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Q:
Gabrielle is the West Coast manager of Umbrellas Are Us. Other managers are in charge of the East Coast, South, and Central divisions. Her brother, Ryan is a marketing manager who enjoys watching sports with the finance and operations managers from his company. Gabrielle most likely works in a company with a ______ structure; while Ryan most likely works in a company with a ______ structure
A. goegraphic; functional
B. product, functional
C. geographic; product
D. product; client-based
E. client-based, geographic
Q:
The four most frequently used stress-reduction techniques are muscle relaxation, biofeedback, meditation, and cognitive restructuring.
Q:
Research indicates that Type A employees are more productive than Type B co-workers.
Q:
(p. 500) The biggest weakness of a functional structure is that:
A. it is not efficient when the organization as a whole has a relatively narrow focus.
B. it is not efficient when the organization has fewer product lines or services.
C. it cannot operate efficiently in a stable environment.
D. employees don't communicate as well across functions as they do within functions.
E. it decreases efficiency due to a high degree of work specialization.
Q:
Hardiness represents a collection of personality characteristics including commitment, locus of control, and challenge.
Q:
(p. 500) Which of the following statements is true about functional organization structure?
A. Small companies experiencing rapid growth are the only organizations to benefit from a functional structure.
B. One of the main disadvantages of the functional structure is the lack of work specialization.
C. Functional structures are extremely efficient when the organization as a whole has a relatively wide focus.
D. One of the main advantages of the functional structure is that it encourages communication across functions.
E. Functional structures are extremely efficient when the organization has fewer product lines or services.
Q:
Control strategy consists of using methods such as relaxation, meditation, medication, or exercise to manage the symptoms of occupational stress.
Q:
(p. 500) At Light Body Warmer Manufacturing, employees are grouped according to their expertise in an area. All marketing employees are in one department, all finance employees are grouped in another department and similarly, all human resources and manufacturing employees are in their respective departments. Which of the following structures does Light Body Warmer Manufacturing use?
A. Client-based
B. Product
C. Geographic
D. Functional
E. Simple
Q:
A secondary appraisal occurs only in response to a stressful primary appraisal and results in categorizing a situation or stressor as irrelevant, positive, or stressful.
Q:
(p. 500) The most basic bureaucratic structure is the _____ structure.
A. client-based
B. matrix
C. organic
D. functional
E. simple
Q:
Stressors are environmental factors that produce stress.
Q:
(p. 500) A bureaucratic structure is an organizational form that exhibits many of the facets of the _____ organization.
A. simple
B. global
C. adaptive
D. organic
E. mechanistic
Q:
(p. 499) A _____ structure is a flat organization with one person as the central decision-making figure.
A. functional
B. product
C. client-based
D. simple
E. matrix
Q:
Stress is something that should be avoided at all costs and efforts need to be directed at somehow escaping it altogether.
Q:
(p. 499) A _____ structure makes perfect sense for a small organization, because employees can come and go with no major ripple effects on the organization.
A. bureaucratic
B. matrix
C. multi-divisional
D. simple
E. geo-demographic
Q:
Both positive and negative events can cause an identical stress response.
Q:
(p. 499) What is the primary reason for simple structures being perhaps the most common form of organizational design?
A. There are more small organizations than large ones.
B. Employees can come and go with no major ripple effects on the organization.
C. Changes in specialization lead to less confusion about how exactly employees are supposed to do their jobs.
D. Employees feel less emotionally attached to the firm.
E. Approval for decisions need not be authorized at every step of the hierarchy.
Q:
Stress that is positive or produces a positive outcome is referred to as eustress.
Q:
(p. 499) _____ structures are perhaps the most common form of organizational design.
A. Simple
B. Functional
C. Client-based
D. Product
E. Matrix
Q:
Stress can only have negative consequences.
Q:
(p. 499) As organizations become larger, they tend to become more _____ in nature.
A. simple
B. cultural
C. mechanistic
D. organic
E. flat
Q:
Stress triggers the fight-or-flight response.
Q:
(p. 498) The method by which an organization transforms its inputs into outputs refers to its:
A. structure.
B. technology.
C. specialization.
D. quality.
E. projects.
Q:
Negotiation + agreement is the recommended approach for overcoming resistance to change when people are resisting because of adjustment problems.
Q:
A firm's environment consists of many elements. Which of the following is not an element in a firm's environment?
A. Decentralization
B. Customers
C. Suppliers
D. Distributers
E. Owners
Q:
A drawback to the manipulation + co-optation approach to overcoming resistance to change is that it can be very time consuming.
Q:
(p. 498) Homely Furniture is a custom manufacturer of hand-crafted furniture. The company has 94 locations throughout the country and relies on decentralized decision making to meet the needs of the dynamic environment and customer needs. Which of the following approaches to organizational design may be appropriate for Homely Furniture?
A. Simple
B. Global
C. Mechanistic
D. Organic
E. Matrix
Q:
Managers should not assume that people are consciously resisting change when they are trying to implement change.
