1. According to contingency theory, there is a "one best way" to design an
2. Increasing the degree of responsibility
that a worker has over her job is known
as job enrichment.
3. Typically, the matrix structure within
organizations is very inflexible.
4. The more complex an organization, the less important the use of cross-
functional teams becomes to that organization.
5. Two organizations sign a formal agreement to share their resources in specific ways
to produce and market a product. This is known as a market structure alliance.
6. If the external environment of an organization is stable
and if uncertainty is low, then __________ coordination
among workers is needed to obtain resources and
managers can bring __________ formality to the design
of the organizational structure.
B. less; more
7. According to Hackman and Oldham's Job Characteristics
Theory, the __________ workers feel that their work is
meaningful and that they are responsible for the work
outcomes, the __________ motivating the work becomes and
the __________ likely the worker is to be satisfied by the
E. more; more; more
8. In XYZ Company, each product line is managed within a division.
In each of these divisions, the division manager is responsible for
creating the business-level strategy for the product line. What type
of structure is the organization using?
C. Product structure
9. ABC, Inc. creates a set of strategic alliances with suppliers, producers,
and distributors to produce and to market a product What type of
organizational structure has ABC created?
E. Network structure
10. Ford Motor Co. brings together senior managers from marketing, R&D,
manufacturing, accounting, and finance to work together on a project team to
design a new type of sport utility vehicle. This is an example of:
A. a cross-functional team.
1. The process by which managers monitor and regulate the organization in order to
determine if the organization is operating efficiently and effectively is known as
2. The first step in the control process is to evaluate the results in terms of the
3. The difference between revenues from a product and the costs which are directly
associated with producing or purchasing that product is known as the operating
profit of that product.
4. The least powerful form of behavior control is direct supervision of a subordinate
by a manager.
5. Organizational culture is an externally imposed system of constraints on the
behavior of the workers within an organization.
6. What type of control is typically used by managers at the output stage of
transforming raw materials into finished goods?
E. Feedback control
7. Research typically indicates that the __________ types of goals to set for managers
are __________ goals.
C. best; specific difficult
8. When the workers of an organization perform the same activities in the same way
over and over again based on rules which managers have developed, we say that
the behavior of these workers has been:
9. Which type of activity within the organization is the basis for "clan control" of the
behavior of the workers within that organization?
E. All of the above
10. A worker at a McDonald's restaurant refers to the manager as someone "who has
ketchup in her blood" as a way of stating that this manager is extremely dedicated
to "the McDonald's way." This is an example of:
1. XYZ Company estimates the qualifications of current employees along with the
qualifications of the available workers in the external job market. XYZ is making a
2. In general, unstructured job interviews work better than structured job
interviews in the selection process of organizations.
3. Personality tests assess the degree to which job applicants have the necessary
skills for successful job performance.
4. The purpose of training activities within organizations is to teach current
employees new skills so they can be better prepared to take on new
responsibilities within the organization.
5. The process by which managers share performance appraisal information with
their subordinates is known as performance feedback.
6. When pay is linked to performance, __________ employees are more likely to stay
with the organization and managers are __________ likely to be able to fill open
positions with highly talented managers.
B. high-performing; more
7. The process by which managers decide the relative qualifications of job applicants
for an open position is known as:
8. When managers present a job applicant with an event that is likely to occur on
the job and ask the applicant what he or she would do in such circumstances,
this is known as:
C. a situational interview.
9. Prior to designing a training and development program for managers, a
human resource specialist attempts to determine which managers need
training and what types of skills and knowledge these managers need to
develop. This process is known as:
D. needs assessment.
10. A sales manager for a Ford Motor Co. dealer evaluates each one of his sales
staff monthly on the basis of the number of new cars sold during the past
month. This is an example of:
E. an objective appraisal.
1. Persistence refers to how hard a manager works within the organization.
2. A manager's perception about the extent to which his
or her effort will result in a given level of
performance is called expectancy.
3. The most motivating goals are those which are hard,
but not impossible, to attain.
4. According to operant conditioning theory, all behavior is
determined by its consequences.
5. A compensation plan of an organization that bases pay on performance levels is
called a merit pay plan.
6. Behavior which is performed by an employee to acquire a material reward,
to acquire a social reward, or to avoid punishment is referred to as:
A. extrinsically motivated behavior.
7. Which of the following theories specifically postulates that motivation of
employees will be high when employees believe that a high level of effort
on their part will lead to high performance on their part, and that this high
level of performance will lead to their attainment of outcomes which they
desire (e.g. higher pay, promotion, etc.)?
A. Expectancy theory
8. Research suggests that ________________________ are assets for first-line
and middle managers.
