel obligated to satisfy other societal needs This is consistent with Friedman’s classical view of social responsibility At Stage 2 managers will accept their responsibility to employees and focus on human resource concerns Because they’ll want to recruit keep and motivate good employees Stage 2 managers will improve working conditions expand employee rights increase job security and the like At Stage 3 managers expand their responsibilities to other stakeholders in the specific environment—that is customers and suppliers Social responsibility goals of Stage 3 managers include fair prices highquality products and services safe products good supplier relations and similar actions Their philosophy is that they can meet their responsibilities to stockholders only by meeting the needs of their other constituents Finally Stage 4 characterizes the extreme socioeconomic definition of social responsibility At this stage managers feel a responsibility to society as a whole Their business is seen as a public entity and they feel a responsibility for advancing the public good The acceptance of such responsibility means that managers actively promote social justice preserve the environment and support social and cultural activities They take these stances even if such actions negatively affect profits
(moderate)
127 In a short essay discuss the four views of ethics Include a discussion of the benefits and drawbacks related to each of the four views
Answer
a The utilitarian view of ethics says that ethical decisions are made solely on the basic of their outcomes or consequences Utilitarian theory uses a quantitative method for making ethical decisions by looking at how to provide the greatest good for the greatest number Utilitarianism encourages efficiency and productivity and is consistent with the goal of profit maximization However it can result in biased allocations of resources especially when some of those affected by the decision lack representation or a voice in the decision Utilitarianism can also result in the rights of some stakeholders being ignored
b The rights view of ethics is concerned with respecting and protecting individual liberties and privileges such as the rights to privacy freedom of conscience free speech life and safety and due process This would include for example protecting the free speech rights of employees who report legal violations by their employers The positive side of the rights perspective is that it protects individuals’ basic rights but it has a negative side for organizations It can present obstacles to high productivity and efficiency by creating a work climate that is more concerned with protecting individuals’ rights than with getting the job done
c The next view is the theory of justice view of ethics Under this approach managers are to impose and enforce rules fairly and impartially and do so by following all legal rules and regulations A manager would be using the theory of justice perspective by deciding to provide the same rate of pay to individuals who are similar in their levels of skills performance or responsibility and not basing that decision on arbitrary differences such as gender personality race or personal favorites Using standards of justice also has pluses and minuses It protects the interests of those stakeholders who may be underrepresented or lack power but it can encourage a sense of entitlement that might make employees reduce risk taking innovation and productivity
d The final ethics perspective the integrative social contracts theory proposes that ethical decisions should be based on empirical and normative factors This view of ethics is based on the integration of two contracts the general social contract that allows businesses to operate and defines the acceptable ground rules and a more specific contract among members of a community that addresses acceptable ways of behaving This view of business differs from the other three in that it suggests that managers need to look at existing ethical norms in industries and companies in order to determine what constitutes right and wrong decisions and actions
(difficult)
Chapter 6 – DecisionMaking The Essence of the Manager’s Job
TrueFalse Questions
4 The first step in the decisionmaking process is identifying a problem
True (easy)
6 It is possible at the end of the decisionmaking process that you may be required to start the decision process over again
True (easy)
10 Decisionmaking is synonymous with managing
True (easy)
12 One assumption of rationality is that we cannot know all of the alternatives
False (difficult)
13 Accepting solutions that are good enough is termed satisfying
False (easy)
15 Managers regularly use their intuition in decisionmaking
True (easy)
16 Rational analysis and intuitive decisionmaking are complementary
True (moderate)
18 Programmed decisions tend to be repetitive and routine
True (easy)
21 Most managerial decisions in the real world are fully nonprogrammed
False (easy)
24 Risk is a situation in which a decision maker has neither certainty nor reasonable probability estimates
False (difficult)
25 An optimistic manager will follow a maximin approach
False (moderate)
Multiple Choice
THE DECISIONMAKING PROCESS
34 A series of eight steps that begins with identifying a problem and decision criteria and allocating weights to those criteria moves to developing analyzing and selecting an alternative that can resolve the problem implements the alternative and concludes with evaluating the decision's effectiveness is the ______________
a decisionmaking process (easy)
b managerial process
c maximin style
d bounded rationality approach
e legalistic opportunism process
36 A discrepancy between an existing and a desired state of affairs describes which of the steps in the decisionmaking process
a criteria weight allocation
b analysis of alternatives
c problem identification (difficult)
d decision effectiveness evaluation
e decision criteria identification
38 Which of the following must be present in order to initiate the decisionmaking process
a plenty of time
b pressure to act (moderate)
c a lack of authority
d a lack of resources
e environmental certainty
39 Managers aren't likely to characterize something as a problem if they perceive ______________
a they don't have authority to act (difficult)
b pressure to act
c a discrepancy
d they have sufficient resources
e they have budgetary authority
44 Selecting an alternative in the decisionmaking process is accomplished by ______________
a choosing the alternative with the highest score (easy)
b choosing the one you like best
c selecting the alternative that has the lowest price
d selecting the alternative that is the most reliable
e choosing the alternative you think your boss would prefer
47 Which of the following is the final step in the decisionmaking process
a identifying the problem
b evaluating the decision's effectiveness (easy)
c identifying decision criteria
d selecting an alternative that can resolve the problem
e allocating weights to alternatives
48 Which of the following is important to remember in evaluating the effectiveness of the decisionmaking process
a Ignore criticism concerning the decisionmaking
b You may have to start the whole decision process over (difficult)
c Restart the decisionmaking process if the decision is less than 50 effective
d 90 of problems with decisionmaking occur in the implementation step
e Keep track of problems with the chosen alternative but only change those issues that upper management demand
49 Decisionmaking is synonymous with ______________
a managing (easy)
b leading
c controlling
d planning
e organizing
51 Which of the following is not an organizing decision
a What are the organization's longterm objectives (moderate)
b How many employees should I have report directly to me
c How should jobs be designed
d How much centralization should there be in the organization
e When should the organization implement a different structure
52 Which of the following is not a leading decision
a How do I handle employees who appear to be low in motivation
b What is the most effective leadership style in a given situation
c How will a specific change affect worker productivity
d When is the right time to stimulate conflict
e How should jobs be designed (moderate)
53 Which of the following is not a controlling decision
a What activities in the organization need to be controlled
b How should those activities be controlled
c When is a performance deviation significant
d When is the right time to stimulate conflict (moderate)
e What type of management information system should the organization have
54 Managers are assumed to be ______________ they make consistent valuemaximizing choices within specified constraints
a rational (easy)
b leaders
c organized
d satisficers
e programmed
57 Which of the following is not a valid assumption about rationality
a The problem is clear and unambiguous
b A single welldefined goal is to be achieved
c Preferences are clear
d Preferences are constantly changing (difficult)
e No time or cost constraints exist
58 In bounded rationality managers construct ______________ models that extract the essential features from problems
a multiple
b binding
c interactive
d simplified (difficult)
e past
59 According to the text because managers can’t possibly analyze all information on all alternatives managers ______________ rather than ______________
a maximize satisfice
b maximize minimize
c satisfice minimize
d satisfice maximize (moderate)
62 An increased commitment to a previous decision despite evidence that it may have been wrong is referred to as _____________
a economies of commitment
b escalation of commitment (moderate)
c dimensional commitment
d expansion of commitment
64 According to the text all of the following are aspects of intuition EXCEPT
a experiencedbased decisions
b affectinitiated decisions
c cognitivebased decisions
d values or ethicsbased decisions
e programmed decisions (easy)
65 According to the text _____________ are straightforward familiar and easily defined problems
a poorlystructured problems
b wellstructured problems (moderate)
c unique problems
d nonprogrammed problems
e programmed problems
68 ______________ decisionmaking is relatively simple and tends to rely heavily on previous solutions
a Nonprogrammed
b Linear
c Satisficing
d Integrative
e Programmed (moderate)
70 A ______________ is a series of interrelated sequential steps that a manager can use for responding to a structured problem
a procedure (easy)
b rule
c policy
d system
e solution
71 A ______________ is an explicit statement that tells a manager what he or she ought or ought not to do
a procedure
b policy
c rule (moderate)
d solution
e system
72 A ______________ provides guidelines to channel a manager's thinking in a specific direction
a system
b rule
c solution
d policy (moderate)
e procedure
75 A business school's statement that it strives for productive relationships with local organizations is an example of a ______________
a rule
b policy (moderate)
c procedure
d commitment
e contract
78 Which of the following terms is associated with nonprogrammed decisions
a unique (moderate)
b recurring
c routine
d repetitive
e welldefined
79 Lowerlevel managers typically confront what type of decisionmaking
a unique
b nonroutine
c programmed (moderate)
d nonprogrammed
e nonrepetitive
83 If an individual knows the price of three similar cars at different dealerships heshe is operating under what type of decisionmaking condition
a risk
b uncertainty
c certainty (easy)
d factual
e unprogrammed
84 ______________ is those conditions in which the decision maker is able to estimate the likelihood of certain outcomes
a Certainty
b Risk (easy)
c Uncertainty
d Maximax
e Maximin
85 A retail clothing store manager who estimates how much to order for the current spring season based on last spring's outcomes is operating under what kind of decisionmaking condition
a seasonal
b risk (difficult)
c uncertainty
d certainty
e cyclical
86 ______________ is a situation in which a decision maker has neither certainty nor reasonable probability estimates available
a Certainty
b Risk
c Uncertainty (easy)
d Maximax
e Maximin
87 A person at a horse racetrack who bets all of hisher money on the oddsbased longshot to win (rather than place or show) is making what kind of choice
a maximax (moderate)
b maximin
c minimax
d minimin
89 An individual making a maximin type of choice has what type of psychological orientation concerning uncertain decisionmaking
a optimist
b realist
c pessimist (moderate)
d satisficer
e extremist
91 According to the text a manager who desires to minimize his or her maximim regret will opt for a ______________ choice
a maximax
b maximin
c minimax (moderate)
d minimin
93 Which of the following decisionmaking styles have low tolerance for ambiguity and are rational in their way of thinking
a directive (moderate)
b egotistical
c analytic
d conceptual
e behavioral
95 The decisionmaking style that makes fast decisions and focuses on the short terms is referred to as the ______________ style
a directive (moderate)
b egotistical
c analytic
d conceptual
e behavioral
98 According to the text ______________ are best characterized as careful decision makers with the ability to adapt or cope with unique situations
a conceptual
b behavioral
c empirical
d analytic (moderate)
e spatial
99 Which of the following is the decisionmaking style that would most likely look at as many alternatives as possible and focus on the long run
a analytical
b directive
c conceptual (moderate)
d behavioral
e spatial
101 A manager who would decide what computer system to purchase for the department by holding a meeting and receiving feedback from hisher subordinates matches with which type of decisionmaking style
a analytical
b behavioral (difficult)
c conceptual
d directive
e empirical
Scenarios
DecisionMaking Conditions (Scenario)
Sandy Jo is the manager for TrucksRUs a mediumsized hauling service located in the Southeast She is responsible for scheduling trucks initiating new routes and staffing both existing and new routes She is currently struggling with existing information about the profitability of existing and future truck routes
116 Bubba Sandy Jo's best driver tells her that he believes that he can estimate that there is a 75 probability that they can get the business of Pork Brothers Inc if they initiate a truck route through rural North Carolina Bubba is operating under a condition of ______________
a certainty
b risk (difficult)
c uncertainty
d maximax
e maximin
117 Sandy Jo can make accurate decisions if she is willing to pay 5000 for research about the profitability of various truck routes If she pays for the research she believes that she is operating under a condition of ______________
a certainty (difficult)
b risk
c uncertainty
d maximax
e maximin
118 Sandy Jo knows that she is operating in an uncertain environment She is basically an optimist and we would therefore expect her to follow a ______________ strategy
a certainty
b risk
c uncertainty
d maximax (moderate)
e maximin
119 Sandy Jo knows that she is operating in an uncertain environment She is basically a pessimist and we would therefore expect her to follow a ______________ strategy
a certainty
b risk
c minimax
d maximax
e maximin (moderate)
120 Sandy Jo wishes to minimize her regret and will probably opt for a ______________ strategy
a certainty
b risk
c minimax (moderate)
d maximax
e maximin
Essay Questions
THE DECISIONMAKING PROCESS
121 In a short essay list and discuss the eight steps in the decisionmaking process
Answer
a Step 1 Identifying a problem – the decisionmaking process begins with the existence of a problem or a discrepancy between an existing and a desired state of affairs However a discrepancy without pressure to take action becomes a problem that can be postponed
b Step 2 Identify decision criteria – once the manager has identified a problem that needs attention the decision criteria important to resolving the problem must be identified That is managers must determine what’s relevant in making a decision
c Step 3 Allocating weights to the criteria at this step the decision maker must weigh the items in order to give them the correct priority in the decision A simple approach is to give the most important criterion a weight of 10 and then assign weights to the rest against that standard
d Step 4 Developing alternatives – the fourth step requires the decision maker to list the viable alternatives that could resolve the problem No attempt is made in this step to evaluate the alternative only to list them
e Step 5 Analyzing alternatives – once the alternatives have been identified the decision maker must critically analyze each one From this comparison the strengths and weaknesses of each alternative become evident
f Step 6 Selecting an alternative – the sixth step is the important act of choosing the best alternative from among those considered All the pertinent criteria in the decision have now been determined weighted and the alternatives have been identified and analyzed
g Step 7 Implementing the alternative – implementation involves conveying the decision to those affected by it and getting their commitment to it If the people who must carry out a decision participate in the process they’re more likely to enthusiastically support the outcome than if they are just told what to do
h Step 8 Evaluating decision effectiveness – the last step in the decisionmaking process involves appraising the outcome of the decision to see if the problem has been resolved Did the alternative chose and implemented accomplish the desired result If not the manager may consider returning to a previous step or may even consider starting the whole decision process over
(difficult)
123 In a short essay discuss the assumptions of rationality and the validity of those assumptions
Answer
A decision maker who was perfectly rational would be fully objective and logical He or she would carefully define a problem and would have a clear and specific goal Moreover making decisions using rationality would consistently lead toward selecting the alternative that maximizes the likelihood of achieving that goal The assumptions of rationality apply to any decision Rational managerial decision making assumes that decisions are made in the best economic interests of the organization That is the decision maker is assumed to be maximizing the organization’s interests not his or her own interests Managerial decision making can follow rational assumptions if the following conditions are met The manager is faced with a simple problem in which the goals are clear and the alternatives limited in which the time pressures are minimal and the cost of seeking out and evaluating alternatives is low for which the organizational culture supports innovation and risk taking and in which outcomes are relatively concrete and measurable However most decisions that managers face in the real world don’t meet all those tests
(moderate)
126 In a short essay discuss the difference between wellstructured and poorly structured problems Include specific examples of each type of problem to support your answer Next discuss the type of decisions that would be used to address each of these problems
Answer
a Wellstructured problems the goal of the decision marker is clear the problem is familiar and information about the problem is easily defined and complete Examples of these types of problems might include a customer’s wanting to return a purchase to a retail store a supplier’s being late with an important delivery a news team’s responding to an unexpected and fastbreaking event or a college’s handling of a student wanting to drop a class Such situations are called wellstructured problems since they are straightforward familiar and easily defined problems In handling these problem situations the manager uses a programmed decision Decisions are programmed to the extent that they are repetitive and routine and to the extent that a definite approach has been worked out for handling them Because the problem is well structured the manager doesn’t have to go to the trouble and expense of going through an involved decision progress Programmed decision making is relatively simple and tends to rely heavily on previous solutions
b Poorlystructured problems – these problems are new or unusual and for which information is ambiguous or incomplete For example the selection of an architect to design a new corporate manufacturing facility in Bangkok is an example of a poorlystructured problem When problems are poorlystructured managers must rely on nonproprammed decision making in order to develop unique solutions Nonprogrammed decisions are unique and nonrecurring When a manager confronts a poorlystructured problem or one that is unique there is no cutanddried solution It requires a custommade response through nonprogrammed decision making
(difficult)
130 In a short essay list and discuss the four decisionmaking styles as described in the text
Answer
a Directive style – people using the directive style have low tolerance for ambiguity and are rational in their way of thinking They’re efficient and logical Directive types make fast decisions and focus on the short run Their efficiency and speed in making decisions often result in their making decisions with minimal information and assessing few alternatives
b Analytic style – decisionmakers with an analytic style have much greater tolerance for ambiguity than do directive types They want more information before making a decision and consider more alternatives than a directive style decisionmaker does Analytic decisionmakers are best characterized as careful decisionmakers with the ability to adapt or cope with unique situations
c Conceptual style – individuals with a conceptual style tend to be very broad in their outlook and will look at many alternatives They focus on the long run and are very good at finding creative solutions to problems
d Behavioral style – these decision markers work well with others They’re concerned about the achievements of subordinates and are receptive to suggestions from others They often use meetings to communicate although they try to avoid conflict Acceptance by others is important to this decisionmaking style
(moderate)
Chapter 7 – Foundations of Planning
TrueFalse Questions
4 Research indicates that managers who plan always outperform managers who do not plan
False (moderate)
9 Plans that specify the details of achievement of the overall objectives are called operational plans
True (difficult)
10 Directional plans have clearly defined objectives
False (moderate)
12 Standing plans are created in response to programmed decisions that managers make and include policies rules and procedures
True (moderate)
13 The greater the environmental certainty the more plans need to be directional and emphasis placed on the short term
False (moderate)
22 An organization's real goals are what they actually plan on accomplishing rather than what they hope to accomplish
False (moderate)
24 Real goals are official statements of what an organization says its goals are
False (easy)
Multiple Choice
36 One purpose of planning is that it minimizes ______________ and ______________
a cost time
b time personnel needs
c waste redundancy (difficult)
d time waste
e mistakes cost
38 What does the evidence suggest about organizations that plan compared to organizations that do not plan
a Planning organizations always outperform nonplanning organizations
b Nonplanning organizations always outperform planning organizations
c Planning organizations generally outperform nonplanning organizations (easy)
d Nonplanning organizations generally outperform planning organizations
e They generally perform at about the same level
45 Which of the following is the foundation of planning
a employees
b goals (easy)
c outcomes
d computers
e the planning department
46 According to the text _____________ are documents that outline how goals are going to be met and which typically describe resource allocations schedules and other necessary actions to accomplish the goals
a strategies
b goals
c plans (moderate)
d policies
e procedures
50 Which of the following is true concerning an organization's stated objectives
a They issue identical objectives to all constituents
b Organizations typically have internal and external sets of objectives
c They may issue different objectives to stockholders customers employees and the public
(moderate)
d It is illegal to issue conflicting stated objectives
e Stated objectives are usually in line with shortterm actions
54 What should a person do to understand what are the real objectives of the organization
a observe organizational member actions (moderate)
b attend a stockholders annual meeting
c read their statement of purpose
d read their annual report
e watch television news reports
59 When we categorize plans as being singleuse versus standing we categorize them by ______________
a breadth
b specificity
c frequency of use (easy)
d depth
e time frame
61 Based on the information presented in the text ______________ are short term specific and standing
a operational (moderate)
b longterm
c strategic
d specific
e directional
67 An organizational plan that has a 6year time frame would be considered what type of plan
a operational
b shortterm
c strategic
d intermediate
e longterm (moderate)
68 Strategic plans tend to include a time period of usually ______________
a 1 year
b 13 years
c 3 years or more (moderate)
d 5 years or more
e at least 10 years
71 Compared to directional plans what type of plan has clearly defined objectives
a strategic
b singleuse
c shortterm
d specific (moderate)
e standing
76 Planning accuracy with a high degree of environmental change tends to produce which of the following results
a Planning accuracy is likely
b Planning accuracy becomes much more important
c Planning accuracy becomes less important
d Planning accuracy is less likely (moderate)
e Planning accuracy occurs in the longrun
78 A ______________ plan is a onetime plan designed to meet the needs of a unique situation and created in response to nonprogrammed decisions that managers make
a singleuse (easy)
b shortterm
c directional
d standing
e strategic
79 A small town's preparation for a visit by the President of the United States would be considered what type of plan
a strategic
b directional
c standing
d longterm
e singleuse (moderate)
81 A city's policy concerning skateboarding on downtown sidewalks providing guidance for police action would be considered what type of plan
a standing (difficult)
b contingency
c directional
d singleuse
e strategic
84 Where in the organizational hierarchy are traditional goals determined
a frontline employees
b team leaders
c lowerlevel managers
d middle managers
e top managers (moderate)
89 A management system in which specific performance goals are jointly determined by employees and their managers is known as ______________
a management by objectives (moderate)
b meansends chain
c traditional goal setting
d management by opinions
91 Which of the following is not one of the four common elements of Management By Objectives (MBO)
a goal specificity
b participative decisionmaking
c an explicit time period
d a systems loop (difficult)
e performance feedback
93 Management By Objectives (MBO) can be described by which of the following statements
a an autocratic system
b a bottom up system
c a top down system
d both a top down and a bottom up system (difficult)
e a static system
105 According to the boxed feature Managing in an EBusiness World probably the biggest change for planning in ebusiness is that ______________
a the environment is more stable
b customers are calling the shots (moderate)
c employees are making the demands
d only a few competitors exist
Essay Questions
122 In a short essay list and discuss the four reasons for planning
Answer
a Planning establishes coordinated effort It gives direction to managers and nonmanagers alike When employees know where the organization or work unit are going and what they must contribute to reach goals they can coordinate their activities cooperate with each other and do what it takes to accomplish those goals Without planning departments and individuals might be working at crosspurposes preventing the organization from moving efficiently toward its goals
b Planning reduces uncertainty by forcing managers to look ahead anticipate change consider the impact of change and develop appropriate responses It also clarifies the consequences of actions managers might take in response to change Even though planning can’t eliminate change managers plan in order to anticipate changes and develop the most effective response to them
c Planning reduces overlapping and wasteful activities When work activities are coordinated around established plans wasted time and resources and redundancy can be minimized Furthermore when means and ends are made clear through planning inefficiencies become obvious and can be corrected or eliminated
d Planning establishes goals or standards that are used in controlling If managers are unsure of what they are trying to accomplish they will be unable to determine whether or not the goal has actually been achieved In planning goals and plans are developed Then through controlling actual performance is compared against the goals significant deviations are identified and necessary corrective action is taken Without planning there would be no way to control
(moderate)
127 In a short essay list and discuss five characteristics of welldefined goals
Answer
(1) A welldesigned goal should be written in terms of outcomes rather than actions The desired end result is the most important element of any goal and therefore the goal should be written to reflect this (2) Next a goal should be measurable and quantifiable It’s much easier to determine if a goal has been met if it’s measurable In line with specifying a quantifiable measure of accomplishment (3) a welldesigned goal should also be clear as to a time frame Although openended goals may seem preferable because of their supposed flexibility in fact goals without a time frame make an organization less flexible because a manager is never sure when the goal has been met or when he or she should call it quits because the goal will never be met regardless of how long he or she works at it (4) Next a welldesigned goal should be challenging but attainable Goals that are too easy to accomplish are not motivating and neither are goals that are not attainable even with exceptional effort (5) Next welldesigned goals should be written down Although actually writing down goals may seem too time consuming the process of writing the goals forces people to think them through In addition the written goals become visible and tangible evidence of the importance of working toward something (6) Finally welldesigned goals are communicated to all organizational members who need to know the goals
Making people aware of the goals ensures that they’re on the same page and working in ways to ensure the accomplishment of the organizational goals
(moderate)
128 In a short essay list and discuss the five steps in the goalsetting process
Answer
a Step 1 Review the organization’s mission the purpose of the organization These broad statements of what the organization’s purpose is and what it hopes to accomplish provide an overall guide to what organizational members think is important It’s important to review these statements before writing goals because the goals should reflect what the mission statement says
b Step 2 Evaluate available resources A manager doesn’t want to set goals that are impossible to achieve given the available resources Even though goals should be challenging they should be realistic If the resources a manager has to work with doesn’t allow for the achievement of that goal no matter how had the manager tries of how much effort is exerted that goal shouldn’t be set
c Step 3 Determine individually or with input from others the goals These goals reflect desired outcomes and should be congruent with the organizational mission and goals in other organizational areas These goals should be measurable specific and include a time frame for accomplishment
d Step 4 Write down the goals and communicate them to all who need to know Writing goals down forces people to think them through and also makes those goals visible and tangible evidence of the importance of working toward something
e Step 5 Review results and whether goals are being met Make changes as needed Once the goals have been established written down and communicated a manager is ready to develop plans for pursuing the goals
(difficult)
129 In a short essay list and discuss the three contingency factors that affect planning
Answer
a Level in the organization – for the most part operational planning dominates managers’ planning efforts at lower levels At higher organizational levels the planning becomes more strategy oriented
b Degree of environmental uncertainty – when environmental uncertainty is high plans should be specific but flexible Managers must be prepared to reword and amend plans as they’re implemented At times managers may even have to abandon their plans
c Length of future commitments – the more that current plans affect future commitments the longer the time frame for which managers should plan This commitment concept means that plans should extend far enough to meet those commitments made when the plans were developed Planning for too long or for too short a time period is inefficient and ineffective
(moderate)
Chapter 8 – Strategic Management
TrueFalse Questions
3 The first step in the strategic management process is analyzing the external environment
False (difficult)
6 Within an industry an environment can present opportunities to one organization and pose threats to another
True (moderate)
11 The final step in the strategic management process is implementing the objectives
False (difficult)
TYPES OF ORGANIZATIONAL STRATEGIES
12 Corporatelevel strategies are developed for organizations that run more than one type of business
True (moderate)
21 The business group that is characterized by having low growth but high market share is known as a cash cow
True (moderate)
23 According to the Boston Consulting Group matrix question marks are businesses that generate large amounts of cash but their prospects for future growth are limited
False (moderate)
27 According to Porter's competitive strategies framework the cost leadership strategy would result in the best quality product at a justifiable cost
False (difficult)
Multiple Choice
38 The strategic management process is divided into which of the following sections
a planning implementation and evaluation (easy)
b problem identification planning and implementation
c implementation evaluation and restructuring
d mission statement environmental evaluation and specific goals
e mission statement environmental scoping and evaluation
39 In the strategic management process the ______________ defines the organizational purpose and answers the question What is our reason for being in business
a objective
b evaluation
c strategy
d mission (easy)
e values statement
41 Which of the following is not an example of an organization's mission
a We believe our first responsibility is to doctors nurses and patients to mothers and all others who use our products and services (Johnson & Johnson)
b AMAX's principal products are molybdenum coal iron ore copper lead zinc petroleum and natural gas potash phosphates nickel tungsten silver gold and magnesium
c We at Xeren want to increase market share by 10 during the next fiscal year (difficult)
d We are dedicated to the total success of Corning Glass Works as a worldwide competitor
e Hoover Universal is a diversified multiindustry corporation with strong manufacturing capabilities entrepreneurial policies and individual business unit autonomy
44 Which of the following is not part of the organization's external environment
a what competition is doing
b pending legislation that might affect the organization
c consumer trends
d employees' education level (moderate)
e labor supply
45 What step in the strategic management process follows analyzing the external environment
a identifying opportunities and threats (moderate)
b mission statement
c evaluation
d identifying strengths and weaknesses
e formulating strategies
50 What step in the strategic management process follows analyzing the organization's resources
a identifying opportunities and threats
b formulating strategy
c mission statement
d implementing strategy
e identifying strengths and weaknesses (easy)
55 In the strategic management process what step comes prior to evaluating results
a identifying strengths and weaknesses
b formulating strategies
c identifying opportunities and threats
d implementing strategies (easy)
f analyzing the organization's resources
56 What is the final step in the strategic management process
a mission statement
b identifying opportunities and threats
c implementing strategies
d analyzing the organization's resources
e evaluating results (easy)
60 Which of the following is one level of strategic planning in large companies
a management level
b financial level
c staff level
d corporate level (easy)
e systems level
62 Lower level managers in an organization are typically responsible for which of the following types of strategies
a functionallevel strategies
b businesslevel strategies
c corporatelevel strategies
d mergers and acquisitions
63 Which of the following is associated with corporatelevel strategies
a They are needed if your organization is in more than one type of business (moderate)
b They answer How should our business compete
c They represent a single business
d They are a method of support for the businesslevel strategies
e They determine the operations of a single business unit
65 When PepsiCo seeks to integrate the strategies of Pepsi 7Up International and FritoLay it is developing what level of business strategy
a functional
b system
c management
d business
e corporate (moderate)
68 Examples of a corporatelevel stability strategy include all of the following EXCEPT
a continuing to serve the same clients by offering the same product or service
b maintaining market share
c sustaining the organization’s returnoninvestment results
d implementing vertical or horizontal integration (moderate)
70 When should management pursue a stability strategy
a Organizational performance is slipping
b The environment is changing
c The organization's performance is satisfactory and the environment is stable (moderate)
d The firm has valuable strengths
e There are abundant environmental opportunities
76 In ______________ the organization attempts to gain control of its inputs by becoming its own supplier
a forward vertical integration
b backward vertical integration (moderate)
c horizontal integration
d related diversification
e unrelated diversification
78 Which of the following describes a company growing by combining with other organizations in the same industry
a forward vertical integration
b backward vertical integration
c horizontal integration (moderate)
d related diversification
e unrelated diversification
86 Which of the four business groups in the corporate portfolio matrix has high growth and high market share
a cash cow
b stars (difficult)
c question marks
d dogs
e elephants
98 Michael Porter's competitive strategies framework identifies three generic competitive strategies cost leadership differentiation and ______________
a depth
b breadth
c revenue growth
d focus (moderate)
e acquisition
102 Porter's competitive strategies framework describes a ______________ strategy whereby an organization wants to be unique in its industry along dimensions widely valued by buyers
a differentiation (moderate)
b focus
c cost leadership
d depth
e defender
105 According to the boxed feature Managing in an EBusiness World all of the following are mentioned as major implications of the increasingly dynamic and uncertain environments on ebusiness strategies EXCEPT
a environmental analysis will become an important part of everyone’s job
b strategy will become increasingly long term in orientation (moderate)
c barriers to entry are practically nonexistent
d a sustainable competitive advantage will be harder to achieve
Scenarios
A Large Taco (Scenario)
It is now ten years later and as the original owner of Taco Rocket you have seen your business holdings grow substantially You now need to decide how to best manage and utilize the large number of assets represented by the companies you own You called the Boston Consulting Group (BCG) and they have offered you some advice based on their corporate portfolio matrix
117 Your oldest holding Taco Rocket has not grown much in recent years but due to low debt generates a huge amount of cash Taco Rocket would be considered according to BCG a ______________
a cash cow (moderate)
b star
c question mark
d dog
e does not fit with their matrix
118 Recently you also purchased a company that manufactures a new satellite dish allowing you to enter into the cable television market The business is profitable and growing but the technological unknowns make it risky BGC considers it a ______________
a cash cow
b star
c question mark (moderate)
d dog
e does not fit with their matrix
119 Another purchase you made was to acquire a local coffeecart chain with thirty locations around the city You don't see it growing very much but then it doesn't cost much to operate BGC has labeled this venture a ______________
a cash cow
b star
c question mark
d dog (moderate)
e does not fit with their matrix
120 You also got somewhat lucky with an investment made a few years ago You were an original investor in a computer chip company that took off quickly and now dominates the market While growing quickly it does not tend to generate positive cash flow and is in continuous need of reinvestment of equipment and product development BGC considers this a ______________
a cash cow
b star (moderate)
c question mark
d dog
e does not fit with their matrix
Essay Questions
THE STRATEGIC MANAGEMENT PROCESS
121 In a short essay list and discuss the eight steps in the strategic management process
123 In a short essay list and discuss the three levels of strategy that an organization must develop
Answer
a Corporatelevel strategy – this strategy seeks to determine what businesses a company should be in or wants to be in Corporatelevel strategy determines the direction that the organization is going and the roles that each business unit in the organization will plan in pursuing that direction
b Businesslevel strategy – this strategy seeks to determine how an organization should compete in each of its businesses For a small organization in only one line of business or the large organization that has not diversified into different products or markets the businesslevel strategy typically overlaps with the organization’s corporate strategy For organizations with multiple businesses however each division will have its own strategy that defines the products or services it will offer and the customers it wants to reach
c Functionallevel strategy – this strategy seeks to determine how to support the businesslevel strategy For organizations that have traditional functional departments such as manufacturing marketing human resources research and development and finance these strategies need to support the businesslevel strategy
(moderate)
126 In a short essay discuss the Boston Consulting Group (BCG) matrix and explain its usefulness in segmenting businesses Include a discussion of the characteristics for each of the four categories based on the BCG matrix
Answer
The Boston Consulting Group matrix introduced the idea that an organization’s businesses could be evaluated and plotted using a 2 x 2 matrix to identify which ones offered high potential and which were a drain on organizational resources The horizontal axis represents market share which was evaluated as either low or high and the vertical axis indicates anticipated market growth which also was evaluated as either low or high Based on its evaluation the business was placed in one of four categories
a Cash cows (low growth high market share) – businesses in this category generate large amounts of cash but they prospects for future growth are limited
b Stars (high growth high market share) – these businesses are in a fastgrowing market and hold a dominant share of that market Their contribution to cash flow depends on their need for resources
c Question marks (high growth low market share) – these businesses are in an attractive industry but hold a small market share percentage
d Dogs (low growth low market share) – businesses in this category do not produce or consume much cash However they hold no promise for improved performance
(easy)
128 In a short essay list and discuss the five competitive forces according to Porter which determine industry attractiveness and profitability
Answer
a Threat of new entrants – determined by the height of barriers to entry which includes factors such as economies of scale brand loyalty and capital requirements determine how easy or difficult it is for new competitors to enter an industry
b Threat of substitutes – factors such as switching costs and buyer loyalty determine the degree to which customers are likely to buy a substitute product
c Bargaining power of buyers – factors such as number of customers in the market customer information and the availability of substitutes determine the amount of influence that buyers have in an industry
d Bargaining power of suppliers – factors such as the degree of supplier concentration and availability of substitute inputs determine the amount of power that supplier have over firms in the industry
e Existing rivalry – factors such as industry growth rate increasing or falling demand and product differences determine how intense the competitive rivalry will be among firms in the industry
(moderate)
129 In a short essay list and discuss the three competitive strategies according to Porter Include specific examples of companies that pursue each of the three competitive strategies
Answer
a Cost leadership strategy – when an organization sets out to be the lowestcost producer in its industry it’s following a cost leadership strategy A lowcost leader aggressively searches out efficiencies in production marketing and other areas of operation Overhead is kept to a minimum and the firm does everything it can to cut costs For example WalMart’s headquarters in Bentonville Arkansas office furnishings are sparse and drab but functional Although lowcost leaders don’t place a lot of emphasis on frills the product or service being sold must be perceived as comparable in quality to that offered by rivals or at least be acceptable to buyers Examples of companies that have used the lowcost leader strategy include WalMart Hyundai and Southwest Airlines
b Differentiation strategy – the company that seeks to offer unique products that are widely valued by customers is following a differentiation strategy Sources of differentiation might be exceptionally high quality extraordinary service innovative design technological capability or an unusually positive brand image The key to this competitive strategy is that whatever product or service attribute is chosen for differentiating must set the firm apart from its competitors and be significant enough to justify a price premium that exceed the cost of differentiating Practically any successful product or service can be identified as an example of the differentiation strategy Nordstrom’s (customer service) Sony (reputation for quality and innovative design) Coach handbags (design and brand image) and KimberlyClark’s Huggies PullUps (product design)
c Focus strategy the aim of the focus strategy is at a cost advantage or a differentiation advantage in a narrow segment That is managers select a market segment or group of segments in an industry and don’t attempt to serve the broad market The goal of a focus strategy is to exploit a narrow segment of a market These segments can be based on product variety type of end buyer distribution channel or geographical location of buyers Research suggests that the focus strategy may be the most effective choice for small businesses because they typically do not have the economies of scale or internal resources to successfully pursue one of the other two strategies
(moderate)
Chapter 10 – Organizational Structure and Design
TrueFalse Questions
A MANAGER’S DILEMMA
1 According to the boxed feature A Manager’s Dilemma Nokia was once involved in industries ranging from paper to chemicals and rubber
True (moderate)
2 According to the boxed feature A Manager’s Dilemma Nokia has been competing in the telecommunications industry since 1965
False (moderate)
DEFINING ORGANIZATIONAL STRUCTURE
3 Organizational design is the organization's formal framework by which job tasks are divided grouped and coordinated
False (difficult)
4 The concept of work specialization can be traced back a couple of centuries to Adam Smith's discussion of division of labor
True (moderate)
5 The degree to which tasks in an organization are divided into separate jobs is division of labor
True (moderate)
6 Historically many organizations have grouped work actions by function departmentalization
True (moderate)
7 Grouping jobs on the basis of product or customer flow is termed process departmentalization
True (moderate)
8 Geographic departmentalization has greatly increased in importance as a result of today’s competitive business environment
False (moderate)
9 A group of individuals who are experts in various specialties and who work together is a crossfunctional team
True (moderate)
10 Authority is the individual's capacity to influence decisions
False (difficult)
11 Authority is synonymous with responsibility
False (easy)
12 Authority is the rights inherent in a managerial position
True (easy)
13 A manager's span of control refers to the number of subordinates who can be effectively and efficiently supervised
True (moderate)
14 The classical view of unity of command suggests that subordinates should have only one superior to whom they report
True (easy)
15 The trend in recent years has been toward smaller spans of control
False (easy)
16 When decisions tend to be made at lower levels in an organization the organization is said to be decentralized
True (moderate)
17 Decentralization describes the degree to which decision making is concentrated at a single point in the organization
False (moderate)
18 In the last 35 years there has been a trend of organizations moving toward increased decentralization
True (easy)
19 Appropriate organizational structure depends on four variables the organization's strategy size technology and degree of environmental uncertainty
True (difficult)
20 Standardization refers to the degree to which jobs within the organization are standardized and the extent to which employee behavior is guided by rules and procedures
True (moderate)
ORGANIZATIONAL DESIGN DECISIONS
21 An organic organization tends to be characterized by high specialization extensive departmentalization narrow spans of control high formalization a limited information network and little participation in decisionmaking by lowlevel employees
False (moderate)
22 An organic organization would likely be very flexible
True (moderate)
23 Innovators need the efficiency stability and tight controls of the mechanistic structure
False (easy)
24 The relationship between organizational size and structure tends to be linear
False (difficult)
25 Joan Woodward attempted to view organizational structure from a technological perspective
True (moderate)
26 Woodward demonstrated that organizational structures adapted to their technology
True (moderate)
27 Woodward's findings support that there is one best way to organize a manufacturing firm
False (moderate)
28 The strength of the functional structure is that it focuses on results
False (moderate)
29 According to the text a functional structure creates strategic business units
False (moderate)
COMMON ORGANIZATIONAL DESIGNS
30 Project structures tend to be rigid and inflexible organizational designs
False (easy)
Multiple Choice
A MANAGER’S DILEMMA
31 According to the company profile in A Manager’s Dilemma the organizational structure of Nokia is best described as ______________
a mechanistic
b organic (moderate)
c centralized
d formalized
32 The factor contributing the most to Nokia’s success in the mobile phone industry according to the company profile in A Manager’s Dilemma is ______________
a new product development (moderate)
b government subsidies
c national trade barriers
d weak competition
33 ______________ is the process of creating an organization's structure
a Human resource management
b Leading
c Organizing (moderate)
d Planning
e Departmentalization
DEFINING ORGANIZATIONAL STRUCTURE
34 According to the text a(n) ______________ is the formal framework by which job tasks are divided grouped and coordinated
a mission statement
b environmental scan
c internal resource analysis
d organizational structure (moderate)
35 Which of the following is not one of the six key elements in organizational design
a work specialization
b departmentalization
c chain of command
d bureaucratic design (difficult)
e span of control
36 Work specialization is also known as ______________
a departmentalization
b centralization
c span of control
d formalization
e division of labor (easy)
37 The term ______________ is used to describe the degree to which tasks in an organization are divided into separate jobs
a work ethics
b managerial capitalism
c social responsibility
d work specialization (moderate)
38 When did the idea of enlarging rather than narrowing job scope begin
a 1950s
b 1960s (moderate)
c 1970s
d 1980s
e 1990s
39 Which of the following is not an example of the classical view of division of labor
a assemblyline production
b Burger King
c Taco Bell
d TQM (moderate)
e Kentucky Fried Chicken
40 ______________ is the basis on which jobs are grouped in order to accomplish organizational goals
a Departmentalization (moderate)
b Centralization
c Formalization
d Coordination
e Efficiency
41 A local manufacturing organization has groups of employees who are responsible for sales marketing accounting human resources etc These are examples of what concept
a authority
b chain of command
c empowerment
d departmentalization (moderate)
e social grouping
42 Grouping sporting equipment in one area men's clothing in another area and cosmetics in a third area is an example of what kind departmentalization
a customer
b product (easy)
c geographic
d process
e outcome
43 Sales responsibilities divided into the southwest midwest southern northern and western regions would be an example of ______________ departmentalization
a product
b geographic (easy)
c process
d outcome
e customer
44 Grouping activities on the basis of customer flow is ______________
a functional departmentalization
b product departmentalization
c geographical departmentalization
d process departmentalization (moderate)
e technological departmentalization
45 What type of departmentalization expects that each department will specialize in one specific phase of the process or product production
a product
b geographic
c process (easy)
d outcome
e customer
46 What kind of departmentalization would be in place in a government organization where different public service responsibilities are divided into activities for employers children and the disabled
a product
b geographic
c process
d outcome
e customer (moderate)
47 Which of the following is not a form of departmentalization suggested by your text
a functional departmentalization
b product departmentalization
c geographical departmentalization
d process departmentalization
e technological departmentalization (difficult)
48 Today's competitive business environment has greatly increased the importance of what type of departmentalization
a geographic
b customer (difficult)
c product
d process
e outcome
49 According to the text managers are using ______________ which are groups of individuals who are experts in various specialties and who work together
a specialized teams
b crossdemanded teams
c crossfunctional teams (moderate)
d simple structured teams
50 Which of the following is a contemporary addition to the historical view of departmentalization
a increased rigidity
b crossfunctional teams (moderate)
c enhanced centralization
d elimination of product departmentalization
e addition of sales departmentalization
51 Bringing together the company's legal counsel research engineer and marketing specialist for a project is an example of a(n) ______________
a empowered team
b process departmentalization
c product departmentalization
d crossfunctional team (moderate)
e continuous improvement team
52 The ______________ is the continuous line of authority that extends from upper organizational levels to the lowest levels and clarifies who reports to whom
a chain of demand
b chain of command (easy)
c demand hierarchy
d continuous design structure
53 To whom a worker reports concerns which aspect of organizational structure
a chain of command (moderate)
b departmentalization
c pay structure
d line of command
e authority framework
54 ______________ entitles a manager to direct the work of a subordinate
a Responsibility
b Legitimate power
c Rank
d Operating responsibility
e Authority (moderate)
55 ______________ is the obligation to perform assigned activities
a Authority
b Responsibility (easy)
c Chain of command
d Unity of command
e Formalization
56 The ______________ principle (one of Fayol’s 14 principles of management) helps preserve the concept of a continuous line of authority
a unity of demand
b unity of command (moderate)
c demand structure
d continuous demand
57 Span of control refers to which of the following concepts
a how much power a manager has in the organization
b the geographic dispersion of a manager's subunits of responsibility
c how many subordinates a manager can effectively and efficiently supervise (moderate)
d the number of subordinates affected by a single managerial order
e the amount of time it takes to pass information down through a manager's line of command
58 Other things being equal the wider or larger the span of control the more ______________ the organizational design
a bureaucratic
b democratic
c effective
d efficient (difficult)
e classical
59 Wider spans of control may be viewed as more efficient but eventually wider spans tend to have what effect on organizations
a reduced effectiveness (difficult)
b increased turnover
c loss of managerial power
d customer dissatisfaction
e rigid chains of command
60 An organization that spends money on maintaining a welltrained work force can expect which of the following spanofcontrol outcomes
a increased contempt for management
b increased voluntary turnover
c centralized authority
d less direct supervision (moderate)
e increased need for manageriallevel employees
61 A hightech manager who supervises the development of a new computer chip needs ______________ compared to a manager who supervises the mailing of unemployment insurance checks at the local government office
a about the same span of control
b a narrower span of control (difficult)
c a wider span of control
d a more informal span of control
e elimination of the span of control
62 In general span of control is ______________ for managers
a increasing (easy)
b decreasing
c staying the same
d significantly decreasing
e no longer important
63 ______________ describes the degree to which decision making is concentrated at a single point in the organization
a Decentralization
b Centralization (moderate)
c Transnationalism
d Cross sectional analysis
64 If lowerlevel employees provide input or are actually given the discretion to make decisions the organization is ______________
a formalized
b centralized
c decentralized (easy)
d mechanistic
e organic
65 Recently there has been a distinct trend toward ______________
a smaller spans of control
b decentralized decisionmaking (moderate)
c decreased flexibility
d emphasis on chain of command
e mechanistic organizations
66 Which of the following factors WOULD NOT influence an organization to have a higher degree of centralization
a Environment is stable
b Company is geographically dispersed (difficult)
c Company is large
d Decisions are significant
e Organization is facing a crisis
67 ______________ refers to the degree to which jobs within the organization are standardized and the extent to which employee behavior is guided by rules and procedures
a Standardization
b Centralization
c Chain of command
d Strategy
e Formalization (moderate)
68 All of the following factors indicate that a decentralized organization would be most effective EXCEPT when ______________
a the environment is complex
b decisions are relatively minor
c the organization is facing a crisis (difficult)
d the company is geographically dispersed
e effective implementation of strategies depends on managers having involvement and flexibility
to make decisions
69 Which of the following factors describes an environment in which a high degree of decentralization is desired
a Environment is complex uncertain (moderate)
b Lowerlevel managers do not want to have a say in decisions
c Decisions are significant
d Company is large
e Organization is facing a crisis or the risk of company failure
70 The ______________ organizational structure is characterized by high specialization extensive departmentalization narrow spans of control and high formalization
a mechanistic (easy)
b organic
c contingency
d adhocracy
e functional
71 Which of the following is NOT a characteristic of a mechanistic organization
a high specialization
b wide spans of control (moderate)
c high formalization
d limited information network
e extensive departmentalization
72 What type of organizational form follows classical principles such as unity of command
a organic
b linear
c decentralized
d mechanistic (moderate)
e adhocracy
ORGANIZATIONAL DESIGN DECISIONS
73 Which of the following would likely be found in mechanistic organizations
a wide span of control
b empowered employees
c decentralized responsibility
d few rules andor regulations
e standardized job specialties (difficult)
74 All of the following are characteristics of an organic organization EXCEPT
a narrow spans of control (moderate)
b crosshierarchical teams
c free flow of information
d low formalization
e crossfunctional teams
75 In the early years of Apple Computers its desire for highly proficient and creative employees who operated with few work rules was an example of what type of organization
a bureaucratic
b mechanistic
c volatile
d nouvelle
e organic (difficult)
76 Which of the following is true concerning an organic organization's problemresponse time
a It requires strict adherence to efficiently developed rules
b Its speed demands clear lines of command
c Response times are slower than mechanistic organizations but answers tend to be more
accurate
d Professional standards guide behavior (difficult)
e The response time is quick due to the centralized design
77 Which of the following is not one of the four contingency variables that help determine appropriate organizational structure
a organizational size
b organizational strategy
c organizational technology
d organizational age (moderate)
e degree of environmental uncertainty
78 Which of the following is an accurate statement
a Strategy follows structure
b Strategy and structure are equal in temporal importance
c Strategy and structure are not linked
d Structure follows strategy (moderate)
e Mechanistic and organic organizations have distinct differences in the application of the relationship between strategy and structure
79 Most current strategystructure contingency frameworks tend to focus on three strategy dimensions These dimensions are ______________
a revenue maximization customer satisfaction and visibility
b customer satisfaction employee satisfaction and ethics
c innovation cost minimization and imitation (difficult)
d legal considerations profit maximization and innovation
e longterm survival profit maximization and customer satisfaction
80 What kind of relationship is there between organizational size and degree of mechanistic structure
a 10
b unclear
c positive (moderate)
d bimodal
e exponential
81 Joan Woodward's research was the first major attempt to view organizational structure from a ______________ perspective
a strategic
b contingency
c size
d departmental
e technological (easy)
82 The three production categories that Joan Woodward divided organizations into in order to uncover relationships between organizational structure and technology are ______________
a unit mass process (difficult)
b unit product cost
c product cost customer
d mass process cost
e process unit product
83 According to Woodward's studies what type of production works best with a mechanistic structure
a unit
b process
c product
d mass (moderate)
e justintime
84 Which of the following is not a characteristic that would suggest unit production would be a best fit
a low horizontal differentiation
b low vertical differentiation
c smallbatch custom products
d low formalization
e mechanistic structure (difficult)
85 A characteristic that both unit production and process production have is that the most effective organizational structure for both technologies is ______________
a organic (difficult)
b mechanistic
c adhocracy
d matrix
e team
86 Woodward's studies generally demonstrate that organization ______________ should adapt to their ______________
a processes environment
b employees leaders
c technologies legal constraints
d structures technology (moderate)
e outputs resources
87 Which type of environment is best suited for mechanistic organizations
a dynamic
b manufacturing
c service
d combination
e stable (moderate)
88 According to the text all of the following are examples of the more traditional organizational designs EXCEPT
a the simple structure
b the functional structure
c the matrix structure (moderate)
d the divisional structure
89 Which of the following is not characteristic of a simple organizational structure
a narrow spans of control (moderate)
b low degree of departmentalization
c centralized decisionmaking
d little formalization
e information arrangement of employees
COMMON ORGANIZATIONAL DESIGNS
90 Which of the following terms is associated with a simple organizational structure
a elaborate
b highcomplexity
c formal
d decentralized
e flat (moderate)
91 A wine store that employs six people most likely has what kind of organizational structure
a bureaucracy
b simple (difficult)
c functional
d divisional
e teambased
92 All of the following are strengths of a simple organizational structure EXCEPT
a It's fast
b It's inexpensive to maintain
c It's less risky (moderate)
d Accountability is clear
e It's flexible
93 A bureaucratic or mechanistic design may use a ______________ structure which groups similar or related occupational specialties together
a matrix
b functional (moderate)
c divisional
d geographic
e teambased
94 A ______________ structure creates strategic business units
a matrix
b functional
c divisional (difficult)
d geographic
e teambased
95 What type of organizational structure is made up of autonomous selfcontained units
a bureaucracy
b simple
c functional
d divisional (moderate)
e teambased
96 In what type of organizational structure is empowerment most crucial
a bureaucracy
b simple
c functional
d divisional
e teambased (easy)
97 The ______________ is an organizational structure that assigns specialists from different functional departments to work on one or more projects being led by project managers
a functional structure
b simple structure
c matrix structure (moderate)
d divisional structure
98 The matrix approach violates what classical principle
a unity of command (moderate)
b decentralization
c customer focus
d linear lines of responsibility
e large spans of control
99 What type of organization assigns specialists from different functional departments to work on one or more projects led by a project manager
a classical
b contemporary
c matrix (easy)
d evolutionary
e productbased
100 A ______________ organization is not defined by or limited to the horizontal vertical or external boundaries imposed by a predefined structure
a teambased
b boundaryless
c mechanistic
d project (moderate)
e simple
101 A ______________ organization has developed the continuous capacity to adapt and change
a simple
b mechanistic
c bureaucratic
d teambased
e learning (moderate)
MANAGING IN AN EBUSINESS WORLD
102 According to the boxed feature Managing in an EBusiness World all of the following are needed for Ebusiness to achieve the characteristic necessary for success in the digital world EXCEPT
a high vertical horizontal and lateral communication
b crosshierarchical and crossfunctional teams
c extensive employee empowerment
d high formalization (moderate)
103 According to the boxed feature Managing in an EBusiness World Amazoncom’s organizational structure is best described as ______________
a mechanistic
b organic (moderate)
c formal
d diagonal
104 According to the boxed feature Managing in an EBusiness World the ______________ organization is the concept that describes an Ebusiness organization
a mechanistic
b boundaryless (moderate)
c functional
d diagonal
105 The important characteristics of a learning organization revolve around all of the following EXCEPT
a organizational design
b market capitalization (moderate)
c information sharing
d leadership
e culture
Scenarios
DEFINING ORGANIZATIONAL STRUCTURE
Organizational Structure (Scenario)
Michelle is a registered nurse in charge of a new unit in her hospital She would like to have a more laidback approach to dealing with her new staff but the hospital demands that there are strict hierarchical levels and that all decisions must be signed off by Michelle Sometimes this drives Michelle nuts the constant filling out of forms etc She also feels that the numerous levels of hierarchy are unnecessary and place barriers between her and her staff She isn't sure why things have to be so organized and is thinking about speaking with her boss to attempt changing her unit to have more flexibility and fewer rules
106 Michelle is concerned about her unit's ______________ the unit's formal framework by which job tasks are divided grouped and coordinated
a formal organizational chart
b organizational structure (moderate)
c staff
d span of control
e communication lines
107 Michelle is required to sign off on all decisions suggesting that they have a ______________ form of decisionmaking authority
a centralized (moderate)
b formal
c autocratic
d policy
e strict
108 Michelle has noticed that everyone is very concerned about the ______________ the line of authority within the organization
a responsibility
b chain of command (easy)
c span of control
d organizational strategy
e environment
Consultants R Us (Scenario)
Beth Ann has been hired as a consultant for XYZ Consulting and her first assignment is to apply the work of Joan Woodward to her client Custom Leather Inc Custom Leather makes expensive leather furniture
109 Woodward felt that the effectiveness of the organization would be related to the ______________ fit
a employeeproduct
b technologystructure (moderate)
c environmentprocess
d processemployee
e employeeenvironment
110 If Custom Leather produces couches for individual orders this is termed ______________ production
a mass
b process
c unit (moderate)
d environmental
e procedural
111 If Custom Leather produces in large batches this is termed ______________ production
a mass (moderate)
b process
c unit
d environmental
e procedural
112 Custom Leather is unable to use a continuous process or ______________ production because leather is a unique item
a mass
b process (moderate)
c unit
d environmental
e procedural
ORGANIZATIONAL DESIGN DECISIONS
You Can Bank on It (Scenario)
Susan's employer Western Bank like many others had recently undergone decruitment in order to right size the organization The Board of Directors felt that their sagging stock price could be improved with some labor cost cutting Along with other new challenges a problem now existed with span of control and decisionmaking authority In the past her bank's policy was that no manager should supervise more than six subordinates and only managers should make decisions for their individual units But now with the cuts in middle management upper management had increased the span of control but still insisted on managerialonly decisionmaking The result was that managers spent all of their time putting out fires and subordinates felt they were getting answers too slowly and wanted to start having the authority to make decisions on their own Clearly something had to change
113 Of the following which is not a reason that would be consistent with Western Bank's wanting to maintain a centralized form of decisionmaking
a Environment is uncertain (moderate)
b Environment is stable
c Company is large
d Decisions are more significant
e Organization is facing a crisis
114 Of the following which is not a reason Western Bank would not change to a more decentralized form of decisionmaking
a lowerlevel managers are capable of decisionmaking
b company is geographically dispersed
c decisions are relatively minor
d organization is in risk of failure (easy)
e lowerlevel managers want a voice in decisions
ORGANIZATIONAL DESIGN DECISIONS
115 Susan believes that Western Bank should be highly adaptive and flexible She would like for Western Bank to be a(n) ______________ structure
a organic (easy)
b mechanistic
c formalized
d technological
e strategic
116 The contingency approach would consider all of the following variables EXCEPT the ______________
a organization's strategy
b organization's size
c organization's age (moderate)
d orga nization's technology
e degree of environmental uncertainty
Food for Thought (Scenario)
Burgess owned a ToutLeMart a store that sold food and nonfood items in a warehouse environment He employed 350 people and had them work in very specialized areas Some people only unloaded the pallets from the trucks or drove the pallets onto the floor while still others unloaded the pallets in their specific area of responsibility He had managers controlling each specific area For example the automotive manager was in charge of all functions accounting purchasing sales etc This arrangement had generally worked well but recently he noticed that employees seemed bored and turnover and absenteeism had risen In addition he found that attempting to get special projects completed such as creating their new FirstClass Customer card had turned into a nightmare due to the lack of cooperation and misunderstanding between the groups
117 ToutLeMart currently operates under the classical view of the division of labor This is characterized by which of the following
a You only report to one manager
b Employees specialize in doing part of a task (easy)
c Employees specialize in doing one complete task
d People are divided according to their work interest
e Employees are trained to do many tasks to increase flexibility
118 The type of departmentalization practiced by ToutLeMart is best described as ______________
a product (moderate)
b function
c customer
d geographic
e process
119 If ToutLeMart decided to reorganize their departmentalization so that one manager was in charge of accounting one manager in charge of food stuffs one manager in charge of nonfood items etc this would be described as ______________ departmentalization
a product
b function (moderate)
c customer
d geographic
e process
120 If Burgess regularly put together teams made up of specialists from different areas to tackle new projects like the FirstClass Customer card project these would be called ______________
a crossfunctional teams (easy)
b quality circles
c total quality management
d special project teams
e specialty teams
Essay Questions
DEFINING ORGANIZATIONAL STRUCTURE
121 In a short essay list and explain the six key elements in designing an organization’s structure
Answer
a Work specialization – this concept describes the degree to which tasks in an organization are divided into separate jobs The essence of work specialization is that an entire job is not done by one individual but instead is broken down into steps and each step is completed by a different person
b Departmentalization – the basis by which jobs are grouped together is called departmentalization The five common forms of departmentalization include functional product geographical process and customer departmentalization
c Chain of command – this is the continuous line of authority that extends from upper organizational levels to the lowest levels and clarifies who reports to whom It helps employees answer questions such as Who do I go to if I have a problem or To whom am I responsible
d Span of control – this concept is important because to a large degree it determines the number of levels and managers an organization has All things being equal the wider or larger the span the more efficient the organization
e Centralization and decentralization – centralization describes the degree to which decision making is concentrated at a single point in the organization If top managers make the organization’s key decisions with little or no input from below then the organization is centralized In contrast the more that lowerlevel employees provide input or actually make decisions the more decentralization there is
f Formalization – this refers to the degree to which jobs within the organization are standardized and the extent to which employee behavior is guided by rules and procedures If a job is highly formalized then the person doing that job has a minimum amount of discretion over what is to be done when it’s to be done and how he or she could do it
(difficult)
122 In a short essay list and discuss the five common forms of departmentalization
Answer
a Functional departmentalization – jobs are grouped by functions (ie marketing finance human resources) performed This approach can be used in all types of organizations although the functions change to reflect the organization’s objectives and work activities
b Product departmentalization – jobs are groups by product line In this approach each major product area is placed under the authority of a manager who’s a specialist in and is responsible for everything having to do with that product line
c Geographical departmentalization – jobs are grouped on the basis of territory or geography such as southern midwestern or northwestern regions for an organization operating only in the United States or for a global company maybe a US European Canadian and AsianPacific regions
d Process departmentalization – groups jobs on the basis of product or customer flow In this approach work activities follow a natural processing flow of product or even customers
e Customer departmentalization – jobs are grouped on the basis of common customers who have common needs or problems that can best be met by having specialists for each
(moderate)
123 In a short essay explain the concepts of authority responsibility and unity of command
Answer
Authority refers to the rights inherent in a managerial position to tell people what to do and to expect them to do it To facilitate decision making and coordination an organization’s managers are part of the chain of command and are granted a certain degree of authority to meet their responsibilities As managers coordinate and integrate the work of employees those employees assume an obligation to perform any assigned duties This obligation or expectation to perform is known as responsibility Finally the unity of command principle helps preserve the concepts of a continuous line of authority It states that a person should report to only one manager Without unity of command conflicting demands and priorities from multiple bosses can create problems
(easy)
124 In a short essay list six factors that influence the amount of centralization and six factors influence the amount of decentralization in an organization
Answer
More Centralization
a Environment is stable
b Lowerlevel managers are not as capable or experienced at making decisions as upperlevel managers
c Lowerlevel managers do not want to have a say in decisions
d Decisions are significant
e Organization is facing a crisis or the risk of company failure
f Company is large
g Effective implementation of company strategies depends on managers’ retaining say over what happens
More Decentralization
a Environment is complex uncertain
b Lowerlevel managers are capable and experienced at making decisions
c Lowerlevel managers want a voice in decisions
d Decisions are relatively minor
e Corporate culture is open to allowing managers to have a say in what happens
f Company is geographically dispersed
g Effective implementation of company strategies depends on managers’ having involvement and flexibility to make decisions
(moderate)
ORGANIZATIONAL DESIGN DECISIONS
125 In a short essay discuss the characteristics of mechanistic and organic organizations
Answer
a The mechanistic organization is a rigid and tightly controlled structure It is characterized by high specialization rigid departmentalization narrow spans of control high formalization a limited information network (mostly downward communication) and little participation Mechanistic types of organizational structures tend to be efficiency machines well oiled by rules regulations standardized tasks and similar controls This organizational design tries to minimize the impact of differing personalities judgments and ambiguity because these human traits are seen as inefficient and inconsistent
b In direct contrast to the mechanistic form of organization is the organic organization which is as highly adaptive and flexible structure a structure as the mechanistic organization is rigid and stable Rather than having standardized jobs and regulations the organic organization is flexible which allows it to change rapidly as needs require Organic organizations have division of labor but the jobs people do are not standardized Employees are highly trained and empowered to handle diverse job activities and problems and these organizations frequently use employee teams Employees in organic type organizations require minimal formal rules and little direct supervision
(easy)
126 In a short essay list and discuss the four contingency variables that should be considered in determining an appropriate structure in organizational design
Answer
a Strategy and structure – an organization’s structure should facilitate the achievement of goals Because goals are influenced by the organization’s strategies it’s only logical that strategy and structure should be closely linked More specifically structure should follow strategy If managers significantly change the organization’s strategy they will need to modify structure to accommodate and support the change
b Size and structure – there’s considerable evidence that an organization’s size significantly affects its structure For instance large organizations—those with 2000 or more employees—tend to have more specialization departmentalization centralization and rules and regulations than do small organizations However the relationship isn’t linear Rather size affects structure at a decreasing rate that is size becomes less important as an organization grows
c Technology and structure – every organization has at least one form of technology to convert its inputs into outputs The processes or methods that transform an organization’s inputs into outputs differ by their degree of routineness In general the more routine the technology the more standardized and mechanistic the structure can be Organizations with more nonroutine technology are more likely to have organic structures
d Environmental uncertainty and structure – because uncertainty threatens an organization’s effectiveness managers will try to minimize it One way to reduce environmental uncertainty is through adjustments in the organization’s structure The greater the uncertainty the greater the need for the flexibility offered by an organic design On the other hand in stable simple environments mechanistic designs tend to be most effective
(difficult)
127 In a short essay list and discuss the three types of traditional organizational designs and the strengths and weaknesses of each of these designs
Answer
a Simple structure – this is an organizational design with low departmentalization wide spans of control authority centralized in a single person and little formalization This structure is most commonly used by small businesses in which the owner and manager are one and the same Strengths of this type of organizational structure are that it is fast flexible inexpensive to maintain and has clear accountability Weaknesses are that it becomes inappropriate as the organization grows and the reliance on one person is risky
b Functional structure – this is an organizational design that groups similar or related occupational specialties together It’s the functional approach to departmentalization applied to the entire organization Strengths of this types of organizational structure are costsaving advantages from specialization and employees are grouped with other who have similar tasks Weaknesses are pursuit of functional goals can cause managers to lose sight of what’s best for the overall organization and that functional specialists may become insulated and have little understanding of what other units are doing
c Divisional structure – this is an organizational structure made up of separate units or divisions In this design each unit or division has relatively limited autonomy with a division manager responsible for performance and who have strategic operational authority over his or her unit A main strength of this type of organizational structure is that it focuses on results where division managers are responsible for what happens to their products and services A weakness is duplication of activities and resources increases costs and reduces efficiency
(moderate)
COMMON ORGANIZATIONAL DESIGNS
128 In a short essay discuss the matrix organizational structure
Answer
The matrix structure is an organizational structure that assigns specialists from different functional departments to work on one or more projects being led by project managers One unique aspect of the matrix design is that it creates a dual chain of command and explicitly violates the classical organizing principle of unity of command Employees in a matrix organization have two managers their functional department manager and their product or project manager who share authority The project managers have authority over the functional members who are part of their project team in areas relative to the project’s goals However decisions such as promotions salary recommendations and annual reviews remain the functional manager’s responsibility To work effectively project and functional managers have to communicate regularly coordinate work demands on employees and resolve conflicts together
(moderate)
129 In a short essay explain the concept of a boundaryless organization
Answer
The boundaryless organization is an organization whose design is not defined by or limited to the horizontal vertical or external boundaries imposed by a predefined structure This idea may sound odd yet many of today’s most successful organizations are finding that they can most effectively operate in today’s environment by remaining flexible and unstructured that the ideal structure for them is not having a rigid predefined structure Instead the boundaryless organization seeks to eliminate the chain of command to have limitless spans of control and to replace departments with empowered teams
(easy)
130 In a short essay describe a learning organization and list and discuss the four elements which the important characteristics of a learning organization revolves around
Answer
A learning organization is an organization that has developed the capacity to continuously adapt and change because all members take an active role in identifying and resolving workrelated issues In a learning organization employees are practicing knowledge management by continually acquiring and sharing new knowledge and are willing to apply that knowledge in making decisions or performing their work
a Organizational design in a learning organization the organizational structure needs to be designed to allow for members to share information and collaborate on work activities throughout the entire organization—across different functional specialties and even at different organizational levels This can be done by minimizing or eliminating the existing structural and physical boundaries In this type of boundaryless environment employees are free to work together and collaborate in doing the organization’s work the best way they can and to learn from each other
b Information sharing for a learning organization to learn information must be shared among members that is organizational employees must engage in knowledge management This means sharing information openly in a timely manner and in as accurate a form as possible Because there are few structural and physical barriers in a learning organization the environment is conducive to open communication and extensive information sharing
c Leadership leadership plays an important role as an organization moves to become a learning organization One of the most important functions of leaders is facilitating the creation of a shared vision for the organization’s future and then keeping organizational members working toward that vision In addition leaders should support and encourage the collaborative environment that’s critical to learning Without strong and committed leadership throughout the organization it would be extremely difficult to be a learning organization
d Culture the organizational culture is an important aspect of being a learning organization A learning organization’s culture is one in which everyone agrees on a shared vision and everyone recognizes the inherent interrelationships among the organization’s processes activities functions and external environment There is a strong sense of community caring for each other and trust In a learning organization employees feel free to openly communicate share experiment and learn without fear of criticism or punishment
(difficult)
Chapter 13 – Managing Change and Innovation
TrueFalse Questions
WHAT IS CHANGE
1 Change is an organizational reality
True (easy)
2 Organizational change can be alteration in people structure or technology
True (moderate)
FORCES FOR CHANGE
3 The marketplace is an external force of change
True (moderate)
4 The change in demand for health care technicians is an example of an economic change