Q:
(p. 497) TP Pencils is the low-cost producer of one type of standard pencils. Given that it operates in a fairly stable environment, the company focuses on making its product as efficiently as possible. Which of the following approaches to organizational design may be appropriate for TP Pencils?
A. Multi-divisional
B. Global
C. Mechanistic
D. Matrix
E. Organic
Q:
Resilience is reduced when change agents and recipients have a positive, trusting relationship.
Q:
(p. 497-498) Which of the following statements about companies that adopt a differentiation strategy is true?
A. They believe that people will pay more for a product that is unique in some way.
B. Their focus is on being as efficient as they can be.
C. They rely on selling products at the lowest possible cost.
D. They are more likely to take a mechanistic approach to organizational design.
E. They concentrate on developing large quantities of the same product there by providing cost advantages to their customers.
Q:
(p. 497) Which of the following statements about a low-cost producer strategy is true?
A. They believe that people will pay more for a product that is unique in some way.
B. They rely on selling products at the lowest possible cost.
C. They often hinge on adjusting to changing environments quickly.
D. Such companies are more likely to take an organic approach to organizational design.
E. They focus on supplying high quality differentiated products to customers.
Q:
Personality conflicts are one reason employees resist change.
Q:
(p. 497) Which of the following describes an organization's objectives and goals and how it tries to capitalize on its assets to make money?
A. Organizational structure
B. Company technology
C. Business environment
D. Company strategy
E. Organizational chart
Q:
Resistance is a function of the change agent's perceptions of why employees are behaving the way they are in the face of organizational change.
Q:
Resilience to change is a composite personal characteristic reflecting low self-esteem, pessimism, and an external locus of control.
Q:
(p. 497) Which of the following statements about an organization in a dynamic business environment is true?
A. It does not change frequently.
B. It allows organizations to primarily focus on efficiency.
C. It requires organizations to have structures that are more rigid.
D. It requires little change over time.
E. It requires organizations to have structures that are more adaptive.
Q:
(p. 497) Which of the following is one of the biggest factors of an environment's effect on structure that allows organizations to focus on efficiency?
A. Whether the outside environment is stable or dynamic
B. Whether the external culture clashes with intrinsic values
C. Whether the internal environment is stable or dynamic
D. Whether the competitor's structure matches industry needs
E. Whether the supplier's culture matches with the company
Q:
An individual's predisposition toward change is an outgrowth of how one learns to handle change and ambiguity as a child.
Q:
Resistance to change is an emotional/behavioral response to real or imagined threats to an established work routine.
Q:
(p. 497) The process of creating, selecting, or changing the structure of an organization refers to:
A. formalization.
B. organizational design.
C. specialization.
D. span of control.
E. work differentiation.
Q:
Organizational change is more likely to succeed when top management is truly committed to the change process and the desired goals of the change program.
Q:
(p. 495) Of the following, which is a characteristic of an organic organization?
A. Employees know exactly whom they report to.
B. Employees are not encouraged to make decisions without their manager's consent.
C. Information is passed through vertical communication between an employee and his/her supervisor.
D. There are very clear lines of authority.
E. Employees are encouraged to develop knowledge and expertise outside of their specialization.
Q:
Change programs are more successful when they are geared toward meeting long-term results rather than short-term results.
Q:
(p. 495) Which of the following is a characteristic of a mechanistic organization?
A. Employees are given a very narrow view of the tasks they are to perform.
B. Employees think more broadly in terms of where their responsibilities lie.
C. Employees are encouraged to make their own decisions when appropriate.
D. Employees are encouraged to develop knowledge outside of their specialization.
E. Lateral communication is encouraged.
Q:
(p. 495) Which of the following signifies the structure that organic organizations rely on? A. High levels of formalization B. A rigid and hierarchical chain of command C. High degree of work specialization D. Weak chains of command E. Centralization of decision making
Q:
Organization development consists of planned efforts to help persons work and live together more effectively, over time, in their organizations.
Q:
(p. 495) _____ organizations are flexible, adaptive, outward-focused organizations that thrive in dynamic environments.
A. Mechanistic
B. Centralized
C. Hierarchical
D. Matrix
E. Organic
Q:
Organization development does not entail a structured sequence as proposed by Lewin and Kotter, but it does possess the same diagnostic focus associated with the systems model of change.
Q:
(p. 495) Which of the following statements is true?
A. Wide spans of control tend to be associated with centralized decision making.
B. Narrow spans of control tend to be associated with decentralized decision making.
C. A high level of work specialization tends to bring about a high level of work formalization.
D. Mechanistic organizations are typified by a structure that relies on low levels of work formalization.
E. Organic organizations are typified by a structure that relies on high degrees of work specialization.
Q:
Kotter's research reveals that because managers most often make mistakes at the end, it is ineffective to skip steps.
Q:
Like the systems model of change, Kotter's eight-step process for leading organizational change is diagnostic in orientation.
Q:
(p. 495) Which of the following is associated with decentralization in decision making?
