管理学原理题库 91页

Chapter1–IntroductiontoManagementandOrganizationsTrue/FalseQuestionsThefourcontemporaryfunctionsofmanagementareplanning,organizing,leading,andcontrolling.True(easy)Effectivenessreferstotherelationshipbetweeninputsandoutputs.False(moderate)Efficiencyisoftenreferredtoas"doingthingsright."True(moderate)Whenmanagersmeetorganizationalgoals,theyareefficientandeffective.False(difficult)AccordingtoMintzberg’smanagementroles,theinformationalroleinvolvesreceiving,collecting,anddisseminatinginformation.True(moderate)Technicalskillsbecomelessimportantasamanagermovesintohigherlevelsofmanagement.True(moderate)Thesystemsperspectiveunderscoresandemphasizesthefactthatorganizationsaredifferent,facedifferentcircumstances,andthusmayrequiredifferentwaysofmanaging.False(moderate)MultipleChoice_____________areorganizationalmemberswhointegrateandcoordinatetheworkofothers.a.Managers(easy)b.Teamleadersc.Subordinatesd.Operativese.AgentsTypically,inorganizationsitisthe_____________whoareresponsibleformakingorganizationaldecisionsandsettingpoliciesandstrategiesthataffectallaspectsoftheorganization.a.teamleadersb.middlemanagersc.first-linemanagersd.topmanagers(easy)e.subordinates_____________distinguishesamanagerialpositionfromanonmanagerialone.a.Manipulatingothersb.Concernforthelawc.Increasingefficiencyd.Coordinatingandintegratingothers'work(moderate)e.DefiningmarketshareWhichofthefollowingisNOTanexampleofadecisionalroleaccordingtoMintzberg?a.spokesperson(moderate)b.entrepreneurc.disturbancehandlerd.resourceallocatore.negotiatorWhichofthefollowingskillsaremoreimportantatlowerlevelsofmanagementsincethesemanagersaredealingdirectlywithemployeesdoingtheorganization’swork?a.humanskillsb.technicalskills(easy)c.conceptualskillsd.empiricalskillsUnderstandingbuildingcodeswouldbeconsidereda_____________skillforabuildingcontractor.a.humanb.technical(easy)c.conceptuald.empirical91\ne.functionalWhichofthefollowingphrasesisbestassociatedwithmanagerialconceptualskills?a.decision-making(easy)b.communicatingwithcustomersc.motivatingsubordinatesd.productknowledgee.technicalskillsAccordingtothetext,_____________arenotinfluencedbyanddonotinteractwiththeirenvironment.a.opensystemsb.closedsystems(easy)c.flextimesystemsd.reversesystemse.forwardsystemsThe_____________viewofamanager'sjobimpliesthatdecisionsandactionstakeninoneorganizationalareawillimpactotherareas.a.systems(moderate)b.contingencyc.conceptuald.functionale.environmentalWhichofthefollowingbestdescribestheconceptthatmanagementisneededinalltypesandsizesoforganizations,atallorganizationallevelsandinallorganizationalworkareas,andinallorganizations,nomatterwhatcountrythey’relocatedin?a.thepartialityofmanagementb.thesegmentationofmanagementc.theuniversalityofmanagement(moderate)d.theculturesofmanagementScenariosandQuestionsTheBusyDay(Scenario)DonEskew,plantmanageratControlSystems,Inc.,sighedashesippedhisfirstcupofcoffeeat5a.m.andreadhisagendafortheday.Heisgivingtwocompanytoursinthemorning;thefirsttoanewspaperreporterwhoiswritingastoryonthenewplantexpansionandhasseveralquestions,andthesecondtoagroupofControlSystems,Inc.,managersfromtheeastcoast.Hethenhasameetingwithunitmanager,PhilJohnson,todiscussPhil'srecentdropinperformance(ataskhealwayshates).Next,heisspendingacoupleofhoursreviewingthetradejournalshereceivesfromhishigh-techassociationandwritingupabriefsynopsisforhispresentationnextweektotheDivisionPresident.Finally,inlateafternoon,hewillbereviewingthenewequipmentmalfunctionanddecidingwhethertobringinextrapeopletogettheequipmentrunningassoonaspossible.Whew!Justanotherdayintheglamorouslifeofamanager.Together,allofthesebehaviorsperformedbyDonduringhisbusydaycorrespondtothemanagementrolesdiscoveredinthelate1960sbywhichofthefollowingmanagementscientists?a.Herzbergb.Skinnerc.Mintzberg(easy)d.Fayole.MaslowWhenDonwasmeetingwithPhiltodiscusshisperformanceconcerns,hewasoperatinginwhichmanagementrole?a.leader(difficult)b.figureheadc.monitord.disturbancehandlere.spokesperson114.WhatrolewasDonperformingwhenhegavetheplanttourtothenewspaperreporter?a.monitorb.figureheadc.disseminatord.spokesperson(difficult)e.resourceallocator115.WhenDonwasreviewingthenewequipmentmalfunction,whatmanagementrolewasheplayingwhendecidingwhethertobringinextrapeople?91\na.monitorb.disseminatorc.resourceallocator(moderate)d.disturbancehandlere.figureheadEssayQuestionsInashortessay,discussthedifferencebetweenefficiencyandeffectivenessandincludeaspecificexampletosupporteachconcept.Answera.Efficiencyreferstogettingthemostoutputfromtheleastamountofinputs.Becausemanagersdealwithscarceinputs—includingresourcessuchaspeople,money,andequipment—theyareconcernedwiththeefficientuseofresources.Forinstance,attheBeiersdorfInc.factoryinCincinnati,whereemployeesmakebodybracesandsupports,canes,walkers,crutches,andothermedicalassistanceproducts,efficientmanufacturingtechniqueswereimplementedbydoingthingssuchascuttinginventorylevels,decreasingtheamountoftimetomanufactureproducts,andloweringproductrejectrates.Fromthisperspective,efficiencyisoftenreferredtoas“doingthingsright”—thatis,notwastingresources.b.Effectivenessisoftendescribedas“doingtherightthings”—thatis,thoseworkactivitiesthatwillhelptheorganizationreachitsgoals.Forinstance,attheBiersdorffactory,goalsincludedopencommunicationbetweenmanagersandemployees,andcuttingcosts.Throughvariousworkprograms,thesegoalswerepursuedandachieved.Whereasefficiencyisconcernedwiththemeansofgettingthingsdone,effectivenessisconcernedwiththeends,orattainmentoforganizationalgoals.(moderate)Inashortessay,listandexplainthefourbasicfunctionsofmanagement.Answera.Planning–involvestheprocessofdefininggoals,establishingstrategiesforachievingthosegoals,anddevelopingplanstointegrateandcoordinateactivities.b.Organizing–involvestheprocessofdeterminingwhattasksaretobedone,whoistodothem,howthetasksaretobegrouped,whoreportstowhom,andwheredecisionsaretobemade.c.Leading–whenmanagersmotivatesubordinates,influenceindividualsorteamsastheywork,selectthemosteffectivecommunicationchannel,ordealinanywaywithemployeebehaviorissues,theyareleading.d.Controlling–toensurethatworkisgoingasitshould,managersmustmonitorandevaluateperformance.Theprocessofmonitoring,comparing,andcorrectingiswhatismeantbythecontrollingfunction.(moderate)Inashortessay,listanddiscussthethreeessentialskillsaccordingtoKatzthatmanagersneedtoperformthedutiesandactivitiesassociatedwithbeingamanager.Answera.Technicalskills–includeknowledgeofanproficiencyinacertainspecializedfield,suchasengineering,computers,accounting,ormanufacturing.Theseskillsaremoreimportantatlowerlevelsofmanagementsincethesemanagersaredealingdirectlywithemployeesdoingtheorganization’swork.b.Humanskills–involvetheabilitytoworkwellwithotherpeoplebothindividuallyandinagroup.Managerswithgoodhumanskillsareabletogetthebestoutoftheirpeople.Theyknowhowtocommunicate,motivate,lead,andinspireenthusiasmandtrust.Theseskillsareequallyimportantatalllevelsofmanagement.c.Conceptualskills–thesearetheskillthatmanagersmusthavetothinkandtoconceptualizeaboutabstractandcomplexsituations.Usingtheseskills,managersmustbeabletoseetheorganizationasawhole,understandtherelationshipsamongvarioussubunits,andvisualizehowtheorganizationfitsintoitsbroaderenvironment.Theseskillsaremostimportantatthetopmanagementlevels.(moderate)Chapter2–ManagementYesterdayandTodayTrue/FalseAccordingtoAdamSmith,divisionoflaborwasanimportantconcept.91\nTrue(easy)IntheIndustrialRevolution,machinepowerbegansubstitutingforhumanpower.True(easy)“PrinciplesofScientificManagement”waswrittenbyFrederickTaylor.True(moderate)FrankGilbreth’sbest-knowncontributiontoscientificmanagementconcernedselectingthebestworker.False(moderate)FrederickTaylorismostassociatedwiththeprinciplesofscientificmanagement.True(easy)OnecouldsaythatFayolwasinterestedinstudyingmacromanagementissues,whereasTaylorwasinterestedinstudyingmicromanagementissues.True(moderate)Bureaucracy,asdescribedbyWeber,emphasizesrationalityandinterpersonalrelationships.False(moderate)Decisionsondeterminingacompany’soptimuminventorylevelshavebeensignificantlyinfluencedbyeconomicorderquantitymodeling.True(moderate)Barnard,Follet,Musterberg,andOwenarealltheoristsareassociatedwiththeearlyorganizationalbehaviorapproach.True(moderate)MultipleChoiceAdamSmith's,"TheWealthofNations,"putforththattheprimaryeconomicadvantagebysocietieswouldbegainedfromwhichofthefollowingconcepts?a.managementplanningandcontrolb.on-the-jobtrainingc.unionrepresentationd.fairemploymentlegislatione.divisionoflabor(difficult)Whichofthefollowingisnotoneofthefourmanagementapproachesthatgrewoutofthefirsthalfofthiscentury?a.scientificmanagementb.generaladministrativec.organizationalbehaviord.systemsapproach(easy)e.quantitativeAccordingtothetext,probablythebest-knownexampleofTaylor’sscientificmanagementwasthe______________experiment.a.horseshoeb.pigiron(moderate)c.bluecollard.fishtankWhichofthefollowingisNOToneofTaylor’sfourprinciplesofmanagement?a.Developascienceforeachelementofanindividual’swork,whichwillreplacetheoldrule-of-thumbmethod.b.Scientificallyselectandthentrain,teach,anddeveloptheworker.c.Heartilycooperatewiththeworkerssoastoensurethatallworkisdoneinaccordancewiththeprinciplesdeveloped.d.Providemanagerswilllessworkthanotheremployeessothemanagerscanplanaccordingly.(difficult)Generaladministrativetheoryfocusesona.theentireorganization.(easy)b.managersandadministrators.c.themeasurementoforganizationaldesignrelationships.d.primarilytheaccountingfunction.91\ne.administrativeissuesaffectingnon-managerialemployees.Thefourteenprinciplesofmanagementareassociatedwithwhom?a.Weberb.Druckerc.Taylord.Gilbrethe.Fayol(moderate)Whichofthefollowingapproachestomanagementhasalsobeenlabeledoperationsresearchormanagementscience?a.Thequalitativeapproachb.Thequantitativeapproach(easy)c.Theexperimentalapproachd.ThetheoreticalapproachWhichofthefollowingwouldnotbeassociatedwiththequantitativeapproachtomanagement?a.informationmodelsb.critical-pathschedulingc.systematicmotivationofindividuals(moderate)d.linearprogramminge.statisticsWithoutquestion,themostimportantcontributiontothedevelopingfieldoforganizationalbehaviorcameoutofthe_______________.a.TaylorStudies.b.PorterStudies.c.ParkerStudies.d.HawthorneStudies.(moderate)WhatscientistismostcloselyassociatedwiththeHawthorneStudies?a.Adamsb.Mayo(easy)c.Lawlerd.Barnarde.FollettOneoutcomeoftheHawthornestudiescouldbedescribedbywhichofthefollowingstatements?a.Socialnormsarethekeydeterminantsofindividualworkbehavior.(moderate)b.Moneyismoreimportantthanthegrouponindividualproductivity.c.Behaviorandemployeesentimentsareinverselyrelated.d.Securityisrelativelyunimportant.e.Whilegroupsareanimportantdeterminantofworkerproductivity,theindividualhim/herselfismostimportant.ScenariosandQuestionsHISTORICALBACKGROUNDOFMANAGEMENTALookBack(Scenario)CindySchultz,tiredfromworkingwithcustomersallday,decidedtotakeafifteen-minutenaptohelpclearherheadbeforethe4:15managers'meeting.Hercompanyhadrecentlybegunare-engineeringprocessaswellasotherchangesrequiringcopiousmanagementinput.Assheleanedbackinherchair,shewonderedifmanagementsciencehadalwaysbeenthiswayandhowitallbegan.Asshenapped,shedreamedthat,alongwith"Mr.Peebodi"asherguide,shewastravelinginthe"ManagementWayBackMachine"thattookherbackthroughmanagementhistory.91\n106.OneoftheearliestsitesCindyvisitedwasAdamSmith'shome,authorofTheWealthofNations,whichsuggestedthatorganizationsandsocietywouldgainfroma.timemanagement.b.divisionoflabor.(moderate)c.groupwork.d.qualitymanagement.e.timeandmotionstudies.107.Cindyvisitedabookstorewheretherewasabooksigningoccurring.ShelookeddownandsawthatthetitleofthebookwasPrinciplesofScientificManagementandconcludedthattheauthormustbea.AdamSmith.b.FrankGilbreth.c.HenryGantt.d.FrederickTaylor.(easy)e.HenriFayol.108.CindyadmiredtheworksofTaylorandGilbreth,twoadvocatesofa.scientificmanagement.(moderate)b.organizationalbehavior.c.humanresourcemanagement.d.motivation.e.leadership.109.Cindyspentsometimevisitingwith__________,aresearchershepreviouslyknewlittleaboutbutwhoalsocontributedtomanagementsciencebybeingamongthefirsttousemotionpicturefilmstostudyhand-and-bodymotionsandbydevisingaclassificationschemeknownasa"therblig."a.HenryGanttb.MaxWeberc.ChesterBarnardd.FrankGilbreth(moderate)e.MaryParkerFolletEssayQuestionsSCIENTIFICMANAGEMENTInashortessay,discussFrederickTaylor’sworkinscientificmanagement.Next,listTaylor’sfourprinciplesofmanagement.AnswerFrederickTaylordidmostofhisworkattheMidvaleandBethlehemSteelCompaniesinPennsylvania.AsamechanicalengineerwithaQuakerandPuritanbackground,hewascontinuallyappalledbyworkers’inefficiencies.Employeesusedvastlydifferenttechniquestodothesamejob.Theywereinclinedto“takeiteasy”onthejob,andTaylorbelievedthatworkeroutputwasonlyaboutone-thirdofwhatwaspossible.Virtuallynoworkstandardsexisted.Workerswereplacedinjobswithlittleornoconcernformatchingtheirabilitiesandaptitudeswiththetaskstheywererequiredtodo.Managersandworkerswereincontinualconflict.Taylorsetouttocorrectthesituationbyapplyingthescientificmethodtoshopfloorjobs.Hespentmorethantwodecadespassionatelypursuingthe“onebestway”foreachjobtobedone.Taylor’sFourPrinciplesofManagementa.Developascienceforeachelementofanindividual’swork,whichwillreplacetheoldrule-of-thumbmethod.b.Scientificallyselectandthentrain,teach,anddeveloptheworker.91\na.Heartilycooperatewiththeworkerssoastoensurethatalworkisdoneinaccordancewiththeprinciplesofthesciencethathasbeendeveloped.b.Divideworkandresponsibilityalmostequallybetweenmanagementandworkers.Managementtakesoverallworkforwhichitisbetterfittedthantheworkers.(difficult)122.Inashortessay,discusstheworkinscientificmanagementbyFrankandLillianGilbreth.AnswerFrankGilbrethisprobablybestknownforhisexperimentsinbricklaying.Bycarefullyanalyzingthebricklayer’sjob,hereducedthenumberofmotionsinlayingexteriorbrickfrom18toabout5,andonlayinginteriorbrickthemotionswerereducedfrom18to2.UsingtheGilbreth’stechniques,thebricklayercouldbemoreproductiveandlessfatiguedattheendoftheday.TheGilbrethswereamongthefirstresearcherstousemotionpicturestostudyhand-and-bodymotionsandtheamountoftimespentdoingeachmotion.Wastedmotionsmissedbythenakedeyecouldbeidentifiedandeliminated.TheGilbrethsalsodevisedaclassificationschemetolabel17basichandmotions,whichtheycalledtherbligs.ThisschemeallowedtheGilbrethsamoreprecisewayofanalyzingaworker’sexacthandmovements.(moderate)GENERALADMINISTRATIVETHEORISTS123.Inashortessay,discusstheworkofHenriFayolasitrelatestothegeneraladministrativeapproachtomanagement.NextlistanddiscusssevenofFayol’sfourteenprinciplesofmanagement.AnswerFayoldescribedthepracticeofmanagementassomethingdistinctfromaccounting,finance,production,distribution,andothertypicalbusinessfunctions.Hearguedthatmanagementwasanactivitycommontoallhumanendeavorsinbusiness,government,andeveninthehome.Hethenproceededtostate14principlesofmanagement—fundamentalrulesofmanagementthatcouldbetaughtinschoolsandappliedinallorganizationalsituations.Fayol’sFourteenPrinciplesofManagementa.Divisionofwork.–specializationincreasesoutputbymakingemployeesmoreefficient.b.Authority–managersmustbeabletogiveorders.Authoritygivesthemthisright.Alongwithauthority,however,goesresponsibility.c.Discipline–employeesmustobeyandrespecttherulesthatgoverntheorganization.d.Unityofcommand–everyemployeeshouldreceiveordersfromonlyonesuperior.e.Unityofdirection–theorganizationshouldhaveasingleplanofactiontoguidemanagersandworkers.f.Subordinationofindividualintereststothegeneralinterest–theinterestsofanyoneemployeeorgroupofemployeesshouldnottakeprecedenceovertheinterestsoftheorganizationasawhole.g.Remuneration–workersmustbepaidafairwagefortheirservices.h.Centralization–thistermreferstothedegreetowhichsubordinatesareinvolvedindecisionmaking.i.Scalarchain–thelineofauthorityfromtopmanagementtothelowestranksinthescalarchain.j.Order–peopleandmaterialsshouldbeintherightplaceattherighttime.k.Equity–managersshouldbekindandfairtotheirsubordinates.l.Stabilityoftenureofpersonnel–managementshouldprovideorderlypersonalplanningandensurethatreplacementsareavailabletofillvacancies.m.Initiative–employeeswhoareallowedtooriginateandcarryoutplanswillexerthighlevelsofeffort.n.Espritdecorps–promotingteamspiritwillbuildharmonyandunitywithintheorganization.91\n(difficult)124.Inashortessay,discussMaxWeber’scontributiontothegeneraladministrativeapproachtomanagement.AnswerMaxWeberwasaGermansociologistwhostudiedorganizationalactivity.Writingintheearly1900s,hedevelopedatheoryofauthoritystructuresandrelations.Weberdescribesanidealtypeoforganizationhecalledabureaucracy—aformororganizationcharacterizedbydivisionoflabor,aclearlydefinedhierarchy,detailedrulesandregulations,andimpersonalrelationships.Weberrecognizedthatthis“idealbureaucracy”didn’texistinreality.Insteadheintendeditasabasisfortheorizingaboutworkandhowworkcouldbedoneinlargegroups.Histheorybecamethemodelstructuraldesignformanyortoday’slargeorganizations.