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Q:
(p. 491) As companies grow larger, their organizational charts get simpler.
Q:
A(n) ______ actively attempts to infuse the organization with new ideas and information by scanning the external environment and hiring new talent.
A. learning organization
B. traditional organization
C. legacy organization
D. closed system
E. downsized system
Q:
(p. 490) Organizational structure does not influence employee attitudes and behavior.
Q:
A(n) _____ represents group members' shared, organized understanding and mental representation of knowledge about key elements of the group's relevant environment.
A. transactive memory system
B. team mental model
C. mental performance measurement
D. organizational design
E. systemic structure
Q:
An organization that proactively creates, acquires, and transfers knowledge and that changes its behavior on the basis of new knowledge and insights is known as a:
A. learning organization.
B. downsized system.
C. legacy organization.
D. closed system.
E. traditional organization.
Q:
(p. 507) What steps can an organization take to reduce the negative effects of restructuring efforts on employees? Explain.
Q:
A _____ is a group of people working together to collectively enhance their capacities to create results that they truly care about.
A. closed system
B. legacy organization
C. downsized system
D. traditional organization
E. learning organization
Q:
(p. 502-503) Define a matrix structure. Identify one strength and one weakness of such a structure from an employee's viewpoint.
Q:
(p. 500-502) Using diagrams, describe the three multi-divisional structures.
Q:
An open system is:
A. a self-sufficient entity.
B. rarely capable of adaptation and growth.
C. seldom capable of self-correction.
D. dependent on the environment for survival.
E. characterized as a well-oiled machine.
Q:
A closed system is:
A. based on the concept of homeostasis.
B. capable of self-correction.
C. a self-sufficient entity.
D. able to adapt and grow.
E. dependent on the environment.
Q:
(p. 500-501) Differentiate between functional and multi-divisional structures. Provide a diagram of each.
Q:
(p. 497-499) Briefly describe the factors that influence the process of organizational design.
Q:
Which of the following is true regarding line and staff positions?
A. Staff personnel occupy formal decision-making positions within the chain of command.
B. Line personnel are responsible for supplying background research to the staff personnel.
C. On an organizational chart, generally, line positions are connected by dotted lines.
D. On an organizational chart, generally, staff positions are indicated by solid lines.
E. The president and executive directors of a company are examples of line managers.
Q:
(p. 497) What affect do stable and dynamic environments have on organizational structure?
Q:
Which of the following is true of spans of control?
A. Wider spans of control complement today's trend toward greater worker autonomy.
B. Organizational theorists agree that the ideal span of control is 10.
C. The narrower the span of control, the lesser the supervision.
D. The narrower the span of control, the lower the administrative costs.
E. The narrower the span of control, the greater the employee participation.
Q:
(p. 495) Differentiate between mechanistic and organic structures.
Q:
Adam is a new product development manager for Hello.com, an Internet match-making service. He has only two employees reporting directly to him. From what you have read about organization charts, what do you know for sure?
A. His subordinates enjoy greater autonomy than others.
B. His subordinates take part in the decision-making process.
C. He has a narrow span of control.
D. His subordinates are not closely supervised.
E. He is encountering low administrative costs.
Q:
Historically, spans of control of _____ were considered best.
A. 25 to 30
B. 30 to 35
C. 7 to 10
D. 15 to 20
E. 20 to 25
Q:
(p. 493-494) Distinguish between tall and flat organizational structures and state at least two disadvantages of tall organizational structures.
Q:
_____ refers to the number of people reporting directly to a given manager.
A. Absorptive capacity
B. Cognitive complexity
C. Locus of control
D. Natural authority
E. Span of control
Q:
(p. 493) Define span of control. Describe the relationship between a span of control and organizational performance.
Q:
(p. 491-492) State at least two advantages and disadvantages of work specialization.
Q:
An organization chart reveals an organization's:
A. line and staff positions.
B. suppliers.
C. customers.
D. relationship with the environment.
E. economic efficiency criteria.
Q:
(p. 490-491) Define organizational structure. What is an organizational chart and how does it impact an organization?
Q:
An organization chart is:
A. a method in which new members of an organization are integrated into the organizational culture.
B. the illustration of how an organization mobilizes and sustains the process of change required to execute strategy.
C. a graphic representation of formal authority and division of labor relationships.
D. the diagram depicting the alignment of structure, process, and talent with the strategy of the business.
E. a map of a company's functions and the ways people organize themselves to help managers see competitive opportunities.
Q:
Place the following leadership styles in order from most to least effective. Number one should be the most effective style and number five should be the least effective style. ___ Transactional -- active management-by-exception ___ Transactional -- contingent reward ___ Transactional -- pasive management-by-exception ___ Transformational ___ Laissez-faire
Q:
According to the unity of command principle:A. managers should have a narrow span of control.B. each employee should report to only one manager.C. staff positions should outnumber line positions.D. the bureaucracy is the ideal organizational structure.E. every organization should have an organization chart.