False (difficult)
5 Economic changes are an internal force of change
False (moderate)
6 Any manager can be a change agent
True (moderate)
TWO VIEWS OF THE CHANGE PROCESS
7 The calm waters approach to change would be consistent with Lewin's concept of unfreezing changing and refreezing
True (difficult)
8 In the whitewater rapids metaphor of change managers should expect change at any time and it may last for unspecified lengths of time
True (moderate)
MANAGING CHANGE
9 Change threatens the investment you've already made in the status quo
True (easy)
10 One reason people resist change is that is substitutes ambiguity for uncertainty
False (difficult)
11 The manager's options for change essentially fall into three categories structure technology and product
False (difficult)
12 Computerization is a technological change that replaces people with machines
False (moderate)
13 Probably the most visible technology changes in recent years have come through managers’ efforts to expand corporate financing
False (moderate)
14 Sensitivity training is a method of changing behavior through unstructured group interaction
True (easy)
15 Organizational cultures tend to resist change
True (moderate)
16 Techniques to change people and the quality of interpersonal work relationships are termed organizational development
True (moderate)
17 Cultural change is easier when the organizational culture is strong
False (easy)
18 The first step in accomplishing organizational cultural change is to initiate a reorganization
False (moderate)
CONTEMPORARY ISSUES IN MANAGING CHANGE
19 Cooptation refers to covert attempts to influence
False (moderate)
20 Manipulation is using direct threats
False (moderate)
21 A major disadvantage of coercion is that it is frequently illegal
True (moderate)
22 Negotiation refers to covert attempts to influence twisting and distorting facts or withholding information
False (moderate)
23 In cooptation an organization seeks to buy off the leaders of a resistance group by giving them a key role in the change decision
True (moderate)
24 Never negotiate with employees as a means of overcoming resistance to change
False (moderate)
25 The first step in changing organizational culture is to conduct a cultural analysis
True (easy)
26 In process reengineering a company drastically changes its structure technology and people by starting from scratch in reexamining the way the organization's work is done
True (moderate)
27 Stress is a dynamic condition a person faces when confronted with an opportunity constraint or demand related to what he or she desires and for which the outcome is perceived to be both uncertain and important
True (moderate)
28 In terms of organizational factors any attempt to lower stress levels has to begin with employee selection
True (moderate)
MANAGING WORKFORCE DIVERSITY
29 The Paradox of Diversity is described as situations in which limitations are placed upon diverse individuals by strong organizational cultures
True (moderate)
STIMULATING INNOVATION
30 Creativity is the process of taking an idea and turning it into a useful product service or method of operation
False (difficult)
Multiple Choice
A MANAGER’S DILEMMA
31 According to the company profile in A Manager’s Dilemma which of the following branded products does Panamerican Beverages Inc sell in Latin America
a Pepsi
b CocaCola (moderate)
c Ocean Spray
d Gatorade
e Evian
32 According to the company profile in A Manager’s Dilemma Francisco SanchezLoaeza Panamco’s Chairman and CEO attributes all of the following organizational factors as important to the company’s success EXCEPT
a centralized management philosophy (moderate)
b logistical expertise
c innovative merchandising strategies
d excellent financial stewardship
e decentralized management philosophy
WHAT IS CHANGE
33 Being a manager with no environmental uncertainty or threat of competitors' new products would be simple without any ______________
a government regulations
b unions
c diversity
d cultural differences
e change (moderate)
FORCES FOR CHANGE
34 Which of the following is not an external force of change
a marketplace
b government laws and regulations
c technology
d economic changes
e work force (moderate)
35 The Americans With Disabilities Act is an example of which of the following forms of environmental change
a internal
b technology
c government laws and regulations (moderate)
d labor markets
e economic
36 Changing human resource activities to attract and retain health care specialists due to increased needs for those workers is an example of what kind of environmental change factor
a marketplace
b technology
c labor markets (difficult)
d economic
e government laws and regulations
37 Falling interest rates would most stimulate what change factor for a manager
a marketplace
b government laws and regulations
c labor markets
d economic (easy)
e technology
38 Which of the following is not an internal force of change
a technology (moderate)
b strategy
c work force
d employee attitudes
e equipment
39 What change factor did HarleyDavidson motorcycles react to in its turnaround of production quality control and modernization
a technology
b external
c work force
d equipment
e strategy (difficult)
40 Increasing the numbers of employed women and minorities forces managers to pay attention to what change factor
a strategy
b work force (moderate)
c equipment
d technology
e employee attitudes
41 Labor strikes are an example of what change factor that may encourage a change in management thinking and practices
a work force
b equipment
c employee attitudes (easy)
d strategy
e government laws and regulations
42 In organizations people who act as catalysts and assume responsibility for managing the change process are called ______________
a change masters
b change agents (moderate)
c operations managers
d charismatic leaders
e transformational leaders
43 In an organization who is usually the change agent
a CEO
b executive vicepresident
c any manager or nonmanager (difficult)
d any competitor
e union leaders
44 In spurring organizational change outside consultants are usually more ______________ while internal managers may be more ______________
a drastic thoughtful (moderate)
b highly paid risky
c resistant bold
d cautious friendly
e interested scared
TWO VIEWS OF THE CHANGE PROCESS
45 Lewin's theory is consistent with which view of organizational change
a continuous
b contemporary
c Mayo's
d calm waters (moderate)
e change in the 1990s
46 Who theorized the change process involving unfreezing changing and refreezing
a Drucker
b Robbins
c Lewin (easy)
d Mayo
e Lawler
47 According to Kurt Lewin which of the following is not a stage in the change process
a unfreezing
b changing
c refreezing
d restraining (moderate)
48 According to Kurt Lewin increasing the driving forces which direct behavior away from the status quo is a means of doing which of the following
a unfreezing (moderate)
b changing
c restraining forces
d refreezing
e melting
49 Which of the following terms best describes the two primary views of the change process
a problematic encouraged
b occasional continuous (difficult)
c costly conservative
d optimistic pessimistic
e reactive proactive
50 Which of the following is the objective of refreezing according to Lewin
a directs behavior away from the status quo
b hinders movement away from existing equilibrium
c changes to a new environment
d eliminates the need for future change
e stabilize the new situation (moderate)
51 According to the text the ______________ is consistent with uncertain and dynamic environments
a calmwaters metaphor
b whitewater rapids metaphor (moderate)
c contemporary metaphor
d continuous metaphor
e cultural metaphor
52 A manager who comes to work every morning expecting that today will definitely bring new challenges from competitors the work force etc views organizational change in what way
a pragmatic
b continuous (moderate)
c pessimistic
d reactive
e occasional
53 According to the text managers in such businesses as wireless telecommunications computer software and women’s highfashion clothing have long confronted the ______________
a calmwaters metaphor
b whitewater rapids metaphor (moderate)
c contemporary metaphor
d continuous metaphor
e cultural metaphor
MANAGING CHANGE
54 As ______________ managers should be motivated to initiate change because they are committed to improving their organization's effectiveness
a change agents (difficult)
b efficiency experts
c manipulators
d process consultants
e reengineering specialists
55 Managers' options for change essentially fall into what three categories
a environment technology and mission
b structure technology and people (difficult)
c mission structure and people
d mission environment and process
e environment attitudes and processes
56 According to the text changing structure includes alteration in any of the following EXCEPT
a authority relations
b coordination mechanisms
c degree of centralization
d job redesign
e technology (moderate)
57 Which of the following is not a part of organizational structure
a work specialization
b departmentalization
c chain of command
d formalization
e work processes (difficult)
58 If an organization increases the span of control what factor is being focused on in an organizational change
a structure (difficult)
b people
c technology
d strategy
e human resources
59 A company that decides to decentralize its sales procedures is managing what change category
a technology
b people
c equipment
d competitors
e structure (moderate)
60 According to the text competitive factors or new innovations within an industry often require managers to introduce all of the following EXCEPT
a new equipment
b new tools
c new operating methods
d new employees (moderate)
61 ______________ is a technological change that replaces people with machines
a Operations
b Organizational development
c Automation (moderate)
d Robotics
e Downsizing
62 Probably the most visible technological changes in recent years have come through managers’ efforts to expand _____________
a corporate financing
b organizational culture
c computerization
d employee retention
63 When grocery stores installed scanners to read the product price this was an example of managing what change category
a technology (moderate)
b people
c competitors
d structure
e laws and regulations
64 If Kraft Foods hired a consultant to decrease group friction and enhance cooperative work relationships this would be an example of managing what change category
a technology
b people (difficult)
c competitors
d structure
e laws and regulations
65 Techniques to change people and the quality of interpersonal work relationships are termed ______________
a operations
b organizational development (moderate)
c downsizing
d robotics
e automation
66 ______________ is a method of changing behavior through unstructured group interaction
a Survey feedback
b Organizational development
c Sensitivity training (moderate)
d Process consultation
e Team building
67 According to the text an individual is likely to resist change because of all of the following reasons EXCEPT
a uncertainty
b increased productivity (easy)
c concern over personal loss
d belief that the change is not in the organization’s best interest
68 Which of the following reactions to change is a threat to the investment you have already made in the status quo
a uncertainty
b freezing
c change is not good for the organization
d concern over personal loss (moderate)
e refreezing
69 Which of the reasons for resistance to change may be beneficial to the organization
a uncertainty
b freezing
c change is not good for the organization (difficult)
d refreezing
e concern over personal loss
70 All of the following are mentioned in the text as actions that managers can use to deal with resistance to change EXCEPT
a education and communication
b diversification (moderate)
c participation
d facilitation and support
e negotiation
71 Which of the following techniques for reducing resistance to change is based on the belief that if employees receive the full facts and clarifications they will no longer be resistant
a education and communication (easy)
b participation
c facilitation and support
d negotiation
e manipulation and cooptation
72 If Kmart has employees serving on the committee to decide what color the new uniform colors should be this is an example of what tactic for reducing change resistance
a education and communication
b manipulation and cooptation
c participation (easy)
d facilitation and support
e coercion
73 If a bank offers personal and financial counseling to employees prior to an upcoming downsizing this is an example of what kind of tactic for reducing change resistance
a education and communication
b coercion
c manipulation and cooptation
d negotiation
e facilitation and support (moderate)
74 If management offers the union guaranteed wage hikes and a nolayoff promise in exchange for help in implementing a new production process this would be an example of what kind of tactic for reducing change resistance
a participation
b facilitation and support
c coercion
d negotiation (difficult)
e manipulation and cooptation
75 If a state legislator purposely misrepresents public employee wages to the citizens in order to apply downward wage pressure in the collective bargaining process this would be an example of what kind of tactic for reducing change resistance
a negotiation
b coercion
c cooptation
d education and communication
e manipulation (difficult)
76 ______________ refers to covert attempts to influence twisting and distorting facts or withholding information
a Negotiation
b Coercion
c Cooptation
d Education and communication
e Manipulation (moderate)
77 Buying off the leader of a resistance group in order to get hisher endorsement is an example of what kind of tactic for reducing change resistance
a negotiation
b coercion
c education and commitment
d cooptation (moderate)
e facilitation and support
78 ______________ is using direct threats or force on those who resist change
a Negotiation
b Coercion (moderate)
c Cooptation
d Education and communication
e Manipulation
79 A manager who threatens to ruin an employee's name in the company if heshe does not cooperate with an impending organizational change is using what kind of tactic for reducing change resistance
a negotiation
b coercion (moderate)
c manipulation and cooptation
d education and communication
e facilitation and support
MANAGING YOUR CAREER
80 According to the boxed feature Managing Your Career all of the following are examples of means in which individuals can reinvent themselves EXCEPT
a take advantage of continuing education or graduate courses at local colleges
b sign up for workshops and seminars that can help enhance personal skills
c depend on the organization to provide career development and training opportunities (moderate)
d voice concerns in a constructive manner
81 Which of the following represents the relationship between organizational culture and change
a Culture and change are naturally compatible
b Culture tends to be very resistant to change (moderate)
c Culture can change in months but not weeks
d Culture can never be purposely changed
e There is no relationship between culture and change
82 Which of the following is not a favorable situational condition that may facilitate change in organizational culture
a A dramatic crisis occurs
b The culture is weak
c Stock price sharply falls (moderate)
d The organization is young and small
e Leadership changes hands
83 Which of the following is the first step in accomplishing organizational cultural change
a Appoint new leadership with a new vision
b Initiate a reorganization
c Conduct a cultural analysis (moderate)
d Change the selection and socialization process
e Introduce new stories and rituals to convey the new mission
84 Which of the following is the last step in accomplishing organizational cultural change
a Make it clear that change is necessary to organizational survival
b Introduce new stories and rituals to convey new vision
c Appoint new leadership with a new vision
d Change the selection socialization and reward system to support new values (difficult)
e Initiate a reorganization
85 All of the following describe Continuous Quality Improvement EXCEPT
a continuous incremental change
b fixing and improving
c redesigning (moderate)
d mostly as is
e works from bottom up in organization
86 Which of the following statements reflects the relationship between Continuous Quality Improvement (CQI) and reengineering
a They are basically the same
b CQI begins with reengineering
c They are radically different (difficult)
d Reengineering begins with TQM
e Both require decentralized participative decisionmaking
87 In _____________ a company drastically changes its structure technology and people by starting from scratch in reexamining the way the organization's work is done
a process reengineering
b Continuous Quality Improvement (moderate)
c team building
d structural realignment
88 All of the following describe process reengineering EXCEPT
a radical change
b redesigning or starting over
c mostly what can be
d fixing and improving (moderate)
e initiated by top management
89 ______________ is a dynamic condition a person faces when confronted with an opportunity constraint or demand related to what he or she desires and for which the outcome is perceived to be both uncertain and important
a Stereotyping
b Stress (moderate)
c A halo effect
d Creativity
90 Which of the following is true concerning stress
a It is a static condition
b Stress is a negative reaction to an outside force
c Stress is often associated with constraints and demands (moderate)
d Stress limits performance
e Stress has nothing to do with opportunity
91 Which of the following must be present for potential stress to become actual stress
a uncertainty importance (moderate)
b risk valuation
c age uncertainty
d certainty risk
e pain desire
92 According to the text stress symptoms can be grouped under any of the following three general categories EXCEPT
a physiological
b cultural (moderate)
c psychological
d behavioral
93 Which of the following general categories of stress symptoms is least relevant to managers
a physiological (moderate)
b cultural
c psychological
d behavioral
94 In terms of organizational factors any attempt to lower stress levels has to begin with ______________
a employee work loads
b the reward system
c the organizational leader
d the organizational culture
e employee selection (difficult)
95 Which of the following is the primary condition to reducing organizational stress
a good jobperson match (moderate)
b merit pay system
c decentralization
d caring and understanding management
e fewer government laws and regulations
96 Which of the following is true concerning stress that arises from an employee's personal life
a A manager should offer advice
b A manager who understands hisher subordinates can help control employee personal stressors
c Management involvement may raise ethical concerns (moderate)
d A caring manager can be the most effective counselor
e There is nothing the organization should or can do to help relieve personal stressors
STIMULATING INNOVATION
97 ______________ refers to the ability to combine ideas in a unique way or to make unusual associations between ideas
a Innovation
b Imagination
c Creativity (moderate)
d Interpretive thinking
e CQI
98 ______________ is the process of taking a creative idea and turning it into a useful product service or method of operation
a Innovation (moderate)
b Imagination
c Creativity
d Interpretive thinking
e CQI
MANAGING IN AN EBUSINESS WORLD
99 According to the boxed feature Managing in an EBusiness World which of the following best describes the metaphor of the Ebusiness world
a calmwaters
b whitewater rapids (moderate)
c contemporary
d continuous
e cultural
100 According to the boxed feature Managing in an EBusiness World Tivoli Systems is a division of which of the following companies
a General Motors
b Microsoft
c IBM (moderate)
d Hewlett Packard
e Gateway
101 Which of the following is an example of a variable that can foster innovation
a mechanistic structure
b organic structure (difficult)
c few organizational resources
d low ambiguity acceptance
e low job security
102 Which of the following is not a cultural value that supports innovation
a acceptance of ambiguity
b tolerance for the impractical
c high external controls (moderate)
d focus on ends not means
e opensystem focus
103 Which of the following human resource variables is supportive of organizational innovation
a low commitment to training
b selection of Type A employees
c high job security (moderate)
d unionization
e long job tenure
104 ______________ actively and enthusiastically support new ideas build support overcome resistance and ensure that innovations are implemented
a Idea champions (moderate)
b Whistle blowers
c Idea generators
d Idea screeners
105 According to the text all of the following are common personality characteristics of idea champions EXCEPT
a extremely highselfconfidence
b persistence
c energy
d risk averse (moderate)
Scenarios
FORCES FOR CHANGE
Changing The Way (Scenario)
Due to his spouse's accepting a promotion Colin had recently left his private sector job in Kansas and accepted a new position in public service with the state of Ohio The change had been quite a shock at first The organizational cultures were quite different and each environment offered a different set of challenges One new challenge Colin accepted was implementing changes into a state government system Historically this environment had not seen a lot of changes and now with the changes in Washington and the move toward privatization change was necessary Plus his agency director was also new and had announced that the agency would be developing a new strategic plan Together Colin had been through many changes recently and would be involved in more in the near future
106 The changes the state government was facing due to pressures put on by Washington could be referred to as a(n) ______________ force of change
a driving
b external (moderate)
c technological
d internal
e marketplace
107 The changes Colin's agency was facing due to the new strategic plan anticipated from the new director could be referred to as a(n) ______________ force of change
a driving
b external
c technological
d internal (moderate)
e marketplace
108 If Colin accepts the responsibility and acts as a catalyst for change he could be referred to as a(n)
a change master
b director of change
c change agent (each)
d change manager
e enforcer of change
TWO VIEWS OF THE CHANGE PROCESS
109 The past environment of state government with very little change where the status quo is considered the equilibrium state would be consistent with all but which of the following terms
a calm waters
b unfreezing
c refreezing
d whitewater rapids (easy)
e Lewin
MANAGING CHANGE
Making Change Happen (Scenario)
Colin was getting accustomed to his surroundings in state government His efforts at getting people to accept change had met with a little resistance due to his and his new director's efforts and the hard work of his subordinates But now the hard part really started actually managing the change What techniques could he and his agency's new director employ to most effectively implement changes that would result in increased productivity in his department He considered changing three aspects of his agency the structure technology and people
110 If the new agency director decided to remove layers in the agency and increase the span of managerial control this would be considered changing the
a structural design
b selection process
c degree of centralization
d structural components (moderate)
e technological design
111 If the agency director decided to shift away from a functional to a product design this would be considered changing the
a structural design (challenging)
b selection process
c degree of centralization
d structural components
e technological design
112 If Colin decided to replace some employee work time with a telephone menu system this would be considered changing the
a organizational structure
b technology (moderate)
c people
d organizational development
e attitudes
113 Finally Colin decided his people could benefit from ___________ a method of changing behavior through unstructured group interaction
a survey feedback
b sensitivity training (difficult)
c team building
d intergroup development
e process consultation
CONTEMPORARY ISSUES IN MANAGING CHANGE
Changing Culture (Scenario)
Mandy recently returned from her twoday managerial seminar How to Totally Change Your Management and Leadership Style in Two Days Even though she felt the seminar was worthless (as she had predicted) it did give her a chance to think about how to change the culture of her organization She had been brought in by the new CEO as a change agent and her position had the authority to have impact She felt that the recent hostile takeover by their parent company had shocked everyone especially given that the entire organization consisted of only 150 people and had been in business for only five years She felt this might be the time to attempt the cultural change while everyone was still thinking in terms of change As she tossed her leadership seminar manual into the wastebasket she considered what might be her first step and how well the cultural change would work
114 Of the following which is an advantage that Mandy has to implement cultural change
a her new leadership skills
b the recent purchase of her company (difficult)
c previous stable leadership
d her managerial level
e her change agent power
115 Which of the following statements is true concerning the leadership of Mandy's company and its effect on cultural change
a New top leadership can be an advantage (moderate)
b New top leadership is rarely an advantage
c It is important for the cultural change to begin with employees first
d Leadership issues have little impact on cultural change
e Retaining the old leadership would have been preferable for cultural change
116 Which of the following statements about her company is most advantageous to Mandy as she attempts to change the cultural leadership
a Change would be easiest with a company that is older and has a small number of employees
b Change would be easiest in an older company with many employees
c Small companies that are new are easiest in which to implement change (difficult)
d Small companies that are old are easiest in which to implement change
e In terms of cultural change company size and age rarely matter
117 Of the following which statement about her company's previous culture would be most advantageous to her accomplishing a change
a A previously strong culture is receptive to change
b A previously nonexistent culture is receptive to change
c A moderately strong culture is receptive to change
d A weak culture is more receptive to change (difficult)
e An organization with multiple cultures is receptive to change
Fred's Stress (Scenario)
Fred was not handling the change in his department well The company had recently changed hands and even though no one had lost his job people had been changing jobs and were being asked to move to different locations The new leadership had a completely different outlook than those people he had worked under for the past twentyone years Fred found that he was unable to concentrate at work and generally felt like he did not like his job anymore At home he was getting headaches and having trouble sleeping which only enhanced his feeling that things were not going to work out well for him When he thought about it he had always hated change He worked in the job he did partially because it was considered stable (boring to some) and predictable Fred's new boss kept trying to convince him that he was a valuable employee and that new opportunities along with salary increases were in his future Unfortunately what Fred wanted was to have things the way they used to be
118 Fred was obviously feeling stress Which of the following is not a factor in the definition of stress
a It is a static condition (moderate)
b It may involve opportunity or threats
c It is related to what a person desires
d It is related to a desire that is uncertain
e It is related to a desire that is important
119 Which of the following statements is not true concerning the stress Fred may be feeling
a Stress may come from any change in Fred's life
b Stress may come from personal factors
c Stress is not related to personality differences (easy)
d Jobrelated factors may be part of Fred's stress
e The new opportunities Fred may receive are positive and not part of Fred's stress
120 Which of the following would be a behavioral symptom of Fred's stress
a headaches
b a rise in Fred's blood pressure
c his job dissatisfaction
d his lack of concentration at work
e problems sleeping (moderate)
Essay Questions
FORCES FOR CHANGE
121 In a short essay describe four external and four internal forces of change and provide examples of how each force impacts the manager’s job
Answer
a The external forces that create the need for change come from various sources In recent years the marketplace has affected firms such as Dell Computer as competition from Gateway Apple and Toshiba intensified in the battle for consumers’ computer purchases These companies constantly adapt to changing consumer desires as they develop new PCs and improve marketing strategies Governmental laws and regulations are a frequent impetus for change For example the passage of the Americans With Disabilities Act required thousands of organizations to reconfigure restrooms add ramps widen doorways and take other actions to improve accommodations for persons with disabilities Technology also create the need for change For example technological improvements in expensive diagnostic equipment have created significant economies of scale for hospitals and medical centers The fluctuation in labor markets also forces managers to change For instance the demand for Web page designers and Web site managers has made it necessary for organizations that need those kinds of employees to change their human resource management activities to attract and retain skilled employees in the areas of greatest need Economic changes affect almost all organizations For instance global recessionary pressures force organizations to become more cost efficient But even in a strong economy uncertainties about interest rates federal budget deficits and currency exchange rates create conditions that may force organizations to change
b In addition to the external forces internal forces also can stimulate the need for change These internal forces tend to originate primarily from the internal operations of the organization or from the impact of external changes A redefinition or modification of an organization’s strategy often introduces a host of changes For instance when Gordon Bethune took over as CEO of bankrupt Continental Airlines he turned it into a wellrun and profitable company with extremely committed employees by orchestrating a series of wellplanned and dramatic strategic changes In addition an organization’s workforce is rarely static Its composition changes in terms of age education ethnic background and sex The introduction of new equipment represents another internal force for change Employees may have their jobs redesigned need to undergo training on how to operate the new equipment or be require to establish new interaction patterns within their work group Employee attitudes such as increased job dissatisfaction may lead to increased absenteeism more voluntary resignations and even labor strikes Such events will in turn of ten lead to changes in management policies and practices
(difficult)
TWO VIEWS OF THE CHANGE PROCESS
122 In a short essay describe compare and contrast the calm waters and whitewater rapids views of organizational change
Answer
a Up until the late 1980’s the calm waters metaphor was fairly description of the situation that managers faced It’s best illustrated by Kurt Lewin’s threestep description of the change process According to Lewin successful change can be planned and requires unfreezing the status quo changing to a new state and refreezing to make the change permanent The status quo can be considered an equilibrium state To move from this equilibrium unfreezing is necessary Unfreezing can be thought of as preparing for the needed change It can be achieved by increasing the driving forces which are forces that drive change and direct behavior away from the status quo decreasing the restraining forces which are forces that resist change and push behavior towards the status quo or combining the two approaches
b The whitewater rapids metaphor is consistent with the discussion of uncertain and dynamic environments It’s also consistent with the dynamics of a world that’s increasingly dominated by information ideas and knowledge The stability and predictability of the calm waters metaphor do not exist Disruptions in the status quo are not occasional and temporary and they are not followed by a return to calm waters Managers never get out of the rapids They face constant change bordering on chaos These managers must play a game that they’ve never played before and the game is governed by rules that are created as the game progresses
(easy)
MANAGING CHANGE
123 In a short essay list and discuss the three categories in which the options for management to implement change fall
Answer
The manager’s options for change essentially fall into three categories structure technology and people Changing structure includes any alteration in authority relations coordination mechanisms degree of centralization job redesign or similar structural variables Changing technology encompasses modification in the way work is performed or the methods and equipment that are used Changing people refers to changes in employee attitudes expectations perceptions and behavior
(easy)
124 In a short essay list and discuss the three reasons that describe why people resist change Include an example of each reason to support your answer
Answer
An individual is likely to resist change for three reasons uncertainty concern over personal loss and the belief that the change is not in the organization’s best interest Change replaces the known with ambiguity and uncertainty For example when quality control methods based on sophisticated statistical models are introduced into manufacturing plants many quality control inspectors have to learn the new methods Some inspectors may feat that they will unable to do so and may therefore develop a negative attitude toward the change or behave poorly if required to use them The second cause of resistance is the fear of losing something already possessed The people that people have invested in the current system the more they resist change This helps explain why older workers tend to resist change more than younger workers Older employees have generally invested more in the current system and thus have more to lose by changing A final cause of resistance is a person’s belief that the change is incompatible with the goals and interests of the organization An employee who believes that a new job procedure proposed by a change agent will reduce product quality or productivity can be expected to resist the change If the employee expresses his or her resistance positively this type of resistance can be beneficial to the organization
(moderate)
125 In a short essay list and describe five actions that managers can take to reduce resistance to change
Answer
a Education and communication – communicate with employees to help them see the logic of change educate employees through oneonone discussions memos groups meetings or reports works if source of resistance is either poor communication or misinformation must be mutual trust and credibility between managers and employees
b Participation – allows those who oppose a change to participate in the decision assumes that they have expertise to make meaningful contributions involvement can reduce resistance obtain commitment to seeing change succeed and increase quality of change decision
c Facilitation and support – provide supportive efforts such as employee counseling or therapy new skills training or short paid leave of absence can be time consuming and expensive
d Negotiation – exchange something of value to reduce resistance potentially high costs and likelihood of having to negotiate with other resisters
e Manipulation and cooptation – manipulation is covert attempts to influence such as twisting or distorting facts withholding damaging information or creating false rumors cooptation is a form of manipulation and participation inexpensive and easy ways to gain support of resisters can fail miserably if targets feel they’ve been tricked
f Coercion – using direct threats or force inexpensive and easy ways to get support may be illegal even legal coercion can be perceived as bullying
(difficult)
CONTEMPORARY ISSUES IN MANAGING CHANGE
126 In a short essay list and discuss the four conditions that are most likely to facilitate cultural change Include an example of each condition to support your answer
Answer
a A dramatic crisis occurs – this can be the shock that weakens the status quo and makes people start thinking about the relevance of the current culture Examples are a surprising financial setback the loss of a major customer or a dramatic technological innovation by a competitor
b Leadership changes hands – new top leadership who can provide an alternative set of key values may be perceived as more capable of responding to the crisis than the old leaders were Top leadership includes the organization’s chief executive but might include all senior managers
c The organization is young and small – the younger the organization the less entrenched its culture Similarly it is easier for managers to communicate new values in a small organization than in a large one
d The culture is weak – the more widely held the values and the higher the agreement among members on those values the more difficult it will be to change Conversely weak cultures are more receptive to change than are strong ones
(moderate)
127 In a short essay discuss the concept of process reengineering Include an examples of this concept to support your answer
Answer
Process reengineering is about dramatic and radical shifts in the way an organization performs its work—that is its work processes It’s focused on quantum changes by throwing out the old ways of doing things and starting over in redesigning the way work is done It involves defining customer needs and then designing work processes to best meet those needs For instance Eaton Corporation reengineered its newproductdevelopment process to help the company reach aggressive growth goals The managers’ and workers’ redesign of the product innovation process led to a doubling of revenues and profits during a fiveyear period Because of the extensive nature of process reengineering it is initiated by top management However because the process itself requires significant handson input from managers and workers participative decision making is an important element
(easy)
128 In a short essay define stress Next discuss the various causes of stress and explain how managers can recognize stress in their employees
Answer
Stress is a dynamic condition a person faces when confronted with an opportunity constraint or demand related to what he or she desires and for which the outcome is perceived to be both uncertain and important Stress is highest for individuals who are uncertain whether they will win or lose and lowest for individuals who think that winning or losing is a certainty The importance of the outcome is also a critical factor If winning or losing is unimportant there is no stress The causes of stress can be found in issues related to the organization or in personal factors that evolve out of the employee’s private life Clearly change of any kind has the potential to cause stress Stress symptoms can be grouped under three general categories physiological psychological and behavioral Of these the physiological symptoms are least relevant to managers Of greater importance are the psychological and behavioral symptoms since these directly affect an employee’s work
(moderate)
STIMULATING INNOVATION
129 In a short essay define creativity and innovation Next discuss the three sets of variables that have been found to stimulate innovation
Answer
a Creativity refers to the ability to combine ideas in a unique way or to make unusual associations between ideas An organization that stimulates creativity develops unique ways to work or novel solutions to problems Innovation is the process of taking a creative idea and turning it into a useful product service or method of operation Thus the innovative organization is characterized by its ability to channel creativity into useful outcomes When managers talk about changing an organization to make it more creative they usually mean they want to stimulate and nurture innovation
b The three sets of variables that have been found to stimulate innovation are the organization’s structure culture and human resource practices Research into the effect of structural variables on innovation shows three things First organic structures positively influence innovation Second the easy availability of plentiful resources provides a key building block for innovation Finally frequent interunit communication helps break down barriers to innovation Innovative organizations tend to have similar cultures They encourage experimentation reward both successes and failures and celebrate mistakes Within the human resource category innovative organizations actively promote the training and development of their members so that their knowledge remains current offer their employees high job security to reduce the fear of getting fired for making mistakes and encourage individuals to become champions of change
(difficult)
130 In a short essay list and discuss six characteristics of an innovative culture
Answer
a Acceptance of ambiguity – too much emphasis on objectivity and specificity constrains creativity
b Tolerance of the impractical – individuals who offer impractical even foolish answers to whatif questions are not stifled What at first seems impractical might lead to innovative solutions
c Low external controls – rules regulations policies and similar organizational controls are kept to a minimum
d Tolerance of risk – employees are encouraged to experiment without fear of consequences should they fail Mistakes are treated as learning opportunities
e Tolerance of conflict – diversity of opinions is encouraged Harmony and agreement between individuals or units are not assumed to be evidence of high performance
f Focus on ends rather than means – goals are made clear and individuals are encouraged to consider alternative routes toward meeting the goals Focusing on ends suggests that there might be several right answers to any given problem
g Opensystem focus – managers closely monitor the environment and respond to changes as they occur
(moderate)
Chapter 14 – Foundations of Behavior
TrueFalse Questions
ATTTITUDES
3 Attitudes are evaluative statement concerning objects people or events
True (moderate)
4 When an employee says I make less money at this company than I could earn at another company heshe is reflecting the cognitive component of an attitude
True (difficult)
5 The behavioral component of an attitude is made up of the beliefs opinions knowledge or information held by a person
False (moderate)
6 The term attitude usually refers to the affective component
True (moderate)
7 8Job involvement is the degree to which an employee identifies with his or her job actively participates in it and considers his or her job performance to be important to his or her selfworth
True (moderate)
89 Cognitive dissonance theory seeks to explain the correlated relationship between the affective cognitive and behavioral components of attitudes
False (moderate)
9 The satisfactionperformance correlations are strongest for higherlevel employees
True (moderate)
10 Being happy at work results in employees being productive workers
False (moderate)
PERSONALITY
11 According to the MyersBriggs Type Indicator a person who rates strongly as a perceptive would likely be spontaneous
True (moderate)
12 The MyersBriggs Type Indicator lacks evidence to support its validity
True (moderate)
13 In the Big Five Model emotional security was positively related to job performance
False (difficult)
14 The Big Five Model found that calm and secure workers performed better than nervous ones
False (difficult)
15 Employees with high selfesteem tend to be more satisfied with their jobs than low SEs
True (moderate)
16 A person who believes that if he works hard he will be successful would be described as having an internal locus of control
True (easy)
17 A person who rates as being high in Machiavellianism would accomplish her task regardless of what it takes
True (moderate)
18 A low selfmonitoring employee would not adjust well to selfsent signals but responds well to signals in hisher external environment
False (difficult)
19 According to Holland's Typology enterprising types tend to be selfconfident ambitious energetic and domineering
True (moderate)
20 According to Holland's Typology a realistic personality type might be well suited to be an economist
False (moderate)
21 People from Middle Eastern countries believe they can dominate their environment
False (difficult)
22 US workers more than Iranian workers would likely have an external locus of control
False (moderate)
23 According to Holland's Vocational Preference Inventory farming is considered a conventional job type
False (moderate)
PERCEPTION
24 Perception is a process by which individuals give meaning to their environment by organizing and interpreting their sensory impressions
True (moderate)
25 Attribution is a process by which individuals organize and interpret their sensory impressions in order to give meaning to their environment
False (easy)
26 Distinctiveness refers to whether an individual displays a behavior in many situations or whether it's particular to one situation
True (moderate)
27 In stereotyping the observer’s perception of others is influenced by the observer’s own characteristics than by those of the person observed
False (moderate)
28 Your human resource director believes that married employees are more stable than single persons are This is an example of the halo assumed similarity
False (moderate)
29 If a manager thinks that all attractive employees are also productive employees the manager is committing an error based on a halo effect
True (moderate)
30 Operant conditioning argues that behavior is a function of its consequences
True (easy)
Multiple Choice
A MANAGER’S DILEMMA
31 According to the boxed feature A Manager’s Dilemma what is the dilemma facing Kelman at Plumtree
a determining how to expand the business
b determining how to properly implement the strategic plan
c determining how to balance personal and business issues with his roommates (moderate)
d determining how to source additional capital
WHY LOOK AT INDIVIDUAL BEHAVIOR
32 Which of the following are the two major areas on which organizational behavior focuses
a individual behavior group behavior (moderate)
b managerial behavior employee behavior
c traits environments
d macro personality traits micro personality traits
e cognitive behavioral outcomes
33 Which of the following is not associated with the study of individuals
a attitudes
b motivation
c roles (difficult)
d perception
e learning
34 Which of the following is associated with the study of individuals
a norms
b roles
c team building
d perception (moderate)
e conflict
35 The goals of organizational behavior are to ______________ and ______________ behavior
a understand control
b impact change
c explain predict (moderate)
d categorize simplify
e understand counsel
36 The four common behaviors typically studied in organizational behavior are employee productivity absenteeism turnover and the attitude of ______________
a job satisfaction (moderate)
b pay satisfaction
c individualism
d risk taking
e creativity
ATTITUDE
37 Which of the following reflects an attitude
a The building is tall
b The movie was fun (difficult)
c I get paid more than my spouse
d Ice cream is cold
e I work from 8 to 5
38 The three components that make up an attitude are ______________
a cognitive affective behavioral (easy)
b traits behavioral emotional
c knowledge opinion individual history
d intention opinion environment
e preopinion experience evaluation
39 In the statement The highway is very busy at 5 pm and is scary to drive on so I'll wait until 7 pm to go home the phrase The highway is very busy represents which component of an attitude
a cognitive (difficult)
b behavioral
c emotive
d affective
e judgmental
40 In the statement The highway is very busy at 5 pm and is scary to drive on so I'll wait until 7 pm to go home the word scary represents which component of an attitude
a cognitive
b behavioral
c emotive
d affective (difficult)
e judgmental
41 In the statement The highway is very busy at 5 pm and is scary to drive so I'll wait until 7 pm to go home the phrase so I'll wait until 7 pm to go home represents which component of an attitude
a cognitive
b behavioral (difficult)
c emotive
d affective
e judgmental
42 Usually the term attitude refers only to the ______________ component
a cognitive
b emotive
c judgmental
d behavioral
e affective (easy)
43 A management trainee working for a bank who says Working in this industry is just not who I am as a person probably lacks ______________
a job satisfaction
b self perceptions
c organizational commitment
d job involvement (difficult)
e pay satisfaction
44 Which of the following terms is defined as an employee's orientation toward the organization in terms of hisher loyalty identification and involvement
a job satisfaction
b self perception
c organizational commitment (easy)
d job involvement
e pay satisfaction
45 ______________ refers to any inconsistency that an individual might perceive between two or more of hisher attitudes or between hisher behavior and attitudes
a Behavioral inconsistency
b Affective dissonance
c Cognitive dissonance (moderate)
d Attitude adjustment
e Emotive disfunctioning
46 The cognitive dissonance theory proposed that the desire to reduce dissonance is determined by ______________
a importance influence and rewards (difficult)
b economics politics and organizational structure
c stability position and power
d awareness status and punishments
e authority responsibility and relevance
47 Which of the following cases contains an element that may lead a politician to correct cognitive dissonance
a A politician does not really care if the spotted owl lives or becomes extinct
b The politician has the power to pass legislation to keep the spotted owl from extinction (difficult)
c The politician will get reelected for ignoring the needs of the spotted owl
d The politician grew up in the city
e The politician is a male
48 What does the research evidence suggest about the statement Happy workers are productive workers
a It's false instead productive workers are least happy
b There is strong supportive evidence since the Hawthorne studies
c There is a small positive relationship between the two variables (moderate)
d Actually there is no relationship between the two variables
e It is true for the manufacturing sector but not the service sector
49 Where does the happy workerproductive worker relationship seem to be most strong
a higherlevel employees (moderate)
b lowerlevel employees
c service industry employees
d manufacturing sector employees
e entrylevel employees
50 Which of the following is true about organizationally committed and satisfied employees
a lower rates of turnover and absenteeism (easy)
b higher rates of voluntary turnover
c higher rates of cognitive dissonance
d much higher pay levels
e less risk taking
PERS0NALITY
51 When we describe someone as shy aggressive extroverted or loyal we are talking about his or her ______________
a attitude
b behavior
c personality (easy)
d emotion
e ability
52 According to the text an individual’s ______________ is the unique combination of the psychological traits used to describe that person
a moral
b attitude
c behavior
d personality (moderate)
e perception
53 Which of the following is not one of the four dimensions of the MyersBriggs Type Indicator
a extrovert or introvert
b sensing or intuitive
c agreeableness or disagreeableness (moderate)
d feeling or thinking
e perceptive or judgmental
54 The first dimension of the MyersBriggs Type Indicator concerns your level of ______________
a preference for gathering data
b preference for decision making
c social interaction (difficult)
d style of decision making
e internal or external orientation
55 The MyersBriggs Type Indicator categorizes preference for gathering data as ______________
a extrovert or introvert
b sensing or intuitive (moderate)
c feeling or thinking
d agreeable or disagreeable
e perceptive or judgmental
56 If you are a person who dislikes taking time for precision work such as completing tax returns you would probably score high on what aspect of the MyersBriggs Type Indicator
a extrovert
b feeling
c intuitive (difficult)
d judgmental
e sensing
57 The MyersBriggs Type Indicator assesses preferences for decision making as ______________
a extrovert or introvert
b sensing or intuitive
c feeling or thinking (moderate)
d agreeable or disagreeable
e perceptive or judgmental
58 As a manager if you prefer to have a harmonious work environment and dislike reprimanding your subordinates you would probably score high on which of MyersBriggs indicators
a introvert
b sensing
c intuitive
d feeling (moderate)
e perceptive
59 The MBTI assesses style of making decisions as ______________
a extrovert or introvert
b sensing or intuitive
c feeling or thinking
d agreeable or disagreeable
e perceptive or judgmental (moderate)
60 If your boss could be described as flexible adaptable and tolerant heshe would probably score high on which MyersBriggs indicator
a extrovert
b sensing
c feeling
d perceptive (moderate)
e intuitive
61 In the MyersBriggs assessment if you are a good planner you would probably score high on which scale
a extrovert
b intuitive
c thinking
d perceptive
e judgmental (difficult)
62 The BigFive Model of personality includes all of the following EXCEPT
a extroversion
b agreeableness
c conscientiousness
d emotional stability
e social interaction (difficult)
63 The degree to which someone is responsible dependable persistent and achievement oriented is described as which of the following big five personality traits
a extraversion
b agreeableness
c conscientiousness (moderate)
d emotional stability
e openness to experience
64 Results of a study of the BigFive Model include ______________
a emotional security was positively related to job performance
b calm workers perform better than nervous ones
c conscientiousness predicted job performance (difficult)
d introversion predicted performance in managerial positions
e openness to experience was unimportant in predicting training competency
65 ______________ is the degree to which people believe they are masters of their own fate
a Machiavellianism
b Selfesteem
c Selfmonitoring
d Locus of control (easy)
e Risk taking
66 According to the text an ______________ locus of control is one in which people believe that they control their own destiny
a external
b internal (moderate)
c superficial
d imaginary
e diagonal
67 Employees who have a high internal locus of control exhibit all but which of the following
a more satisfaction with their jobs (moderate)
b more alienated from their work setting
c less involved in their jobs
d blame their bosses for poor performance
e blame coworkers for their poor performance
68 ______________ is a measure of the degree to which people are pragmatic maintain emotional distance and believe that ends can justify means
a Machiavellianism (easy)
b Selfesteem
c Selfmonitoring
d Locus of control
e Risk taking
69 A person who believes that the ends justify the means would describe a person who has a high level of what personality trait
a Selfconfidence
b Machiavellianism (moderate)
c Locus of control
d Selfmonitoring
e Selfperception
70 Which of the following is true about people with high self esteem
a They have low expectations for success but are happy with themselves
b They take fewer risks than others
c They choose more unconventional jobs (moderate)
d They are susceptible to external influence
e They change jobs more often
71 ______________ is a personality trait that measures an individual's ability to adjust his or her behavior to external situational factors
a Machiavellianism
b Selfesteem
c Selfmonitoring
d Locus of control (easy)
e Risk taking
72 A person who can adapt and adjust her behavior to external factors would describe which of the following personality traits
a low selfesteem
b internal locus of control
c high selfmonitoring (moderate)
d high risktaking
e low authoritarianism
73 A manager who takes very little time to make a decision probably could be described by what personality trait
a high selfesteem
b external locus of control
c low selfmonitoring
d high risk taking (moderate)
e high authoritarianism
74 Which of the following is true about high risk takers
a They make slower decisions than low risk takers and have a higher level of accuracy
b They make quicker decisions than low risk takers but have about the same level of accuracy (difficult)
c They make slower decisions than low risk takers but have a lower level of accuracy
d They make quicker decisions than low risk takers but have a lower level of accuracy
e There is a different relationship between risk taking and accuracy for men and women
75 Which of the following is true concerning personality types and national cultures
a There is no relationship between nationality type and cultures
b Middle Eastern countries believe they can dominate their environment
c You would find many people with an internal locus of control in the US and Canada (difficult)
d North Americans believe life is essentially predetermined
e The US rates high in power distance
76 Which psychologist is associated with a welldocumented personalityjob fit theory
a Bandura
b Adams
c Holland (moderate)
d Skinner
e Volker
77 Which of the following is not one of Holland's personality types
a realistic
b investigative
c artistic
d extroverted (moderate)
e social
78 A biologist would be a good occupational match for what personality type
a realistic
b investigative (moderate)
c social
d enterprising
e artistic
79 A person who rates high on Holland's social scale would probably find a good match with which of the following jobs
a farmer
b painter
c teacher (difficult)
d economist
e bank teller
80 A person rating high on the conventional personality type would have a good job match for all but which of the following jobs
a accountant
b corporate manager
c mathematician (difficult)
d bank teller
e file clerk
81 According to Holland becoming a lawyer would be a good job match for someone with what type of personality type
a realistic
b investigative
c conventional
d enterprising (moderate)
e social
82 Writing would be a good job match for a(n) ______________ personality type according to Holland
a realistic
b investigative
c social
d enterprising
e artistic (moderate)
PERCEPTION
83 ______________ is the process of organizing and interpreting sensory impressions to give meaning to the environment
a Attribution
b Selection
c Learning
d Conditioning
e Perception (easy)
84 ______________ theory explains how we judge people differently depending on what meaning we attribute to a given behavior
a Perception
b Behavior
c Attribution (moderate)
d Social contrast
e Intuitive meaning
85 If only 6 out of 20 managers completed their subordinate performance appraisals on time we would probably attribute manager noncompletion to which of the following
a other managers
b an external source (difficult)
c one manager
d an internal source
e a personality flaw
86 ______________ refers to whether an individual displays a behavior in many situations or whether it's particular to one situation
a Consistency
b Distinctiveness (easy)
c Attribution
d Selection
e Perception
87 If we are attempting to decide whether a particular behavior of an individual is unusual or not we are making judgment on what factor of attribution theory
a consensus
b distinctiveness (difficult)
c repetitiveness
d consistency
e control
88 If a person who is always late for work is late once again and blames it on a train coworkers would probably attribute that person's lateness to ______________
a the train
b an external source
c the individual (easy)
d the car
e bad luck
89 ______________ refers to whether a person responds the same way over time
a Consistency (easy)
b Distinctiveness
c Attribution
d Selection
e Perception
90 The fact that individuals when observing others tend to underestimate the influence of external factors and overestimate the influence of internal factors is called ______________
a blame theory
b selfserving bias
c external consistency bias
d internal favoritism
e fundamental attribution error (moderate)
91 We tend to attribute our own successes to ______________ while putting the blame for our failures on ______________
a luck the environment
b ability luck (moderate)
c power other people
d our parents ourselves
e our bosses coworkers
92 Speed reading others is related to what kind of perception shortcut
a assumed similarity
b selective perception (moderate)
c stereotyping
d halo effect
e contrast effect
93 In ______________ the observer’s perception of others is influenced more by the observer’s own characteristics than by those of the person observed
a stereotyping
b selfserving bias
c assumed similarity (moderate)
d halo effect
e selectivity
94 When people judge someone on the basis of the perception of a group they are a part of they are using the shortcut called _______________
a stereotyping (moderate)
b selfserving bias
c assumed similarity
d halo effect
e selectivity
95 If a manager is hesitant to hire older people because they are slow heshe is exhibiting what kind of perception shortcut
a selective perception
b assumed similarity
c stereotyping (difficult)
d horn effect
e halo effect
96 When people form a general impression about a person on the basis of a single characteristic such as intelligence sociability or appearance they are being influenced by ______________
a selectivity
b assumed similarity
c the halo effect (moderate)
d stereotyping
e the contrast effect
97 A recruiter who assumes that a candidate with a high GPA also has other great job match qualities (without checking) has engaged in what type of perception shortcut
a selectivity
b assumed similarity
c halo effect (moderate)
d stereotyping
e contrast effect
LEARNING
98 Any relatively permanent change in behavior that occurs as a result of experience is known as ______________
a training
b learning (easy)
c development
d change
e effort
99 According to Skinner if a manager wants employees to show up for work on time which of the following should that manager do
a Compliment employees when they show up on time (difficult)
b Say nothing when employees show up late
c Punish employees who arrive late
d Do not do anything since behaviors are based on innate personality
e Sometimes compliment employees when they arrive late
100 Which of the following is true concerning social learning theory
a It is theoretically in opposition to operant conditioning
b It was developed by Freud
c It suggests we can learn by watching (moderate)
d It is a strict behaviorist theory
e It suggests we cannot learn by direct experience
MANAGING YOUR CAREER
101 According to the boxed feature Managing Your Career all of the following are types of difficult people EXCEPT
a the hostile aggressive types
b the unethical persuader (moderate)
c the complainers
d the silent or nonresponsive types
e the knowitall experts
102 According to the boxed feature Managing Your Career which of the following types of difficult people should the facts be stated without comment or apology and the conversation be switched to problem solving
a the hostile aggressive types
b the unethical persuader
c the complainers (moderate)
d the silent or nonresponsive types
e the knowitall experts
103 According to the boxed feature Managing Your Career with which of the following types of difficult people should openended questions be asked and a friendly silent stare be used
a the hostile aggressive types
b the unethical persuader
c the complainers
d the silent or nonresponsive types (moderate)
e the knowitall experts
104 Which of the following is a managerial tool that can help guide employees in their learning in graduated steps
a retention behavior
b reproduction behavior
c reinforcement behavior
d shaping behavior (moderate)
e motivational behavior
105 A boss who promises to remove a past written reprimand from an employee's personal file if heshe is on time for work during the next two months is using ______________
a positive reinforcement
b negative reinforcement (difficult)
c punishment
d extinction
e forcing
Scenarios
PERSONALITY
Just Your Type Employees (Scenario)
Doug has recently been promoted to manager of a group of thirteen scientists All of his employees are well educated and have been with the company for a minimum of three years In an attempt to learn more about the employees and to better assign them to jobs that they will enjoy he has administered the MyersBriggs Type Indicator
106 Sandy is patient with details and good at precise work She dislikes new problems unless there are standard ways to solve them Sandy's preferred method of gathering data is ______________
a sensing (moderate)
b feeling
c introverted
d intuitive
e judgmental
107 George dislikes telling people unpleasant things and relates well to most people George tends to be
a sensing
b feeling (moderate)
c introverted
d intuitive
e judgmental
108 Alan tends to dislike doing the same thing over and over again and jumps to conclusions He is impatient with routine details Alan's data gathering preference is ______________
a sensing
b feeling
c introverted
d intuitive (moderate)
e judgmental
109 Doug's decisionmaking style is spontaneous He focuses on starting a task and postpones decisions His decisionmaking style is ______________
a sensing
b feeling
c introverted
d perceptive (moderate)
e judgmental
An Interesting Group (Scenario)
Robin had her hands full She had recently taken over managing the technical support group at her company and immediately noticed that her supervisors represented a collection of personalities like she had never seen before She was having a problem understanding them and called the human resource department who referred her to a local psychologist The psychologist suggested that there be some lowkey testing completed Robin agreed as she felt she had to have some understanding of her supervisors soon or she would go nuts
The testing was completed and Robin reviewed the results of the information
110 though clearly capable Mary did not seem to like herself Her results indicated an unwillingness to take risks in job selection and seemed very susceptible to evaluations from other people Together these finding indicate that Mary ______________
a was high in cognitive dissonance
b was high in Machiavellianism
c was low in selfmonitoring
d was low in selfesteem (easy)
e was high in risk taking
111 Peter her assistant manager seemed to always maintain an emotional distance from others and others from him He is selfdescribed as pragmatic and the tests indicate that he believe that the ends justify the means descriptions which are consistent with characteristics of ______________
a high Machiavellianism (easy)
b low selfesteem
c high selfmonitoring
d low cognitive dissonance
e high risk taking
112 Sarah the floor supervisor seems to be a different person depending on whom she is with and what the situation demands The tests were consistent with this observation indicating her ability to adjust her behavior This is consistent with her being described as having ______________
a high selfesteem
b low Machiavellianism
c high risk taking
d low cognitive dissonance
e high selfmonitoring (moderate)
113 Kevin was a whirlwind as research and development supervisor He made decisions very quickly and always with less information than others This characteristic was consistent with his test which described him as having ______________
a high selfesteem
b low Machiavellianism
c high risk taking (moderate)
d low cognitive dissonance
e high selfmonitoring
Mentoring Careers (Scenario)
Jeff was glad to see the high school interns come and work in his office and glad to see them go It was not that he did not enjoy their company or that they did not work hard and attempt to perform at a high level Many times he had seen kids come into his plant determined to be in a particular occupation that they were not cut out for It was both frustrating and sad to see them try so hard at something they did not like and were not good at performing So for this next group of five interns he decided to do something different He did a little research and found out about Holland's Typology of Personality and Vocational Preference Then as the interns arrived he asked each to take the test to help guide them into occupations for which they may better be suited
114 The testing indicated that Sally prefers coordinated physical activity and she was basically shy stable and conforming All but which of the following occupations is a potentially good match for her
a mechanic
b drill press operator
c biologist (difficult)
d assemblyline worker
e farmer
115 Darrin's testing indicated that he prefers activities involving thinking organizing and understanding and that he is basically analytical and curious All but which of the following occupations is a potentially good match for him
a economist
b mathematician
c news reporter
d accountant (difficult)
e biologist
116 The testing suggested that Bridget prefers ruleregulated orderly and unambiguous activities and could be described as conforming efficient and practical All EXCEPT which of the following occupations is a potentially good match for her
a corporate manager
b bank teller
c accountant
d file clerk
e teacher (difficult)
117 Andrew prefers activities that involve helping and developing others Consistent with the testing he is described as being social friendly and understanding All EXCEPT which of the following occupations is a potentially good match for him
a social worker
b writer (difficult)
c teacher
d counselor
e clinical psychologist
PERCEPTION
Which Is It (Scenario)
Chris had been Linda's boss now for about six months Recently Linda had been recommending the firing of Charles one of her own staff for his repeated inability to get along with others Chris checked with Charles's coworkers and none of them supported Linda's contention In addition several of Linda's peers had met with Chris Word of Charles's fate was getting out and they wanted to let Chris know that in the past other employees had been singled out by Linda for persecution When asked for specific problems with Charles Linda mentioned that in addition to his attitude he had been late several times recently Chris knew that Charles lived several miles away and that others had been late due to poor weather Chris did not know whether he should support Linda his manager or hold off and not fire Charles
118 Which factor of attribution theory was Chris concerned about when he asked Charles's coworkers about Linda's observations about his attitude problem
a consistency
b repeatedness
c consensus
d distinctiveness (difficult)
e seriousness
119 What factor of attribution theory was Chris concerned about when Linda's peers mentioned about her past history with subordinates
a consistency (difficult)
b repeatedness
c consensus
d distinctiveness
e seriousness
120 What factor of attribution theory was Chris concerned about when he found out that others besides Charles had been late to work because of the weather
a consistency
b repeatedness
c consensus
d distinctiveness (difficult)
e seriousness
Essay Questions
ATTITUDES
121 In a short essay define attitudes Next list and discuss the three components that attitudes are made of Include an example of a statement that describes each component to support your answer
Answer
a Attitudes are evaluative statements—either favorable or unfavorable—concerning objects people or events They reflect how an individual feels about something When a person says I like my job he or she is expressing an attitude about work
b The three components that make up attitudes are cognition affect and behavior The cognitive component of an attitude is made up of the beliefs opinions knowledge or information held by a person The belief that discrimination is wrong illustrates a cognition The affective component of an attitude is the emotional or feeling part of an attitude This component would be reflected by the statement I don’t like Jon because he discriminates against minorities Finally affect can lead to behavioral outcomes The behavioral component of an attitude refers to an intention to behave in a certain way toward someone or something For instance I might choose to avoid Jon because of my feelings about him is an example of the behavioral component of an attitude
(moderate)
122 In a short essay define cognitive dissonance and discuss the three factors that affect how people cope with cognitive dissonance
Answer
Cognitive dissonance is any incompatibility or inconsistency between attitudes or between behavior and attitudes The theory argued that any form of inconsistency is uncomfortable and that individuals will try to reduce the dissonance and thus the discomfort In other words individuals seek stability with a minimum of dissonance How do people cope with cognitive dissonance The theory proposed that the desire to reduce dissonance is determined by the importance of the factors creating the dissonance the degree of influence the individual believes he or she has over those factors and the rewards that may be involved in dissonance If the factors creating the dissonance are relative unimportant the pressure to correct the inconsistency will be low If individuals perceive the dissonance to be an uncontrollable result—something about which they have no choice—they are not likely to be receptive to attitude change or to feel a need for it Finally coupling high dissonance with high rewards tends to reduce the discomfort inherent in the dissonance by motivating the individual to believe that there is consistency
(difficult)
PERSONALITY
123 In a short essay discuss the MyersBriggs Type Indicator Be sure to include a discussion of the four dimensions of personality to support your answer
Answer
One of the most popular personality tests is the MyersBriggs Type Indicator It consists of more than a hundred questions that ask people how they usually act or feel in different situations The way an individual responds to these questions puts him or her at one end or another of four dimensions
a Social interaction (extrovert or introvert) – an extrovert is someone who is outgoing dominant and often aggressive and who wants to change the world Extroverts need a work environment that is varied and action oriented that lets them be with others and that gives them a variety of experiences An individual who is shy and withdrawn and focusing on understanding the world is described as an introvert Introverts prefer a work environment that is quiet and concentrated that lets them be alone and that gives them a chance to explore in depth a limited set of experiences
b Preference for gathering data (sensing or intuitive) – sensing types dislike new problems unless there are standard ways to solve them they like an established routine have a high need for closure show patience with routine details and tend to be good at precise work On the other hand intuitive types are individuals who like solving new problems dislike doing the same thing over and over again jump to conclusions are impatient with routine details and dislike taking time for precision
c Preference for decision making (feeling or thinking) – individuals who are feeling types are aware of other people and their feelings like harmony need occasional praise dislike telling people unpleasant things tend to be sympathetic and relate well to most people Thinking types are unemotional and uninterested in people’s feelings like analysis and putting things into logical order are able to reprimand people and fire them when necessary may seem hardhearted and tend to relate well only to other thinking types
d Style of making decisions (perceptive or judgmental) – perceptive types are curious spontaneous flexible adaptable and tolerant They focus on starting a task postpone decisions and want to find out all about the task before starting it Judgmental types are decisive good planners purposeful and exacting They focus on completing a task make decisions quickly and want only the information necessary to get a task done
(moderate)
124 In a short essay list and discuss the five personality traits that are based on the BigFive Model of Personality
Answer
a Extroversion – the degree to which someone is sociable talkative and assertive
b Agreeableness – the degree to which someone is goodnatured cooperative and trusting
c Conscientiousness – the degree to which someone is responsible dependable persistent and achievement oriented
d Emotional stability – the degree to which someone is calm enthusiastic and secure or tense nervous depressed and insecure
e Openness to experience – the degree to which someone is imaginative artistically sensitive and intellectual
(easy)
125 In a short essay list and describe five types of personalities based on the personalityjob theory as developed by psychologist John Holland Include a description of the characteristics and sample occupations of each personality to support your answer
Answer
a Realistic – prefers physical activities that require skill strength and coordination Personality characteristics include being shy genuine persistent stable conforming and practical Sample occupations include mechanic drill press operator assemblyline worker and farmer
b Investigative – prefers activities involving thinking organizing and understanding Personality characteristics include being analytical original curious and independent Sample occupations include biologist economist mathematician and news reporter
c Social – prefers activities that involve helping and developing others Personality characteristics include being sociable friendly cooperative and understanding Sample occupations include social worker teacher counselor and clinical psychologist
d Conventional – prefers ruleregulated orderly and unambiguous activities Personality characteristics include being conforming efficient practical unimaginative and inflexible Sample occupations include accountant corporate manager bank teller and file clerk
e Enterprising – prefers verbal activities in which there are opportunities to influence others and attain power Personality characteristics include being selfconfident ambitious energetic and domineering Sample occupations include lawyer real estate agent and small business manager
f Artistic – prefers ambiguous and unsystematic activities that allow creative expression Personality characteristics include being imaginative disorderly idealistic emotional and impractical Sample occupations include painter musician writer and interior decorator
(moderate)
126 In a short essay list and discuss the five personality traits that have proved to be the most powerful in explaining individual behavior in organizations
Answer
a Locus of control – some people believe that they control their own fate Others see themselves as pawns believing that what happens to them in their lives is due to luck or chance The locus of control in the first case is internal these people believe that they control their own destiny The locus of control in the second case is external these people believe that their lives are controlled by outside forces Research evidence indicates that employees who rate high on externality are less satisfied with their jobs more alienated from the work setting and less involved in their jobs than are those who rate high on internality
b Machiavellianism – an individual who is high in Machiavellianism is pragmatic maintains emotional distance and believes that ends can justify means In jobs that require bargaining skills or that have substantial rewards for winning high Machs are productive In jobs in which ends do not justify the means or that lack absolute measures of performance it’s difficult to predict the performance of high Machs
c Selfesteem – people differ in the degree to which they like or dislike themselves This trait is called selfesteem (SE) The research on selfesteem offers some interesting insight into organizational behavior For example selfesteem is directly related to expectations for success High SEs believe that they possess the ability they need in order to succeed at work Individuals with high SEs will take more risks in job selection and are more likely to choose unconventional jobs than are people with low SE A number of studies confirm that high SEs are more satisfied with their jobs than are low SEs
d Selfmonitoring – this refers to an individual’s ability to adjust his or her behavior to external situation factors Individuals high in selfmonitoring show considerable adaptability in adjusting their behavior They’re highly sensitive to external cues and can behave differently in different situations High selfmonitors are capable of presenting striking contradictions between their public persona and their private selves Low selfmonitors cannot adjust their behavior They tend to display their true dispositions and attitudes in every situation and there’s high behavioral consistency between who they are and what they do
e Risktaking – people differ in their willingness to take chances Differences in the propensity to assume or to avoid risk have been shown to affect how long it takes managers to make a decision and how much information they require before making their choice To maximize organizational effectiveness managers should try to align employee risktaking propensity with specific job demands For instance high risktaking propensity may lead to effective performance for a commodity trader in a brokerage firm because this type of job demands rapid decision making On the other hand high risktaking propensity might prove a major obstacle to accountants auditing financial statements
(difficult)
PERCEPTION
127 In a short essay describe the attribution theory and discuss the three factors that determine externally caused behavior based on the attribution theory
Answer
a Attribution theory was developed to explain how individuals judge people differently depending on what meaning they attribute to a given behavior Basically the theory suggests that when people observe an individual’s behavior we attempt to determine whether it was internally or externally caused Internally caused behaviors are those that are believed to be under the personal control of the individual Externally caused behavior results from outside factors that is the person is forced into the behavior by the situation
b That determination however depends on three factors distinctiveness consensus and consistency Distinctiveness refers to whether an individual displays a behavior in many situations or whether it’s particular to one situation If everyone who is faced with a similar situation responds in the same way the behavior shows consensus Finally an observer looks for consistency in a person’s actions The more consistent the behavior the more the observer is inclined to attribute it to internal causes
(difficult)
128 In a short essay define perception Next list and discuss the factors that shape and sometimes distort perception
Answer
Perception is a process by which individuals give meaning to their environment by organizing and interpreting their sensory impressions Research on perception consistently demonstrates that individuals may look at the same thing yet perceive it differently A number of factors act to shape and sometimes distort perception These factors can reside in the perceiver in the object or target being perceived or in the context of the situation in which the perception occurs
a The perceiver – when an individual looks at a target and attempts to interpret what he or she sees the individual’s personal characteristics will heavily influence the interpretation These personal characteristics include attitudes personality motives interests experiences and expectations
b The target – the characteristics of the target being observed can also affect what’s perceived Because targets are not looked at in isolation the relationship of a target to its background also influences perception as does the tendency to group close things and similar things together
c The situation – the context in which an individual see objects or events is also important The time at which an object or even is seen can influence attention as can location light heat color and any number of other situational factors
(moderate)
129 In a short essay list and discuss three shortcuts frequently used in judging others Discuss the impact these shortcuts have on the management of employees
Answer
a Individuals cannot assimilate all they observe so they engage in selectivity They take in bits and pieces of the vast amounts of stimuli bombarding their senses These bits and pieces are not chosen randomly they are selectively chosen depending on the interests background experience and attitudes of the observer Selective perception allows us to speed read others but not without the risk of being inaccurate It’s easy to judge others if we assume that they’re similar to us In assumed similarly the observer’s perception of others is influenced more by the observer’s own characteristics than by those of the person observed When we judge someone on the basis of our perception of a group he or she is part of stereotyping is the shortcut being used When individuals form a general impression about a person on the basis of a single characteristic such as intelligence sociability or appearance the halo effect is the influencing factor
b Managers need to recognize that their employees react to perceptions not to reality So whether a manager’s appraisal of an employee is actually objective and unbiased or whether the organization’s wage levels are among the highest in the community is less relevant than what employees perceive them to be If individuals perceive appraisals to be biased or wage levels as low they will behave as if those conditions actually exist Employees organize and interpret what they see so there is always the potential for perceptual distortion
(moderate)
MANAGING YOUR CAREER
130 In a short essay list the four most common types of difficult people and discuss the strategies for dealing with them
Answer
a The hostile aggressive types – with this type you need to stand up for yourself give them time to run down don’t worry about being polite just jump in if you need to get their attention carefully get them to sit down speak from your own point of view avoid a headon fight and be ready to be friendly
b The complainers – with the complainers you need to listen attentively acknowledge their concerns be prepared to interrupt their litany of complaints don’t agree but do acknowledge what they are saying state facts without comment or apology and switch them to problem solving
c The silent or nonresponsive types – with this type you need to ask openended questions use the friendly silent start don’t fill the silent pauses for them in conversations comment on what’s happening and help break the tension by making them feel more at ease
d The knowitall experts – the keys to dealing with this type are be on top of things listen and acknowledge their comments question firmly but don’t confront avoid being a counterexpert and work with them to channel their energy in positive directions
(easy)
Chapter 15 – Understanding Groups and Teams
TrueFalse Questions
A MANAGER’S DILEMMA
1 According to the company profile in A Manager’s Dilemma StrawberryFrog is described as a big bureaucratic organization
False (moderate)
UNDERSTANDING GROUP BEHAVIOR
2 Command groups crossfunctional teams selfmanaged teams and task forces are all examples of informal groups
False (moderate)
3 To be considered a group there must be at least five people
False (moderate)
4 Crossfunctional teams are composed of people from different work areas
True (easy)
5 Task forces are permanent teams that take on special projects
False (moderate)
6 The first stage of group development is storming
False (moderate)
7 In the storming stage of group development intragroup conflict often occurs
True (moderate)
8 When the forming stage is complete there will be a relatively clear hierarchy of leadership within the group and agreement on the group’s direction
False (difficult)
9 Under some conditions high levels of conflict are conducive to high levels of group performance
True (difficult)
10 A norm is a set of expected behavior patterns attributed to someone who occupies a given position in a social unit
False (difficult)
11 Roles are acceptable standards shared by a group's members
False (easy)
12 The impact that group pressures for conformity can have on an individual member's judgment and attitudes was demonstrated in research by Solomon Asch
True (moderate)
13 Small groups tend to complete tasks faster than larger groups
True (easy)
14 As group size increases the contribution of individual members tends to decrease
True (moderate)
15 The human relations view of conflict held that conflict must be avoided because it indicates a malfunctioning within the group
False (moderate)
16 The interactionist view of conflict holds that some conflict is absolutely necessary for effective group performance
True (moderate)
17 Resolving conflicts by placing another's needs and concerns above one's own is termed forcing
False (moderate)
18 Compromise offers the ultimate winwin solution to conflict
False (moderate)
19 External conditions tend to have little influence on group performance
False (moderate)
20 An advantage of group decisions is that they increase acceptance of a solution
True (easy)
21 Groupthink is a form of group conformity in which group members withhold deviant minority or unpopular views in order to give the appearance of agreement
True (moderate)
TURNING GROUPS INTO EFFECTIVE TEAMS