A. Moderate spans of control
B. Tall spans of control
C. Wide spans of control
D. Narrow spans of control
E. Flat spans of control
Q:
(p. 494) In Grand Stand Organization, a furniture manufacturing company, the arrival and departure times to and from work are specified to the minute, with time clocks used to control deviant behavior. It can be said that the company is high in:
A. formalization.
B. centralization.
C. decentralization.
D. work differentiation.
E. division of labor.
Q:
According to research by John Kotter, organizational change typically fails because senior management makes a host of implementation errors.
Q:
(p. 495) Which of the following is a necessary coordination mechanism that organizations rely on, to get a standardized product or deliver a standardized service?
A. Formalization
B. Centralization
C. Span of control
D. Chain of command
E. Work specialization
Q:
The systems model of change is helpful as a diagnostic framework to determine the causes of an organizational problem and to propose solutions.
Q:
(p. 494) Which of the following refers to the degree to which rules and procedures are used to standardize behaviors and decisions in an organization?
A. Chain of command
B. Formalization
C. Centralization
D. Work specialization
E. Span of control
Q:
Change efforts are more complicated and difficult at the individual level than at the organizational level.
Q:
(p. 494) If decision making is pushed down to lower-level employees, and these employees feel empowered to make decisions on their own, an organization has a _____ structure.
A. flat
B. decentralized
C. wide
D. narrow
E. centralized
Q:
According to Lewin's Change Model, there are four targeted elements of change: organizational arrangements, social factors, methods, and people.
Q:
(p. 494) Ross and Tony, father and son, opened a large boutique named Tradus in Chicago. The father and son, being the owners of the business concern, decide about the important matters and all the rest of the functions like product, finance, marketing, and personnel are carried out by the department heads who have to act as per the instruction and orders of both of them. Which of the following is true about Tradus?
A. It has a very tall organizational structure.
B. It has a centralized system of decision making.
C. It has a matrix organizational structure.
D. The degree of formalization is very low in the organization.
E. It has a narrow span of control.
Q:
(p. 494) _____ reflects where decisions are formally made in organizations.
A. The chain of command
B. Formalization
C. Centralization
D. Work specialization
E. The span of control
Q:
All organizational changes need not be consistent with an organization's strategic mission statement and strategic plan.
Q:
When you graph the relationship between performance and span of control, the resulting diagram shows ______.
A. an "arch" shape
B. a "U' shape
C. a straight horizontal line
D. a straight vertical line
E. a diagonal line sloping up to the right
Q:
According to the systems model of change, any change, no matter how large or small, has a cascading effect throughout an organization.
Q:
(p. 493) A _____ span of control creates a _____ organization structure.
A. wide; flat
B. tall; flat
C. moderate; narrow
D. narrow; flat
E. flat; moderate
Q:
In Lewin's change model, the goal of the changing stage is to support and reinforce the change
Q:
(p. 493) At Cool Clothes, Inc., there is a total focus on providing care and satisfaction to each customer. In the major clients' division, each manager is assigned three employees to supervise, whereas in the product assembly division, each manager supervises about 15 employees. The major clients' division managers can be described as having _____ as opposed to _____ for the product assembly division managers.
A. a narrow span of control; a wide span of control
B. tall formalization; flat formalization
C. narrow centralization; tall centralization
D. a wide span of control; a narrow span of control
E. flat formalization; tall formalization
Q:
In Lewin's change model, the changing stage involves providing employees with new information, new behavioral models, or new ways of looking at things.
Q:
(p. 493) The more people under the control of one manager, the _____.
A. greater the decentralization
B. wider the span of control
C. taller the organizational structure
D. shorter the chain of command
E. greater the work specialization
Q:
Benchmarking is a process by which a company compares its performance with that of high-performing organizations.
Q:
In Lewin's change model, the unfreezing stage involves providing employees with new information, new behavioral models, or new ways of looking at things.
Q:
(p. 493) Span of control:
A. is the degree to which tasks in an organization are divided into separate jobs.
B. answers the question of "who reports to whom?" and signifies formal authority relationships.
C. refers to where decisions are formally made in organizations.
D. refers to the number of employees each manager is responsible for in the organization.
E. is the degree to which rules and procedures are used to standardize behaviors and decisions in an organization.
Q:
Among the three types of organizational change, resistance is greatest to innovative change.
Q:
Melissa is describing her company's organizational structure. Which of the following terms and concepts wouldn't she use in her description?
A. cultural design
B. work specialization
C. span of control
D. chain of command
E. centralization
Q:
Among the three types of change, innovative change is highest in complexity, cost, and uncertainty.
Q:
(p. 492) Which element of the organizational structure signifies formal authority relationships?
A. Chain of command
B. Formalization
C. Centralization
D. Work specialization
E. Span of control
Q:
Among the three types of change, adaptive change is lowest in complexity, cost, and uncertainty.
Q:
(p. 492) The degree to which a job requires a number of different activities involving a number of different skills and talents is referred to as:
A. task identity.
B. variety.
C. task significance.
D. autonomy.
E. feedback.