Q:
There are many employee-centered measures of leader effectiveness. Some are focused on the leader's effectiveness within the unit; others focus on the leader's effectiveness within specific dyads. Which of the following represent dyad-focused measures of leader effectiveness? (Check all that apply.) __ I have enough confidence in my supervisor to defend and justify his/her decisions when he/she is not present to do so. __ My working relationship with my7 supervisor is extremely effective. __ My supervisor is effective in meeting our job-related needs. __ My supervisor heightens out desire to succeed. __ My supervisor used methods of leadership that are satisfying.
Q:
(p. 462, 464) What is transformational leadership? Describe the "four I's" of transformational leadership.
Q:
Organization theorists refer to coordination of effort, a common goal, division of labor, and a hierarchy of authority as the organization's:A. value system.B. technical system.C. managerial system.D. structure.E. goal.
Q:
(p. 459, 461) Describe the life cycle theory of leadership.
Q:
The benefits of innovation are less likely to occur if the challenges of innovation and the seeds of innovation are not effectively integrated.
Q:
(p. 458) How did the Ohio state studies differ from the studies conducted at the University of Michigan with respect to the relationship between initiating structure and consideration?
Q:
Innovation can begin and sustain in an organization whose culture rarely supports experimentation.
Q:
(p. 457-458) Differentiate between initiating structure and consideration.
Q:
Innovation is not a static event.
Q:
(p. 455-456) Explain the time-driven model of leadership using the seven factors.
Q:
Innovation is a spur-of-the-moment thing in which an idea is hatched.
Q:
Innovation "is the creation of something new that makes money; it finds a pathway to the consumer."
Q:
(p. 455) Differentiate between consultative style and facilitative style of leader decision- making.
Q:
Excess personnel and tolerance of incompetence leads to organizational decline.
Q:
(p. 454-455) Describe the four leader decision-making styles with examples.
Q:
The internal process approach to assessing the effectiveness of an organization is appropriate when powerful stakeholders can significantly benefit or harm the organization.
Q:
(p. 453) Critically examine the statement: "Leaders are born, not made."
Q:
(p. 451-452) Describe the leader-member exchange theory. Explain the two types of dyads.
Q:
The goal accomplishment approach to assessing the effectiveness of an organization is appropriate when inputs have traceable effects on outputs.
Q:
(p. 450) What are the various ways in which leader effectiveness can be gauged?
Q:
A stakeholder audit enables management to identify all parties significantly impacted by the organization's performance.
Q:
(p. 470) Which of the following reduces the importance of the leader with no beneficial impact on performance?
A. Substitutes
B. Transactions
C. Training programs
D. Neutralizers
E. Enhancers
Q:
Generally, an organization's strategic constituencies have similar interests.
Q:
The organizational effectiveness criterion of internal processes measures how effective an organization is in acquiring necessary factors of production such as raw materials, labor, or capital.
Q:
(p. 470) _____ reduce the importance of the leader while simultaneously providing a direct benefit to employee performance.
A. Substitutes
B. Directive styles
C. Transactional styles
D. Neutralizers
E. Enhancers
Q:
The goal accomplishment criterion relates to outputs while the resource acquisition criterion relates to inputs.
Q:
(p. 465) _____ involves behaving in ways that help followers achieve their potential through coaching, development, and mentoring.
A. Laissez-faire leadership
B. Inspirational motivation
C. Transactional leadership
D. Intellectual stimulation
E. Individualized consideration
Q:
Over lunch Daniel and Haley are discussing their managers. Daniel describes his boss as extremely motivating. Daniel feels much more psychologically empowered and more self-confident because of how his manager leads their team. Work goals are more demanding than ever; but even though the rewards of the hard work may not come soon, Daniel trusts his manager's emphasis on the future good that will come from their work. Daniel feels that working with his new manager has led to a much stronger emotional bond with the organization, much more engagement with the work, and an overall increase in his job satisfaction. Daniel's boss can be described as a(n) ______ leader.
A. tranformational
B. authentic
C. transactional
D. perceptive
E. Weberian
Q:
Modular designs are the best fit when organizations have suitable partners they trust and when efficiency is very important.
Q:
Like divisional organizations, hollow organizations tap people in particular specialties, who may be more expert than the generalists of a functional or vertical organization.
Q:
(p. 465) _____ involves behaving in ways that challenge followers to be innovative and creative by questioning assumptions and reframing old situations in new ways.
A. Laissez-faire leadership
B. Inspirational motivation
C. Transactional leadership
D. Intellectual stimulation
E. Individualized consideration
Q:
Horizontal designs generally improve coordination and communication in organizations.