22 Work teams are formal groups made up of interdependent individuals who are responsible for the attainment of a goal
True (moderate)
23 A selfmanaged work team brings together experts in various specialties to work together on various organizational tasks
False (moderate)
24 A formal group of employees who operate without a manager and are responsible for a complete work process or segment is referred to as the selfmanaged team
True (moderate)
25 Functional teams are teams that use computer technology to link physically dispersed members in order to achieve a common goal
False (moderate)
26 Moving decision making vertically down to teams allows the organization greater flexibility for faster decisions
True (difficult)
DEVELOPING AND MANAGING EFFECTIVE TEAMS
27 Mutual trust is important in developing effective teams
True (easy)
28 Effective team leaders are increasingly taking the role of coach and facilitator
True (easy)
29 Goal setting is important for teams just as it is for individual employees
True (moderate)
30 Gainsharing is one type of reward system used with work teams
True (easy)
Multiple Choice
A MANAGER’S DILEMMA
31 According to the company profile in A Manager’s Dilemma which of the following describes the types of teams used to develop successful ad campaigns for clients of StrawberryFrog
a functional teams
b domestic teams
c regional teams
d virtual teams (moderate)
UNDERSTANDING GROUP BEHAVIOR
32 Which of the following about groups is true
a You need five or more people to be considered a work group
b The definition of groups suggests that a group is two or more people together for any reason
c Groups can be either formal or informal (moderate)
d Formal groups are aimed at specific social agendas
e Informal groups are indirect benefits of strategic planning
33 Which of the following would be considered a formal group
a task force for employee birthday celebrations
b reading group
c bowling team
d bringing people from various functions to solve a business dilemma (moderate)
e brown bag lunch group
34 In what type of formal group is the traditional work group determined by formal authority relationships
a command groups (moderate)
b crossfunctional teams
c selfmanaged teams
d business unit alliances
e task forces
35 Which of the following is not a formal group
a command groups
b task forces
c crossfunctional teams
d selfmanaged teams
e business unit alliances (difficult)
36 Which of the following formal groups are essentially independent groups which in addition to their regular job take on tasks such as hiring performance evaluations etc
a business unit alliances
b command groups
c selfmanaged teams (moderate)
d crossfunctional teams
e task forces
37 Temporary groups created to accomplish a specific task are termed _____________
a command groups
b crossfunctional teams
c selfdirected teams
d selfmanaged teams
e task forces (easy)
38 Which of the following is not a stage of group development
a performing
b conforming (easy)
c adjourning
d forming
e storming
39 In which of the following stages of group development do people join the group either because of a work assignment in the case of a formal group or for some other benefit desired in the case of an informal group
a forming (moderate)
b conforming
c storming
d norming
e performing
40 The stage of group development in which you would most likely see a battle over group leadership is _______________
a forming
b conforming
c storming (moderate)
d norming
e performing
41 At the completion of which of the following stages of group development would there be a relatively clear hierarchy of leadership within the group and agreement on the group’s direction
a forming
b conforming
c storming (moderate)
d norming
e performing
42 What stage of group development is complete when the group structure solidifies and the group has assimilated a common set of expectations about behavior
a forming
b storming
c conforming
d norming (moderate)
e performing
43 What stage of group development follows norming
a forming
b performing (easy)
c storming
d conforming
e adjourning
44 Which of the following is an accurate statement about the progression of groups through their development stages
a Conflict inhibits group effectiveness
b Groups develop in a linear manner
c Several stages may be happening simultaneously (difficult)
d Groups will always regress to previous stages if only for a short time
e Groups in the conforming stage are more effective than in the norming stage
45 A _____________ refers to a set of expected behavior patterns attributed to someone who occupies a given position in a social unit
a norm
b conformity behavior
c role (moderate)
d status system
e group cohesiveness
46 An individual who is confronted by different role expectations experiences _____________
a role conflict (moderate)
b role convergence
c conformity pressure
d group cohesiveness
e task divergence
47 A middle manager who is expected by hisher boss to keep performance evaluations low to save on merit increase costs but feels compelled to reward hisher high performing subordinates fairly is experiencing which of the following
a norm decisiveness
b role conflict (difficult)
c status separation
d conformity pressure
e cohesiveness conflict
48 The acceptable standards or expectations that are shared by the group’s members are referred to as _______________
a roles
b norms (moderate)
c values
d morals
e policies
49 A new commercial bank employee who notices stares from other officers because he does not wear conservative work attire is experiencing what aspect of groups
a role conflict
b norms (difficult)
c status separation
d cohesiveness conflict
e performing pressure
50 The findings of Asch's experiment utilizing lines of different lengths would relate to which of the following
a job status
b workplace conformity (moderate)
c work group cohesiveness
d role conflict
e performance perceptions
51 _____________ refers to a prestige grading position or rank within a group
a Norm
b Role
c Status (easy)
d Role conflict
e Accommodation
52 Which of the following is an accurate statement regarding status systems
a Education is an informal status characteristic (moderate)
b Status is a weak motivator compared to other group issues
c People generally have difficulty classifying people into status categories
d Status is a contemporary research topic
e Status has cognitive but no behavioral consequences
53 Education age skill or experience are examples of which of the following
a formal status categories
b informal status categories (moderate)
c individual status categories
d ingroup status categories
e outgroup status categories
54 _____________ occurs when a supervisor is earning less than his subordinates
a Conflict
b Role conflict
c Group incohesiveness
d Status incongruence (moderate)
e Group divergence
55 In comparison to large groups small groups _____________
a have shorter group tenure
b tend to be more homogenous
c are faster at completing tasks (moderate)
d are better at obtaining diverse input
e have higher status
56 The free rider tendency explains which of the following
a why the productivity of groups is exponential
b why there is always one person who does not work as hard as other group members
c why as groups get larger the individual contribution often decreases (difficult)
d why group productivity grows in a linear fashion
e why groups will tend to let an unproductive outsider in the group
57 Which of the following is a potential means of limiting the free rider effect
a be able to identify individual responsibility (moderate)
b reward groups collectively not individually
c never allow an outsider into a group once it is formed
d provide merit pay that is proportional to group effectiveness
e allow groups to punish poor team players
58 The degree to which members are attracted to a group and share the group’s goals is referred to as ______________
a group diversity
b group cohesiveness (moderate)
c group expansion
d group norms
e group continuity
59 In which of the following situations are groups most effective
a a cohesive group
b a cohesive group not in alignment with organizational goals
c a noncohesive group in alignment with organizational goals
d a cohesive group in alignment with organizational goals (moderate)
e a noncohesive group
60 Perceived incompatible differences resulting in some form of interference or opposition is known as _____________
a conflict (easy)
b trouble shooting
c political opposition
d problem creation
e personality differences
61 Which view of conflict argues that conflict must be avoided
a human relations view
b interactionist view
c conservative
d traditional (moderate)
e contemporary
62 What view of conflict sees it as natural inevitable and potentially resulting in positive results for the organization
a contemporary view
b conservative view
c human relations view (moderate)
d traditional view
e interactionist view
63 Which view of conflict sees it as absolutely necessary for effective organizational performance
a contemporary view
b conservative view
c human relations view
d traditional view
e interactionist view (moderate)
64 The type of conflicts that the interactionist says support the goals of the organization are known as _____________
a goaloriented conflicts
b strategic conflicts
c natural conflicts
d functional conflicts (moderate)
e realistic conflicts
65 _____________ prevent a group from achieving its goals
a Informal groups
b Command groups
c Crossfunctional teams
d Functional conflicts
e Dysfunctional conflicts (moderate)
66 According to the text which of the following is not identified as a type of conflict that differentiates functional from dysfunctional conflict
a task conflict
b relationship conflict
c ethical conflict (moderate)
d process conflict
67 Which of the following is not mentioned in the text as a conflictresolution option
a avoidance
b contradiction (moderate)
c accommodation
d compromise
e collaboration
68 Withdrawing from or suppression of conflict is termed _____________
a collaborating
b forcing
c accommodation
d avoidance (moderate)
e compromising
69 Which of the following is not an advantage of group decision making over individual decision making
a They provide more information
b They generate more alternatives
c There is less acceptance of a solution (easy)
d There is increased legitimacy of the decision
e There is reluctance to fight a decision they helped develop
70 Which of the following is true concerning the effectiveness of individual decision making over group decision making
a Individuals tend to be more accurate
b Individuals are always outperformed by groups
c Groups are less creative than individuals
d Groups are more accepting of the final decision (moderate)
e Group effectiveness is influenced by its size
71 Which of the following is true concerning groups
a Groups take more time to make a decision (easy)
b Groups tend to have equal participation rates
c There is little pressure to conform
d There is definite ownership of responsibility
e They provide less information
72 The pressure to conform in groups is known by which of the following terms
a management by objectives
b TQM
c shirking
d groupthink (moderate)
e group freeloading effect
73 According to the text all of the following are criteria for which group decision making is most effective compared to individual decision making EXCEPT
a accuracy
b creativity
c speed (easy)
d efficiency
74 Evidence indicates that the optimum size for a group is _____________
a 24
b 35
c 57 (easy)
d 810
e 1215
75 All of the following are mentioned in the text as techniques that managers can use to make group decisions more creative EXCEPT
a electronic meetings
b brainstorming
c nominal group technique
d quantitative analysis (moderate)
76 Which of the following is NOT mentioned in the text as an example of an external condition that can determine group performance and satisfaction
a authority structures
b informal communication (difficult)
c formal regulations
d employee selection criteria
e organization’s culture
77 Which of the following is an example of group member resources
a expected behaviors imposed from the central office
b group member personalities (easy)
c the group leadership
d the group size
e a complex task
78 Which of the following personality traits tends to have a positive impact on group productivity and morale
a selfreliance (moderate)
b authoritarianism
c dominance
d unconventionality
e judgmental
79 All of the following have a negative effect on productivity and morale of groups EXCEPT
a authoritarianism
b selfreliance
c dominance
d unconventionality
80 Which of the following personality traits tends to have a negative impact on group productivity and morale
a sociability
b selfreliance
c independence
d dominance (moderate)
e extrovertism
81 According to the group behavior model presented in your text group size is an example of what factor of group determination of effectiveness
a external conditions
b group structure (moderate)
c group processes
d group tasks
e group resources
MANAGING WORKFORCE DIVERSITY
82 According to the boxed feature Managing Workforce Diversity which of the following is NOT mentioned as a critical interpersonal behavior needed to meet the challenge of coordinating a diverse work team
a understanding
b empathy
c tolerance
d communication
e competence (difficult)
83 Group decision processes leader behavior and power dynamics are examples of _____________
a group structure
b external conditions
c group tasks
d group resources
e group processes (moderate)
TURNING GROUPS INTO EFFECTIVE TEAMS
84 A formal group made up of interdependent individuals responsible for attainment of goals is a(n) _____________
a informal team
b formal team
c work team (moderate)
d social team
e interdependent team
85 Which of the following is not one of the four characteristics used to categorize teams
a purpose
b membership
c industry (easy)
d duration
e structure
86 What team characteristic would be displayed if a team is trying to decide on a new organizational structure
a purpose (difficult)
b membership
c industry
d duration
e structure
87 A functional department team that is part of the organization's formal structure fits within which characteristic of team categorization
a purpose
b industry
c structure
d membership (moderate)
e duration
88 A team that is selfmanaged fits within which characteristic of team categorization
a purpose
b structure (moderate)
c membership
d industry
e duration
89 What type of team has clear issues surrounding authority and is involved in specific problems in a particular functional area
a selfdirected
b functional (moderate)
c permanent
d temporary
e selfmanaged
90 What type of team operates without a manager
a functional
b selfdirected (moderate)
c crossfunctional
d temporary
e specific
91 Bringing together organizational members from marketing accounting human resources and finance to work on a task would be an example of what type of team
a crossfunctional (moderate)
b temporary
c specific
d functional
e selfdirected
DEVELOPING AND MANAGING EFFECTIVE TEAMS
92 High performance teams tend to have _____________ goals
a clear (easy)
b difficult
c public
d multiple
e easy
93 Which of the following is true concerning effective teams
a Strong technical skills are more important than interpersonal skills
b Strong interpersonal skills are more important than technical skills
c Members must have both strong technical and interpersonal skills (difficult)
d Allowing the team to teach technical skills is important
e It is important for team members to also be close friends
94 Believing that your coworker is a person who will not let you down on project completion is an example of what characteristic of effective teams
a clear goals
b relevant skills
c good communication
d fair compensation system
e mutual trust (easy)
95 Which of the following is not a suggestion for managers attempting to build trust
a communicate with members
b be predictable
c demonstrate competency
d allow members to set their own goals (moderate)
e be fair
96 What characteristic of effective teams would be evident of a team that has intense team loyalty
a clear goals
b mutual trust
c unified commitment (easy)
d good communication
e relevant skills
97 Effective teams are characterized by _____________ communication
a lateral
b linear
c good (moderate)
d teamcoded
e organic
98 On a baseball team a shortstop who raises his fist as a signal indicating he will cover second base in the event of an attempted steal is exhibiting what characteristic of effective teams
a clear goals
b mutual trust
c unified commitment
d good communication (moderate)
e relevant skills
99 To be effective team members should _____________ in order to be flexible and continuously make adjustments
a have clear job descriptions
b have formal documentation
c have negotiating skills (difficult)
d hold firm in their positions
e maintain clear and static roles
100 Which role of leader is associated with effective teams
a salesperson
b directive
c controlling
d seller
e facilitator (moderate)
101 Providing a pay system that appropriately recognizes team activities is an example of what characteristic of effective teams
a internal and external support (moderate)
b appropriate leadership
c negotiating skills
d good communication
e unified commitment
102 _____________ is an important part of the planning process in managing a team
a Goal determination (difficult)
b Clarification of authority
c Empowering members
d Determining roles
e Setting clear evaluation criteria
103 A team determining How much authority do we have is an example of what function in managing a team
a planning
b leading
c organizing (moderate)
d evaluating
e controlling
104 Determining how to resolve conflict between group members is an important aspect of what function in managing a team
a planning
b leading (moderate)
c controlling
d organizing
e evaluating
105 Gainsharing is an example of _____________
a a group incentive pay plan (easy)
b a method of evaluating overall organizational success
c a means of measuring the percent of new market share attributed to group processes
d an incentive plan that recognizes individual not group performance
e a leader impact evaluation method
Scenarios
UNDERSTANDING GROUP BEHAVIOR
A New Group (Scenario)
David had been away from his old company Control Tech for a while He remembered that when he worked there ten years ago the company was very traditional and conservative The lines of authority and responsibility were established and clear Now it felt ironic that he was managing the consulting team that was going to help bring a group orientation into being Now in addition to the traditional hierarchy with a manager and subordinates he saw a need to introduce teams comprised of individuals from various work areas to help solve operational problems He also felt that for certain projects there could be groups that could function essentially independently even taking on traditional management responsibilities such as hiring planning scheduling etc Plus he also saw real potential for special temporary projects to be handled by groups that would disband once the task was completed
106 David knows that groups consist of _____________ interacting and interdependent individuals who come together to achieve particular objectives
a two or more (easy)
b at least three
c five or more
d ten or more
e fifteen or more
107 David recognized that _____________ are characterized with the traditional hierarchy of a manager and subordinates
a selfmanaged teams
b task forces
c command groups (moderate)
d crossfunctional teams
e basic groups
The Retreat (Scenario)
The firstline managers were sent on a retreat to Silver Falls for their inaugural strategic planning retreat Few people knew each other but their task was clear design a new performance appraisal system for subordinates that will be effective and usable Their years of complaining about the old system had landed them with this new responsibility dumped right in their lap They had four days to become brilliant and everyone was a little on edge The first day little was accomplished except for the jockeying to see who would be the official leader Finally Jim seemed to wrangle control and helped provide the first real direction for the group By the second day the group seemed to begin working well They spent the morning deciding how they would make decisions within the group and how to manage the ideageneration process The third and fourth days saw the new managers move amazingly quickly with ideas flowing freely By the end of the fourth day they had a workable system developed and they felt satisfied That night they all signed the new document to be presented to the regional manager the next day They all felt a twinge of regret at having to break up the group and return to normal work life
108 The stage of group development characterized by their being at the retreat for a business reason is known as _____________
a performing
b storming
c forming (easy)
d adjourning
e norming
109 The group was in the _____________ stage when they were competing to see who would lead the group
a performing
b storming (moderate)
c forming
d adjourning
e norming
110 When the management group was deciding on their decision rules they were in the _____________ stage of group development
a performing
b storming
c forming
d adjourning
e norming (moderate)
111 In the third and fourth days of the retreat the managers were in the _____________ stage of group development
a performing (moderate)
b storming
c forming
d adjourning
e norming
112 When the management team left Silver Falls to return to their work place they had just completed the _____________ stage of group development
a performing
b storming
c forming
d adjourning (easy)
e norming
Conflicting Opinions (Scenario)
The two vice presidents were in heated debate Celine feels that the old traditional form of marketing their company isn't working any more and that loyal customers would stay regardless She feels the company needs to spice it up a bit and go after new market share Merle disagrees vehemently He feels the company is doing fine they have a good base of loyal customers and new aggressive approaches may lose them without any guarantee of gaining new customers Regardless of who is right their battle was causing a stir in the organization Some felt that conflict like this hurt the company and made it appear weak to employees and stockholders Others felt that this conflict over marketing strategies was bound to occur eventually and may even help the company Still others even encourage such conflict They think it keeps the company from getting stuck
113 Conflict that supports the organization's goals is considered _____________
a accepted conflict
b functional conflict (moderate)
c inevitable conflict
d standard conflict
e strategic conflict
114 Conflict that prevents the organization from achieving its goals is considered _____________
a destructive conflict
b negative conflict
c dysfunctional conflict (moderate)
d nonstrategic conflict
e random conflict
115 Those in the company who view the conflict over the marketing strategy as bad and harmful have a _____________ view of conflict
a human relations
b conservative
c strategic
d interactionist
e traditional (difficult)
116 Those in the company who view the conflict over the marketing strategy as natural and inevitable have a _____________ view of conflict
a human relations (difficult)
b conservative
c strategic
d interactionist
e traditional
117 Those in the company who encourage the conflict over the marketing strategy have a _____________ view of conflict
a human relations
b conservative
c strategic
d interactionist (difficult)
e traditional
TURNING GROUPS INTO EFFECTIVE TEAMS
118 The groups that comprise individuals from various areas working on operational problems are best described as _____________
a selfmanaged teams
b task forces
c command groups
d crossfunctional teams (moderate)
e basic groups
119 David also saw a need for _____________ which are essentially independent groups taking on traditional management responsibilities
a selfmanaged teams (moderate)
b task forces
c command groups
d crossfunctional teams
e basic groups
120 Finally the temporary groups David talked about created to achieve a special task then disband are known as _____________
a selfmanaged teams
b task forces (moderate)
c command groups
d crossfunctional teams
e basic groups
Essay Questions
UNDERSTANDING GROUP BEHAVIOR
121 In a short essay list and discuss the five stages of group development
Answer
Research shows that groups pass through a standard sequence of five stages These five stages are forming storming norming performing and adjourning
a The first stage forming has two aspects First people join the group either because of a work assignment in the case of a formal group or for some other benefit desired (such as status selfesteem affiliation power or security) in the case of an informal group Once the group’s membership is in place the second part of the forming stage begins the task of defining the groups purpose structure and leadership This phase is characterized by a great deal of uncertainty Members are testing the waters to determine what types of behavior are acceptable This stage is complete when members begin to think of themselves as part of a group
b The storming stage is one of intragroup conflict Members accept the existence of the group but resist the control that the group imposes on individuality Further there is conflict over who will control the group When this stage is complete there will be a relatively clear hierarchy of leadership within the group and agreement on the group’s direction
c The third stage is one in which close relationships develop and the group demonstrates cohesiveness There’s now a strong sense of group identity and camaraderie This norming stage is complete when the group structure solidifies and the group has assimilated a common set of expectations of what defines correct member behavior
d The fourth stage is performing The group structure at this point is fully functional and accepted Group energy has moved from getting to know and understand each other to performing the task at hand Performing is the last stage in the development of permanent work groups Temporary groups—such as committees task forces and similar groups—that have a limited task to perform have a fifth stage adjourning
e In the adjourning stage the group prepares to disband High levels of task performance are no longer the group’s top priority Instead attention is directed at wrappingup activities Responses of group members vary at this stage Some are upbeat basking in the group’s accomplishments Other may be saddened by the loss of camaraderie and friendships gained during the work group’s life
(moderate)
122 In a short essay define formal groups and list and describe four examples of formal groups
Answer
Formal groups are work groups established by the organization that have designated work assignments and specific tasks In formal groups appropriate behaviors are established by and directed toward organizational goals
Examples of formal groups
a Command groups – these are the basic traditional work groups determined by formal authority relationships and depicted on the organizational chart They typically include a manager and those subordinates who report directly to him or her
b Crossfunctional teams – these bring together the knowledge and skills of individuals from various work areas in order to come up with solutions to operational problems Crossfunctional teams also include groups whose members have been trained to do each other’s jobs
c Selfmanaged teams – these are essentially independent groups that in addition to doing their operating jobs take on traditional management responsibilities such as hiring planning and scheduling and performance evaluations
d Task forces – these are temporary groups created to accomplish a specific task Once the task is complete the group is disbanded
(moderate)
123 In a short essay explain the difference between the assumptions of the traditional human relations view and interactionist views of conflict
Answer
Over the years three different views have evolved regarding conflict One view argues that conflict must be avoided that it indicates a problem within the group This is called the traditional view of conflict A second view the human relations view of conflict argues that conflict is a natural and inevitable outcome in any group and need not be negative but rather has potential to be a positive force in contributing to a group’s performance The third and most recent perspective proposes that not only can conflict be a positive force in a group but that some conflict is absolutely necessary for a group to perform effectively This third approach is called the interactionist view of conflict The interactionist view is not suggesting that all conflicts are good Some conflicts are seen as supporting the goals of the work groups and improving its performance these are functional conflicts of a constructive nature Other conflicts are destructive and prevent a group from achieving its goals These are dysfunctional conflicts
(easy)
124 In short essay list and discuss four advantages and four disadvantages that group decisions have over individual decisions
Answer
Advantages of group decisions
a Provide more complete information – a group brings a diversity of experience and perspectives to the decision process that an individual cannot
b Generate more alternatives – because groups have a greater amount and diversity of information they can identify more alternatives than an individual This advantage is particularly evident when group members represent different areas of expertise
c Increase acceptance of a solution – many decisions fail after the final choice has been made because people to not accept the solution Group members are reluctant to fight or undermine a decision they have helped develop
d Increase legitimacy – the group decisionmaking process is consistent with democratic ideals and decisions made by groups may be perceived as more legitimate than decisions made unilaterally by one person
Disadvantages of group decisions
a Time consuming – putting a group together takes time as does any decision making within the group The result is that groups almost always take more time to reach a solution than it would take an individual
b Minority domination – members of a group are never perfectly equal They may differ in organizational rank experience knowledge about the problem influence with other members verbal skills and assertiveness This inequality creates the opportunity for one or more members to dominate others
c Pressures to conform – pressures to conform in a group can lead to groupthink which is a form of conformity in which group members withhold different or unpopular views in order to give the appearance of agreement Groupthink undermines critical thinking in the group and eventually harms the quality of the final decision
d Ambiguous responsibility – group member share responsibility but the person actually responsible for the final outcome in a group decision is unclear In an individual decision it’s clear who is responsible
(difficult)
125 In a short essay list and discuss the three types of conflict that have been found to differentiate functional from dysfunctional conflict
Answer
The three types of conflicts are task relationship and process Task conflict relates to the content and goals of the work Relationship conflict focuses on interpersonal relationships Process conflict refers to how the work gets done Studies demonstrate that relationship conflicts are almost always dysfunctional It appears that the friction and interpersonal hostilities inherent in relationship conflicts increase personality clashes and decrease mutual understanding thereby hindering the completion of organizational tasks On the other hand low levels of process conflict and lowtomoderate levels of task conflict are functional For process conflict to be productive it must be kept minimal A lowtomoderate level of task conflict consistently demonstrates a positive effect on group performance because it stimulates discussion of ideas that help groups perform better
(moderate)
126 In a short essay list and discuss five conflictresolution techniques managers can use to reduce conflict
Answer
a Forcing – resolving conflicts by satisfying one’s own needs at the expense of another’s
b Collaborating – resolving conflict by seeking and advantageous solution for all parties
c compromising – resolving conflict by each party giving up something of value
d avoiding – resolving conflicts by withdrawing from or suppressing them
e accommodating – resolving conflicts by placing another’s needs and concerns above your own
(easy)
MANAGING WORKFORCE DIVERSITY
127 In a short essay list and discuss the four critical interpersonal behaviors that are important in meeting the challenge of coordinating a diverse work team
Answer
a Understanding – differences such as cultural physical or other can cause people to behave in different ways Team leaders need to understand and accept these differences Each and every team member should be encouraged to do the same
b Empathy – this is closely related to understanding As a team leader your should try to understand others’ perspectives Put yourself in their place and encourage team members to empathize as well By putting themselves in another’s position the existing team members can enhance their ability to work together as an effective group
c Tolerance – just because you understand that people are different and you empathize with them doesn’t mean that it’s any easier to accept different perspectives or behaviors But it’s important in dealing with diverse ages gender and cultural backgrounds to be tolerant—to allow team members the freedom to be themselves
d Communication – diversity problems may intensify if people are afraid or unwilling to openly discuss issues that concern them And communication within a diverse team needs to be twoway As long as communication exchanges in conflicting situations are handled in a nonthreatening lowkey and friendly manner they generally will have a positive outcome
(difficult)
TURNING GROUPS INTO EFFECTIVE TEAMS
128 In a short essay list and discuss four characteristics in which teams can be categorized
Answer
a Purpose – teams can vary in their purpose or goal A team might be involved in product development problem solving as part of a process reengineering effort or for any other number of workrelated activities
b Duration – a team is either permanent or temporary Departmental teams and others that are part of the organization’s formal structure are types of permanent teams Temporary teams include task forces project teams problemsolving teams and any other type of shortterm team formed to develop analyze or study a workrelated issue
c Membership – team membership can either be functional or crossfunctional A departmental team is functional because its members come from a specific functional area However many organizations are using crossfunctional teams as a way to foster innovation cooperation and commitment
d Structure – teams can be either supervised or selfmanaged A supervised team will be under the direction of a manager who is responsible for guiding the team in setting goals performing the work activities and evaluating performance On the other hand a selfmanaged team assumes the responsibilities of managing itself
(moderate)
129 In a short essay list and describe the four most common types of teams likely to be found in today’s organizations
Answer
a Functional teams – these teams are composed of a manager and his or her employees from a particular functional area Within this functional area issues such as authority decision making leadership and interactions are relatively simple and clear Functional teams are often involved in efforts to improve work activities or to solve specific problems within their particular functional area
b Selfmanaged teams – these teams are formal groups of employees who operate without a manager and are responsible for a complete work process or segment The selfmanaged team is responsible for getting the work done and for managing themselves This usually includes planning and scheduling of work assigning tasks to members collective control over the pace of work making operating decisions and taking action on problems
c Virtual teams – these are teams that use computer technology to link physically dispersed members in order to achieve a common goal IN a virtual team members collaborate using communication links such as wide area networks videoconferencing fax email or even Web sites where the team can hold online conferences Virtual teams can do all the things that other teams can—share information make decisions and complete tasks however they miss the normal giveandtake of facetoface discussions Because of this omission virtual teams tend to be more taskoriented especially if the team members have never personally met
d Crossfunctional teams – these teams are a hybrid grouping of individuals who are experts in various specialties and who work together on various tasks Many organization are using crossfunctional teams For example at Hallmark Cards in Kansas City editors writers artists and production specialists join with employees from manufacturing graphic arts sales and distribution to work on everything from developing new product ideas to improving customer deliveries
(easy)
130 In a short essay list and discuss five characteristics that are associated with effective teams
Answer
a Clear goals – highperformance teams have both a clear understanding of the goals to be achieved and a belief that the goal embodies a worthwhile or important result Moreover the importance of these goals encourages individuals to redirect personal concerns to these team goals In effective teams members are committed to the team’s goals know what they are expected to accomplish and understand how they will work together to achieve these goals
b Relevant skills – effective teams are composed of competent individuals They have the necessary technical and interpersonal skills to achieve the desired goals while working well together However not everyone who is technically competent has the skills to work well as a team member Highperforming teams have members who possess both technical and interpersonal skills
c Mutual trust – effective teams are characterized by high mutual trust among members That is members believe in the ability character and integrity of each other The climate of trust within a group tends to be strongly influenced by the organization’s culture and the actions of management Organizations that value openness honesty and collaborative processes and that encourage employee involvement and autonomy are more likely to create trusting cultures
d Unified commitment – members of an effective team exhibit intense loyalty and dedication to the team They are willing to do whatever it takes to help their team succeed This loyalty and dedication is called unified commitment Unified commitment is characterized by dedication to the team’s goals and a willingness to expend extraordinary amount of energy to achieve them
e Good communication – effective teams are characterized by good communication Members convey messages between each other in ways that are readily and easily understood This includes nonverbal as well as spoken messages Good communication is also characterized by a healthy dose of feedback from team members and managers Feedback helps to guide team members and to correct misunderstandings
f Negotiating skills – effective teams tend to be flexible and are continually making adjustments in the responsibilities assigned to each member This flexibility requires team members to possess negotiating skills Problems and relationships are regularly changing in teams and members need to be able to confront and reconcile differences
g Appropriate leadership – effective leaders can motivate a team to follow them through the most difficult situation How They help clarify goals They demonstrate that change is possible by overcoming inertia And they increase the selfconfidence of team members helping members to more fully realize their potential Increasingly effective team leaders act in the roles of coach and facilitator They help guide and support the team but don’t control it
h Internal and external support – the final condition necessary for an effective team is a supportive climate Internally the team should have a sound infrastructure This includes proper training a clear and reasonable measurement system that team members can use to evaluate their overall performance an incentive program that recognizes and rewards team activities and a supportive human resource system Externally managers should provide the team with the resources needed to get the job done
(difficult)
Chapter 16 – Motivating Employees
TrueFalse
A MANAGER’S DILEMMA
1 According to the company profile in A Manager’s Dilemma the majority of employees at Grupo M consist of highly educated professionals who work from their homes
False (easy)
2 Based on the company profile in A Manager’s Dilemma Grupo M has been profiled as a sweatshop where employees work long hours in dirty dimly lit factories
False (easy)
WHAT IS MOTIVATION
3 Motivation is an internal state that makes certain outcomes appear attractive
True (easy)
4 The three key elements in the definition of motivation are effort organizational goals and needs
True (difficult)
EARLY THEORIES OF MOTIVATION
5 Based on McClelland's threeneeds theory high achievers perform best when the odds are against them
False (moderate)
CONTEMPORARY THEORIES OF MOTIVATION
6 The best managers are high in the need for power and high in the need for affiliation
False (difficult)
7 People with a high need for affiliation prefer cooperative situations over competitive ones
True (moderate)
8 People will do better when they get feedback on how well they're progressing toward their goals
True (easy)
9 Reinforcement theory is related to an individual's belief that she is capable of performing a task
False (moderate)
10 The key to reinforcement theory is that it ignores factors such as goals expectations and needs and focuses solely on what happens to a person when he takes some action
True (difficult)
11 The lower a person's selfefficacy the more confidence he has in his ability to succeed in a task
False (moderate)
12 Reinforcement theorists believe that behavior is a function of its consequences
True (easy)
MANAGING YOUR CAREER
13 According to a recent survey the primary reason employees stay with their jobs is because of flexible work hours
False (moderate)
14 Adding vertical depth to a job is called job enlargement
False (moderate)
15 Job design refers to the way tasks are combined to form complete jobs
True (easy)
16 When a mail sorter's job is expanded to include mail delivery the mail sorter has experienced job enlargement
True (easy)
17 Job enlargement increases job depth
False (easy)
18 In the job characteristics model task significance refers to the degree to which a job requires completion of a whole and identifiable piece of work
False (moderate)
19 According to the job characteristics model task autonomy is not important
False (moderate)
20 Guidance from the job characteristics model suggests that job enlargement should take place rather than task specialization
True (moderate)
21 According to equity theory a person who earns 50000 will be less satisfied with their pay than a person who earns 100000
False (moderate)
22 Equity theory has three referent categories other system and self
True (moderate)
23 The three variables in Vroom's expectancy theory are valence instrumentality and expectancy
True (moderate)
24 Vroom would say that if a person values an outcome their effort to obtain that outcome will always be great
False (moderate)
CURRENT ISSUES IN MOTIVATION
25 Flextime is a scheduling system in which employees work four 10hour days
False (easy)
26 Performancebased compensation is probably most compatible with expectancy theory
True (difficult)
27 Openbook management is a motivational approach in which an organization's financial statements are opened to and shared with all employees
True (moderate)
28 The loyalty of professionals is to their organization
False (easy)
MANAGING IN AN EBUSINES WORLD
29 The challenge to motivating employees in an ebusiness is much less compared to motivating employees in a traditional organization
False (easy)
30 Many employers are installing Webmonitoring software since there is no evidence that such efforts can negatively affect employee morale
False (moderate)
Multiple Choice
A MANAGER’S DILEMMA
31 According to the company profile in A Manager’s Dilemma Grupo M is the largest employer in ______________
a the United States
b Mexico
c Brazil
d Dominican Republic (moderate)
e Switzerland
WHAT IS MOTIVATION
32 ______________ is the willingness to exert high levels of effort to reach organizational goals conditions by the effort’s ability to satisfy some individual need
a Attribution
b Motivation (easy)
c Leadership
d Goal setting
e Tenure
33 The three key elements in the definition of organizational motivation are ______________ organizational goals and needs
a personality
b ability
c effort (easy)
d tenure
e strategy
34 ______________ is an internal state that makes certain outcomes appear attractive
a A need (easy)
b Motivation
c Leadership
d Goal setting
e Attribution
EARLY THEORIES OF MOTIVATION
35 Who developed the Hierarchy of Needs motivational theory
a Herzberg
b Vroom
c McGregor
d Lawler
e Maslow (easy)
36 An individual who wants to buy a home in an expensive neighborhood with a low crime rate is satisfying which psychological needs state
a esteem
b safety (moderate)
c physiological
d selfactualization
e social
37 The drive to find food drink and sexual satisfaction is based on what level of need
a physiological (easy)
b safety
c selfactualization
d social
e esteem
38 The need for such factors as status recognition attention selfrespect autonomy and achievement are examples of which of the following needs according to Maslow’s hierarchy of needs
a physiological
b esteem (moderate)
c social
d selfactualization
e safety
39 Joining a civic club because the members are considered to be very powerful and popular would be satisfying which needs state
a safety
b social
c esteem (moderate)
d selfactualization
e physiological
40 Enjoying friendship with coworkers satisfies what need
a physiological
b esteem
c social (moderate)
d selfactualization
e safety
41 Growth achieving one’s potential and selffulfillment and the drive to become what one is capable of becoming are characteristics of which need according to Maslow’s hierarchy
a physiological
b esteem
c social
d selfactualization (moderate)
e safety
42 A manager who believes that employees need constant control would be described as ______________ according to McGregor
a a Theory X manager (easy)
b a Theory Y manager
c a Theory Z manager
d a human relations manager
e needs hierarchy
43 Which of the following would describe the beliefs of a Theory Y manager
a People have little ambition
b Work is acceptable because of financial needs but play is more natural
c Employees readily accept responsibility (easy)
d People dislike work
e Managerial direction of employees is essential
44 According to Herzberg in order to provide employees with job satisfaction managers should concentrate on
a hygiene factors
b issues such as pay
c motivator factors (moderate)
d extrinsic factors
e nonmotivators
CONTEMPORARY THEORIES OF MOTIVATION
45 An individual who would enjoy taking on the challenge of personally redesigning the workflow of a manufacturing line to improve employee productivity would probably be rated high on which of the following
a need for affiliation
b need for impact
c need for achievement (difficult)
d need for power
e need for control
46 According to McClelland the need to make others behave in a way they wouldn't have behaved otherwise is which of the following work motives
a need for achievement
b need for power (easy)
c need for affiliation
d need for motivation
e need for selffulfillment
47 Which of the following suggests that there is a need to have good relationships at work
a need for achievement
b need for power
c need for fulfillment
d need for affective connection
e need for affiliation (moderate)
48 Which of the following is not true concerning high achievers
a They perform best when the success probability is fiftyfifty
b They dislike gambling when the odds are high
c They like a high probability of success (moderate)
d They like goals that cause themselves to stretch a bit
e They dislike achievement from accidents
49 Which of the following is true concerning individuals who have a high need for achievement
a They desire to do many things with medium impact on quality
b They seek achievement but not personal responsibility
c They want slow but sure feedback on their performance
d They dislike succeeding by chance (difficult)
e They enjoy very difficult tasks
50 Employees can be trained to stimulate their ______________ needs
a affiliation
b selfesteem
c achievement (difficult)
d power
e self actualization
51 The best managers are high in the need for ______________ and low in the need for ______________
a achievement power
b power affiliation (difficult)
c affiliation power
d achievement affiliation
e power achievement
52 Which of the following is an accurate statement concerning McClelland's threeneeds theory
a High achievers are best motivated in jobs with low personal responsibility but high task difficulty
b High achievers tend to be good managers
c The best managers are high in need for power and low in need for affiliation (difficult)
d Employee need for achievement is innate and cannot be changed
e High achievers are poor salespersons
53 The proposition that specific goals increase performance and that difficult goals when accepted result in higher performance than easy goals is termed ______________
a selfefficacy
b reinforcement theory
c pathgoal theory
d goalsetting theory (moderate)
e equity theory
54 Which of the following best summarizes the relationship between goal setting and need for achievement findings
a Goal setting is superior because it recommends setting difficult goals
b They are incompatible theories but there is no empirical research to support either claim
c Difficult goals are still recommended for most people because only 1020 percent of people are high achievers (difficult)
d Goal setting is not needed with high achievers
e They are very similar theories
55 People will do better when they get ______________ because it helps identify discrepancies between what they have done and what they want to do
a input
b goals
c equity
d power
e feedback (easy)
56 The higher your ______________ the more confidence you have in your ability to succeed in a task
a selfefficacy (easy)
b selfesteem
c reinforcers
d job scope
e motivation
57 Reinforcement theorists believe that behavior results from which of the following
a external consequences (moderate)
b internal personality traits such as need for achievement
c setting high goals
d intrinsic satisfiers
e hygiene factors
58 A ______________ is any consequence immediately following a response that increases the probability that the behavior will be repeated
a goal
b reinforcer (moderate)
c conclusion
d job characteristics model
e valence
59 ______________ is the way tasks are combined to form complete jobs
a Job scope
b Job enlargement
c Job enrichment
d Job design (moderate)
e Job criteria
MANAGING YOUR CAREER
60 According to a recent survey which of the following is the main reason employees stay with their jobs
a pleasant work environment
b easy commute
c challenging work
d like coworkers (moderate)
e flexible work hours
61 According to reinforcement theory an individual would behave in a desired manner if which of the following occurred
a Nothing happened when they acted appropriately
b They are punished for doing the wrong behavior
c They set specific difficult goals to achieve
d They are immediately rewarded such as a monthly bonus (moderate)
e Their inner drives create the necessary tension level
62 According to reinforcement theory if a manager catches an employee exhibiting unproductive behavior the recommended action for eliminating the behavior would be to ______________
a punish the behavior
b reward their good behavior
c reward other employees' good behavior
d punish other employees exhibiting similar unproductive behavior
e ignore the behavior (difficult)
63 The number of different tasks required in a job and the frequency with which those tasks are repeated is ______________
a job scope (moderate)
b job enlargement
c job enrichment
d job design
e job criteria
64 Horizontally expanding the tasks of a job is known by which of the following terms
a job enrichment
b job enlargement (moderate)
c task improvement
d job expansion
e right sizing tasks
65 ______________ is vertical expansion of a job by adding planning and evaluating responsibilities
a Job scope
b Job enlargement
c Job enrichment (moderate)
d Job design
e Job criteria
66 Job enrichment increases job ______________ which is the degree of control employees have over their work
a breadth
b scope
c variety
d depth (moderate)
e feedback
67 Which of the following is not associated with job enrichment
a vertical expansion
b adding planning tasks
c increasing job scope (moderate)
d adding evaluating responsibility
e increased employee control
68 The research evidence on the use of job enrichment programs could be classified as ______________
a encouraging
b strongly supportive
c moderately supportive
d inconclusive (moderate)
e unsupportive
69 What theory provides a conceptual framework for analyzing jobs by analyzing five core dimensions
a reinforcement theory
b job characteristics model (moderate)
c job design
d equity theory
e expectancy theory
70 Which of the following according to the job characteristics model is the degree to which a job requires a variety of activities so that an employee can use a number of different skills and talents
a task identity
b autonomy
c feedback
d task significance
e skill variety (easy)
71 Which of the following according to the job characteristics model is the degree to which a job requires completion of a whole and identifiable piece of work
a skill variety
b autonomy
c task significance
d task identity (easy)
e feedback
72 The job characteristics model identifies ______________ as the degree to which a job has substantial impact on the lives or work of other people
a task significance (moderate)
b task identity
c skill variety
d autonomy
e feedback
73 ______________ is the degree to which a job provides substantial freedom independence and discretion to the individual in scheduling the work and determining the procedures to be used in carrying it out
a Task significance
b Task identity
c Skill variety
d Autonomy (easy)
e Feedback
74 ______________ is the degree to which carrying out the work activities required by a job results in an individual's obtaining direct and clear information about the effectiveness of her performance
a Task significance
b Task identity
c Skill variety
d Autonomy
e Feedback (moderate)
75 In the job characteristics model which combination of core job dimensions combine to produce experienced meaningfulness of work by the employee
a skill variety feedback and autonomy
b autonomy task significance and task identity
c task identity skill variety and task significance (moderate)
d task significance task identity and feedback
e task identity feedback and autonomy
76 Which of the following personality variables moderates the relationship between job dimensions and outcomes according to the job characteristics model
a need for achievement
b growth need (difficult)
c locus of control
d risk taking
e need for power
77 The job characteristics model provides guidance to managers concerning ______________
a job redesign (easy)
b employee selection
c pay satisfaction
d collective bargaining
e strategic planning
78 According to the job characteristics model ______________ suggests that managers should design tasks that form an identifiable and meaningful whole
a combining tasks
b creating natural work units (moderate)
c opening feedback channels
d expanding jobs vertically
e establishing client relationships
79 Which of the following is an accurate statement about equity theory
a It explains why a factory worker resents how much professional baseball players make
b It suggests that people will feel fairly treated if they receive pay increases
c It is based on perceptions of our own situation to others who are like us (moderate)
d It is a theory based on needs
e It is a motivational theory based on our job characteristics
80 In ______________ an employee compares his job's inputsoutcomes ratio with that of relevant others and then corrects any inequity
a reinforcement theory
b the job characteristics model
c job design
d equity theory (moderate)
e expectancy theory
81 Which of the following is not an input according to equity theory
a effort
b experience
c pay level (easy)
d education
e job tenure
82 If a manager seeks equity by rethinking his situation and deciding that on second thought my office is nicer because it has better carpet this manager is seeking equity through which of the following methods
a increasing his outcomes
b decreasing comparison other outcomes
c distorting others' outcomes (difficult)
d leaving the situation
e choosing a new comparison other
83 Based on equity theory asking the boss to give a comparison other at work more responsibility is to seek equity through which of the following methods
a decreasing your inputs
b increasing comparison other outcomes
c decreasing your outcomes
d cognitively distorting the situation
e increasing comparison other inputs (moderate)
84 Organizational pay policies are what type of referent according to equity theory
a other
b system (difficult)
c internal
d external
e self
85 In general the research support for equity theory could be described as ______________
a strong (moderate)
b moderate
c weak
d inconclusive
e there has been very little research on equity theory
86 In expectancy theory the probability perceived by the individual that exerting a given amount of effort will lead to a certain level of performance is ______________
a valence
b expectancy (moderate)
c consistency
d flexibility
e instrumentality
87 Which expectancy theory linkage explains the belief by a student that studying hard results in obtaining high test grades
a valence of reward
b expectancy (difficult)
c input to outcome
d goal setting to achievement
e instrumentality to reward
88 In expectancy theory the degree to which the individual believes that performing at a particular level is instrumental in leading to the attainment of a desired outcome is ______________
a valence
b expectancy
c consistency
d flexibility
e instrumentality (moderate)
89 Which expectancy theory linkage explains the belief that having a high grade point average is critical in obtaining a good job
a instrumentality (difficult)
b expectancy
c goal setting to achievement
d valence
e input to outcome
90 Which expectancy theory linkage explains the degree to which a student desires a good job
a expectancy
b effort to performance
c input to outcome
d instrumentality
e valence (moderate)
91 Which of the following is not an important issue surrounding equity theory
a It emphasizes payoffs
b It is important to understand why outcomes are important or unimportant
c Expected behaviors are important
d Reality is key (difficult)
e Individuals are expected to maximize needs andor wants
CURRENT ISSUES IN MOTIVATION
92 To maximize motivation among today's diverse work force managers need to think in terms of ______________
a flexibility (easy)
b consistency
c needs
d wants
e organizational strategy
93 A ______________ workweek is a workweek where employees work longer hours per day but fewer days per week
a flexible
b compressed (easy)
c congruent
d parallel
94 ______________ is a scheduling system in which employees are free to vary work hours within certain limits
a Compressed work week
b Job sharing
c Flextime (moderate)
d Telecommuting
e Job enlargement
95 What type of job scheduling option would allow two different employees to share one fortyhouraweek system's analyst position
a compressed work week
b job sharing (easy)
c flextime
d telecommuting
e job enlargement
MANAGING WORK FORCE DIVERSITY
96 At which of the following companies do new employees become a part of a mentoring group called Horizons
a Microsoft
b HewlettPackard
c IBM
d Silicon Graphics (moderate)
e Lucent Technologies
97 The linking by computer and modem of workers at home with coworkers and management at an office is termed ______________
a job sharing
b compressed work week
c flextime
d telecommuting (easy)
e job enlargement
98 Piecerate pay plans wage incentive plans profitsharing and lumpsum bonuses are examples of ______________ programs
a openbook management
b expectancy theory
c payforperformance (easy)
d equity theory
e job characteristics model
99 Performancebased compensation is probably most compatible with which motivational theory
a equity theory
b goal setting theory
c job characteristics model
d expectancy theory (difficult)
e reinforcement theory
100 ______________ is a motivational approach in which an organization's financial statements are opened to and shared with all employees
a Openbook management (easy)
b Expectancy theory
c Payforperformance
d Equity theory
e Job characteristics model
101 Successful motivation of professions requires that managers recognize that the loyalty of professionals is usually toward their ______________
a employer
b shortterm financial well being
c longterm financial well being
d family
e profession (moderate)
102 All of the following are mentioned in the text as suggestions to motivating professionals EXCEPT
a providing them with ongoing challenging projects
b using money and promotions (moderate)
c allowing them to structure their work in ways they find productive
d rewarding them with recognition
103 Which of the following is not a suggestion for motivating employees
a recognize individual differences
b make goals very difficult to achieve (easy)
c match people to jobs
d individualize rewards
e don't ignore money
104 A review of eighty studies found which of the following methods produced the highest increases in productivity
a goal setting
b job redesign
c employee participation
d monetary increases (moderate)
e jobperson match
105 Which of the following is NOT mentioned in the text as a suggestion to motivating employees in general
a recognize individual differences
b use goals
c use collective rewards (moderate)
d don’t ignore money
e link rewards to performance
Scenarios and Questions
CONTEMPORARY THEORIES OF MOTIVATION
Changing Jobs (Scenario)
Marty sat in his favorite chair at home and pondered his work situation The funding in his division had been cut by twentyfive percent but the numerical goals did not budge Something had to change and he knew it was his job to figure out how to make the goals reachable He had decided to try to make it work by changing the way tasks are combined in each job First he needed to know how many tasks there were to each job and how frequently each task is repeated He also knew that because of the funding cut people were going to be asked to increase their job tasks horizontally But he also felt that to balance this he should add planning and evaluating responsibilities Together even though the employees were clearly being asked to contribute more he felt they would have a greater degree of control over their work No one looked forward to this coming year ÄÄ managers or staff ÄÄ but it was do or die
106 Which of the following is the term that describes the way tasks are combined in each job
a job enlargement
b job scope
c job enrichment
d job design (difficult)
e job depth
107 ______________ describes the degree of control employees have over their work
a job enlargement
b job scope
c job enrichment
d job design
e job depth (difficult)
108 Marty was also going to ask people to horizontally increase their jobs also known as ______________
a job enlargement (moderate)
b job scope
c job enrichment
d job design
e job depth
109 The vertical expansion of employees or ______________ was also suggested by Marty
a job enlargement
b job scope
c job enrichment (moderate)
d job design
e job depth
A Management Tool (Scenario)
The managers wanted and needed something they could actually use as a tool for redesigning the jobs in their departments They had now sat through four days of management training but so far with all of the fancy theories they had not received any specific guidance in this area Finally on the last day of the training they learned about the job characteristics model Sure it still had all of the theory and other academic jargon but it also provided some specific steps to help improve the core job dimensions
110 One suggestion ______________ encourages putting existing fragmented tasks back together to increase skill variety and task identity
a combining tasks (easy)
b creating natural work units
c establishing client relationships
d expanding jobs vertically
e opening feedback channels
111 Another suggestion ______________ allows employees to judge the level of their performance
a combining tasks
b creating natural work units
c establishing client relationships
d expanding jobs vertically
e opening feedback channels (moderate)
112 ______________ can help partially close the gap between the doing and the controlling aspects of the job and increases employee autonomy
a combining tasks
b creating natural work units
c establishing client relationships
d expanding jobs vertically (difficult)
e opening feedback channels
113 The model also suggests that ______________ will increase employee ownership of the work and help them view their work as meaningful
a combining tasks
b creating natural work units (difficult)
c establishing client relationships
d expanding jobs vertically
e opening feedback channels
What Do You Expect (Scenario)
The employees at Acme Toilets Inc are not working as hard as Jill their supervisor would like The salesmen aren't meeting their sales quotas and Jill can't seem to motivate them to try harder Jill has been studying expectancy theory and has decided to try to put it into practice
114 Employees are never able to meet their sales quotas and believe that no matter how hard they work they'll never meet them They perceive the ______________ of their success to be low
a instrumentality
b expectancy (difficult)
c valence
d performancereward linkage
e attractiveness of reward
115 Employees believe that they can make their sales quotas but aren't sure that management will really reward them when they do They perceive the ______________ to be low
a instrumentality (difficult)
b expectancy
c valence
d effortperformance linkage
e attractiveness of reward
116 Management has set the reward for meeting sales quotas at a lower level than last year Employees perceive that the ______________ is low
a instrumentality
b expectancy
c valence (difficult)
d performancereward linkage
e effortperformance linkage
117 Jill has arranged for the bonus system to be changed so that the bonus for meeting sales quotas is much higher than it has ever been before Jill has altered the ______________
a instrumentality
b expectancy
c valence (moderate)
d performancereward linkage
e effortperformance linkage
CURRENT ISSUES IN MOTIVATION
Design Your Own Job (Scenario)
Terrence has been brought in to a hightech company to institute familyfriendly programs He has decided that because of the diverse work force alternative working hours will be very attractive to the employees
118 Terrence is allowing two people to split a 40houraweek job They are splitting the work and the benefits in an arrangement termed ______________
a flexible work hours
b a compressed workweek
c flextime
d job sharing (easy)
e telecommuting
119 Terrence allows employees to work four 10hour days instead of the traditional five day workweek This work arrangement is termed ______________
a homebased work
b a compressed workweek (easy)
c flextime
d job sharing
e telecommuting
120 Some employees are working from home via computers This work arrangement is termed ______________
a flexible work hours
b a compressed workweek
c flextime
d job sharing
e telecommuting (easy)
Essay Questions
WHAT IS MOTIVATION
121 In a short essay define motivation and discuss the three key elements that can be seen in this definition
Answer
Motivation is the willingness to exert high levels of effort to reach organizational goals conditioned by the effort’s ability to satisfy some individual need The three key elements that can be seen in this definition are effort organizational goals and needs The effort element is a measure of intensity or drive A motivated person tries hard But high levels of effort are unlikely to lead to favorable job performance unless the effort is channeled in a direction that benefits the organization A person should be seeking effort that is directed toward and consistent with organizational goals A need refers to some internal state that makes certain outcomes appear attractive An unsatisfied need creates tension that stimulates drives within an individual These drives lead to a search behavior to find particular goals that if attained will satisfy the need and reduce the tension
(moderate)
EARLY THEORIES OF MOTIVATION
122 In a short essay list and discuss the five needs that are based on Maslow’s Hierarchy of Needs Theory
Answer
a Physiological needs – food drink shelter and other physical requirements
b Safety needs – security and protection from physical and emotional harm as well as assurance that physical needs will continue to be met
c Social needs – affection belongingness acceptance and friendship
d Esteem needs – internal esteem factors such as selfrespect autonomy and achievement and external esteem factors such as status recognition and attention
e Selfactualization needs – growth achieving one’s potential and selffulfillment the drive to become what one is capable of becoming
(easy)
123 In a short essay list and discuss the threeneeds theory according to David McClelland Next identify which of these needs has been studied most extensively and discuss the findings of this research
Answer
The threeneeds theory says there are three needs that are major motives in work These three needs include the need for achievement which is the drive to excel to achieve in relation to a set of standards and to strive to succeed the need for power which is the need to make others behave in a way that they would not have behaved otherwise and the need for affiliation which is the desire for friendly and close interpersonal relationships Of these three needs the need for achievement has been researched most extensively The findings show people with a high need for achievement are striving for personal achievement rather than for the trappings and rewards of success They have a desire to do something better or more efficiently than it’s been done before They prefer jobs that offer personal responsibility for finding solutions to problems in which they can receive rapid and unambiguous feedback on their performance in order to tell whether they’re improving and in which they can set moderately challenging goals High achievers aren’t gamblers they dislike succeeding by chance They are motivated by and prefer the challenge of working at a problem and accepting the personal responsibility for success or failure An important point is that high achievers avoid what they perceive to be very easy or very difficult tasks
(difficult)
124 In a short essay discuss job design and describe how a manager could utilize job scope job enlargement job enrichment and job depth to design motivating jobs
Answer
Job design refers to the way tasks are combined to form complete jobs Job design historically has concentrated on making jobs smaller and more specialized Yet when jobs are narrow in focus and highly specialized motivating employees is a real challenge Thus many organizations have looked at other job design options One of the earliest efforts at overcoming the drawbacks of job specialization involved the horizontal expansion of a job through increasing job scope—the number of different tasks required in a job and the frequency with which these tasks are repeated For instance a dental hygienist’s job could be enlarged so that in addition to dental cleaning he or she is pulling patients’ files refiling them when finished and cleaning and storing instruments This type of job design option is called job enlargement Another approach to designing motivating jobs is through the vertical expansion of a job by adding planning and evaluating responsibilities—job enrichment Job enrichment increases job depth which is the degree of control employees have over their work In other words employees are empowered to assume some of the tasks typically done by the managers Thus the tasks in an enriched job should allow workers to do a complete activity with increased freedom independence and responsibility These tasks should also provide feedback so that individuals can assess and correct their own performance For instance in an enriched job the dental hygienist in addition to dental cleaning could schedule appointments and follow up with clients
(difficult)
125 In a short essay list and discuss the five core dimensions that can describe any job according to the job characteristics model
Answer
a Skill variety – the degree to which a job requires a variety of activities so that an employee can use a number of different skills and talents
b Task identity – the degree to which a job requires completion of a whole and identifiable piece of work
c Task significance – the degree to which a job has a substantial impact on the lives or work of other people
d Autonomy – the degree to which a job provides substantial freedom independence and discretion to the individual in scheduling the work and determining the procedures to be used in carrying it out
e Feedback – the degree to which carrying out work activities required by a job results in the individual’s obtaining direct and clear information about the effectiveness of his or her performance
(moderate)
126 In a short essay discuss the equity theory and list five probable behavior responses that may occur when employees perceive an inequity
Answer
The equity theory proposes that employees perceive what they get from a job situation (outcomes) in relation to what they put into it (inputs) and then compare their inputsoutcomes ratios of relevant others If an employee perceives his or her ratio to be equal to those of relevant others a state of equity exits In other words he or she perceives that the situation is fair However if the ratio is unequal inequity exists and he or she views themselves as underrewarded or overrewarded When inequities occur employees attempt to do something about it The equity theory proposes that employees might (1) distort either their own or others’ inputs or outcomes (2) behave in some way to induce others to change their inputs or outcomes (3) behave in some way to change their own inputs or outcomes (4) choose a different comparison person or (5) quit their job
(moderate)
127 In a short essay discuss Victor Vroom’s expectancy theory and list and describe the three variables or relationships that support this theory
Answer
Expectancy theory states that an individual tends to act in a certain way based on the expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual It includes the following three variables or relationships
a Expectancy or effortperformance linkage – probability perceived by the individual that exerting a given amount of effort will lead to a certain level of performance
b Instrumentality or performancereward linkage – the degree to which the individual believes that performing at a particular level is instrumental in attaining the desired outcome
c Valence or attractiveness of reward – the importance that the individual places on the potential outcome or reward that can be achieved on the job Valence considers both the goals and needs of the individual
(moderate)
CURRENT ISSUES IN MOTIVATION
128 In a short essay list and discuss four types of flexible working schedules that have been implemented by organizations as a response to the varied needs of a diverse workforce
Answer
a Compressed workweek – a workweek where employees work longer hours per day but fewer days per week The most common form is four 10hour days (a 440 program) However organizations could design whatever schedules they wanted to fit employees’ needs This compressed workweek provides employees with time off for running errands pursuing hobbies or taking care of family problems
b Flexible work hours (also known as flextime) – a scheduling system in which employees are required to work a specific number of hours a week but are free to vary those hours within certain limits In a flextime schedule there are certain common core hours when all employees are required to be on the job but starting ending and lunchhour times are flexible Flextime is one of the most desired benefits employees want from their employers
c Job sharing – the practice of having two or more people split a fulltime job This types of job schedule might be attractive for example to individuals with schoolage children or retirees who want to work but do not want the demands and hassles of a fulltime position
d Telecommuting – here employees work at home and are linked to the workplace by computer and modem Many jobs can be done at home and this approach might be close to the ideal job for some people as there is no commuting flexible hours freedom to dress as you please and little or no interruptions from colleagues
(easy)
129 In a short essay discuss the unique problems faced in trying to motivate professional employees contingent workers and lowskilled minimumwage employees Include a discussion of various methods that can be implemented to motivate these types of employees
Answer
a Motivating professionals – professionals are typically different from nonprofessionals They have a strong and longterm commitment to their field of expertise They loyalty is more often to their profession than to their employer To keep current in their field they need to regularly update their knowledge and because of their commitment to their profession they rarely define their workweek as 8am to 5pm five days a week What motivates professionals Money and promotions typically are low on their priority list Therefore provide them with ongoing challenging projects Give them autonomy to follow their interests and allow them to structure their work in ways they find productive Reward them with educational opportunities—additional training workshops attending conferences—that allow them to keep current in their field Also reward them with recognition and ask questions and use other actions that demonstrate to them that you’re sincerely interested in what they’re doing and value it
b Motivating contingent workers – contingent workers don’t have the security or stability that permanent employees have and they don’t identify with the organization or display the commitment that other employees do Temporary workers also typically get little or no benefits such as health care or pensions There’s no simple solution for motivating contingent employees What will motivate involuntarily temporary employees An obvious answer is the opportunity to become a permanent employee In cases in which permanent employees are selected from a pool of temps the temps will often work hard in hopes of becoming permanent A less obvious answer is the opportunity for training The ability of a temporary employee to find a new job is largely dependent on his or her skills If the employee sees that the job he or she is doing can help develop marketable skills then motivation is increased
c Motivating lowskilled minimumwage employees – one of the toughest motivational challenges a manager faces is how to achieve and keep high performance levels among these types of workers Although money is important as a motivator it’s not the only reward that people seek and that managers can use In motivating minimumwage employees managers should look at other types of rewards that help motivate employee performance One that many companies use is employee recognition programs such as employee of the month quarterly employee performance awards ceremonies or celebrations of employees’ accomplishments These types of programs serve the purpose of highlighting employees whose work performance has been of the type and level the organization wants to encourage in all its employees
(easy)
130 In a short essay list and discuss six specific recommendations that should be followed when motivating employees
Answer
a Recognize individual differences – almost every contemporary motivation theory recognizes that employees aren’t identical They have different needs attitudes personality and other important individual variables
b Match people to jobs – there’s a great deal of evidence showing the motivational benefits of carefully matching people to jobs For example high achievers should have jobs that allow them to participate in setting moderately challenging goals and that involve autonomy and feedback However keep in mind that not everybody is motivated by jobs that are high in autonomy variety and responsibility
c Use goals – managers should ensure that employees have hard specific goals and feedback on how well they’re doing in achieving those goals The determination of whether goals should be assigned by the manager or set with the employee’s participation depends on the perception of goal acceptance and the organization’s culture If resistance to goals is expected participation should increase acceptance If participation is inconsistent with the culture assigned goals should be used
d Ensure that goals are perceived as attainable – regardless of whether goals are actually attainable employees who see goals as unattainable will reduce their effort Managers must be sure therefore that employees feel confident that increased efforts can lead to achieving performance goals
e Individualize rewards – because employees have different needs what acts as a reinforcer for one may not for another Managers should use their knowledge of employee differences to individualize the rewards they control such as pay promotions recognition desirable work assignments autonomy and participation
f Link rewards to performance – managers need to make reward contingent on performance Rewarding factors other then performance will only reinforce those other factors Important rewards such as pay increases and promotions should be given for the attainment of specific goals Managers should also look for ways to increase the visibility of rewards making them potentially more motivating
g Check the system for equity – employees should perceive that rewards or outcomes are equal to the inputs On a simple level experience ability effort and other obvious inputs should explain difference in pay responsibility and other obvious outcomes Remember that one person’s equity is another’s inequity so an ideal reward system should weigh inputs differently in arriving at the proper rewards for each job
h Don’t ignore money – it’s easy to get so caught up in setting goals creating interesting jobs and providing opportunities for participation that you forget that money is a major reason why most people work Thus the allocation of performancebased wage increases piecework bonuses and other pay incentives is important in determining employee motivation
(difficult)
Chapter 17 Leadership
TrueFalse
A MANAGER’S DILEMMA
1 The Ross family decided to hire an experienced CEO to run Bob Ross Buick upon the death of Bob Ross Sr the founder of the company
False (moderate)
MANAGERS VERSUS LEADERS
2 Managers and leaders are the same
False (easy)
3 Leaders influence a group toward the achievement of goals
True (easy)
4 Not all leaders have the capabilities or skills needed to hold managerial positions
True (easy)
5 Leadership is based on authority granted from organizational position
False (moderate)
CONTINGENCY THEORIES OF LEADERSHIP
6 Fiedler's contingency model of leadership style effectiveness depends on the ability and willingness of the subordinates
False (moderate)
7 The leastpreferred coworker questionnaire measure whether a person is task or relationship oriented
True (easy)
8 Fiedler assumed a person's leadership style was adjusted based on the situation
False (moderate)
9 Fiedler identified three contingency dimensions leadermember relations task structure and reward power
False (difficult)
10 According to Fiedler's research taskoriented leaders tended to perform better in situations that are very favorable to them and in situations that were very unfavorable
False (difficult)
11 According to Fiedler's research relationshiporiented leaders seemed to perform better in very unfavorable situations
False (moderate)
12 Review of the major studies undertaken to test the overall validity of the Fiedler model led to a generally positive conclusion
True (moderate)
13 Robert House's pathgoal theory is an expectancy theory of motivation
False (moderate)
14 Robert House's supportive leader consults with subordinates and uses their suggestions before making a decision
False (difficult)
15 Robert House assumed that leadership style changes depending on the situation
True (moderate)
16 Pathgoal theory holds that subordinates with an external locus of control will be more satisfied with a directive style
True (moderate)
17 Vroom and Yetton's PathGoal Model related leadership behavior and participation to decision making
False (moderate)
18 Research testing the original leader participation model was very encouraging
True (moderate)
CUTTINGEDGE APPROACHES TO LEADERSHIP
19 A charismatic leader is likely seen as being assertive
True (easy)
20 People working for charismatic leaders are motivated to exert extra work effort but express lower satisfaction
False (moderate)
21 Charismatic leadership may not always be needed to achieve high levels of employee performance
True (easy)
22 Charisma is the ability to create and articulate a realistic credible attractive vision of the future for any organization or organizational unit that grows out of and improves upon the present
False (moderate)
23 The key properties of a vision seem to be inspirational possibilities that are value centered are realizable have superior imagery and are well articulated
True (difficult)
24 One specific role of team leadership is that team leaders are troubleshooters
True (easy)
25 When team leaders assume the role of troubleshooter they clarify expectations and roles teach and offer support
False (moderate)
26 Transactional and transformational leadership are opposing approaches to getting things done
False (moderate)
27 The evidence supports the superiority of transformational leadership over transactional leadership
True (moderate)
CONTEMPORARY ISSUES IN LEADERSHIP
28 According to French and Raven legitimate power and authority are one in the same
True (moderate)
29 Credibility is the degree to which followers perceive someone as honest competent and able to inspire
True (moderate)
MANAGING IN AN EBUSINESS WORLD
30 According to Managing in an Ebusiness World leaders in ebusinesses see themselves as longdistance runners and their contemporaries in other non ebusinesses as sprinters
False (moderate)
Multiple Choice
A MANAGER’S DILEMMA
31 According to the company profile in A Manager’s Dilemma the problem facing Bob Ross Buick is determining _______________
a how to attract more customers
b how to expand the company
c how to keep employees loyal (moderate)
d how to hire more qualified employees
e how to sell the business
MANAGERS VERSUS LEADERS
32 Which of the following is NOT true concerning the difference between managers and leaders
a Managers are appointed
b Managers influence through informal means (easy)
c Leaders may be appointed
d Leaders can influence beyond formal authority
e Leaders may emerge from a group
33 Persons who are able to influence others and who possess managerial authority are termed ______________
a managers
b leaders (easy)
c organizers
d visionaries
e team members
EARLY LEADERSHIP THEORIES
34 Which of the following is NOT mentioned in the text as one of the three leadership styles explored in the University of Iowa studies
a cultural style (easy)
b autocratic style
c democratic style
d laissezfaire style
35 Which of the following describes the leadership style in which a leader tended to centralize authority dictate work methods make unilateral decisions and limit employee participation
a cultural style
b autocratic style (moderate)
c democratic style
d laissezfaire style
36 The _______________ style of leadership describes a leader who tends to involve employees in decision making delegate authority encourage participation in deciding work methods and goals and use feedback as an opportunity for coaching employees
a cultural style
b autocratic style
c democratic style (moderate)
d laissezfaire style
37 Which of the following describes the leadership style in which the leader generally gives the group complete freedom to make decisions and complete the work in whatever way it saw fit
a cultural style
b autocratic style
c democratic style
d laissezfaire style (moderate)
38 According to the Ohio State studies which of the following dimensions of leader behavior refers to the extent to which a leader is likely to define and structure his or her role and the roles of group members in the search for goal attainment
a intelligence structure
b psychological structure
c initiating structure (easy)
d consideration structure
39 According to the Ohio State studies the dimension of leader behavior that is defined as the extent to which a leader had job relationships characterized by mutual trust and respect for group members’ ideas and feelings is called _______________
a initiation
b consideration (moderate)
c cultural
d physical
CONTINGENCY THEORIES OF LEADERSHIP
40 Who developed the first contingency model for leadership
a Blake and Mouton
b Fiedler (easy)
c Adler
d Lewin
e Schmidt
41 Fielder's model of leadership was the first ______________ model
a visionary
b pathgoal
c team
d empowerment
e contingency (moderate)
42 Fiedler's leastpreferred coworker questionnaire seeks to measure what leadership factor
a subordinate needs
b leader's style (moderate)
c situation