D. need for power and need for self-actualization
9. Chris, a manager, learns what not to do by watching the behavior and
consequences of that behavior of another manager. This is an example of
which type of learning?
D. Vicarious learning
10. A real-estate agent who is paid on the basis of a percentage of the sale price
of a home is said to be paid on:
C. a commission basis.
1. When leaders are effective, their influence often detracts from goal attainment.
2. The research evidence that a manager's performance of
both consideration behaviors and initiating structure
behaviors results in effectiveness of the manager is
3. Fiedler's contingency model of leadership helps to explain
why a manager may be an effective leader in one type of
situation and an ineffective leader in another situation.
4. Transformational managers are charismatic leaders.
5. A key finding in the research literature is that male and
female managers do not differ significantly in their
propensity to perform leader behaviors.
6. The process of giving all employees in the organization,
regardless of their level of management, the authority to
make decisions and to be responsible for their outcomes is
7. Which theory of leadership is based on the premise that effective
leaders possess personal qualities that set them apart from
D. Trait model
8. When a supermarket manager schedules the workers in the
supermarket to ensure that enough cash register clerks are available
at different times during the day depending on the expected demand
from customers, he has engaged in which type of behavior?
C. Initiating structure
9. Leadership theories that propose that the effectiveness of a leader
depends on the situation in which the leader finds herself are known as:
B. contingency models.
10. The "invisible barrier" which some researchers feel keeps women from
reaching the top level of management in some organizations is known as:
C. the glass ceiling.
All teams are groups and all groups are teams.
2. Typically, managers give the overall goals for the team
to self-managed teams.
3. When the members of a group are reciprocally interdependent, managers should
focus their rewards on the basis of individual performance rather than group
4. The degree to which members of a group are attracted to the group is
called group cohesiveness.
5. The tendency of workers to put forth less effort when they are in a group
than when they are alone is known as social loafing.
6. Hallmark Cards creates a work group to design new greeting cards which
contains a writer, an art designer, and a marketing manager. What type of
group is this?
7. As task interdependence __________, group members need to interact
__________ frequently and their efforts need to be __________ closely
coordinated if the group is to perform at a high level.
D. increases; more; more
8. Close ties between the members of the group typically are formed during
which one of the stages of group development?
9. The members of a cross-functional team have an informal agreement that
whenever a team member goes out of town on business, that team member
will leave a phone number where he can be reached by the other members of
the team. This arrangement is an example of:
B. a group norm.
10. A member of a task force does not do much work related to the goals of the
task force. This member is confident that the other members of the task force
"will take up the slack." This group member is exhibiting:
E. social loafing.
1. Managers should strive to eliminate all conflict within the organization.
2. Sometimes it is possible to resolve conflict by changing the organization's
3. While demands are why a person wants
something, interests are what a person wants.
4. Organizational politics are
always a negative force
within the organization.
5. A major advantage of bottom-up change is that it can co-
opt resistance to the change.
6. When two managers both claim authority for same
tasks, this is known as:
D. overlapping authority.
7. Two people are in a conflict, and both are willing to "give-and-
take" until a reasonable solution to the conflict occurs. They are
8. The goals that all parties in conflict agree to are
C. superordinate goals.
9. When a manager is responsible for activities that are directly connected
to the goals and sources of competitive advantage for her organization,
this is known as:
B. being in a central position.
10. Top managers set up a series of meetings with middle-level managers to
discuss a possible reorganization of the chain of command within the
organization. This is an example of:
B. bottom-up change.
1. Efficiency refers to goods and services that are reliable, dependable, and satisfying
and which do the job they were designed for.
2. Management experts recommend that organizations define their business in
terms of the products they are producing, and not in terms of the customer needs
they are attempting to satisfy.
3. Improving product quality always increases the operating costs of the
4. According to TQM, managers in quality control departments define what
quality is, and not the customers of the organization.
5. Total factor productivity isolates the exact contribution of an input (such as
labor dollars) to the production of a given output (such as units produced).
6. A system which an organization uses to obtain inputs, convert them into
outputs, and then dispose of these outputs is known as a(n):
A. production system.
7. Which of the following focuses on improving the quality of the
organization's products and stresses that all of the organization's functional
activities should be directed toward this goal?
8. Which of the steps in making a TQM control system work effectively was
Texas Instruments using when it reduced the number of parts in a product it
was manufacturing from 47 parts to 12 parts?
A. Design for ease of manufacture
9. When the engineers at Compaq Computer redesigned the ProLinea desktop
computer so that its assembly time was reduced from 20.9 minutes to 10.5
minutes, this was a significant __________ in __________.
D. increase; efficiency
10. Which of the following is the Japanese term for the need for emphasizing
continuous improvement in the efficiency of the organization's production