Q:
(p. 462) Which of the following represents the carrot-and-stick approach to leadership?
A. Laissez-faire leadership
B. Passive-avoidant leadership
C. Transactional leadership
D. Charismatic leadership
E. Transformational leadership
Q:
(p. 462) Ben just announced to his employees that if they meet the sales goal for the month of August, they can have a paid four-day vacation. Which of the following styles of leadership is being used by Ben in this case? A. Laissez-faire B. Contingent reward C. Passive management-by-exception D. Active management-by-exception E. Transformational
Q:
A matrix structure tries to combine the advantages of functional and divisional structures.
Q:
(p. 462) With _____, the leader arranges to monitor mistakes and errors dynamically and takes corrective action when required.
A. laissez-faire leadership
B. contingent reward leadership
C. passive management-by-exception
D. active management-by-exception
E. transformational leadership
Q:
Divisional structures decrease employees' focus on customers and products.
Q:
(p. 462) Sally believes that there are no actions needed until she receives complaints about someone's performance. Which of the following styles of leadership is Sally following?
A. Laissez-faire leadership
B. Transactional leadership
C. Passive management-by-exception
D. Contingent reward
E. Transformational leadership
Q:
A functional structure can save money by grouping together people who need similar materials and equipment.
Q:
(p. 462) John believes he has quite a unique style of leadership. He waits around for mistakes and errors from his employees and then takes corrective action as necessary. Which of the following is John's style of leadership?
A. Passive management-by-exception
B. Transactional leadership
C. Laissez-Faire
D. Contingent reward
E. Transformational leadership
Q:
Command-and-control communication characterizes the organic factory.
Q:
(p. 462) In case of _____, the leader avoids getting involved when important issues arise and leader's power goes unutilized.
A. passive management-by-exception
B. transactional leadership
C. laissez-faire leadership
D. active management-by-exception
E. transformational leadership
Q:
As the organizations become more mechanistic, the intrinsic motivation of their members decreases.
Q:
(p. 462) Which of the following styles represents avoidance of leadership altogether?
A. Passive management-by-exception
B. Contingent reward transactional leadership
C. Laissez-faire leadership
D. Active management-by-exception
E. Transformational leadership
Q:
When the environment is relatively stable and certain, the successful organizations tend to be organic.
Q:
(p. 462) _____ leadership involves inspiring followers to commit to a shared vision that provides meaning to their work while also serving as a role model who helps followers develop their own potential and view problems from new perspectives.
A. Management-by-exception
B. Contingent reward
C. Transactional
D. Laissez-faire
E. Transformational
Q:
In general, organic organizations have top-down communication patterns.
Q:
(p. 459) Scenario: Eva Mineral Water, Inc. Harry, Ben, Tom, and Ron are four individuals working at Eva Pure, a bottled water manufacturing company. They all started at different times at the company, bringing different levels of experience and abilities to their jobs. John is the factory manager supervising all the employees including these four. From a readiness point of view, it can be said that Ben is able but unwilling, Tom is both able and willing, Ron is neither able nor willing, and Harry is not able but highly willing to take on the responsibilities. John must respond differently to each of them to get them prepared and get the job done. Which of the following leadership behaviors should John adopt to deal with Harry's readiness?
A. Delegating
B. Telling
C. Selling
D. Participating
E. Negotiating
Q:
Decision making tends to be centralized in mechanistic organizations.
Q:
(p. 459) Scenario: Eva Mineral Water, Inc. Ron, Ben, Tom, and Harry are four individuals working at Eva Pure, a bottled water manufacturing company. They all started at different times at the company, bringing different levels of experience and abilities to their jobs. John is the factory manager supervising all the employees including these four. From a readiness point of view, it can be said that Ben is able but unwilling, Tom is both able and willing, Ron is neither able nor willing, and Harry is not able but highly willing to take on the responsibilities. John must respond differently to each of them to get them prepared and get the job done. Which of the following leadership behaviors should John adopt to deal with Tom's readiness?
A. Delegating
B. Telling
C. Selling
D. Participating
E. Negotiating
Q:
(p. 459) Scenario: Eva Mineral Water, Inc. Ron, Tom, Ben, and Harry are four individuals working at Eva Pure, a bottled water manufacturing company. They all started at different times at the company, bringing different levels of experience and abilities to their jobs. John is the factory manager supervising all the employees including these four. From a readiness point of view, it can be said that Ben is able but unwilling, Tom is both able and willing, Ron is neither able nor willing, and Harry is not able but highly willing to take on the responsibilities. John must respond differently to each of them to get them prepared and get the job done. Harry is at the _____ readiness level.
A. R1
B. R2
C. R3
D. R4
E. R5
Q:
Organizations tend to be purely mechanistic or organic.