d subordinate coworker influence
e leader traits
43 Which of the following is TRUE concerning Fiedler's leastpreferred coworker questionnaire
a Leaders are either task or relationship oriented (moderate)
b Fielder assumed that leadership style was contextual
c Leadership style is dynamic depending on the situation
d A low LPC would be a taskoriented leader
e A high LPC would be a relationshiporiented leader
44 The least preferred coworker questionnaire was developed by ______________
a Victor Vroom
b Robert House
c Fred Fiedler (difficult)
d French and Raven
e David McClelland
45 Fiedler assumed a person's leadership style was ______________
a contingent
b relative
c dimensional
d fixed (difficult)
e team oriented
46 Fiedler's dimension termed ______________ is the degree of confidence trust and respect subordinates had for their leader
a leadermember relations (easy)
b power relationship
c task structure
d authority
e position power
47 Which of the following are two of the three key situational factors Fielder felt were important in determining leader effectiveness
a leadermember relations maturity of followers
b organizational success position power
c task structure leadermember relations (moderate)
d maturity of organization and subordinates
e organizational age and task structure
48 Fiedler's term ______________ refers to the degree to which the job assignments are formalized and procedurized
a leadermember relations
b power relationship
c task structure (easy)
d authority
e position power
49 The degree to which the job assignments are formalized and procedurized is the ______________ contingency dimension according to Fielder
a position power
b subordinate maturity
c task structure (moderate)
d centralization
e leadermember relations
50 Fiedler's term ______________ refers to the degree of influence a leader has over powerbased activities
a leadermember relations
b position power (moderate)
c responsibility
d task structure
e respect
51 According to Fielder in what types of situations do taskoriented leaders perform best
a very favorable very unfavorable (moderate)
b moderately favorable moderately unfavorable
c very favorable unfavorable
d very unfavorable unfavorable
e very favorable favorable
52 According to Fielder in what type of situations do relationshiporiented leaders perform best
a very favorable
b favorable
c moderately favorable (moderate)
d unfavorable
e very unfavorable
53 According to Fielder the two ways to improve leadership effectiveness are to change the situation to fit the leader or ______________
a train the employees
b change the leader (moderate)
c train the leader
d apply systematic pressure
e enhance the reward system
54 According to Fiedler if a group situation was rated as highly unfavorable and was led by a relationship leader the group's performance could be improved by ______________
a restructuring tasks (difficult)
b changing the leader's style
c retraining followers
d empowering employees
e reducing the leader's authority
55 Overall the validity of the Fiedler contingency model could be described as ______________
a supportive (moderate)
b moderately supportive
c inconclusive
d unsupportive
e very unsupportive
56 According to the text the ______________theory is a contingency theory that focuses on follower’s readiness
a consideration leadership
b situational leadership (moderate)
c passive leadership
d active leadership
57 Which of the following leadership styles describes a leader who provides both directive and supportive behavior
a telling
b selling (moderate)
c participating
d delegating
e referring
58 The main role of the leader is to facilitate and communicate in which of the following leadership styles
a telling
b selling
c participating (moderate)
d delegating
e referring
59 Which of the following leadership styles describes a leader who provides little direction or support
a telling
b selling
c participating
d delegating (moderate)
e referring
60 What leadership model is associated with Vroom and Yetton
a contingency leadership theory
b situational leadership theory
c pathgoal model
d leader participation model (easy)
e leader characteristics model
61 Who developed pathgoal theory
a Fielder
b Blake and Mouton
c Lewin
d House (moderate)
e Schmidt
62 According to pathgoal theory a leader's behavior is ______________ to subordinates to the degree that they view it as an immediate source of satisfaction
a motivational
b acceptable (moderate)
c compatible
d transactional
e transformational
63 According to the pathgoal theory a leader's behavior is ______________ to the extent that it makes the satisfaction of subordinates' needs contingent on effective performance and provides coaching and guidance
a motivational
b acceptable (moderate)
c compatible
d transactional
e transformational
64 According to pathgoal theory a leader who lets subordinates know what's expected of them schedules work to be done and gives specific guidance as to how to accomplish tasks is termed ______________
a directive (moderate)
b achievement oriented
c participative
d supportive
e authoritative
65 According to pathgoal theory a leader who is friendly and shows concern for the needs of subordinates is termed ______________
a directive
b achievement oriented
c participative
d supportive (moderate)
e authoritative
66 According to pathgoal theory a manager who consults with subordinates and uses their suggestions would be exhibiting what type of leadership behavior
a directive
b achievement oriented
c participative (moderate)
d supportive
e authoritative
67 Which of the following is NOT a leadership behavior identified in House's pathgoal theory
a directive leader
b supportive leader
c participative leader
d transactional leader (difficult)
e achievementoriented leader
68 A leader who sets challenging goals and expects very high performance levels from subordinates would be classified as what type of leader according to pathgoal theory
a supportive
b participative
c achievement oriented (moderate)
d democratic
e directive
69 In contrast to Fielder's contingency theory House's pathgoal theory assumes leaders are ______________
a trained
b flexible (moderate)
c born
d visionary
e managers
70 The task structure a subordinate works with would be important in understanding the ______________ variable that moderates the leader behavioroutcome relationship
a subordinate
b leader
c environmental (easy)
d work group
e authority system
71 In the pathgoal theory which of the following is included in the class of contingency variables termed environment
a task structure and formal authority system (difficult)
b locus of control and experience
c perceived ability
d employee satisfaction
e performance
72 Pathgoal theory identifies two classes of situation variables that moderate the leadershipbehavior outcome ______________
a tact and relationship
b path and goal
c people and history
d participation and structure
e environment and subordinates (moderate)
73 Which of the following is included in the class of contingency variables termed follower
a locus of control (difficult)
b performance
c employee satisfaction
d formal authority system
e task structure
74 According to the text which of the following is NOT a hypothesis from the pathgoal theory
a Supportive leadership results in high employee performance and satisfaction when subordinates are performing structured tasks
b Directive leadership leads to greater satisfaction when tasks are high structured and well laid out than when tasks are ambiguous or stressful (difficult)
c Directive leadership is likely to be perceived as redundant among subordinates with high perceived ability or with considerable experience
d The clearer and more bureaucratic the formal authority relationships the more leaders should exhibit supportive behavior and deemphasize directive behavior
e Directive leadership will lead to higher employee satisfaction when there is substantive conflict within a work group
75 Which of the following is not one of the hypotheses that have evolved from the pathgoal theory
a Supportive leadership results in high employee performance and satisfaction when subordinates are performing structured tasks
b Directive leadership is likely to be perceived as redundant among subordinates with highly perceived ability or with considerable experience
c The more clear and bureaucratic the formal authority relationships the more leaders should exhibit supportive behavior and deemphasize directive behavior
d Directive leadership will lead to higher employee satisfaction when there is substantive conflict within a work group
e Subordinates with an external locus of control will be more satisfied with a directive style (difficult)
76 According to the pathgoal theory directive leadership will lead to higher employee satisfaction when there is ______________ within a work group
a cohesiveness
b high structure
c substantial conflict (moderate)
d internal locus of control
e a visionary leader
77 Research on pathgoal theory could be summarized as ______________
a negative support
b inconclusive
c positive support (easy)
d very unsupportive
e varying widely as supportive and nonsupportive
CUTTINGEDGE APPROACHES TO LEADERSHIP
78 What type of leaders guide or motivate their followers in the direction of established goals by clarifying role and task requirements
a transactional (moderate)
b charismatic
c trait
d transformational
e informational
79 Which type of leaders provide individualized consideration intellectual stimulation and possess charisma
a transactional
b charismatic
c trait
d transformational (moderate)
e informational
80 A leader such as Bill Gates of Microsoft who can inspire followers above their own selfinterests and can have a profound effect on their performance are known as ______________
a transactional leaders
b directive leaders
c informational leaders
d emotional leaders
e transformational leaders (difficult)
81 Which of the following is an accurate statement about transformational leaders
a They clarify task requirements
b They focus on tasks and pay little attention to followers
c They are poor motivators
d They are opposite style leaders compared to transactional leaders
e They exhibit more than just charisma (difficult)
82 The evidence supporting the superiority of transformational leadership over the transactional variety is ______________
a inconclusive
b moderately supportive
c moderately negative
d overwhelmingly impressive (moderate)
e difficult to interpret
83 Which of the following nonverbal behaviors do researchers who are training charismatic leaders NOT include
a leaning toward the subordinate
b avoiding eye contact
c having relaxed posture (easy)
d having animated facial expressions
84 ______________ leadership is the ability to create and articulate a realistic credible attractive vision of the future for an organization or organizational unit that grows out of and improves upon the future
a Visionary (easy)
b Charismatic
c Trait
d Transactional
e Informational
85 The key properties of a vision include all of the following EXCEPT that they ______________
a are value centered
b are realizable
c have superior imagery
d are easily achieved (moderate)
e are well articulated
86 Which of the following is NOT an important leadership role for team leaders
a liaison with external constituencies
b liaison with internal constituencies (moderate)
c troubleshooter
d conflict manager
e coach
CONTEMPORARY ISSUES IN LEADERSHIP
87 All of the following are sources of power identified by French and Raven EXCEPT
a legitimate
b status (easy)
c expert
d coercive
e reward
88 Which of the following according to French and Raven is the type of power a person has as a result of his or her position in the formal organizational hierarchy
a legitimate power (moderate)
b coercive power
c reward power
d expert power
e referent power
89 Examples of an organization's ______________ power include performance appraisals promotions and interesting work assignments
a legitimate (moderate)
b status
c expert
d coercive
e reward
MANAGING YOUR CAREER
90 According to the boxed feature Managing Your Career which of the following is NOT mentioned as a suggestion to improve an individual’s political effectiveness
a Frame arguments in terms of organizational goals
b Gain control of organizational resources
c Mix with everyone regardless of the reputation (moderate)
d Be visible
e Develop powerful allies
91 ______________ is the power that rests on the leader’s ability to punish or control
a Reward power
b Coercive power (moderate)
c Expert power
d Referent power
e Legitimate power
92 The power utilized when a boss threatens to dismiss an employee if heshe does not comply with a demand is ______________
a reward power
b coercive power (moderate)
c expert power
d referent power
e legitimate power
93 ______________ is the power to give positive benefit or rewards
a Reward power (moderate)
b Coercive power
c Expert power
d Referent power
e Legitimate power
94 Your firm's attorney has ______________ power when he gives legal advice
a legitimate
b status
c expert (moderate)
d coercive
e reward
95 ______________ is influence that’s based on expertise special skills or knowledge
a Reward power
b Coercive power
c Expert power (moderate)
d Referent power
e Legitimate power
96 When a young child emulates a professional sports star's behavior the star has what kind of power over the child
a legitimate
b expert
c coercive
d referent (difficult)
e reward
97 ______________ is the power that arises because of a person’s desirable resources or personal traits
a Reward power
b Coercive power
c Expert power
d Referent power (moderate)
e Legitimate power
98 The most dominant component of credibility is ______________
a expertise
b status
c authority
d honesty (moderate)
e charisma
99 The dimension of trust that is used to describe honesty and truthfulness is ______________
a integrity (easy)
b competence
c consistency
d loyalty
e openness
100 The dimension of trust that is used to describe reliability predictability and good judgment in handling situations is termed ______________
a integrity
b competence
c consistency (moderate)
d loyalty
e openness
101 Which of the following is an accurate statement about the differences between gender and leadership style
a Males and females do not use different styles
b Men are more democratic than women
c Women encourage more participation (moderate)
d Men share power more than women
e Women rely on formal authority more than men
102 According to the text women tend to use ______________ leadership motivating other by transforming their selfinterest into organizational goals
a transactional
b transformational (moderate)
c situational
d initiating
103 According to the text men tend to use _____________ handing out rewards for good work and punishment for bad
a transactional (moderate)
b transformational
c situational
d initiating
MANAGING IN AN EBUSINESS WORLD
104 Which of the following is NOT mentioned as one of the three differences that seem to be most evident when comparing leadership in ebusinesses versus traditional organizations
a The importance of being a specialist (moderate)
b The speed at which decisions must be made
c The importance of being flexible
d The need to create a vision of the future
105 Leaders in ebusinesses frequently use the term ______________ which is a reference to a rapidly speeded up working environment
a turbo time
b Internet time (easy)
c speed of light
d rapid time
Scenarios and Questions
CONTINGENCY THEORIES OF LEADERSHIP
Jack and Jill (Scenario)
Jack Jones and Jill Smith are both managers at a mediumsized medical supply firm Jack emphasizes to his people that the work must be done regardless of circumstances and encourages his employees to meet their sales quotas He is generally liked but because sales are unstructured sometimes his employees resent his rather heavyhanded approach Jill has tried hard to build a good rapport with her employees and knows each of their families She encourages her employees to work hard but to be certain to take time for themselves and their families
106 Fiedler's contingency model would classify Jack as ______________ oriented
a employee
b organization
c task (easy)
d relationship
e achievement
107 Fiedler's contingency model would classify Jill as ______________ oriented
a employee
b organization
c task
d relationship (easy)
e achievement
108 Which of the following would be assumed by Fiedler's contingency model about the leadership styles of Jack and Jill
a The leadership styles can be adjusted to fit the situation
b The leadership styles are fixed regardless of the situation (moderate)
c The leadership styles can be changed with appropriate training
d Jack's style is well suited for unstructured tasks
e Jack and Jill can be expected to be equally successful
109 Fiedler would expect that the best leadership style was a function of ______________
a leadermember relations task structure and position power (moderate)
b formal authority production process and personality of employees
c chain of command relationships and power
d type of organization personality of leader and education of employees
e type of process personality of employees and power of leader
110 The overall validity of the Fiedler model seems to be ______________
a generally negative
b generally positive (moderate)
c overwhelmingly negative
d overwhelmingly positive
e inconclusive
The Path to Leadership (Scenario)
Brooke is a manager of the night shift in a nursing home She has been reading information about House's pathgoal theory and would like to apply that information to becoming a better leader
111 Brooke should understand that the pathgoal theory is a(n) ______________ model of leadership that extracts key elements from the expectancy theory of motivation
a fixed
b alternative
c contingency (moderate)
d untested
e charismatic
112 Brooke generally lets subordinates know what's expected of them schedules work to be done and gives specific guidance as to how to accomplish tasks Brooke would be termed a(n) ______________ leader
a achievementoriented
b participative
c supportive
d directive (moderate)
e charismatic
113 Brooke would like to become a participative leader She should ______________
a let subordinates know what's expected of them schedule work to be done and give specific guidance as to how to accomplish tasks
b be friendly and show concern for the needs of subordinates
c consult with subordinates and use their suggestions before making a decision (moderate)
d set challenging goals and expect subordinates to perform at their highest level
e be more concerned with tasks
114 Lately Brooke has been setting challenging goals and expecting subordinates to perform at their highest level She is acting as a(n) ______________ leader
a achievementoriented (moderate)
b participative
c supportive
d directive
e charismatic
115 Brooke has decided that the appropriate leadership style would be to show friendliness and concern for the needs of her subordinates She wishes to be a(n) ______________ leader
a achievementoriented
b participative
c supportive (moderate)
d directive
e charismatic
CUTTINGEDGE APPROACHES TO LEADERSHIP
A Leadership Junkie (Scenario)
Carrie is a leadership junkie She has read all of the latest popular management text on leadership and strongly feels that it has improved her ability to manage and perform her job She is always eager to share her knowledge with her peers especially emerging issues in leadership and the differences between the ways men and women lead
116 Carrie stopped Harry in the hall and just had to tell him about a ______________ that is an enthusiastic selfconfident leader whose personality and actions influence people to behave in certain ways
a charismatic leadership (moderate)
b transactional leadership
c transformational leadership
d attributional leadership
e situational leadership
117 Carrie stopped Sondra in the lunchroom and just had to tell her about ______________ whereby followers make claims about heroic or extraordinary leadership abilities when they observe certain behaviors
a charismatic leadership (moderate)
b transactional leadership
c transformational leadership
d attributional leadership
e situational leadership
118 Carrie stopped Perry in the parking lot and just had to tell him about ______________ where leaders guide or motivate their followers in the direction of established goals by clarifying role and task requirements
a charismatic leadership
b transactional leadership (difficult)
c transformational leadership
d attributional leadership
e situational leadership
119 Carrie stopped Steve in the parking lot and just had to tell him about ______________ where leaders provide individualized consideration intellectual stimulation and possess charisma
a charismatic leadership
b transactional leadership
c transformational leadership (difficult)
d attributional leadership
e situational leadership
120 Carrie had to tell Sharon about the findings concerning women and leadership Sharon was interested in the fact that all but which of the following is true concerning women and leadership
a There are differences between how men and women lead
b Women utilize a democratic style more than men
c Women tend to share power less than men (moderate)
d Women are less likely than men to use a directive style
e Women tend to utilize an autocratic style when they are in maledominated jobs
Essay Questions
EARLY LEADERSHIP THEORIES
121 In a short essay list and discuss the six traits associated with leadership
Answer
a Drive – leaders exhibit a high effort level They have a relatively high desire for achievement they are ambitious they have a lot of energy they are tirelessly persistent in their activities and they show initiative
b Desire to lead – leaders have a strong desire to influence and lead others They demonstrate the willingness to take responsibility
c Honesty and integrity – leaders build trusting relationships between themselves and followers by being truthful or nondeceitful and by showing high consistency between word and deed
d Selfconfidence – followers look to leaders for an absence of selfdoubt Leaders therefore need to show selfconfidence in order to convince followers of the rightness of goals and decisions
e Intelligence – leaders need to be intelligent enough to gather synthesize and interpret large amounts of information and they need to be able to create visions solve problems and make correct decisions
f Jobrelevant knowledge – effective leaders have a high degree of knowledge about the company industry and technical matters Indepth knowledge allows leaders to make wellinformed decisions and to understand the implications of those decisions
(moderate)
CONTINGENCY THEORIES OF LEADERSHIP
122 In a short essay explain Fiedler’s contingency model for leadership Next discuss the leastpreferred coworker (LPC) questionnaire and the three key situational factors for determining leader effectiveness
Answer
The Fiedler contingency model proposed that effective group performance depended upon the proper match between the leader’s style of interacting with his or her followers and the degree to which the situation allowed the leader to control and influence The model was based on the premise that a certain leadership style would be most effective in different types of situations Fielder proposed that a key factor in leadership success was an individual’s basic leadership style To measure a leader’s style Fiedler developed the leastpreferred coworker (LPC) questionnaire The questionnaire contained 16 pairs of contrasting adjectives—for example pleasantunpleasant coldwarm boringinteresting and friendlyunfriendly Respondents were asked to think of all the coworkers they had ever had and to describe that one person they least enjoyed working with by rating him or her on a scale of 1 to 8 (the 8 always described the positive adjective out of the pair) for each of the 16 sets of adjectives Fiedler believed that you could determine a person’s basic leadership style on the basis of the responses to the LPC questionnaire After an individual’s basic leadership style had been assessed through the LPC it was necessary to evaluate the situation in order to match the leader with the situation Fiedler’s research uncovered three contingency dimensions that defined the key situational factors for determining leader effectiveness These were
a Leadermember relations – the degree of confidence trust and respect employees had for their leader rated as either good or poor
b Task structure – the degree to which job assignments were formalized and procedurized rated as either high or low
c Position power – the degree of influence a leader had over powerbased activities such as hiring firing discipline promotions and salary increases rated as either strong or weak
(difficult)
123 In a short essay discuss the situational leadership theory as developed by Paul Hersey and Ken Blanchard Next list and discuss the four specific leadership styles and the four stages of follower readiness as defined by Hersey and Blanchard
Answer
The situational leadership theory is a contingency theory that focuses on followers’ readiness Hersey and Blanchard argue that successful leadership is achieved by selecting the right leadership style which is contingent on the level of the followers’ readiness The emphasis of the followers in leadership effectiveness reflects the reality that it is the followers who accept or reject the leader Regardless of what the leader does the effectiveness depends on the actions of his or her followers And readiness refers to the extent to which people have the ability and willingness to accomplish a specific task
a The four specific leadership styles are as follows
b Telling (high tasklow relationship) – the leader defines roles and tells people what how when and where to do various tasks
c Selling (high taskhigh relationship) – the leader provides both directive and supportive behavior
d Participating (low taskhigh relationship) – the leader and follower share in decision making the main role of the leader is facilitating and communicating
e Delegating (low tasklow relationship) – the leader provides little direction or support
The final component in the model is the four stages of follower readiness
a R1 – people are both unable and unwilling to take responsibility for doing something They’re neither competent nor confident
b R2 – people are unable but willing to do the necessary job tasks They’re motivated but currently lack the appropriate skills
c R3 – people are able but unwilling to do what the leader wants
d R4 – people are both able and willing to do what is asked of them
(difficult)
124 In a short essay discuss the pathgoal leadership theory developed by Robert House Next list and explain the four leadership behaviors based on the pathgoal leadership theory
Answer
Developed by Robert House pathgoal theory is a contingency model of leadership that takes key elements from the expectancy theory of motivation According to this theory a leader’s behavior is acceptable to group members to the degree that they view it as an immediate source of satisfaction or as a means of future satisfaction A leader’s behavior is motivational to the extent that it makes the satisfaction of subordinates’ needs contingent on effective performance and provides the coaching guidance support and rewards that are necessary for effective performance To test these statements House identified four leadership behaviors
a Directive leader – lets subordinates know what’s expected of them schedules work to be done and gives specific guidance on how to accomplish tasks
b Supportive leader – is friendly and shows concern for the needs of followers
c Participative leader – consults with group members and uses their suggestions before making a decision
d Achievement oriented leader – sets challenging goals and expects followers to perform at their highest level
(moderate)
CUTTINGEDGE APPROACHES TO LEADERSHIP
125 In a short essay discuss how visionary leadership differs from charismatic leadership Include a discussion of the five characteristics of charismatic leaders and three qualities that are related to effectiveness in the visionary leader’s role
Answer
A charismatic leader is an enthusiastic selfconfident leader whose personality and actions influence people to behave in certain ways The most comprehensive analysis of personal characteristics of the charismatic leaders are charismatic leaders have a vision are able to articulate that vision are willing to take risks to achieve that vision are sensitive to both environmental constraints and follower needs and exhibit behaviors that are out of the ordinary There’s an increasing body of evidence that shows impressive correlation between charismatic leadership and high performance and satisfaction among followers Although the term vision is often linked with charismatic leadership visionary leadership goes beyond charisma since it’s the ability to create and articulate a realistic credible and attractive vision of the future that improves upon the present situation This vision if properly selected and implemented is so energizing that it in effect jumpstarts the future by calling forth the skills talents and resources to make it happen Once the vision is identified these visionary leaders appear to have three qualities that are related to effectiveness in their visionary roles First is the ability to explain the vision to others The visionary leader needs to make the vision clear in terms of required goals and actions through clear oral and written communication The second skill needed is the ability to express the vision not just verbally but through behavior This skill requires behaving in ways that continually convey and reinforce the vision The third skill visionary leaders need is the ability to extend or apply the vision to different leadership contexts For instance the vision have to be as meaningful to the people in accounting as to those in production
(difficult)
126 In a short essay list and discuss the four specific leadership roles that focus on the priorities of the leader’s job
Answer
a First team leaders are liaisons with external constituencies These may include upper management other organizational work teams customers or suppliers The leader represents the team to other constituencies secures needed resources clarifies others’ expectations of the team gathers information from the outside and shares that information with team members
b Next team leaders are troubleshooters When the team has problems and asks for assistance team leaders sit in on meetings and try to help resolve the problems Troubleshooting rarely involves technical or operational issues because the team members typically know more about the tasks being done than does the team leader The leader is most likely to contribute by asking penetrating questions helping the team talk through problems and getting needed resources to tackle problems
c Third team leaders are conflict managers When disagreements arise they help process the conflict They help identify issues such as the source of the conflict who’s involved the issues the resolution options available and the advantages and disadvantages of each By getting team members to address questions such as these the leader minimizes the disruptive aspects of intrateam conflicts
d Finally team leaders are coaches They clarify expectations and roles teach offer support cheerlead and do whatever else is necessary to help team members keep their work performance levels high
(easy)
CONTEMPORARY ISSUES IN LEADERSHIP
127 In a short essay list and discuss five sources in which leader power has been identified Include specific examples of each source of power to support your answer
Answer
a Legitimate power – represents the power a leader has as a result of his or her position in the organization People in positions of authority are also likely to have reward or coercive power but legitimate power is broader than the power to coerce and reward Because of their legitimate power when school principals bank presidents or army captains ask for something to be done teachers tellers and lieutenants listen and usually comply
b Coercive power – the power that rests on the leader’s ability to punish or control Followers react to this power out of fear of the negative results that might occur if they did not comply As a manager you typically have some coercive power such as being able to suspend or demote employees or to assign them work they find unpleasant or undesirable
c Reward power – the power to give positive benefits or rewards These rewards can be anything that another person values In an organizational context that might include money favorable performance appraisals promotions interesting work assignments friendly colleagues and preferred work shifts
d Expert power – influence that’s based on expertise special skills or knowledge As jobs have become more specialized managers have become increasingly dependent on staff experts to achieve the organization’s goals If an employee has skills knowledge or expertise that’s critical to the operation of a work group that person’s expert power is enhanced For instance in many organizations individuals who have good computer skills and are seen as experts when computer problems arise have the ability influence because of their knowledge and skills—that is they have expert power
e Referent power – the power that arises because of a person’s desirable personal traits Referent power develops out of admiration of another and a desire to be like that person If you admire someone to the point of modeling your behavior and attitudes after him or her that person has referent power over you
(moderate)
128 In a short essay list and discuss six suggestions of how leaders can seek to build trust
Answer
a Practice openness – mistrust comes as much from what people do not know as from what they do know Openness leads to confidence and trust Keep people informed make the criteria on how decisions are made overtly clear explain the rationale for your decisions be candid about problems and fully disclose relevant information
b Be fair – before making decisions or taking actions consider how others will perceive them in terms of objectivity and fairness Give credit where credit is due be objective and impartial in performance appraisals and pay attention to equity perceptions in reward distributions
c Speak your feelings – leaders who convey only hard facts come across as cold distant and uncaring If your share your feelings others will see you as real and human They will know who you are and their respect for you will increase
d Tell the truth – if honesty is critical to credibility you must be perceived as someone who tells the truth People are generally more tolerant of learning something negative than of finding out that their leader lied to them
e Show consistency –Mistrust comes from not knowing what to expect Take the time to think about your values and beliefs Then let them consistently guide your decisions and actions
f Fulfill your promises Trust requires that people believe you are dependable Keep your word Promises made must be promises kept
g Maintain confidences – you trust people whoa re discreet and upon whom you can rely If people make themselves vulnerable by telling you something in confidence they need to feel assured that you won’t discuss it with others or betray that confidence
h Demonstrate competence – develop the admiration and respect of others by demonstrating technical and professional ability Pay particular attention to developing and practicing effective communication negotiation and other interpersonal skills
(moderate)
129 In a short essay define trust and list and discuss the five dimensions that make up the concept of trust
Answer
Trust is identified as the belief in the integrity character and ability of a leader Followers who trust a leader are willing to be vulnerable to the leader’s actions because they are confident that their rights and interests will not be abused The five dimensions that make up the concept of trust are as follows
a Integrity – honesty and truthfulness
b Competence – technical and interpersonal knowledge and skills
c Consistency – reliability predictability and good judgment in handling situations
d Loyalty – willingness to protect a person physically and emotionally
e Openness – willingness to share ideas and information freely
(easy)
MANAGING YOUR CAREER
130 In a short essay list and discuss five suggestions that can be used to improve an individual’s political effectiveness
Answer
a Frame arguments in terms of organizational goals – effective politicking requires camouflaging your selfinterests People whose actions appear to blatantly further their own interests at the expense of the organization are almost universally denounced are likely to lose influence and may even be expelled from the organization
b Develop the right image – know your organization’s culture understand what the organization wants and values from its employees Because the assessment of your performance is not a fully objective process your must pay attention to style as well as substance
c Gain control of organizational resources – the control of scarce and important organizational resources is a source of power Knowledge and expertise are particularly effective resources to control
d Make yourself appear indispensable – if the organization’s key decision makers believe that there is no ready substitute for what you bring to the organization they are likely to go to great lengths to ensure that your desires are satisfied
e Be visible – make your boss and those in power aware of your contributions Routinely highlight your successes in reports have satisfied customers express their satisfaction to your managers be seen at company social functions be active in your professional associations and develop powerful allies who speak positively about your accomplishments
f Develop powerful allies – it helps to have powerful people on your side Cultivate contacts with potentially influential people above you at your own level and at lower organizational levels These allies can provide you with important information that might not otherwise be available
g Avoid tainted members – in every organization there are individuals whose status is questionable Their performance andor loyalty is suspect Keep your distance from such individuals so that your own effectiveness isn’t compromised
h Support your boss – your immediate future is in your boss’s hands Since he or she evaluates your performance try to do whatever is necessary to have your boss on your side Make every effort to help your boss look good and succeed support your boss and find out what criteria will be used to assess your effectiveness Don’t speak negatively of your boss to others and definitely don’t undermine your boss
(moderate)
Chapter 18 – Foundations of Control
TrueFalse
WHAT IS CONTROL
2 Managers should be involved in the control function even if things are going as planned
True (moderate)
3 The three different approaches to designing control systems are cultural domestic and international
False (moderate)
4 Price competition is one mechanism for utilizing market control
True (moderate)
5 Market control uses external market mechanisms to establish standards used in the control system
True (moderate)
6 Bureaucratic control emphasizes governmental regulation
False (moderate)
7 Clan control emphasizes organizational authority
False (moderate)
WHY IS CONTROL IMPORTANT
8 In reality management is an ongoing process and controlling activities provide the critical link back to planning
True (moderate)
9 Standards are created during the organizing process
False (easy)
THE CONTROL PROCESS
10 The control process is a threestep process that includes unfreezing the system changing the system and refreezing the system
False (moderate)
11 The first step in the control process is comparing actual performance against a standard
False (moderate)
12 Personal observation is one method for measuring actual performance
True (easy)
13 What we measure is more critical to the control process than how we measure
True (moderate)
14 The range of variation is the acceptable parameters of variance between actual performance and the ideal
False (moderate)
15 Deviations that exceed the range of variation need the manager's attention
True (easy)
16 Doing nothing is not an acceptable managerial action in the control process
False (moderate)
17 Revising unrealistically high standards is one method of managerial action in the control process
True (moderate)
18 Basic corrective action is correcting an activity at once in order to get performance back on track
False (easy)
19 The control process is essentially a continuous flow between measuring comparing and managerial action
True (moderate)
TYPES OF CONTROL
20 The most desirable type of control is concurrent control
False (moderate)
21 Feedforward control prevents anticipated problems
True (moderate)
22 Concurrent control takes place after an activity has been completed
False (easy)
23 The key to feedback control is taking managerial action before a problem occurs
False (moderate)
24 The best form of concurrent control is direct supervision
True (easy)
25 The most popular type of control relies on feedback
True (easy)
26 Financial statements are an example of concurrent controls
False (moderate)
THINKING CRITICALLY ABOUT ETHICS
27 According to the boxed feature Thinking Critically About Ethics Eric Mckenzie devised a workplace policy for his political consulting company in which employees only had to tell their supervisor about their actions if they took home more than 3 of office supplies in a week
True (moderate)
28 Technologically advanced countries such as the US Japan and Canada tend to use direct control devices
False (moderate)
MANAGING IN AN EBUSINESS WORLD
29 According to the boxed feature Managing in an Ebusiness World duplication of effort is mentioned as a major type of controlling issue that managers in ebusinesses have to deal with
False (moderate)
30 It is estimated that 17 percent of Fortune 1000 companies use monitoring software of some type
True (moderate)
Multiple Choice
A MANAGER’S DILEMMA
31 According to the company profile in A Manager’s Dilemma what is the problem facing Mustafa’s Company
a How to motivate employees
b How to reduce theft in the stores
c How to reduce theft on the company’s website (moderate)
d How to hire more qualified employees
e How to evaluate the competition
WHAT IS CONTROL
32 What managers should be involved in the control process
a upper management
b middle managers
c systems managers
d firstline managers
e all managers (moderate)
33 Which of the following terms is associated with the definition of control
a monitoring (moderate)
b motivation
c communication
d high tech
e personality
34 In the control process to what factor is actual performance compared in order to properly assess the situation
a last year's performance
b competitors' outcomes
c desired standards (moderate)
d last month's efforts
e management opinion
35 The ultimate criterion to determine the control system effectiveness is how well it facilitates ______________
a management desires
b organizational goals (moderate)
c employee satisfaction
d increased market share
e lowering production defects
36 Would different organizations such as IBM Chevrolet and Pizza Hut have different control systems
a All organizations utilize a traditional control system design
b All organizations must have their own unique control system
c All organizations probably would not have the same control system (difficult)
d Organizations function with one of five different control systems according to William Ouchi
e Organizations in similar industries all use the same type of control system
37 According to the text which of the following is NOT mentioned as one of the three different approaches to designing control systems
a market
b domestic (easy)
c bureaucratic
d clan
38 ______________ control is an approach that emphasizes the use of external mechanisms such as price competition and market share to establish standards
a Market (moderate)
b Traditional
c Bureaucratic
d Strategic
e Clan
39 What type of control system is typically used when a firm's services or products are clearly specific and distinct
a bureaucratic
b strategic
c market (moderate)
d clan
e traditional
40 In the ______________ control system company divisions are turned into corporate profit centers for evaluation
a market (moderate)
b clan
c traditional
d bureaucratic
e strategic
41 Which of Ouchi's control systems is used in an organization by emphasizing organizational authority
a clan
b strategic
c market
d bureaucratic (easy)
e traditional
42 What type of organizational control system relies on regulations procedures and policies
a strategic
b bureaucratic (easy)
c traditional
d market
e clan
43 Standardization of activities welldefined job descriptions and budgets would be sources depended on by what type of organizational control system
a bureaucratic (moderate)
b strategic
c clan
d traditional
e market
44 According to your text which of the following organizations provides a good example of a bureaucratic control system
a McDonald's
b Pizza Hut
c British Petroleum Amoco (easy)
d Hewlett Packard
e Ford Motor Company
45 What type of organizational control system is regulated by norms
a clan (moderate)
b traditional
c market
d strategic
e bureaucratic
46 You would likely find an employee of the month bonus plan under what type of organizational control system
a market
b traditional
c clan (difficult)
d strategic
e bureaucratic
47 Which of the organizational control systems is heavily dependent on the individual group and the use of teams
a strategic
b clan (moderate)
c bureaucratic
d traditional
e market
WHY IS CONTROL IMPORTANT
48 Of the following which is NOT a reason why control systems are important
a creation of organizational structure
b facilitation and achievement of goals
c employees can be directed
d goals can be guaranteed (moderate)
e employees can be motivated
49 Controls provide a critical link back to what organizational function
a employee selection
b planning (difficult)
c organizational culture
d manufacturing design
e directing
THE CONTROL PROCESS
50 In the control process which step follows measuring actual performance
a establishing standards
b obtaining employee input to performance gaps
c comparing actual performance against a standard (moderate)
d logging actual performance
e checking performance measurement for reliability
51 What is the final step in the control process
a adjusting measurement standards
b rewardingpunishing employee performance
c benchmarking standards with a competitor
d taking managerial action (moderate)
e reengineering the process
52 Standards are created during the ______________ process
a controlling
b leading
c organizing
d measuring
e planning (moderate)
53 According to the text which of the following is the first step in control
a measuring actual performance (moderate)
b changing the standard
c taking managerial action
d comparing actual against the standard
54 Of the following which is NOT a common source of information used by managers to measure performance
a personal observation
b oral reports
c standardized tests (moderate)
d statistical reports
e written reports
55 To get firsthand intimate knowledge of actual work activities managers might use ______________
a personal observation (easy)
b statistical reports
c oral reports
d written reports
56 What source of information used to measure performance provides information that is not filtered through others
a statistical reports
b personal observation (moderate)
c standardized tests
d written reports
e oral reports
57 ______________ is a control technique in which the manager is out in the work area interacting directly with employees and exchanging information
a Management by walking around (moderate)
b Management by objectives
c Leadership by example
d Feedforward control
e Feedback control
58 Facial expression tone of voice and the ability to read between the lines are best provided by what source of information
a oral reports
b standardized tests
c written reports
d statistical reports
e personal observation (easy)
59 According to the text in a time when quantitative information suggests objectivity ______________ is often considered an inferior information source
a oral reports
b standardized tests
c written reports
d statistical reports
e personal observation (easy)
60 What informational source used to measure performance has the disadvantages of being subject to personal bias and consuming a lot of time
a standardized tests
b statistical reports
c personal observation (moderate)
d written reports
e oral reports
61 What type of information source used to measure performance may be construed by employees as obtrusive and may lead to feelings of mistrust
a personal observation (easy)
b written reports
c oral reports
d statistical reports
e standardized tests
62 The widespread use of computers has led managers to rely increasingly on ______________ for measuring actual performance
a oral reports
b standardized tests
c written reports
d statistical reports (moderate)
e personal observation
63 ______________ is (are) an effective information source for showing relationships but may ignore subjective factors
a Oral reports
b Personal observation
c Standardized tests (moderate)
d Written reports
e Statistical reports
64 Which of the following is the best way to keep tabs on work performance in organizations where employees work in a virtual environment
a Oral reports (moderate)
b Personal observation
c Standardized tests
d Written reports
e Statistical reports
65 What type of information source allows for feedback is fast but historically has a problem of being unable to document information for later reference
a oral reports (moderate)
b written reports
c statistical reports
d personal observation
e standardized tests
66 ______________ is (are) considered slow easy to file and reference and provide greater comprehensiveness and conciseness than oral reports
a Personal observation
b Standardized tests
c Statistical reports
d Written reports (easy)
e Wordofmouth reports
67 Which of the following is an accurate statement concerning utilization of different sources of information for performance measurement
a In combination personal observation and written reports are considered superior to other methods
b Statistical reports are the single most effective method
c Managers should use as many as three different methods when possible
d Managers should use all four methods if possible (moderate)
e It is not advised to utilize oral reports and personal observation as dual methods
68 Regarding the control process what is measured is ______________ than how we measure it
a less important
b equally important
c much less important
d more important (easy)
e five times more important
69 Which of the following is NOT an example of what can be measured in the control process
a turnover
b personal observation (moderate)
c absenteeism
d defects
e employee satisfaction
70 In the control process when a manager cannot find an objective and measurable performance indicator heshe should ______________
a not measure the factor
b use the most appropriate objective indicator
c use a subjective indicator (difficult)
d use an objective indicator but measure it several times to ensure reliability
e ignore the control function all together
71 The ______________ step determines the degree of variation between actual performance and the standard
a directing
b comparing (moderate)
c reliability
d validity
e objective
72 Range of variation is a concept that is important in what management function
a controlling (difficult)
b leading
c planning
d organizing
e structuring
73 The third and final step in the control process is ______________
a measuring actual performance
b changing the standard
c taking managerial action (moderate)
d comparing actual against the standard
74 In the control process changing strategy is an example of what course of action
a do nothing
b following competitors
c correcting actual performance (moderate)
d changing standards
e determining standards
75 In the control process what type of corrective action asks questions of why and how performance has deviated
a immediate corrective action
b cognitive corrective action
c strategic corrective action
d planned corrective action
e basic corrective action (moderate)
76 In the control process constantly putting out fires relates to what type of corrective action
a planned corrective action
b strategic corrective action
c cognitive corrective action
d immediate corrective action
e basic corrective action (moderate)
77 In the control process if Cool Ranch flavored Doritos chips are consistently selling more than was predicted what type of managerial action would be warranted
a immediate corrective action
b revise the standard (difficult)
c basic corrective action
d increase the range of variation
e decrease the range of variation
78 In the control process if employees are constantly not meeting their sales quotas what managerial action may be warranted
a fire the employees
b retrain the employees but never lower the standard
c lower the standard (moderate)
d take immediate corrective action
e increase the range of variation
79 Which of the following is NOT true concerning the control process
a Standards evolve out of objectives
b Doing nothing is an acceptable management course of action
c Revising the standard may be necessary when product demand changes
d When standards are not met attacking the standard is typically the first employee reaction
e The control process is a linear flow (moderate)
TYPES OF CONTROL
80 Which of the following is NOT mentioned in the text as a type of control
a cross sectional control (moderate)
b feedforward control
c concurrent control
d feedback control
81 What type of control prevents anticipated problems
a feedback control
b projected control
c feedforward control (moderate)
d definitional control
e concurrent control
82 Changing the oil and filter on your car every 3000 miles is an example of what kind of control
a concurrent control
b feedforward control (moderate)
c definitional control
d feedback control
e projected control
83 Which of the following types of control prevents anticipated problems since it takes place in advance of the actual activity
a definitional control
b projected control
c concurrent control
d feedback control
e feedforward control (moderate)
84 What type of control is most desirable
a definitional control
b projected control
c concurrent control
d feedback control
e feedforward control (moderate)
85 What type of control is concerned with input
a feedback control
b projected control
c definitional control
d feedforward control (moderate)
e concurrent control
86 What type of control takes place while the activity is in progress such as direct supervision
a feedforward control
b concurrent control (moderate)
c definitional control
d feedback control
e projected control
87 What type of control can prevent ongoing problem situations from becoming too costly
a concurrent control (moderate)
b definitional control
c feedforward control
d feedback control
e projected control
88 According to the text the bestknown form of ______________ is direct supervision
a definitional control
b projected control
c concurrent control (moderate)
d feedback control
e feedforward control
89 What type of control is most popular
a feedforward control
b feedback control (moderate)
c projected control
d concurrent control
e definitional control
90 The major drawback of ______________ is that by the time the manager has the information the problems have already occurred leading to waste or damage
a definitional control
b projected control
c concurrent control (moderate)
d feedback control
e feedforward control
91 Financial statements are an example of what type of control
a concurrent control
b definitional control
c feedback control (moderate)
d projected control
e feedforward control
THINKING CRITICALLY ABOUT ETHICS
92 According to the boxed feature Thinking Critically About Ethics Eric McKenzie devised a workplace policy that employees only have to tell their supervisors about their actions if they take home more than ______________ of office supplies in a week
a 3 (moderate)
b 23
c 53
d 73
e 103
93 What type of control provides information on planning effort effectiveness and can enhance employee motivation
a concurrent control
b definitional control
c feedforward control
d feedback control (moderate)
e projected control
94 What control system quality reflects whether the system is reliable and produces valid data
a timeliness
b accuracy (easy)
c understandability
d flexibility
e multiple criteria
95 If a control system can change as the times and conditions of the organization change it would be considered a(n) ______________ control system
a accurate
b understandable
c flexible (moderate)
d strategic
e corrective
96 If an organization placed a control on maintenance costs that is 01 percent of operating costs but did not place a control on cost of raw goods that is 30 percent of costs they would be failing on what quality of an effective control system
a flexibility
b economy
c accuracy
d reasonable criteria
e strategic placement (difficult)
97 ______________ must be used as a characteristic in a control system because managers cannot control all activities
a Responsible criteria
b Multiple criteria
c Emphasis on the exception (moderate)
d Accuracy
e Understandability
98 Ifthen guidelines are part of what quality of an effective control system
a corrective action (moderate)
b strategic placement
c accuracy
d economy
e flexibility
99 According to the text which of the following is NOT mentioned as a contingency factor that will affect the design of an organization’s control system
a The location of the organization (moderate)
b The size of the organization
c One’s position and level in the organizational hierarchy
d Level in hierarchy
e Importance of an activity
100 Which of the following is true about adjusting controls for national differences
a The control process should be identical across all organizational geographic areas
b All cultures tend to respond similarly to control systems
c Managers of foreign operations tend to be less closely controlled by the home office
d Technologically advanced nations tend to use indirect control devices (difficult)
e Less technologically advanced nations tend to be highly decentralized
MANAGING IN AN EBUSINESS WORLD
101 According to the boxed feature Managing in an Ebusiness World which of the following is NOT mentioned as important controlling issue that managers in ebusinesses have to deal with
a duplication of effort
b distractions at work (moderate)
c employee motivation
d employee absenteeism
102 According to the text it is estimated that ___________ of all companies use monitoring software of some type
a 25 percent
b 37 percent
c 45 percent (moderate)
d 57 percent
e 75 percent
103 Which of the following forms of electronic monitoring is the most commonly used among employers
a store and review employee email messages
b store and review computer files
c track telephone calls (moderate)
d log computer time and keystrokes entered
e record and review telephone conversations
104 All of the following are considered examples of concurrent control measures used for deterring or reducing employee theft or fraud EXCEPT
a involving employees in writing policies (moderate)
b use video surveillance equipment if conditions warrant
c install lockout options on computers telephones and email
d use corporate hotlines for reporting incidences
e set a good example
105 Which of the following control measures for deterring or reducing workplace violence is considered a feedback control measure
a careful prehiring screening
b never ignore threats
c clearly communicate policies to employees
d review company policies and change if necessary
e be a good role model in how you treat others
Scenarios and Questions
Types of Control (Scenario)
Sliders Ice Cream in order to be successful had to have polite effective customer relations While they knew their product was good the relationships their employees built with the customers would result in repeat customers In order to do this they tried several options First they implemented a customer suggestion box and provided customers with cards asking them for their opinions of the service they had received They also tried having managers closely observe their employees' behavior and provide suggestion to employees on how to best handle difficult situations Finally they decided to implement a training program during new employee orientation And they had considered installing hidden cameras to observe employee behavior while management was not around but in the end decided against it
115 The customer suggestion and comment cards are considered a form of ______________ control
a concurrent
b feedback (moderate)
c anticipatory
d covert
e feedforward
116 The training program Sliders implemented is considered a form of ______________ control
a concurrent
b feedback
c anticipatory
d covert
e feedforward (moderate)
117 Having management observe and correct employee behavior when it happens is a form of ______________ control
a concurrent (moderate)
b feedback
c anticipatory
d covert
e feedforward
Essay Questions
121 In a short essay define control and list and discuss the three different approaches to designing control systems
Answer
Control is the process of monitoring activities to ensure that they are being accomplished as planned and or correcting any significant deviations An effective control system ensures that activities are completed in ways that lead to the attainment of the organization’s goals The criterion that determines the effectiveness of a control system is how well it facilitates goal achievement The more it helps managers achieve their organization’s goals the better the control system
The three different approaches to designing control systems are
a Market control an approach to control that emphasizes the use of external mechanisms such as price competition and relative market share to establish the standards used in the control system This approach is typically used by organizations in which the firm’s products or services are clearly specified and distinct and where there’s considerable marketplace competition
b Bureaucratic control emphasizes organizational authority and relies on administrative rules regulations procedures and policies This type of control depends on standardization of activities welldefined job descriptions and other administrative mechanisms such as budgets to ensure that employees exhibit appropriate behaviors and meet performance standards
c Clan control employee behaviors are regulated by the shared values norms traditions rituals beliefs and other aspects of the organization’s culture Whereas bureaucratic control is based on strict hierarchical mechanisms clan control is dependent on the individual and the group (or clan) to identify appropriate and expected behaviors and performance measures
(difficult)
123 In a short essay list and discuss the three separate and distinct steps in the control process
Answer
a Measuring – to determine what actual performance is a manager must acquire information about it The first step in control then is measuring Most jobs and activities can be expressed in tangible and measurable terms When a performance indicator can’t be stated in quantifiable terms managers should look for and use subjective measures Of course any analysis or decisions based on subjective criteria should recognize the limitations of such information
b Comparing – this step determines the degree of variation between actual performance and the standard Some variation in performance can be expected in all activities It is critical therefore to determine the acceptable range of variation Deviations that exceed this range become significant and need the manager’s attention In the comparison stage managers are particularly concerned with the size and direction of the variation
c Taking managerial action – the third and final step in the control process is taking managerial action Managers can choose among three possible courses of action they can do nothing they can correct the actual performance or they can revise the standards If the source of the performance variation is unsatisfactory work the manager will want to take corrective action It’s also possible that the variance was a result of an unrealistic standard In such cases it’s the standard that needs corrective attention not the performance
(moderate)
126 In a short essay define and discuss feedforward concurrent and feedback controls Include a specific example of each to support your answer
Answer
a Feedforward control – the most desirable type of control that prevents anticipated problems since it takes place in advance of the actual activity It is future directed For example when McDonald’s opened its first restaurant in Moscow it sent company quality control experts to help Russian farmers learn techniques for growing highquality potatoes and baker to learn processes for baking highquality breads McDonald’s implemented these steps because the company strongly emphasizes product quality no matter the geographical location The key to feedforward controls is taking managerial action before a problem occurs
b Concurrent control – takes place while an activity is in progress When control is enacted while the work is being performed management can correct problems before they become too costly The bestknown form of concurrent control is direct supervision When a manager directly oversees the actions of employees the manager can concurrently monitor their actions and correct problems as they occur Problems can usually be addressed before much resource waste or damage has been done Many organizational quality programs rely on concurrent controls to inform workers if their work output is of sufficient quality to meet standards
c Feedback control – the most popular type of control relies on feedback The control takes place after the activity is done Feedback that indicates little variance between standard and actual performance is evidence that the planning was generally on target If the deviation is significant a manager can use that information when formulating new plans to make them more effective Feedback control can also enhance employee motivation People want information on how well they have performed Feedback control provides that information
(difficult)
文档香网(httpswwwxiangdangnet)户传
《香当网》用户分享的内容，不代表《香当网》观点或立场，请自行判断内容的真实性和可靠性！
该内容是文档的文本内容，更好的格式请下载文档
Chapter 1 – Introduction to Management and Organizations
TrueFalse Questions
The four contemporary functions of management are planning organizing leading and controlling
True (easy)
Effectiveness refers to the relationship between inputs and outputs
False (moderate)
Efficiency is often referred to as doing things right
True (moderate)
When managers meet organizational goals they are efficient and effective
False (difficult)
According to Mintzberg’s management roles the informational role involves receiving collecting and disseminating information
True (moderate)
Technical skills become less important as a manager moves into higher levels of management
True (moderate)
The systems perspective underscores and emphasizes the fact that organizations are different face different circumstances and thus may require different ways of managing
False (moderate)
Multiple Choice
_____________ are organizational members who integrate and coordinate the work of others
a Managers (easy)
b Team leaders
c Subordinates
d Operatives
e Agents
Typically in organizations it is the _____________ who are responsible for making organizational decisions and setting policies and strategies that affect all aspects of the organization
a team leaders
b middle managers
c firstline managers
d top managers (easy)
e subordinates
_____________ distinguishes a managerial position from a nonmanagerial one
a Manipulating others
b Concern for the law
c Increasing efficiency
d Coordinating and integrating others' work (moderate)
e Defining market share
Which of the following is NOT an example of a decisional role according to Mintzberg
a spokesperson (moderate)
b entrepreneur
c disturbance handler
d resource allocator
e negotiator
Which of the following skills are more important at lower levels of management since these managers are dealing directly with employees doing the organization’s work
a human skills
b technical skills (easy)
c conceptual skills
d empirical skills
Understanding building codes would be considered a _____________ skill for a building contractor
a human
b technical (easy)
c conceptual
d empirical
e functional
Which of the following phrases is best associated with managerial conceptual skills
a decisionmaking (easy)
b communicating with customers
c motivating subordinates
d product knowledge
e technical skills
According to the text _____________ are not influenced by and do not interact with their environment
a open systems
b closed systems (easy)
c flextime systems
d reverse systems
e forward systems
The _____________ view of a manager's job implies that decisions and actions taken in one organizational area will impact other areas
a systems (moderate)
b contingency
c conceptual
d functional
e environmental
Which of the following best describes the concept that management is needed in all types and sizes of organizations at all organizational levels and in all organizational work areas and in all organizations no matter what country they’re located in
a the partiality of management
b the segmentation of management
c the universality of management (moderate)
d the cultures of management
Scenarios and Questions
The Busy Day (Scenario)
Don Eskew plant manager at Control Systems Inc sighed as he sipped his first cup of coffee at 5 am and read his agenda for the day He is giving two company tours in the morning the first to a newspaper reporter who is writing a story on the new plant expansion and has several questions and the second to a group of Control Systems Inc managers from the east coast He then has a meeting with unit manager Phil Johnson to discuss Phil's recent drop in performance (a task he always hates) Next he is spending a couple of hours reviewing the trade journals he receives from his hightech association and writing up a brief synopsis for his presentation next week to the Division President Finally in late afternoon he will be reviewing the new equipment malfunction and deciding whether to bring in extra people to get the equipment running as soon as possible Whew Just another day in the glamorous life of a manager
Together all of these behaviors performed by Don during his busy day correspond to the management roles discovered in the late 1960s by which of the following management scientists
a Herzberg
b Skinner
c Mintzberg (easy)
d Fayol
e Maslow
When Don was meeting with Phil to discuss his performance concerns he was operating in which management role
a leader (difficult)
b figurehead
c monitor
d disturbance handler
e spokesperson
114 What role was Don performing when he gave the plant tour to the newspaper reporter
a monitor
b figurehead
c disseminator
d spokesperson (difficult)
e resource allocator
115 When Don was reviewing the new equipment malfunction what management role was he playing when deciding whether to bring in extra people
a monitor
b disseminator
c resource allocator (moderate)
d disturbance handler
e figurehead
Essay Questions
In a short essay discuss the difference between efficiency and effectiveness and include a specific example to support each concept
Answer
a Efficiency refers to getting the most output from the least amount of inputs Because managers deal with scarce inputs—including resources such as people money and equipment—they are concerned with the efficient use of resources For instance at the Beiersdorf Inc factory in Cincinnati where employees make body braces and supports canes walkers crutches and other medical assistance products efficient manufacturing techniques were implemented by doing things such as cutting inventory levels decreasing the amount of time to manufacture products and lowering product reject rates From this perspective efficiency is often referred to as doing things right—that is not wasting resources
b Effectiveness is often described as doing the right things—that is those work activities that will help the organization reach its goals For instance at the Biersdorf factory goals included open communication between managers and employees and cutting costs Through various work programs these goals were pursued and achieved Whereas efficiency is concerned with the means of getting things done effectiveness is concerned with the ends or attainment of organizational goals
(moderate)
In a short essay list and explain the four basic functions of management
Answer
a Planning – involves the process of defining goals establishing strategies for achieving those goals and developing plans to integrate and coordinate activities
b Organizing – involves the process of determining what tasks are to be done who is to do them how the tasks are to be grouped who reports to whom and where decisions are to be made
c Leading – when managers motivate subordinates influence individuals or teams as they work select the most effective communication channel or deal in any way with employee behavior issues they are leading
d Controlling – to ensure that work is going as it should managers must monitor and evaluate performance The process of monitoring comparing and correcting is what is meant by the controlling function
(moderate)
In a short essay list and discuss the three essential skills according to Katz that managers need to perform the duties and activities associated with being a manager
Answer
a Technical skills – include knowledge of an proficiency in a certain specialized field such as engineering computers accounting or manufacturing These skills are more important at lower levels of management since these managers are dealing directly with employees doing the organization’s work
b Human skills – involve the ability to work well with other people both individually and in a group Managers with good human skills are able to get the best out of their people They know how to communicate motivate lead and inspire enthusiasm and trust These skills are equally important at all levels of management
c Conceptual skills – these are the skill that managers must have to think and to conceptualize about abstract and complex situations Using these skills managers must be able to see the organization as a whole understand the relationships among various subunits and visualize how the organization fits into its broader environment These skills are most important at the top management levels
(moderate)
Chapter 2 – Management Yesterday and Today
TrueFalse
According to Adam Smith division of labor was an important concept
True (easy)
In the Industrial Revolution machine power began substituting for human power
True (easy)
Principles of Scientific Management was written by Frederick Taylor
True (moderate)
Frank Gilbreth’s bestknown contribution to scientific management concerned selecting the best worker
False (moderate)
Frederick Taylor is most associated with the principles of scientific management
True (easy)
One could say that Fayol was interested in studying macro management issues whereas Taylor was interested in studying micro management issues
True (moderate)
Bureaucracy as described by Weber emphasizes rationality and interpersonal relationships
False (moderate)
Decisions on determining a company’s optimum inventory levels have been significantly influenced by economic order quantity modeling
True (moderate)
Barnard Follet Musterberg and Owen are all theorists are associated with the early organizational behavior approach
True (moderate)
Multiple Choice
Adam Smith's The Wealth of Nations put forth that the primary economic advantage by societies would be gained from which of the following concepts
a management planning and control
b onthejob training
c union representation
d fair employment legislation
e division of labor (difficult)
Which of the following is not one of the four management approaches that grew out of the first half of this century
a scientific management
b general administrative
c organizational behavior
d systems approach (easy)
e quantitative
According to the text probably the bestknown example of Taylor’s scientific management was the ______________ experiment
a horse shoe
b pig iron (moderate)
c blue collar
d fish tank
Which of the following is NOT one of Taylor’s four principles of management
a Develop a science for each element of an individual’s work which will replace the old ruleofthumb method
b Scientifically select and then train teach and develop the worker
c Heartily cooperate with the workers so as to ensure that all work is done in accordance with the principles developed
d Provide managers will less work than other employees so the managers can plan accordingly (difficult)
General administrative theory focuses on
a the entire organization (easy)
b managers and administrators
c the measurement of organizational design relationships
d primarily the accounting function
e administrative issues affecting nonmanagerial employees
The fourteen principles of management are associated with whom
a Weber
b Drucker
c Taylor
d Gilbreth
e Fayol (moderate)
Which of the following approaches to management has also been labeled operations research or management science
a The qualitative approach
b The quantitative approach (easy)
c The experimental approach
d The theoretical approach
Which of the following would not be associated with the quantitative approach to management
a information models
b criticalpath scheduling
c systematic motivation of individuals (moderate)
d linear programming
e statistics
Without question the most important contribution to the developing field of organizational behavior came out of the _______________
a Taylor Studies
b Porter Studies
c Parker Studies
d Hawthorne Studies (moderate)
What scientist is most closely associated with the Hawthorne Studies
a Adams
b Mayo (easy)
c Lawler
d Barnard
e Follett
One outcome of the Hawthorne studies could be described by which of the following statements
a Social norms are the key determinants of individual work behavior (moderate)
b Money is more important than the group on individual productivity
c Behavior and employee sentiments are inversely related
d Security is relatively unimportant
e While groups are an important determinant of worker productivity the individual himherself is most important
Scenarios and Questions
HISTORICAL BACKGROUND OF MANAGEMENT
A Look Back (Scenario)
Cindy Schultz tired from working with customers all day decided to take a fifteenminute nap to help clear her head before the 415 managers' meeting Her company had recently begun a reengineering process as well as other changes requiring copious management input As she leaned back in her chair she wondered if management science had always been this way and how it all began As she napped she dreamed that along with Mr Peebodi as her guide she was traveling in the Management Way Back Machine that took her back through management history
106 One of the earliest sites Cindy visited was Adam Smith's home author of The Wealth of Nations which suggested that organizations and society would gain from
a time management
b division of labor (moderate)
c group work
d quality management
e time and motion studies
107 Cindy visited a bookstore where there was a book signing occurring She looked down and saw that the title of the book was Principles of Scientific Management and concluded that the author must be
a Adam Smith
b Frank Gilbreth
c Henry Gantt
d Frederick Taylor (easy)
e Henri Fayol
108 Cindy admired the works of Taylor and Gilbreth two advocates of
a scientific management (moderate)
b organizational behavior
c human resource management
d motivation
e leadership
109 Cindy spent some time visiting with __________ a researcher she previously knew little about but who also contributed to management science by being among the first to use motion picture films to study handandbody motions and by devising a classification scheme known as a therblig
a Henry Gantt
b Max Weber
c Chester Barnard
d Frank Gilbreth (moderate)
e Mary Parker Follet
Essay Questions
SCIENTIFIC MANAGEMENT
In a short essay discuss Frederick Taylor’s work in scientific management Next list Taylor’s four principles of management
Answer
Frederick Taylor did most of his work at the Midvale and Bethlehem Steel Companies in Pennsylvania As a mechanical engineer with a Quaker and Puritan background he was continually appalled by workers’ inefficiencies Employees used vastly different techniques to do the same job They were inclined to take it easy on the job and Taylor believed that worker output was only about onethird of what was possible Virtually no work standards existed Workers were placed in jobs with little or no concern for matching their abilities and aptitudes with the tasks they were required to do Managers and workers were in continual conflict Taylor set out to correct the situation by applying the scientific method to shop floor jobs He spent more than two decades passionately pursuing the one best way for each job to be done
Taylor’s Four Principles of Management
a Develop a science for each element of an individual’s work which will replace the old ruleofthumb method
b Scientifically select and then train teach and develop the worker
c Heartily cooperate with the workers so as to ensure that all work is done in accordance with the principles of the science that has been developed
d Divide work and responsibility almost equally between management and workers Management takes over all work for which it is better fitted than the workers
(difficult)
122 In a short essay discuss the work in scientific management by Frank and Lillian Gilbreth
Answer
Frank Gilbreth is probably best known for his experiments in bricklaying By carefully analyzing the bricklayer’s job he reduced the number of motions in laying exterior brick from 18 to about 5 and on laying interior brick the motions were reduced from 18 to 2 Using the Gilbreth’s techniques the bricklayer could be more productive and less fatigued at the end of the day The Gilbreths were among the first researchers to use motion pictures to study handandbody motions and the amount of time spent doing each motion Wasted motions missed by the naked eye could be identified and eliminated The Gilbreths also devised a classification scheme to label 17 basic hand motions which they called therbligs This scheme allowed the Gilbreths a more precise way of analyzing a worker’s exact hand movements
(moderate)
GENERAL ADMINISTRATIVE THEORISTS
123 In a short essay discuss the work of Henri Fayol as it relates to the general administrative approach to management Next list and discuss seven of Fayol’s fourteen principles of management
Answer
Fayol described the practice of management as something distinct from accounting finance production distribution and other typical business functions He argued that management was an activity common to all human endeavors in business government and even in the home He then proceeded to state 14 principles of management—fundamental rules of management that could be taught in schools and applied in all organizational situations
Fayol’s Fourteen Principles of Management
a Division of work – specialization increases output by making employees more efficient
b Authority – managers must be able to give orders Authority gives them this right Along with authority however goes responsibility
c Discipline – employees must obey and respect the rules that govern the organization
d Unity of command – every employee should receive orders from only one superior
e Unity of direction – the organization should have a single plan of action to guide managers and workers
f Subordination of individual interests to the general interest – the interests of any one employee or group of employees should not take precedence over the interests of the organization as a whole
g Remuneration – workers must be paid a fair wage for their services
h Centralization – this term refers to the degree to which subordinates are involved in decision making
i Scalar chain – the line of authority from top management to the lowest ranks in the scalar chain
j Order – people and materials should be in the right place at the right time
k Equity – managers should be kind and fair to their subordinates
l Stability of tenure of personnel – management should provide orderly personal planning and ensure that replacements are available to fill vacancies
m Initiative – employees who are allowed to originate and carry out plans will exert high levels of effort
n Esprit de corps – promoting team spirit will build harmony and unity within the organization
(difficult)
124 In a short essay discuss Max Weber’s contribution to the general administrative approach to management
Answer
Max Weber was a German sociologist who studied organizational activity Writing in the early 1900s he developed a theory of authority structures and relations Weber describes an ideal type of organization he called a bureaucracy—a form or organization characterized by division of labor a clearly defined hierarchy detailed rules and regulations and impersonal relationships Weber recognized that this ideal bureaucracy didn’t exist in reality Instead he intended it as a basis for theorizing about work and how work could be done in large groups His theory became the model structural design for many or today’s large organizations
(easy)
TOWARD UNDERSTANDING ORGANIZATIONAL BEHAVIOR
125 In a short essay describe the Hawthorne Studies Next discuss the role of Elton Mayo in these studies and some of the findings of his research
Answer
Without question the most important contribution to the developing OB field came out of the Hawthorne Studies a series of studies conducted at the Western Electric Company Works in Cicero Illinois These studies were initially designed by Western Electric industrial engineers as a scientific management experiment They wanted to examine the effect of various illumination levels on worker productivity Based on their research it was concluded that illumination intensity was not directly related to group productivity In 1927 the Western Electric engineers asked Harvard professor Elton Mayo and his associates to join the study as consultants Through additional research Elton Mayo concluded that behavior affected individual behavior that group standards establish individual worker output and that money is less a factor in determining output than are group standards group sentiments and security These conclusions led to a new emphasis on the human behavior factor in the functioning of organizations and the attainment of their goals
(difficult)
CURRENT TRENDS AND ISSUES
126 In a short essay define entrepreneurship and discuss the three import themes that stick out in this definition of entrepreneurship
Answer
Entrepreneurship is the process whereby an individual or a group of individuals uses organized efforts and means to pursue opportunities to create value and grow by fulfilling wants and needs through innovation and uniqueness no matter what resources are currently controlled It involves the discovery of opportunities and the resources to exploit them Three important themes stick out in this definition of entrepreneurship First is the pursuit of opportunities Entrepreneurship is about pursuing environmental trends and changes that no one else has seen or paid attention to The second important theme in entrepreneurship is innovation Entrepreneurship involves changing revolutionizing transforming and introducing new approaches—that is new products or services of new ways of doing business The final important theme in entrepreneurship is growth Entrepreneurs pursue growth They are not content to stay small or to stay the same in size Entrepreneurs want their businesses to grow and work very hard to pursue growth as they continually look for trends and continue to innovate new products and new approaches
(moderate)
127 In a short essay define ebusiness and ecommerce Next discuss the three categories of ebusiness involvement
Answer
Ebusiness (electronic business) is a comprehensive term describing the way an organization does its work by using electronic Internetbased) linkages with its key constituencies (employees managers customers suppliers and partners) in order to efficiently and effectively achieve its goals It’s more than ecommerce although ebusiness can include ecommerce Ecommerce (electronic commerce) is any form of business exchange or transaction in which the parties interact electronically The first category of ebusiness involvement an ebusiness enhanced organization a traditional organization that sets up ebusiness capabilities usually ecommerce while maintaining its traditional structure Many Fortune 500 type organizations are evolving into ebusinesses using this approach They use the Internet to enhance (not to replace) their traditional ways of doing business Another category of ebusiness involvement is an ebusiness enabled organization In this type of ebusiness an organization uses the Internet to perform its traditional business functions better but not to sell anything In other words the Internet enables organizational members to do their work more efficiently and effectively There are numerous organizations using electronic linkages to communicate with employees customers or suppliers and to support them with information The last category of ebusiness involvement is when an organization becomes a total ebusiness Their whole existence is made possible by and revolves around the Internet
(moderate)
128 In a short essay discuss the need for innovation and flexibility as it relates to the survival of today’s organizations
Answer
Innovation has been called the most precious capability that any organization in today’s economy must have and nurture Without a constant flow of new ideas an organization is doomed to obsolescence of even worse failure In a survey about what makes an organization valuable innovation showed up at the top of the list There is absolutely no doubt that innovation is crucial Another demand facing today’s organizations and managers is the need for flexibility In a context where customers’ needs may change overnight where new competitors come and go at breathtaking speed and where employees and their skills are shifted as needed from project to project one can see how flexibility might be valuable