(easy)TOWARDUNDERSTANDINGORGANIZATIONALBEHAVIOR125.Inashortessay,describetheHawthorneStudies.Next,discusstheroleofEltonMayointhesestudiesandsomeofthefindingsofhisresearch.AnswerWithoutquestion,themostimportantcontributiontothedevelopingOBfieldcameoutoftheHawthorneStudies,aseriesofstudiesconductedattheWesternElectricCompanyWorksinCicero,Illinois.ThesestudieswereinitiallydesignedbyWesternElectricindustrialengineersasascientificmanagementexperiment.Theywantedtoexaminetheeffectofvariousilluminationlevelsonworkerproductivity.Basedontheirresearch,itwasconcludedthatilluminationintensitywasnotdirectlyrelatedtogroupproductivity.In1927,theWesternElectricengineersaskedHarvardprofessorEltonMayoandhisassociatestojointhestudyasconsultants.Throughadditionalresearch,EltonMayoconcludedthatbehavioraffectedindividualbehavior,thatgroupstandardsestablishindividualworkeroutput,andthatmoneyislessafactorindeterminingoutputthanaregroupstandards,groupsentiments,andsecurity.Theseconclusionsledtoanewemphasisonthehumanbehaviorfactorinthefunctioningoforganizationsandtheattainmentoftheirgoals.(difficult)CURRENTTRENDSANDISSUES126.Inashortessay,defineentrepreneurshipanddiscussthethreeimportthemesthatstickoutinthisdefinitionofentrepreneurship.AnswerEntrepreneurshipistheprocesswherebyanindividualoragroupofindividualsusesorganizedeffortsandmeanstopursueopportunitiestocreatevalueandgrowbyfulfillingwantsandneedsthroughinnovationanduniqueness,nomatterwhatresourcesarecurrentlycontrolled.Itinvolvesthediscoveryofopportunitiesandtheresourcestoexploitthem.Threeimportantthemesstickoutinthisdefinitionofentrepreneurship.First,isthepursuitofopportunities.Entrepreneurshipisaboutpursuingenvironmentaltrendsandchangesthatnooneelsehasseenorpaidattentionto.Thesecondimportantthemeinentrepreneurshipisinnovation.Entrepreneurshipinvolveschanging,revolutionizing,transforming,andintroducingnewapproaches—thatis,newproductsorservicesofnewwaysofdoingbusiness.Thefinalimportantthemeinentrepreneurshipisgrowth.Entrepreneurspursuegrowth.Theyarenotcontenttostaysmallortostaythesameinsize.Entrepreneurswanttheirbusinessestogrowandworkveryhardtopursuegrowthastheycontinuallylookfortrendsandcontinuetoinnovatenewproductsandnewapproaches.91\n(moderate)127.Inashortessay,definee-businessande-commerce.Nextdiscussthethreecategoriesofe-businessinvolvement.AnswerE-business(electronicbusiness)isacomprehensivetermdescribingthewayanorganizationdoesitsworkbyusingelectronicInternet-based)linkageswithitskeyconstituencies(employees,managers,customers,suppliers,andpartners)inordertoefficientlyandeffectivelyachieveitsgoals.It’smorethane-commerce,althoughe-businesscanincludee-commerce.E-commerce(electroniccommerce)isanyformofbusinessexchangeortransactioninwhichthepartiesinteractelectronically.Thefirstcategoryofe-businessinvolvementane-businessenhancedorganization,atraditionalorganizationthatsetsupe-businesscapabilities,usuallye-commerce,whilemaintainingitstraditionalstructure.ManyFortune500typeorganizationsareevolvingintoe-businessesusingthisapproach.TheyusetheInternettoenhance(nottoreplace)theirtraditionalwaysofdoingbusiness.Anothercategoryofe-businessinvolvementisane-businessenabledorganization.Inthistypeofe-business,anorganizationusestheInternettoperformitstraditionalbusinessfunctionsbetter,butnottosellanything.Inotherwords,theInternetenablesorganizationalmemberstodotheirworkmoreefficientlyandeffectively.Therearenumerousorganizationsusingelectroniclinkagestocommunicatewithemployees,customers,orsuppliersandtosupportthemwithinformation.Thelastcategoryofe-businessinvolvementiswhenanorganizationbecomesatotale-business.TheirwholeexistenceismadepossiblebyandrevolvesaroundtheInternet.(moderate)128.Inashortessay,discusstheneedforinnovationandflexibilityasitrelatestothesurvivaloftoday’sorganizations.AnswerInnovationhasbeencalledthemostpreciouscapabilitythatanyorganizationintoday’seconomymusthaveandnurture.Withoutaconstantflowofnewideas,anorganizationisdoomedtoobsolescenceofevenworse,failure.Inasurveyaboutwhatmakesanorganizationvaluable,innovationshowedupatthetopofthelist.Thereisabsolutelynodoubtthatinnovationiscrucial.Anotherdemandfacingtoday’sorganizationsandmanagersistheneedforflexibility.Inacontextwherecustomers’needsmaychangeovernight,wherenewcompetitorscomeandgoatbreathtakingspeed,andwhereemployeesandtheirskillsareshiftedasneededfromprojecttoproject,onecanseehowflexibilitymightbevaluable.(easy)129.Inashortessay,discusstheconceptoftotalqualitymanagementandthesixcharacteristicsthatdescribethisimportantconcept.AnswerAqualityrevolutionsweptthroughboththebusinessandpublicsectorsduringthe1980sand1990s.Thegenerictermusedtodescribethisrevolutionwastotalqualitymanagement,orTQMforshort.Itwasinspiredbyasmallgroupofqualityexperts,themostfamousbeingW.EdwardsDemingandJosephM.Juran.TQMisaphilosophyofmanagementdrivenbycontinualimprovementandrespondingtocustomerneedsandexpectations.Theobjectiveistocreateanorganizationcommittedtocontinuousimprovementinworkprocesses.TQMisadeparturefromearliermanagementtheoriesthatwerebasedonthebeliefthatlowcostsweretheonlyroadtoincreasedproductivity.TheSixCharacteristicsofTotalQualityManagement91\na.IntenseFocusonthecustomer–thecustomerincludesnotonlyoutsiderswhobuytheorganization’sproductsorservicesbutalsointernalcustomers(suchasshippingoraccountspayablepersonnel)whointeractwithandserveothersintheorganization.b.Concernforcontinualimprovement–TQMisacommitmenttoneverbeingsatisfied.“Verygood”isnotgoodenough.Qualitycanalwaysbeimproved.c.Process-focused–TQMfocusesonworkprocessesasthequalityofgoodsandservicesiscontinuallyimproved.d.Improvementinthequalityofeverythingtheorganizationdoes–TQMusesaverybroaddefinitionofquality.Itrelatesnotonlytothefinalproductbutalsotohowtheorganizationhandlesdeliveries,howrapidlyitrespondstocomplaints,andhowpolitelythephonesareanswered.e.Accuratemeasurement–TQMusesstatisticaltechniquestomeasureeverycriticalvariableintheorganization’soperations.Thesearecomparedagainststandardsorbenchmarkstoidentifyproblems,tracethemtotheirroots,andeliminatetheircauses.f.Empowermentofemployees–TQMinvolvesthepeopleonthelineintheimprovementprocess.TeamsarewidelyusedinTQMprogramsasempowermentvehiclesforfindingandsolvingproblems.(difficult)130.Inashortessay,describethelearningorganizationanddiscusstheconceptofknowledgemanagement.AnswerToday’smanagersconfrontanenvironmentwherechangetakesplaceatanunprecedentedrate.Constantinnovationsininformationandcomputertechnologiescombinedwiththeglobalizationofmarketshavecreatedachaoticworld.Asaresult,manyofthepastmanagementguidelinesandprinciplesnolongerapply.Successfulorganizationsofthetwenty-firstcenturymustbeabletolearnandrespondquickly,andwillbeledbymanagerswhocaneffectivelychallengeconventionalwisdom,managetheorganization’sknowledgebase,andmakeneededchanges.Inotherwords,theseorganizationswillneedtobelearningorganizations.Alearningorganizationisonethathasdevelopedthecapacitytocontinuouslylearn,adapt,andchange.Partofamanager’sresponsibilityinfosteringanenvironmentconducingtolearningistocreatelearningcapabilitiesthroughouttheorganization—fromlowestleveltohighestlevelandinallareas.Knowledgemanagementinvolvescultivatingalearningculturewhereorganizationalmemberssystematicallygatherknowledgeandshareitwithothersintheorganizationsoastoachievebetterperformance.(moderate)Chapter3–OrganizationalCultureInthesymbolicviewofmanagement,managersareseenasdirectlyresponsibleforanorganization'ssuccessorfailure.False(easy)Thecurrentdominantassumptioninmanagementtheorysuggestsmanagersareomnipotent.True(moderate)Anorganizationalculturereferstoasystemofsharedmeaning.True(moderate)Organizationalcultureisaperception,notreality.True(moderate)Strongcultureshavemoreinfluenceonemployeesthanweakones.True(moderate)Anorganization'sfounderhaslittleinfluenceonitsculture.False(moderate)91\nThelinkbetweenvaluesandmanagerialbehaviorisfairlystraightforward.True(moderate)Multiple-ChoiceQuestionsWhatviewsuggeststhatmanagersaredirectlyresponsibleforanorganization'ssuccessorfailure?a.Symbolicviewofmanagementb.Autocraticviewofmanagementc.Omnipotentviewofmanagement(moderate)d.Linearviewofmanagemente.QualityviewofmanagementOrganizationalcultureissimilartoanindividual's_____________.a.skillsb.personality(easy)c.motivationd.abilitye.knowledgeWhichofthefollowingphrasesisassociatedwiththedefinitionoforganizationalculture?a.Individualresponseb.Sharedmeaning(easy)c.Diversityofthoughtd.Explicitdirectionse.InternalgrowthTheorganizational_____________is(are)asystemofsharedmeaningheldbymembersthatdistinguish(es)theorganizationfromotherorganizations.a.culture(easy)b.valuesc.ritualsd.structuree.hierarchyWhichofthefollowingisnotimpliedbyyourtext'sdefinitionofculture?a.Cultureisaperception.b.Individualstendtodescribeanorganization'scultureindissimilarterms.(difficult)c.Thereisasharedaspectofculture.d.Organizationalcultureisadescriptiveterm.e.Researchsuggestssevendimensionstoanorganization'sculture.Mostorganizationshave____________cultures.a.veryweakb.weaktomoderatec.moderated.moderatetostrong(moderate)e.strongtoverystrongWhatistheoriginalsourceofanorganization'sculture?a.Theorganization'sindustryb.Theorganization'ssizec.Theorganization'saged.Theorganization'sgeographiclocatione.Theorganization'sfounder(moderate)_____________arerepetitivesequencesofactivitiesthatexpressandreinforcekeyvaluesoftheorganization.91\na.Rituals(easy)b.Storiesc.Symbolsd.Languagee.HabitsOrganizational_____________typicallycontainanarrativeofsignificanteventsorpeople.a.stories(moderate)b.ritualsc.organizationalchartd.materialsymbolse.languageThelinkbetweenorganizationalvaluesandmanagerialbehavioris_____________.a.uncertainb.fairlystraightforward(moderate)c.looseanddifficulttoseed.unimportante.hiddenScenariosandQuestionsCorporateTakeover(Scenario)ToddworksforSeaLanTech,anenvironmentalconsultingfirmthathasjustbeenpurchasedbyZerex,Inc.,abiomedicalresearchorganization.BasedonhisearlyencounterswiththenewuppermanagementfromZerex,hefeelsthatSeaLanisa"lower-key,friendlier"organization.Heisconcernedthatthenewcompanywilleliminatethiscompany’soldculture,andhedoesnotliketheprospects.106.IfyouweretalkingwithToddandaskedhimwhatthetermculturemeant,hewouldreplythat,basically,itisa.theformalrulesofanorganization.b.thenationalityoftheworkersinthecompany.c.asystemofsharedmeaning.(easy)d.asystemthatreflectsdiversityandrespectfordifferences.e.thenonverbalbehaviorsinanorganization.107.Toddisconcernedwiththedegreetowhichmanagersfocusonresultsoroutcomesratherthantechniquesandprocessesusedtoachievethoseoutcomes.Heisconcernedwith_____________.a.stabilityb.aggressivenessc.teamorientationd.outcomeorientation(moderate)e.peopleorientation108.Toddnoticesthatmanagementisveryconcernedwiththeeffectsofoutcomesonpeoplewithintheorganization.Thisisreferredtoas_____________.a.stabilityb.aggressivenessc.teamorientationd.outcomeorientatione.peopleorientation(moderate)109.Toddisassessingtheorganization's_____________,thedegreetowhichorganizationalactivitiesemphasizemaintainingthestatusquoincontrasttogrowth.a.stability(moderate)b.aggressivenessc.teamorientation91\nd.outcomeorientatione.peopleorientation110.Toddhasbeenlearningthesevendimensionsoforganizationalculture.Whichofthefollowingisnotoneofthosesevendimensions?a.Stabilityb.Aggressivenessc.Teamorientationd.Outcomeorientatione.Memberorientation(moderate)ChangingOrganizationalCulture(Scenario)Maryhasbeenaskedbythecompanypresidenttochangetheorganizationalculturetoreflectthecompany'sneworganizationalgoals.Asexecutivevicepresident,shecertainlyunderstandsthegoals,butisreallynotsuresheunderstandswhattodoabouttheculture.111.Maryaskedemployeesiftheyknewwhatconstituted"goodemployeebehavior."Shefoundthatveryfewunderstoodandmosthadavarietyofideas.Thisisoneindicationa.thathercompanyhasastrongculture.b.thathercompanyhasaweakculture.(moderate)c.thathercompanyhasnoculture.d.thathercompanymusthavehighturnover.e.thathercompanymustnotbeproductive.112.Maryalsofoundoutthatinordertobuildastrongnewculture,sheshoulddoallbutwhichofthefollowing?a.Utilizetheirrecruitmentefforts.b.Developsocializationpracticestobuildculture.c.Encourageahighturnoverrate.d.Havemanagementmakeexplicitwhatisvaluedintheorganization.(difficult)e.Encourageemployeecommitmenttoorganizationalvalues.113.Marywassurprisedtofindthatmostorganizationalculturestrengthsarea.weak.b.weaktomoderate.c.moderatetostrong.(moderate)d.strong.e.verystrong.e.variedEssayQuestions123.Inashortessay,identifyanddefinethesevendimensionsthatmakeupanorganization’sculture.Answera.Innovationandrisktaking—degreetowhichemployeesareencouragedtobeinnovativeandtakerisksb.Attentiontodetail—degreetowhichemployeesareexpectedtoexhibitprecisionanalysisandattentiontodetailc.Outcomeorientation—degreetowhichmanagersfocusonresultsoroutcomesratherthanonhowtheseoutcomesareachievedd.Peopleorientation—degreetowhichmanagementdecisionstakeintoaccounttheeffectsonpeopleintheorganizatione.Teamorientation—degreetowhichworkisorganizedaroundteamsratherthanindividualsf.Aggressiveness—degreetowhichemployeesareaggressiveandcompetitiveratherthancooperativeg.Stability—degreetowhichorganizationaldecisionsandactionsemphasizemaintainingthestatusquo(difficult)91\n125.Inashortessay,listanddiscussthefourmostsignificantwaysinwhichcultureistransmittedtoemployees.Includespecificexamplesofeachtosupportyouranswer.Answera.Stories—organizationalstoriestypicallycontainanarrativeofsignificanteventsorpeopleincludingsuchthingsastheorganization’sfounders,rulebreaking,andreactionstopastmistakes.Forinstance,managersatNikefeelthatstoriestoldaboutthecompany’spasthelpshapethefuture.Wheneverpossible,corporate“storytellers”(seniorexecutives)explainthecompany’sheritageandtellstoriesthatcelebratepeoplegettingthingsdone.Thesestoriesprovideprimeexamplesthatpeoplecanlearnfrom.b.Rituals—corporateritualsarerepetitivesequencesofactivitiesthatexpressandreinforcethevaluesoftheorganization,whatgoalsaremostimportant,whichpeopleareimportant,andwhichareexpendable.Oneofthebest-knowncorporateritualsisMaryKayCosmetics’annualmeetingforitssalesrepresentatives.Atthemeeting,salespeoplearerewardedfortheirsuccessinachievingsalesgoalswithanarrayofflashygiftsincludinggoldanddiamondpins,furs,andpinkCadillacs.This“show”actsasamotivatorbypubliclyacknowledgingoutstandingsalesperformance.c.Materialsymbols—thelayoutofanorganization’sfacilities,dressattire,thetypesofautomobilestopexecutivesareprovided,andtheavailabilityofcorporateaircraftareexamplesofmaterialsymbols.Othersincludethesizeofoffices,theeleganceoffurnishings,executive“perks,”theexistenceofemployeeloungesoron-sitediningfacilities,andreservedparkingspacesforcertainemployees.Thesematerialsymbolsconveytoemployeeswhoisimportant,thedegreeofequalitydesiredbytopmanagement,andthekindsofbehaviorthatareexpectedandappropriate.d.Language—manyorganizationsandunitswithinorganizationsuselanguageasawaytoidentifymembersofaculture.Bylearningthislanguage,membersattesttotheiracceptanceofthecultureandtheirwillingnesstohelptopreserveit.Forinstance,Microsofthasitsownuniquevocabulary:“workjudo”(theartofdeflectingaworkassignmenttosomeoneelsewithoutmakingitappearthatyou’reavoidingit)and“eatingyourowndogfood”(thestrategyofusingyourownsoftwareprogramsorproductsintheearlystagesasawayoftestingiteveniftheprocessisdisagreeable).Overtime,organizationsoftendevelopuniquetermstodescribeequipment,keypersonnel,suppliers,customers,orproductsthatarerelatedtoitsbusiness.(moderate)Chapter5–SocialResponsibilityandManagerialEthicsTrue/FalseQuestions5.Theclassicalviewoforganizationalsocialresponsibilityisthatmanagement’sonlysocialresponsibilityistomaximizeprofits.True(moderate)7.Inthesocioeconomicviewoforganizationalsocialresponsibility,maximizingprofitsisacompany'ssecondpriority.True(moderate)9.Sociallyresponsiblebusinessestendtohavelesssecurelong-runprofits.False(difficult)12.Thedifferencebetweenanorganization'ssocialobligationandsocialresponsivenessisthelegalaspect.False(moderate)14.Values-basedmanagementisanapproachtomanaginginwhichmanagersestablish,promote,andpracticeanorganization'ssharedvalues.True(easy)15.Thoughtheoutcomesarenotperfectlymeasured,themajorityofresearchstudiesshowapositiverelationshipbetweencorporatesocialinvolvementandeconomicperformance.True(easy)20.Themarketapproachtogoinggreeniswhenorganizationsrespondtomultipledemandsofstakeholders.False(moderate)21.Theactivistapproachtogoinggreeniswhenanorganizationlooksforwaystorespectandpreservetheearthanditsnaturalresources.True(moderate)25.Ethicsreferstotherulesandprinciplesthatdefinerightandwrongconduct.True(moderate)26.Intherightsviewofethics,decision-makersseektoimposeandenforcerulesfairlyandimpartially.91\nFalse(moderate)27.Theintegrativesocialcontractstheoryproposesthatdecisionsshouldbemadeonthebasisofempiricalandnormativefactors.True(difficult)28.Studieshaveshownthatmostbusinesspeoplecontinuetoholdutilitarianattitudestowardethicalbehavior.True(moderate)29.Inthepreconventionalstageofmoraldevelopment,individualsmakeaclearefforttodefinemoralprinciplesapartfromtheauthorityofthegroupstowhichtheybelongorsocietyingeneral.False(moderate)MultipleChoice35.Whichofthefollowingisassociatedwiththeclassicalviewofsocialresponsibility?a.economistRobertReichb.concernforsocialwelfarec.stockholderfinancialreturn(moderate)d.voluntaryactivitiese.ethicalbehaviors37.Thesocioeconomicviewofcorporateresponsibilitysuggeststhat______________.a.stockholdersaretheonlyresponsibility.b.corporationsareindependententities.c.maximizingprofitsisthefirstprioritywhilesocialresponsibilityisthesecondpriority.d.corporationsareresponsibletothestateanditscitizens.