(easy)
129 In a short essay discuss the concept of total quality management and the six characteristics that describe this important concept
Answer
A quality revolution swept through both the business and public sectors during the 1980s and 1990s The generic term used to describe this revolution was total quality management or TQM for short It was inspired by a small group of quality experts the most famous being W Edwards Deming and Joseph M Juran TQM is a philosophy of management driven by continual improvement and responding to customer needs and expectations The objective is to create an organization committed to continuous improvement in work processes TQM is a departure from earlier management theories that were based on the belief that low costs were the only road to increased productivity
The Six Characteristics of Total Quality Management
a Intense Focus on the customer – the customer includes not only outsiders who buy the organization’s products or services but also internal customers (such as shipping or accounts payable personnel) who interact with and serve others in the organization
b Concern for continual improvement – TQM is a commitment to never being satisfied Very good is not good enough Quality can always be improved
c Processfocused – TQM focuses on work processes as the quality of goods and services is continually improved
d Improvement in the quality of everything the organization does – TQM uses a very broad definition of quality It relates not only to the final product but also to how the organization handles deliveries how rapidly it responds to complaints and how politely the phones are answered
e Accurate measurement – TQM uses statistical techniques to measure every critical variable in the organization’s operations These are compared against standards or benchmarks to identify problems trace them to their roots and eliminate their causes
f Empowerment of employees – TQM involves the people on the line in the improvement process Teams are widely used in TQM programs as empowerment vehicles for finding and solving problems
(difficult)
130 In a short essay describe the learning organization and discuss the concept of knowledge management
Answer
Today’s managers confront an environment where change takes place at an unprecedented rate Constant innovations in information and computer technologies combined with the globalization of markets have created a chaotic world As a result many of the past management guidelines and principles no longer apply Successful organizations of the twentyfirst century must be able to learn and respond quickly and will be led by managers who can effectively challenge conventional wisdom manage the organization’s knowledge base and make needed changes In other words these organizations will need to be learning organizations A learning organization is one that has developed the capacity to continuously learn adapt and change Part of a manager’s responsibility in fostering an environment conducing to learning is to create learning capabilities throughout the organization—from lowest level to highest level and in all areas Knowledge management involves cultivating a learning culture where organizational members systematically gather knowledge and share it with others in the organization so as to achieve better performance
(moderate)
Chapter 3 – Organizational Culture
In the symbolic view of management managers are seen as directly responsible for an organization's success or failure
False (easy)
The current dominant assumption in management theory suggests managers are omnipotent
True (moderate)
An organizational culture refers to a system of shared meaning
True (moderate)
Organizational culture is a perception not reality
True (moderate)
Strong cultures have more influence on employees than weak ones
True (moderate)
An organization's founder has little influence on its culture
False (moderate)
The link between values and managerial behavior is fairly straightforward
True (moderate)
MultipleChoice Questions
What view suggests that managers are directly responsible for an organization's success or failure
a Symbolic view of management
b Autocratic view of management
c Omnipotent view of management (moderate)
d Linear view of management
e Quality view of management
Organizational culture is similar to an individual's _____________
a skills
b personality (easy)
c motivation
d ability
e knowledge
Which of the following phrases is associated with the definition of organizational culture
a Individual response
b Shared meaning (easy)
c Diversity of thought
d Explicit directions
e Internal growth
The organizational _____________ is (are) a system of shared meaning held by members that distinguish(es) the organization from other organizations
a culture (easy)
b values
c rituals
d structure
e hierarchy
Which of the following is not implied by your text's definition of culture
a Culture is a perception
b Individuals tend to describe an organization's culture in dissimilar terms (difficult)
c There is a shared aspect of culture
d Organizational culture is a descriptive term
e Research suggests seven dimensions to an organization's culture
Most organizations have ____________ cultures
a very weak
b weak to moderate
c moderate
d moderate to strong (moderate)
e strong to very strong
What is the original source of an organization's culture
a The organization's industry
b The organization's size
c The organization's age
d The organization's geographic location
e The organization's founder (moderate)
_____________ are repetitive sequences of activities that express and reinforce key values of the organization
a Rituals (easy)
b Stories
c Symbols
d Language
e Habits
Organizational _____________ typically contain a narrative of significant events or people
a stories (moderate)
b rituals
c organizational chart
d material symbols
e language
The link between organizational values and managerial behavior is _____________
a uncertain
b fairly straightforward (moderate)
c loose and difficult to see
d unimportant
e hidden
Scenarios and Questions
Corporate Takeover (Scenario)
Todd works for SeaLan Tech an environmental consulting firm that has just been purchased by Zerex Inc a biomedical research organization Based on his early encounters with the new upper management from Zerex he feels that SeaLan is a lowerkey friendlier organization He is concerned that the new company will eliminate this company’s old culture and he does not like the prospects
106 If you were talking with Todd and asked him what the term culture meant he would reply that basically it is
a the formal rules of an organization
b the nationality of the workers in the company
c a system of shared meaning (easy)
d a system that reflects diversity and respect for differences
e the nonverbal behaviors in an organization
107 Todd is concerned with the degree to which managers focus on results or outcomes rather than techniques and processes used to achieve those outcomes He is concerned with _____________
a stability
b aggressiveness
c team orientation
d outcome orientation (moderate)
e people orientation
108 Todd notices that management is very concerned with the effects of outcomes on people within the organization This is referred to as _____________
a stability
b aggressiveness
c team orientation
d outcome orientation
e people orientation (moderate)
109 Todd is assessing the organization's _____________ the degree to which organizational activities emphasize maintaining the status quo in contrast to growth
a stability (moderate)
b aggressiveness
c team orientation
d outcome orientation
e people orientation
110 Todd has been learning the seven dimensions of organizational culture Which of the following is not one of those seven dimensions
a Stability
b Aggressiveness
c Team orientation
d Outcome orientation
e Member orientation (moderate)
Changing Organizational Culture (Scenario)
Mary has been asked by the company president to change the organizational culture to reflect the company's new organizational goals As executive vice president she certainly understands the goals but is really not sure she understands what to do about the culture
111 Mary asked employees if they knew what constituted good employee behavior She found that very few understood and most had a variety of ideas This is one indication
a that her company has a strong culture
b that her company has a weak culture (moderate)
c that her company has no culture
d that her company must have high turnover
e that her company must not be productive
112 Mary also found out that in order to build a strong new culture she should do all but which of the following
a Utilize their recruitment efforts
b Develop socialization practices to build culture
c Encourage a high turnover rate
d Have management make explicit what is valued in the organization (difficult)
e Encourage employee commitment to organizational values
113 Mary was surprised to find that most organizational culture strengths are
a weak
b weak to moderate
c moderate to strong (moderate)
d strong
e very strong
e varied
Essay Questions
123 In a short essay identify and define the seven dimensions that make up an organization’s culture
Answer
a Innovation and risk taking—degree to which employees are encouraged to be innovative and take risks
b Attention to detail—degree to which employees are expected to exhibit precision analysis and attention to detail
c Outcome orientation—degree to which managers focus on results or outcomes rather than on how these outcomes are achieved
d People orientation—degree to which management decisions take into account the effects on people in the organization
e Team orientation—degree to which work is organized around teams rather than individuals
f Aggressiveness—degree to which employees are aggressive and competitive rather than cooperative
g Stability—degree to which organizational decisions and actions emphasize maintaining the status quo
(difficult)
125 In a short essay list and discuss the four most significant ways in which culture is transmitted to employees Include specific examples of each to support your answer
Answer
a Stories—organizational stories typically contain a narrative of significant events or people including such things as the organization’s founders rule breaking and reactions to past mistakes For instance managers at Nike feel that stories told about the company’s past help shape the future Whenever possible corporate storytellers (senior executives) explain the company’s heritage and tell stories that celebrate people getting things done These stories provide prime examples that people can learn from
b Rituals—corporate rituals are repetitive sequences of activities that express and reinforce the values of the organization what goals are most important which people are important and which are expendable One of the bestknown corporate rituals is Mary Kay Cosmetics’ annual meeting for its sales representatives At the meeting salespeople are rewarded for their success in achieving sales goals with an array of flashy gifts including gold and diamond pins furs and pink Cadillacs This show acts as a motivator by publicly acknowledging outstanding sales performance
c Material symbols—the layout of an organization’s facilities dress attire the types of automobiles top executives are provided and the availability of corporate aircraft are examples of material symbols Others include the size of offices the elegance of furnishings executive perks the existence of employee lounges or onsite dining facilities and reserved parking spaces for certain employees These material symbols convey to employees who is important the degree of equality desired by top management and the kinds of behavior that are expected and appropriate
d Language—many organizations and units within organizations use language as a way to identify members of a culture By learning this language members attest to their acceptance of the culture and their willingness to help to preserve it For instance Microsoft has its own unique vocabulary work judo (the art of deflecting a work assignment to someone else without making it appear that you’re avoiding it) and eating your own dog food (the strategy of using your own software programs or products in the early stages as a way of testing it even if the process is disagreeable) Over time organizations often develop unique terms to describe equipment key personnel suppliers customers or products that are related to its business
(moderate)
Chapter 5 – Social Responsibility and Managerial Ethics
TrueFalse Questions
5 The classical view of organizational social responsibility is that management’s only social responsibility is to maximize profits
True (moderate)
7 In the socioeconomic view of organizational social responsibility maximizing profits is a company's second priority
True (moderate)
9 Socially responsible businesses tend to have less secure longrun profits
False (difficult)
12 The difference between an organization's social obligation and social responsiveness is the legal aspect
False (moderate)
14 Valuesbased management is an approach to managing in which managers establish promote and practice an organization's shared values
True (easy)
15 Though the outcomes are not perfectly measured the majority of research studies show a positive relationship between corporate social involvement and economic performance
True (easy)
20 The market approach to going green is when organizations respond to multiple demands of stakeholders
False (moderate)
21 The activist approach to going green is when an organization looks for ways to respect and preserve the earth and its natural resources
True (moderate)
25 Ethics refers to the rules and principles that define right and wrong conduct
True (moderate)
26 In the rights view of ethics decisionmakers seek to impose and enforce rules fairly and impartially
False (moderate)
27 The integrative social contracts theory proposes that decisions should be made on the basis of empirical and normative factors
True (difficult)
28 Studies have shown that most business people continue to hold utilitarian attitudes toward ethical behavior
True (moderate)
29 In the preconventional stage of moral development individuals make a clear effort to define moral principles apart from the authority of the groups to which they belong or society in general
False (moderate)
Multiple Choice
35 Which of the following is associated with the classical view of social responsibility
a economist Robert Reich
b concern for social welfare
c stockholder financial return (moderate)
d voluntary activities
e ethical behaviors
37 The socioeconomic view of corporate responsibility suggests that ______________
a stockholders are the only responsibility
b corporations are independent entities
c maximizing profits is the first priority while social responsibility is the second priority
d corporations are responsible to the state and its citizens (moderate)
e organizations have an ethical but no legal responsibility to anyone except stockholders
39 ______________ is defined as a business firm’s obligation beyond that required by law and economics to pursue longterm goals that are good for society
a Social obligation
b Social responsibility (moderate)
c Social screening
d Valuebased management
e Social autonomy
54 Which of the following terms refers to when a firm meets its economic and legal responsibilities
a social responsibility
b social obligation (moderate)
c social responsiveness
d social duty
e social standard
57 When a firm advertises that it only uses recycled paper products it is ______________
a meeting its social obligation
b meeting social responsibilities
c being socially responsive (difficult)
d paying attention to the bottom line
e attempting to defraud consumers
59 One should be cautious in the interpretation but a summary of more than a dozen studies analyzing the relationship between organizational social responsibility and economic performance provides what conclusion
a Being socially responsible causes good economic performance
b Good economic performance allows firms to be socially responsible
c There is a positive relationship between corporate social involvement and economic performance (difficult)
d Corporate social involvement tends to devalue stock price in the long run
e Corporate social involvement tends to result in increased net income but lower stock prices
a Social autonomy
65 Which of the following is true regarding shared corporate values
a Individuals adapt easily to shared corporate values
b Top management dictates shared corporate values
c It is not easy to establish shared corporate values (moderate)
d Most corporations will be unable to successfully establish shared corporate values
e Shared corporate values negatively impact team spirit
72 The ______________ approach to environmental issues is when an organization obeys rules and regulations but exhibits little environmental sensitivity
a legal (moderate)
b market
c stakeholder
d responsibility
e activist
74 The ______________ approach to environmental issues is when organizations respond to environmental preferences of their customers
a legal
b market (moderate)
c stakeholder
d responsibility
e activist
75 Which of the following approaches toward environmental issues exhibits the highest degree of environmental sensitivity and is a good illustration of social responsibility
a legal approach
b market approach
c stakeholder approach
d activist approach (moderate)
81 Which of the following is a basic definition of ethics
a moral guidelines for behavior
b rules for acknowledging the spirit of the law
c rules or principles that define right and wrong conduct (moderate)
d principles for legal and moral development
e There is no way to define ethics
84 Which of the following encourages efficiency and productivity and is consistent with the goal of profit maximization
a utilitarian view (moderate)
b principled view
c rights view
d theory of justice view
e integrative social contracts theory
85 The rights view of ethics is based on which of the following
a decisions based on their outcomes or consequences
b the imposition and enforcement of fair and impartial rules
c respect and protection of individual liberties and freedoms (moderate)
d the process used to determine the distribution of resources
e the existing ethical norms in industries and corporations
86 The theory of justice view of ethics is based on which of the following
a the process used to determine the distribution of resources
b the existing ethical norms in industries and corporations
c decisions based on their outcomes or consequences
d the imposition and enforcement of fair and impartial rules (difficult)
e respect and protection of individual liberties and freedoms
87 The integrative social contracts theory of ethics is based on which of the following
a the process used to determine the distribution of resources
b decisions based on their outcomes or consequences
c the imposition and enforcement of fair and impartial rules
d the existing ethical norms in industries and corporations (difficult)
e respect and protection of individual liberties and freedoms
92 A personality measure of a person's convictions is ______________
a moral development
b ego strength (moderate)
c locus of control
d social desirability
e selfimage
93 ______________ is a personality attribute that measures the degree to which people believe they control their own fate
a Ego strength
b Locus of control (easy)
c Social responsibility
d Social obligation
e Social autonomy
97 Which of the following is true concerning the impact of organizational culture on ethical behavior
a Low conflict tolerance leads to ethical behavior
b A strong culture will support high ethical standards (moderate)
c Conflict tolerance is related to unethical behavior
d A culture that is high in control tends to encourage unethical behavior
e None of the above is true
104 A survey of various codes of ethics found that their content tended to fall into all of the following categories EXCEPT
a be a dependable and organizational citizen
b do not do anything unlawful or improper that will harm the organization
c consider profit maximization to be the primary focus of the company (moderate)
d be good to customers
Essay Questions
WHAT IS SOCIAL RESPONSIBILITY
122 In short essay discuss social responsibility and compare and contrast social obligation and social responsiveness
Answer
a Social responsibility adds an ethical imperative to do those things that make society better and not to do those that could make it worse A social responsible organization goes beyond what it must do by law or chooses to do only because it makes economic sense to do what it can to help improve society because that’s the right or ethical thing to do Social responsibility requires business to determine what is right or wrong and to make ethical decisions and engage in ethical business activities A social responsible organization does what is right because it feels it has a responsibility to act that way
b Social obligation is the obligation of a business to meet its economic and legal responsibilities The organization does the minimum required by law Following an approach of social obligation a firm pursues social goals only to the extent that they contribute to its economic goals This approach is based on the classical view of social responsibility that is the business feels its only social duty is to its stockholders In contrast to social obligation however both social responsibility and social responsiveness go beyond merely meeting basic economic and legal standards
c Social responsiveness refers to the capacity of a firm to adapt to changing societal conditions The idea of social responsiveness stresses that managers make practical decisions about the societal actions in which they engage A socially responsive organization acts the way it does because of its desire to satisfy some popular social need Social responsiveness is guided by social norms The value of social norms is that they can provide managers with a meaningful guide for decision making
(moderate)
125 In a short essay explain the four approaches that organizations can take with respect to environmental issues
Answer
The first approach simply is doing what is required legally the legal approach Under this approach organizations exhibit little environmental sensitivity They obey laws rules and regulations willingly and without legal challenge and they may even try to use the law to their own advantage but that’s the extent of their being green This approach is a good illustration of social obligation These organizations simply are following their legal obligations of pollution prevention and environmental protection As an organization becomes more aware of and sensitive to environmental issues it may adopt the market approach In this approach organizations respond to the environmental preferences of their customers Whatever customers demand in terms of environmentally friendly products will be what the organization provides Under the next approach the stakeholder approach the organization chooses to respond to multiple demands made by stakeholders Under the stakeholder approach the green organization will work to meet the environmental demands of groups such as employees suppliers or the community Both the market approach and the stakeholder approach are good illustrations of social responsiveness Finally if an organization pursues an activist approach it looks for ways to respect and preserve the earth and its natural resources The activist approach exhibits the highest degree of environmental sensitivity and is a good illustration of social responsibility
(moderate)
126 In a short essay describe the fourstage model of an organization’s expanding social responsibility
Answer
A Stage 1 manager will promote stockholders’ interests by seeking to minimize costs and maximize profits Although all laws and regulations will be followed Stage managers do not feel obligated to satisfy other societal needs This is consistent with Friedman’s classical view of social responsibility At Stage 2 managers will accept their responsibility to employees and focus on human resource concerns Because they’ll want to recruit keep and motivate good employees Stage 2 managers will improve working conditions expand employee rights increase job security and the like At Stage 3 managers expand their responsibilities to other stakeholders in the specific environment—that is customers and suppliers Social responsibility goals of Stage 3 managers include fair prices highquality products and services safe products good supplier relations and similar actions Their philosophy is that they can meet their responsibilities to stockholders only by meeting the needs of their other constituents Finally Stage 4 characterizes the extreme socioeconomic definition of social responsibility At this stage managers feel a responsibility to society as a whole Their business is seen as a public entity and they feel a responsibility for advancing the public good The acceptance of such responsibility means that managers actively promote social justice preserve the environment and support social and cultural activities They take these stances even if such actions negatively affect profits
(moderate)
127 In a short essay discuss the four views of ethics Include a discussion of the benefits and drawbacks related to each of the four views
Answer
a The utilitarian view of ethics says that ethical decisions are made solely on the basic of their outcomes or consequences Utilitarian theory uses a quantitative method for making ethical decisions by looking at how to provide the greatest good for the greatest number Utilitarianism encourages efficiency and productivity and is consistent with the goal of profit maximization However it can result in biased allocations of resources especially when some of those affected by the decision lack representation or a voice in the decision Utilitarianism can also result in the rights of some stakeholders being ignored
b The rights view of ethics is concerned with respecting and protecting individual liberties and privileges such as the rights to privacy freedom of conscience free speech life and safety and due process This would include for example protecting the free speech rights of employees who report legal violations by their employers The positive side of the rights perspective is that it protects individuals’ basic rights but it has a negative side for organizations It can present obstacles to high productivity and efficiency by creating a work climate that is more concerned with protecting individuals’ rights than with getting the job done
c The next view is the theory of justice view of ethics Under this approach managers are to impose and enforce rules fairly and impartially and do so by following all legal rules and regulations A manager would be using the theory of justice perspective by deciding to provide the same rate of pay to individuals who are similar in their levels of skills performance or responsibility and not basing that decision on arbitrary differences such as gender personality race or personal favorites Using standards of justice also has pluses and minuses It protects the interests of those stakeholders who may be underrepresented or lack power but it can encourage a sense of entitlement that might make employees reduce risk taking innovation and productivity
d The final ethics perspective the integrative social contracts theory proposes that ethical decisions should be based on empirical and normative factors This view of ethics is based on the integration of two contracts the general social contract that allows businesses to operate and defines the acceptable ground rules and a more specific contract among members of a community that addresses acceptable ways of behaving This view of business differs from the other three in that it suggests that managers need to look at existing ethical norms in industries and companies in order to determine what constitutes right and wrong decisions and actions
(difficult)
Chapter 6 – DecisionMaking The Essence of the Manager’s Job
TrueFalse Questions
4 The first step in the decisionmaking process is identifying a problem
True (easy)
6 It is possible at the end of the decisionmaking process that you may be required to start the decision process over again
True (easy)
10 Decisionmaking is synonymous with managing
True (easy)
12 One assumption of rationality is that we cannot know all of the alternatives
False (difficult)
13 Accepting solutions that are good enough is termed satisfying
False (easy)
15 Managers regularly use their intuition in decisionmaking
True (easy)
16 Rational analysis and intuitive decisionmaking are complementary
True (moderate)
18 Programmed decisions tend to be repetitive and routine
True (easy)
21 Most managerial decisions in the real world are fully nonprogrammed
False (easy)
24 Risk is a situation in which a decision maker has neither certainty nor reasonable probability estimates
False (difficult)
25 An optimistic manager will follow a maximin approach
False (moderate)
Multiple Choice
THE DECISIONMAKING PROCESS
34 A series of eight steps that begins with identifying a problem and decision criteria and allocating weights to those criteria moves to developing analyzing and selecting an alternative that can resolve the problem implements the alternative and concludes with evaluating the decision's effectiveness is the ______________
a decisionmaking process (easy)
b managerial process
c maximin style
d bounded rationality approach
e legalistic opportunism process
36 A discrepancy between an existing and a desired state of affairs describes which of the steps in the decisionmaking process
a criteria weight allocation
b analysis of alternatives
c problem identification (difficult)
d decision effectiveness evaluation
e decision criteria identification
38 Which of the following must be present in order to initiate the decisionmaking process
a plenty of time
b pressure to act (moderate)
c a lack of authority
d a lack of resources
e environmental certainty
39 Managers aren't likely to characterize something as a problem if they perceive ______________
a they don't have authority to act (difficult)
b pressure to act
c a discrepancy
d they have sufficient resources
e they have budgetary authority
44 Selecting an alternative in the decisionmaking process is accomplished by ______________
a choosing the alternative with the highest score (easy)
b choosing the one you like best
c selecting the alternative that has the lowest price
d selecting the alternative that is the most reliable
e choosing the alternative you think your boss would prefer
47 Which of the following is the final step in the decisionmaking process
a identifying the problem
b evaluating the decision's effectiveness (easy)
c identifying decision criteria
d selecting an alternative that can resolve the problem
e allocating weights to alternatives
48 Which of the following is important to remember in evaluating the effectiveness of the decisionmaking process
a Ignore criticism concerning the decisionmaking
b You may have to start the whole decision process over (difficult)
c Restart the decisionmaking process if the decision is less than 50 effective
d 90 of problems with decisionmaking occur in the implementation step
e Keep track of problems with the chosen alternative but only change those issues that upper management demand
49 Decisionmaking is synonymous with ______________
a managing (easy)
b leading
c controlling
d planning
e organizing
51 Which of the following is not an organizing decision
a What are the organization's longterm objectives (moderate)
b How many employees should I have report directly to me
c How should jobs be designed
d How much centralization should there be in the organization
e When should the organization implement a different structure
52 Which of the following is not a leading decision
a How do I handle employees who appear to be low in motivation
b What is the most effective leadership style in a given situation
c How will a specific change affect worker productivity
d When is the right time to stimulate conflict
e How should jobs be designed (moderate)
53 Which of the following is not a controlling decision
a What activities in the organization need to be controlled
b How should those activities be controlled
c When is a performance deviation significant
d When is the right time to stimulate conflict (moderate)
e What type of management information system should the organization have
54 Managers are assumed to be ______________ they make consistent valuemaximizing choices within specified constraints
a rational (easy)
b leaders
c organized
d satisficers
e programmed
57 Which of the following is not a valid assumption about rationality
a The problem is clear and unambiguous
b A single welldefined goal is to be achieved
c Preferences are clear
d Preferences are constantly changing (difficult)
e No time or cost constraints exist
58 In bounded rationality managers construct ______________ models that extract the essential features from problems
a multiple
b binding
c interactive
d simplified (difficult)
e past
59 According to the text because managers can’t possibly analyze all information on all alternatives managers ______________ rather than ______________
a maximize satisfice
b maximize minimize
c satisfice minimize
d satisfice maximize (moderate)
62 An increased commitment to a previous decision despite evidence that it may have been wrong is referred to as _____________
a economies of commitment
b escalation of commitment (moderate)
c dimensional commitment
d expansion of commitment
64 According to the text all of the following are aspects of intuition EXCEPT
a experiencedbased decisions
b affectinitiated decisions
c cognitivebased decisions
d values or ethicsbased decisions
e programmed decisions (easy)
65 According to the text _____________ are straightforward familiar and easily defined problems
a poorlystructured problems
b wellstructured problems (moderate)
c unique problems
d nonprogrammed problems
e programmed problems
68 ______________ decisionmaking is relatively simple and tends to rely heavily on previous solutions
a Nonprogrammed
b Linear
c Satisficing
d Integrative
e Programmed (moderate)
70 A ______________ is a series of interrelated sequential steps that a manager can use for responding to a structured problem
a procedure (easy)
b rule
c policy
d system
e solution
71 A ______________ is an explicit statement that tells a manager what he or she ought or ought not to do
a procedure
b policy
c rule (moderate)
d solution
e system
72 A ______________ provides guidelines to channel a manager's thinking in a specific direction
a system
b rule
c solution
d policy (moderate)
e procedure
75 A business school's statement that it strives for productive relationships with local organizations is an example of a ______________
a rule
b policy (moderate)
c procedure
d commitment
e contract
78 Which of the following terms is associated with nonprogrammed decisions
a unique (moderate)
b recurring
c routine
d repetitive
e welldefined
79 Lowerlevel managers typically confront what type of decisionmaking
a unique
b nonroutine
c programmed (moderate)
d nonprogrammed
e nonrepetitive
83 If an individual knows the price of three similar cars at different dealerships heshe is operating under what type of decisionmaking condition
a risk
b uncertainty
c certainty (easy)
d factual
e unprogrammed
84 ______________ is those conditions in which the decision maker is able to estimate the likelihood of certain outcomes
a Certainty
b Risk (easy)
c Uncertainty
d Maximax
e Maximin
85 A retail clothing store manager who estimates how much to order for the current spring season based on last spring's outcomes is operating under what kind of decisionmaking condition
a seasonal
b risk (difficult)
c uncertainty
d certainty
e cyclical
86 ______________ is a situation in which a decision maker has neither certainty nor reasonable probability estimates available
a Certainty
b Risk
c Uncertainty (easy)
d Maximax
e Maximin
87 A person at a horse racetrack who bets all of hisher money on the oddsbased longshot to win (rather than place or show) is making what kind of choice
a maximax (moderate)
b maximin
c minimax
d minimin
89 An individual making a maximin type of choice has what type of psychological orientation concerning uncertain decisionmaking
a optimist
b realist
c pessimist (moderate)
d satisficer
e extremist
91 According to the text a manager who desires to minimize his or her maximim regret will opt for a ______________ choice
a maximax
b maximin
c minimax (moderate)
d minimin
93 Which of the following decisionmaking styles have low tolerance for ambiguity and are rational in their way of thinking
a directive (moderate)
b egotistical
c analytic
d conceptual
e behavioral
95 The decisionmaking style that makes fast decisions and focuses on the short terms is referred to as the ______________ style
a directive (moderate)
b egotistical
c analytic
d conceptual
e behavioral
98 According to the text ______________ are best characterized as careful decision makers with the ability to adapt or cope with unique situations
a conceptual
b behavioral
c empirical
d analytic (moderate)
e spatial
99 Which of the following is the decisionmaking style that would most likely look at as many alternatives as possible and focus on the long run
a analytical
b directive
c conceptual (moderate)
d behavioral
e spatial
101 A manager who would decide what computer system to purchase for the department by holding a meeting and receiving feedback from hisher subordinates matches with which type of decisionmaking style
a analytical
b behavioral (difficult)
c conceptual
d directive
e empirical
Scenarios
DecisionMaking Conditions (Scenario)
Sandy Jo is the manager for TrucksRUs a mediumsized hauling service located in the Southeast She is responsible for scheduling trucks initiating new routes and staffing both existing and new routes She is currently struggling with existing information about the profitability of existing and future truck routes
116 Bubba Sandy Jo's best driver tells her that he believes that he can estimate that there is a 75 probability that they can get the business of Pork Brothers Inc if they initiate a truck route through rural North Carolina Bubba is operating under a condition of ______________
a certainty
b risk (difficult)
c uncertainty
d maximax
e maximin
117 Sandy Jo can make accurate decisions if she is willing to pay 5000 for research about the profitability of various truck routes If she pays for the research she believes that she is operating under a condition of ______________
a certainty (difficult)
b risk
c uncertainty
d maximax
e maximin
118 Sandy Jo knows that she is operating in an uncertain environment She is basically an optimist and we would therefore expect her to follow a ______________ strategy
a certainty
b risk
c uncertainty
d maximax (moderate)
e maximin
119 Sandy Jo knows that she is operating in an uncertain environment She is basically a pessimist and we would therefore expect her to follow a ______________ strategy
a certainty
b risk
c minimax
d maximax
e maximin (moderate)
120 Sandy Jo wishes to minimize her regret and will probably opt for a ______________ strategy
a certainty
b risk
c minimax (moderate)
d maximax
e maximin
Essay Questions
THE DECISIONMAKING PROCESS
121 In a short essay list and discuss the eight steps in the decisionmaking process
Answer
a Step 1 Identifying a problem – the decisionmaking process begins with the existence of a problem or a discrepancy between an existing and a desired state of affairs However a discrepancy without pressure to take action becomes a problem that can be postponed
b Step 2 Identify decision criteria – once the manager has identified a problem that needs attention the decision criteria important to resolving the problem must be identified That is managers must determine what’s relevant in making a decision
c Step 3 Allocating weights to the criteria at this step the decision maker must weigh the items in order to give them the correct priority in the decision A simple approach is to give the most important criterion a weight of 10 and then assign weights to the rest against that standard
d Step 4 Developing alternatives – the fourth step requires the decision maker to list the viable alternatives that could resolve the problem No attempt is made in this step to evaluate the alternative only to list them
e Step 5 Analyzing alternatives – once the alternatives have been identified the decision maker must critically analyze each one From this comparison the strengths and weaknesses of each alternative become evident
f Step 6 Selecting an alternative – the sixth step is the important act of choosing the best alternative from among those considered All the pertinent criteria in the decision have now been determined weighted and the alternatives have been identified and analyzed
g Step 7 Implementing the alternative – implementation involves conveying the decision to those affected by it and getting their commitment to it If the people who must carry out a decision participate in the process they’re more likely to enthusiastically support the outcome than if they are just told what to do
h Step 8 Evaluating decision effectiveness – the last step in the decisionmaking process involves appraising the outcome of the decision to see if the problem has been resolved Did the alternative chose and implemented accomplish the desired result If not the manager may consider returning to a previous step or may even consider starting the whole decision process over
(difficult)
123 In a short essay discuss the assumptions of rationality and the validity of those assumptions
Answer
A decision maker who was perfectly rational would be fully objective and logical He or she would carefully define a problem and would have a clear and specific goal Moreover making decisions using rationality would consistently lead toward selecting the alternative that maximizes the likelihood of achieving that goal The assumptions of rationality apply to any decision Rational managerial decision making assumes that decisions are made in the best economic interests of the organization That is the decision maker is assumed to be maximizing the organization’s interests not his or her own interests Managerial decision making can follow rational assumptions if the following conditions are met The manager is faced with a simple problem in which the goals are clear and the alternatives limited in which the time pressures are minimal and the cost of seeking out and evaluating alternatives is low for which the organizational culture supports innovation and risk taking and in which outcomes are relatively concrete and measurable However most decisions that managers face in the real world don’t meet all those tests
(moderate)
126 In a short essay discuss the difference between wellstructured and poorly structured problems Include specific examples of each type of problem to support your answer Next discuss the type of decisions that would be used to address each of these problems
Answer
a Wellstructured problems the goal of the decision marker is clear the problem is familiar and information about the problem is easily defined and complete Examples of these types of problems might include a customer’s wanting to return a purchase to a retail store a supplier’s being late with an important delivery a news team’s responding to an unexpected and fastbreaking event or a college’s handling of a student wanting to drop a class Such situations are called wellstructured problems since they are straightforward familiar and easily defined problems In handling these problem situations the manager uses a programmed decision Decisions are programmed to the extent that they are repetitive and routine and to the extent that a definite approach has been worked out for handling them Because the problem is well structured the manager doesn’t have to go to the trouble and expense of going through an involved decision progress Programmed decision making is relatively simple and tends to rely heavily on previous solutions
b Poorlystructured problems – these problems are new or unusual and for which information is ambiguous or incomplete For example the selection of an architect to design a new corporate manufacturing facility in Bangkok is an example of a poorlystructured problem When problems are poorlystructured managers must rely on nonproprammed decision making in order to develop unique solutions Nonprogrammed decisions are unique and nonrecurring When a manager confronts a poorlystructured problem or one that is unique there is no cutanddried solution It requires a custommade response through nonprogrammed decision making
(difficult)
130 In a short essay list and discuss the four decisionmaking styles as described in the text
Answer
a Directive style – people using the directive style have low tolerance for ambiguity and are rational in their way of thinking They’re efficient and logical Directive types make fast decisions and focus on the short run Their efficiency and speed in making decisions often result in their making decisions with minimal information and assessing few alternatives
b Analytic style – decisionmakers with an analytic style have much greater tolerance for ambiguity than do directive types They want more information before making a decision and consider more alternatives than a directive style decisionmaker does Analytic decisionmakers are best characterized as careful decisionmakers with the ability to adapt or cope with unique situations
c Conceptual style – individuals with a conceptual style tend to be very broad in their outlook and will look at many alternatives They focus on the long run and are very good at finding creative solutions to problems
d Behavioral style – these decision markers work well with others They’re concerned about the achievements of subordinates and are receptive to suggestions from others They often use meetings to communicate although they try to avoid conflict Acceptance by others is important to this decisionmaking style
(moderate)
Chapter 7 – Foundations of Planning
TrueFalse Questions
4 Research indicates that managers who plan always outperform managers who do not plan
False (moderate)
9 Plans that specify the details of achievement of the overall objectives are called operational plans
True (difficult)
10 Directional plans have clearly defined objectives
False (moderate)
12 Standing plans are created in response to programmed decisions that managers make and include policies rules and procedures
True (moderate)
13 The greater the environmental certainty the more plans need to be directional and emphasis placed on the short term
False (moderate)
22 An organization's real goals are what they actually plan on accomplishing rather than what they hope to accomplish
False (moderate)
24 Real goals are official statements of what an organization says its goals are
False (easy)
Multiple Choice
36 One purpose of planning is that it minimizes ______________ and ______________
a cost time
b time personnel needs
c waste redundancy (difficult)
d time waste
e mistakes cost
38 What does the evidence suggest about organizations that plan compared to organizations that do not plan
a Planning organizations always outperform nonplanning organizations
b Nonplanning organizations always outperform planning organizations
c Planning organizations generally outperform nonplanning organizations (easy)
d Nonplanning organizations generally outperform planning organizations
e They generally perform at about the same level
45 Which of the following is the foundation of planning
a employees
b goals (easy)
c outcomes
d computers
e the planning department
46 According to the text _____________ are documents that outline how goals are going to be met and which typically describe resource allocations schedules and other necessary actions to accomplish the goals
a strategies
b goals
c plans (moderate)
d policies
e procedures
50 Which of the following is true concerning an organization's stated objectives
a They issue identical objectives to all constituents
b Organizations typically have internal and external sets of objectives
c They may issue different objectives to stockholders customers employees and the public
(moderate)
d It is illegal to issue conflicting stated objectives
e Stated objectives are usually in line with shortterm actions
54 What should a person do to understand what are the real objectives of the organization
a observe organizational member actions (moderate)
b attend a stockholders annual meeting
c read their statement of purpose
d read their annual report
e watch television news reports
59 When we categorize plans as being singleuse versus standing we categorize them by ______________
a breadth
b specificity
c frequency of use (easy)
d depth
e time frame
61 Based on the information presented in the text ______________ are short term specific and standing
a operational (moderate)
b longterm
c strategic
d specific
e directional
67 An organizational plan that has a 6year time frame would be considered what type of plan
a operational
b shortterm
c strategic
d intermediate
e longterm (moderate)
68 Strategic plans tend to include a time period of usually ______________
a 1 year
b 13 years
c 3 years or more (moderate)
d 5 years or more
e at least 10 years
71 Compared to directional plans what type of plan has clearly defined objectives
a strategic
b singleuse
c shortterm
d specific (moderate)
e standing
76 Planning accuracy with a high degree of environmental change tends to produce which of the following results
a Planning accuracy is likely
b Planning accuracy becomes much more important
c Planning accuracy becomes less important
d Planning accuracy is less likely (moderate)
e Planning accuracy occurs in the longrun
78 A ______________ plan is a onetime plan designed to meet the needs of a unique situation and created in response to nonprogrammed decisions that managers make
a singleuse (easy)
b shortterm
c directional
d standing
e strategic
79 A small town's preparation for a visit by the President of the United States would be considered what type of plan
a strategic
b directional
c standing
d longterm
e singleuse (moderate)
81 A city's policy concerning skateboarding on downtown sidewalks providing guidance for police action would be considered what type of plan
a standing (difficult)
b contingency
c directional
d singleuse
e strategic
84 Where in the organizational hierarchy are traditional goals determined
a frontline employees
b team leaders
c lowerlevel managers
d middle managers
e top managers (moderate)
89 A management system in which specific performance goals are jointly determined by employees and their managers is known as ______________
a management by objectives (moderate)
b meansends chain
c traditional goal setting
d management by opinions
91 Which of the following is not one of the four common elements of Management By Objectives (MBO)
a goal specificity
b participative decisionmaking
c an explicit time period
d a systems loop (difficult)
e performance feedback
93 Management By Objectives (MBO) can be described by which of the following statements
a an autocratic system
b a bottom up system
c a top down system
d both a top down and a bottom up system (difficult)
e a static system
105 According to the boxed feature Managing in an EBusiness World probably the biggest change for planning in ebusiness is that ______________
a the environment is more stable
b customers are calling the shots (moderate)
c employees are making the demands
d only a few competitors exist
Essay Questions
122 In a short essay list and discuss the four reasons for planning
Answer
a Planning establishes coordinated effort It gives direction to managers and nonmanagers alike When employees know where the organization or work unit are going and what they must contribute to reach goals they can coordinate their activities cooperate with each other and do what it takes to accomplish those goals Without planning departments and individuals might be working at crosspurposes preventing the organization from moving efficiently toward its goals
b Planning reduces uncertainty by forcing managers to look ahead anticipate change consider the impact of change and develop appropriate responses It also clarifies the consequences of actions managers might take in response to change Even though planning can’t eliminate change managers plan in order to anticipate changes and develop the most effective response to them
c Planning reduces overlapping and wasteful activities When work activities are coordinated around established plans wasted time and resources and redundancy can be minimized Furthermore when means and ends are made clear through planning inefficiencies become obvious and can be corrected or eliminated
d Planning establishes goals or standards that are used in controlling If managers are unsure of what they are trying to accomplish they will be unable to determine whether or not the goal has actually been achieved In planning goals and plans are developed Then through controlling actual performance is compared against the goals significant deviations are identified and necessary corrective action is taken Without planning there would be no way to control
(moderate)
127 In a short essay list and discuss five characteristics of welldefined goals
Answer
(1) A welldesigned goal should be written in terms of outcomes rather than actions The desired end result is the most important element of any goal and therefore the goal should be written to reflect this (2) Next a goal should be measurable and quantifiable It’s much easier to determine if a goal has been met if it’s measurable In line with specifying a quantifiable measure of accomplishment (3) a welldesigned goal should also be clear as to a time frame Although openended goals may seem preferable because of their supposed flexibility in fact goals without a time frame make an organization less flexible because a manager is never sure when the goal has been met or when he or she should call it quits because the goal will never be met regardless of how long he or she works at it (4) Next a welldesigned goal should be challenging but attainable Goals that are too easy to accomplish are not motivating and neither are goals that are not attainable even with exceptional effort (5) Next welldesigned goals should be written down Although actually writing down goals may seem too time consuming the process of writing the goals forces people to think them through In addition the written goals become visible and tangible evidence of the importance of working toward something (6) Finally welldesigned goals are communicated to all organizational members who need to know the goals
Making people aware of the goals ensures that they’re on the same page and working in ways to ensure the accomplishment of the organizational goals
(moderate)
128 In a short essay list and discuss the five steps in the goalsetting process
Answer
a Step 1 Review the organization’s mission the purpose of the organization These broad statements of what the organization’s purpose is and what it hopes to accomplish provide an overall guide to what organizational members think is important It’s important to review these statements before writing goals because the goals should reflect what the mission statement says
b Step 2 Evaluate available resources A manager doesn’t want to set goals that are impossible to achieve given the available resources Even though goals should be challenging they should be realistic If the resources a manager has to work with doesn’t allow for the achievement of that goal no matter how had the manager tries of how much effort is exerted that goal shouldn’t be set
c Step 3 Determine individually or with input from others the goals These goals reflect desired outcomes and should be congruent with the organizational mission and goals in other organizational areas These goals should be measurable specific and include a time frame for accomplishment
d Step 4 Write down the goals and communicate them to all who need to know Writing goals down forces people to think them through and also makes those goals visible and tangible evidence of the importance of working toward something
e Step 5 Review results and whether goals are being met Make changes as needed Once the goals have been established written down and communicated a manager is ready to develop plans for pursuing the goals
(difficult)
129 In a short essay list and discuss the three contingency factors that affect planning
Answer
a Level in the organization – for the most part operational planning dominates managers’ planning efforts at lower levels At higher organizational levels the planning becomes more strategy oriented
b Degree of environmental uncertainty – when environmental uncertainty is high plans should be specific but flexible Managers must be prepared to reword and amend plans as they’re implemented At times managers may even have to abandon their plans
c Length of future commitments – the more that current plans affect future commitments the longer the time frame for which managers should plan This commitment concept means that plans should extend far enough to meet those commitments made when the plans were developed Planning for too long or for too short a time period is inefficient and ineffective
(moderate)
Chapter 8 – Strategic Management
TrueFalse Questions
3 The first step in the strategic management process is analyzing the external environment
False (difficult)
6 Within an industry an environment can present opportunities to one organization and pose threats to another
True (moderate)
11 The final step in the strategic management process is implementing the objectives
False (difficult)
TYPES OF ORGANIZATIONAL STRATEGIES
12 Corporatelevel strategies are developed for organizations that run more than one type of business
True (moderate)
21 The business group that is characterized by having low growth but high market share is known as a cash cow
True (moderate)
23 According to the Boston Consulting Group matrix question marks are businesses that generate large amounts of cash but their prospects for future growth are limited
False (moderate)
27 According to Porter's competitive strategies framework the cost leadership strategy would result in the best quality product at a justifiable cost
False (difficult)
Multiple Choice
38 The strategic management process is divided into which of the following sections
a planning implementation and evaluation (easy)
b problem identification planning and implementation
c implementation evaluation and restructuring
d mission statement environmental evaluation and specific goals
e mission statement environmental scoping and evaluation
39 In the strategic management process the ______________ defines the organizational purpose and answers the question What is our reason for being in business
a objective
b evaluation
c strategy
d mission (easy)
e values statement
41 Which of the following is not an example of an organization's mission
a We believe our first responsibility is to doctors nurses and patients to mothers and all others who use our products and services (Johnson & Johnson)
b AMAX's principal products are molybdenum coal iron ore copper lead zinc petroleum and natural gas potash phosphates nickel tungsten silver gold and magnesium
c We at Xeren want to increase market share by 10 during the next fiscal year (difficult)
d We are dedicated to the total success of Corning Glass Works as a worldwide competitor
e Hoover Universal is a diversified multiindustry corporation with strong manufacturing capabilities entrepreneurial policies and individual business unit autonomy
44 Which of the following is not part of the organization's external environment
a what competition is doing
b pending legislation that might affect the organization
c consumer trends
d employees' education level (moderate)
e labor supply
45 What step in the strategic management process follows analyzing the external environment
a identifying opportunities and threats (moderate)
b mission statement
c evaluation
d identifying strengths and weaknesses
e formulating strategies
50 What step in the strategic management process follows analyzing the organization's resources
a identifying opportunities and threats
b formulating strategy
c mission statement
d implementing strategy
e identifying strengths and weaknesses (easy)
55 In the strategic management process what step comes prior to evaluating results
a identifying strengths and weaknesses
b formulating strategies
c identifying opportunities and threats
d implementing strategies (easy)
f analyzing the organization's resources
56 What is the final step in the strategic management process
a mission statement
b identifying opportunities and threats
c implementing strategies
d analyzing the organization's resources
e evaluating results (easy)
60 Which of the following is one level of strategic planning in large companies
a management level
b financial level
c staff level
d corporate level (easy)
e systems level
62 Lower level managers in an organization are typically responsible for which of the following types of strategies
a functionallevel strategies
b businesslevel strategies
c corporatelevel strategies
d mergers and acquisitions
63 Which of the following is associated with corporatelevel strategies
a They are needed if your organization is in more than one type of business (moderate)
b They answer How should our business compete
c They represent a single business
d They are a method of support for the businesslevel strategies
e They determine the operations of a single business unit
65 When PepsiCo seeks to integrate the strategies of Pepsi 7Up International and FritoLay it is developing what level of business strategy
a functional
b system
c management
d business
e corporate (moderate)
68 Examples of a corporatelevel stability strategy include all of the following EXCEPT
a continuing to serve the same clients by offering the same product or service
b maintaining market share
c sustaining the organization’s returnoninvestment results
d implementing vertical or horizontal integration (moderate)
70 When should management pursue a stability strategy
a Organizational performance is slipping
b The environment is changing
c The organization's performance is satisfactory and the environment is stable (moderate)
d The firm has valuable strengths
e There are abundant environmental opportunities
76 In ______________ the organization attempts to gain control of its inputs by becoming its own supplier
a forward vertical integration
b backward vertical integration (moderate)
c horizontal integration
d related diversification
e unrelated diversification
78 Which of the following describes a company growing by combining with other organizations in the same industry
a forward vertical integration
b backward vertical integration
c horizontal integration (moderate)
d related diversification
e unrelated diversification
86 Which of the four business groups in the corporate portfolio matrix has high growth and high market share
a cash cow
b stars (difficult)
c question marks
d dogs
e elephants
98 Michael Porter's competitive strategies framework identifies three generic competitive strategies cost leadership differentiation and ______________
a depth
b breadth
c revenue growth
d focus (moderate)
e acquisition
102 Porter's competitive strategies framework describes a ______________ strategy whereby an organization wants to be unique in its industry along dimensions widely valued by buyers
a differentiation (moderate)
b focus
c cost leadership
d depth
e defender
105 According to the boxed feature Managing in an EBusiness World all of the following are mentioned as major implications of the increasingly dynamic and uncertain environments on ebusiness strategies EXCEPT
a environmental analysis will become an important part of everyone’s job
b strategy will become increasingly long term in orientation (moderate)
c barriers to entry are practically nonexistent
d a sustainable competitive advantage will be harder to achieve
Scenarios
A Large Taco (Scenario)
It is now ten years later and as the original owner of Taco Rocket you have seen your business holdings grow substantially You now need to decide how to best manage and utilize the large number of assets represented by the companies you own You called the Boston Consulting Group (BCG) and they have offered you some advice based on their corporate portfolio matrix
117 Your oldest holding Taco Rocket has not grown much in recent years but due to low debt generates a huge amount of cash Taco Rocket would be considered according to BCG a ______________
a cash cow (moderate)
b star
c question mark
d dog
e does not fit with their matrix
118 Recently you also purchased a company that manufactures a new satellite dish allowing you to enter into the cable television market The business is profitable and growing but the technological unknowns make it risky BGC considers it a ______________
a cash cow
b star
c question mark (moderate)
d dog
e does not fit with their matrix
119 Another purchase you made was to acquire a local coffeecart chain with thirty locations around the city You don't see it growing very much but then it doesn't cost much to operate BGC has labeled this venture a ______________
a cash cow
b star
c question mark
d dog (moderate)
e does not fit with their matrix
120 You also got somewhat lucky with an investment made a few years ago You were an original investor in a computer chip company that took off quickly and now dominates the market While growing quickly it does not tend to generate positive cash flow and is in continuous need of reinvestment of equipment and product development BGC considers this a ______________
a cash cow
b star (moderate)
c question mark
d dog
e does not fit with their matrix
Essay Questions
THE STRATEGIC MANAGEMENT PROCESS
121 In a short essay list and discuss the eight steps in the strategic management process
123 In a short essay list and discuss the three levels of strategy that an organization must develop
Answer
a Corporatelevel strategy – this strategy seeks to determine what businesses a company should be in or wants to be in Corporatelevel strategy determines the direction that the organization is going and the roles that each business unit in the organization will plan in pursuing that direction
b Businesslevel strategy – this strategy seeks to determine how an organization should compete in each of its businesses For a small organization in only one line of business or the large organization that has not diversified into different products or markets the businesslevel strategy typically overlaps with the organization’s corporate strategy For organizations with multiple businesses however each division will have its own strategy that defines the products or services it will offer and the customers it wants to reach
c Functionallevel strategy – this strategy seeks to determine how to support the businesslevel strategy For organizations that have traditional functional departments such as manufacturing marketing human resources research and development and finance these strategies need to support the businesslevel strategy
(moderate)
126 In a short essay discuss the Boston Consulting Group (BCG) matrix and explain its usefulness in segmenting businesses Include a discussion of the characteristics for each of the four categories based on the BCG matrix
Answer
The Boston Consulting Group matrix introduced the idea that an organization’s businesses could be evaluated and plotted using a 2 x 2 matrix to identify which ones offered high potential and which were a drain on organizational resources The horizontal axis represents market share which was evaluated as either low or high and the vertical axis indicates anticipated market growth which also was evaluated as either low or high Based on its evaluation the business was placed in one of four categories
a Cash cows (low growth high market share) – businesses in this category generate large amounts of cash but they prospects for future growth are limited
b Stars (high growth high market share) – these businesses are in a fastgrowing market and hold a dominant share of that market Their contribution to cash flow depends on their need for resources
c Question marks (high growth low market share) – these businesses are in an attractive industry but hold a small market share percentage
d Dogs (low growth low market share) – businesses in this category do not produce or consume much cash However they hold no promise for improved performance
(easy)
128 In a short essay list and discuss the five competitive forces according to Porter which determine industry attractiveness and profitability
Answer
a Threat of new entrants – determined by the height of barriers to entry which includes factors such as economies of scale brand loyalty and capital requirements determine how easy or difficult it is for new competitors to enter an industry
b Threat of substitutes – factors such as switching costs and buyer loyalty determine the degree to which customers are likely to buy a substitute product
c Bargaining power of buyers – factors such as number of customers in the market customer information and the availability of substitutes determine the amount of influence that buyers have in an industry
d Bargaining power of suppliers – factors such as the degree of supplier concentration and availability of substitute inputs determine the amount of power that supplier have over firms in the industry
e Existing rivalry – factors such as industry growth rate increasing or falling demand and product differences determine how intense the competitive rivalry will be among firms in the industry
(moderate)
129 In a short essay list and discuss the three competitive strategies according to Porter Include specific examples of companies that pursue each of the three competitive strategies
Answer
a Cost leadership strategy – when an organization sets out to be the lowestcost producer in its industry it’s following a cost leadership strategy A lowcost leader aggressively searches out efficiencies in production marketing and other areas of operation Overhead is kept to a minimum and the firm does everything it can to cut costs For example WalMart’s headquarters in Bentonville Arkansas office furnishings are sparse and drab but functional Although lowcost leaders don’t place a lot of emphasis on frills the product or service being sold must be perceived as comparable in quality to that offered by rivals or at least be acceptable to buyers Examples of companies that have used the lowcost leader strategy include WalMart Hyundai and Southwest Airlines
b Differentiation strategy – the company that seeks to offer unique products that are widely valued by customers is following a differentiation strategy Sources of differentiation might be exceptionally high quality extraordinary service innovative design technological capability or an unusually positive brand image The key to this competitive strategy is that whatever product or service attribute is chosen for differentiating must set the firm apart from its competitors and be significant enough to justify a price premium that exceed the cost of differentiating Practically any successful product or service can be identified as an example of the differentiation strategy Nordstrom’s (customer service) Sony (reputation for quality and innovative design) Coach handbags (design and brand image) and KimberlyClark’s Huggies PullUps (product design)
c Focus strategy the aim of the focus strategy is at a cost advantage or a differentiation advantage in a narrow segment That is managers select a market segment or group of segments in an industry and don’t attempt to serve the broad market The goal of a focus strategy is to exploit a narrow segment of a market These segments can be based on product variety type of end buyer distribution channel or geographical location of buyers Research suggests that the focus strategy may be the most effective choice for small businesses because they typically do not have the economies of scale or internal resources to successfully pursue one of the other two strategies
(moderate)
Chapter 10 – Organizational Structure and Design
TrueFalse Questions
A MANAGER’S DILEMMA
1 According to the boxed feature A Manager’s Dilemma Nokia was once involved in industries ranging from paper to chemicals and rubber
True (moderate)
2 According to the boxed feature A Manager’s Dilemma Nokia has been competing in the telecommunications industry since 1965
False (moderate)
DEFINING ORGANIZATIONAL STRUCTURE
3 Organizational design is the organization's formal framework by which job tasks are divided grouped and coordinated
False (difficult)
4 The concept of work specialization can be traced back a couple of centuries to Adam Smith's discussion of division of labor
True (moderate)
5 The degree to which tasks in an organization are divided into separate jobs is division of labor
True (moderate)
6 Historically many organizations have grouped work actions by function departmentalization
True (moderate)
7 Grouping jobs on the basis of product or customer flow is termed process departmentalization
True (moderate)
8 Geographic departmentalization has greatly increased in importance as a result of today’s competitive business environment
False (moderate)
9 A group of individuals who are experts in various specialties and who work together is a crossfunctional team
True (moderate)
10 Authority is the individual's capacity to influence decisions
False (difficult)
11 Authority is synonymous with responsibility
False (easy)
12 Authority is the rights inherent in a managerial position
True (easy)
13 A manager's span of control refers to the number of subordinates who can be effectively and efficiently supervised
True (moderate)
14 The classical view of unity of command suggests that subordinates should have only one superior to whom they report
True (easy)
15 The trend in recent years has been toward smaller spans of control
False (easy)
16 When decisions tend to be made at lower levels in an organization the organization is said to be decentralized
True (moderate)
17 Decentralization describes the degree to which decision making is concentrated at a single point in the organization
False (moderate)
18 In the last 35 years there has been a trend of organizations moving toward increased decentralization
True (easy)
19 Appropriate organizational structure depends on four variables the organization's strategy size technology and degree of environmental uncertainty
True (difficult)
20 Standardization refers to the degree to which jobs within the organization are standardized and the extent to which employee behavior is guided by rules and procedures
True (moderate)
ORGANIZATIONAL DESIGN DECISIONS
21 An organic organization tends to be characterized by high specialization extensive departmentalization narrow spans of control high formalization a limited information network and little participation in decisionmaking by lowlevel employees
False (moderate)
22 An organic organization would likely be very flexible
True (moderate)
23 Innovators need the efficiency stability and tight controls of the mechanistic structure
False (easy)
24 The relationship between organizational size and structure tends to be linear
False (difficult)
25 Joan Woodward attempted to view organizational structure from a technological perspective
True (moderate)
26 Woodward demonstrated that organizational structures adapted to their technology
True (moderate)
27 Woodward's findings support that there is one best way to organize a manufacturing firm
False (moderate)
28 The strength of the functional structure is that it focuses on results
False (moderate)
29 According to the text a functional structure creates strategic business units
False (moderate)
COMMON ORGANIZATIONAL DESIGNS
30 Project structures tend to be rigid and inflexible organizational designs
False (easy)
Multiple Choice
A MANAGER’S DILEMMA
31 According to the company profile in A Manager’s Dilemma the organizational structure of Nokia is best described as ______________
a mechanistic
b organic (moderate)
c centralized
d formalized
32 The factor contributing the most to Nokia’s success in the mobile phone industry according to the company profile in A Manager’s Dilemma is ______________
a new product development (moderate)
b government subsidies
c national trade barriers
d weak competition
33 ______________ is the process of creating an organization's structure
a Human resource management
b Leading
c Organizing (moderate)
d Planning
e Departmentalization
DEFINING ORGANIZATIONAL STRUCTURE
34 According to the text a(n) ______________ is the formal framework by which job tasks are divided grouped and coordinated
a mission statement
b environmental scan
c internal resource analysis
d organizational structure (moderate)
35 Which of the following is not one of the six key elements in organizational design
a work specialization
b departmentalization
c chain of command
d bureaucratic design (difficult)
e span of control
36 Work specialization is also known as ______________
a departmentalization
b centralization
c span of control
d formalization
e division of labor (easy)
37 The term ______________ is used to describe the degree to which tasks in an organization are divided into separate jobs
a work ethics
b managerial capitalism
c social responsibility
d work specialization (moderate)
38 When did the idea of enlarging rather than narrowing job scope begin
a 1950s
b 1960s (moderate)
c 1970s
d 1980s
e 1990s
39 Which of the following is not an example of the classical view of division of labor
a assemblyline production
b Burger King
c Taco Bell
d TQM (moderate)
e Kentucky Fried Chicken
40 ______________ is the basis on which jobs are grouped in order to accomplish organizational goals
a Departmentalization (moderate)
b Centralization
c Formalization
d Coordination
e Efficiency
41 A local manufacturing organization has groups of employees who are responsible for sales marketing accounting human resources etc These are examples of what concept
a authority
b chain of command
c empowerment
d departmentalization (moderate)
e social grouping
42 Grouping sporting equipment in one area men's clothing in another area and cosmetics in a third area is an example of what kind departmentalization
a customer
b product (easy)
c geographic
d process
e outcome
43 Sales responsibilities divided into the southwest midwest southern northern and western regions would be an example of ______________ departmentalization
a product
b geographic (easy)
c process
d outcome
e customer
44 Grouping activities on the basis of customer flow is ______________
a functional departmentalization
b product departmentalization
c geographical departmentalization
d process departmentalization (moderate)
e technological departmentalization
45 What type of departmentalization expects that each department will specialize in one specific phase of the process or product production
a product
b geographic
c process (easy)
d outcome
e customer
46 What kind of departmentalization would be in place in a government organization where different public service responsibilities are divided into activities for employers children and the disabled
a product
b geographic
c process
d outcome
e customer (moderate)
47 Which of the following is not a form of departmentalization suggested by your text
a functional departmentalization
b product departmentalization
c geographical departmentalization
d process departmentalization
e technological departmentalization (difficult)
48 Today's competitive business environment has greatly increased the importance of what type of departmentalization
a geographic
b customer (difficult)
c product
d process
e outcome
49 According to the text managers are using ______________ which are groups of individuals who are experts in various specialties and who work together
a specialized teams
b crossdemanded teams
c crossfunctional teams (moderate)
d simple structured teams
50 Which of the following is a contemporary addition to the historical view of departmentalization
a increased rigidity
b crossfunctional teams (moderate)
c enhanced centralization
d elimination of product departmentalization
e addition of sales departmentalization
51 Bringing together the company's legal counsel research engineer and marketing specialist for a project is an example of a(n) ______________
a empowered team
b process departmentalization
c product departmentalization
d crossfunctional team (moderate)
e continuous improvement team
52 The ______________ is the continuous line of authority that extends from upper organizational levels to the lowest levels and clarifies who reports to whom
a chain of demand
b chain of command (easy)
c demand hierarchy
d continuous design structure
53 To whom a worker reports concerns which aspect of organizational structure
a chain of command (moderate)
b departmentalization
c pay structure
d line of command
e authority framework
54 ______________ entitles a manager to direct the work of a subordinate
a Responsibility
b Legitimate power
c Rank
d Operating responsibility
e Authority (moderate)
55 ______________ is the obligation to perform assigned activities
a Authority
b Responsibility (easy)
c Chain of command
d Unity of command
e Formalization
56 The ______________ principle (one of Fayol’s 14 principles of management) helps preserve the concept of a continuous line of authority
a unity of demand
b unity of command (moderate)
c demand structure
d continuous demand
57 Span of control refers to which of the following concepts
a how much power a manager has in the organization
b the geographic dispersion of a manager's subunits of responsibility
c how many subordinates a manager can effectively and efficiently supervise (moderate)
d the number of subordinates affected by a single managerial order
e the amount of time it takes to pass information down through a manager's line of command
58 Other things being equal the wider or larger the span of control the more ______________ the organizational design
a bureaucratic
b democratic
c effective
d efficient (difficult)
e classical
59 Wider spans of control may be viewed as more efficient but eventually wider spans tend to have what effect on organizations
a reduced effectiveness (difficult)
b increased turnover
c loss of managerial power
d customer dissatisfaction
e rigid chains of command
60 An organization that spends money on maintaining a welltrained work force can expect which of the following spanofcontrol outcomes
a increased contempt for management
b increased voluntary turnover
c centralized authority
d less direct supervision (moderate)
e increased need for manageriallevel employees
61 A hightech manager who supervises the development of a new computer chip needs ______________ compared to a manager who supervises the mailing of unemployment insurance checks at the local government office
a about the same span of control
b a narrower span of control (difficult)
c a wider span of control
d a more informal span of control
e elimination of the span of control
62 In general span of control is ______________ for managers
a increasing (easy)
b decreasing
c staying the same
d significantly decreasing
e no longer important
63 ______________ describes the degree to which decision making is concentrated at a single point in the organization
a Decentralization
b Centralization (moderate)
c Transnationalism
d Cross sectional analysis
64 If lowerlevel employees provide input or are actually given the discretion to make decisions the organization is ______________
a formalized
b centralized
c decentralized (easy)
d mechanistic
e organic
65 Recently there has been a distinct trend toward ______________
a smaller spans of control
b decentralized decisionmaking (moderate)
c decreased flexibility
d emphasis on chain of command
e mechanistic organizations
66 Which of the following factors WOULD NOT influence an organization to have a higher degree of centralization
a Environment is stable
b Company is geographically dispersed (difficult)
c Company is large
d Decisions are significant
e Organization is facing a crisis
67 ______________ refers to the degree to which jobs within the organization are standardized and the extent to which employee behavior is guided by rules and procedures
a Standardization
b Centralization
c Chain of command
d Strategy
e Formalization (moderate)
68 All of the following factors indicate that a decentralized organization would be most effective EXCEPT when ______________
a the environment is complex
b decisions are relatively minor
c the organization is facing a crisis (difficult)
d the company is geographically dispersed
e effective implementation of strategies depends on managers having involvement and flexibility
to make decisions
69 Which of the following factors describes an environment in which a high degree of decentralization is desired
a Environment is complex uncertain (moderate)
b Lowerlevel managers do not want to have a say in decisions
c Decisions are significant
d Company is large
e Organization is facing a crisis or the risk of company failure
70 The ______________ organizational structure is characterized by high specialization extensive departmentalization narrow spans of control and high formalization
a mechanistic (easy)
b organic
c contingency
d adhocracy
e functional
71 Which of the following is NOT a characteristic of a mechanistic organization
a high specialization
b wide spans of control (moderate)
c high formalization
d limited information network
e extensive departmentalization
72 What type of organizational form follows classical principles such as unity of command
a organic
b linear
c decentralized
d mechanistic (moderate)
e adhocracy
ORGANIZATIONAL DESIGN DECISIONS
73 Which of the following would likely be found in mechanistic organizations
a wide span of control
b empowered employees
c decentralized responsibility
d few rules andor regulations
e standardized job specialties (difficult)
74 All of the following are characteristics of an organic organization EXCEPT
a narrow spans of control (moderate)
b crosshierarchical teams
c free flow of information
d low formalization
e crossfunctional teams
75 In the early years of Apple Computers its desire for highly proficient and creative employees who operated with few work rules was an example of what type of organization
a bureaucratic
b mechanistic
c volatile
d nouvelle
e organic (difficult)
76 Which of the following is true concerning an organic organization's problemresponse time
a It requires strict adherence to efficiently developed rules
b Its speed demands clear lines of command
c Response times are slower than mechanistic organizations but answers tend to be more
accurate
d Professional standards guide behavior (difficult)
e The response time is quick due to the centralized design
77 Which of the following is not one of the four contingency variables that help determine appropriate organizational structure
a organizational size
b organizational strategy
c organizational technology
d organizational age (moderate)
e degree of environmental uncertainty
78 Which of the following is an accurate statement
a Strategy follows structure
b Strategy and structure are equal in temporal importance
c Strategy and structure are not linked
d Structure follows strategy (moderate)
e Mechanistic and organic organizations have distinct differences in the application of the relationship between strategy and structure
79 Most current strategystructure contingency frameworks tend to focus on three strategy dimensions These dimensions are ______________
a revenue maximization customer satisfaction and visibility
b customer satisfaction employee satisfaction and ethics
c innovation cost minimization and imitation (difficult)
d legal considerations profit maximization and innovation
e longterm survival profit maximization and customer satisfaction
80 What kind of relationship is there between organizational size and degree of mechanistic structure
a 10
b unclear
c positive (moderate)
d bimodal
e exponential
81 Joan Woodward's research was the first major attempt to view organizational structure from a ______________ perspective
a strategic
b contingency
c size
d departmental
e technological (easy)
82 The three production categories that Joan Woodward divided organizations into in order to uncover relationships between organizational structure and technology are ______________
a unit mass process (difficult)
b unit product cost
c product cost customer
d mass process cost
e process unit product
83 According to Woodward's studies what type of production works best with a mechanistic structure
a unit
b process
c product
d mass (moderate)
e justintime
84 Which of the following is not a characteristic that would suggest unit production would be a best fit
a low horizontal differentiation
b low vertical differentiation
c smallbatch custom products
d low formalization
e mechanistic structure (difficult)
85 A characteristic that both unit production and process production have is that the most effective organizational structure for both technologies is ______________
a organic (difficult)
b mechanistic
c adhocracy
d matrix
e team
86 Woodward's studies generally demonstrate that organization ______________ should adapt to their ______________
a processes environment
b employees leaders
c technologies legal constraints
d structures technology (moderate)
e outputs resources
87 Which type of environment is best suited for mechanistic organizations
a dynamic
b manufacturing
c service
d combination
e stable (moderate)
88 According to the text all of the following are examples of the more traditional organizational designs EXCEPT
a the simple structure
b the functional structure
c the matrix structure (moderate)
d the divisional structure
89 Which of the following is not characteristic of a simple organizational structure
a narrow spans of control (moderate)
b low degree of departmentalization
c centralized decisionmaking
d little formalization
e information arrangement of employees
COMMON ORGANIZATIONAL DESIGNS
90 Which of the following terms is associated with a simple organizational structure
a elaborate
b highcomplexity
c formal
d decentralized
e flat (moderate)
91 A wine store that employs six people most likely has what kind of organizational structure
a bureaucracy
b simple (difficult)
c functional
d divisional
e teambased
92 All of the following are strengths of a simple organizational structure EXCEPT
a It's fast
b It's inexpensive to maintain
c It's less risky (moderate)
d Accountability is clear
e It's flexible
93 A bureaucratic or mechanistic design may use a ______________ structure which groups similar or related occupational specialties together
a matrix
b functional (moderate)
c divisional
d geographic
e teambased
94 A ______________ structure creates strategic business units
a matrix
b functional
c divisional (difficult)
d geographic
e teambased
95 What type of organizational structure is made up of autonomous selfcontained units
a bureaucracy
b simple
c functional
d divisional (moderate)
e teambased
96 In what type of organizational structure is empowerment most crucial
a bureaucracy
b simple
c functional
d divisional
e teambased (easy)
97 The ______________ is an organizational structure that assigns specialists from different functional departments to work on one or more projects being led by project managers
a functional structure
b simple structure
c matrix structure (moderate)
d divisional structure
98 The matrix approach violates what classical principle
a unity of command (moderate)
b decentralization
c customer focus
d linear lines of responsibility
e large spans of control
99 What type of organization assigns specialists from different functional departments to work on one or more projects led by a project manager
a classical
b contemporary
c matrix (easy)
d evolutionary
e productbased
100 A ______________ organization is not defined by or limited to the horizontal vertical or external boundaries imposed by a predefined structure
a teambased
b boundaryless
c mechanistic
d project (moderate)
e simple
101 A ______________ organization has developed the continuous capacity to adapt and change
a simple
b mechanistic
c bureaucratic
d teambased
e learning (moderate)
MANAGING IN AN EBUSINESS WORLD
102 According to the boxed feature Managing in an EBusiness World all of the following are needed for Ebusiness to achieve the characteristic necessary for success in the digital world EXCEPT
a high vertical horizontal and lateral communication
b crosshierarchical and crossfunctional teams
c extensive employee empowerment
d high formalization (moderate)
103 According to the boxed feature Managing in an EBusiness World Amazoncom’s organizational structure is best described as ______________
a mechanistic
b organic (moderate)
c formal
d diagonal
104 According to the boxed feature Managing in an EBusiness World the ______________ organization is the concept that describes an Ebusiness organization
a mechanistic
b boundaryless (moderate)
c functional
d diagonal
105 The important characteristics of a learning organization revolve around all of the following EXCEPT
a organizational design
b market capitalization (moderate)
c information sharing
d leadership
e culture
Scenarios
DEFINING ORGANIZATIONAL STRUCTURE
Organizational Structure (Scenario)
Michelle is a registered nurse in charge of a new unit in her hospital She would like to have a more laidback approach to dealing with her new staff but the hospital demands that there are strict hierarchical levels and that all decisions must be signed off by Michelle Sometimes this drives Michelle nuts the constant filling out of forms etc She also feels that the numerous levels of hierarchy are unnecessary and place barriers between her and her staff She isn't sure why things have to be so organized and is thinking about speaking with her boss to attempt changing her unit to have more flexibility and fewer rules
106 Michelle is concerned about her unit's ______________ the unit's formal framework by which job tasks are divided grouped and coordinated
a formal organizational chart
b organizational structure (moderate)
c staff
d span of control
e communication lines
107 Michelle is required to sign off on all decisions suggesting that they have a ______________ form of decisionmaking authority
a centralized (moderate)
b formal
c autocratic
d policy
e strict
108 Michelle has noticed that everyone is very concerned about the ______________ the line of authority within the organization
a responsibility
b chain of command (easy)
c span of control
d organizational strategy
e environment
Consultants R Us (Scenario)
Beth Ann has been hired as a consultant for XYZ Consulting and her first assignment is to apply the work of Joan Woodward to her client Custom Leather Inc Custom Leather makes expensive leather furniture
109 Woodward felt that the effectiveness of the organization would be related to the ______________ fit
a employeeproduct
b technologystructure (moderate)
c environmentprocess
d processemployee
e employeeenvironment
110 If Custom Leather produces couches for individual orders this is termed ______________ production
a mass
b process
c unit (moderate)
d environmental
e procedural
111 If Custom Leather produces in large batches this is termed ______________ production
a mass (moderate)
b process
c unit
d environmental
e procedural
112 Custom Leather is unable to use a continuous process or ______________ production because leather is a unique item
a mass
b process (moderate)
c unit
d environmental
e procedural
ORGANIZATIONAL DESIGN DECISIONS
You Can Bank on It (Scenario)
Susan's employer Western Bank like many others had recently undergone decruitment in order to right size the organization The Board of Directors felt that their sagging stock price could be improved with some labor cost cutting Along with other new challenges a problem now existed with span of control and decisionmaking authority In the past her bank's policy was that no manager should supervise more than six subordinates and only managers should make decisions for their individual units But now with the cuts in middle management upper management had increased the span of control but still insisted on managerialonly decisionmaking The result was that managers spent all of their time putting out fires and subordinates felt they were getting answers too slowly and wanted to start having the authority to make decisions on their own Clearly something had to change
113 Of the following which is not a reason that would be consistent with Western Bank's wanting to maintain a centralized form of decisionmaking
a Environment is uncertain (moderate)
b Environment is stable
c Company is large
d Decisions are more significant
e Organization is facing a crisis
114 Of the following which is not a reason Western Bank would not change to a more decentralized form of decisionmaking
a lowerlevel managers are capable of decisionmaking
b company is geographically dispersed
c decisions are relatively minor
d organization is in risk of failure (easy)
e lowerlevel managers want a voice in decisions
ORGANIZATIONAL DESIGN DECISIONS
115 Susan believes that Western Bank should be highly adaptive and flexible She would like for Western Bank to be a(n) ______________ structure
a organic (easy)
b mechanistic
c formalized
d technological
e strategic
116 The contingency approach would consider all of the following variables EXCEPT the ______________
a organization's strategy
b organization's size
c organization's age (moderate)
d orga nization's technology
e degree of environmental uncertainty
Food for Thought (Scenario)
Burgess owned a ToutLeMart a store that sold food and nonfood items in a warehouse environment He employed 350 people and had them work in very specialized areas Some people only unloaded the pallets from the trucks or drove the pallets onto the floor while still others unloaded the pallets in their specific area of responsibility He had managers controlling each specific area For example the automotive manager was in charge of all functions accounting purchasing sales etc This arrangement had generally worked well but recently he noticed that employees seemed bored and turnover and absenteeism had risen In addition he found that attempting to get special projects completed such as creating their new FirstClass Customer card had turned into a nightmare due to the lack of cooperation and misunderstanding between the groups
117 ToutLeMart currently operates under the classical view of the division of labor This is characterized by which of the following
a You only report to one manager
b Employees specialize in doing part of a task (easy)
c Employees specialize in doing one complete task
d People are divided according to their work interest
e Employees are trained to do many tasks to increase flexibility
118 The type of departmentalization practiced by ToutLeMart is best described as ______________
a product (moderate)
b function
c customer
d geographic
e process
119 If ToutLeMart decided to reorganize their departmentalization so that one manager was in charge of accounting one manager in charge of food stuffs one manager in charge of nonfood items etc this would be described as ______________ departmentalization
a product
b function (moderate)
c customer
d geographic
e process
120 If Burgess regularly put together teams made up of specialists from different areas to tackle new projects like the FirstClass Customer card project these would be called ______________
a crossfunctional teams (easy)
b quality circles
c total quality management
d special project teams
e specialty teams
Essay Questions
DEFINING ORGANIZATIONAL STRUCTURE
121 In a short essay list and explain the six key elements in designing an organization’s structure
Answer
a Work specialization – this concept describes the degree to which tasks in an organization are divided into separate jobs The essence of work specialization is that an entire job is not done by one individual but instead is broken down into steps and each step is completed by a different person
b Departmentalization – the basis by which jobs are grouped together is called departmentalization The five common forms of departmentalization include functional product geographical process and customer departmentalization
c Chain of command – this is the continuous line of authority that extends from upper organizational levels to the lowest levels and clarifies who reports to whom It helps employees answer questions such as Who do I go to if I have a problem or To whom am I responsible
d Span of control – this concept is important because to a large degree it determines the number of levels and managers an organization has All things being equal the wider or larger the span the more efficient the organization
e Centralization and decentralization – centralization describes the degree to which decision making is concentrated at a single point in the organization If top managers make the organization’s key decisions with little or no input from below then the organization is centralized In contrast the more that lowerlevel employees provide input or actually make decisions the more decentralization there is
f Formalization – this refers to the degree to which jobs within the organization are standardized and the extent to which employee behavior is guided by rules and procedures If a job is highly formalized then the person doing that job has a minimum amount of discretion over what is to be done when it’s to be done and how he or she could do it
(difficult)
122 In a short essay list and discuss the five common forms of departmentalization
Answer
a Functional departmentalization – jobs are grouped by functions (ie marketing finance human resources) performed This approach can be used in all types of organizations although the functions change to reflect the organization’s objectives and work activities
b Product departmentalization – jobs are groups by product line In this approach each major product area is placed under the authority of a manager who’s a specialist in and is responsible for everything having to do with that product line
c Geographical departmentalization – jobs are grouped on the basis of territory or geography such as southern midwestern or northwestern regions for an organization operating only in the United States or for a global company maybe a US European Canadian and AsianPacific regions
d Process departmentalization – groups jobs on the basis of product or customer flow In this approach work activities follow a natural processing flow of product or even customers
e Customer departmentalization – jobs are grouped on the basis of common customers who have common needs or problems that can best be met by having specialists for each
(moderate)
123 In a short essay explain the concepts of authority responsibility and unity of command
Answer
Authority refers to the rights inherent in a managerial position to tell people what to do and to expect them to do it To facilitate decision making and coordination an organization’s managers are part of the chain of command and are granted a certain degree of authority to meet their responsibilities As managers coordinate and integrate the work of employees those employees assume an obligation to perform any assigned duties This obligation or expectation to perform is known as responsibility Finally the unity of command principle helps preserve the concepts of a continuous line of authority It states that a person should report to only one manager Without unity of command conflicting demands and priorities from multiple bosses can create problems
(easy)
124 In a short essay list six factors that influence the amount of centralization and six factors influence the amount of decentralization in an organization
Answer
More Centralization
a Environment is stable
b Lowerlevel managers are not as capable or experienced at making decisions as upperlevel managers
c Lowerlevel managers do not want to have a say in decisions
d Decisions are significant
e Organization is facing a crisis or the risk of company failure
f Company is large
g Effective implementation of company strategies depends on managers’ retaining say over what happens
More Decentralization
a Environment is complex uncertain
b Lowerlevel managers are capable and experienced at making decisions
c Lowerlevel managers want a voice in decisions
d Decisions are relatively minor
e Corporate culture is open to allowing managers to have a say in what happens
f Company is geographically dispersed
g Effective implementation of company strategies depends on managers’ having involvement and flexibility to make decisions
(moderate)
ORGANIZATIONAL DESIGN DECISIONS
125 In a short essay discuss the characteristics of mechanistic and organic organizations
Answer
a The mechanistic organization is a rigid and tightly controlled structure It is characterized by high specialization rigid departmentalization narrow spans of control high formalization a limited information network (mostly downward communication) and little participation Mechanistic types of organizational structures tend to be efficiency machines well oiled by rules regulations standardized tasks and similar controls This organizational design tries to minimize the impact of differing personalities judgments and ambiguity because these human traits are seen as inefficient and inconsistent
b In direct contrast to the mechanistic form of organization is the organic organization which is as highly adaptive and flexible structure a structure as the mechanistic organization is rigid and stable Rather than having standardized jobs and regulations the organic organization is flexible which allows it to change rapidly as needs require Organic organizations have division of labor but the jobs people do are not standardized Employees are highly trained and empowered to handle diverse job activities and problems and these organizations frequently use employee teams Employees in organic type organizations require minimal formal rules and little direct supervision
(easy)
126 In a short essay list and discuss the four contingency variables that should be considered in determining an appropriate structure in organizational design
Answer
a Strategy and structure – an organization’s structure should facilitate the achievement of goals Because goals are influenced by the organization’s strategies it’s only logical that strategy and structure should be closely linked More specifically structure should follow strategy If managers significantly change the organization’s strategy they will need to modify structure to accommodate and support the change
b Size and structure – there’s considerable evidence that an organization’s size significantly affects its structure For instance large organizations—those with 2000 or more employees—tend to have more specialization departmentalization centralization and rules and regulations than do small organizations However the relationship isn’t linear Rather size affects structure at a decreasing rate that is size becomes less important as an organization grows
c Technology and structure – every organization has at least one form of technology to convert its inputs into outputs The processes or methods that transform an organization’s inputs into outputs differ by their degree of routineness In general the more routine the technology the more standardized and mechanistic the structure can be Organizations with more nonroutine technology are more likely to have organic structures
d Environmental uncertainty and structure – because uncertainty threatens an organization’s effectiveness managers will try to minimize it One way to reduce environmental uncertainty is through adjustments in the organization’s structure The greater the uncertainty the greater the need for the flexibility offered by an organic design On the other hand in stable simple environments mechanistic designs tend to be most effective
(difficult)
127 In a short essay list and discuss the three types of traditional organizational designs and the strengths and weaknesses of each of these designs
Answer
a Simple structure – this is an organizational design with low departmentalization wide spans of control authority centralized in a single person and little formalization This structure is most commonly used by small businesses in which the owner and manager are one and the same Strengths of this type of organizational structure are that it is fast flexible inexpensive to maintain and has clear accountability Weaknesses are that it becomes inappropriate as the organization grows and the reliance on one person is risky
b Functional structure – this is an organizational design that groups similar or related occupational specialties together It’s the functional approach to departmentalization applied to the entire organization Strengths of this types of organizational structure are costsaving advantages from specialization and employees are grouped with other who have similar tasks Weaknesses are pursuit of functional goals can cause managers to lose sight of what’s best for the overall organization and that functional specialists may become insulated and have little understanding of what other units are doing
c Divisional structure – this is an organizational structure made up of separate units or divisions In this design each unit or division has relatively limited autonomy with a division manager responsible for performance and who have strategic operational authority over his or her unit A main strength of this type of organizational structure is that it focuses on results where division managers are responsible for what happens to their products and services A weakness is duplication of activities and resources increases costs and reduces efficiency
(moderate)
COMMON ORGANIZATIONAL DESIGNS
128 In a short essay discuss the matrix organizational structure
Answer
The matrix structure is an organizational structure that assigns specialists from different functional departments to work on one or more projects being led by project managers One unique aspect of the matrix design is that it creates a dual chain of command and explicitly violates the classical organizing principle of unity of command Employees in a matrix organization have two managers their functional department manager and their product or project manager who share authority The project managers have authority over the functional members who are part of their project team in areas relative to the project’s goals However decisions such as promotions salary recommendations and annual reviews remain the functional manager’s responsibility To work effectively project and functional managers have to communicate regularly coordinate work demands on employees and resolve conflicts together
(moderate)
129 In a short essay explain the concept of a boundaryless organization
Answer
The boundaryless organization is an organization whose design is not defined by or limited to the horizontal vertical or external boundaries imposed by a predefined structure This idea may sound odd yet many of today’s most successful organizations are finding that they can most effectively operate in today’s environment by remaining flexible and unstructured that the ideal structure for them is not having a rigid predefined structure Instead the boundaryless organization seeks to eliminate the chain of command to have limitless spans of control and to replace departments with empowered teams
(easy)
130 In a short essay describe a learning organization and list and discuss the four elements which the important characteristics of a learning organization revolves around
Answer
A learning organization is an organization that has developed the capacity to continuously adapt and change because all members take an active role in identifying and resolving workrelated issues In a learning organization employees are practicing knowledge management by continually acquiring and sharing new knowledge and are willing to apply that knowledge in making decisions or performing their work
a Organizational design in a learning organization the organizational structure needs to be designed to allow for members to share information and collaborate on work activities throughout the entire organization—across different functional specialties and even at different organizational levels This can be done by minimizing or eliminating the existing structural and physical boundaries In this type of boundaryless environment employees are free to work together and collaborate in doing the organization’s work the best way they can and to learn from each other
b Information sharing for a learning organization to learn information must be shared among members that is organizational employees must engage in knowledge management This means sharing information openly in a timely manner and in as accurate a form as possible Because there are few structural and physical barriers in a learning organization the environment is conducive to open communication and extensive information sharing
c Leadership leadership plays an important role as an organization moves to become a learning organization One of the most important functions of leaders is facilitating the creation of a shared vision for the organization’s future and then keeping organizational members working toward that vision In addition leaders should support and encourage the collaborative environment that’s critical to learning Without strong and committed leadership throughout the organization it would be extremely difficult to be a learning organization
d Culture the organizational culture is an important aspect of being a learning organization A learning organization’s culture is one in which everyone agrees on a shared vision and everyone recognizes the inherent interrelationships among the organization’s processes activities functions and external environment There is a strong sense of community caring for each other and trust In a learning organization employees feel free to openly communicate share experiment and learn without fear of criticism or punishment
(difficult)
Chapter 13 – Managing Change and Innovation
TrueFalse Questions
WHAT IS CHANGE
1 Change is an organizational reality
True (easy)
2 Organizational change can be alteration in people structure or technology
True (moderate)
FORCES FOR CHANGE
3 The marketplace is an external force of change
True (moderate)
4 The change in demand for health care technicians is an example of an economic change
False (difficult)
5 Economic changes are an internal force of change
False (moderate)
6 Any manager can be a change agent
True (moderate)
TWO VIEWS OF THE CHANGE PROCESS
7 The calm waters approach to change would be consistent with Lewin's concept of unfreezing changing and refreezing
True (difficult)
8 In the whitewater rapids metaphor of change managers should expect change at any time and it may last for unspecified lengths of time
True (moderate)
MANAGING CHANGE
9 Change threatens the investment you've already made in the status quo
True (easy)
10 One reason people resist change is that is substitutes ambiguity for uncertainty
False (difficult)
11 The manager's options for change essentially fall into three categories structure technology and product
False (difficult)
12 Computerization is a technological change that replaces people with machines
False (moderate)
13 Probably the most visible technology changes in recent years have come through managers’ efforts to expand corporate financing
False (moderate)
14 Sensitivity training is a method of changing behavior through unstructured group interaction
True (easy)
15 Organizational cultures tend to resist change
True (moderate)
16 Techniques to change people and the quality of interpersonal work relationships are termed organizational development
True (moderate)
17 Cultural change is easier when the organizational culture is strong
False (easy)
18 The first step in accomplishing organizational cultural change is to initiate a reorganization
False (moderate)
CONTEMPORARY ISSUES IN MANAGING CHANGE
19 Cooptation refers to covert attempts to influence
False (moderate)
20 Manipulation is using direct threats
False (moderate)
21 A major disadvantage of coercion is that it is frequently illegal
True (moderate)
22 Negotiation refers to covert attempts to influence twisting and distorting facts or withholding information
False (moderate)
23 In cooptation an organization seeks to buy off the leaders of a resistance group by giving them a key role in the change decision
True (moderate)
24 Never negotiate with employees as a means of overcoming resistance to change
False (moderate)
25 The first step in changing organizational culture is to conduct a cultural analysis
True (easy)
26 In process reengineering a company drastically changes its structure technology and people by starting from scratch in reexamining the way the organization's work is done
True (moderate)
27 Stress is a dynamic condition a person faces when confronted with an opportunity constraint or demand related to what he or she desires and for which the outcome is perceived to be both uncertain and important
True (moderate)
28 In terms of organizational factors any attempt to lower stress levels has to begin with employee selection
True (moderate)
MANAGING WORKFORCE DIVERSITY
29 The Paradox of Diversity is described as situations in which limitations are placed upon diverse individuals by strong organizational cultures
True (moderate)
STIMULATING INNOVATION
30 Creativity is the process of taking an idea and turning it into a useful product service or method of operation
False (difficult)
Multiple Choice
A MANAGER’S DILEMMA
31 According to the company profile in A Manager’s Dilemma which of the following branded products does Panamerican Beverages Inc sell in Latin America
a Pepsi
b CocaCola (moderate)
c Ocean Spray
d Gatorade
e Evian
32 According to the company profile in A Manager’s Dilemma Francisco SanchezLoaeza Panamco’s Chairman and CEO attributes all of the following organizational factors as important to the company’s success EXCEPT
a centralized management philosophy (moderate)
b logistical expertise
c innovative merchandising strategies
d excellent financial stewardship
e decentralized management philosophy
WHAT IS CHANGE
33 Being a manager with no environmental uncertainty or threat of competitors' new products would be simple without any ______________
a government regulations
b unions
c diversity
d cultural differences
e change (moderate)
FORCES FOR CHANGE
34 Which of the following is not an external force of change
a marketplace
b government laws and regulations
c technology
d economic changes
e work force (moderate)
35 The Americans With Disabilities Act is an example of which of the following forms of environmental change
a internal
b technology
c government laws and regulations (moderate)
d labor markets
e economic
36 Changing human resource activities to attract and retain health care specialists due to increased needs for those workers is an example of what kind of environmental change factor
a marketplace
b technology
c labor markets (difficult)
d economic
e government laws and regulations
37 Falling interest rates would most stimulate what change factor for a manager
a marketplace
b government laws and regulations
c labor markets
d economic (easy)
e technology
38 Which of the following is not an internal force of change
a technology (moderate)
b strategy
c work force
d employee attitudes
e equipment
39 What change factor did HarleyDavidson motorcycles react to in its turnaround of production quality control and modernization
a technology
b external
c work force
d equipment
e strategy (difficult)
40 Increasing the numbers of employed women and minorities forces managers to pay attention to what change factor
a strategy
b work force (moderate)
c equipment
d technology
e employee attitudes
41 Labor strikes are an example of what change factor that may encourage a change in management thinking and practices
a work force
b equipment
c employee attitudes (easy)
d strategy
e government laws and regulations
42 In organizations people who act as catalysts and assume responsibility for managing the change process are called ______________
a change masters
b change agents (moderate)
c operations managers
d charismatic leaders
e transformational leaders
43 In an organization who is usually the change agent
a CEO
b executive vicepresident
c any manager or nonmanager (difficult)
d any competitor
e union leaders
44 In spurring organizational change outside consultants are usually more ______________ while internal managers may be more ______________
a drastic thoughtful (moderate)
b highly paid risky
c resistant bold
d cautious friendly
e interested scared
TWO VIEWS OF THE CHANGE PROCESS
45 Lewin's theory is consistent with which view of organizational change
a continuous
b contemporary
c Mayo's
d calm waters (moderate)
e change in the 1990s
46 Who theorized the change process involving unfreezing changing and refreezing
a Drucker
b Robbins
c Lewin (easy)
d Mayo
e Lawler
47 According to Kurt Lewin which of the following is not a stage in the change process
a unfreezing
b changing
c refreezing
d restraining (moderate)
48 According to Kurt Lewin increasing the driving forces which direct behavior away from the status quo is a means of doing which of the following
a unfreezing (moderate)
b changing
c restraining forces
d refreezing
e melting
49 Which of the following terms best describes the two primary views of the change process
a problematic encouraged
b occasional continuous (difficult)
c costly conservative
d optimistic pessimistic
e reactive proactive
50 Which of the following is the objective of refreezing according to Lewin
a directs behavior away from the status quo
b hinders movement away from existing equilibrium
c changes to a new environment
d eliminates the need for future change
e stabilize the new situation (moderate)
51 According to the text the ______________ is consistent with uncertain and dynamic environments
a calmwaters metaphor
b whitewater rapids metaphor (moderate)
c contemporary metaphor
d continuous metaphor
e cultural metaphor
52 A manager who comes to work every morning expecting that today will definitely bring new challenges from competitors the work force etc views organizational change in what way
a pragmatic
b continuous (moderate)
c pessimistic
d reactive
e occasional
53 According to the text managers in such businesses as wireless telecommunications computer software and women’s highfashion clothing have long confronted the ______________
a calmwaters metaphor
b whitewater rapids metaphor (moderate)
c contemporary metaphor
d continuous metaphor
e cultural metaphor
MANAGING CHANGE
54 As ______________ managers should be motivated to initiate change because they are committed to improving their organization's effectiveness
a change agents (difficult)
b efficiency experts
c manipulators
d process consultants
e reengineering specialists
55 Managers' options for change essentially fall into what three categories
a environment technology and mission
b structure technology and people (difficult)
c mission structure and people
d mission environment and process
e environment attitudes and processes
56 According to the text changing structure includes alteration in any of the following EXCEPT
a authority relations
b coordination mechanisms
c degree of centralization
d job redesign
e technology (moderate)
57 Which of the following is not a part of organizational structure
a work specialization
b departmentalization
c chain of command
d formalization
e work processes (difficult)
58 If an organization increases the span of control what factor is being focused on in an organizational change
a structure (difficult)
b people
c technology
d strategy
e human resources
59 A company that decides to decentralize its sales procedures is managing what change category
a technology
b people
c equipment
d competitors
e structure (moderate)
60 According to the text competitive factors or new innovations within an industry often require managers to introduce all of the following EXCEPT
a new equipment
b new tools
c new operating methods
d new employees (moderate)
61 ______________ is a technological change that replaces people with machines
a Operations
b Organizational development
c Automation (moderate)
d Robotics
e Downsizing
62 Probably the most visible technological changes in recent years have come through managers’ efforts to expand _____________
a corporate financing
b organizational culture
c computerization
d employee retention
63 When grocery stores installed scanners to read the product price this was an example of managing what change category
a technology (moderate)
b people
c competitors
d structure
e laws and regulations
64 If Kraft Foods hired a consultant to decrease group friction and enhance cooperative work relationships this would be an example of managing what change category
a technology
b people (difficult)
c competitors
d structure
e laws and regulations
65 Techniques to change people and the quality of interpersonal work relationships are termed ______________
a operations
b organizational development (moderate)
c downsizing
d robotics
e automation
66 ______________ is a method of changing behavior through unstructured group interaction
a Survey feedback
b Organizational development
c Sensitivity training (moderate)
d Process consultation
e Team building
67 According to the text an individual is likely to resist change because of all of the following reasons EXCEPT
a uncertainty
b increased productivity (easy)
c concern over personal loss
d belief that the change is not in the organization’s best interest
68 Which of the following reactions to change is a threat to the investment you have already made in the status quo
a uncertainty
b freezing
c change is not good for the organization
d concern over personal loss (moderate)
e refreezing
69 Which of the reasons for resistance to change may be beneficial to the organization
a uncertainty
b freezing
c change is not good for the organization (difficult)
d refreezing
e concern over personal loss
70 All of the following are mentioned in the text as actions that managers can use to deal with resistance to change EXCEPT
a education and communication
b diversification (moderate)
c participation
d facilitation and support
e negotiation
71 Which of the following techniques for reducing resistance to change is based on the belief that if employees receive the full facts and clarifications they will no longer be resistant
a education and communication (easy)
b participation
c facilitation and support
d negotiation
e manipulation and cooptation
72 If Kmart has employees serving on the committee to decide what color the new uniform colors should be this is an example of what tactic for reducing change resistance
a education and communication
b manipulation and cooptation
c participation (easy)
d facilitation and support
e coercion
73 If a bank offers personal and financial counseling to employees prior to an upcoming downsizing this is an example of what kind of tactic for reducing change resistance
a education and communication
b coercion
c manipulation and cooptation
d negotiation
e facilitation and support (moderate)
74 If management offers the union guaranteed wage hikes and a nolayoff promise in exchange for help in implementing a new production process this would be an example of what kind of tactic for reducing change resistance
a participation
b facilitation and support
c coercion
d negotiation (difficult)
e manipulation and cooptation
75 If a state legislator purposely misrepresents public employee wages to the citizens in order to apply downward wage pressure in the collective bargaining process this would be an example of what kind of tactic for reducing change resistance
a negotiation
b coercion
c cooptation
d education and communication
e manipulation (difficult)
76 ______________ refers to covert attempts to influence twisting and distorting facts or withholding information
a Negotiation
b Coercion
c Cooptation
d Education and communication
e Manipulation (moderate)
77 Buying off the leader of a resistance group in order to get hisher endorsement is an example of what kind of tactic for reducing change resistance
a negotiation
b coercion
c education and commitment
d cooptation (moderate)
e facilitation and support
78 ______________ is using direct threats or force on those who resist change
a Negotiation
b Coercion (moderate)
c Cooptation
d Education and communication
e Manipulation
79 A manager who threatens to ruin an employee's name in the company if heshe does not cooperate with an impending organizational change is using what kind of tactic for reducing change resistance
a negotiation
b coercion (moderate)
c manipulation and cooptation
d education and communication
e facilitation and support
MANAGING YOUR CAREER
80 According to the boxed feature Managing Your Career all of the following are examples of means in which individuals can reinvent themselves EXCEPT
a take advantage of continuing education or graduate courses at local colleges
b sign up for workshops and seminars that can help enhance personal skills
c depend on the organization to provide career development and training opportunities (moderate)
d voice concerns in a constructive manner
81 Which of the following represents the relationship between organizational culture and change
a Culture and change are naturally compatible
b Culture tends to be very resistant to change (moderate)
c Culture can change in months but not weeks
d Culture can never be purposely changed
e There is no relationship between culture and change
82 Which of the following is not a favorable situational condition that may facilitate change in organizational culture
a A dramatic crisis occurs
b The culture is weak
c Stock price sharply falls (moderate)
d The organization is young and small
e Leadership changes hands
83 Which of the following is the first step in accomplishing organizational cultural change
a Appoint new leadership with a new vision
b Initiate a reorganization
c Conduct a cultural analysis (moderate)
d Change the selection and socialization process
e Introduce new stories and rituals to convey the new mission
84 Which of the following is the last step in accomplishing organizational cultural change
a Make it clear that change is necessary to organizational survival
b Introduce new stories and rituals to convey new vision
c Appoint new leadership with a new vision
d Change the selection socialization and reward system to support new values (difficult)
e Initiate a reorganization
85 All of the following describe Continuous Quality Improvement EXCEPT
a continuous incremental change
b fixing and improving
c redesigning (moderate)
d mostly as is
e works from bottom up in organization
86 Which of the following statements reflects the relationship between Continuous Quality Improvement (CQI) and reengineering
a They are basically the same
b CQI begins with reengineering
c They are radically different (difficult)
d Reengineering begins with TQM
e Both require decentralized participative decisionmaking
87 In _____________ a company drastically changes its structure technology and people by starting from scratch in reexamining the way the organization's work is done
a process reengineering
b Continuous Quality Improvement (moderate)
c team building
d structural realignment
88 All of the following describe process reengineering EXCEPT
a radical change
b redesigning or starting over
c mostly what can be
d fixing and improving (moderate)
e initiated by top management
89 ______________ is a dynamic condition a person faces when confronted with an opportunity constraint or demand related to what he or she desires and for which the outcome is perceived to be both uncertain and important
a Stereotyping
b Stress (moderate)
c A halo effect
d Creativity
90 Which of the following is true concerning stress
a It is a static condition
b Stress is a negative reaction to an outside force
c Stress is often associated with constraints and demands (moderate)
d Stress limits performance
e Stress has nothing to do with opportunity
91 Which of the following must be present for potential stress to become actual stress
a uncertainty importance (moderate)
b risk valuation
c age uncertainty
d certainty risk
e pain desire
92 According to the text stress symptoms can be grouped under any of the following three general categories EXCEPT
a physiological
b cultural (moderate)
c psychological
d behavioral
93 Which of the following general categories of stress symptoms is least relevant to managers
a physiological (moderate)
b cultural
c psychological
d behavioral
94 In terms of organizational factors any attempt to lower stress levels has to begin with ______________
a employee work loads
b the reward system
c the organizational leader
d the organizational culture
e employee selection (difficult)
95 Which of the following is the primary condition to reducing organizational stress
a good jobperson match (moderate)
b merit pay system
c decentralization
d caring and understanding management
e fewer government laws and regulations
96 Which of the following is true concerning stress that arises from an employee's personal life
a A manager should offer advice
b A manager who understands hisher subordinates can help control employee personal stressors
c Management involvement may raise ethical concerns (moderate)
d A caring manager can be the most effective counselor
e There is nothing the organization should or can do to help relieve personal stressors
STIMULATING INNOVATION
97 ______________ refers to the ability to combine ideas in a unique way or to make unusual associations between ideas
a Innovation
b Imagination
c Creativity (moderate)
d Interpretive thinking
e CQI
98 ______________ is the process of taking a creative idea and turning it into a useful product service or method of operation
a Innovation (moderate)
b Imagination
c Creativity
d Interpretive thinking
e CQI
MANAGING IN AN EBUSINESS WORLD
99 According to the boxed feature Managing in an EBusiness World which of the following best describes the metaphor of the Ebusiness world
a calmwaters
b whitewater rapids (moderate)
c contemporary
d continuous
e cultural
100 According to the boxed feature Managing in an EBusiness World Tivoli Systems is a division of which of the following companies
a General Motors
b Microsoft
c IBM (moderate)
d Hewlett Packard
e Gateway
101 Which of the following is an example of a variable that can foster innovation
a mechanistic structure
b organic structure (difficult)
c few organizational resources
d low ambiguity acceptance
e low job security
102 Which of the following is not a cultural value that supports innovation
a acceptance of ambiguity
b tolerance for the impractical
c high external controls (moderate)
d focus on ends not means
e opensystem focus
103 Which of the following human resource variables is supportive of organizational innovation
a low commitment to training
b selection of Type A employees
c high job security (moderate)
d unionization
e long job tenure
104 ______________ actively and enthusiastically support new ideas build support overcome resistance and ensure that innovations are implemented
a Idea champions (moderate)
b Whistle blowers
c Idea generators
d Idea screeners
105 According to the text all of the following are common personality characteristics of idea champions EXCEPT
a extremely highselfconfidence
b persistence
c energy
d risk averse (moderate)
Scenarios
FORCES FOR CHANGE
Changing The Way (Scenario)
Due to his spouse's accepting a promotion Colin had recently left his private sector job in Kansas and accepted a new position in public service with the state of Ohio The change had been quite a shock at first The organizational cultures were quite different and each environment offered a different set of challenges One new challenge Colin accepted was implementing changes into a state government system Historically this environment had not seen a lot of changes and now with the changes in Washington and the move toward privatization change was necessary Plus his agency director was also new and had announced that the agency would be developing a new strategic plan Together Colin had been through many changes recently and would be involved in more in the near future
106 The changes the state government was facing due to pressures put on by Washington could be referred to as a(n) ______________ force of change
a driving
b external (moderate)
c technological
d internal
e marketplace
107 The changes Colin's agency was facing due to the new strategic plan anticipated from the new director could be referred to as a(n) ______________ force of change
a driving
b external
c technological
d internal (moderate)
e marketplace
108 If Colin accepts the responsibility and acts as a catalyst for change he could be referred to as a(n)
a change master
b director of change
c change agent (each)
d change manager
e enforcer of change
TWO VIEWS OF THE CHANGE PROCESS
109 The past environment of state government with very little change where the status quo is considered the equilibrium state would be consistent with all but which of the following terms
a calm waters
b unfreezing
c refreezing
d whitewater rapids (easy)
e Lewin
MANAGING CHANGE
Making Change Happen (Scenario)
Colin was getting accustomed to his surroundings in state government His efforts at getting people to accept change had met with a little resistance due to his and his new director's efforts and the hard work of his subordinates But now the hard part really started actually managing the change What techniques could he and his agency's new director employ to most effectively implement changes that would result in increased productivity in his department He considered changing three aspects of his agency the structure technology and people
110 If the new agency director decided to remove layers in the agency and increase the span of managerial control this would be considered changing the
a structural design
b selection process
c degree of centralization
d structural components (moderate)
e technological design
111 If the agency director decided to shift away from a functional to a product design this would be considered changing the
a structural design (challenging)
b selection process
c degree of centralization
d structural components
e technological design
112 If Colin decided to replace some employee work time with a telephone menu system this would be considered changing the
a organizational structure
b technology (moderate)
c people
d organizational development
e attitudes
113 Finally Colin decided his people could benefit from ___________ a method of changing behavior through unstructured group interaction
a survey feedback
b sensitivity training (difficult)
c team building
d intergroup development
e process consultation
CONTEMPORARY ISSUES IN MANAGING CHANGE
Changing Culture (Scenario)
Mandy recently returned from her twoday managerial seminar How to Totally Change Your Management and Leadership Style in Two Days Even though she felt the seminar was worthless (as she had predicted) it did give her a chance to think about how to change the culture of her organization She had been brought in by the new CEO as a change agent and her position had the authority to have impact She felt that the recent hostile takeover by their parent company had shocked everyone especially given that the entire organization consisted of only 150 people and had been in business for only five years She felt this might be the time to attempt the cultural change while everyone was still thinking in terms of change As she tossed her leadership seminar manual into the wastebasket she considered what might be her first step and how well the cultural change would work
114 Of the following which is an advantage that Mandy has to implement cultural change
a her new leadership skills
b the recent purchase of her company (difficult)
c previous stable leadership
d her managerial level
e her change agent power
115 Which of the following statements is true concerning the leadership of Mandy's company and its effect on cultural change
a New top leadership can be an advantage (moderate)
b New top leadership is rarely an advantage
c It is important for the cultural change to begin with employees first
d Leadership issues have little impact on cultural change
e Retaining the old leadership would have been preferable for cultural change
116 Which of the following statements about her company is most advantageous to Mandy as she attempts to change the cultural leadership
a Change would be easiest with a company that is older and has a small number of employees
b Change would be easiest in an older company with many employees
c Small companies that are new are easiest in which to implement change (difficult)
d Small companies that are old are easiest in which to implement change
e In terms of cultural change company size and age rarely matter
117 Of the following which statement about her company's previous culture would be most advantageous to her accomplishing a change
a A previously strong culture is receptive to change
b A previously nonexistent culture is receptive to change
c A moderately strong culture is receptive to change
d A weak culture is more receptive to change (difficult)
e An organization with multiple cultures is receptive to change
Fred's Stress (Scenario)
Fred was not handling the change in his department well The company had recently changed hands and even though no one had lost his job people had been changing jobs and were being asked to move to different locations The new leadership had a completely different outlook than those people he had worked under for the past twentyone years Fred found that he was unable to concentrate at work and generally felt like he did not like his job anymore At home he was getting headaches and having trouble sleeping which only enhanced his feeling that things were not going to work out well for him When he thought about it he had always hated change He worked in the job he did partially because it was considered stable (boring to some) and predictable Fred's new boss kept trying to convince him that he was a valuable employee and that new opportunities along with salary increases were in his future Unfortunately what Fred wanted was to have things the way they used to be
118 Fred was obviously feeling stress Which of the following is not a factor in the definition of stress
a It is a static condition (moderate)
b It may involve opportunity or threats
c It is related to what a person desires
d It is related to a desire that is uncertain
e It is related to a desire that is important
119 Which of the following statements is not true concerning the stress Fred may be feeling
a Stress may come from any change in Fred's life
b Stress may come from personal factors
c Stress is not related to personality differences (easy)
d Jobrelated factors may be part of Fred's stress
e The new opportunities Fred may receive are positive and not part of Fred's stress
120 Which of the following would be a behavioral symptom of Fred's stress
a headaches
b a rise in Fred's blood pressure
c his job dissatisfaction
d his lack of concentration at work
e problems sleeping (moderate)
Essay Questions
FORCES FOR CHANGE
121 In a short essay describe four external and four internal forces of change and provide examples of how each force impacts the manager’s job
Answer
a The external forces that create the need for change come from various sources In recent years the marketplace has affected firms such as Dell Computer as competition from Gateway Apple and Toshiba intensified in the battle for consumers’ computer purchases These companies constantly adapt to changing consumer desires as they develop new PCs and improve marketing strategies Governmental laws and regulations are a frequent impetus for change For example the passage of the Americans With Disabilities Act required thousands of organizations to reconfigure restrooms add ramps widen doorways and take other actions to improve accommodations for persons with disabilities Technology also create the need for change For example technological improvements in expensive diagnostic equipment have created significant economies of scale for hospitals and medical centers The fluctuation in labor markets also forces managers to change For instance the demand for Web page designers and Web site managers has made it necessary for organizations that need those kinds of employees to change their human resource management activities to attract and retain skilled employees in the areas of greatest need Economic changes affect almost all organizations For instance global recessionary pressures force organizations to become more cost efficient But even in a strong economy uncertainties about interest rates federal budget deficits and currency exchange rates create conditions that may force organizations to change
b In addition to the external forces internal forces also can stimulate the need for change These internal forces tend to originate primarily from the internal operations of the organization or from the impact of external changes A redefinition or modification of an organization’s strategy often introduces a host of changes For instance when Gordon Bethune took over as CEO of bankrupt Continental Airlines he turned it into a wellrun and profitable company with extremely committed employees by orchestrating a series of wellplanned and dramatic strategic changes In addition an organization’s workforce is rarely static Its composition changes in terms of age education ethnic background and sex The introduction of new equipment represents another internal force for change Employees may have their jobs redesigned need to undergo training on how to operate the new equipment or be require to establish new interaction patterns within their work group Employee attitudes such as increased job dissatisfaction may lead to increased absenteeism more voluntary resignations and even labor strikes Such events will in turn of ten lead to changes in management policies and practices
(difficult)
TWO VIEWS OF THE CHANGE PROCESS
122 In a short essay describe compare and contrast the calm waters and whitewater rapids views of organizational change
Answer
a Up until the late 1980’s the calm waters metaphor was fairly description of the situation that managers faced It’s best illustrated by Kurt Lewin’s threestep description of the change process According to Lewin successful change can be planned and requires unfreezing the status quo changing to a new state and refreezing to make the change permanent The status quo can be considered an equilibrium state To move from this equilibrium unfreezing is necessary Unfreezing can be thought of as preparing for the needed change It can be achieved by increasing the driving forces which are forces that drive change and direct behavior away from the status quo decreasing the restraining forces which are forces that resist change and push behavior towards the status quo or combining the two approaches
b The whitewater rapids metaphor is consistent with the discussion of uncertain and dynamic environments It’s also consistent with the dynamics of a world that’s increasingly dominated by information ideas and knowledge The stability and predictability of the calm waters metaphor do not exist Disruptions in the status quo are not occasional and temporary and they are not followed by a return to calm waters Managers never get out of the rapids They face constant change bordering on chaos These managers must play a game that they’ve never played before and the game is governed by rules that are created as the game progresses
(easy)
MANAGING CHANGE
123 In a short essay list and discuss the three categories in which the options for management to implement change fall
Answer
The manager’s options for change essentially fall into three categories structure technology and people Changing structure includes any alteration in authority relations coordination mechanisms degree of centralization job redesign or similar structural variables Changing technology encompasses modification in the way work is performed or the methods and equipment that are used Changing people refers to changes in employee attitudes expectations perceptions and behavior
(easy)
124 In a short essay list and discuss the three reasons that describe why people resist change Include an example of each reason to support your answer
Answer
An individual is likely to resist change for three reasons uncertainty concern over personal loss and the belief that the change is not in the organization’s best interest Change replaces the known with ambiguity and uncertainty For example when quality control methods based on sophisticated statistical models are introduced into manufacturing plants many quality control inspectors have to learn the new methods Some inspectors may feat that they will unable to do so and may therefore develop a negative attitude toward the change or behave poorly if required to use them The second cause of resistance is the fear of losing something already possessed The people that people have invested in the current system the more they resist change This helps explain why older workers tend to resist change more than younger workers Older employees have generally invested more in the current system and thus have more to lose by changing A final cause of resistance is a person’s belief that the change is incompatible with the goals and interests of the organization An employee who believes that a new job procedure proposed by a change agent will reduce product quality or productivity can be expected to resist the change If the employee expresses his or her resistance positively this type of resistance can be beneficial to the organization
(moderate)
125 In a short essay list and describe five actions that managers can take to reduce resistance to change
Answer
a Education and communication – communicate with employees to help them see the logic of change educate employees through oneonone discussions memos groups meetings or reports works if source of resistance is either poor communication or misinformation must be mutual trust and credibility between managers and employees
b Participation – allows those who oppose a change to participate in the decision assumes that they have expertise to make meaningful contributions involvement can reduce resistance obtain commitment to seeing change succeed and increase quality of change decision
c Facilitation and support – provide supportive efforts such as employee counseling or therapy new skills training or short paid leave of absence can be time consuming and expensive
d Negotiation – exchange something of value to reduce resistance potentially high costs and likelihood of having to negotiate with other resisters
e Manipulation and cooptation – manipulation is covert attempts to influence such as twisting or distorting facts withholding damaging information or creating false rumors cooptation is a form of manipulation and participation inexpensive and easy ways to gain support of resisters can fail miserably if targets feel they’ve been tricked
f Coercion – using direct threats or force inexpensive and easy ways to get support may be illegal even legal coercion can be perceived as bullying
(difficult)
CONTEMPORARY ISSUES IN MANAGING CHANGE
126 In a short essay list and discuss the four conditions that are most likely to facilitate cultural change Include an example of each condition to support your answer
Answer
a A dramatic crisis occurs – this can be the shock that weakens the status quo and makes people start thinking about the relevance of the current culture Examples are a surprising financial setback the loss of a major customer or a dramatic technological innovation by a competitor
b Leadership changes hands – new top leadership who can provide an alternative set of key values may be perceived as more capable of responding to the crisis than the old leaders were Top leadership includes the organization’s chief executive but might include all senior managers
c The organization is young and small – the younger the organization the less entrenched its culture Similarly it is easier for managers to communicate new values in a small organization than in a large one
d The culture is weak – the more widely held the values and the higher the agreement among members on those values the more difficult it will be to change Conversely weak cultures are more receptive to change than are strong ones
(moderate)
127 In a short essay discuss the concept of process reengineering Include an examples of this concept to support your answer
Answer
Process reengineering is about dramatic and radical shifts in the way an organization performs its work—that is its work processes It’s focused on quantum changes by throwing out the old ways of doing things and starting over in redesigning the way work is done It involves defining customer needs and then designing work processes to best meet those needs For instance Eaton Corporation reengineered its newproductdevelopment process to help the company reach aggressive growth goals The managers’ and workers’ redesign of the product innovation process led to a doubling of revenues and profits during a fiveyear period Because of the extensive nature of process reengineering it is initiated by top management However because the process itself requires significant handson input from managers and workers participative decision making is an important element
(easy)
128 In a short essay define stress Next discuss the various causes of stress and explain how managers can recognize stress in their employees
Answer
Stress is a dynamic condition a person faces when confronted with an opportunity constraint or demand related to what he or she desires and for which the outcome is perceived to be both uncertain and important Stress is highest for individuals who are uncertain whether they will win or lose and lowest for individuals who think that winning or losing is a certainty The importance of the outcome is also a critical factor If winning or losing is unimportant there is no stress The causes of stress can be found in issues related to the organization or in personal factors that evolve out of the employee’s private life Clearly change of any kind has the potential to cause stress Stress symptoms can be grouped under three general categories physiological psychological and behavioral Of these the physiological symptoms are least relevant to managers Of greater importance are the psychological and behavioral symptoms since these directly affect an employee’s work
(moderate)
STIMULATING INNOVATION
129 In a short essay define creativity and innovation Next discuss the three sets of variables that have been found to stimulate innovation
Answer
a Creativity refers to the ability to combine ideas in a unique way or to make unusual associations between ideas An organization that stimulates creativity develops unique ways to work or novel solutions to problems Innovation is the process of taking a creative idea and turning it into a useful product service or method of operation Thus the innovative organization is characterized by its ability to channel creativity into useful outcomes When managers talk about changing an organization to make it more creative they usually mean they want to stimulate and nurture innovation
b The three sets of variables that have been found to stimulate innovation are the organization’s structure culture and human resource practices Research into the effect of structural variables on innovation shows three things First organic structures positively influence innovation Second the easy availability of plentiful resources provides a key building block for innovation Finally frequent interunit communication helps break down barriers to innovation Innovative organizations tend to have similar cultures They encourage experimentation reward both successes and failures and celebrate mistakes Within the human resource category innovative organizations actively promote the training and development of their members so that their knowledge remains current offer their employees high job security to reduce the fear of getting fired for making mistakes and encourage individuals to become champions of change
(difficult)
130 In a short essay list and discuss six characteristics of an innovative culture
Answer
a Acceptance of ambiguity – too much emphasis on objectivity and specificity constrains creativity
b Tolerance of the impractical – individuals who offer impractical even foolish answers to whatif questions are not stifled What at first seems impractical might lead to innovative solutions
c Low external controls – rules regulations policies and similar organizational controls are kept to a minimum
d Tolerance of risk – employees are encouraged to experiment without fear of consequences should they fail Mistakes are treated as learning opportunities
e Tolerance of conflict – diversity of opinions is encouraged Harmony and agreement between individuals or units are not assumed to be evidence of high performance
f Focus on ends rather than means – goals are made clear and individuals are encouraged to consider alternative routes toward meeting the goals Focusing on ends suggests that there might be several right answers to any given problem
g Opensystem focus – managers closely monitor the environment and respond to changes as they occur
(moderate)
Chapter 14 – Foundations of Behavior
TrueFalse Questions
ATTTITUDES
3 Attitudes are evaluative statement concerning objects people or events
True (moderate)
4 When an employee says I make less money at this company than I could earn at another company heshe is reflecting the cognitive component of an attitude
True (difficult)
5 The behavioral component of an attitude is made up of the beliefs opinions knowledge or information held by a person
False (moderate)
6 The term attitude usually refers to the affective component
True (moderate)
7 8Job involvement is the degree to which an employee identifies with his or her job actively participates in it and considers his or her job performance to be important to his or her selfworth
True (moderate)
89 Cognitive dissonance theory seeks to explain the correlated relationship between the affective cognitive and behavioral components of attitudes
False (moderate)
9 The satisfactionperformance correlations are strongest for higherlevel employees
True (moderate)
10 Being happy at work results in employees being productive workers
False (moderate)
PERSONALITY
11 According to the MyersBriggs Type Indicator a person who rates strongly as a perceptive would likely be spontaneous
True (moderate)
12 The MyersBriggs Type Indicator lacks evidence to support its validity
True (moderate)
13 In the Big Five Model emotional security was positively related to job performance
False (difficult)
14 The Big Five Model found that calm and secure workers performed better than nervous ones
False (difficult)
15 Employees with high selfesteem tend to be more satisfied with their jobs than low SEs
True (moderate)
16 A person who believes that if he works hard he will be successful would be described as having an internal locus of control
True (easy)
17 A person who rates as being high in Machiavellianism would accomplish her task regardless of what it takes
True (moderate)
18 A low selfmonitoring employee would not adjust well to selfsent signals but responds well to signals in hisher external environment
False (difficult)
19 According to Holland's Typology enterprising types tend to be selfconfident ambitious energetic and domineering
True (moderate)
20 According to Holland's Typology a realistic personality type might be well suited to be an economist
False (moderate)
21 People from Middle Eastern countries believe they can dominate their environment
False (difficult)
22 US workers more than Iranian workers would likely have an external locus of control
False (moderate)
23 According to Holland's Vocational Preference Inventory farming is considered a conventional job type
False (moderate)
PERCEPTION
24 Perception is a process by which individuals give meaning to their environment by organizing and interpreting their sensory impressions
True (moderate)
25 Attribution is a process by which individuals organize and interpret their sensory impressions in order to give meaning to their environment
False (easy)
26 Distinctiveness refers to whether an individual displays a behavior in many situations or whether it's particular to one situation
True (moderate)
27 In stereotyping the observer’s perception of others is influenced by the observer’s own characteristics than by those of the person observed
False (moderate)
28 Your human resource director believes that married employees are more stable than single persons are This is an example of the halo assumed similarity
False (moderate)
29 If a manager thinks that all attractive employees are also productive employees the manager is committing an error based on a halo effect
True (moderate)
30 Operant conditioning argues that behavior is a function of its consequences
True (easy)
Multiple Choice
A MANAGER’S DILEMMA
31 According to the boxed feature A Manager’s Dilemma what is the dilemma facing Kelman at Plumtree
a determining how to expand the business
b determining how to properly implement the strategic plan
c determining how to balance personal and business issues with his roommates (moderate)
d determining how to source additional capital
WHY LOOK AT INDIVIDUAL BEHAVIOR
32 Which of the following are the two major areas on which organizational behavior focuses
a individual behavior group behavior (moderate)
b managerial behavior employee behavior
c traits environments
d macro personality traits micro personality traits
e cognitive behavioral outcomes
33 Which of the following is not associated with the study of individuals
a attitudes
b motivation
c roles (difficult)
d perception
e learning
34 Which of the following is associated with the study of individuals
a norms
b roles
c team building
d perception (moderate)
e conflict
35 The goals of organizational behavior are to ______________ and ______________ behavior
a understand control
b impact change
c explain predict (moderate)
d categorize simplify
e understand counsel
36 The four common behaviors typically studied in organizational behavior are employee productivity absenteeism turnover and the attitude of ______________
a job satisfaction (moderate)
b pay satisfaction
c individualism
d risk taking
e creativity
ATTITUDE
37 Which of the following reflects an attitude
a The building is tall
b The movie was fun (difficult)
c I get paid more than my spouse
d Ice cream is cold
e I work from 8 to 5
38 The three components that make up an attitude are ______________
a cognitive affective behavioral (easy)
b traits behavioral emotional
c knowledge opinion individual history
d intention opinion environment
e preopinion experience evaluation
39 In the statement The highway is very busy at 5 pm and is scary to drive on so I'll wait until 7 pm to go home the phrase The highway is very busy represents which component of an attitude
a cognitive (difficult)
b behavioral
c emotive
d affective
e judgmental
40 In the statement The highway is very busy at 5 pm and is scary to drive on so I'll wait until 7 pm to go home the word scary represents which component of an attitude
a cognitive
b behavioral
c emotive
d affective (difficult)
e judgmental
41 In the statement The highway is very busy at 5 pm and is scary to drive so I'll wait until 7 pm to go home the phrase so I'll wait until 7 pm to go home represents which component of an attitude
a cognitive
b behavioral (difficult)
c emotive
d affective
e judgmental
42 Usually the term attitude refers only to the ______________ component
a cognitive
b emotive
c judgmental
d behavioral
e affective (easy)
43 A management trainee working for a bank who says Working in this industry is just not who I am as a person probably lacks ______________
a job satisfaction
b self perceptions
c organizational commitment
d job involvement (difficult)
e pay satisfaction
44 Which of the following terms is defined as an employee's orientation toward the organization in terms of hisher loyalty identification and involvement
a job satisfaction
b self perception
c organizational commitment (easy)
d job involvement
e pay satisfaction
45 ______________ refers to any inconsistency that an individual might perceive between two or more of hisher attitudes or between hisher behavior and attitudes
a Behavioral inconsistency
b Affective dissonance
c Cognitive dissonance (moderate)
d Attitude adjustment
e Emotive disfunctioning
46 The cognitive dissonance theory proposed that the desire to reduce dissonance is determined by ______________
a importance influence and rewards (difficult)
b economics politics and organizational structure
c stability position and power
d awareness status and punishments
e authority responsibility and relevance
47 Which of the following cases contains an element that may lead a politician to correct cognitive dissonance
a A politician does not really care if the spotted owl lives or becomes extinct
b The politician has the power to pass legislation to keep the spotted owl from extinction (difficult)
c The politician will get reelected for ignoring the needs of the spotted owl
d The politician grew up in the city
e The politician is a male
48 What does the research evidence suggest about the statement Happy workers are productive workers
a It's false instead productive workers are least happy
b There is strong supportive evidence since the Hawthorne studies
c There is a small positive relationship between the two variables (moderate)
d Actually there is no relationship between the two variables
e It is true for the manufacturing sector but not the service sector
49 Where does the happy workerproductive worker relationship seem to be most strong
a higherlevel employees (moderate)
b lowerlevel employees
c service industry employees
d manufacturing sector employees
e entrylevel employees
50 Which of the following is true about organizationally committed and satisfied employees
a lower rates of turnover and absenteeism (easy)
b higher rates of voluntary turnover
c higher rates of cognitive dissonance
d much higher pay levels
e less risk taking
PERS0NALITY
51 When we describe someone as shy aggressive extroverted or loyal we are talking about his or her ______________
a attitude
b behavior
c personality (easy)
d emotion
e ability
52 According to the text an individual’s ______________ is the unique combination of the psychological traits used to describe that person
a moral
b attitude
c behavior
d personality (moderate)
e perception
53 Which of the following is not one of the four dimensions of the MyersBriggs Type Indicator
a extrovert or introvert
b sensing or intuitive
c agreeableness or disagreeableness (moderate)
d feeling or thinking
e perceptive or judgmental
54 The first dimension of the MyersBriggs Type Indicator concerns your level of ______________
a preference for gathering data
b preference for decision making
c social interaction (difficult)
d style of decision making
e internal or external orientation
55 The MyersBriggs Type Indicator categorizes preference for gathering data as ______________
a extrovert or introvert
b sensing or intuitive (moderate)
c feeling or thinking
d agreeable or disagreeable
e perceptive or judgmental
56 If you are a person who dislikes taking time for precision work such as completing tax returns you would probably score high on what aspect of the MyersBriggs Type Indicator
a extrovert
b feeling
c intuitive (difficult)
d judgmental
e sensing
57 The MyersBriggs Type Indicator assesses preferences for decision making as ______________
a extrovert or introvert
b sensing or intuitive
c feeling or thinking (moderate)
d agreeable or disagreeable
e perceptive or judgmental
58 As a manager if you prefer to have a harmonious work environment and dislike reprimanding your subordinates you would probably score high on which of MyersBriggs indicators
a introvert
b sensing
c intuitive
d feeling (moderate)
e perceptive
59 The MBTI assesses style of making decisions as ______________
a extrovert or introvert
b sensing or intuitive
c feeling or thinking
d agreeable or disagreeable
e perceptive or judgmental (moderate)
60 If your boss could be described as flexible adaptable and tolerant heshe would probably score high on which MyersBriggs indicator
a extrovert
b sensing
c feeling
d perceptive (moderate)
e intuitive
61 In the MyersBriggs assessment if you are a good planner you would probably score high on which scale
a extrovert
b intuitive
c thinking
d perceptive
e judgmental (difficult)
62 The BigFive Model of personality includes all of the following EXCEPT
a extroversion
b agreeableness
c conscientiousness
d emotional stability
e social interaction (difficult)
63 The degree to which someone is responsible dependable persistent and achievement oriented is described as which of the following big five personality traits
a extraversion
b agreeableness
c conscientiousness (moderate)
d emotional stability
e openness to experience
64 Results of a study of the BigFive Model include ______________
a emotional security was positively related to job performance
b calm workers perform better than nervous ones
c conscientiousness predicted job performance (difficult)
d introversion predicted performance in managerial positions
e openness to experience was unimportant in predicting training competency
65 ______________ is the degree to which people believe they are masters of their own fate
a Machiavellianism
b Selfesteem
c Selfmonitoring
d Locus of control (easy)
e Risk taking
66 According to the text an ______________ locus of control is one in which people believe that they control their own destiny
a external
b internal (moderate)
c superficial
d imaginary
e diagonal
67 Employees who have a high internal locus of control exhibit all but which of the following
a more satisfaction with their jobs (moderate)
b more alienated from their work setting
c less involved in their jobs
d blame their bosses for poor performance
e blame coworkers for their poor performance
68 ______________ is a measure of the degree to which people are pragmatic maintain emotional distance and believe that ends can justify means
a Machiavellianism (easy)
b Selfesteem
c Selfmonitoring
d Locus of control
e Risk taking
69 A person who believes that the ends justify the means would describe a person who has a high level of what personality trait
a Selfconfidence
b Machiavellianism (moderate)
c Locus of control
d Selfmonitoring
e Selfperception
70 Which of the following is true about people with high self esteem
a They have low expectations for success but are happy with themselves
b They take fewer risks than others
c They choose more unconventional jobs (moderate)
d They are susceptible to external influence
e They change jobs more often
71 ______________ is a personality trait that measures an individual's ability to adjust his or her behavior to external situational factors
a Machiavellianism
b Selfesteem
c Selfmonitoring
d Locus of control (easy)
e Risk taking
72 A person who can adapt and adjust her behavior to external factors would describe which of the following personality traits
a low selfesteem
b internal locus of control
c high selfmonitoring (moderate)
d high risktaking
e low authoritarianism
73 A manager who takes very little time to make a decision probably could be described by what personality trait
a high selfesteem
b external locus of control
c low selfmonitoring
d high risk taking (moderate)
e high authoritarianism
74 Which of the following is true about high risk takers
a They make slower decisions than low risk takers and have a higher level of accuracy
b They make quicker decisions than low risk takers but have about the same level of accuracy (difficult)
c They make slower decisions than low risk takers but have a lower level of accuracy
d They make quicker decisions than low risk takers but have a lower level of accuracy
e There is a different relationship between risk taking and accuracy for men and women
75 Which of the following is true concerning personality types and national cultures
a There is no relationship between nationality type and cultures
b Middle Eastern countries believe they can dominate their environment
c You would find many people with an internal locus of control in the US and Canada (difficult)
d North Americans believe life is essentially predetermined
e The US rates high in power distance
76 Which psychologist is associated with a welldocumented personalityjob fit theory
a Bandura
b Adams
c Holland (moderate)
d Skinner
e Volker
77 Which of the following is not one of Holland's personality types
a realistic
b investigative
c artistic
d extroverted (moderate)
e social
78 A biologist would be a good occupational match for what personality type
a realistic
b investigative (moderate)
c social
d enterprising
e artistic
79 A person who rates high on Holland's social scale would probably find a good match with which of the following jobs
a farmer
b painter
c teacher (difficult)
d economist
e bank teller
80 A person rating high on the conventional personality type would have a good job match for all but which of the following jobs
a accountant
b corporate manager
c mathematician (difficult)
d bank teller
e file clerk
81 According to Holland becoming a lawyer would be a good job match for someone with what type of personality type
a realistic
b investigative
c conventional
d enterprising (moderate)
e social
82 Writing would be a good job match for a(n) ______________ personality type according to Holland
a realistic
b investigative
c social
d enterprising
e artistic (moderate)
PERCEPTION
83 ______________ is the process of organizing and interpreting sensory impressions to give meaning to the environment
a Attribution
b Selection
c Learning
d Conditioning
e Perception (easy)
84 ______________ theory explains how we judge people differently depending on what meaning we attribute to a given behavior
a Perception
b Behavior
c Attribution (moderate)
d Social contrast
e Intuitive meaning
85 If only 6 out of 20 managers completed their subordinate performance appraisals on time we would probably attribute manager noncompletion to which of the following
a other managers
b an external source (difficult)
c one manager
d an internal source
e a personality flaw
86 ______________ refers to whether an individual displays a behavior in many situations or whether it's particular to one situation
a Consistency
b Distinctiveness (easy)
c Attribution
d Selection
e Perception
87 If we are attempting to decide whether a particular behavior of an individual is unusual or not we are making judgment on what factor of attribution theory
a consensus
b distinctiveness (difficult)
c repetitiveness
d consistency
e control
88 If a person who is always late for work is late once again and blames it on a train coworkers would probably attribute that person's lateness to ______________
a the train
b an external source
c the individual (easy)
d the car
e bad luck
89 ______________ refers to whether a person responds the same way over time
a Consistency (easy)
b Distinctiveness
c Attribution
d Selection
e Perception
90 The fact that individuals when observing others tend to underestimate the influence of external factors and overestimate the influence of internal factors is called ______________
a blame theory
b selfserving bias
c external consistency bias
d internal favoritism
e fundamental attribution error (moderate)
91 We tend to attribute our own successes to ______________ while putting the blame for our failures on ______________
a luck the environment
b ability luck (moderate)
c power other people
d our parents ourselves
e our bosses coworkers
92 Speed reading others is related to what kind of perception shortcut
a assumed similarity
b selective perception (moderate)
c stereotyping
d halo effect
e contrast effect
93 In ______________ the observer’s perception of others is influenced more by the observer’s own characteristics than by those of the person observed
a stereotyping
b selfserving bias
c assumed similarity (moderate)
d halo effect
e selectivity
94 When people judge someone on the basis of the perception of a group they are a part of they are using the shortcut called _______________
a stereotyping (moderate)
b selfserving bias
c assumed similarity
d halo effect
e selectivity
95 If a manager is hesitant to hire older people because they are slow heshe is exhibiting what kind of perception shortcut
a selective perception
b assumed similarity
c stereotyping (difficult)
d horn effect
e halo effect
96 When people form a general impression about a person on the basis of a single characteristic such as intelligence sociability or appearance they are being influenced by ______________
a selectivity
b assumed similarity
c the halo effect (moderate)
d stereotyping
e the contrast effect
97 A recruiter who assumes that a candidate with a high GPA also has other great job match qualities (without checking) has engaged in what type of perception shortcut
a selectivity
b assumed similarity
c halo effect (moderate)
d stereotyping
e contrast effect
LEARNING
98 Any relatively permanent change in behavior that occurs as a result of experience is known as ______________
a training
b learning (easy)
c development
d change
e effort
99 According to Skinner if a manager wants employees to show up for work on time which of the following should that manager do
a Compliment employees when they show up on time (difficult)
b Say nothing when employees show up late
c Punish employees who arrive late
d Do not do anything since behaviors are based on innate personality
e Sometimes compliment employees when they arrive late
100 Which of the following is true concerning social learning theory
a It is theoretically in opposition to operant conditioning
b It was developed by Freud
c It suggests we can learn by watching (moderate)
d It is a strict behaviorist theory
e It suggests we cannot learn by direct experience
MANAGING YOUR CAREER
101 According to the boxed feature Managing Your Career all of the following are types of difficult people EXCEPT
a the hostile aggressive types
b the unethical persuader (moderate)
c the complainers
d the silent or nonresponsive types
e the knowitall experts
102 According to the boxed feature Managing Your Career which of the following types of difficult people should the facts be stated without comment or apology and the conversation be switched to problem solving
a the hostile aggressive types
b the unethical persuader
c the complainers (moderate)
d the silent or nonresponsive types
e the knowitall experts
103 According to the boxed feature Managing Your Career with which of the following types of difficult people should openended questions be asked and a friendly silent stare be used
a the hostile aggressive types
b the unethical persuader
c the complainers
d the silent or nonresponsive types (moderate)
e the knowitall experts
104 Which of the following is a managerial tool that can help guide employees in their learning in graduated steps
a retention behavior
b reproduction behavior
c reinforcement behavior
d shaping behavior (moderate)
e motivational behavior
105 A boss who promises to remove a past written reprimand from an employee's personal file if heshe is on time for work during the next two months is using ______________
a positive reinforcement
b negative reinforcement (difficult)
c punishment
d extinction
e forcing
Scenarios
PERSONALITY
Just Your Type Employees (Scenario)
Doug has recently been promoted to manager of a group of thirteen scientists All of his employees are well educated and have been with the company for a minimum of three years In an attempt to learn more about the employees and to better assign them to jobs that they will enjoy he has administered the MyersBriggs Type Indicator
106 Sandy is patient with details and good at precise work She dislikes new problems unless there are standard ways to solve them Sandy's preferred method of gathering data is ______________
a sensing (moderate)
b feeling
c introverted
d intuitive
e judgmental
107 George dislikes telling people unpleasant things and relates well to most people George tends to be
a sensing
b feeling (moderate)
c introverted
d intuitive
e judgmental
108 Alan tends to dislike doing the same thing over and over again and jumps to conclusions He is impatient with routine details Alan's data gathering preference is ______________
a sensing
b feeling
c introverted
d intuitive (moderate)
e judgmental
109 Doug's decisionmaking style is spontaneous He focuses on starting a task and postpones decisions His decisionmaking style is ______________
a sensing
b feeling
c introverted
d perceptive (moderate)
e judgmental
An Interesting Group (Scenario)