(moderate)e.organizationshaveanethicalbutnolegalresponsibilitytoanyoneexceptstockholders.39.______________isdefinedasabusinessfirm’sobligation,beyondthatrequiredbylawandeconomics,topursuelong-termgoalsthataregoodforsociety.a.Socialobligationb.Socialresponsibility(moderate)c.Socialscreeningd.Value-basedmanagemente.Socialautonomy54.Whichofthefollowingtermsreferstowhenafirmmeetsitseconomicandlegalresponsibilities?a.socialresponsibilityb.socialobligation(moderate)c.socialresponsivenessd.socialdutye.socialstandard57.Whenafirmadvertisesthatitonlyusesrecycledpaperproducts,itis______________.a.meetingitssocialobligation.b.meetingsocialresponsibilities.c.beingsociallyresponsive.(difficult)d.payingattentiontothebottomline.e.attemptingtodefraudconsumers.59.Oneshouldbecautiousintheinterpretation,butasummaryofmorethanadozenstudiesanalyzingtherelationshipbetweenorganizationalsocialresponsibilityandeconomicperformanceprovideswhatconclusion?a.Beingsociallyresponsiblecausesgoodeconomicperformance.b.Goodeconomicperformanceallowsfirmstobesociallyresponsible.c.Thereisapositiverelationshipbetweencorporatesocialinvolvementandeconomicperformance.(difficult)d.Corporatesocialinvolvementtendstodevaluestockpriceinthelongrun.e.Corporatesocialinvolvementtendstoresultinincreasednetincomebutlowerstockprices.a.Socialautonomy91\n65.Whichofthefollowingistrueregardingsharedcorporatevalues?a.Individualsadapteasilytosharedcorporatevalues.b.Topmanagementdictatessharedcorporatevalues.c.Itisnoteasytoestablishsharedcorporatevalues.(moderate)d.Mostcorporationswillbeunabletosuccessfullyestablishsharedcorporatevalues.e.Sharedcorporatevaluesnegativelyimpactteamspirit.72.The______________approachtoenvironmentalissuesiswhenanorganizationobeysrulesandregulationsbutexhibitslittleenvironmentalsensitivity.a.legal(moderate)b.marketc.stakeholderd.responsibilitye.activist74.The______________approachtoenvironmentalissuesiswhenorganizationsrespondtoenvironmentalpreferencesoftheircustomers.a.legalb.market(moderate)c.stakeholderd.responsibilitye.activist75.Whichofthefollowingapproachestowardenvironmentalissuesexhibitsthehighestdegreeofenvironmentalsensitivityandisagoodillustrationofsocialresponsibility?a.legalapproachb.marketapproachc.stakeholderapproachd.activistapproach(moderate)81.Whichofthefollowingisabasicdefinitionofethics?a.moralguidelinesforbehaviorb.rulesforacknowledgingthespiritofthelawc.rulesorprinciplesthatdefinerightandwrongconduct(moderate)d.principlesforlegalandmoraldevelopmente.Thereisnowaytodefineethics.84.Whichofthefollowingencouragesefficiencyandproductivityandisconsistentwiththegoalofprofitmaximization?a.utilitarianview(moderate)b.principledviewc.rightsviewd.theoryofjusticeviewe.integrativesocialcontractstheory85.Therightsviewofethicsisbasedonwhichofthefollowing?a.decisionsbasedontheiroutcomesorconsequencesb.theimpositionandenforcementoffairandimpartialrulesc.respectandprotectionofindividuallibertiesandfreedoms(moderate)d.theprocessusedtodeterminethedistributionofresourcese.theexistingethicalnormsinindustriesandcorporations86.Thetheoryofjusticeviewofethicsisbasedonwhichofthefollowing?a.theprocessusedtodeterminethedistributionofresourcesb.theexistingethicalnormsinindustriesandcorporationsc.decisionsbasedontheiroutcomesorconsequencesd.theimpositionandenforcementoffairandimpartialrules(difficult)91\ne.respectandprotectionofindividuallibertiesandfreedoms87.Theintegrativesocialcontractstheoryofethicsisbasedonwhichofthefollowing?a.theprocessusedtodeterminethedistributionofresourcesb.decisionsbasedontheiroutcomesorconsequencesc.theimpositionandenforcementoffairandimpartialrulesd.theexistingethicalnormsinindustriesandcorporations(difficult)e.respectandprotectionofindividuallibertiesandfreedoms92.Apersonalitymeasureofaperson'sconvictionsis______________.a.moraldevelopment.b.egostrength.(moderate)c.locusofcontrol.d.socialdesirability.e.self-image.93.______________isapersonalityattributethatmeasuresthedegreetowhichpeoplebelievetheycontroltheirownfate.a.Egostrengthb.Locusofcontrol(easy)c.Socialresponsibilityd.Socialobligatione.Socialautonomy97.Whichofthefollowingistrueconcerningtheimpactoforganizationalcultureonethicalbehavior?a.Lowconflicttoleranceleadstoethicalbehavior.b.Astrongculturewillsupporthighethicalstandards.(moderate)c.Conflicttoleranceisrelatedtounethicalbehavior.d.Aculturethatishighincontroltendstoencourageunethicalbehavior.e.Noneoftheaboveistrue.104.AsurveyofvariouscodesofethicsfoundthattheircontenttendedtofallintoallofthefollowingcategoriesEXCEPT:a.beadependableandorganizationalcitizen.b.donotdoanythingunlawfulorimproperthatwillharmtheorganization.c.considerprofitmaximizationtobetheprimaryfocusofthecompany.(moderate)d.begoodtocustomers.EssayQuestionsWHATISSOCIALRESPONSIBILITY?122.Inshortessay,discusssocialresponsibilityandcompareandcontrastsocialobligationandsocialresponsiveness.Answera.Socialresponsibilityaddsanethicalimperativetodothosethingsthatmakesocietybetterandnottodothosethatcouldmakeitworse.Asocialresponsibleorganizationgoesbeyondwhatitmustdobylaworchoosestodoonlybecauseitmakeseconomicsensetodowhatitcantohelpimprovesocietybecausethat’stheright,orethical,thingtodo.Socialresponsibilityrequiresbusinesstodeterminewhatisrightorwrongandtomakeethicaldecisionsandengageinethicalbusinessactivities.Asocialresponsibleorganizationdoeswhatisrightbecauseitfeelsithasaresponsibilitytoactthatway.b.Socialobligationistheobligationofabusinesstomeetitseconomicandlegalresponsibilities.Theorganizationdoestheminimumrequiredbylaw.Followinganapproachofsocialobligation,afirmpursuessocialgoalsonlytotheextentthattheycontributetoitseconomicgoals.Thisapproachisbasedontheclassicalviewofsocialresponsibility;thatis,thebusinessfeelsitsonlysocialdutyistoits91\nstockholders.Incontrasttosocialobligation,however,bothsocialresponsibilityandsocialresponsivenessgobeyondmerelymeetingbasiceconomicandlegalstandards.a.Socialresponsivenessreferstothecapacityofafirmtoadapttochangingsocietalconditions.Theideaofsocialresponsivenessstressesthatmanagersmakepracticaldecisionsaboutthesocietalactionsinwhichtheyengage.Asociallyresponsiveorganizationactsthewayitdoesbecauseofitsdesiretosatisfysomepopularsocialneed.Socialresponsivenessisguidedbysocialnorms.Thevalueofsocialnormsisthattheycanprovidemanagerswithameaningfulguidefordecisionmaking.(moderate)125.Inashortessay,explainthefourapproachesthatorganizationscantakewithrespecttoenvironmentalissues.AnswerThefirstapproachsimplyisdoingwhatisrequiredlegally:thelegalapproach.Underthisapproach,organizationsexhibitlittleenvironmentalsensitivity.Theyobeylaws,rules,andregulationswillinglyandwithoutlegalchallenge,andtheymayeventrytousethelawtotheirownadvantage,butthat’stheextentoftheirbeinggreen.Thisapproachisagoodillustrationofsocialobligation:Theseorganizationssimplyarefollowingtheirlegalobligationsofpollutionpreventionandenvironmentalprotection.Asanorganizationbecomesmoreawareofandsensitivetoenvironmentalissues,itmayadoptthemarketapproach.Inthisapproach,organizationsrespondtotheenvironmentalpreferencesoftheircustomers.Whatevercustomersdemandintermsofenvironmentallyfriendlyproductswillbewhattheorganizationprovides.Underthenextapproach,thestakeholderapproach,theorganizationchoosestorespondtomultipledemandsmadebystakeholders.Underthestakeholderapproach,thegreenorganizationwillworktomeettheenvironmentaldemandsofgroupssuchasemployees,suppliers,orthecommunity.Boththemarketapproachandthestakeholderapproacharegoodillustrationsofsocialresponsiveness.Finally,ifanorganizationpursuesanactivistapproach,itlooksforwaystorespectandpreservetheearthanditsnaturalresources.Theactivistapproachexhibitsthehighestdegreeofenvironmentalsensitivityandisagoodillustrationofsocialresponsibility.(moderate)126.Inashortessay,describethefour-stagemodelofanorganization’sexpandingsocialresponsibility.AnswerAStage1managerwillpromotestockholders’interestsbyseekingtominimizecostsandmaximizeprofits.Althoughalllawsandregulationswillbefollowed,Stagemanagersdonotfeelobligatedtosatisfyothersocietalneeds.ThisisconsistentwithFriedman’sclassicalviewofsocialresponsibility.AtStage2,managerswillaccepttheirresponsibilitytoemployeesandfocusonhumanresourceconcerns.Becausethey’llwanttorecruit,keep,andmotivategoodemployees,Stage2managerswillimproveworkingconditions,expandemployeerights,increasejobsecurity,andthelike.AtStage3,managersexpandtheirresponsibilitiestootherstakeholdersinthespecificenvironment—thatis,customersandsuppliers.SocialresponsibilitygoalsofStage3managersincludefairprices,high-qualityproductsandservices,safeproducts,goodsupplierrelations,andsimilaractions.Theirphilosophyisthattheycanmeettheirresponsibilitiestostockholdersonlybymeetingtheneedsoftheirotherconstituents.Finally,Stage4characterizestheextremesocioeconomicdefinitionofsocialresponsibility.Atthisstage,managersfeelaresponsibilitytosocietyasawhole.Theirbusinessisseenasapublicentity,andtheyfeelaresponsibilityforadvancingthepublicgood.Theacceptanceofsuchresponsibilitymeansthatmanagersactivelypromotesocialjustice,preservetheenvironment,andsupportsocialandculturalactivities.Theytakethesestancesevenifsuchactionsnegativelyaffectprofits.(moderate)127.Inashortessay,discussthefourviewsofethics.Includeadiscussionofthebenefitsanddrawbacksrelatedtoeachofthefourviews.Answera.Theutilitarianviewofethicssaysthatethicaldecisionsaremadesolelyonthebasicoftheiroutcomesorconsequences.Utilitariantheoryusesaquantitativemethodformakingethicaldecisionsbylookingathowtoprovidethegreatestgoodforthegreatestnumber.Utilitarianismencouragesefficiencyandproductivityandisconsistentwiththegoalofprofitmaximization.However,itcanresultinbiasedallocationsofresources,especiallywhensomeofthoseaffectedbythedecisionlackrepresentationoravoiceinthedecision.Utilitarianismcanalsoresultintherightsofsomestakeholdersbeingignored.91\na.Therightsviewofethicsisconcernedwithrespectingandprotectingindividuallibertiesandprivilegessuchastherightstoprivacy,freedomofconscience,freespeech,lifeandsafety,anddueprocess.Thiswouldinclude,forexample,protectingthefreespeechrightsofemployeeswhoreportlegalviolationsbytheiremployers.Thepositivesideoftherightsperspectiveisthatitprotectsindividuals’basicrights,butithasanegativesidefororganizations.Itcanpresentobstaclestohighproductivityandefficiencybycreatingaworkclimatethatismoreconcernedwithprotectingindividuals’rightsthanwithgettingthejobdone.b.Thenextviewisthetheoryofjusticeviewofethics.Underthisapproach,managersaretoimposeandenforcerulesfairlyandimpartiallyanddosobyfollowingalllegalrulesandregulations.Amanagerwouldbeusingthetheoryofjusticeperspectivebydecidingtoprovidethesamerateofpaytoindividualswhoaresimilarintheirlevelsofskills,performance,orresponsibilityandnotbasingthatdecisiononarbitrarydifferencessuchasgender,personality,race,orpersonalfavorites.Usingstandardsofjusticealsohasplusesandminuses.Itprotectstheinterestsofthosestakeholderswhomaybeunderrepresentedorlackpower,butitcanencourageasenseofentitlementthatmightmakeemployeesreducerisktaking,innovation,andproductivity.c.Thefinalethicsperspective,theintegrativesocialcontractstheory,proposesthatethicaldecisionsshouldbebasedonempiricalandnormativefactors.Thisviewofethicsisbasedontheintegrationoftwo“contracts”:thegeneralsocialcontractthatallowsbusinessestooperateanddefinestheacceptablegroundrules,andamorespecificcontractamongmembersofacommunitythataddressesacceptablewaysofbehaving.Thisviewofbusinessdiffersfromtheotherthreeinthatitsuggeststhatmanagersneedtolookatexistingethicalnormsinindustriesandcompaniesinordertodeterminewhatconstitutesrightandwrongdecisionsandactions.(difficult)Chapter6–Decision-Making:TheEssenceoftheManager’sJobTrue/FalseQuestions4.Thefirststepinthedecision-makingprocessisidentifyingaproblem.True(easy)6.Itispossibleattheendofthedecision-makingprocessthatyoumayberequiredtostartthedecisionprocessoveragain.True(easy)10.Decision-makingissynonymouswithmanaging.True(easy)12.Oneassumptionofrationalityisthatwecannotknowallofthealternatives.False(difficult)13.Acceptingsolutionsthatare"goodenough"istermedsatisfying.False(easy)15.Managersregularlyusetheirintuitionindecision-making.True(easy)16.Rationalanalysisandintuitivedecision-makingarecomplementary.True(moderate)18.Programmeddecisionstendtoberepetitiveandroutine.True(easy)21.Mostmanagerialdecisionsintherealworldarefullynonprogrammed.False(easy)24.Riskisasituationinwhichadecisionmakerhasneithercertaintynorreasonableprobabilityestimates.False(difficult)25.Anoptimisticmanagerwillfollowamaximinapproach.False(moderate)MultipleChoiceTHEDECISION-MAKINGPROCESS34.Aseriesofeightstepsthatbeginswithidentifyingaproblemanddecisioncriteriaandallocatingweightstothosecriteria;movestodeveloping,analyzing,andselectinganalternativethatcanresolvetheproblem;implementsthealternative;andconcludeswithevaluatingthedecision'seffectivenessisthe______________.a.decision-makingprocess.(easy)b.managerialprocess.91\nc.maximinstyle.d.boundedrationalityapproach.e.legalisticopportunismprocess.36."Adiscrepancybetweenanexistingandadesiredstateofaffairs"describeswhichofthestepsinthedecision-makingprocess?a.criteriaweightallocationb.analysisofalternativesc.problemidentification(difficult)d.decisioneffectivenessevaluatione.decisioncriteriaidentification38.Whichofthefollowingmustbepresentinordertoinitiatethedecision-makingprocess?a.plentyoftimeb.pressuretoact(moderate)c.alackofauthorityd.alackofresourcese.environmentalcertainty39.Managersaren'tlikelytocharacterizesomethingasaproblemiftheyperceive______________.a.theydon'thaveauthoritytoact.(difficult)b.pressuretoact.c.adiscrepancy.d.theyhavesufficientresources.e.theyhavebudgetaryauthority.44.Selectinganalternativeinthedecision-makingprocessisaccomplishedby______________.a.choosingthealternativewiththehighestscore.(easy)b.choosingtheoneyoulikebest.c.selectingthealternativethathasthelowestprice.d.selectingthealternativethatisthemostreliable.e.choosingthealternativeyouthinkyourbosswouldprefer.47.Whichofthefollowingisthefinalstepinthedecision-makingprocess?a.identifyingtheproblemb.evaluatingthedecision'seffectiveness(easy)c.identifyingdecisioncriteriad.selectinganalternativethatcanresolvetheprobleme.allocatingweightstoalternatives.48.Whichofthefollowingisimportanttorememberinevaluatingtheeffectivenessofthedecision-makingprocess?a.Ignorecriticismconcerningthedecision-making.b.Youmayhavetostartthewholedecisionprocessover.(difficult)c.Restartthedecision-makingprocessifthedecisionislessthan50%effective.d.90%ofproblemswithdecision-makingoccurintheimplementationstep.e.Keeptrackofproblemswiththechosenalternative,butonlychangethoseissuesthatuppermanagementdemand.49.Decision-makingissynonymouswith______________.a.managing.(easy)b.leading.c.controlling.d.planning.e.organizing.51.Whichofthefollowingisnotan"organizing"decision?a.Whataretheorganization'slong-termobjectives?(moderate)b.HowmanyemployeesshouldIhavereportdirectlytome?c.Howshouldjobsbedesigned?d.Howmuchcentralizationshouldtherebeintheorganization?91\ne.Whenshouldtheorganizationimplementadifferentstructure?52.Whichofthefollowingisnota"leading"decision?a.HowdoIhandleemployeeswhoappeartobelowinmotivation?b.Whatisthemosteffectiveleadershipstyleinagivensituation?c.Howwillaspecificchangeaffectworkerproductivity?d.Whenistherighttimetostimulateconflict?e.Howshouldjobsbedesigned?(moderate)53.Whichofthefollowingisnota"controlling"decision?a.Whatactivitiesintheorganizationneedtobecontrolled?b.Howshouldthoseactivitiesbecontrolled?c.Whenisaperformancedeviationsignificant?d.Whenistherighttimetostimulateconflict?(moderate)e.Whattypeofmanagementinformationsystemshouldtheorganizationhave?54.Managersareassumedtobe______________;theymakeconsistent,value-maximizingchoiceswithinspecifiedconstraints.a.rational(easy)b.leadersc.organizedd.satisficerse.programmed57.Whichofthefollowingisnotavalidassumptionaboutrationality?a.Theproblemisclearandunambiguous.b.Asinglewell-definedgoalistobeachieved.c.Preferencesareclear.d.Preferencesareconstantlychanging.(difficult)e.Notimeorcostconstraintsexist.58.In"boundedrationality,"managersconstruct______________modelsthatextracttheessentialfeaturesfromproblems.a.multipleb.bindingc.interactived.simplified(difficult)e.past59.Accordingtothetext,becausemanagerscan’tpossiblyanalyzeallinformationonallalternatives,managers______________,ratherthan______________.a.maximize;satisficeb.maximize;minimizec.satisfice;minimized.satisfice;maximize(moderate)62.Anincreasedcommitmenttoapreviousdecisiondespiteevidencethatitmayhavebeenwrongisreferredtoas_____________.a.economiesofcommitmentb.escalationofcommitment(moderate)c.dimensionalcommitmentd.expansionofcommitment64.Accordingtothetext,allofthefollowingareaspectsofintuitionEXCEPT:a.experienced-baseddecisionsb.affect-initiateddecisionsc.cognitive-baseddecisions91\na.valuesorethics-baseddecisionsb.programmeddecisions(easy)65.Accordingtothetext,_____________arestraightforward,familiar,andeasilydefinedproblems.a.poorly-structuredproblemsb.well-structuredproblems(moderate)c.uniqueproblemsd.non-programmedproblemse.programmedproblems68.