Robin had her hands full She had recently taken over managing the technical support group at her company and immediately noticed that her supervisors represented a collection of personalities like she had never seen before She was having a problem understanding them and called the human resource department who referred her to a local psychologist The psychologist suggested that there be some lowkey testing completed Robin agreed as she felt she had to have some understanding of her supervisors soon or she would go nuts
The testing was completed and Robin reviewed the results of the information
110 though clearly capable Mary did not seem to like herself Her results indicated an unwillingness to take risks in job selection and seemed very susceptible to evaluations from other people Together these finding indicate that Mary ______________
a was high in cognitive dissonance
b was high in Machiavellianism
c was low in selfmonitoring
d was low in selfesteem (easy)
e was high in risk taking
111 Peter her assistant manager seemed to always maintain an emotional distance from others and others from him He is selfdescribed as pragmatic and the tests indicate that he believe that the ends justify the means descriptions which are consistent with characteristics of ______________
a high Machiavellianism (easy)
b low selfesteem
c high selfmonitoring
d low cognitive dissonance
e high risk taking
112 Sarah the floor supervisor seems to be a different person depending on whom she is with and what the situation demands The tests were consistent with this observation indicating her ability to adjust her behavior This is consistent with her being described as having ______________
a high selfesteem
b low Machiavellianism
c high risk taking
d low cognitive dissonance
e high selfmonitoring (moderate)
113 Kevin was a whirlwind as research and development supervisor He made decisions very quickly and always with less information than others This characteristic was consistent with his test which described him as having ______________
a high selfesteem
b low Machiavellianism
c high risk taking (moderate)
d low cognitive dissonance
e high selfmonitoring
Mentoring Careers (Scenario)
Jeff was glad to see the high school interns come and work in his office and glad to see them go It was not that he did not enjoy their company or that they did not work hard and attempt to perform at a high level Many times he had seen kids come into his plant determined to be in a particular occupation that they were not cut out for It was both frustrating and sad to see them try so hard at something they did not like and were not good at performing So for this next group of five interns he decided to do something different He did a little research and found out about Holland's Typology of Personality and Vocational Preference Then as the interns arrived he asked each to take the test to help guide them into occupations for which they may better be suited
114 The testing indicated that Sally prefers coordinated physical activity and she was basically shy stable and conforming All but which of the following occupations is a potentially good match for her
a mechanic
b drill press operator
c biologist (difficult)
d assemblyline worker
e farmer
115 Darrin's testing indicated that he prefers activities involving thinking organizing and understanding and that he is basically analytical and curious All but which of the following occupations is a potentially good match for him
a economist
b mathematician
c news reporter
d accountant (difficult)
e biologist
116 The testing suggested that Bridget prefers ruleregulated orderly and unambiguous activities and could be described as conforming efficient and practical All EXCEPT which of the following occupations is a potentially good match for her
a corporate manager
b bank teller
c accountant
d file clerk
e teacher (difficult)
117 Andrew prefers activities that involve helping and developing others Consistent with the testing he is described as being social friendly and understanding All EXCEPT which of the following occupations is a potentially good match for him
a social worker
b writer (difficult)
c teacher
d counselor
e clinical psychologist
PERCEPTION
Which Is It (Scenario)
Chris had been Linda's boss now for about six months Recently Linda had been recommending the firing of Charles one of her own staff for his repeated inability to get along with others Chris checked with Charles's coworkers and none of them supported Linda's contention In addition several of Linda's peers had met with Chris Word of Charles's fate was getting out and they wanted to let Chris know that in the past other employees had been singled out by Linda for persecution When asked for specific problems with Charles Linda mentioned that in addition to his attitude he had been late several times recently Chris knew that Charles lived several miles away and that others had been late due to poor weather Chris did not know whether he should support Linda his manager or hold off and not fire Charles
118 Which factor of attribution theory was Chris concerned about when he asked Charles's coworkers about Linda's observations about his attitude problem
a consistency
b repeatedness
c consensus
d distinctiveness (difficult)
e seriousness
119 What factor of attribution theory was Chris concerned about when Linda's peers mentioned about her past history with subordinates
a consistency (difficult)
b repeatedness
c consensus
d distinctiveness
e seriousness
120 What factor of attribution theory was Chris concerned about when he found out that others besides Charles had been late to work because of the weather
a consistency
b repeatedness
c consensus
d distinctiveness (difficult)
e seriousness
Essay Questions
ATTITUDES
121 In a short essay define attitudes Next list and discuss the three components that attitudes are made of Include an example of a statement that describes each component to support your answer
Answer
a Attitudes are evaluative statements—either favorable or unfavorable—concerning objects people or events They reflect how an individual feels about something When a person says I like my job he or she is expressing an attitude about work
b The three components that make up attitudes are cognition affect and behavior The cognitive component of an attitude is made up of the beliefs opinions knowledge or information held by a person The belief that discrimination is wrong illustrates a cognition The affective component of an attitude is the emotional or feeling part of an attitude This component would be reflected by the statement I don’t like Jon because he discriminates against minorities Finally affect can lead to behavioral outcomes The behavioral component of an attitude refers to an intention to behave in a certain way toward someone or something For instance I might choose to avoid Jon because of my feelings about him is an example of the behavioral component of an attitude
(moderate)
122 In a short essay define cognitive dissonance and discuss the three factors that affect how people cope with cognitive dissonance
Answer
Cognitive dissonance is any incompatibility or inconsistency between attitudes or between behavior and attitudes The theory argued that any form of inconsistency is uncomfortable and that individuals will try to reduce the dissonance and thus the discomfort In other words individuals seek stability with a minimum of dissonance How do people cope with cognitive dissonance The theory proposed that the desire to reduce dissonance is determined by the importance of the factors creating the dissonance the degree of influence the individual believes he or she has over those factors and the rewards that may be involved in dissonance If the factors creating the dissonance are relative unimportant the pressure to correct the inconsistency will be low If individuals perceive the dissonance to be an uncontrollable result—something about which they have no choice—they are not likely to be receptive to attitude change or to feel a need for it Finally coupling high dissonance with high rewards tends to reduce the discomfort inherent in the dissonance by motivating the individual to believe that there is consistency
(difficult)
PERSONALITY
123 In a short essay discuss the MyersBriggs Type Indicator Be sure to include a discussion of the four dimensions of personality to support your answer
Answer
One of the most popular personality tests is the MyersBriggs Type Indicator It consists of more than a hundred questions that ask people how they usually act or feel in different situations The way an individual responds to these questions puts him or her at one end or another of four dimensions
a Social interaction (extrovert or introvert) – an extrovert is someone who is outgoing dominant and often aggressive and who wants to change the world Extroverts need a work environment that is varied and action oriented that lets them be with others and that gives them a variety of experiences An individual who is shy and withdrawn and focusing on understanding the world is described as an introvert Introverts prefer a work environment that is quiet and concentrated that lets them be alone and that gives them a chance to explore in depth a limited set of experiences
b Preference for gathering data (sensing or intuitive) – sensing types dislike new problems unless there are standard ways to solve them they like an established routine have a high need for closure show patience with routine details and tend to be good at precise work On the other hand intuitive types are individuals who like solving new problems dislike doing the same thing over and over again jump to conclusions are impatient with routine details and dislike taking time for precision
c Preference for decision making (feeling or thinking) – individuals who are feeling types are aware of other people and their feelings like harmony need occasional praise dislike telling people unpleasant things tend to be sympathetic and relate well to most people Thinking types are unemotional and uninterested in people’s feelings like analysis and putting things into logical order are able to reprimand people and fire them when necessary may seem hardhearted and tend to relate well only to other thinking types
d Style of making decisions (perceptive or judgmental) – perceptive types are curious spontaneous flexible adaptable and tolerant They focus on starting a task postpone decisions and want to find out all about the task before starting it Judgmental types are decisive good planners purposeful and exacting They focus on completing a task make decisions quickly and want only the information necessary to get a task done
(moderate)
124 In a short essay list and discuss the five personality traits that are based on the BigFive Model of Personality
Answer
a Extroversion – the degree to which someone is sociable talkative and assertive
b Agreeableness – the degree to which someone is goodnatured cooperative and trusting
c Conscientiousness – the degree to which someone is responsible dependable persistent and achievement oriented
d Emotional stability – the degree to which someone is calm enthusiastic and secure or tense nervous depressed and insecure
e Openness to experience – the degree to which someone is imaginative artistically sensitive and intellectual
(easy)
125 In a short essay list and describe five types of personalities based on the personalityjob theory as developed by psychologist John Holland Include a description of the characteristics and sample occupations of each personality to support your answer
Answer
a Realistic – prefers physical activities that require skill strength and coordination Personality characteristics include being shy genuine persistent stable conforming and practical Sample occupations include mechanic drill press operator assemblyline worker and farmer
b Investigative – prefers activities involving thinking organizing and understanding Personality characteristics include being analytical original curious and independent Sample occupations include biologist economist mathematician and news reporter
c Social – prefers activities that involve helping and developing others Personality characteristics include being sociable friendly cooperative and understanding Sample occupations include social worker teacher counselor and clinical psychologist
d Conventional – prefers ruleregulated orderly and unambiguous activities Personality characteristics include being conforming efficient practical unimaginative and inflexible Sample occupations include accountant corporate manager bank teller and file clerk
e Enterprising – prefers verbal activities in which there are opportunities to influence others and attain power Personality characteristics include being selfconfident ambitious energetic and domineering Sample occupations include lawyer real estate agent and small business manager
f Artistic – prefers ambiguous and unsystematic activities that allow creative expression Personality characteristics include being imaginative disorderly idealistic emotional and impractical Sample occupations include painter musician writer and interior decorator
(moderate)
126 In a short essay list and discuss the five personality traits that have proved to be the most powerful in explaining individual behavior in organizations
Answer
a Locus of control – some people believe that they control their own fate Others see themselves as pawns believing that what happens to them in their lives is due to luck or chance The locus of control in the first case is internal these people believe that they control their own destiny The locus of control in the second case is external these people believe that their lives are controlled by outside forces Research evidence indicates that employees who rate high on externality are less satisfied with their jobs more alienated from the work setting and less involved in their jobs than are those who rate high on internality
b Machiavellianism – an individual who is high in Machiavellianism is pragmatic maintains emotional distance and believes that ends can justify means In jobs that require bargaining skills or that have substantial rewards for winning high Machs are productive In jobs in which ends do not justify the means or that lack absolute measures of performance it’s difficult to predict the performance of high Machs
c Selfesteem – people differ in the degree to which they like or dislike themselves This trait is called selfesteem (SE) The research on selfesteem offers some interesting insight into organizational behavior For example selfesteem is directly related to expectations for success High SEs believe that they possess the ability they need in order to succeed at work Individuals with high SEs will take more risks in job selection and are more likely to choose unconventional jobs than are people with low SE A number of studies confirm that high SEs are more satisfied with their jobs than are low SEs
d Selfmonitoring – this refers to an individual’s ability to adjust his or her behavior to external situation factors Individuals high in selfmonitoring show considerable adaptability in adjusting their behavior They’re highly sensitive to external cues and can behave differently in different situations High selfmonitors are capable of presenting striking contradictions between their public persona and their private selves Low selfmonitors cannot adjust their behavior They tend to display their true dispositions and attitudes in every situation and there’s high behavioral consistency between who they are and what they do
e Risktaking – people differ in their willingness to take chances Differences in the propensity to assume or to avoid risk have been shown to affect how long it takes managers to make a decision and how much information they require before making their choice To maximize organizational effectiveness managers should try to align employee risktaking propensity with specific job demands For instance high risktaking propensity may lead to effective performance for a commodity trader in a brokerage firm because this type of job demands rapid decision making On the other hand high risktaking propensity might prove a major obstacle to accountants auditing financial statements
(difficult)
PERCEPTION
127 In a short essay describe the attribution theory and discuss the three factors that determine externally caused behavior based on the attribution theory
Answer
a Attribution theory was developed to explain how individuals judge people differently depending on what meaning they attribute to a given behavior Basically the theory suggests that when people observe an individual’s behavior we attempt to determine whether it was internally or externally caused Internally caused behaviors are those that are believed to be under the personal control of the individual Externally caused behavior results from outside factors that is the person is forced into the behavior by the situation
b That determination however depends on three factors distinctiveness consensus and consistency Distinctiveness refers to whether an individual displays a behavior in many situations or whether it’s particular to one situation If everyone who is faced with a similar situation responds in the same way the behavior shows consensus Finally an observer looks for consistency in a person’s actions The more consistent the behavior the more the observer is inclined to attribute it to internal causes
(difficult)
128 In a short essay define perception Next list and discuss the factors that shape and sometimes distort perception
Answer
Perception is a process by which individuals give meaning to their environment by organizing and interpreting their sensory impressions Research on perception consistently demonstrates that individuals may look at the same thing yet perceive it differently A number of factors act to shape and sometimes distort perception These factors can reside in the perceiver in the object or target being perceived or in the context of the situation in which the perception occurs
a The perceiver – when an individual looks at a target and attempts to interpret what he or she sees the individual’s personal characteristics will heavily influence the interpretation These personal characteristics include attitudes personality motives interests experiences and expectations
b The target – the characteristics of the target being observed can also affect what’s perceived Because targets are not looked at in isolation the relationship of a target to its background also influences perception as does the tendency to group close things and similar things together
c The situation – the context in which an individual see objects or events is also important The time at which an object or even is seen can influence attention as can location light heat color and any number of other situational factors
(moderate)
129 In a short essay list and discuss three shortcuts frequently used in judging others Discuss the impact these shortcuts have on the management of employees
Answer
a Individuals cannot assimilate all they observe so they engage in selectivity They take in bits and pieces of the vast amounts of stimuli bombarding their senses These bits and pieces are not chosen randomly they are selectively chosen depending on the interests background experience and attitudes of the observer Selective perception allows us to speed read others but not without the risk of being inaccurate It’s easy to judge others if we assume that they’re similar to us In assumed similarly the observer’s perception of others is influenced more by the observer’s own characteristics than by those of the person observed When we judge someone on the basis of our perception of a group he or she is part of stereotyping is the shortcut being used When individuals form a general impression about a person on the basis of a single characteristic such as intelligence sociability or appearance the halo effect is the influencing factor
b Managers need to recognize that their employees react to perceptions not to reality So whether a manager’s appraisal of an employee is actually objective and unbiased or whether the organization’s wage levels are among the highest in the community is less relevant than what employees perceive them to be If individuals perceive appraisals to be biased or wage levels as low they will behave as if those conditions actually exist Employees organize and interpret what they see so there is always the potential for perceptual distortion
(moderate)
MANAGING YOUR CAREER
130 In a short essay list the four most common types of difficult people and discuss the strategies for dealing with them
Answer
a The hostile aggressive types – with this type you need to stand up for yourself give them time to run down don’t worry about being polite just jump in if you need to get their attention carefully get them to sit down speak from your own point of view avoid a headon fight and be ready to be friendly
b The complainers – with the complainers you need to listen attentively acknowledge their concerns be prepared to interrupt their litany of complaints don’t agree but do acknowledge what they are saying state facts without comment or apology and switch them to problem solving
c The silent or nonresponsive types – with this type you need to ask openended questions use the friendly silent start don’t fill the silent pauses for them in conversations comment on what’s happening and help break the tension by making them feel more at ease
d The knowitall experts – the keys to dealing with this type are be on top of things listen and acknowledge their comments question firmly but don’t confront avoid being a counterexpert and work with them to channel their energy in positive directions
(easy)
Chapter 15 – Understanding Groups and Teams
TrueFalse Questions
A MANAGER’S DILEMMA
1 According to the company profile in A Manager’s Dilemma StrawberryFrog is described as a big bureaucratic organization
False (moderate)
UNDERSTANDING GROUP BEHAVIOR
2 Command groups crossfunctional teams selfmanaged teams and task forces are all examples of informal groups
False (moderate)
3 To be considered a group there must be at least five people
False (moderate)
4 Crossfunctional teams are composed of people from different work areas
True (easy)
5 Task forces are permanent teams that take on special projects
False (moderate)
6 The first stage of group development is storming
False (moderate)
7 In the storming stage of group development intragroup conflict often occurs
True (moderate)
8 When the forming stage is complete there will be a relatively clear hierarchy of leadership within the group and agreement on the group’s direction
False (difficult)
9 Under some conditions high levels of conflict are conducive to high levels of group performance
True (difficult)
10 A norm is a set of expected behavior patterns attributed to someone who occupies a given position in a social unit
False (difficult)
11 Roles are acceptable standards shared by a group's members
False (easy)
12 The impact that group pressures for conformity can have on an individual member's judgment and attitudes was demonstrated in research by Solomon Asch
True (moderate)
13 Small groups tend to complete tasks faster than larger groups
True (easy)
14 As group size increases the contribution of individual members tends to decrease
True (moderate)
15 The human relations view of conflict held that conflict must be avoided because it indicates a malfunctioning within the group
False (moderate)
16 The interactionist view of conflict holds that some conflict is absolutely necessary for effective group performance
True (moderate)
17 Resolving conflicts by placing another's needs and concerns above one's own is termed forcing
False (moderate)
18 Compromise offers the ultimate winwin solution to conflict
False (moderate)
19 External conditions tend to have little influence on group performance
False (moderate)
20 An advantage of group decisions is that they increase acceptance of a solution
True (easy)
21 Groupthink is a form of group conformity in which group members withhold deviant minority or unpopular views in order to give the appearance of agreement
True (moderate)
TURNING GROUPS INTO EFFECTIVE TEAMS
22 Work teams are formal groups made up of interdependent individuals who are responsible for the attainment of a goal
True (moderate)
23 A selfmanaged work team brings together experts in various specialties to work together on various organizational tasks
False (moderate)
24 A formal group of employees who operate without a manager and are responsible for a complete work process or segment is referred to as the selfmanaged team
True (moderate)
25 Functional teams are teams that use computer technology to link physically dispersed members in order to achieve a common goal
False (moderate)
26 Moving decision making vertically down to teams allows the organization greater flexibility for faster decisions
True (difficult)
DEVELOPING AND MANAGING EFFECTIVE TEAMS
27 Mutual trust is important in developing effective teams
True (easy)
28 Effective team leaders are increasingly taking the role of coach and facilitator
True (easy)
29 Goal setting is important for teams just as it is for individual employees
True (moderate)
30 Gainsharing is one type of reward system used with work teams
True (easy)
Multiple Choice
A MANAGER’S DILEMMA
31 According to the company profile in A Manager’s Dilemma which of the following describes the types of teams used to develop successful ad campaigns for clients of StrawberryFrog
a functional teams
b domestic teams
c regional teams
d virtual teams (moderate)
UNDERSTANDING GROUP BEHAVIOR
32 Which of the following about groups is true
a You need five or more people to be considered a work group
b The definition of groups suggests that a group is two or more people together for any reason
c Groups can be either formal or informal (moderate)
d Formal groups are aimed at specific social agendas
e Informal groups are indirect benefits of strategic planning
33 Which of the following would be considered a formal group
a task force for employee birthday celebrations
b reading group
c bowling team
d bringing people from various functions to solve a business dilemma (moderate)
e brown bag lunch group
34 In what type of formal group is the traditional work group determined by formal authority relationships
a command groups (moderate)
b crossfunctional teams
c selfmanaged teams
d business unit alliances
e task forces
35 Which of the following is not a formal group
a command groups
b task forces
c crossfunctional teams
d selfmanaged teams
e business unit alliances (difficult)
36 Which of the following formal groups are essentially independent groups which in addition to their regular job take on tasks such as hiring performance evaluations etc
a business unit alliances
b command groups
c selfmanaged teams (moderate)
d crossfunctional teams
e task forces
37 Temporary groups created to accomplish a specific task are termed _____________
a command groups
b crossfunctional teams
c selfdirected teams
d selfmanaged teams
e task forces (easy)
38 Which of the following is not a stage of group development
a performing
b conforming (easy)
c adjourning
d forming
e storming
39 In which of the following stages of group development do people join the group either because of a work assignment in the case of a formal group or for some other benefit desired in the case of an informal group
a forming (moderate)
b conforming
c storming
d norming
e performing
40 The stage of group development in which you would most likely see a battle over group leadership is _______________
a forming
b conforming
c storming (moderate)
d norming
e performing
41 At the completion of which of the following stages of group development would there be a relatively clear hierarchy of leadership within the group and agreement on the group’s direction
a forming
b conforming
c storming (moderate)
d norming
e performing
42 What stage of group development is complete when the group structure solidifies and the group has assimilated a common set of expectations about behavior
a forming
b storming
c conforming
d norming (moderate)
e performing
43 What stage of group development follows norming
a forming
b performing (easy)
c storming
d conforming
e adjourning
44 Which of the following is an accurate statement about the progression of groups through their development stages
a Conflict inhibits group effectiveness
b Groups develop in a linear manner
c Several stages may be happening simultaneously (difficult)
d Groups will always regress to previous stages if only for a short time
e Groups in the conforming stage are more effective than in the norming stage
45 A _____________ refers to a set of expected behavior patterns attributed to someone who occupies a given position in a social unit
a norm
b conformity behavior
c role (moderate)
d status system
e group cohesiveness
46 An individual who is confronted by different role expectations experiences _____________
a role conflict (moderate)
b role convergence
c conformity pressure
d group cohesiveness
e task divergence
47 A middle manager who is expected by hisher boss to keep performance evaluations low to save on merit increase costs but feels compelled to reward hisher high performing subordinates fairly is experiencing which of the following
a norm decisiveness
b role conflict (difficult)
c status separation
d conformity pressure
e cohesiveness conflict
48 The acceptable standards or expectations that are shared by the group’s members are referred to as _______________
a roles
b norms (moderate)
c values
d morals
e policies
49 A new commercial bank employee who notices stares from other officers because he does not wear conservative work attire is experiencing what aspect of groups
a role conflict
b norms (difficult)
c status separation
d cohesiveness conflict
e performing pressure
50 The findings of Asch's experiment utilizing lines of different lengths would relate to which of the following
a job status
b workplace conformity (moderate)
c work group cohesiveness
d role conflict
e performance perceptions
51 _____________ refers to a prestige grading position or rank within a group
a Norm
b Role
c Status (easy)
d Role conflict
e Accommodation
52 Which of the following is an accurate statement regarding status systems
a Education is an informal status characteristic (moderate)
b Status is a weak motivator compared to other group issues
c People generally have difficulty classifying people into status categories
d Status is a contemporary research topic
e Status has cognitive but no behavioral consequences
53 Education age skill or experience are examples of which of the following
a formal status categories
b informal status categories (moderate)
c individual status categories
d ingroup status categories
e outgroup status categories
54 _____________ occurs when a supervisor is earning less than his subordinates
a Conflict
b Role conflict
c Group incohesiveness
d Status incongruence (moderate)
e Group divergence
55 In comparison to large groups small groups _____________
a have shorter group tenure
b tend to be more homogenous
c are faster at completing tasks (moderate)
d are better at obtaining diverse input
e have higher status
56 The free rider tendency explains which of the following
a why the productivity of groups is exponential
b why there is always one person who does not work as hard as other group members
c why as groups get larger the individual contribution often decreases (difficult)
d why group productivity grows in a linear fashion
e why groups will tend to let an unproductive outsider in the group
57 Which of the following is a potential means of limiting the free rider effect
a be able to identify individual responsibility (moderate)
b reward groups collectively not individually
c never allow an outsider into a group once it is formed
d provide merit pay that is proportional to group effectiveness
e allow groups to punish poor team players
58 The degree to which members are attracted to a group and share the group’s goals is referred to as ______________
a group diversity
b group cohesiveness (moderate)
c group expansion
d group norms
e group continuity
59 In which of the following situations are groups most effective
a a cohesive group
b a cohesive group not in alignment with organizational goals
c a noncohesive group in alignment with organizational goals
d a cohesive group in alignment with organizational goals (moderate)
e a noncohesive group
60 Perceived incompatible differences resulting in some form of interference or opposition is known as _____________
a conflict (easy)
b trouble shooting
c political opposition
d problem creation
e personality differences
61 Which view of conflict argues that conflict must be avoided
a human relations view
b interactionist view
c conservative
d traditional (moderate)
e contemporary
62 What view of conflict sees it as natural inevitable and potentially resulting in positive results for the organization
a contemporary view
b conservative view
c human relations view (moderate)
d traditional view
e interactionist view
63 Which view of conflict sees it as absolutely necessary for effective organizational performance
a contemporary view
b conservative view
c human relations view
d traditional view
e interactionist view (moderate)
64 The type of conflicts that the interactionist says support the goals of the organization are known as _____________
a goaloriented conflicts
b strategic conflicts
c natural conflicts
d functional conflicts (moderate)
e realistic conflicts
65 _____________ prevent a group from achieving its goals
a Informal groups
b Command groups
c Crossfunctional teams
d Functional conflicts
e Dysfunctional conflicts (moderate)
66 According to the text which of the following is not identified as a type of conflict that differentiates functional from dysfunctional conflict
a task conflict
b relationship conflict
c ethical conflict (moderate)
d process conflict
67 Which of the following is not mentioned in the text as a conflictresolution option
a avoidance
b contradiction (moderate)
c accommodation
d compromise
e collaboration
68 Withdrawing from or suppression of conflict is termed _____________
a collaborating
b forcing
c accommodation
d avoidance (moderate)
e compromising
69 Which of the following is not an advantage of group decision making over individual decision making
a They provide more information
b They generate more alternatives
c There is less acceptance of a solution (easy)
d There is increased legitimacy of the decision
e There is reluctance to fight a decision they helped develop
70 Which of the following is true concerning the effectiveness of individual decision making over group decision making
a Individuals tend to be more accurate
b Individuals are always outperformed by groups
c Groups are less creative than individuals
d Groups are more accepting of the final decision (moderate)
e Group effectiveness is influenced by its size
71 Which of the following is true concerning groups
a Groups take more time to make a decision (easy)
b Groups tend to have equal participation rates
c There is little pressure to conform
d There is definite ownership of responsibility
e They provide less information
72 The pressure to conform in groups is known by which of the following terms
a management by objectives
b TQM
c shirking
d groupthink (moderate)
e group freeloading effect
73 According to the text all of the following are criteria for which group decision making is most effective compared to individual decision making EXCEPT
a accuracy
b creativity
c speed (easy)
d efficiency
74 Evidence indicates that the optimum size for a group is _____________
a 24
b 35
c 57 (easy)
d 810
e 1215
75 All of the following are mentioned in the text as techniques that managers can use to make group decisions more creative EXCEPT
a electronic meetings
b brainstorming
c nominal group technique
d quantitative analysis (moderate)
76 Which of the following is NOT mentioned in the text as an example of an external condition that can determine group performance and satisfaction
a authority structures
b informal communication (difficult)
c formal regulations
d employee selection criteria
e organization’s culture
77 Which of the following is an example of group member resources
a expected behaviors imposed from the central office
b group member personalities (easy)
c the group leadership
d the group size
e a complex task
78 Which of the following personality traits tends to have a positive impact on group productivity and morale
a selfreliance (moderate)
b authoritarianism
c dominance
d unconventionality
e judgmental
79 All of the following have a negative effect on productivity and morale of groups EXCEPT
a authoritarianism
b selfreliance
c dominance
d unconventionality
80 Which of the following personality traits tends to have a negative impact on group productivity and morale
a sociability
b selfreliance
c independence
d dominance (moderate)
e extrovertism
81 According to the group behavior model presented in your text group size is an example of what factor of group determination of effectiveness
a external conditions
b group structure (moderate)
c group processes
d group tasks
e group resources
MANAGING WORKFORCE DIVERSITY
82 According to the boxed feature Managing Workforce Diversity which of the following is NOT mentioned as a critical interpersonal behavior needed to meet the challenge of coordinating a diverse work team
a understanding
b empathy
c tolerance
d communication
e competence (difficult)
83 Group decision processes leader behavior and power dynamics are examples of _____________
a group structure
b external conditions
c group tasks
d group resources
e group processes (moderate)
TURNING GROUPS INTO EFFECTIVE TEAMS
84 A formal group made up of interdependent individuals responsible for attainment of goals is a(n) _____________
a informal team
b formal team
c work team (moderate)
d social team
e interdependent team
85 Which of the following is not one of the four characteristics used to categorize teams
a purpose
b membership
c industry (easy)
d duration
e structure
86 What team characteristic would be displayed if a team is trying to decide on a new organizational structure
a purpose (difficult)
b membership
c industry
d duration
e structure
87 A functional department team that is part of the organization's formal structure fits within which characteristic of team categorization
a purpose
b industry
c structure
d membership (moderate)
e duration
88 A team that is selfmanaged fits within which characteristic of team categorization
a purpose
b structure (moderate)
c membership
d industry
e duration
89 What type of team has clear issues surrounding authority and is involved in specific problems in a particular functional area
a selfdirected
b functional (moderate)
c permanent
d temporary
e selfmanaged
90 What type of team operates without a manager
a functional
b selfdirected (moderate)
c crossfunctional
d temporary
e specific
91 Bringing together organizational members from marketing accounting human resources and finance to work on a task would be an example of what type of team
a crossfunctional (moderate)
b temporary
c specific
d functional
e selfdirected
DEVELOPING AND MANAGING EFFECTIVE TEAMS
92 High performance teams tend to have _____________ goals
a clear (easy)
b difficult
c public
d multiple
e easy
93 Which of the following is true concerning effective teams
a Strong technical skills are more important than interpersonal skills
b Strong interpersonal skills are more important than technical skills
c Members must have both strong technical and interpersonal skills (difficult)
d Allowing the team to teach technical skills is important
e It is important for team members to also be close friends
94 Believing that your coworker is a person who will not let you down on project completion is an example of what characteristic of effective teams
a clear goals
b relevant skills
c good communication
d fair compensation system
e mutual trust (easy)
95 Which of the following is not a suggestion for managers attempting to build trust
a communicate with members
b be predictable
c demonstrate competency
d allow members to set their own goals (moderate)
e be fair
96 What characteristic of effective teams would be evident of a team that has intense team loyalty
a clear goals
b mutual trust
c unified commitment (easy)
d good communication
e relevant skills
97 Effective teams are characterized by _____________ communication
a lateral
b linear
c good (moderate)
d teamcoded
e organic
98 On a baseball team a shortstop who raises his fist as a signal indicating he will cover second base in the event of an attempted steal is exhibiting what characteristic of effective teams
a clear goals
b mutual trust
c unified commitment
d good communication (moderate)
e relevant skills
99 To be effective team members should _____________ in order to be flexible and continuously make adjustments
a have clear job descriptions
b have formal documentation
c have negotiating skills (difficult)
d hold firm in their positions
e maintain clear and static roles
100 Which role of leader is associated with effective teams
a salesperson
b directive
c controlling
d seller
e facilitator (moderate)
101 Providing a pay system that appropriately recognizes team activities is an example of what characteristic of effective teams
a internal and external support (moderate)
b appropriate leadership
c negotiating skills
d good communication
e unified commitment
102 _____________ is an important part of the planning process in managing a team
a Goal determination (difficult)
b Clarification of authority
c Empowering members
d Determining roles
e Setting clear evaluation criteria
103 A team determining How much authority do we have is an example of what function in managing a team
a planning
b leading
c organizing (moderate)
d evaluating
e controlling
104 Determining how to resolve conflict between group members is an important aspect of what function in managing a team
a planning
b leading (moderate)
c controlling
d organizing
e evaluating
105 Gainsharing is an example of _____________
a a group incentive pay plan (easy)
b a method of evaluating overall organizational success
c a means of measuring the percent of new market share attributed to group processes
d an incentive plan that recognizes individual not group performance
e a leader impact evaluation method
Scenarios
UNDERSTANDING GROUP BEHAVIOR
A New Group (Scenario)
David had been away from his old company Control Tech for a while He remembered that when he worked there ten years ago the company was very traditional and conservative The lines of authority and responsibility were established and clear Now it felt ironic that he was managing the consulting team that was going to help bring a group orientation into being Now in addition to the traditional hierarchy with a manager and subordinates he saw a need to introduce teams comprised of individuals from various work areas to help solve operational problems He also felt that for certain projects there could be groups that could function essentially independently even taking on traditional management responsibilities such as hiring planning scheduling etc Plus he also saw real potential for special temporary projects to be handled by groups that would disband once the task was completed
106 David knows that groups consist of _____________ interacting and interdependent individuals who come together to achieve particular objectives
a two or more (easy)
b at least three
c five or more
d ten or more
e fifteen or more
107 David recognized that _____________ are characterized with the traditional hierarchy of a manager and subordinates
a selfmanaged teams
b task forces
c command groups (moderate)
d crossfunctional teams
e basic groups
The Retreat (Scenario)
The firstline managers were sent on a retreat to Silver Falls for their inaugural strategic planning retreat Few people knew each other but their task was clear design a new performance appraisal system for subordinates that will be effective and usable Their years of complaining about the old system had landed them with this new responsibility dumped right in their lap They had four days to become brilliant and everyone was a little on edge The first day little was accomplished except for the jockeying to see who would be the official leader Finally Jim seemed to wrangle control and helped provide the first real direction for the group By the second day the group seemed to begin working well They spent the morning deciding how they would make decisions within the group and how to manage the ideageneration process The third and fourth days saw the new managers move amazingly quickly with ideas flowing freely By the end of the fourth day they had a workable system developed and they felt satisfied That night they all signed the new document to be presented to the regional manager the next day They all felt a twinge of regret at having to break up the group and return to normal work life
108 The stage of group development characterized by their being at the retreat for a business reason is known as _____________
a performing
b storming
c forming (easy)
d adjourning
e norming
109 The group was in the _____________ stage when they were competing to see who would lead the group
a performing
b storming (moderate)
c forming
d adjourning
e norming
110 When the management group was deciding on their decision rules they were in the _____________ stage of group development
a performing
b storming
c forming
d adjourning
e norming (moderate)
111 In the third and fourth days of the retreat the managers were in the _____________ stage of group development
a performing (moderate)
b storming
c forming
d adjourning
e norming
112 When the management team left Silver Falls to return to their work place they had just completed the _____________ stage of group development
a performing
b storming
c forming
d adjourning (easy)
e norming
Conflicting Opinions (Scenario)
The two vice presidents were in heated debate Celine feels that the old traditional form of marketing their company isn't working any more and that loyal customers would stay regardless She feels the company needs to spice it up a bit and go after new market share Merle disagrees vehemently He feels the company is doing fine they have a good base of loyal customers and new aggressive approaches may lose them without any guarantee of gaining new customers Regardless of who is right their battle was causing a stir in the organization Some felt that conflict like this hurt the company and made it appear weak to employees and stockholders Others felt that this conflict over marketing strategies was bound to occur eventually and may even help the company Still others even encourage such conflict They think it keeps the company from getting stuck
113 Conflict that supports the organization's goals is considered _____________
a accepted conflict
b functional conflict (moderate)
c inevitable conflict
d standard conflict
e strategic conflict
114 Conflict that prevents the organization from achieving its goals is considered _____________
a destructive conflict
b negative conflict
c dysfunctional conflict (moderate)
d nonstrategic conflict
e random conflict
115 Those in the company who view the conflict over the marketing strategy as bad and harmful have a _____________ view of conflict
a human relations
b conservative
c strategic
d interactionist
e traditional (difficult)
116 Those in the company who view the conflict over the marketing strategy as natural and inevitable have a _____________ view of conflict
a human relations (difficult)
b conservative
c strategic
d interactionist
e traditional
117 Those in the company who encourage the conflict over the marketing strategy have a _____________ view of conflict
a human relations
b conservative
c strategic
d interactionist (difficult)
e traditional
TURNING GROUPS INTO EFFECTIVE TEAMS
118 The groups that comprise individuals from various areas working on operational problems are best described as _____________
a selfmanaged teams
b task forces
c command groups
d crossfunctional teams (moderate)
e basic groups
119 David also saw a need for _____________ which are essentially independent groups taking on traditional management responsibilities
a selfmanaged teams (moderate)
b task forces
c command groups
d crossfunctional teams
e basic groups
120 Finally the temporary groups David talked about created to achieve a special task then disband are known as _____________
a selfmanaged teams
b task forces (moderate)
c command groups
d crossfunctional teams
e basic groups
Essay Questions
UNDERSTANDING GROUP BEHAVIOR
121 In a short essay list and discuss the five stages of group development
Answer
Research shows that groups pass through a standard sequence of five stages These five stages are forming storming norming performing and adjourning
a The first stage forming has two aspects First people join the group either because of a work assignment in the case of a formal group or for some other benefit desired (such as status selfesteem affiliation power or security) in the case of an informal group Once the group’s membership is in place the second part of the forming stage begins the task of defining the groups purpose structure and leadership This phase is characterized by a great deal of uncertainty Members are testing the waters to determine what types of behavior are acceptable This stage is complete when members begin to think of themselves as part of a group
b The storming stage is one of intragroup conflict Members accept the existence of the group but resist the control that the group imposes on individuality Further there is conflict over who will control the group When this stage is complete there will be a relatively clear hierarchy of leadership within the group and agreement on the group’s direction
c The third stage is one in which close relationships develop and the group demonstrates cohesiveness There’s now a strong sense of group identity and camaraderie This norming stage is complete when the group structure solidifies and the group has assimilated a common set of expectations of what defines correct member behavior
d The fourth stage is performing The group structure at this point is fully functional and accepted Group energy has moved from getting to know and understand each other to performing the task at hand Performing is the last stage in the development of permanent work groups Temporary groups—such as committees task forces and similar groups—that have a limited task to perform have a fifth stage adjourning
e In the adjourning stage the group prepares to disband High levels of task performance are no longer the group’s top priority Instead attention is directed at wrappingup activities Responses of group members vary at this stage Some are upbeat basking in the group’s accomplishments Other may be saddened by the loss of camaraderie and friendships gained during the work group’s life
(moderate)
122 In a short essay define formal groups and list and describe four examples of formal groups
Answer
Formal groups are work groups established by the organization that have designated work assignments and specific tasks In formal groups appropriate behaviors are established by and directed toward organizational goals
Examples of formal groups
a Command groups – these are the basic traditional work groups determined by formal authority relationships and depicted on the organizational chart They typically include a manager and those subordinates who report directly to him or her
b Crossfunctional teams – these bring together the knowledge and skills of individuals from various work areas in order to come up with solutions to operational problems Crossfunctional teams also include groups whose members have been trained to do each other’s jobs
c Selfmanaged teams – these are essentially independent groups that in addition to doing their operating jobs take on traditional management responsibilities such as hiring planning and scheduling and performance evaluations
d Task forces – these are temporary groups created to accomplish a specific task Once the task is complete the group is disbanded
(moderate)
123 In a short essay explain the difference between the assumptions of the traditional human relations view and interactionist views of conflict
Answer
Over the years three different views have evolved regarding conflict One view argues that conflict must be avoided that it indicates a problem within the group This is called the traditional view of conflict A second view the human relations view of conflict argues that conflict is a natural and inevitable outcome in any group and need not be negative but rather has potential to be a positive force in contributing to a group’s performance The third and most recent perspective proposes that not only can conflict be a positive force in a group but that some conflict is absolutely necessary for a group to perform effectively This third approach is called the interactionist view of conflict The interactionist view is not suggesting that all conflicts are good Some conflicts are seen as supporting the goals of the work groups and improving its performance these are functional conflicts of a constructive nature Other conflicts are destructive and prevent a group from achieving its goals These are dysfunctional conflicts
(easy)
124 In short essay list and discuss four advantages and four disadvantages that group decisions have over individual decisions
Answer
Advantages of group decisions
a Provide more complete information – a group brings a diversity of experience and perspectives to the decision process that an individual cannot
b Generate more alternatives – because groups have a greater amount and diversity of information they can identify more alternatives than an individual This advantage is particularly evident when group members represent different areas of expertise
c Increase acceptance of a solution – many decisions fail after the final choice has been made because people to not accept the solution Group members are reluctant to fight or undermine a decision they have helped develop
d Increase legitimacy – the group decisionmaking process is consistent with democratic ideals and decisions made by groups may be perceived as more legitimate than decisions made unilaterally by one person
Disadvantages of group decisions
a Time consuming – putting a group together takes time as does any decision making within the group The result is that groups almost always take more time to reach a solution than it would take an individual
b Minority domination – members of a group are never perfectly equal They may differ in organizational rank experience knowledge about the problem influence with other members verbal skills and assertiveness This inequality creates the opportunity for one or more members to dominate others
c Pressures to conform – pressures to conform in a group can lead to groupthink which is a form of conformity in which group members withhold different or unpopular views in order to give the appearance of agreement Groupthink undermines critical thinking in the group and eventually harms the quality of the final decision
d Ambiguous responsibility – group member share responsibility but the person actually responsible for the final outcome in a group decision is unclear In an individual decision it’s clear who is responsible
(difficult)
125 In a short essay list and discuss the three types of conflict that have been found to differentiate functional from dysfunctional conflict
Answer
The three types of conflicts are task relationship and process Task conflict relates to the content and goals of the work Relationship conflict focuses on interpersonal relationships Process conflict refers to how the work gets done Studies demonstrate that relationship conflicts are almost always dysfunctional It appears that the friction and interpersonal hostilities inherent in relationship conflicts increase personality clashes and decrease mutual understanding thereby hindering the completion of organizational tasks On the other hand low levels of process conflict and lowtomoderate levels of task conflict are functional For process conflict to be productive it must be kept minimal A lowtomoderate level of task conflict consistently demonstrates a positive effect on group performance because it stimulates discussion of ideas that help groups perform better
(moderate)
126 In a short essay list and discuss five conflictresolution techniques managers can use to reduce conflict
Answer
a Forcing – resolving conflicts by satisfying one’s own needs at the expense of another’s
b Collaborating – resolving conflict by seeking and advantageous solution for all parties
c compromising – resolving conflict by each party giving up something of value
d avoiding – resolving conflicts by withdrawing from or suppressing them
e accommodating – resolving conflicts by placing another’s needs and concerns above your own
(easy)
MANAGING WORKFORCE DIVERSITY
127 In a short essay list and discuss the four critical interpersonal behaviors that are important in meeting the challenge of coordinating a diverse work team
Answer
a Understanding – differences such as cultural physical or other can cause people to behave in different ways Team leaders need to understand and accept these differences Each and every team member should be encouraged to do the same
b Empathy – this is closely related to understanding As a team leader your should try to understand others’ perspectives Put yourself in their place and encourage team members to empathize as well By putting themselves in another’s position the existing team members can enhance their ability to work together as an effective group
c Tolerance – just because you understand that people are different and you empathize with them doesn’t mean that it’s any easier to accept different perspectives or behaviors But it’s important in dealing with diverse ages gender and cultural backgrounds to be tolerant—to allow team members the freedom to be themselves
d Communication – diversity problems may intensify if people are afraid or unwilling to openly discuss issues that concern them And communication within a diverse team needs to be twoway As long as communication exchanges in conflicting situations are handled in a nonthreatening lowkey and friendly manner they generally will have a positive outcome
(difficult)
TURNING GROUPS INTO EFFECTIVE TEAMS
128 In a short essay list and discuss four characteristics in which teams can be categorized
Answer
a Purpose – teams can vary in their purpose or goal A team might be involved in product development problem solving as part of a process reengineering effort or for any other number of workrelated activities
b Duration – a team is either permanent or temporary Departmental teams and others that are part of the organization’s formal structure are types of permanent teams Temporary teams include task forces project teams problemsolving teams and any other type of shortterm team formed to develop analyze or study a workrelated issue
c Membership – team membership can either be functional or crossfunctional A departmental team is functional because its members come from a specific functional area However many organizations are using crossfunctional teams as a way to foster innovation cooperation and commitment
d Structure – teams can be either supervised or selfmanaged A supervised team will be under the direction of a manager who is responsible for guiding the team in setting goals performing the work activities and evaluating performance On the other hand a selfmanaged team assumes the responsibilities of managing itself
(moderate)
129 In a short essay list and describe the four most common types of teams likely to be found in today’s organizations
Answer
a Functional teams – these teams are composed of a manager and his or her employees from a particular functional area Within this functional area issues such as authority decision making leadership and interactions are relatively simple and clear Functional teams are often involved in efforts to improve work activities or to solve specific problems within their particular functional area
b Selfmanaged teams – these teams are formal groups of employees who operate without a manager and are responsible for a complete work process or segment The selfmanaged team is responsible for getting the work done and for managing themselves This usually includes planning and scheduling of work assigning tasks to members collective control over the pace of work making operating decisions and taking action on problems
c Virtual teams – these are teams that use computer technology to link physically dispersed members in order to achieve a common goal IN a virtual team members collaborate using communication links such as wide area networks videoconferencing fax email or even Web sites where the team can hold online conferences Virtual teams can do all the things that other teams can—share information make decisions and complete tasks however they miss the normal giveandtake of facetoface discussions Because of this omission virtual teams tend to be more taskoriented especially if the team members have never personally met
d Crossfunctional teams – these teams are a hybrid grouping of individuals who are experts in various specialties and who work together on various tasks Many organization are using crossfunctional teams For example at Hallmark Cards in Kansas City editors writers artists and production specialists join with employees from manufacturing graphic arts sales and distribution to work on everything from developing new product ideas to improving customer deliveries
(easy)
130 In a short essay list and discuss five characteristics that are associated with effective teams
Answer
a Clear goals – highperformance teams have both a clear understanding of the goals to be achieved and a belief that the goal embodies a worthwhile or important result Moreover the importance of these goals encourages individuals to redirect personal concerns to these team goals In effective teams members are committed to the team’s goals know what they are expected to accomplish and understand how they will work together to achieve these goals
b Relevant skills – effective teams are composed of competent individuals They have the necessary technical and interpersonal skills to achieve the desired goals while working well together However not everyone who is technically competent has the skills to work well as a team member Highperforming teams have members who possess both technical and interpersonal skills
c Mutual trust – effective teams are characterized by high mutual trust among members That is members believe in the ability character and integrity of each other The climate of trust within a group tends to be strongly influenced by the organization’s culture and the actions of management Organizations that value openness honesty and collaborative processes and that encourage employee involvement and autonomy are more likely to create trusting cultures
d Unified commitment – members of an effective team exhibit intense loyalty and dedication to the team They are willing to do whatever it takes to help their team succeed This loyalty and dedication is called unified commitment Unified commitment is characterized by dedication to the team’s goals and a willingness to expend extraordinary amount of energy to achieve them
e Good communication – effective teams are characterized by good communication Members convey messages between each other in ways that are readily and easily understood This includes nonverbal as well as spoken messages Good communication is also characterized by a healthy dose of feedback from team members and managers Feedback helps to guide team members and to correct misunderstandings
f Negotiating skills – effective teams tend to be flexible and are continually making adjustments in the responsibilities assigned to each member This flexibility requires team members to possess negotiating skills Problems and relationships are regularly changing in teams and members need to be able to confront and reconcile differences
g Appropriate leadership – effective leaders can motivate a team to follow them through the most difficult situation How They help clarify goals They demonstrate that change is possible by overcoming inertia And they increase the selfconfidence of team members helping members to more fully realize their potential Increasingly effective team leaders act in the roles of coach and facilitator They help guide and support the team but don’t control it
h Internal and external support – the final condition necessary for an effective team is a supportive climate Internally the team should have a sound infrastructure This includes proper training a clear and reasonable measurement system that team members can use to evaluate their overall performance an incentive program that recognizes and rewards team activities and a supportive human resource system Externally managers should provide the team with the resources needed to get the job done
(difficult)
Chapter 16 – Motivating Employees
TrueFalse
A MANAGER’S DILEMMA
1 According to the company profile in A Manager’s Dilemma the majority of employees at Grupo M consist of highly educated professionals who work from their homes
False (easy)
2 Based on the company profile in A Manager’s Dilemma Grupo M has been profiled as a sweatshop where employees work long hours in dirty dimly lit factories
False (easy)
WHAT IS MOTIVATION
3 Motivation is an internal state that makes certain outcomes appear attractive
True (easy)
4 The three key elements in the definition of motivation are effort organizational goals and needs
True (difficult)
EARLY THEORIES OF MOTIVATION
5 Based on McClelland's threeneeds theory high achievers perform best when the odds are against them
False (moderate)
CONTEMPORARY THEORIES OF MOTIVATION
6 The best managers are high in the need for power and high in the need for affiliation
False (difficult)
7 People with a high need for affiliation prefer cooperative situations over competitive ones
True (moderate)
8 People will do better when they get feedback on how well they're progressing toward their goals
True (easy)
9 Reinforcement theory is related to an individual's belief that she is capable of performing a task
False (moderate)
10 The key to reinforcement theory is that it ignores factors such as goals expectations and needs and focuses solely on what happens to a person when he takes some action
True (difficult)
11 The lower a person's selfefficacy the more confidence he has in his ability to succeed in a task
False (moderate)
12 Reinforcement theorists believe that behavior is a function of its consequences
True (easy)
MANAGING YOUR CAREER
13 According to a recent survey the primary reason employees stay with their jobs is because of flexible work hours
False (moderate)
14 Adding vertical depth to a job is called job enlargement
False (moderate)
15 Job design refers to the way tasks are combined to form complete jobs
True (easy)
16 When a mail sorter's job is expanded to include mail delivery the mail sorter has experienced job enlargement
True (easy)
17 Job enlargement increases job depth
False (easy)
18 In the job characteristics model task significance refers to the degree to which a job requires completion of a whole and identifiable piece of work
False (moderate)
19 According to the job characteristics model task autonomy is not important
False (moderate)
20 Guidance from the job characteristics model suggests that job enlargement should take place rather than task specialization
True (moderate)
21 According to equity theory a person who earns 50000 will be less satisfied with their pay than a person who earns 100000
False (moderate)
22 Equity theory has three referent categories other system and self
True (moderate)
23 The three variables in Vroom's expectancy theory are valence instrumentality and expectancy
True (moderate)
24 Vroom would say that if a person values an outcome their effort to obtain that outcome will always be great
False (moderate)
CURRENT ISSUES IN MOTIVATION
25 Flextime is a scheduling system in which employees work four 10hour days
False (easy)
26 Performancebased compensation is probably most compatible with expectancy theory
True (difficult)
27 Openbook management is a motivational approach in which an organization's financial statements are opened to and shared with all employees
True (moderate)
28 The loyalty of professionals is to their organization
False (easy)
MANAGING IN AN EBUSINES WORLD
29 The challenge to motivating employees in an ebusiness is much less compared to motivating employees in a traditional organization
False (easy)
30 Many employers are installing Webmonitoring software since there is no evidence that such efforts can negatively affect employee morale
False (moderate)
Multiple Choice
A MANAGER’S DILEMMA
31 According to the company profile in A Manager’s Dilemma Grupo M is the largest employer in ______________
a the United States
b Mexico
c Brazil
d Dominican Republic (moderate)
e Switzerland
WHAT IS MOTIVATION
32 ______________ is the willingness to exert high levels of effort to reach organizational goals conditions by the effort’s ability to satisfy some individual need
a Attribution
b Motivation (easy)
c Leadership
d Goal setting
e Tenure
33 The three key elements in the definition of organizational motivation are ______________ organizational goals and needs
a personality
b ability
c effort (easy)
d tenure
e strategy
34 ______________ is an internal state that makes certain outcomes appear attractive
a A need (easy)
b Motivation
c Leadership
d Goal setting
e Attribution
EARLY THEORIES OF MOTIVATION
35 Who developed the Hierarchy of Needs motivational theory
a Herzberg
b Vroom
c McGregor
d Lawler
e Maslow (easy)
36 An individual who wants to buy a home in an expensive neighborhood with a low crime rate is satisfying which psychological needs state
a esteem
b safety (moderate)
c physiological
d selfactualization
e social
37 The drive to find food drink and sexual satisfaction is based on what level of need
a physiological (easy)
b safety
c selfactualization
d social
e esteem
38 The need for such factors as status recognition attention selfrespect autonomy and achievement are examples of which of the following needs according to Maslow’s hierarchy of needs
a physiological
b esteem (moderate)
c social
d selfactualization
e safety
39 Joining a civic club because the members are considered to be very powerful and popular would be satisfying which needs state
a safety
b social
c esteem (moderate)
d selfactualization
e physiological
40 Enjoying friendship with coworkers satisfies what need
a physiological
b esteem
c social (moderate)
d selfactualization
e safety
41 Growth achieving one’s potential and selffulfillment and the drive to become what one is capable of becoming are characteristics of which need according to Maslow’s hierarchy
a physiological
b esteem
c social
d selfactualization (moderate)
e safety
42 A manager who believes that employees need constant control would be described as ______________ according to McGregor
a a Theory X manager (easy)
b a Theory Y manager
c a Theory Z manager
d a human relations manager
e needs hierarchy
43 Which of the following would describe the beliefs of a Theory Y manager
a People have little ambition
b Work is acceptable because of financial needs but play is more natural
c Employees readily accept responsibility (easy)
d People dislike work
e Managerial direction of employees is essential
44 According to Herzberg in order to provide employees with job satisfaction managers should concentrate on
a hygiene factors
b issues such as pay
c motivator factors (moderate)
d extrinsic factors
e nonmotivators
CONTEMPORARY THEORIES OF MOTIVATION
45 An individual who would enjoy taking on the challenge of personally redesigning the workflow of a manufacturing line to improve employee productivity would probably be rated high on which of the following
a need for affiliation
b need for impact
c need for achievement (difficult)
d need for power
e need for control
46 According to McClelland the need to make others behave in a way they wouldn't have behaved otherwise is which of the following work motives
a need for achievement
b need for power (easy)
c need for affiliation
d need for motivation
e need for selffulfillment
47 Which of the following suggests that there is a need to have good relationships at work
a need for achievement
b need for power
c need for fulfillment
d need for affective connection
e need for affiliation (moderate)
48 Which of the following is not true concerning high achievers
a They perform best when the success probability is fiftyfifty
b They dislike gambling when the odds are high
c They like a high probability of success (moderate)
d They like goals that cause themselves to stretch a bit
e They dislike achievement from accidents
49 Which of the following is true concerning individuals who have a high need for achievement
a They desire to do many things with medium impact on quality
b They seek achievement but not personal responsibility
c They want slow but sure feedback on their performance
d They dislike succeeding by chance (difficult)
e They enjoy very difficult tasks
50 Employees can be trained to stimulate their ______________ needs
a affiliation
b selfesteem
c achievement (difficult)
d power
e self actualization
51 The best managers are high in the need for ______________ and low in the need for ______________
a achievement power
b power affiliation (difficult)
c affiliation power
d achievement affiliation
e power achievement
52 Which of the following is an accurate statement concerning McClelland's threeneeds theory
a High achievers are best motivated in jobs with low personal responsibility but high task difficulty
b High achievers tend to be good managers
c The best managers are high in need for power and low in need for affiliation (difficult)
d Employee need for achievement is innate and cannot be changed
e High achievers are poor salespersons
53 The proposition that specific goals increase performance and that difficult goals when accepted result in higher performance than easy goals is termed ______________
a selfefficacy
b reinforcement theory
c pathgoal theory
d goalsetting theory (moderate)
e equity theory
54 Which of the following best summarizes the relationship between goal setting and need for achievement findings
a Goal setting is superior because it recommends setting difficult goals
b They are incompatible theories but there is no empirical research to support either claim
c Difficult goals are still recommended for most people because only 1020 percent of people are high achievers (difficult)
d Goal setting is not needed with high achievers
e They are very similar theories
55 People will do better when they get ______________ because it helps identify discrepancies between what they have done and what they want to do
a input
b goals
c equity
d power
e feedback (easy)
56 The higher your ______________ the more confidence you have in your ability to succeed in a task
a selfefficacy (easy)
b selfesteem
c reinforcers
d job scope
e motivation
57 Reinforcement theorists believe that behavior results from which of the following
a external consequences (moderate)
b internal personality traits such as need for achievement
c setting high goals
d intrinsic satisfiers
e hygiene factors
58 A ______________ is any consequence immediately following a response that increases the probability that the behavior will be repeated
a goal
b reinforcer (moderate)
c conclusion
d job characteristics model
e valence
59 ______________ is the way tasks are combined to form complete jobs
a Job scope
b Job enlargement
c Job enrichment
d Job design (moderate)
e Job criteria
MANAGING YOUR CAREER
60 According to a recent survey which of the following is the main reason employees stay with their jobs
a pleasant work environment
b easy commute
c challenging work
d like coworkers (moderate)
e flexible work hours
61 According to reinforcement theory an individual would behave in a desired manner if which of the following occurred
a Nothing happened when they acted appropriately
b They are punished for doing the wrong behavior
c They set specific difficult goals to achieve
d They are immediately rewarded such as a monthly bonus (moderate)
e Their inner drives create the necessary tension level
62 According to reinforcement theory if a manager catches an employee exhibiting unproductive behavior the recommended action for eliminating the behavior would be to ______________
a punish the behavior
b reward their good behavior
c reward other employees' good behavior
d punish other employees exhibiting similar unproductive behavior
e ignore the behavior (difficult)
63 The number of different tasks required in a job and the frequency with which those tasks are repeated is ______________
a job scope (moderate)
b job enlargement
c job enrichment
d job design
e job criteria
64 Horizontally expanding the tasks of a job is known by which of the following terms
a job enrichment
b job enlargement (moderate)
c task improvement
d job expansion
e right sizing tasks
65 ______________ is vertical expansion of a job by adding planning and evaluating responsibilities
a Job scope
b Job enlargement
c Job enrichment (moderate)
d Job design
e Job criteria
66 Job enrichment increases job ______________ which is the degree of control employees have over their work
a breadth
b scope
c variety
d depth (moderate)
e feedback
67 Which of the following is not associated with job enrichment
a vertical expansion
b adding planning tasks
c increasing job scope (moderate)
d adding evaluating responsibility
e increased employee control
68 The research evidence on the use of job enrichment programs could be classified as ______________
a encouraging
b strongly supportive
c moderately supportive
d inconclusive (moderate)
e unsupportive
69 What theory provides a conceptual framework for analyzing jobs by analyzing five core dimensions
a reinforcement theory
b job characteristics model (moderate)
c job design
d equity theory
e expectancy theory
70 Which of the following according to the job characteristics model is the degree to which a job requires a variety of activities so that an employee can use a number of different skills and talents
a task identity
b autonomy
c feedback
d task significance
e skill variety (easy)
71 Which of the following according to the job characteristics model is the degree to which a job requires completion of a whole and identifiable piece of work
a skill variety
b autonomy
c task significance
d task identity (easy)
e feedback
72 The job characteristics model identifies ______________ as the degree to which a job has substantial impact on the lives or work of other people
a task significance (moderate)
b task identity
c skill variety
d autonomy
e feedback
73 ______________ is the degree to which a job provides substantial freedom independence and discretion to the individual in scheduling the work and determining the procedures to be used in carrying it out
a Task significance
b Task identity
c Skill variety
d Autonomy (easy)
e Feedback
74 ______________ is the degree to which carrying out the work activities required by a job results in an individual's obtaining direct and clear information about the effectiveness of her performance
a Task significance
b Task identity
c Skill variety
d Autonomy
e Feedback (moderate)
75 In the job characteristics model which combination of core job dimensions combine to produce experienced meaningfulness of work by the employee
a skill variety feedback and autonomy
b autonomy task significance and task identity
c task identity skill variety and task significance (moderate)
d task significance task identity and feedback
e task identity feedback and autonomy
76 Which of the following personality variables moderates the relationship between job dimensions and outcomes according to the job characteristics model
a need for achievement
b growth need (difficult)
c locus of control
d risk taking
e need for power
77 The job characteristics model provides guidance to managers concerning ______________
a job redesign (easy)
b employee selection
c pay satisfaction
d collective bargaining
e strategic planning
78 According to the job characteristics model ______________ suggests that managers should design tasks that form an identifiable and meaningful whole
a combining tasks
b creating natural work units (moderate)
c opening feedback channels
d expanding jobs vertically
e establishing client relationships
79 Which of the following is an accurate statement about equity theory
a It explains why a factory worker resents how much professional baseball players make
b It suggests that people will feel fairly treated if they receive pay increases
c It is based on perceptions of our own situation to others who are like us (moderate)
d It is a theory based on needs
e It is a motivational theory based on our job characteristics
80 In ______________ an employee compares his job's inputsoutcomes ratio with that of relevant others and then corrects any inequity
a reinforcement theory
b the job characteristics model
c job design
d equity theory (moderate)
e expectancy theory
81 Which of the following is not an input according to equity theory
a effort
b experience
c pay level (easy)
d education
e job tenure
82 If a manager seeks equity by rethinking his situation and deciding that on second thought my office is nicer because it has better carpet this manager is seeking equity through which of the following methods
a increasing his outcomes
b decreasing comparison other outcomes
c distorting others' outcomes (difficult)
d leaving the situation
e choosing a new comparison other
83 Based on equity theory asking the boss to give a comparison other at work more responsibility is to seek equity through which of the following methods
a decreasing your inputs
b increasing comparison other outcomes
c decreasing your outcomes
d cognitively distorting the situation
e increasing comparison other inputs (moderate)
84 Organizational pay policies are what type of referent according to equity theory
a other
b system (difficult)
c internal
d external
e self
85 In general the research support for equity theory could be described as ______________
a strong (moderate)
b moderate
c weak
d inconclusive
e there has been very little research on equity theory
86 In expectancy theory the probability perceived by the individual that exerting a given amount of effort will lead to a certain level of performance is ______________
a valence
b expectancy (moderate)
c consistency
d flexibility
e instrumentality
87 Which expectancy theory linkage explains the belief by a student that studying hard results in obtaining high test grades
a valence of reward
b expectancy (difficult)
c input to outcome
d goal setting to achievement
e instrumentality to reward
88 In expectancy theory the degree to which the individual believes that performing at a particular level is instrumental in leading to the attainment of a desired outcome is ______________
a valence
b expectancy
c consistency
d flexibility
e instrumentality (moderate)
89 Which expectancy theory linkage explains the belief that having a high grade point average is critical in obtaining a good job
a instrumentality (difficult)
b expectancy
c goal setting to achievement
d valence
e input to outcome
90 Which expectancy theory linkage explains the degree to which a student desires a good job
a expectancy
b effort to performance
c input to outcome
d instrumentality
e valence (moderate)
91 Which of the following is not an important issue surrounding equity theory
a It emphasizes payoffs
b It is important to understand why outcomes are important or unimportant
c Expected behaviors are important
d Reality is key (difficult)
e Individuals are expected to maximize needs andor wants
CURRENT ISSUES IN MOTIVATION
92 To maximize motivation among today's diverse work force managers need to think in terms of ______________
a flexibility (easy)
b consistency
c needs
d wants
e organizational strategy
93 A ______________ workweek is a workweek where employees work longer hours per day but fewer days per week
a flexible
b compressed (easy)
c congruent
d parallel
94 ______________ is a scheduling system in which employees are free to vary work hours within certain limits
a Compressed work week
b Job sharing
c Flextime (moderate)
d Telecommuting
e Job enlargement
95 What type of job scheduling option would allow two different employees to share one fortyhouraweek system's analyst position
a compressed work week
b job sharing (easy)
c flextime
d telecommuting
e job enlargement
MANAGING WORK FORCE DIVERSITY
96 At which of the following companies do new employees become a part of a mentoring group called Horizons
a Microsoft
b HewlettPackard
c IBM
d Silicon Graphics (moderate)
e Lucent Technologies
97 The linking by computer and modem of workers at home with coworkers and management at an office is termed ______________
a job sharing
b compressed work week
c flextime
d telecommuting (easy)
e job enlargement
98 Piecerate pay plans wage incentive plans profitsharing and lumpsum bonuses are examples of ______________ programs
a openbook management
b expectancy theory
c payforperformance (easy)
d equity theory
e job characteristics model
99 Performancebased compensation is probably most compatible with which motivational theory
a equity theory
b goal setting theory
c job characteristics model
d expectancy theory (difficult)
e reinforcement theory
100 ______________ is a motivational approach in which an organization's financial statements are opened to and shared with all employees
a Openbook management (easy)
b Expectancy theory
c Payforperformance
d Equity theory
e Job characteristics model
101 Successful motivation of professions requires that managers recognize that the loyalty of professionals is usually toward their ______________
a employer
b shortterm financial well being
c longterm financial well being
d family
e profession (moderate)
102 All of the following are mentioned in the text as suggestions to motivating professionals EXCEPT
a providing them with ongoing challenging projects
b using money and promotions (moderate)
c allowing them to structure their work in ways they find productive
d rewarding them with recognition
103 Which of the following is not a suggestion for motivating employees
a recognize individual differences
b make goals very difficult to achieve (easy)
c match people to jobs
d individualize rewards
e don't ignore money
104 A review of eighty studies found which of the following methods produced the highest increases in productivity
a goal setting
b job redesign
c employee participation
d monetary increases (moderate)
e jobperson match
105 Which of the following is NOT mentioned in the text as a suggestion to motivating employees in general
a recognize individual differences
b use goals
c use collective rewards (moderate)
d don’t ignore money
e link rewards to performance
Scenarios and Questions
CONTEMPORARY THEORIES OF MOTIVATION
Changing Jobs (Scenario)
Marty sat in his favorite chair at home and pondered his work situation The funding in his division had been cut by twentyfive percent but the numerical goals did not budge Something had to change and he knew it was his job to figure out how to make the goals reachable He had decided to try to make it work by changing the way tasks are combined in each job First he needed to know how many tasks there were to each job and how frequently each task is repeated He also knew that because of the funding cut people were going to be asked to increase their job tasks horizontally But he also felt that to balance this he should add planning and evaluating responsibilities Together even though the employees were clearly being asked to contribute more he felt they would have a greater degree of control over their work No one looked forward to this coming year ÄÄ managers or staff ÄÄ but it was do or die
106 Which of the following is the term that describes the way tasks are combined in each job
a job enlargement
b job scope
c job enrichment
d job design (difficult)
e job depth
107 ______________ describes the degree of control employees have over their work
a job enlargement
b job scope
c job enrichment
d job design
e job depth (difficult)
108 Marty was also going to ask people to horizontally increase their jobs also known as ______________
a job enlargement (moderate)
b job scope
c job enrichment
d job design
e job depth
109 The vertical expansion of employees or ______________ was also suggested by Marty
a job enlargement
b job scope
c job enrichment (moderate)
d job design
e job depth
A Management Tool (Scenario)
The managers wanted and needed something they could actually use as a tool for redesigning the jobs in their departments They had now sat through four days of management training but so far with all of the fancy theories they had not received any specific guidance in this area Finally on the last day of the training they learned about the job characteristics model Sure it still had all of the theory and other academic jargon but it also provided some specific steps to help improve the core job dimensions
110 One suggestion ______________ encourages putting existing fragmented tasks back together to increase skill variety and task identity
a combining tasks (easy)
b creating natural work units
c establishing client relationships
d expanding jobs vertically
e opening feedback channels
111 Another suggestion ______________ allows employees to judge the level of their performance
a combining tasks
b creating natural work units
c establishing client relationships
d expanding jobs vertically
e opening feedback channels (moderate)
112 ______________ can help partially close the gap between the doing and the controlling aspects of the job and increases employee autonomy
a combining tasks
b creating natural work units
c establishing client relationships
d expanding jobs vertically (difficult)
e opening feedback channels
113 The model also suggests that ______________ will increase employee ownership of the work and help them view their work as meaningful
a combining tasks
b creating natural work units (difficult)
c establishing client relationships
d expanding jobs vertically
e opening feedback channels
What Do You Expect (Scenario)
The employees at Acme Toilets Inc are not working as hard as Jill their supervisor would like The salesmen aren't meeting their sales quotas and Jill can't seem to motivate them to try harder Jill has been studying expectancy theory and has decided to try to put it into practice
114 Employees are never able to meet their sales quotas and believe that no matter how hard they work they'll never meet them They perceive the ______________ of their success to be low
a instrumentality
b expectancy (difficult)
c valence
d performancereward linkage
e attractiveness of reward
115 Employees believe that they can make their sales quotas but aren't sure that management will really reward them when they do They perceive the ______________ to be low
a instrumentality (difficult)
b expectancy
c valence
d effortperformance linkage
e attractiveness of reward
116 Management has set the reward for meeting sales quotas at a lower level than last year Employees perceive that the ______________ is low
a instrumentality
b expectancy
c valence (difficult)
d performancereward linkage
e effortperformance linkage
117 Jill has arranged for the bonus system to be changed so that the bonus for meeting sales quotas is much higher than it has ever been before Jill has altered the ______________
a instrumentality
b expectancy
c valence (moderate)
d performancereward linkage
e effortperformance linkage
CURRENT ISSUES IN MOTIVATION
Design Your Own Job (Scenario)
Terrence has been brought in to a hightech company to institute familyfriendly programs He has decided that because of the diverse work force alternative working hours will be very attractive to the employees
118 Terrence is allowing two people to split a 40houraweek job They are splitting the work and the benefits in an arrangement termed ______________
a flexible work hours
b a compressed workweek
c flextime
d job sharing (easy)
e telecommuting
119 Terrence allows employees to work four 10hour days instead of the traditional five day workweek This work arrangement is termed ______________
a homebased work
b a compressed workweek (easy)
c flextime
d job sharing
e telecommuting
120 Some employees are working from home via computers This work arrangement is termed ______________
a flexible work hours
b a compressed workweek
c flextime
d job sharing
e telecommuting (easy)
Essay Questions
WHAT IS MOTIVATION
121 In a short essay define motivation and discuss the three key elements that can be seen in this definition
Answer
Motivation is the willingness to exert high levels of effort to reach organizational goals conditioned by the effort’s ability to satisfy some individual need The three key elements that can be seen in this definition are effort organizational goals and needs The effort element is a measure of intensity or drive A motivated person tries hard But high levels of effort are unlikely to lead to favorable job performance unless the effort is channeled in a direction that benefits the organization A person should be seeking effort that is directed toward and consistent with organizational goals A need refers to some internal state that makes certain outcomes appear attractive An unsatisfied need creates tension that stimulates drives within an individual These drives lead to a search behavior to find particular goals that if attained will satisfy the need and reduce the tension
(moderate)
EARLY THEORIES OF MOTIVATION
122 In a short essay list and discuss the five needs that are based on Maslow’s Hierarchy of Needs Theory
Answer
a Physiological needs – food drink shelter and other physical requirements
b Safety needs – security and protection from physical and emotional harm as well as assurance that physical needs will continue to be met
c Social needs – affection belongingness acceptance and friendship
d Esteem needs – internal esteem factors such as selfrespect autonomy and achievement and external esteem factors such as status recognition and attention
e Selfactualization needs – growth achieving one’s potential and selffulfillment the drive to become what one is capable of becoming
(easy)
123 In a short essay list and discuss the threeneeds theory according to David McClelland Next identify which of these needs has been studied most extensively and discuss the findings of this research
Answer
The threeneeds theory says there are three needs that are major motives in work These three needs include the need for achievement which is the drive to excel to achieve in relation to a set of standards and to strive to succeed the need for power which is the need to make others behave in a way that they would not have behaved otherwise and the need for affiliation which is the desire for friendly and close interpersonal relationships Of these three needs the need for achievement has been researched most extensively The findings show people with a high need for achievement are striving for personal achievement rather than for the trappings and rewards of success They have a desire to do something better or more efficiently than it’s been done before They prefer jobs that offer personal responsibility for finding solutions to problems in which they can receive rapid and unambiguous feedback on their performance in order to tell whether they’re improving and in which they can set moderately challenging goals High achievers aren’t gamblers they dislike succeeding by chance They are motivated by and prefer the challenge of working at a problem and accepting the personal responsibility for success or failure An important point is that high achievers avoid what they perceive to be very easy or very difficult tasks
(difficult)
124 In a short essay discuss job design and describe how a manager could utilize job scope job enlargement job enrichment and job depth to design motivating jobs
Answer
Job design refers to the way tasks are combined to form complete jobs Job design historically has concentrated on making jobs smaller and more specialized Yet when jobs are narrow in focus and highly specialized motivating employees is a real challenge Thus many organizations have looked at other job design options One of the earliest efforts at overcoming the drawbacks of job specialization involved the horizontal expansion of a job through increasing job scope—the number of different tasks required in a job and the frequency with which these tasks are repeated For instance a dental hygienist’s job could be enlarged so that in addition to dental cleaning he or she is pulling patients’ files refiling them when finished and cleaning and storing instruments This type of job design option is called job enlargement Another approach to designing motivating jobs is through the vertical expansion of a job by adding planning and evaluating responsibilities—job enrichment Job enrichment increases job depth which is the degree of control employees have over their work In other words employees are empowered to assume some of the tasks typically done by the managers Thus the tasks in an enriched job should allow workers to do a complete activity with increased freedom independence and responsibility These tasks should also provide feedback so that individuals can assess and correct their own performance For instance in an enriched job the dental hygienist in addition to dental cleaning could schedule appointments and follow up with clients
(difficult)
125 In a short essay list and discuss the five core dimensions that can describe any job according to the job characteristics model
Answer
a Skill variety – the degree to which a job requires a variety of activities so that an employee can use a number of different skills and talents
b Task identity – the degree to which a job requires completion of a whole and identifiable piece of work
c Task significance – the degree to which a job has a substantial impact on the lives or work of other people
d Autonomy – the degree to which a job provides substantial freedom independence and discretion to the individual in scheduling the work and determining the procedures to be used in carrying it out
e Feedback – the degree to which carrying out work activities required by a job results in the individual’s obtaining direct and clear information about the effectiveness of his or her performance
(moderate)
126 In a short essay discuss the equity theory and list five probable behavior responses that may occur when employees perceive an inequity
Answer
The equity theory proposes that employees perceive what they get from a job situation (outcomes) in relation to what they put into it (inputs) and then compare their inputsoutcomes ratios of relevant others If an employee perceives his or her ratio to be equal to those of relevant others a state of equity exits In other words he or she perceives that the situation is fair However if the ratio is unequal inequity exists and he or she views themselves as underrewarded or overrewarded When inequities occur employees attempt to do something about it The equity theory proposes that employees might (1) distort either their own or others’ inputs or outcomes (2) behave in some way to induce others to change their inputs or outcomes (3) behave in some way to change their own inputs or outcomes (4) choose a different comparison person or (5) quit their job
(moderate)
127 In a short essay discuss Victor Vroom’s expectancy theory and list and describe the three variables or relationships that support this theory
Answer
Expectancy theory states that an individual tends to act in a certain way based on the expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual It includes the following three variables or relationships
a Expectancy or effortperformance linkage – probability perceived by the individual that exerting a given amount of effort will lead to a certain level of performance
b Instrumentality or performancereward linkage – the degree to which the individual believes that performing at a particular level is instrumental in attaining the desired outcome
c Valence or attractiveness of reward – the importance that the individual places on the potential outcome or reward that can be achieved on the job Valence considers both the goals and needs of the individual
(moderate)
CURRENT ISSUES IN MOTIVATION
128 In a short essay list and discuss four types of flexible working schedules that have been implemented by organizations as a response to the varied needs of a diverse workforce
Answer
a Compressed workweek – a workweek where employees work longer hours per day but fewer days per week The most common form is four 10hour days (a 440 program) However organizations could design whatever schedules they wanted to fit employees’ needs This compressed workweek provides employees with time off for running errands pursuing hobbies or taking care of family problems
b Flexible work hours (also known as flextime) – a scheduling system in which employees are required to work a specific number of hours a week but are free to vary those hours within certain limits In a flextime schedule there are certain common core hours when all employees are required to be on the job but starting ending and lunchhour times are flexible Flextime is one of the most desired benefits employees want from their employers
c Job sharing – the practice of having two or more people split a fulltime job This types of job schedule might be attractive for example to individuals with schoolage children or retirees who want to work but do not want the demands and hassles of a fulltime position
d Telecommuting – here employees work at home and are linked to the workplace by computer and modem Many jobs can be done at home and this approach might be close to the ideal job for some people as there is no commuting flexible hours freedom to dress as you please and little or no interruptions from colleagues
(easy)
129 In a short essay discuss the unique problems faced in trying to motivate professional employees contingent workers and lowskilled minimumwage employees Include a discussion of various methods that can be implemented to motivate these types of employees
Answer
a Motivating professionals – professionals are typically different from nonprofessionals They have a strong and longterm commitment to their field of expertise They loyalty is more often to their profession than to their employer To keep current in their field they need to regularly update their knowledge and because of their commitment to their profession they rarely define their workweek as 8am to 5pm five days a week What motivates professionals Money and promotions typically are low on their priority list Therefore provide them with ongoing challenging projects Give them autonomy to follow their interests and allow them to structure their work in ways they find productive Reward them with educational opportunities—additional training workshops attending conferences—that allow them to keep current in their field Also reward them with recognition and ask questions and use other actions that demonstrate to them that you’re sincerely interested in what they’re doing and value it
b Motivating contingent workers – contingent workers don’t have the security or stability that permanent employees have and they don’t identify with the organization or display the commitment that other employees do Temporary workers also typically get little or no benefits such as health care or pensions There’s no simple solution for motivating contingent employees What will motivate involuntarily temporary employees An obvious answer is the opportunity to become a permanent employee In cases in which permanent employees are selected from a pool of temps the temps will often work hard in hopes of becoming permanent A less obvious answer is the opportunity for training The ability of a temporary employee to find a new job is largely dependent on his or her skills If the employee sees that the job he or she is doing can help develop marketable skills then motivation is increased
c Motivating lowskilled minimumwage employees – one of the toughest motivational challenges a manager faces is how to achieve and keep high performance levels among these types of workers Although money is important as a motivator it’s not the only reward that people seek and that managers can use In motivating minimumwage employees managers should look at other types of rewards that help motivate employee performance One that many companies use is employee recognition programs such as employee of the month quarterly employee performance awards ceremonies or celebrations of employees’ accomplishments These types of programs serve the purpose of highlighting employees whose work performance has been of the type and level the organization wants to encourage in all its employees
(easy)
130 In a short essay list and discuss six specific recommendations that should be followed when motivating employees
Answer
a Recognize individual differences – almost every contemporary motivation theory recognizes that employees aren’t identical They have different needs attitudes personality and other important individual variables
b Match people to jobs – there’s a great deal of evidence showing the motivational benefits of carefully matching people to jobs For example high achievers should have jobs that allow them to participate in setting moderately challenging goals and that involve autonomy and feedback However keep in mind that not everybody is motivated by jobs that are high in autonomy variety and responsibility
c Use goals – managers should ensure that employees have hard specific goals and feedback on how well they’re doing in achieving those goals The determination of whether goals should be assigned by the manager or set with the employee’s participation depends on the perception of goal acceptance and the organization’s culture If resistance to goals is expected participation should increase acceptance If participation is inconsistent with the culture assigned goals should be used
d Ensure that goals are perceived as attainable – regardless of whether goals are actually attainable employees who see goals as unattainable will reduce their effort Managers must be sure therefore that employees feel confident that increased efforts can lead to achieving performance goals
e Individualize rewards – because employees have different needs what acts as a reinforcer for one may not for another Managers should use their knowledge of employee differences to individualize the rewards they control such as pay promotions recognition desirable work assignments autonomy and participation
f Link rewards to performance – managers need to make reward contingent on performance Rewarding factors other then performance will only reinforce those other factors Important rewards such as pay increases and promotions should be given for the attainment of specific goals Managers should also look for ways to increase the visibility of rewards making them potentially more motivating
g Check the system for equity – employees should perceive that rewards or outcomes are equal to the inputs On a simple level experience ability effort and other obvious inputs should explain difference in pay responsibility and other obvious outcomes Remember that one person’s equity is another’s inequity so an ideal reward system should weigh inputs differently in arriving at the proper rewards for each job
h Don’t ignore money – it’s easy to get so caught up in setting goals creating interesting jobs and providing opportunities for participation that you forget that money is a major reason why most people work Thus the allocation of performancebased wage increases piecework bonuses and other pay incentives is important in determining employee motivation
(difficult)
Chapter 17 Leadership
TrueFalse
A MANAGER’S DILEMMA
1 The Ross family decided to hire an experienced CEO to run Bob Ross Buick upon the death of Bob Ross Sr the founder of the company
False (moderate)
MANAGERS VERSUS LEADERS
2 Managers and leaders are the same
False (easy)
3 Leaders influence a group toward the achievement of goals
True (easy)
4 Not all leaders have the capabilities or skills needed to hold managerial positions
True (easy)
5 Leadership is based on authority granted from organizational position
False (moderate)
CONTINGENCY THEORIES OF LEADERSHIP
6 Fiedler's contingency model of leadership style effectiveness depends on the ability and willingness of the subordinates
False (moderate)
7 The leastpreferred coworker questionnaire measure whether a person is task or relationship oriented
True (easy)
8 Fiedler assumed a person's leadership style was adjusted based on the situation
False (moderate)
9 Fiedler identified three contingency dimensions leadermember relations task structure and reward power
False (difficult)
10 According to Fiedler's research taskoriented leaders tended to perform better in situations that are very favorable to them and in situations that were very unfavorable
False (difficult)
11 According to Fiedler's research relationshiporiented leaders seemed to perform better in very unfavorable situations
False (moderate)
12 Review of the major studies undertaken to test the overall validity of the Fiedler model led to a generally positive conclusion
True (moderate)
13 Robert House's pathgoal theory is an expectancy theory of motivation
False (moderate)
14 Robert House's supportive leader consults with subordinates and uses their suggestions before making a decision
False (difficult)
15 Robert House assumed that leadership style changes depending on the situation
True (moderate)
16 Pathgoal theory holds that subordinates with an external locus of control will be more satisfied with a directive style
True (moderate)
17 Vroom and Yetton's PathGoal Model related leadership behavior and participation to decision making
False (moderate)
18 Research testing the original leader participation model was very encouraging
True (moderate)
CUTTINGEDGE APPROACHES TO LEADERSHIP
19 A charismatic leader is likely seen as being assertive
True (easy)
20 People working for charismatic leaders are motivated to exert extra work effort but express lower satisfaction
False (moderate)
21 Charismatic leadership may not always be needed to achieve high levels of employee performance
True (easy)
22 Charisma is the ability to create and articulate a realistic credible attractive vision of the future for any organization or organizational unit that grows out of and improves upon the present
False (moderate)
23 The key properties of a vision seem to be inspirational possibilities that are value centered are realizable have superior imagery and are well articulated
True (difficult)
24 One specific role of team leadership is that team leaders are troubleshooters
True (easy)
25 When team leaders assume the role of troubleshooter they clarify expectations and roles teach and offer support
False (moderate)
26 Transactional and transformational leadership are opposing approaches to getting things done
False (moderate)
27 The evidence supports the superiority of transformational leadership over transactional leadership
True (moderate)
CONTEMPORARY ISSUES IN LEADERSHIP
28 According to French and Raven legitimate power and authority are one in the same
True (moderate)
29 Credibility is the degree to which followers perceive someone as honest competent and able to inspire
True (moderate)
MANAGING IN AN EBUSINESS WORLD
30 According to Managing in an Ebusiness World leaders in ebusinesses see themselves as longdistance runners and their contemporaries in other non ebusinesses as sprinters
False (moderate)
Multiple Choice
A MANAGER’S DILEMMA
31 According to the company profile in A Manager’s Dilemma the problem facing Bob Ross Buick is determining _______________
a how to attract more customers
b how to expand the company
c how to keep employees loyal (moderate)
d how to hire more qualified employees
e how to sell the business
MANAGERS VERSUS LEADERS
32 Which of the following is NOT true concerning the difference between managers and leaders
a Managers are appointed
b Managers influence through informal means (easy)
c Leaders may be appointed
d Leaders can influence beyond formal authority
e Leaders may emerge from a group
33 Persons who are able to influence others and who possess managerial authority are termed ______________
a managers
b leaders (easy)
c organizers
d visionaries
e team members
EARLY LEADERSHIP THEORIES
34 Which of the following is NOT mentioned in the text as one of the three leadership styles explored in the University of Iowa studies
a cultural style (easy)
b autocratic style
c democratic style
d laissezfaire style
35 Which of the following describes the leadership style in which a leader tended to centralize authority dictate work methods make unilateral decisions and limit employee participation
a cultural style
b autocratic style (moderate)
c democratic style
d laissezfaire style
36 The _______________ style of leadership describes a leader who tends to involve employees in decision making delegate authority encourage participation in deciding work methods and goals and use feedback as an opportunity for coaching employees
a cultural style
b autocratic style
c democratic style (moderate)
d laissezfaire style
37 Which of the following describes the leadership style in which the leader generally gives the group complete freedom to make decisions and complete the work in whatever way it saw fit
a cultural style
b autocratic style
c democratic style
d laissezfaire style (moderate)
38 According to the Ohio State studies which of the following dimensions of leader behavior refers to the extent to which a leader is likely to define and structure his or her role and the roles of group members in the search for goal attainment
a intelligence structure
b psychological structure
c initiating structure (easy)
d consideration structure
39 According to the Ohio State studies the dimension of leader behavior that is defined as the extent to which a leader had job relationships characterized by mutual trust and respect for group members’ ideas and feelings is called _______________
a initiation
b consideration (moderate)
c cultural
d physical
CONTINGENCY THEORIES OF LEADERSHIP
40 Who developed the first contingency model for leadership
a Blake and Mouton
b Fiedler (easy)
c Adler
d Lewin
e Schmidt
41 Fielder's model of leadership was the first ______________ model
a visionary
b pathgoal
c team
d empowerment
e contingency (moderate)
42 Fiedler's leastpreferred coworker questionnaire seeks to measure what leadership factor
a subordinate needs
b leader's style (moderate)
c situation
d subordinate coworker influence
e leader traits
43 Which of the following is TRUE concerning Fiedler's leastpreferred coworker questionnaire
a Leaders are either task or relationship oriented (moderate)
b Fielder assumed that leadership style was contextual
c Leadership style is dynamic depending on the situation
d A low LPC would be a taskoriented leader
e A high LPC would be a relationshiporiented leader
44 The least preferred coworker questionnaire was developed by ______________
a Victor Vroom
b Robert House
c Fred Fiedler (difficult)
d French and Raven
e David McClelland
45 Fiedler assumed a person's leadership style was ______________
a contingent
b relative
c dimensional
d fixed (difficult)
e team oriented
46 Fiedler's dimension termed ______________ is the degree of confidence trust and respect subordinates had for their leader
a leadermember relations (easy)
b power relationship
c task structure
d authority
e position power
47 Which of the following are two of the three key situational factors Fielder felt were important in determining leader effectiveness
a leadermember relations maturity of followers
b organizational success position power
c task structure leadermember relations (moderate)
d maturity of organization and subordinates
e organizational age and task structure
48 Fiedler's term ______________ refers to the degree to which the job assignments are formalized and procedurized
a leadermember relations
b power relationship
c task structure (easy)
d authority
e position power
49 The degree to which the job assignments are formalized and procedurized is the ______________ contingency dimension according to Fielder
a position power
b subordinate maturity
c task structure (moderate)
d centralization
e leadermember relations
50 Fiedler's term ______________ refers to the degree of influence a leader has over powerbased activities
a leadermember relations
b position power (moderate)
c responsibility
d task structure
e respect
51 According to Fielder in what types of situations do taskoriented leaders perform best
a very favorable very unfavorable (moderate)
b moderately favorable moderately unfavorable
c very favorable unfavorable
d very unfavorable unfavorable
e very favorable favorable
52 According to Fielder in what type of situations do relationshiporiented leaders perform best
a very favorable
b favorable
c moderately favorable (moderate)
d unfavorable
e very unfavorable
53 According to Fielder the two ways to improve leadership effectiveness are to change the situation to fit the leader or ______________
a train the employees
b change the leader (moderate)
c train the leader
d apply systematic pressure
e enhance the reward system
54 According to Fiedler if a group situation was rated as highly unfavorable and was led by a relationship leader the group's performance could be improved by ______________
a restructuring tasks (difficult)
b changing the leader's style
c retraining followers
d empowering employees
e reducing the leader's authority
55 Overall the validity of the Fiedler contingency model could be described as ______________
a supportive (moderate)
b moderately supportive
c inconclusive
d unsupportive
e very unsupportive
56 According to the text the ______________theory is a contingency theory that focuses on follower’s readiness
a consideration leadership
b situational leadership (moderate)
c passive leadership
d active leadership
57 Which of the following leadership styles describes a leader who provides both directive and supportive behavior
a telling
b selling (moderate)
c participating
d delegating
e referring
58 The main role of the leader is to facilitate and communicate in which of the following leadership styles
a telling
b selling
c participating (moderate)
d delegating
e referring
59 Which of the following leadership styles describes a leader who provides little direction or support
a telling
b selling
c participating
d delegating (moderate)
e referring
60 What leadership model is associated with Vroom and Yetton
a contingency leadership theory
b situational leadership theory
c pathgoal model
d leader participation model (easy)
e leader characteristics model
61 Who developed pathgoal theory
a Fielder
b Blake and Mouton
c Lewin
d House (moderate)
e Schmidt
62 According to pathgoal theory a leader's behavior is ______________ to subordinates to the degree that they view it as an immediate source of satisfaction
a motivational
b acceptable (moderate)
c compatible
d transactional
e transformational
63 According to the pathgoal theory a leader's behavior is ______________ to the extent that it makes the satisfaction of subordinates' needs contingent on effective performance and provides coaching and guidance
a motivational
b acceptable (moderate)
c compatible
d transactional
e transformational
64 According to pathgoal theory a leader who lets subordinates know what's expected of them schedules work to be done and gives specific guidance as to how to accomplish tasks is termed ______________
a directive (moderate)
b achievement oriented
c participative
d supportive
e authoritative
65 According to pathgoal theory a leader who is friendly and shows concern for the needs of subordinates is termed ______________
a directive
b achievement oriented
c participative
d supportive (moderate)
e authoritative
66 According to pathgoal theory a manager who consults with subordinates and uses their suggestions would be exhibiting what type of leadership behavior
a directive
b achievement oriented
c participative (moderate)
d supportive
e authoritative
67 Which of the following is NOT a leadership behavior identified in House's pathgoal theory
a directive leader
b supportive leader
c participative leader
d transactional leader (difficult)
e achievementoriented leader
68 A leader who sets challenging goals and expects very high performance levels from subordinates would be classified as what type of leader according to pathgoal theory
a supportive
b participative
c achievement oriented (moderate)
d democratic
e directive
69 In contrast to Fielder's contingency theory House's pathgoal theory assumes leaders are ______________
a trained
b flexible (moderate)
c born
d visionary
e managers
70 The task structure a subordinate works with would be important in understanding the ______________ variable that moderates the leader behavioroutcome relationship
a subordinate
b leader
c environmental (easy)
d work group
e authority system
71 In the pathgoal theory which of the following is included in the class of contingency variables termed environment
a task structure and formal authority system (difficult)
b locus of control and experience
c perceived ability
d employee satisfaction
e performance
72 Pathgoal theory identifies two classes of situation variables that moderate the leadershipbehavior outcome ______________
a tact and relationship
b path and goal
c people and history
d participation and structure
e environment and subordinates (moderate)
73 Which of the following is included in the class of contingency variables termed follower
a locus of control (difficult)
b performance
c employee satisfaction
d formal authority system
e task structure
74 According to the text which of the following is NOT a hypothesis from the pathgoal theory
a Supportive leadership results in high employee performance and satisfaction when subordinates are performing structured tasks
b Directive leadership leads to greater satisfaction when tasks are high structured and well laid out than when tasks are ambiguous or stressful (difficult)
c Directive leadership is likely to be perceived as redundant among subordinates with high perceived ability or with considerable experience
d The clearer and more bureaucratic the formal authority relationships the more leaders should exhibit supportive behavior and deemphasize directive behavior
e Directive leadership will lead to higher employee satisfaction when there is substantive conflict within a work group
75 Which of the following is not one of the hypotheses that have evolved from the pathgoal theory
a Supportive leadership results in high employee performance and satisfaction when subordinates are performing structured tasks
b Directive leadership is likely to be perceived as redundant among subordinates with highly perceived ability or with considerable experience
c The more clear and bureaucratic the formal authority relationships the more leaders should exhibit supportive behavior and deemphasize directive behavior
d Directive leadership will lead to higher employee satisfaction when there is substantive conflict within a work group
e Subordinates with an external locus of control will be more satisfied with a directive style (difficult)
76 According to the pathgoal theory directive leadership will lead to higher employee satisfaction when there is ______________ within a work group
a cohesiveness
b high structure
c substantial conflict (moderate)
d internal locus of control
e a visionary leader
77 Research on pathgoal theory could be summarized as ______________
a negative support
b inconclusive
c positive support (easy)
d very unsupportive
e varying widely as supportive and nonsupportive
CUTTINGEDGE APPROACHES TO LEADERSHIP
78 What type of leaders guide or motivate their followers in the direction of established goals by clarifying role and task requirements
a transactional (moderate)
b charismatic
c trait
d transformational
e informational
79 Which type of leaders provide individualized consideration intellectual stimulation and possess charisma
a transactional
b charismatic
c trait
d transformational (moderate)
e informational
80 A leader such as Bill Gates of Microsoft who can inspire followers above their own selfinterests and can have a profound effect on their performance are known as ______________
a transactional leaders
b directive leaders
c informational leaders
d emotional leaders
e transformational leaders (difficult)
81 Which of the following is an accurate statement about transformational leaders
a They clarify task requirements
b They focus on tasks and pay little attention to followers
c They are poor motivators
d They are opposite style leaders compared to transactional leaders
e They exhibit more than just charisma (difficult)
82 The evidence supporting the superiority of transformational leadership over the transactional variety is ______________
a inconclusive
b moderately supportive
c moderately negative
d overwhelmingly impressive (moderate)
e difficult to interpret
83 Which of the following nonverbal behaviors do researchers who are training charismatic leaders NOT include
a leaning toward the subordinate
b avoiding eye contact
c having relaxed posture (easy)
d having animated facial expressions
84 ______________ leadership is the ability to create and articulate a realistic credible attractive vision of the future for an organization or organizational unit that grows out of and improves upon the future
a Visionary (easy)
b Charismatic
c Trait
d Transactional
e Informational
85 The key properties of a vision include all of the following EXCEPT that they ______________
a are value centered
b are realizable
c have superior imagery
d are easily achieved (moderate)
e are well articulated
86 Which of the following is NOT an important leadership role for team leaders
a liaison with external constituencies
b liaison with internal constituencies (moderate)
c troubleshooter
d conflict manager
e coach
CONTEMPORARY ISSUES IN LEADERSHIP
87 All of the following are sources of power identified by French and Raven EXCEPT
a legitimate
b status (easy)
c expert
d coercive
e reward
88 Which of the following according to French and Raven is the type of power a person has as a result of his or her position in the formal organizational hierarchy
a legitimate power (moderate)
b coercive power
c reward power
d expert power
e referent power
89 Examples of an organization's ______________ power include performance appraisals promotions and interesting work assignments
a legitimate (moderate)
b status
c expert
d coercive
e reward
MANAGING YOUR CAREER
90 According to the boxed feature Managing Your Career which of the following is NOT mentioned as a suggestion to improve an individual’s political effectiveness
a Frame arguments in terms of organizational goals
b Gain control of organizational resources
c Mix with everyone regardless of the reputation (moderate)
d Be visible
e Develop powerful allies
91 ______________ is the power that rests on the leader’s ability to punish or control
a Reward power
b Coercive power (moderate)
c Expert power
d Referent power
e Legitimate power
92 The power utilized when a boss threatens to dismiss an employee if heshe does not comply with a demand is ______________
a reward power
b coercive power (moderate)
c expert power
d referent power
e legitimate power
93 ______________ is the power to give positive benefit or rewards
a Reward power (moderate)
b Coercive power
c Expert power
d Referent power
e Legitimate power
94 Your firm's attorney has ______________ power when he gives legal advice
a legitimate
b status
c expert (moderate)
d coercive
e reward
95 ______________ is influence that’s based on expertise special skills or knowledge
a Reward power
b Coercive power
c Expert power (moderate)
d Referent power
e Legitimate power
96 When a young child emulates a professional sports star's behavior the star has what kind of power over the child
a legitimate
b expert
c coercive
d referent (difficult)
e reward
97 ______________ is the power that arises because of a person’s desirable resources or personal traits
a Reward power
b Coercive power
c Expert power
d Referent power (moderate)
e Legitimate power
98 The most dominant component of credibility is ______________
a expertise
b status
c authority
d honesty (moderate)
e charisma
99 The dimension of trust that is used to describe honesty and truthfulness is ______________
a integrity (easy)
b competence
c consistency
d loyalty
e openness
100 The dimension of trust that is used to describe reliability predictability and good judgment in handling situations is termed ______________
a integrity
b competence
c consistency (moderate)
d loyalty
e openness
101 Which of the following is an accurate statement about the differences between gender and leadership style
a Males and females do not use different styles
b Men are more democratic than women
c Women encourage more participation (moderate)
d Men share power more than women
e Women rely on formal authority more than men
102 According to the text women tend to use ______________ leadership motivating other by transforming their selfinterest into organizational goals
a transactional
b transformational (moderate)
c situational
d initiating
103 According to the text men tend to use _____________ handing out rewards for good work and punishment for bad
a transactional (moderate)
b transformational
c situational
d initiating
MANAGING IN AN EBUSINESS WORLD
104 Which of the following is NOT mentioned as one of the three differences that seem to be most evident when comparing leadership in ebusinesses versus traditional organizations
a The importance of being a specialist (moderate)
b The speed at which decisions must be made
c The importance of being flexible
d The need to create a vision of the future
105 Leaders in ebusinesses frequently use the term ______________ which is a reference to a rapidly speeded up working environment
a turbo time
b Internet time (easy)
c speed of light
d rapid time
Scenarios and Questions
CONTINGENCY THEORIES OF LEADERSHIP
Jack and Jill (Scenario)
Jack Jones and Jill Smith are both managers at a mediumsized medical supply firm Jack emphasizes to his people that the work must be done regardless of circumstances and encourages his employees to meet their sales quotas He is generally liked but because sales are unstructured sometimes his employees resent his rather heavyhanded approach Jill has tried hard to build a good rapport with her employees and knows each of their families She encourages her employees to work hard but to be certain to take time for themselves and their families
106 Fiedler's contingency model would classify Jack as ______________ oriented
a employee
b organization
c task (easy)
d relationship
e achievement
107 Fiedler's contingency model would classify Jill as ______________ oriented
a employee
b organization
c task
d relationship (easy)
e achievement
108 Which of the following would be assumed by Fiedler's contingency model about the leadership styles of Jack and Jill
a The leadership styles can be adjusted to fit the situation
b The leadership styles are fixed regardless of the situation (moderate)
c The leadership styles can be changed with appropriate training
d Jack's style is well suited for unstructured tasks
e Jack and Jill can be expected to be equally successful
109 Fiedler would expect that the best leadership style was a function of ______________
a leadermember relations task structure and position power (moderate)
b formal authority production process and personality of employees
c chain of command relationships and power
d type of organization personality of leader and education of employees
e type of process personality of employees and power of leader
110 The overall validity of the Fiedler model seems to be ______________
a generally negative
b generally positive (moderate)
c overwhelmingly negative
d overwhelmingly positive
e inconclusive
The Path to Leadership (Scenario)
Brooke is a manager of the night shift in a nursing home She has been reading information about House's pathgoal theory and would like to apply that information to becoming a better leader
111 Brooke should understand that the pathgoal theory is a(n) ______________ model of leadership that extracts key elements from the expectancy theory of motivation
a fixed
b alternative
c contingency (moderate)
d untested
e charismatic
112 Brooke generally lets subordinates know what's expected of them schedules work to be done and gives specific guidance as to how to accomplish tasks Brooke would be termed a(n) ______________ leader
a achievementoriented
b participative
c supportive
d directive (moderate)
e charismatic
113 Brooke would like to become a participative leader She should ______________
a let subordinates know what's expected of them schedule work to be done and give specific guidance as to how to accomplish tasks
b be friendly and show concern for the needs of subordinates
c consult with subordinates and use their suggestions before making a decision (moderate)
d set challenging goals and expect subordinates to perform at their highest level
e be more concerned with tasks
114 Lately Brooke has been setting challenging goals and expecting subordinates to perform at their highest level She is acting as a(n) ______________ leader
a achievementoriented (moderate)
b participative
c supportive
d directive
e charismatic
115 Brooke has decided that the appropriate leadership style would be to show friendliness and concern for the needs of her subordinates She wishes to be a(n) ______________ leader
a achievementoriented
b participative
c supportive (moderate)
d directive
e charismatic
CUTTINGEDGE APPROACHES TO LEADERSHIP
A Leadership Junkie (Scenario)
Carrie is a leadership junkie She has read all of the latest popular management text on leadership and strongly feels that it has improved her ability to manage and perform her job She is always eager to share her knowledge with her peers especially emerging issues in leadership and the differences between the ways men and women lead
116 Carrie stopped Harry in the hall and just had to tell him about a ______________ that is an enthusiastic selfconfident leader whose personality and actions influence people to behave in certain ways
a charismatic leadership (moderate)
b transactional leadership
c transformational leadership
d attributional leadership
e situational leadership
117 Carrie stopped Sondra in the lunchroom and just had to tell her about ______________ whereby followers make claims about heroic or extraordinary leadership abilities when they observe certain behaviors
a charismatic leadership (moderate)
b transactional leadership
c transformational leadership
d attributional leadership
e situational leadership
118 Carrie stopped Perry in the parking lot and just had to tell him about ______________ where leaders guide or motivate their followers in the direction of established goals by clarifying role and task requirements
a charismatic leadership
b transactional leadership (difficult)
c transformational leadership
d attributional leadership
e situational leadership
119 Carrie stopped Steve in the parking lot and just had to tell him about ______________ where leaders provide individualized consideration intellectual stimulation and possess charisma
a charismatic leadership
b transactional leadership
c transformational leadership (difficult)
d attributional leadership
e situational leadership
120 Carrie had to tell Sharon about the findings concerning women and leadership Sharon was interested in the fact that all but which of the following is true concerning women and leadership
a There are differences between how men and women lead
b Women utilize a democratic style more than men
c Women tend to share power less than men (moderate)
d Women are less likely than men to use a directive style
e Women tend to utilize an autocratic style when they are in maledominated jobs
Essay Questions
EARLY LEADERSHIP THEORIES
121 In a short essay list and discuss the six traits associated with leadership
Answer
a Drive – leaders exhibit a high effort level They have a relatively high desire for achievement they are ambitious they have a lot of energy they are tirelessly persistent in their activities and they show initiative
b Desire to lead – leaders have a strong desire to influence and lead others They demonstrate the willingness to take responsibility
c Honesty and integrity – leaders build trusting relationships between themselves and followers by being truthful or nondeceitful and by showing high consistency between word and deed
d Selfconfidence – followers look to leaders for an absence of selfdoubt Leaders therefore need to show selfconfidence in order to convince followers of the rightness of goals and decisions
e Intelligence – leaders need to be intelligent enough to gather synthesize and interpret large amounts of information and they need to be able to create visions solve problems and make correct decisions
f Jobrelevant knowledge – effective leaders have a high degree of knowledge about the company industry and technical matters Indepth knowledge allows leaders to make wellinformed decisions and to understand the implications of those decisions
(moderate)
CONTINGENCY THEORIES OF LEADERSHIP
122 In a short essay explain Fiedler’s contingency model for leadership Next discuss the leastpreferred coworker (LPC) questionnaire and the three key situational factors for determining leader effectiveness
Answer
The Fiedler contingency model proposed that effective group performance depended upon the proper match between the leader’s style of interacting with his or her followers and the degree to which the situation allowed the leader to control and influence The model was based on the premise that a certain leadership style would be most effective in different types of situations Fielder proposed that a key factor in leadership success was an individual’s basic leadership style To measure a leader’s style Fiedler developed the leastpreferred coworker (LPC) questionnaire The questionnaire contained 16 pairs of contrasting adjectives—for example pleasantunpleasant coldwarm boringinteresting and friendlyunfriendly Respondents were asked to think of all the coworkers they had ever had and to describe that one person they least enjoyed working with by rating him or her on a scale of 1 to 8 (the 8 always described the positive adjective out of the pair) for each of the 16 sets of adjectives Fiedler believed that you could determine a person’s basic leadership style on the basis of the responses to the LPC questionnaire After an individual’s basic leadership style had been assessed through the LPC it was necessary to evaluate the situation in order to match the leader with the situation Fiedler’s research uncovered three contingency dimensions that defined the key situational factors for determining leader effectiveness These were
a Leadermember relations – the degree of confidence trust and respect employees had for their leader rated as either good or poor
b Task structure – the degree to which job assignments were formalized and procedurized rated as either high or low
c Position power – the degree of influence a leader had over powerbased activities such as hiring firing discipline promotions and salary increases rated as either strong or weak
(difficult)
123 In a short essay discuss the situational leadership theory as developed by Paul Hersey and Ken Blanchard Next list and discuss the four specific leadership styles and the four stages of follower readiness as defined by Hersey and Blanchard
Answer
The situational leadership theory is a contingency theory that focuses on followers’ readiness Hersey and Blanchard argue that successful leadership is achieved by selecting the right leadership style which is contingent on the level of the followers’ readiness The emphasis of the followers in leadership effectiveness reflects the reality that it is the followers who accept or reject the leader Regardless of what the leader does the effectiveness depends on the actions of his or her followers And readiness refers to the extent to which people have the ability and willingness to accomplish a specific task
a The four specific leadership styles are as follows
b Telling (high tasklow relationship) – the leader defines roles and tells people what how when and where to do various tasks
c Selling (high taskhigh relationship) – the leader provides both directive and supportive behavior
d Participating (low taskhigh relationship) – the leader and follower share in decision making the main role of the leader is facilitating and communicating
e Delegating (low tasklow relationship) – the leader provides little direction or support
The final component in the model is the four stages of follower readiness
a R1 – people are both unable and unwilling to take responsibility for doing something They’re neither competent nor confident
b R2 – people are unable but willing to do the necessary job tasks They’re motivated but currently lack the appropriate skills
c R3 – people are able but unwilling to do what the leader wants
d R4 – people are both able and willing to do what is asked of them
(difficult)
124 In a short essay discuss the pathgoal leadership theory developed by Robert House Next list and explain the four leadership behaviors based on the pathgoal leadership theory
Answer
Developed by Robert House pathgoal theory is a contingency model of leadership that takes key elements from the expectancy theory of motivation According to this theory a leader’s behavior is acceptable to group members to the degree that they view it as an immediate source of satisfaction or as a means of future satisfaction A leader’s behavior is motivational to the extent that it makes the satisfaction of subordinates’ needs contingent on effective performance and provides the coaching guidance support and rewards that are necessary for effective performance To test these statements House identified four leadership behaviors
a Directive leader – lets subordinates know what’s expected of them schedules work to be done and gives specific guidance on how to accomplish tasks
b Supportive leader – is friendly and shows concern for the needs of followers
c Participative leader – consults with group members and uses their suggestions before making a decision
d Achievement oriented leader – sets challenging goals and expects followers to perform at their highest level
(moderate)
CUTTINGEDGE APPROACHES TO LEADERSHIP
125 In a short essay discuss how visionary leadership differs from charismatic leadership Include a discussion of the five characteristics of charismatic leaders and three qualities that are related to effectiveness in the visionary leader’s role
Answer
A charismatic leader is an enthusiastic selfconfident leader whose personality and actions influence people to behave in certain ways The most comprehensive analysis of personal characteristics of the charismatic leaders are charismatic leaders have a vision are able to articulate that vision are willing to take risks to achieve that vision are sensitive to both environmental constraints and follower needs and exhibit behaviors that are out of the ordinary There’s an increasing body of evidence that shows impressive correlation between charismatic leadership and high performance and satisfaction among followers Although the term vision is often linked with charismatic leadership visionary leadership goes beyond charisma since it’s the ability to create and articulate a realistic credible and attractive vision of the future that improves upon the present situation This vision if properly selected and implemented is so energizing that it in effect jumpstarts the future by calling forth the skills talents and resources to make it happen Once the vision is identified these visionary leaders appear to have three qualities that are related to effectiveness in their visionary roles First is the ability to explain the vision to others The visionary leader needs to make the vision clear in terms of required goals and actions through clear oral and written communication The second skill needed is the ability to express the vision not just verbally but through behavior This skill requires behaving in ways that continually convey and reinforce the vision The third skill visionary leaders need is the ability to extend or apply the vision to different leadership contexts For instance the vision have to be as meaningful to the people in accounting as to those in production
(difficult)
126 In a short essay list and discuss the four specific leadership roles that focus on the priorities of the leader’s job
Answer
a First team leaders are liaisons with external constituencies These may include upper management other organizational work teams customers or suppliers The leader represents the team to other constituencies secures needed resources clarifies others’ expectations of the team gathers information from the outside and shares that information with team members
b Next team leaders are troubleshooters When the team has problems and asks for assistance team leaders sit in on meetings and try to help resolve the problems Troubleshooting rarely involves technical or operational issues because the team members typically know more about the tasks being done than does the team leader The leader is most likely to contribute by asking penetrating questions helping the team talk through problems and getting needed resources to tackle problems
c Third team leaders are conflict managers When disagreements arise they help process the conflict They help identify issues such as the source of the conflict who’s involved the issues the resolution options available and the advantages and disadvantages of each By getting team members to address questions such as these the leader minimizes the disruptive aspects of intrateam conflicts
d Finally team leaders are coaches They clarify expectations and roles teach offer support cheerlead and do whatever else is necessary to help team members keep their work performance levels high
(easy)
CONTEMPORARY ISSUES IN LEADERSHIP
127 In a short essay list and discuss five sources in which leader power has been identified Include specific examples of each source of power to support your answer
Answer
a Legitimate power – represents the power a leader has as a result of his or her position in the organization People in positions of authority are also likely to have reward or coercive power but legitimate power is broader than the power to coerce and reward Because of their legitimate power when school principals bank presidents or army captains ask for something to be done teachers tellers and lieutenants listen and usually comply
b Coercive power – the power that rests on the leader’s ability to punish or control Followers react to this power out of fear of the negative results that might occur if they did not comply As a manager you typically have some coercive power such as being able to suspend or demote employees or to assign them work they find unpleasant or undesirable
c Reward power – the power to give positive benefits or rewards These rewards can be anything that another person values In an organizational context that might include money favorable performance appraisals promotions interesting work assignments friendly colleagues and preferred work shifts
d Expert power – influence that’s based on expertise special skills or knowledge As jobs have become more specialized managers have become increasingly dependent on staff experts to achieve the organization’s goals If an employee has skills knowledge or expertise that’s critical to the operation of a work group that person’s expert power is enhanced For instance in many organizations individuals who have good computer skills and are seen as experts when computer problems arise have the ability influence because of their knowledge and skills—that is they have expert power
e Referent power – the power that arises because of a person’s desirable personal traits Referent power develops out of admiration of another and a desire to be like that person If you admire someone to the point of modeling your behavior and attitudes after him or her that person has referent power over you
(moderate)
128 In a short essay list and discuss six suggestions of how leaders can seek to build trust
Answer
a Practice openness – mistrust comes as much from what people do not know as from what they do know Openness leads to confidence and trust Keep people informed make the criteria on how decisions are made overtly clear explain the rationale for your decisions be candid about problems and fully disclose relevant information
b Be fair – before making decisions or taking actions consider how others will perceive them in terms of objectivity and fairness Give credit where credit is due be objective and impartial in performance appraisals and pay attention to equity perceptions in reward distributions
c Speak your feelings – leaders who convey only hard facts come across as cold distant and uncaring If your share your feelings others will see you as real and human They will know who you are and their respect for you will increase
d Tell the truth – if honesty is critical to credibility you must be perceived as someone who tells the truth People are generally more tolerant of learning something negative than of finding out that their leader lied to them
e Show consistency –Mistrust comes from not knowing what to expect Take the time to think about your values and beliefs Then let them consistently guide your decisions and actions
f Fulfill your promises Trust requires that people believe you are dependable Keep your word Promises made must be promises kept
g Maintain confidences – you trust people whoa re discreet and upon whom you can rely If people make themselves vulnerable by telling you something in confidence they need to feel assured that you won’t discuss it with others or betray that confidence
h Demonstrate competence – develop the admiration and respect of others by demonstrating technical and professional ability Pay particular attention to developing and practicing effective communication negotiation and other interpersonal skills
(moderate)
129 In a short essay define trust and list and discuss the five dimensions that make up the concept of trust
Answer
Trust is identified as the belief in the integrity character and ability of a leader Followers who trust a leader are willing to be vulnerable to the leader’s actions because they are confident that their rights and interests will not be abused The five dimensions that make up the concept of trust are as follows
a Integrity – honesty and truthfulness
b Competence – technical and interpersonal knowledge and skills
c Consistency – reliability predictability and good judgment in handling situations
d Loyalty – willingness to protect a person physically and emotionally
e Openness – willingness to share ideas and information freely
(easy)
MANAGING YOUR CAREER
130 In a short essay list and discuss five suggestions that can be used to improve an individual’s political effectiveness
Answer
a Frame arguments in terms of organizational goals – effective politicking requires camouflaging your selfinterests People whose actions appear to blatantly further their own interests at the expense of the organization are almost universally denounced are likely to lose influence and may even be expelled from the organization
b Develop the right image – know your organization’s culture understand what the organization wants and values from its employees Because the assessment of your performance is not a fully objective process your must pay attention to style as well as substance
c Gain control of organizational resources – the control of scarce and important organizational resources is a source of power Knowledge and expertise are particularly effective resources to control
d Make yourself appear indispensable – if the organization’s key decision makers believe that there is no ready substitute for what you bring to the organization they are likely to go to great lengths to ensure that your desires are satisfied
e Be visible – make your boss and those in power aware of your contributions Routinely highlight your successes in reports have satisfied customers express their satisfaction to your managers be seen at company social functions be active in your professional associations and develop powerful allies who speak positively about your accomplishments
f Develop powerful allies – it helps to have powerful people on your side Cultivate contacts with potentially influential people above you at your own level and at lower organizational levels These allies can provide you with important information that might not otherwise be available
g Avoid tainted members – in every organization there are individuals whose status is questionable Their performance andor loyalty is suspect Keep your distance from such individuals so that your own effectiveness isn’t compromised
h Support your boss – your immediate future is in your boss’s hands Since he or she evaluates your performance try to do whatever is necessary to have your boss on your side Make every effort to help your boss look good and succeed support your boss and find out what criteria will be used to assess your effectiveness Don’t speak negatively of your boss to others and definitely don’t undermine your boss
(moderate)
Chapter 18 – Foundations of Control
TrueFalse
WHAT IS CONTROL
2 Managers should be involved in the control function even if things are going as planned
True (moderate)
3 The three different approaches to designing control systems are cultural domestic and international
False (moderate)
4 Price competition is one mechanism for utilizing market control
True (moderate)
5 Market control uses external market mechanisms to establish standards used in the control system
True (moderate)
6 Bureaucratic control emphasizes governmental regulation
False (moderate)
7 Clan control emphasizes organizational authority
False (moderate)
WHY IS CONTROL IMPORTANT
8 In reality management is an ongoing process and controlling activities provide the critical link back to planning
True (moderate)
9 Standards are created during the organizing process
False (easy)
THE CONTROL PROCESS
10 The control process is a threestep process that includes unfreezing the system changing the system and refreezing the system
False (moderate)
11 The first step in the control process is comparing actual performance against a standard
False (moderate)
12 Personal observation is one method for measuring actual performance
True (easy)
13 What we measure is more critical to the control process than how we measure
True (moderate)
14 The range of variation is the acceptable parameters of variance between actual performance and the ideal
False (moderate)
15 Deviations that exceed the range of variation need the manager's attention
True (easy)
16 Doing nothing is not an acceptable managerial action in the control process
False (moderate)
17 Revising unrealistically high standards is one method of managerial action in the control process
True (moderate)
18 Basic corrective action is correcting an activity at once in order to get performance back on track
False (easy)
19 The control process is essentially a continuous flow between measuring comparing and managerial action
True (moderate)
TYPES OF CONTROL
20 The most desirable type of control is concurrent control
False (moderate)
21 Feedforward control prevents anticipated problems
True (moderate)
22 Concurrent control takes place after an activity has been completed
False (easy)
23 The key to feedback control is taking managerial action before a problem occurs
False (moderate)
24 The best form of concurrent control is direct supervision
True (easy)
25 The most popular type of control relies on feedback
True (easy)
26 Financial statements are an example of concurrent controls
False (moderate)
THINKING CRITICALLY ABOUT ETHICS
27 According to the boxed feature Thinking Critically About Ethics Eric Mckenzie devised a workplace policy for his political consulting company in which employees only had to tell their supervisor about their actions if they took home more than 3 of office supplies in a week
True (moderate)
28 Technologically advanced countries such as the US Japan and Canada tend to use direct control devices
False (moderate)
MANAGING IN AN EBUSINESS WORLD
29 According to the boxed feature Managing in an Ebusiness World duplication of effort is mentioned as a major type of controlling issue that managers in ebusinesses have to deal with
False (moderate)
30 It is estimated that 17 percent of Fortune 1000 companies use monitoring software of some type
True (moderate)
Multiple Choice
A MANAGER’S DILEMMA
31 According to the company profile in A Manager’s Dilemma what is the problem facing Mustafa’s Company
a How to motivate employees
b How to reduce theft in the stores
c How to reduce theft on the company’s website (moderate)
d How to hire more qualified employees
e How to evaluate the competition
WHAT IS CONTROL
32 What managers should be involved in the control process
a upper management
b middle managers
c systems managers
d firstline managers
e all managers (moderate)
33 Which of the following terms is associated with the definition of control
a monitoring (moderate)
b motivation
c communication
d high tech
e personality
34 In the control process to what factor is actual performance compared in order to properly assess the situation
a last year's performance
b competitors' outcomes
c desired standards (moderate)
d last month's efforts
e management opinion
35 The ultimate criterion to determine the control system effectiveness is how well it facilitates ______________
a management desires
b organizational goals (moderate)
c employee satisfaction
d increased market share
e lowering production defects
36 Would different organizations such as IBM Chevrolet and Pizza Hut have different control systems
a All organizations utilize a traditional control system design
b All organizations must have their own unique control system
c All organizations probably would not have the same control system (difficult)
d Organizations function with one of five different control systems according to William Ouchi
e Organizations in similar industries all use the same type of control system
37 According to the text which of the following is NOT mentioned as one of the three different approaches to designing control systems
a market
b domestic (easy)
c bureaucratic
d clan
38 ______________ control is an approach that emphasizes the use of external mechanisms such as price competition and market share to establish standards
a Market (moderate)
b Traditional
c Bureaucratic
d Strategic
e Clan
39 What type of control system is typically used when a firm's services or products are clearly specific and distinct
a bureaucratic
b strategic
c market (moderate)
d clan
e traditional
40 In the ______________ control system company divisions are turned into corporate profit centers for evaluation
a market (moderate)
b clan
c traditional
d bureaucratic
e strategic
41 Which of Ouchi's control systems is used in an organization by emphasizing organizational authority
a clan
b strategic
c market
d bureaucratic (easy)
e traditional
42 What type of organizational control system relies on regulations procedures and policies
a strategic
b bureaucratic (easy)
c traditional
d market
e clan
43 Standardization of activities welldefined job descriptions and budgets would be sources depended on by what type of organizational control system
a bureaucratic (moderate)
b strategic
c clan
d traditional
e market
44 According to your text which of the following organizations provides a good example of a bureaucratic control system
a McDonald's
b Pizza Hut
c British Petroleum Amoco (easy)
d Hewlett Packard
e Ford Motor Company
45 What type of organizational control system is regulated by norms
a clan (moderate)
b traditional
c market
d strategic
e bureaucratic
46 You would likely find an employee of the month bonus plan under what type of organizational control system
a market
b traditional
c clan (difficult)
d strategic
e bureaucratic
47 Which of the organizational control systems is heavily dependent on the individual group and the use of teams
a strategic
b clan (moderate)
c bureaucratic
d traditional
e market
WHY IS CONTROL IMPORTANT
48 Of the following which is NOT a reason why control systems are important
a creation of organizational structure
b facilitation and achievement of goals
c employees can be directed
d goals can be guaranteed (moderate)
e employees can be motivated
49 Controls provide a critical link back to what organizational function
a employee selection
b planning (difficult)
c organizational culture
d manufacturing design
e directing
THE CONTROL PROCESS
50 In the control process which step follows measuring actual performance
a establishing standards
b obtaining employee input to performance gaps
c comparing actual performance against a standard (moderate)
d logging actual performance
e checking performance measurement for reliability
51 What is the final step in the control process
a adjusting measurement standards
b rewardingpunishing employee performance
c benchmarking standards with a competitor
d taking managerial action (moderate)
e reengineering the process
52 Standards are created during the ______________ process
a controlling
b leading
c organizing
d measuring
e planning (moderate)
53 According to the text which of the following is the first step in control
a measuring actual performance (moderate)
b changing the standard
c taking managerial action
d comparing actual against the standard
54 Of the following which is NOT a common source of information used by managers to measure performance
a personal observation
b oral reports
c standardized tests (moderate)
d statistical reports
e written reports
55 To get firsthand intimate knowledge of actual work activities managers might use ______________
a personal observation (easy)
b statistical reports
c oral reports
d written reports
56 What source of information used to measure performance provides information that is not filtered through others
a statistical reports
b personal observation (moderate)
c standardized tests
d written reports
e oral reports
57 ______________ is a control technique in which the manager is out in the work area interacting directly with employees and exchanging information
a Management by walking around (moderate)
b Management by objectives
c Leadership by example
d Feedforward control
e Feedback control
58 Facial expression tone of voice and the ability to read between the lines are best provided by what source of information
a oral reports
b standardized tests
c written reports
d statistical reports
e personal observation (easy)
59 According to the text in a time when quantitative information suggests objectivity ______________ is often considered an inferior information source
a oral reports
b standardized tests
c written reports
d statistical reports
e personal observation (easy)
60 What informational source used to measure performance has the disadvantages of being subject to personal bias and consuming a lot of time
a standardized tests
b statistical reports
c personal observation (moderate)
d written reports
e oral reports
61 What type of information source used to measure performance may be construed by employees as obtrusive and may lead to feelings of mistrust
a personal observation (easy)
b written reports
c oral reports
d statistical reports
e standardized tests
62 The widespread use of computers has led managers to rely increasingly on ______________ for measuring actual performance
a oral reports
b standardized tests
c written reports
d statistical reports (moderate)
e personal observation
63 ______________ is (are) an effective information source for showing relationships but may ignore subjective factors
a Oral reports
b Personal observation
c Standardized tests (moderate)
d Written reports
e Statistical reports
64 Which of the following is the best way to keep tabs on work performance in organizations where employees work in a virtual environment
a Oral reports (moderate)
b Personal observation
c Standardized tests
d Written reports
e Statistical reports
65 What type of information source allows for feedback is fast but historically has a problem of being unable to document information for later reference
a oral reports (moderate)
b written reports
c statistical reports
d personal observation
e standardized tests
66 ______________ is (are) considered slow easy to file and reference and provide greater comprehensiveness and conciseness than oral reports
a Personal observation
b Standardized tests
c Statistical reports
d Written reports (easy)
e Wordofmouth reports
67 Which of the following is an accurate statement concerning utilization of different sources of information for performance measurement
a In combination personal observation and written reports are considered superior to other methods
b Statistical reports are the single most effective method
c Managers should use as many as three different methods when possible
d Managers should use all four methods if possible (moderate)
e It is not advised to utilize oral reports and personal observation as dual methods
68 Regarding the control process what is measured is ______________ than how we measure it
a less important
b equally important
c much less important
d more important (easy)
e five times more important
69 Which of the following is NOT an example of what can be measured in the control process
a turnover
b personal observation (moderate)
c absenteeism
d defects
e employee satisfaction
70 In the control process when a manager cannot find an objective and measurable performance indicator heshe should ______________
a not measure the factor
b use the most appropriate objective indicator
c use a subjective indicator (difficult)
d use an objective indicator but measure it several times to ensure reliability
e ignore the control function all together
71 The ______________ step determines the degree of variation between actual performance and the standard
a directing
b comparing (moderate)
c reliability
d validity
e objective
72 Range of variation is a concept that is important in what management function
a controlling (difficult)
b leading
c planning
d organizing
e structuring
73 The third and final step in the control process is ______________
a measuring actual performance
b changing the standard
c taking managerial action (moderate)
d comparing actual against the standard
74 In the control process changing strategy is an example of what course of action
a do nothing
b following competitors
c correcting actual performance (moderate)
d changing standards
e determining standards
75 In the control process what type of corrective action asks questions of why and how performance has deviated
a immediate corrective action
b cognitive corrective action
c strategic corrective action
d planned corrective action
e basic corrective action (moderate)
76 In the control process constantly putting out fires relates to what type of corrective action
a planned corrective action
b strategic corrective action
c cognitive corrective action
d immediate corrective action
e basic corrective action (moderate)
77 In the control process if Cool Ranch flavored Doritos chips are consistently selling more than was predicted what type of managerial action would be warranted
a immediate corrective action
b revise the standard (difficult)
c basic corrective action
d increase the range of variation
e decrease the range of variation
78 In the control process if employees are constantly not meeting their sales quotas what managerial action may be warranted
a fire the employees
b retrain the employees but never lower the standard
c lower the standard (moderate)
d take immediate corrective action
e increase the range of variation
79 Which of the following is NOT true concerning the control process
a Standards evolve out of objectives
b Doing nothing is an acceptable management course of action
c Revising the standard may be necessary when product demand changes
d When standards are not met attacking the standard is typically the first employee reaction
e The control process is a linear flow (moderate)
TYPES OF CONTROL
80 Which of the following is NOT mentioned in the text as a type of control
a cross sectional control (moderate)
b feedforward control
c concurrent control
d feedback control
81 What type of control prevents anticipated problems
a feedback control
b projected control
c feedforward control (moderate)
d definitional control
e concurrent control
82 Changing the oil and filter on your car every 3000 miles is an example of what kind of control
a concurrent control
b feedforward control (moderate)
c definitional control
d feedback control
e projected control
83 Which of the following types of control prevents anticipated problems since it takes place in advance of the actual activity
a definitional control
b projected control
c concurrent control
d feedback control
e feedforward control (moderate)
84 What type of control is most desirable
a definitional control
b projected control
c concurrent control
d feedback control
e feedforward control (moderate)
85 What type of control is concerned with input
a feedback control
b projected control
c definitional control
d feedforward control (moderate)
e concurrent control
86 What type of control takes place while the activity is in progress such as direct supervision
a feedforward control
b concurrent control (moderate)
c definitional control
d feedback control
e projected control
87 What type of control can prevent ongoing problem situations from becoming too costly
a concurrent control (moderate)
b definitional control
c feedforward control
d feedback control
e projected control
88 According to the text the bestknown form of ______________ is direct supervision
a definitional control
b projected control
c concurrent control (moderate)
d feedback control
e feedforward control
89 What type of control is most popular
a feedforward control
b feedback control (moderate)
c projected control
d concurrent control
e definitional control
90 The major drawback of ______________ is that by the time the manager has the information the problems have already occurred leading to waste or damage
a definitional control
b projected control
c concurrent control (moderate)
d feedback control
e feedforward control
91 Financial statements are an example of what type of control
a concurrent control
b definitional control
c feedback control (moderate)
d projected control
e feedforward control
THINKING CRITICALLY ABOUT ETHICS
92 According to the boxed feature Thinking Critically About Ethics Eric McKenzie devised a workplace policy that employees only have to tell their supervisors about their actions if they take home more than ______________ of office supplies in a week
a 3 (moderate)
b 23
c 53
d 73
e 103
93 What type of control provides information on planning effort effectiveness and can enhance employee motivation
a concurrent control
b definitional control
c feedforward control
d feedback control (moderate)
e projected control
94 What control system quality reflects whether the system is reliable and produces valid data
a timeliness
b accuracy (easy)
c understandability
d flexibility
e multiple criteria
95 If a control system can change as the times and conditions of the organization change it would be considered a(n) ______________ control system
a accurate
b understandable
c flexible (moderate)
d strategic
e corrective
96 If an organization placed a control on maintenance costs that is 01 percent of operating costs but did not place a control on cost of raw goods that is 30 percent of costs they would be failing on what quality of an effective control system
a flexibility
b economy
c accuracy
d reasonable criteria
e strategic placement (difficult)
97 ______________ must be used as a characteristic in a control system because managers cannot control all activities
a Responsible criteria
b Multiple criteria
c Emphasis on the exception (moderate)
d Accuracy
e Understandability
98 Ifthen guidelines are part of what quality of an effective control system
a corrective action (moderate)
b strategic placement
c accuracy
d economy
e flexibility
99 According to the text which of the following is NOT mentioned as a contingency factor that will affect the design of an organization’s control system
a The location of the organization (moderate)
b The size of the organization
c One’s position and level in the organizational hierarchy
d Level in hierarchy
e Importance of an activity
100 Which of the following is true about adjusting controls for national differences
a The control process should be identical across all organizational geographic areas
b All cultures tend to respond similarly to control systems
c Managers of foreign operations tend to be less closely controlled by the home office
d Technologically advanced nations tend to use indirect control devices (difficult)
e Less technologically advanced nations tend to be highly decentralized
MANAGING IN AN EBUSINESS WORLD
101 According to the boxed feature Managing in an Ebusiness World which of the following is NOT mentioned as important controlling issue that managers in ebusinesses have to deal with
a duplication of effort
b distractions at work (moderate)
c employee motivation
d employee absenteeism
102 According to the text it is estimated that ___________ of all companies use monitoring software of some type
a 25 percent
b 37 percent
c 45 percent (moderate)
d 57 percent
e 75 percent
103 Which of the following forms of electronic monitoring is the most commonly used among employers
a store and review employee email messages
b store and review computer files
c track telephone calls (moderate)
d log computer time and keystrokes entered
e record and review telephone conversations
104 All of the following are considered examples of concurrent control measures used for deterring or reducing employee theft or fraud EXCEPT
a involving employees in writing policies (moderate)
b use video surveillance equipment if conditions warrant
c install lockout options on computers telephones and email
d use corporate hotlines for reporting incidences
e set a good example
105 Which of the following control measures for deterring or reducing workplace violence is considered a feedback control measure
a careful prehiring screening
b never ignore threats
c clearly communicate policies to employees
d review company policies and change if necessary
e be a good role model in how you treat others
Scenarios and Questions
Types of Control (Scenario)
Sliders Ice Cream in order to be successful had to have polite effective customer relations While they knew their product was good the relationships their employees built with the customers would result in repeat customers In order to do this they tried several options First they implemented a customer suggestion box and provided customers with cards asking them for their opinions of the service they had received They also tried having managers closely observe their employees' behavior and provide suggestion to employees on how to best handle difficult situations Finally they decided to implement a training program during new employee orientation And they had considered installing hidden cameras to observe employee behavior while management was not around but in the end decided against it
115 The customer suggestion and comment cards are considered a form of ______________ control
a concurrent
b feedback (moderate)
c anticipatory
d covert
e feedforward
116 The training program Sliders implemented is considered a form of ______________ control
a concurrent
b feedback
c anticipatory
d covert
e feedforward (moderate)
117 Having management observe and correct employee behavior when it happens is a form of ______________ control
a concurrent (moderate)
b feedback
c anticipatory
d covert
e feedforward
Essay Questions
121 In a short essay define control and list and discuss the three different approaches to designing control systems
Answer
Control is the process of monitoring activities to ensure that they are being accomplished as planned and or correcting any significant deviations An effective control system ensures that activities are completed in ways that lead to the attainment of the organization’s goals The criterion that determines the effectiveness of a control system is how well it facilitates goal achievement The more it helps managers achieve their organization’s goals the better the control system
The three different approaches to designing control systems are
a Market control an approach to control that emphasizes the use of external mechanisms such as price competition and relative market share to establish the standards used in the control system This approach is typically used by organizations in which the firm’s products or services are clearly specified and distinct and where there’s considerable marketplace competition
b Bureaucratic control emphasizes organizational authority and relies on administrative rules regulations procedures and policies This type of control depends on standardization of activities welldefined job descriptions and other administrative mechanisms such as budgets to ensure that employees exhibit appropriate behaviors and meet performance standards
c Clan control employee behaviors are regulated by the shared values norms traditions rituals beliefs and other aspects of the organization’s culture Whereas bureaucratic control is based on strict hierarchical mechanisms clan control is dependent on the individual and the group (or clan) to identify appropriate and expected behaviors and performance measures
(difficult)
123 In a short essay list and discuss the three separate and distinct steps in the control process
Answer
a Measuring – to determine what actual performance is a manager must acquire information about it The first step in control then is measuring Most jobs and activities can be expressed in tangible and measurable terms When a performance indicator can’t be stated in quantifiable terms managers should look for and use subjective measures Of course any analysis or decisions based on subjective criteria should recognize the limitations of such information
b Comparing – this step determines the degree of variation between actual performance and the standard Some variation in performance can be expected in all activities It is critical therefore to determine the acceptable range of variation Deviations that exceed this range become significant and need the manager’s attention In the comparison stage managers are particularly concerned with the size and direction of the variation
c Taking managerial action – the third and final step in the control process is taking managerial action Managers can choose among three possible courses of action they can do nothing they can correct the actual performance or they can revise the standards If the source of the performance variation is unsatisfactory work the manager will want to take corrective action It’s also possible that the variance was a result of an unrealistic standard In such cases it’s the standard that needs corrective attention not the performance
(moderate)
126 In a short essay define and discuss feedforward concurrent and feedback controls Include a specific example of each to support your answer
Answer
a Feedforward control – the most desirable type of control that prevents anticipated problems since it takes place in advance of the actual activity It is future directed For example when McDonald’s opened its first restaurant in Moscow it sent company quality control experts to help Russian farmers learn techniques for growing highquality potatoes and baker to learn processes for baking highquality breads McDonald’s implemented these steps because the company strongly emphasizes product quality no matter the geographical location The key to feedforward controls is taking managerial action before a problem occurs
b Concurrent control – takes place while an activity is in progress When control is enacted while the work is being performed management can correct problems before they become too costly The bestknown form of concurrent control is direct supervision When a manager directly oversees the actions of employees the manager can concurrently monitor their actions and correct problems as they occur Problems can usually be addressed before much resource waste or damage has been done Many organizational quality programs rely on concurrent controls to inform workers if their work output is of sufficient quality to meet standards
c Feedback control – the most popular type of control relies on feedback The control takes place after the activity is done Feedback that indicates little variance between standard and actual performance is evidence that the planning was generally on target If the deviation is significant a manager can use that information when formulating new plans to make them more effective Feedback control can also enhance employee motivation People want information on how well they have performed Feedback control provides that information
(difficult)
文档香网(httpswwwxiangdangnet)户传
《香当网》用户分享的内容，不代表《香当网》观点或立场，请自行判断内容的真实性和可靠性！
该内容是文档的文本内容，更好的格式请下载文档