______________decision-makingisrelativelysimpleandtendstorelyheavilyonprevioussolutions.a.Nonprogrammedb.Linearc.Satisficingd.Integrativee.Programmed(moderate)70.A______________isaseriesofinterrelatedsequentialstepsthatamanagercanuseforrespondingtoastructuredproblem.a.procedure(easy)b.rulec.policyd.systeme.solution71.A______________isanexplicitstatementthattellsamanagerwhatheorsheoughtoroughtnottodo.a.procedureb.policyc.rule(moderate)d.solutione.system72.A______________providesguidelinestochannelamanager'sthinkinginaspecificdirection.a.systemb.rulec.solutiond.policy(moderate)e.procedure75.Abusinessschool'sstatementthatit"strivesforproductiverelationshipswithlocalorganizations,"isanexampleofa______________.a.rule.b.policy.(moderate)c.procedure.d.commitment.e.contract.78.Whichofthefollowingtermsisassociatedwithnonprogrammeddecisions?a.unique(moderate)b.recurringc.routined.repetitivee.well-defined79.Lower-levelmanagerstypicallyconfrontwhattypeofdecision-making?a.uniqueb.nonroutinec.programmed(moderate)d.nonprogrammede.nonrepetitive83.Ifanindividualknowsthepriceofthreesimilarcarsatdifferentdealerships,he/sheisoperatingunderwhattypeofdecision-makingcondition?a.riskb.uncertaintyc.certainty(easy)91\nd.factuale.unprogrammed84.______________isthoseconditionsinwhichthedecisionmakerisabletoestimatethelikelihoodofcertainoutcomes.a.Certaintyb.Risk(easy)c.Uncertaintyd.Maximaxe.Maximin85.Aretailclothingstoremanagerwhoestimateshowmuchtoorderforthecurrentspringseasonbasedonlastspring'soutcomesisoperatingunderwhatkindofdecision-makingcondition?a.seasonalb.risk(difficult)c.uncertaintyd.certaintye.cyclical86.______________isasituationinwhichadecisionmakerhasneithercertaintynorreasonableprobabilityestimatesavailable.a.Certaintyb.Riskc.Uncertainty(easy)d.Maximaxe.Maximin87.Apersonatahorseracetrackwhobetsallofhis/hermoneyontheodds-basedlongshotto"win"(ratherthan"place"or"show")ismakingwhatkindofchoice?a.maximax(moderate)b.maximinc.minimaxd.minimin89.Anindividualmakinga"maximin"typeofchoicehaswhattypeofpsychologicalorientationconcerninguncertaindecision-making?a.optimistb.realistc.pessimist(moderate)d.satisficere.extremist91.Accordingtothetext,amanagerwhodesirestominimizehisorhermaximim“regret”willoptfora______________choice.a.maximaxb.maximinc.minimax(moderate)d.minimin93.Whichofthefollowingdecision-makingstyleshavelowtoleranceforambiguityandarerationalintheirwayofthinking?a.directive(moderate)b.egotisticalc.analyticd.conceptuale.behavioral95.Thedecision-makingstylethatmakesfastdecisionsandfocusesontheshorttermsisreferredtoasthe______________style.a.directive(moderate)b.egotisticalc.analyticd.conceptuale.behavioral91\n98.Accordingtothetext,______________arebestcharacterizedascarefuldecisionmakerswiththeabilitytoadaptorcopewithuniquesituations.a.conceptualb.behavioralc.empiricald.analytic(moderate)e.spatial99.Whichofthefollowingisthedecision-makingstylethatwouldmostlikelylookatasmanyalternativesaspossibleandfocusonthelongrun?a.analyticalb.directivec.conceptual(moderate)d.behaviorale.spatial101.Amanagerwhowoulddecidewhatcomputersystemtopurchaseforthedepartmentbyholdingameetingandreceivingfeedbackfromhis/hersubordinatesmatcheswithwhichtypeofdecision-makingstyle?a.analyticalb.behavioral(difficult)c.conceptuald.directivee.empiricalScenariosDecision-MakingConditions(Scenario)SandyJoisthemanagerforTrucksRUs,amedium-sizedhaulingservicelocatedintheSoutheast.Sheisresponsibleforschedulingtrucks,initiatingnewroutes,andstaffingbothexistingandnewroutes.Sheiscurrentlystrugglingwithexistinginformationabouttheprofitabilityofexistingandfuturetruckroutes.116.Bubba,SandyJo'sbestdrivertellsherthathebelievesthathecanestimatethatthereisa75%probabilitythattheycangetthebusinessofPorkBrothersInc.iftheyinitiateatruckroutethroughruralNorthCarolina.Bubbaisoperatingunderaconditionof______________.a.certainty.b.risk.(difficult)c.uncertainty.d.maximax.e.maximin.117.SandyJocanmakeaccuratedecisionsifsheiswillingtopay$5,000forresearchabouttheprofitabilityofvarioustruckroutes.Ifshepaysfortheresearch,shebelievesthatsheisoperatingunderaconditionof______________.a.certainty.(difficult)b.risk.c.uncertainty.d.maximax.e.maximin.118.SandyJoknowsthatsheisoperatinginanuncertainenvironment.Sheisbasicallyanoptimist,andwewould,therefore,expecthertofollowa______________strategy.a.certaintyb.riskc.uncertaintyd.maximax(moderate)e.maximin119.SandyJoknowsthatsheisoperatinginanuncertainenvironment.Sheisbasicallyapessimist,andwewould,therefore,expecthertofollowa______________strategy.a.certaintyb.risk91\nc.minimaxd.maximaxe.maximin(moderate)120.SandyJowishestominimizeherregretandwillprobablyoptfora______________strategy.a.certainty.b.risk.c.minimax(moderate)d.maximax.e.maximin.EssayQuestionsTHEDECISION-MAKINGPROCESS121.Inashortessay,listanddiscusstheeightstepsinthedecision-makingprocess.Answera.Step1:Identifyingaproblem–thedecision-makingprocessbeginswiththeexistenceofaproblemoradiscrepancybetweenanexistingandadesiredstateofaffairs.However,adiscrepancywithoutpressuretotakeactionbecomesaproblemthatcanbepostponed.b.Step2:Identifydecisioncriteria–oncethemanagerhasidentifiedaproblemthatneedsattention,thedecisioncriteriaimportanttoresolvingtheproblemmustbeidentified.Thatis,managersmustdeterminewhat’srelevantinmakingadecision.c.Step3:Allocatingweightstothecriteria:atthisstep,thedecisionmakermustweightheitemsinordertogivethemthecorrectpriorityinthedecision.Asimpleapproachistogivethemostimportantcriterionaweightof10andthenassignweightstotherestagainstthatstandard.d.Step4:Developingalternatives–thefourthsteprequiresthedecisionmakertolisttheviablealternativesthatcouldresolvetheproblem.Noattemptismadeinthissteptoevaluatethealternative,onlytolistthem.e.Step5:Analyzingalternatives–oncethealternativeshavebeenidentified,thedecisionmakermustcriticallyanalyzeeachone.Fromthiscomparison,thestrengthsandweaknessesofeachalternativebecomeevident.f.Step6:Selectinganalternative–thesixthstepistheimportantactofchoosingthebestalternativefromamongthoseconsidered.Allthepertinentcriteriainthedecisionhavenowbeendetermined,weighted,andthealternativeshavebeenidentifiedandanalyzed.g.Step7:Implementingthealternative–implementationinvolvesconveyingthedecisiontothoseaffectedbyitandgettingtheircommitmenttoit.Ifthepeoplewhomustcarryoutadecisionparticipateintheprocess,they’remorelikelytoenthusiasticallysupporttheoutcomethaniftheyarejusttoldwhattodo.h.Step8:Evaluatingdecisioneffectiveness–thelaststepinthedecision-makingprocessinvolvesappraisingtheoutcomeofthedecisiontoseeiftheproblemhasbeenresolved.Didthealternativechoseandimplementedaccomplishthedesiredresult?Ifnot,themanagermayconsiderreturningtoapreviousstepormayevenconsiderstartingthewholedecisionprocessover.(difficult)123.Inashortessay,discusstheassumptionsofrationalityandthevalidityofthoseassumptions.AnswerAdecisionmakerwhowasperfectlyrationalwouldbefullyobjectiveandlogical.Heorshewouldcarefullydefineaproblemandwouldhaveaclearandspecificgoal.Moreover,makingdecisionsusingrationalitywouldconsistentlyleadtowardselectingthealternativethatmaximizesthelikelihoodofachievingthatgoal.Theassumptionsofrationalityapplytoanydecision.Rationalmanagerialdecisionmakingassumesthatdecisionsaremadeinthebesteconomicinterestsoftheorganization.Thatis,thedecisionmakerisassumedtobemaximizingtheorganization’sinterests,nothisorherowninterests.Managerialdecisionmakingcanfollowrationalassumptionsifthefollowingconditionsaremet:Themanagerisfacedwithasimpleprobleminwhichthegoalsareclearandthealternativeslimited,inwhichthetimepressuresareminimalandthecostofseekingoutandevaluatingalternativesislow,forwhichtheorganizationalculturesupportsinnovationandrisktaking,andinwhichoutcomesarerelativelyconcreteandmeasurable.However,mostdecisionsthatmanagersfaceintherealworlddon’tmeetallthosetests.(moderate)91\n126.Inashortessay,discussthedifferencebetweenwell-structuredandpoorlystructuredproblems.Includespecificexamplesofeachtypeofproblemtosupportyouranswer.Nextdiscussthetypeofdecisionsthatwouldbeusedtoaddresseachoftheseproblems.Answera.Well-structuredproblems-thegoalofthedecisionmarkerisclear,theproblemisfamiliar,andinformationabouttheproblemiseasilydefinedandcomplete.Examplesofthesetypesofproblemsmightincludeacustomer’swantingtoreturnapurchasetoaretailstore,asupplier’sbeinglatewithanimportantdelivery,anewsteam’srespondingtoanunexpectedandfast-breakingevent,oracollege’shandlingofastudentwantingtodropaclass.Suchsituationsarecalledwell-structuredproblemssincetheyarestraightforward,familiar,andeasilydefinedproblems.Inhandlingtheseproblemsituations,themanagerusesaprogrammeddecision.Decisionsareprogrammedtotheextentthattheyarerepetitiveandroutineandtotheextentthatadefiniteapproachhasbeenworkedoutforhandlingthem.Becausetheproblemiswellstructured,themanagerdoesn’thavetogotothetroubleandexpenseofgoingthroughaninvolveddecisionprogress.Programmeddecisionmakingisrelativelysimpleandtendstorelyheavilyonprevioussolutions.b.Poorly-structuredproblems–theseproblemsareneworunusualandforwhichinformationisambiguousorincomplete.Forexample,theselectionofanarchitecttodesignanewcorporatemanufacturingfacilityinBangkokisanexampleofapoorly-structuredproblem.Whenproblemsarepoorly-structured,managersmustrelyonnonproprammeddecisionmakinginordertodevelopuniquesolutions.Nonprogrammeddecisionsareuniqueandnonrecurring.Whenamanagerconfrontsapoorly-structuredproblem,oronethatisunique,thereisnocut-and-driedsolution.Itrequiresacustom-maderesponsethroughnonprogrammeddecisionmaking.(difficult)130.Inashortessay,listanddiscussthefourdecision-makingstylesasdescribedinthetext.Answera.Directivestyle–peopleusingthedirectivestylehavelowtoleranceforambiguityandarerationalintheirwayofthinking.They’reefficientandlogical.Directivetypesmakefastdecisionsandfocusontheshortrun.Theirefficiencyandspeedinmakingdecisionsoftenresultintheirmakingdecisionswithminimalinformationandassessingfewalternatives.b.Analyticstyle–decision-makerswithananalyticstylehavemuchgreatertoleranceforambiguitythandodirectivetypes.Theywantmoreinformationbeforemakingadecisionandconsidermorealternativesthanadirectivestyledecision-makerdoes.Analyticdecision-makersarebestcharacterizedascarefuldecision-makerswiththeabilitytoadaptorcopewithuniquesituations.c.Conceptualstyle–individualswithaconceptualstyletendtobeverybroadintheiroutlookandwilllookatmanyalternatives.Theyfocusonthelongrunandareverygoodatfindingcreativesolutionstoproblems.d.Behavioralstyle–thesedecisionmarkersworkwellwithothers.They’reconcernedabouttheachievementsofsubordinatesandarereceptivetosuggestionsfromothers.Theyoftenusemeetingstocommunicate,althoughtheytrytoavoidconflict.Acceptancebyothersisimportanttothisdecision-makingstyle.(moderate)Chapter7–FoundationsofPlanningTrue/FalseQuestions4.Researchindicatesthatmanagerswhoplanalwaysoutperformmanagerswhodonotplan.False(moderate)9.Plansthatspecifythedetailsofachievementoftheoverallobjectivesarecalledoperationalplans.True(difficult)10.Directionalplanshaveclearlydefinedobjectives.False(moderate)91\n12.Standingplansarecreatedinresponsetoprogrammeddecisionsthatmanagersmakeandincludepolicies,rules,andprocedures.True(moderate)13.Thegreatertheenvironmentalcertainty,themoreplansneedtobedirectionalandemphasisplacedontheshortterm.False(moderate)22.Anorganization'srealgoalsarewhattheyactuallyplanonaccomplishing,ratherthanwhattheyhopetoaccomplish.False(moderate)24.Realgoalsareofficialstatementsofwhatanorganizationsaysitsgoalsare.False(easy)MultipleChoice36.Onepurposeofplanningisthatitminimizes______________and______________.a.cost;timeb.time;personnelneedsc.waste;redundancy(difficult)d.time;wastee.mistakes;cost38.Whatdoestheevidencesuggestaboutorganizationsthatplancomparedtoorganizationsthatdonotplan?a.Planningorganizationsalwaysoutperformnonplanningorganizations.b.Nonplanningorganizationsalwaysoutperformplanningorganizations.c.Planningorganizationsgenerallyoutperformnonplanningorganizations(easy)d.Nonplanningorganizationsgenerallyoutperformplanningorganizations.e.Theygenerallyperformataboutthesamelevel.45.Whichofthefollowingisthefoundationofplanning?a.employeesb.goals(easy)c.outcomesd.computerse.theplanningdepartment46.Accordingtothetext,_____________aredocumentsthatoutlinehowgoalsaregoingtobemetandwhichtypicallydescriberesourceallocations,schedules,andothernecessaryactionstoaccomplishthegoals.a.strategiesb.goalsc.plans(moderate)d.policiese.procedures50.Whichofthefollowingistrueconcerninganorganization'sstatedobjectives?a.Theyissueidenticalobjectivestoallconstituents.b.Organizationstypicallyhaveinternalandexternalsetsofobjectives.c.Theymayissuedifferentobjectivestostockholders,customers,employees,andthepublic.(moderate)d.Itisillegaltoissueconflictingstatedobjectives.e.Statedobjectivesareusuallyinlinewithshort-termactions.54.Whatshouldapersondotounderstandwhataretherealobjectivesoftheorganization?a.observeorganizationalmemberactions(moderate)b.attendastockholdersannualmeetingc.readtheirstatementofpurposed.readtheirannualreport91\ne.watchtelevisionnewsreports59.Whenwecategorizeplansasbeingsingle-useversusstanding,wecategorizethemby______________.a.breadth.b.specificity.c.frequencyofuse.(easy)d.depth.e.timeframe.61.Basedontheinformationpresentedinthetext,______________areshortterm,specific,andstanding.a.operational(moderate)b.long-termc.strategicd.specifice.directional67.Anorganizationalplanthathasa6-yeartimeframewouldbeconsideredwhattypeofplan?a.operationalb.short-termc.strategicd.intermediatee.long-term(moderate)68.Strategicplanstendtoincludeatimeperiodofusually______________.a.1year.b.1-3years.c.3yearsormore.(moderate)d.5yearsormore.e.atleast10years.71.Comparedtodirectionalplans,whattypeofplanhasclearlydefinedobjectives?a.strategicb.single-usec.short-termd.specific(moderate)e.standing76.Planningaccuracywithahighdegreeofenvironmentalchangetendstoproducewhichofthefollowingresults?a.Planningaccuracyislikely.b.Planningaccuracybecomesmuchmoreimportant.c.Planningaccuracybecomeslessimportant.d.Planningaccuracyislesslikely.(moderate)e.Planningaccuracyoccursinthelong-run.78.A______________planisaone-timeplandesignedtomeettheneedsofauniquesituationandcreatedinresponsetononprogrammeddecisionsthatmanagersmake.a.single-use(easy)b.short-termc.directionald.standinge.strategic79.Asmalltown'spreparationforavisitbythePresidentoftheUnitedStateswouldbeconsideredwhattypeofplan?a.strategicb.directionalc.standingd.long-term91\ne.single-use(moderate)81.Acity'spolicyconcerningskateboardingondowntownsidewalksprovidingguidanceforpoliceactionwouldbeconsideredwhattypeofplan?a.standing(difficult)b.contingencyc.directionald.single-usee.strategic84.Whereintheorganizationalhierarchyaretraditionalgoalsdetermined?a.front-lineemployeesb.teamleadersc.lower-levelmanagersd.middlemanagerse.topmanagers(moderate)89.Amanagementsysteminwhichspecificperformancegoalsarejointlydeterminedbyemployeesandtheirmanagersisknownas______________.a.managementbyobjectives.(moderate)b.means-endschain.c.traditionalgoalsetting.d.managementbyopinions.91.WhichofthefollowingisnotoneofthefourcommonelementsofManagementByObjectives(MBO)?a.goalspecificityb.participativedecision-makingc.anexplicittimeperiodd.asystemsloop(difficult)e.performancefeedback93.ManagementByObjectives(MBO)canbedescribedbywhichofthefollowingstatements?a.anautocraticsystemb.a"bottomup"systemc.a"topdown"systemd.botha"topdown"anda"bottomup"system(difficult)e.astaticsystem105.Accordingtotheboxedfeature,“ManaginginanE-BusinessWorld,”probablythebiggestchangeforplanningine-businessisthat______________.a.theenvironmentismorestable.b.customersarecallingtheshots.(moderate)c.employeesaremakingthedemands.d.onlyafewcompetitorsexist.EssayQuestions122.Inashortessay,listanddiscussthefourreasonsforplanning.Answera.Planningestablishescoordinatedeffort.Itgivesdirectiontomanagersandnonmanagersalike.Whenemployeesknowwheretheorganizationorworkunitaregoingandwhattheymustcontributetoreachgoals,theycancoordinatetheiractivities,cooperatewitheachother,anddowhatittakestoaccomplishthosegoals.Withoutplanning,departmentsandindividualsmightbeworkingatcross-purposes,preventingtheorganizationfrommovingefficientlytowarditsgoals.b.Planningreducesuncertaintybyforcingmanagerstolookahead,anticipatechange,considertheimpactofchange,anddevelopappropriateresponses.Italsoclarifiestheconsequencesofactionsmanagersmighttakeinresponsetochange.Eventhoughplanningcan’teliminatechange,managersplaninordertoanticipatechangesanddevelopthemosteffectiveresponsetothem.91\na.Planningreducesoverlappingandwastefulactivities.Whenworkactivitiesarecoordinatedaroundestablishedplans,wastedtimeandresourcesandredundancycanbeminimized.Furthermore,whenmeansandendsaremadeclearthroughplanning,inefficienciesbecomeobviousandcanbecorrectedoreliminated.b.Planningestablishesgoalsorstandardsthatareusedincontrolling.Ifmanagersareunsureofwhattheyaretryingtoaccomplish,theywillbeunabletodeterminewhetherornotthegoalhasactuallybeenachieved.Inplanning,goalsandplansaredeveloped.Then,throughcontrolling,actualperformanceiscomparedagainstthegoals,significantdeviationsareidentified,andnecessarycorrectiveactionistaken.Withoutplanning,therewouldbenowaytocontrol.(moderate)127.Inashortessay,listanddiscussfivecharacteristicsofwell-definedgoals.Answer(1)Awell-designedgoalshouldbewrittenintermsofoutcomesratherthanactions.Thedesiredendresultisthemostimportantelementofanygoaland,therefore,thegoalshouldbewrittentoreflectthis.(2)Next,agoalshouldbemeasurableandquantifiable.It’smucheasiertodetermineifagoalhasbeenmetifit’smeasurable.Inlinewithspecifyingaquantifiablemeasureofaccomplishment,(3)awell-designedgoalshouldalsobeclearastoatimeframe.Althoughopen-endedgoalsmayseempreferablebecauseoftheirsupposedflexibility,infact,goalswithoutatimeframemakeanorganizationlessflexiblebecauseamanagerisneversurewhenthegoalhasbeenmetorwhenheorsheshouldcallitquitsbecausethegoalwillneverbemetregardlessofhowlongheorsheworksatit.(4)Nextawell-designedgoalshouldbechallengingbutattainable.Goalsthataretooeasytoaccomplisharenotmotivatingandneitheraregoalsthatarenotattainableevenwithexceptionaleffort.(5)Next,well-designedgoalsshouldbewrittendown.Althoughactuallywritingdowngoalsmayseemtootimeconsuming,theprocessofwritingthegoalsforcespeopletothinkthemthrough.Inaddition,thewrittengoalsbecomevisibleandtangibleevidenceoftheimportanceofworkingtowardsomething.(6)Finally,well-designedgoalsarecommunicatedtoallorganizationalmemberswhoneedtoknowthegoals.Makingpeopleawareofthegoalsensuresthatthey’re“onthesamepage”andworkinginwaystoensuretheaccomplishmentoftheorganizationalgoals.(moderate)128.Inashortessay,listanddiscussthefivestepsinthegoal-settingprocess.Answera.Step1:Reviewtheorganization’smission,thepurposeoftheorganization.Thesebroadstatementsofwhattheorganization’spurposeisandwhatithopestoaccomplishprovideanoverallguidetowhatorganizationalmembersthinkisimportant.It’simportanttoreviewthesestatementsbeforewritinggoalsbecausethegoalsshouldreflectwhatthemissionstatementsays.b.Step2:Evaluateavailableresources.Amanagerdoesn’twanttosetgoalsthatareimpossibletoachievegiventheavailableresources.Eventhoughgoalsshouldbechallenging,theyshouldberealistic.Iftheresourcesamanagerhastoworkwithdoesn’tallowfortheachievementofthatgoalnomatterhowhadthemanagertriesofhowmucheffortisexerted,thatgoalshouldn’tbeset.c.Step3:Determineindividually,orwithinputfromothers,thegoals.Thesegoalsreflectdesiredoutcomesandshouldbecongruentwiththeorganizationalmissionandgoalsinotherorganizationalareas.Thesegoalsshouldbemeasurable,specific,andincludeatimeframeforaccomplishment.d.Step4:Writedownthegoalsandcommunicatethemtoallwhoneedtoknow.Writinggoalsdownforcespeopletothinkthemthroughandalsomakesthosegoalsvisibleandtangibleevidenceoftheimportanceofworkingtowardsomething.e.Step5:Reviewresultsandwhethergoalsarebeingmet.Makechanges,asneeded.Oncethegoalshavebeenestablished,writtendown,andcommunicated,amanagerisreadytodevelopplansforpursuingthegoals.(difficult)129.Inashortessay,listanddiscussthethreecontingencyfactorsthataffectplanning.Answera.Levelintheorganization–forthemostpart,operationalplanningdominatesmanagers’planningeffortsatlowerlevels.Athigherorganizationallevels,theplanningbecomesmorestrategyoriented.b.Degreeofenvironmentaluncertainty–whenenvironmentaluncertaintyishigh,plansshouldbespecific,butflexible.Managersmustbepreparedtorewordandamendplansasthey’reimplemented.Attimes,managersmayevenhavetoabandontheirplans.91\na.Lengthoffuturecommitments–themorethatcurrentplansaffectfuturecommitments,thelongerthetimeframeforwhichmanagersshouldplan.Thiscommitmentconceptmeansthatplansshouldextendfarenoughtomeetthosecommitmentsmadewhentheplansweredeveloped.Planningfortoolongorfortooshortatimeperiodisinefficientandineffective.(moderate)Chapter8–StrategicManagementTrue/FalseQuestions3.Thefirststepinthestrategicmanagementprocessisanalyzingtheexternalenvironment.False(difficult)6.Withinanindustry,anenvironmentcanpresentopportunitiestooneorganizationandposethreatstoanother.True(moderate)11.Thefinalstepinthestrategicmanagementprocessisimplementingtheobjectives.False(difficult)TYPESOFORGANIZATIONALSTRATEGIES12.Corporate-levelstrategiesaredevelopedfororganizationsthatrunmorethanonetypeofbusiness.True(moderate)21.Thebusinessgroupthatischaracterizedbyhavinglowgrowthbuthighmarketshareisknownasacashcow.True(moderate)23.AccordingtotheBostonConsultingGroupmatrix,questionmarksarebusinessesthatgeneratelargeamountsofcash,buttheirprospectsforfuturegrowtharelimited?False(moderate)27.AccordingtoPorter'scompetitivestrategiesframework,thecostleadershipstrategywouldresultinthebestqualityproductatajustifiablecost.False(difficult)MultipleChoice38.Thestrategicmanagementprocessisdividedintowhichofthefollowingsections?a.planning,implementation,andevaluation(easy)b.problemidentification,planning,andimplementationc.implementation,evaluation,andrestructuringd.missionstatement,environmentalevaluation,andspecificgoalse.missionstatement,environmentalscoping,andevaluation39.Inthestrategicmanagementprocess,the______________definestheorganizationalpurposeandanswersthequestion:"Whatisourreasonforbeinginbusiness?"a.objectiveb.evaluationc.strategyd.mission(easy)e.valuesstatement41.Whichofthefollowingisnotanexampleofanorganization'smission?a.Webelieveourfirstresponsibilityistodoctors,nursesandpatients,tomothersandallotherswhouseourproductsandservices.(Johnson&Johnson).b.AMAX'sprincipalproductsaremolybdenum,coal,ironore,copper,lead,zinc,petroleumandnaturalgas,potash,phosphates,nickel,tungsten,silver,gold,andmagnesium.c.WeatXerenwanttoincreasemarketshareby10%duringthenextfiscalyear.(difficult)91\na.WearededicatedtothetotalsuccessofCorningGlassWorksasaworldwidecompetitor.b.HooverUniversalisadiversified,multi-industrycorporationwithstrongmanufacturingcapabilities,entrepreneurialpolicies,andindividualbusinessunitautonomy.44.Whichofthefollowingisnotpartoftheorganization'sexternalenvironment?a.whatcompetitionisdoingb.pendinglegislationthatmightaffecttheorganizationc.consumertrendsd.employees'educationlevel(moderate)e.laborsupply45.Whatstepinthestrategicmanagementprocessfollowsanalyzingtheexternalenvironment?a.identifyingopportunitiesandthreats(moderate)b.missionstatementc.evaluationd.identifyingstrengthsandweaknessese.formulatingstrategies50.Whatstepinthestrategicmanagementprocessfollowsanalyzingtheorganization'sresources?a.identifyingopportunitiesandthreatsb.formulatingstrategyc.missionstatementd.implementingstrategye.identifyingstrengthsandweaknesses(easy)55.Inthestrategicmanagementprocess,whatstepcomespriortoevaluatingresults?a.identifyingstrengthsandweaknessesb.formulatingstrategiesc.identifyingopportunitiesandthreatsd.implementingstrategies(easy)c.analyzingtheorganization'sresources56.Whatisthefinalstepinthestrategicmanagementprocess?a.missionstatementb.identifyingopportunitiesandthreatsc.implementingstrategiesd.analyzingtheorganization'sresourcese.evaluatingresults(easy)60.Whichofthefollowingisonelevelofstrategicplanninginlargecompanies?a.managementlevelb.financiallevelc.staffleveld.corporatelevel(easy)e.systemslevel62.Lowerlevelmanagersinanorganizationaretypicallyresponsibleforwhichofthefollowingtypesofstrategies?a.functional-levelstrategiesb.business-levelstrategiesc.corporate-levelstrategiesd.mergersandacquisitions63.Whichofthefollowingisassociatedwithcorporate-levelstrategies?a.Theyareneededifyourorganizationisinmorethanonetypeofbusiness.(moderate)b.Theyanswer:"Howshouldourbusinesscompete?"c.Theyrepresentasinglebusiness.d.Theyareamethodofsupportforthebusiness-levelstrategies.91\ne.Theydeterminetheoperationsofasinglebusinessunit.65.WhenPepsiCoseekstointegratethestrategiesofPepsi,7-UpInternational,andFrito-Lay,itisdevelopingwhatlevelofbusinessstrategy?a.functionalb.systemc.managementd.businesse.corporate(moderate)68.Examplesofacorporate-levelstabilitystrategyincludeallofthefollowingEXCEPT:a.continuingtoservethesameclientsbyofferingthesameproductorservice.b.maintainingmarketshare.c.sustainingtheorganization’sreturn-on-investmentresults.d.implementingverticalorhorizontalintegration.(moderate)70.Whenshouldmanagementpursueastabilitystrategy?a.Organizationalperformanceisslipping.b.Theenvironmentischanging.c.Theorganization'sperformanceissatisfactoryandtheenvironmentisstable.(moderate)d.Thefirmhasvaluablestrengths.e.Thereareabundantenvironmentalopportunities.76.In______________,theorganizationattemptstogaincontrolofitsinputsbybecomingitsownsupplier.a.forwardverticalintegrationb.backwardverticalintegration(moderate)c.horizontalintegrationd.relateddiversificatione.unrelateddiversification78.Whichofthefollowingdescribesacompanygrowingbycombiningwithotherorganizationsinthesameindustry?a.forwardverticalintegrationb.backwardverticalintegrationc.horizontalintegration(moderate)d.relateddiversificatione.unrelateddiversification86.Whichofthefourbusinessgroupsinthecorporateportfoliomatrixhashighgrowthandhighmarketshare?a.cashcowb.stars(difficult)c.questionmarksd.dogse.elephants98.MichaelPorter'scompetitivestrategiesframeworkidentifiesthreegenericcompetitivestrategies:costleadership,differentiation,and______________.a.depth.b.breadth.c.revenuegrowth.d.focus.(moderate)e.acquisition.102.Porter'scompetitivestrategiesframeworkdescribesa______________strategywherebyanorganizationwantstobeuniqueinitsindustryalongdimensionswidelyvaluedbybuyers.a.differentiation(moderate)b.focusc.costleadership91\nd.depthe.defender105.Accordingtotheboxedfeature,“ManaginginanE-BusinessWorld,”allofthefollowingarementionedasmajorimplicationsoftheincreasinglydynamicanduncertainenvironmentsone-businessstrategiesEXCEPT:a.environmentalanalysiswillbecomeanimportantpartofeveryone’sjob.b.strategywillbecomeincreasinglylongterminorientation.(moderate)c.barrierstoentryarepracticallynonexistent.d.asustainablecompetitiveadvantagewillbehardertoachieve.ScenariosALargeTaco(Scenario)Itisnowtenyearslaterand,astheoriginalownerofTacoRocket,youhaveseenyourbusinessholdingsgrowsubstantially.Younowneedtodecidehowtobestmanageandutilizethelargenumberofassetsrepresentedbythecompaniesyouown.YoucalledtheBostonConsultingGroup(BCG),andtheyhaveofferedyousomeadvicebasedontheircorporateportfoliomatrix.117.Youroldestholding,TacoRocket,hasnotgrownmuchinrecentyearsbut,duetolowdebt,generatesahugeamountofcash.TacoRocketwouldbeconsidered,accordingtoBCG,a______________.a.cashcow.(moderate)b.star.c.questionmark.d.dog.e.doesnotfitwiththeirmatrix-118.Recently,youalsopurchasedacompanythatmanufacturesanewsatellitedish,allowingyoutoenterintothecabletelevisionmarket.Thebusinessisprofitableandgrowing,butthetechnologicalunknownsmakeitrisky.BGCconsidersita______________.a.cashcow.b.star.c.questionmark.(moderate)d.dog.e.doesnotfitwiththeirmatrix-119.Anotherpurchaseyoumadewastoacquirealocalcoffee-cartchainwiththirtylocationsaroundthecity.Youdon'tseeitgrowingverymuch,butthen,itdoesn'tcostmuchtooperate.BGChaslabeledthisventurea______________.a.cashcow.b.star.c.questionmark.d.dog.(moderate)e.doesnotfitwiththeirmatrix120.Youalsogotsomewhatluckywithaninvestmentmadeafewyearsago.Youwereanoriginalinvestorinacomputerchipcompanythattookoffquicklyandnowdominatesthemarket.Whilegrowingquickly,itdoesnottendtogeneratepositivecashflowandisincontinuousneedofreinvestmentofequipmentandproductdevelopment.BGCconsidersthisa______________.a.cashcow.b.star.(moderate)c.questionmark.d.dog.e.doesnotfitwiththeirmatrix-EssayQuestionsTHESTRATEGICMANAGEMENTPROCESS91\n121.Inashortessay,listanddiscusstheeightstepsinthestrategicmanagementprocess.123.Inashortessay,listanddiscussthethreelevelsofstrategythatanorganizationmustdevelop.Answera.Corporate-levelstrategy–thisstrategyseekstodeterminewhatbusinessesacompanyshouldbeinorwantstobein.Corporate-levelstrategydeterminesthedirectionthattheorganizationisgoingandtherolesthateachbusinessunitintheorganizationwillplaninpursuingthatdirection.b.Business-levelstrategy–thisstrategyseekstodeterminehowanorganizationshouldcompeteineachofitsbusinesses.Forasmallorganizationinonlyonelineofbusinessorthelargeorganizationthathasnotdiversifiedintodifferentproductsormarkets,thebusiness-levelstrategytypicallyoverlapswiththeorganization’scorporatestrategy.Fororganizationswithmultiplebusinesses,however,eachdivisionwillhaveitsownstrategythatdefinestheproductsorservicesitwillofferandthecustomersitwantstoreach.c.Functional-levelstrategy–thisstrategyseekstodeterminehowtosupportthebusiness-levelstrategy.Fororganizationsthathavetraditionalfunctionaldepartmentssuchasmanufacturing,marketing,humanresources,researchanddevelopment,andfinance,thesestrategiesneedtosupportthebusiness-levelstrategy(moderate)126.Inashortessay,discusstheBostonConsultingGroup(BCG)matrixandexplainitsusefulnessinsegmentingbusinesses.IncludeadiscussionofthecharacteristicsforeachofthefourcategoriesbasedontheBCGmatrix.AnswerTheBostonConsultingGroupmatrixintroducedtheideathatanorganization’sbusinessescouldbeevaluatedandplottedusinga2x2matrixtoidentifywhichonesofferedhighpotentialandwhichwereadrainonorganizationalresources.Thehorizontalaxisrepresentsmarketshare,whichwasevaluatedaseitherloworhigh;andtheverticalaxisindicatesanticipatedmarketgrowth,whichalsowasevaluatedaseitherloworhigh.Basedonitsevaluation,thebusinesswasplacedinoneoffourcategories:a.Cashcows(lowgrowth,highmarketshare)–businessesinthiscategorygeneratelargeamountsofcash,buttheyprospectsforfuturegrowtharelimited.b.Stars(highgrowth,highmarketshare)–thesebusinessesareinafast-growingmarket,andholdadominantshareofthatmarket.Theircontributiontocashflowdependsontheirneedforresources.c.Questionmarks(highgrowth,lowmarketshare)–thesebusinessesareinanattractiveindustry,butholdasmallmarketsharepercentage.d.Dogs(lowgrowth,lowmarketshare)–businessesinthiscategorydonotproduce,orconsume,muchcash.However,theyholdnopromiseforimprovedperformance.(easy)128.Inashortessay,listanddiscussthefivecompetitiveforces,accordingtoPorter,whichdetermineindustryattractivenessandprofitability.Answera.Threatofnewentrants–determinedbytheheightofbarrierstoentrywhichincludesfactorssuchaseconomiesofscale,brandloyalty,andcapitalrequirementsdeterminehoweasyordifficultitisfornewcompetitorstoenteranindustry.b.Threatofsubstitutes–factorssuchasswitchingcostsandbuyerloyaltydeterminethedegreetowhichcustomersarelikelytobuyasubstituteproduct.c.Bargainingpowerofbuyers–factorssuchasnumberofcustomersinthemarket,customerinformation,andtheavailabilityofsubstitutesdeterminetheamountofinfluencethatbuyershaveinanindustry.d.Bargainingpowerofsuppliers–factorssuchasthedegreeofsupplierconcentrationandavailabilityofsubstituteinputsdeterminetheamountofpowerthatsupplierhaveoverfirmsintheindustry.e.Existingrivalry–factorssuchasindustrygrowthrate,increasingorfallingdemand,andproductdifferencesdeterminehowintensethecompetitiverivalrywillbeamongfirmsintheindustry.(moderate)129.Inashortessay,listanddiscussthethreecompetitivestrategies,accordingtoPorter.Includespecificexamplesofcompaniesthatpursueeachofthethreecompetitivestrategies.Answer91\na.Costleadershipstrategy–whenanorganizationsetsouttobethelowest-costproducerinitsindustry,it’sfollowingacostleadershipstrategy.Alow-costleaderaggressivelysearchesoutefficienciesinproduction,marketing,andotherareasofoperation.Overheadiskepttoaminimum,andthefirmdoeseverythingitcantocutcosts.Forexample,Wal-Mart’sheadquartersinBentonville,Arkansas,officefurnishingsaresparseanddrabbutfunctional.Althoughlow-costleadersdon’tplacealotofemphasison“frills,”theproductorservicebeingsoldmustbeperceivedascomparableinqualitytothatofferedbyrivalsoratleastbeacceptabletobuyers.Examplesofcompaniesthathaveusedthelow-costleaderstrategyincludeWal-Mart,Hyundai,andSouthwestAirlines.b.Differentiationstrategy–thecompanythatseekstoofferuniqueproductsthatarewidelyvaluedbycustomersisfollowingadifferentiationstrategy.Sourcesofdifferentiationmightbeexceptionallyhighquality,extraordinaryservice,innovativedesign,technologicalcapability,oranunusuallypositivebrandimage.Thekeytothiscompetitivestrategyisthatwhateverproductorserviceattributeischosenfordifferentiatingmustsetthefirmapartfromitscompetitorsandbesignificantenoughtojustifyapricepremiumthatexceedthecostofdifferentiating.Practicallyanysuccessfulproductorservicecanbeidentifiedasanexampleofthedifferentiationstrategy:Nordstrom’s(customerservice);Sony(reputationforqualityandinnovativedesign);Coachhandbags(designandbrandimage);andKimberly-Clark’sHuggiesPull-Ups(productdesign).c.Focusstrategy-theaimofthefocusstrategyisatacostadvantageoradifferentiationadvantageinanarrowsegment.Thatis,managersselectamarketsegmentorgroupofsegmentsinanindustryanddon’tattempttoservethebroadmarket.Thegoalofafocusstrategyistoexploitanarrowsegmentofamarket.Thesesegmentscanbebasedonproductvariety,typeofendbuyer,distributionchannel,orgeographicallocationofbuyers.Researchsuggeststhatthefocusstrategymaybethemosteffectivechoiceforsmallbusinessesbecausetheytypicallydonothavetheeconomiesofscaleorinternalresourcestosuccessfullypursueoneoftheothertwostrategies.(moderate)Chapter10–OrganizationalStructureandDesignTrue/FalseQuestionsAMANAGER’SDILEMMA1.Accordingtotheboxedfeature,“AManager’sDilemma,”Nokiawasonceinvolvedinindustriesrangingfrompapertochemicalsandrubber.True(moderate)2.Accordingtotheboxedfeature,“AManager’sDilemma,”Nokiahasbeencompetinginthetelecommunicationsindustrysince1965.False(moderate)DEFININGORGANIZATIONALSTRUCTURE3.Organizationaldesignistheorganization'sformalframeworkbywhichjobtasksaredivided,grouped,andcoordinated.False(difficult)4.TheconceptofworkspecializationcanbetracedbackacoupleofcenturiestoAdamSmith'sdiscussionofdivisionoflabor.True(moderate)5.Thedegreetowhichtasksinanorganizationaredividedintoseparatejobsisdivisionoflabor.True(moderate)6.Historically,manyorganizationshavegroupedworkactionsbyfunctiondepartmentalization.True(moderate)7.Groupingjobsonthebasisofproductorcustomerflowistermedprocessdepartmentalization.True(moderate)91\n8.Geographicdepartmentalizationhasgreatlyincreasedinimportanceasaresultoftoday’scompetitivebusinessenvironmentFalse(moderate)9.Agroupofindividualswhoareexpertsinvariousspecialtiesandwhoworktogetherisacross-functionalteam.True(moderate)10.Authorityistheindividual'scapacitytoinfluencedecisions.False(difficult)11.Authorityissynonymouswithresponsibility.False(easy)12.Authorityistherightsinherentinamanagerialposition.True(easy)13.Amanager'sspanofcontrolreferstothenumberofsubordinateswhocanbeeffectivelyandefficientlysupervised.True(moderate)14.Theclassicalviewofunityofcommandsuggeststhatsubordinatesshouldhaveonlyonesuperiortowhomtheyreport.True(easy)15.Thetrendinrecentyearshasbeentowardsmallerspansofcontrol.False(easy)16.Whendecisionstendtobemadeatlowerlevelsinanorganization,theorganizationissaidtobedecentralized.True(moderate)17.Decentralizationdescribesthedegreetowhichdecisionmakingisconcentratedatasinglepointintheorganization.False(moderate)18.Inthelast35years,therehasbeenatrendoforganizationsmovingtowardincreaseddecentralization.True(easy)19.Appropriateorganizationalstructuredependsonfourvariables:theorganization'sstrategy,size,technology,anddegreeofenvironmentaluncertainty.True(difficult)20.Standardizationreferstothedegreetowhichjobswithintheorganizationarestandardizedandtheextenttowhichemployeebehaviorisguidedbyrulesandprocedures.True(moderate)ORGANIZATIONALDESIGNDECISIONS21.Anorganicorganizationtendstobecharacterizedbyhighspecialization,extensivedepartmentalization,narrowspansofcontrol,highformalization,alimitedinformationnetwork,andlittleparticipationindecision-makingbylow-levelemployees.False(moderate)22.Anorganicorganizationwouldlikelybeveryflexible.True(moderate)23.Innovatorsneedtheefficiency,stability,andtightcontrolsofthemechanisticstructure.False(easy)91\n24.Therelationshipbetweenorganizationalsizeandstructuretendstobelinear.False(difficult)25.JoanWoodwardattemptedtovieworganizationalstructurefromatechnologicalperspective.True(moderate)26.Woodwarddemonstratedthatorganizationalstructuresadaptedtotheirtechnology.True(moderate)27.Woodward'sfindingssupportthatthereis"onebestway"toorganizeamanufacturingfirm.False(moderate)28.Thestrengthofthefunctionalstructureisthatitfocusesonresults.False(moderate)29.Accordingtothetext,afunctionalstructurecreatesstrategicbusinessunits.False(moderate)COMMONORGANIZATIONALDESIGNS30.Projectstructurestendtoberigidandinflexibleorganizationaldesigns.False(easy)MultipleChoiceAMANAGER’SDILEMMA31.Accordingtothecompanyprofilein“AManager’sDilemma,”theorganizationalstructureofNokiaisbestdescribedas______________.a.mechanisticb.organic(moderate)c.centralizedd.formalized32.ThefactorcontributingthemosttoNokia’ssuccessinthemobilephoneindustryaccordingtothecompanyprofilein“AManager’sDilemma”is______________.a.newproductdevelopment(moderate)b.governmentsubsidiesc.nationaltradebarriersd.weakcompetition33.______________istheprocessofcreatinganorganization'sstructure.a.Humanresourcemanagementb.Leadingc.Organizing(moderate)d.Planninge.DepartmentalizationDEFININGORGANIZATIONALSTRUCTURE34.Accordingtothetext,a(n)______________istheformalframeworkbywhichjobtasksaredivided,grouped,andcoordinated.a.missionstatementb.environmentalscanc.internalresourceanalysisd.organizationalstructure(moderate)35.Whichofthefollowingisnotoneofthesixkeyelementsinorganizationaldesign?a.workspecialization91\nb.departmentalizationc.chainofcommandd.bureaucraticdesign(difficult)e.spanofcontrol36.Workspecializationisalsoknownas______________.a.departmentalization.b.centralization.c.spanofcontrol.d.formalization.e.divisionoflabor.(easy)37.Theterm______________isusedtodescribethedegreetowhichtasksinanorganizationaredividedintoseparatejobs.a.workethicsb.managerialcapitalismc.socialresponsibilityd.workspecialization(moderate)38.Whendidtheideaofenlarging,ratherthannarrowing,jobscopebegin?a.1950sb.1960s(moderate)c.1970sd.1980se.1990s39.Whichofthefollowingisnotanexampleoftheclassicalviewofdivisionoflabor?a.assembly-lineproductionb.BurgerKingc.TacoBelld.TQM(moderate)e.KentuckyFriedChicken40.______________isthebasisonwhichjobsaregroupedinordertoaccomplishorganizationalgoals.a.Departmentalization(moderate)b.Centralizationc.Formalizationd.Coordinatione.Efficiency41.Alocalmanufacturingorganizationhasgroupsofemployeeswhoareresponsibleforsales,marketing,accounting,humanresources,etc.Theseareexamplesofwhatconcept?a.authorityb.chainofcommandc.empowermentd.departmentalization(moderate)e.socialgrouping42.Groupingsportingequipmentinonearea,men'sclothinginanotherarea,andcosmeticsinathirdarea,isanexampleofwhatkinddepartmentalization?a.customerb.product(easy)c.geographicd.processe.outcome43.Salesresponsibilitiesdividedintothesouthwest,midwest,southern,northern,andwesternregionswouldbeanexampleof______________departmentalization.91\na.productb.geographic(easy)c.processd.outcomee.customer44.Groupingactivitiesonthebasisofcustomerflowis______________.a.functionaldepartmentalization.b.productdepartmentalization.c.geographicaldepartmentalization.d.processdepartmentalization.(moderate)e.technologicaldepartmentalization.45.Whattypeofdepartmentalizationexpectsthateachdepartmentwillspecializeinonespecificphaseoftheprocessorproductproduction?a.productb.geographicc.process(easy)d.outcomee.customer46.Whatkindofdepartmentalizationwouldbeinplaceinagovernmentorganizationwheredifferentpublicserviceresponsibilitiesaredividedintoactivitiesforemployers,children,andthedisabled?a.productb.geographicc.processd.outcomee.customer(moderate)47.Whichofthefollowingisnotaformofdepartmentalizationsuggestedbyyourtext?a.functionaldepartmentalizationb.productdepartmentalizationc.geographicaldepartmentalizationd.processdepartmentalizatione.technologicaldepartmentalization(difficult)48.Today'scompetitivebusinessenvironmenthasgreatlyincreasedtheimportanceofwhattypeofdepartmentalization?a.geographicb.customer(difficult)c.productd.processe.outcome49.Accordingtothetext,managersareusing______________,whicharegroupsofindividualswhoareexpertsinvariousspecialtiesandwhoworktogether.a.specializedteamsb.cross-demandedteamsc.cross-functionalteams(moderate)d.simplestructuredteams50.Whichofthefollowingisacontemporaryadditiontothehistoricalviewofdepartmentalization?a.increasedrigidityb.cross-functionalteams(moderate)c.enhancedcentralizationd.eliminationofproductdepartmentalizatione.additionofsalesdepartmentalization51.Bringingtogetherthecompany'slegalcounsel,researchengineer,andmarketingspecialistforaprojectisanexampleofa(n)______________.91\na.empoweredteam.b.processdepartmentalization.c.productdepartmentalization.d.cross-functionalteam.(moderate)e.continuousimprovementteam.52.The______________isthecontinuouslineofauthoritythatextendsfromupperorganizationallevelstothelowestlevelsandclarifieswhoreportstowhom.a.chainofdemandb.chainofcommand(easy)c.demandhierarchyd.continuousdesignstructure53.Towhomaworkerreportsconcernswhichaspectoforganizationalstructure?a.chainofcommand(moderate)b.departmentalizationc.paystructured.lineofcommande.authorityframework54.______________entitlesamanagertodirecttheworkofasubordinate.a.Responsibilityb.Legitimatepowerc.Rankd.Operatingresponsibilitye.Authority(moderate)55.______________istheobligationtoperformassignedactivities.a.Authorityb.Responsibility(easy)c.Chainofcommandd.Unityofcommande.Formalization56.The______________principle(oneofFayol’s14principlesofmanagement)helpspreservetheconceptofacontinuouslineofauthority.a.unityofdemandb.unityofcommand(moderate)c.demandstructured.continuousdemand57.Spanofcontrolreferstowhichofthefollowingconcepts?a.howmuchpoweramanagerhasintheorganizationb.thegeographicdispersionofamanager'ssubunitsofresponsibilityc.howmanysubordinatesamanagercaneffectivelyandefficientlysupervise(moderate)d.thenumberofsubordinatesaffectedbyasinglemanagerialordere.theamountoftimeittakestopassinformationdownthroughamanager'slineofcommand58.Otherthingsbeingequal,thewiderorlargerthespanofcontrol,themore______________theorganizationaldesign.a.bureaucraticb.democraticc.effectived.efficient(difficult)e.classical59.Widerspansofcontrolmaybeviewedasmoreefficient,buteventually,widerspanstendtohavewhateffectonorganizations?a.reducedeffectiveness(difficult)b.increasedturnoverc.lossofmanagerialpower91\nd.customerdissatisfactione.rigidchainsofcommand60.Anorganizationthatspendsmoneyonmaintainingawell-trainedworkforcecanexpectwhichofthefollowingspan-of-controloutcomes?a.increasedcontemptformanagementb.increasedvoluntaryturnoverc.centralizedauthorityd.lessdirectsupervision(moderate)e.increasedneedformanagerial-levelemployees61.Ahigh-techmanagerwhosupervisesthedevelopmentofanewcomputerchipneeds______________comparedtoamanagerwhosupervisesthemailingofunemploymentinsurancechecksatthelocalgovernmentoffice.a.aboutthesamespanofcontrolb.anarrowerspanofcontrol(difficult)c.awiderspanofcontrold.amoreinformalspanofcontrole.eliminationofthespanofcontrol62.Ingeneral,spanofcontrolis______________formanagers.a.increasing(easy)b.decreasingc.stayingthesamed.significantlydecreasinge.nolongerimportant63.______________describesthedegreetowhichdecisionmakingisconcentratedatasinglepointintheorganization.a.Decentralizationb.Centralization(moderate)c.Transnationalismd.Crosssectionalanalysis64.Iflower-levelemployeesprovideinputorareactuallygiventhediscretiontomakedecisions,theorganizationis______________.a.formalized.b.centralized.c.decentralized.(easy)d.mechanistic.e.organic.65.Recently,therehasbeenadistincttrendtoward______________.a.smallerspansofcontrol.b.decentralizeddecision-making.(moderate)c.decreasedflexibility.d.emphasisonchainofcommand.e.mechanisticorganizations.66.WhichofthefollowingfactorsWOULDNOTinfluenceanorganizationtohaveahigherdegreeofcentralization?a.Environmentisstable.b.Companyisgeographicallydispersed.(difficult)c.Companyislarge.d.Decisionsaresignificant.e.Organizationisfacingacrisis.91\n67.______________referstothedegreetowhichjobswithintheorganizationarestandardizedandtheextenttowhichemployeebehaviorisguidedbyrulesandprocedures.a.Standardizationb.Centralizationc.Chainofcommandd.Strategye.Formalization(moderate)68.AllofthefollowingfactorsindicatethatadecentralizedorganizationwouldbemosteffectiveEXCEPTwhen______________.a.theenvironmentiscomplex.b.decisionsarerelativelyminor.c.theorganizationisfacingacrisis.(difficult)d.thecompanyisgeographicallydispersed.e.effectiveimplementationofstrategiesdependsonmanagershavinginvolvementandflexibilitytomakedecisions.69.Whichofthefollowingfactorsdescribesanenvironmentinwhichahighdegreeofdecentralizationisdesired?a.Environmentiscomplex,uncertain.(moderate)b.Lower-levelmanagersdonotwanttohaveasayindecisions.c.Decisionsaresignificant.d.Companyislarge.e.Organizationisfacingacrisisortheriskofcompanyfailure.70.The______________organizationalstructureischaracterizedbyhighspecialization,extensivedepartmentalization,narrowspansofcontrolandhighformalization.a.mechanistic(easy)b.organicc.contingencyd.adhocracye.functional71.WhichofthefollowingisNOTacharacteristicofamechanisticorganization?a.highspecializationb.widespansofcontrol(moderate)c.highformalizationd.limitedinformationnetworke.extensivedepartmentalization72.Whattypeoforganizationalformfollowsclassicalprinciplessuchasunityofcommand?a.organicb.linearc.decentralizedd.mechanistic(moderate)e.adhocracyORGANIZATIONALDESIGNDECISIONS73.Whichofthefollowingwouldlikelybefoundinmechanisticorganizations?a.widespanofcontrolb.empoweredemployeesc.decentralizedresponsibilityd.fewrulesand/orregulationse.standardizedjobspecialties(difficult)74.AllofthefollowingarecharacteristicsofanorganicorganizationEXCEPT:a.narrowspansofcontrol.(moderate)b.cross-hierarchicalteams.c.freeflowofinformation.91\nd.lowformalization.e.cross-functionalteams.75.IntheearlyyearsofAppleComputers,itsdesireforhighlyproficientandcreativeemployeeswhooperatedwithfewworkruleswasanexampleofwhattypeoforganization?a.bureaucraticb.mechanisticc.volatiled.nouvellee.organic(difficult)76.Whichofthefollowingistrueconcerninganorganicorganization'sproblem-responsetime?a.Itrequiresstrictadherencetoefficientlydevelopedrules.b.Itsspeeddemandsclearlinesofcommand.c.Responsetimesareslowerthanmechanisticorganizations,butanswerstendtobemoreaccurate.d.Professionalstandardsguidebehavior.(difficult)e.Theresponsetimeisquickduetothecentralizeddesign.77.Whichofthefollowingisnotoneofthefourcontingencyvariablesthathelpdetermineappropriateorganizationalstructure?a.organizationalsizeb.organizationalstrategyc.organizationaltechnologyd.organizationalage(moderate)e.degreeofenvironmentaluncertainty78.Whichofthefollowingisanaccuratestatement?a.Strategyfollowsstructure.b.Strategyandstructureareequalintemporalimportance.c.Strategyandstructurearenotlinked.d.Structurefollowsstrategy.(moderate)e.Mechanisticandorganicorganizationshavedistinctdifferencesintheapplicationoftherelationshipbetweenstrategyandstructure.79.Mostcurrentstrategy-structurecontingencyframeworkstendtofocusonthreestrategydimensions.Thesedimensionsare______________.a.revenuemaximization,customersatisfaction,andvisibility.b.customersatisfaction,employeesatisfaction,andethics.c.innovation,costminimization,andimitation.(difficult)d.legalconsiderations,profitmaximization,andinnovation.e.long-termsurvival,profitmaximization,andcustomersatisfaction.80.Whatkindofrelationshipistherebetweenorganizationalsizeanddegreeofmechanisticstructure?a.-1.0b.unclearc.positive(moderate)d.bimodale.exponential81.JoanWoodward'sresearchwasthefirstmajorattempttovieworganizationalstructurefroma______________perspective.a.strategicb.contingencyc.sized.departmentale.technological(easy)91\n82.ThethreeproductioncategoriesthatJoanWoodwarddividedorganizationsintoinordertouncoverrelationshipsbetweenorganizationalstructureandtechnologyare______________.a.unit,mass,process(difficult)b.unit,product,costc.product,cost,customerd.mass,process,coste.process,unit,product83.AccordingtoWoodward'sstudies,whattypeofproductionworksbestwithamechanisticstructure?a.unitb.processc.productd.mass(moderate)e.just-in-time84.Whichofthefollowingisnotacharacteristicthatwouldsuggestunitproductionwouldbeabest"fit"?a.lowhorizontaldifferentiationb.lowverticaldifferentiationc.small-batch,customproductsd.lowformalizatione.mechanisticstructure(difficult)85.Acharacteristicthatbothunitproductionandprocessproductionhaveisthatthemosteffectiveorganizationalstructureforbothtechnologiesis______________.a.organic.(difficult)b.mechanistic.c.adhocracy.d.matrix.e.team.86.Woodward'sstudiesgenerallydemonstratethatorganization______________shouldadapttotheir______________.a.processes;environmentb.employees;leadersc.technologies;legalconstraintsd.structures;technology(moderate)e.outputs;resources87.Whichtypeofenvironmentisbestsuitedformechanisticorganizations?a.dynamicb.manufacturingc.serviced.combinatione.stable(moderate)88.Accordingtothetext,allofthefollowingareexamplesofthemoretraditionalorganizationaldesignsEXCEPT:a.thesimplestructure.b.thefunctionalstructurec.thematrixstructure(moderate)d.thedivisionalstructure89.Whichofthefollowingisnotcharacteristicofasimpleorganizationalstructure?a.narrowspansofcontrol(moderate)b.lowdegreeofdepartmentalizationc.centralizeddecision-makingd.littleformalizatione.informationarrangementofemployees91\nCOMMONORGANIZATIONALDESIGNS90.Whichofthefollowingtermsisassociatedwithasimpleorganizationalstructure?a.elaborateb.high-complexityc.formald.decentralizede.flat(moderate)91.Awinestorethatemployssixpeoplemostlikelyhaswhatkindoforganizationalstructure?a.bureaucracyb.simple(difficult)c.functionald.divisionale.team-based92.AllofthefollowingarestrengthsofasimpleorganizationalstructureEXCEPT:a.It'sfast.b.It'sinexpensivetomaintain.c.It'slessrisky.(moderate)d.Accountabilityisclear.e.It'sflexible.93.Abureaucraticormechanisticdesignmayusea______________structurewhichgroupssimilarorrelatedoccupationalspecialtiestogether.a.matrixb.functional(moderate)c.divisionald.geographice.team-based94.A______________structurecreatesstrategicbusinessunits.a.matrixb.functionalc.divisional(difficult)d.geographice.team-based95.Whattypeoforganizationalstructureismadeupofautonomous,self-containedunits?a.bureaucracyb.simplec.functionald.divisional(moderate)e.team-based96.Inwhattypeoforganizationalstructureisempowermentmostcrucial?a.bureaucracyb.simplec.functionald.divisionale.team-based(easy)97.The______________isanorganizationalstructurethatassignsspecialistsfromdifferentfunctionaldepartmentstoworkononeormoreprojectsbeingledbyprojectmanagers.a.functionalstructureb.simplestructurec.matrixstructure(moderate)d.divisionalstructure91\n98.Thematrixapproachviolateswhatclassicalprinciple?a.unityofcommand(moderate)b.decentralizationc.customerfocusd.linearlinesofresponsibilitye.largespansofcontrol99.Whattypeoforganizationassignsspecialistsfromdifferentfunctionaldepartmentstoworkononeormoreprojectsledbyaprojectmanager?a.classicalb.contemporaryc.matrix(easy)d.evolutionarye.product-based100.A______________organizationisnotdefinedby,orlimitedto,thehorizontal,vertical,orexternalboundariesimposedbyapredefinedstructure.a.team-basedb.boundarylessc.mechanisticd.project(moderate)e.simple101.A______________organizationhasdevelopedthecontinuouscapacitytoadaptandchange.a.simpleb.mechanisticc.bureaucraticd.team-basede.learning(moderate)MANAGINGINANE-BUSINESSWORLD102.Accordingtotheboxedfeature,“ManaginginanE-BusinessWorld,”allofthefollowingareneededforE-businesstoachievethecharacteristicnecessaryforsuccessinthedigitalworldEXCEPT:a.highvertical,horizontal,andlateralcommunication.b.cross-hierarchicalandcross-functionalteams.c.extensiveemployeeempowerment.d.highformalization.(moderate)103.Accordingtotheboxedfeature,“ManaginginanE-BusinessWorld,”Amazon.com’sorganizationalstructureisbestdescribedas______________.a.mechanisticb.organic(moderate)c.formald.diagonal104.Accordingtotheboxedfeature,“ManaginginanE-BusinessWorld,”the______________organizationistheconceptthatdescribesanE-businessorganization.a.mechanisticb.boundaryless(moderate)c.functionald.diagonal105.TheimportantcharacteristicsofalearningorganizationrevolvearoundallofthefollowingEXCEPT:a.organizationaldesign.b.marketcapitalization(moderate)c.informationsharing.d.leadership.e.culture.91\nScenariosDEFININGORGANIZATIONALSTRUCTUREOrganizationalStructure(Scenario)Michelleisaregisterednurseinchargeofanewunitinherhospital.Shewouldliketohaveamorelaid-backapproachtodealingwithhernewstaff,butthehospitaldemandsthattherearestricthierarchicallevelsandthatalldecisionsmustbesignedoffbyMichelle.SometimesthisdrivesMichellenuts;theconstantfillingoutofforms,etc.Shealsofeelsthatthenumerouslevelsofhierarchyareunnecessaryandplacebarriersbetweenherandherstaff.Sheisn'tsurewhythingshavetobeso"organized"andisthinkingaboutspeakingwithherbosstoattemptchangingherunittohavemoreflexibilityandfewerrules.106.Michelleisconcernedaboutherunit's______________,theunit'sformalframeworkbywhichjobtasksaredivided,groupedandcoordinated.a.formalorganizationalchartb.organizationalstructure(moderate)c.staffd.spanofcontrole.communicationlines107.Michelleisrequiredtosignoffonalldecisions,suggestingthattheyhavea______________formofdecision-makingauthority.a.centralized(moderate)b.formalc.autocraticd.policye.strict108.Michellehasnoticedthateveryoneisveryconcernedaboutthe______________,thelineofauthoritywithintheorganization.a.responsibilityb.chainofcommand(easy)c.spanofcontrold.organizationalstrategye.environmentConsultantsRUs(Scenario)BethAnnhasbeenhiredasaconsultantforXYZConsulting,andherfirstassignmentistoapplytheworkofJoanWoodwardtoherclient,CustomLeather,Inc.CustomLeathermakesexpensiveleatherfurniture.109.Woodwardfeltthattheeffectivenessoftheorganizationwouldberelatedtothe______________fit.a.employee/productb.technology/structure(moderate)c.environment/processd.process/employeee.employee/environment110.IfCustomLeatherproducescouchesforindividualorders,thisistermed______________production.a.massb.processc.unit(moderate)d.environmentale.procedural111.IfCustomLeatherproducesinlargebatches,thisistermed______________production.91\na.mass(moderate)b.processc.unitd.environmentale.procedural112.CustomLeatherisunabletouseacontinuousprocess,or______________production,becauseleatherisauniqueitem.a.massb.process(moderate)c.unitd.environmentale.proceduralORGANIZATIONALDESIGNDECISIONSYouCanBankonIt(Scenario)Susan'semployer,WesternBank,likemanyothers,hadrecentlyundergonedecruitmentinorderto"rightsize"theorganization.TheBoardofDirectorsfeltthattheirsaggingstockpricecouldbeimprovedwithsomelaborcostcutting.Alongwithothernewchallenges,aproblemnowexistedwithspanofcontrolanddecision-makingauthority.Inthepast,herbank'spolicywasthatnomanagershouldsupervisemorethansixsubordinatesandonlymanagersshouldmakedecisionsfortheirindividualunits.Butnow,withthecutsinmiddlemanagement,uppermanagementhadincreasedthespanofcontrolbutstillinsistedonmanagerial-onlydecision-making.Theresultwasthatmanagersspentalloftheirtimeputtingoutfiresandsubordinatesfelttheyweregettinganswerstooslowlyandwantedtostarthavingtheauthoritytomakedecisionsontheirown.Clearly,somethinghadtochange.113.Ofthefollowing,whichisnotareasonthatwouldbeconsistentwithWesternBank'swantingtomaintainacentralizedformofdecision-making?a.Environmentisuncertain.(moderate)b.Environmentisstable.c.Companyislarge.d.Decisionsaremoresignificant.e.Organizationisfacingacrisis.114.OfthefollowingwhichisnotareasonWesternBankwouldnotchangetoamoredecentralizedformofdecision-making?a.lower-levelmanagersarecapableofdecision-makingb.companyisgeographicallydispersedc.decisionsarerelativelyminord.organizationisinriskoffailure(easy)e.lower-levelmanagerswantavoiceindecisionsORGANIZATIONALDESIGNDECISIONS115.SusanbelievesthatWesternBankshouldbehighlyadaptiveandflexible.ShewouldlikeforWesternBanktobea(n)______________structure.a.organic(easy)b.mechanisticc.formalizedd.technologicale.strategic116.ThecontingencyapproachwouldconsiderallofthefollowingvariablesEXCEPTthe______________.a.organization'sstrategy.b.organization'ssize.c.organization'sage.(moderate)d.organization'stechnology.e.degreeofenvironmentaluncertainty.91\nFoodforThought(Scenario)BurgessownedaToutLeMart,astorethatsoldfoodandnonfooditemsinawarehouseenvironment.Heemployed350peopleandhadthemworkinveryspecializedareas.Somepeopleonlyunloadedthepalletsfromthetrucksordrovethepalletsontothefloor,whilestillothersunloadedthepalletsintheirspecificareaofresponsibility.Hehadmanagerscontrollingeachspecificarea.Forexample,theautomotivemanagerwasinchargeofallfunctions;accounting,purchasing,sales,etc.Thisarrangementhadgenerallyworkedwell,butrecently,henoticedthatemployeesseemedboredandturnoverandabsenteeismhadrisen.Inaddition,hefoundthatattemptingtogetspecialprojectscompleted,suchascreatingtheirnew"First-ClassCustomer"card,hadturnedintoanightmareduetothelackofcooperationandmisunderstandingbetweenthegroups.117.ToutLeMartcurrentlyoperatesundertheclassicalviewofthedivisionoflabor.Thisischaracterizedbywhichofthefollowing?a.Youonlyreporttoonemanager.b.Employeesspecializeindoingpartofatask.(easy)c.Employeesspecializeindoingonecompletetask.d.Peoplearedividedaccordingtotheirworkinterest.e.Employeesaretrainedtodomanytaskstoincreaseflexibility.118.ThetypeofdepartmentalizationpracticedbyToutLeMartisbestdescribedas______________.a.product.(moderate)b.function.c.customer.d.geographic.e.process.119.IfToutLeMartdecidedtoreorganizetheirdepartmentalizationsothatonemanagerwasinchargeofaccounting,onemanagerinchargeoffoodstuffs,onemanagerinchargeofnonfooditems,etc.,thiswouldbedescribedas______________departmentalization.a.productb.function(moderate)c.customerd.geographice.process120.IfBurgessregularlyputtogetherteamsmadeupofspecialistsfromdifferentareastotacklenewprojects,likethe"First-ClassCustomer"cardproject,thesewouldbecalled______________.a.cross-functionalteams.(easy)b.qualitycircles.c.totalqualitymanagement.d.specialprojectteams.e.specialtyteams.EssayQuestionsDEFININGORGANIZATIONALSTRUCTURE121.Inashortessay,listandexplainthesixkeyelementsindesigninganorganization’sstructure.Answera.Workspecialization–thisconceptdescribesthedegreetowhichtasksinanorganizationaredividedintoseparatejobs.Theessenceofworkspecializationisthatanentirejobisnotdonebyoneindividualbutinsteadisbrokendownintosteps,andeachstepiscompletedbyadifferentperson.b.Departmentalization–thebasisbywhichjobsaregroupedtogetheriscalleddepartmentalization.Thefivecommonformsofdepartmentalizationincludefunctional,product,geographical,process,andcustomerdepartmentalization.91\na.Chainofcommand–thisisthecontinuouslineofauthoritythatextendsfromupperorganizationallevelstothelowestlevelsandclarifieswhoreportstowhom.Ithelpsemployeesanswerquestionssuchas“WhodoIgotoifIhaveaproblem?”or“TowhomamIresponsible?”b.Spanofcontrol–thisconceptisimportantbecause,toalargedegree,itdeterminesthenumberoflevelsandmanagersanorganizationhas.Allthingsbeingequal,thewiderorlargerthespan,themoreefficienttheorganization.c.Centralizationanddecentralization–centralizationdescribesthedegreetowhichdecisionmakingisconcentratedatasinglepointintheorganization.Iftopmanagersmaketheorganization’skeydecisionswithlittleornoinputfrombelow,thentheorganizationiscentralized.Incontrast,themorethatlower-levelemployeesprovideinputoractuallymakedecisions,themoredecentralizationthereis.d.Formalization–thisreferstothedegreetowhichjobswithintheorganizationarestandardizedandtheextenttowhichemployeebehaviorisguidedbyrulesandprocedures.Ifajobishighlyformalized,thenthepersondoingthatjobhasaminimumamountofdiscretionoverwhatistobedone,whenit’stobedone,andhowheorshecoulddoit.(difficult)122.Inashortessay,listanddiscussthefivecommonformsofdepartmentalization.Answera.Functionaldepartmentalization–jobsaregroupedbyfunctions(i.e.marketing,finance,humanresources)performed.Thisapproachcanbeusedinalltypesoforganizations,althoughthefunctionschangetoreflecttheorganization’sobjectivesandworkactivities.b.Productdepartmentalization–jobsaregroupsbyproductline.Inthisapproach,eachmajorproductareaisplacedundertheauthorityofamanagerwho’saspecialistin,andisresponsiblefor,everythinghavingtodowiththatproductline.c.Geographicaldepartmentalization–jobsaregroupedonthebasisofterritoryorgeographysuchassouthern,mid-western,ornorth-westernregionsforanorganizationoperatingonlyintheUnitedStates;orforaglobalcompany,maybeaU.S.,European,Canadian,andAsian-Pacificregions.d.Processdepartmentalization–groupsjobsonthebasisofproductorcustomerflow.Inthisapproach,workactivitiesfollowanaturalprocessingflowofproductorevencustomers.e.Customerdepartmentalization–jobsaregroupedonthebasisofcommoncustomerswhohavecommonneedsorproblemsthatcanbestbemetbyhavingspecialistsforeach.(moderate)123.Inashortessay,explaintheconceptsofauthority,responsibility,andunityofcommand.AnswerAuthorityreferstotherightsinherentinamanagerialpositiontotellpeoplewhattodoandtoexpectthemtodoit.Tofacilitatedecisionmakingandcoordination,anorganization’smanagersarepartofthechainofcommandandaregrantedacertaindegreeofauthoritytomeettheirresponsibilities.Asmanagerscoordinateandintegratetheworkofemployees,thoseemployeesassumeanobligationtoperformanyassignedduties.Thisobligationorexpectationtoperformisknownasresponsibility.Finally,theunityofcommandprinciplehelpspreservetheconceptsofacontinuouslineofauthority.Itstatesthatapersonshouldreporttoonlyonemanager.Withoutunityofcommand,conflictingdemandsandprioritiesfrommultiplebossescancreateproblems.(easy)124.Inashortessay,listsixfactorsthatinfluencetheamountofcentralizationandsixfactorsinfluencetheamountofdecentralizationinanorganization.AnswerMoreCentralizationa.Environmentisstable.b.Lower-levelmanagersarenotascapableorexperiencedatmakingdecisionsasupper-levelmanagers.c.Lower-levelmanagersdonotwanttohaveasayindecisions.d.Decisionsaresignificant.e.Organizationisfacingacrisisortheriskofcompanyfailure.f.Companyislarge.g.Effectiveimplementationofcompanystrategiesdependsonmanagers’retainingsayoverwhathappens.91\nMoreDecentralizationa.Environmentiscomplex,uncertain.b.Lower-levelmanagersarecapableandexperiencedatmakingdecisions.c.Lower-levelmanagerswantavoiceindecisions.d.Decisionsarerelativelyminor.e.Corporatecultureisopentoallowingmanagerstohaveasayinwhathappens.f.Companyisgeographicallydispersed.g.Effectiveimplementationofcompanystrategiesdependsonmanagers’havinginvolvementandflexibilitytomakedecisions.(moderate)ORGANIZATIONALDESIGNDECISIONS125.Inashortessay,discussthecharacteristicsofmechanisticandorganicorganizations.Answera.Themechanisticorganizationisarigidandtightlycontrolledstructure.Itischaracterizedbyhighspecialization,rigiddepartmentalization,narrowspansofcontrol,highformalization,alimitedinformationnetwork(mostlydownwardcommunication),andlittleparticipation.Mechanistictypesoforganizationalstructurestendtobeefficiencymachines,welloiledbyrules,regulations,standardizedtasks,andsimilarcontrols.Thisorganizationaldesigntriestominimizetheimpactofdifferingpersonalities,judgments,andambiguitybecausethesehumantraitsareseenasinefficientandinconsistent.b.Indirectcontrasttothemechanisticformoforganizationistheorganicorganization,whichisashighlyadaptiveandflexiblestructureastructureasthemechanisticorganizationisrigidandstable.Ratherthanhavingstandardizedjobsandregulations,theorganicorganizationisflexible,whichallowsittochangerapidlyasneedsrequire.Organicorganizationshavedivisionoflabor,butthejobspeopledoarenotstandardized.Employeesarehighlytrainedandempoweredtohandlediversejobactivitiesandproblems,andtheseorganizationsfrequentlyuseemployeeteams.Employeesinorganictypeorganizationsrequireminimalformalrulesandlittledirectsupervision.(easy)126.Inashortessay,listanddiscussthefourcontingencyvariablesthatshouldbeconsideredindetermininganappropriatestructureinorganizationaldesign.Answera.Strategyandstructure–anorganization’sstructureshouldfacilitatetheachievementofgoals.Becausegoalsareinfluencedbytheorganization’sstrategies,it’sonlylogicalthatstrategyandstructureshouldbecloselylinked.Morespecifically,structureshouldfollowstrategy.Ifmanagerssignificantlychangetheorganization’sstrategy,theywillneedtomodifystructuretoaccommodateandsupportthechange.b.Sizeandstructure–there’sconsiderableevidencethatanorganization’ssizesignificantlyaffectsitsstructure.Forinstance,largeorganizations—thosewith2,000ormoreemployees—tendtohavemorespecialization,departmentalization,centralization,andrulesandregulationsthandosmallorganizations.However,therelationshipisn’tlinear.Rather,sizeaffectsstructureatadecreasingrate;thatis,sizebecomeslessimportantasanorganizationgrows.c.Technologyandstructure–everyorganizationhasatleastoneformoftechnologytoconvertitsinputsintooutputs.Theprocessesormethodsthattransformanorganization’sinputsintooutputsdifferbytheirdegreeofroutineness.Ingeneral,themoreroutinethetechnology,themorestandardizedandmechanisticthestructurecanbe.Organizationswithmorenonroutinetechnologyaremorelikelytohaveorganicstructures.d.Environmentaluncertaintyandstructure–becauseuncertaintythreatensanorganization’seffectiveness,managerswilltrytominimizeit.Onewaytoreduceenvironmentaluncertaintyisthroughadjustmentsintheorganization’sstructure.Thegreatertheuncertainty,thegreatertheneedfortheflexibilityofferedbyanorganicdesign.Ontheotherhand,instable,simpleenvironments,mechanisticdesignstendtobemosteffective.(difficult)127.Inashortessay,listanddiscussthethreetypesoftraditionalorganizationaldesignsandthestrengthsandweaknessesofeachofthesedesigns.91\nAnswera.Simplestructure–thisisanorganizationaldesignwithlowdepartmentalization,widespansofcontrol,authoritycentralizedinasingleperson,andlittleformalization.Thisstructureismostcommonlyusedbysmallbusinessesinwhichtheownerandmanagerareoneandthesame.Strengthsofthistypeoforganizationalstructurearethatitisfast,flexible,inexpensivetomaintain,andhasclearaccountability.Weaknessesarethatitbecomesinappropriateastheorganizationgrowsandtherelianceononepersonisrisky.b.Functionalstructure–thisisanorganizationaldesignthatgroupssimilarorrelatedoccupationalspecialtiestogether.It’sthefunctionalapproachtodepartmentalizationappliedtotheentireorganization.Strengthsofthistypesoforganizationalstructurearecost-savingadvantagesfromspecializationandemployeesaregroupedwithotherwhohavesimilartasks.Weaknessesarepursuitoffunctionalgoalscancausemanagerstolosesightofwhat’sbestfortheoverallorganizationandthatfunctionalspecialistsmaybecomeinsulatedandhavelittleunderstandingofwhatotherunitsaredoing.c.Divisionalstructure–thisisanorganizationalstructuremadeupofseparateunitsordivisions.Inthisdesign,eachunitordivisionhasrelativelylimitedautonomy,withadivisionmanagerresponsibleforperformanceandwhohavestrategicoperationalauthorityoverhisorherunit.Amainstrengthofthistypeoforganizationalstructureisthatitfocusesonresultswheredivisionmanagersareresponsibleforwhathappenstotheirproductsandservices.Aweaknessisduplicationofactivitiesandresourcesincreasescostsandreducesefficiency.(moderate)COMMONORGANIZATIONALDESIGNS128.Inashortessay,discussthematrixorganizationalstructure.AnswerThematrixstructureisanorganizationalstructurethatassignsspecialistsfromdifferentfunctionaldepartmentstoworkononeormoreprojectsbeingledbyprojectmanagers.Oneuniqueaspectofthematrixdesignisthatitcreatesadualchainofcommandandexplicitlyviolatestheclassicalorganizingprincipleofunityofcommand.Employeesinamatrixorganizationhavetwomanagers:theirfunctionaldepartmentmanagerandtheirproductorprojectmanager,whoshareauthority.Theprojectmanagershaveauthorityoverthefunctionalmemberswhoarepartoftheirprojectteaminareasrelativetotheproject’sgoals.However,decisionssuchaspromotions,salaryrecommendations,andannualreviewsremainthefunctionalmanager’sresponsibility.Toworkeffectively,projectandfunctionalmanagershavetocommunicateregularly,coordinateworkdemandsonemployees,andresolveconflictstogether.(moderate)129.Inashortessay,explaintheconceptofaboundarylessorganization.AnswerTheboundarylessorganizationisanorganizationwhosedesignisnotdefinedby,orlimitedto,thehorizontal,vertical,orexternalboundariesimposedbyapredefinedstructure.Thisideamaysoundodd,yetmanyoftoday’smostsuccessfulorganizationsarefindingthattheycanmosteffectivelyoperateintoday’senvironmentbyremainingflexibleandunstructured:thattheidealstructureforthemisnothavingarigid,predefinedstructure.Instead,theboundarylessorganizationseekstoeliminatethechainofcommand,tohavelimitlessspansofcontrol,andtoreplacedepartmentswithempoweredteams.(easy)130.Inashortessay,describealearningorganizationandlistanddiscussthefourelementswhichtheimportantcharacteristicsofalearningorganizationrevolvesaround.AnswerAlearningorganizationisanorganizationthathasdevelopedthecapacitytocontinuouslyadaptandchangebecauseallmemberstakeanactiveroleinidentifyingandresolvingwork-relatedissues.Inalearningorganization,employeesarepracticingknowledgemanagementbycontinuallyacquiringandsharingnewknowledgeandarewillingtoapplythatknowledgeinmakingdecisionsorperformingtheirwork.a.Organizationaldesign-inalearningorganization,theorganizationalstructureneedstobedesignedtoallowformemberstoshareinformationandcollaborateonworkactivitiesthroughouttheentire91\norganization—acrossdifferentfunctionalspecialtiesandevenatdifferentorganizationallevels.Thiscanbedonebyminimizingoreliminatingtheexistingstructuralandphysicalboundaries.Inthistypeofboundarylessenvironment,employeesarefreetoworktogetherandcollaborateindoingtheorganization’sworkthebestwaytheycanandtolearnfromeachother.a.Informationsharing-foralearningorganizationto“learn,”informationmustbesharedamongmembers;thatis,organizationalemployeesmustengageinknowledgemanagement.Thismeanssharinginformationopenly,inatimelymanner,andinasaccurateaformaspossible.Becausetherearefewstructuralandphysicalbarriersinalearningorganization,theenvironmentisconducivetoopencommunicationandextensiveinformationsharing.b.Leadership-leadershipplaysanimportantroleasanorganizationmovestobecomealearningorganization.Oneofthemostimportantfunctionsofleadersisfacilitatingthecreationofasharedvisionfortheorganization’sfutureandthenkeepingorganizationalmembersworkingtowardthatvision.Inaddition,leadersshouldsupportandencouragethecollaborativeenvironmentthat’scriticaltolearning.Withoutstrongandcommittedleadershipthroughouttheorganization,itwouldbeextremelydifficulttobealearningorganization.c.Culture-theorganizationalcultureisanimportantaspectofbeingalearningorganization.Alearningorganization’scultureisoneinwhicheveryoneagreesonasharedvisionandeveryonerecognizestheinherentinterrelationshipsamongtheorganization’sprocesses,activities,functions,andexternalenvironment.Thereisastrongsenseofcommunity,caringforeachother,andtrust.Inalearningorganization,employeesfeelfreetoopenlycommunicate,share,experiment,andlearnwithoutfearofcriticismorpunishment.(difficult)Chapter13–ManagingChangeandInnovationTrue/FalseQuestionsWHATISCHANGE?1.Changeisanorganizationalreality.True(easy)2.Organizationalchangecanbealterationinpeople,structure,ortechnology.True(moderate)FORCESFORCHANGE3.Themarketplaceisanexternalforceofchange.True(moderate)4.Thechangeindemandforhealthcaretechniciansisanexampleofaneconomicchange.False(difficult)5.Economicchangesareaninternalforceofchange.False(moderate)6.Anymanagercanbeachangeagent.True(moderate)TWOVIEWSOFTHECHANGEPROCESS7.The"calmwaters"approachtochangewouldbeconsistentwithLewin'sconceptofunfreezing,changing,andrefreezing.True(difficult)91\n8.Inthe"white-waterrapids"metaphorofchange,managersshouldexpectchangeatanytime,anditmaylastforunspecifiedlengthsoftime.True(moderate)MANAGINGCHANGE9.Changethreatenstheinvestmentyou'vealreadymadeinthestatusquo.True(easy)10.Onereasonpeopleresistchangeisthatissubstitutesambiguityforuncertainty.False(difficult)11.Themanager'soptionsforchangeessentiallyfallintothreecategories:structure,technology,andproduct.False(difficult)12.Computerizationisatechnologicalchangethatreplacespeoplewithmachines.False(moderate)13.Probablythemostvisibletechnologychangesinrecentyearshavecomethroughmanagers’effortstoexpandcorporatefinancing.False(moderate)14.Sensitivitytrainingisamethodofchangingbehaviorthroughunstructuredgroupinteraction.True(easy)15.Organizationalculturestendtoresistchange.True(moderate)16.Techniquestochangepeopleandthequalityofinterpersonalworkrelationshipsaretermedorganizationaldevelopment.True(moderate)17.Culturalchangeiseasierwhentheorganizationalcultureisstrong.False(easy)18.Thefirststepinaccomplishingorganizationalculturalchangeistoinitiateareorganization.False(moderate)CONTEMPORARYISSUESINMANAGINGCHANGE19.Cooptationreferstocovertattemptstoinfluence.False(moderate)20.Manipulationisusingdirectthreats.False(moderate)21.Amajordisadvantageofcoercionisthatitisfrequentlyillegal.True(moderate)22.Negotiationreferstocovertattemptstoinfluence,twistinganddistortingfactsorwithholdinginformation.False(moderate)23.Incooptation,anorganizationseeksto"buyoff"theleadersofaresistancegroupbygivingthemakeyroleinthechangedecision.True(moderate)91\n24.Nevernegotiatewithemployeesasameansofovercomingresistancetochange.False(moderate)25.Thefirststepinchangingorganizationalcultureistoconductaculturalanalysis.True(easy)26.Inprocessreengineering,acompanydrasticallychangesitsstructure,technology,andpeoplebystartingfromscratchinreexaminingthewaytheorganization'sworkisdone.True(moderate)27.Stressisadynamicconditionapersonfaceswhenconfrontedwithanopportunity,constraint,ordemandrelatedtowhatheorshedesiresandforwhichtheoutcomeisperceivedtobebothuncertainandimportant.True(moderate)28.Intermsoforganizationalfactors,anyattempttolowerstresslevelshastobeginwithemployeeselection.True(moderate)MANAGINGWORKFORCEDIVERSITY29.TheParadoxofDiversityisdescribedassituationsinwhichlimitationsareplacedupondiverseindividualsbystrongorganizationalcultures.True(moderate)STIMULATINGINNOVATION30.Creativityistheprocessoftakinganideaandturningitintoausefulproduct,service,ormethodofoperation.False(difficult)MultipleChoiceAMANAGER’SDILEMMA31.Accordingtothecompanyprofilein“AManager’sDilemma,”whichofthefollowingbrandedproductsdoesPanamericanBeverages,IncsellinLatinAmerica?a.Pepsib.Coca-Cola(moderate)c.OceanSprayd.Gatoradee.Evian32.Accordingtothecompanyprofilein“AManager’sDilemma,”FranciscoSanchez-Loaeza,Panamco’sChairmanandCEO,attributesallofthefollowingorganizationalfactorsasimportanttothecompany’ssuccessEXCEPT:a.centralizedmanagementphilosophy(moderate)b.logisticalexpertisec.innovativemerchandisingstrategiesd.excellentfinancialstewardshipe.decentralizedmanagementphilosophyWHATISCHANGE?33.Beingamanager,withnoenvironmentaluncertaintyorthreatofcompetitors'newproducts,wouldbesimplewithoutany______________.a.governmentregulations.91\nb.unions.c.diversity.d.culturaldifferences.e.change.(moderate)FORCESFORCHANGE34.Whichofthefollowingisnotanexternalforceofchange?a.marketplaceb.governmentlawsandregulationsc.technologyd.economicchangese.workforce(moderate)35.TheAmericansWithDisabilitiesActisanexampleofwhichofthefollowingformsofenvironmentalchange?a.internalb.technologyc.governmentlawsandregulations(moderate)d.labormarketse.economic36.Changinghumanresourceactivitiestoattractandretainhealthcarespecialistsduetoincreasedneedsforthoseworkersisanexampleofwhatkindofenvironmentalchangefactor?a.marketplaceb.technologyc.labormarkets(difficult)d.economice.governmentlawsandregulations37.Fallinginterestrateswouldmoststimulatewhatchangefactorforamanager?a.marketplaceb.governmentlawsandregulationsc.labormarketsd.economic(easy)e.technology38.Whichofthefollowingisnotaninternalforceofchange?a.technology(moderate)b.strategyc.workforced.employeeattitudese.equipment39.WhatchangefactordidHarley-Davidsonmotorcyclesreacttoinitsturnaroundofproductionqualitycontrolandmodernization?a.technologyb.externalc.workforced.equipmente.strategy(difficult)40.Increasingthenumbersofemployedwomenandminoritiesforcesmanagerstopayattentiontowhatchangefactor?a.strategyb.workforce(moderate)c.equipmentd.technologye.employeeattitudes91\n41.Laborstrikesareanexampleofwhatchangefactorthatmayencourageachangeinmanagementthinkingandpractices?a.workforceb.equipmentc.employeeattitudes(easy)d.strategye.governmentlawsandregulations42.Inorganizations,peoplewhoactascatalystsandassumeresponsibilityformanagingthechangeprocess,arecalled______________.a.changemasters.b.changeagents.(moderate)c.operationsmanagers.d.charismaticleaders.e.transformationalleaders.43.Inanorganization,whoisusuallythechangeagent?a.CEOb.executivevice-presidentc.anymanagerornonmanager(difficult)d.anycompetitore.unionleaders44.Inspurringorganizationalchange,outsideconsultantsareusuallymore______________,whileinternalmanagersmaybemore______________.a.drastic;thoughtful(moderate)b.highlypaid;riskyc.resistant;boldd.cautious;friendlye.interested;scaredTWOVIEWSOFTHECHANGEPROCESS45.Lewin'stheoryisconsistentwithwhichviewoforganizationalchange?a.continuousb.contemporaryc.Mayo'sd."calmwaters"(moderate)e.changeinthe1990s46.Whotheorizedthechangeprocessinvolvingunfreezing,changing,andrefreezing?a.Druckerb.Robbinsc.Lewin(easy)d.Mayoe.Lawler47.AccordingtoKurtLewin,whichofthefollowingisnotastageinthechangeprocess?a.unfreezingb.changingc.refreezingd.restraining(moderate)48.AccordingtoKurtLewin,increasingthedrivingforces,whichdirectbehaviorawayfromthestatusquo,isameansofdoingwhichofthefollowing?a.unfreezing(moderate)b.changingc.restrainingforcesd.refreezing91\ne.melting49.Whichofthefollowingtermsbestdescribesthetwoprimaryviewsofthechangeprocess?a.problematic,encouragedb.occasional,continuous(difficult)c.costly,conservatived.optimistic,pessimistice.reactive,proactive50.Whichofthefollowingistheobjectiveofrefreezing,accordingtoLewin?a.directsbehaviorawayfromthestatusquob.hindersmovementawayfromexistingequilibriumc.changestoanewenvironmentd.eliminatestheneedforfuturechangee.stabilizethenewsituation(moderate)51.Accordingtothetext,the______________isconsistentwithuncertainanddynamicenvironments.a.calm-watersmetaphorb.white-waterrapidsmetaphor(moderate)c.contemporarymetaphord.continuousmetaphore.culturalmetaphor52.Amanagerwhocomestoworkeverymorningexpectingthattodaywilldefinitelybringnewchallengesfromcompetitors,theworkforce,etc.,viewsorganizationalchangeinwhatway?a.pragmaticb.continuous(moderate)c.pessimisticd.reactivee.occasional53.Accordingtothetext,managersinsuchbusinessesaswirelesstelecommunications,computersoftware,andwomen’shigh-fashionclothinghavelongconfrontedthe______________.a.calm-watersmetaphorb.white-waterrapidsmetaphor(moderate)c.contemporarymetaphord.continuousmetaphore.culturalmetaphorMANAGINGCHANGE54.As______________,managersshouldbemotivatedtoinitiatechangebecausetheyarecommittedtoimprovingtheirorganization'seffectiveness.a.changeagents(difficult)b.efficiencyexpertsc.manipulatorsd.processconsultantse.reengineeringspecialists.55.Managers'optionsforchangeessentiallyfallintowhatthreecategories?a.environment,technology,andmissionb.structure,technology,andpeople(difficult)c.mission,structure,andpeopled.mission,environment,andprocesse.environment,attitudes,andprocesses56.Accordingtothetext,“changingstructure”includesalterationinanyofthefollowingEXCEPT:a.authorityrelations.b.coordinationmechanisms.91\na.degreeofcentralization.b.jobredesign.c.technology(moderate)57.Whichofthefollowingisnotapartoforganizationalstructure?a.workspecializationb.departmentalizationc.chainofcommandd.formalizatione.workprocesses(difficult)58.Ifanorganizationincreasesthespanofcontrol,whatfactorisbeingfocusedoninanorganizationalchange?a.structure(difficult)b.peoplec.technologyd.strategye.humanresources59.Acompanythatdecidestodecentralizeitssalesproceduresismanagingwhatchangecategory?a.technologyb.peoplec.equipmentd.competitorse.structure(moderate)60.Accordingtothetext,competitivefactorsornewinnovationswithinanindustryoftenrequiremanagerstointroduceallofthefollowingEXCEPT:a.newequipment.b.newtools.c.newoperatingmethods.d.newemployees(moderate)61.______________isatechnologicalchangethatreplacespeoplewithmachines.a.Operationsb.Organizationaldevelopmentc.Automation(moderate)d.Roboticse.Downsizing62.Probablythemostvisibletechnologicalchangesinrecentyearshavecomethroughmanagers’effortstoexpand_____________.a.corporatefinancing.b.organizationalculture.c.computerization.d.employeeretention.63.Whengrocerystoresinstalledscannerstoreadtheproductprice,thiswasanexampleofmanagingwhatchangecategory?a.technology(moderate)b.peoplec.competitorsd.structuree.lawsandregulations64.IfKraftFoodshiredaconsultanttodecreasegroupfrictionandenhancecooperativeworkrelationships,thiswouldbeanexampleofmanagingwhatchangecategory?a.technologyb.people(difficult)c.competitorsd.structure91\ne.lawsandregulations65.Techniquestochangepeopleandthequalityofinterpersonalworkrelationshipsaretermed______________.a.operations.b.organizationaldevelopment.(moderate)c.downsizing.d.robotics.e.automation.66.______________isamethodofchangingbehaviorthroughunstructuredgroupinteraction.a.Surveyfeedbackb.Organizationaldevelopmentc.Sensitivitytraining(moderate)d.Processconsultatione.Teambuilding67.Accordingtothetext,anindividualislikelytoresistchangebecauseofallofthefollowingreasonsEXCEPT:a.uncertainty.b.increasedproductivity.(easy)c.concernoverpersonalloss.d.beliefthatthechangeisnotintheorganization’sbestinterest.68.Whichofthefollowingreactionstochangeisathreattotheinvestmentyouhavealreadymadeinthestatusquo?a.uncertaintyb.freezingc.changeisnotgoodfortheorganizationd.concernoverpersonalloss(moderate)e.refreezing69.Whichofthereasonsforresistancetochangemaybebeneficialtotheorganization?a.uncertaintyb.freezingc.changeisnotgoodfortheorganization(difficult)d.refreezinge.concernoverpersonalloss70.AllofthefollowingarementionedinthetextasactionsthatmanagerscanusetodealwithresistancetochangeEXCEPT:a.educationandcommunication.b.diversification(moderate)c.participation.d.facilitationandsupport.e.negotiation.71.Whichofthefollowingtechniquesforreducingresistancetochangeisbasedonthebeliefthat,ifemployeesreceivethefullfactsandclarifications,theywillnolongerberesistant?a.educationandcommunication(easy)b.participationc.facilitationandsupportd.negotiatione.manipulationandcooptation72.IfK-marthasemployeesservingonthecommitteetodecidewhatcolorthenewuniformcolorsshouldbe,thisisanexampleofwhattacticforreducingchangeresistance?a.educationandcommunicationb.manipulationandcooptationc.participation(easy)d.facilitationandsupport91\ne.coercion73.Ifabankofferspersonalandfinancialcounselingtoemployeespriortoanupcomingdownsizing,thisisanexampleofwhatkindoftacticforreducingchangeresistance?a.educationandcommunicationb.coercionc.manipulationandcooptationd.negotiatione.facilitationandsupport(moderate)74.Ifmanagementofferstheunionguaranteedwagehikesandano-layoffpromiseinexchangeforhelpinimplementinganewproductionprocess,thiswouldbeanexampleofwhatkindoftacticforreducingchangeresistance?a.participationb.facilitationandsupportc.coerciond.negotiation(difficult)e.manipulationandcooptation75.Ifastatelegislatorpurposelymisrepresentspublicemployeewagestothecitizensinordertoapplydownwardwagepressureinthecollectivebargainingprocess,thiswouldbeanexampleofwhatkindoftacticforreducingchangeresistance?a.negotiationb.coercionc.cooptationd.educationandcommunicatione.manipulation(difficult)76.______________referstocovertattemptstoinfluence,twistinganddistortingfactsorwithholdinginformation.a.Negotiationb.Coercionc.Cooptationd.Educationandcommunicatione.Manipulation(moderate)77."Buyingoff"theleaderofaresistancegroupinordertogethis/herendorsementisanexampleofwhatkindoftacticforreducingchangeresistance?a.negotiationb.coercionc.educationandcommitmentd.cooptation(moderate)e.facilitationandsupport78.______________isusingdirectthreatsorforceonthosewhoresistchange.a.Negotiationb.Coercion(moderate)c.Cooptationd.Educationandcommunicatione.Manipulation79.Amanagerwhothreatenstoruinanemployee'snameinthecompanyifhe/shedoesnotcooperatewithanimpendingorganizationalchangeisusingwhatkindoftacticforreducingchangeresistance?a.negotiationb.coercion(moderate)c.manipulationandcooptationd.educationandcommunicatione.facilitationandsupport91\nMANAGINGYOURCAREER80.Accordingtotheboxedfeature,“ManagingYourCareer,”allofthefollowingareexamplesofmeansinwhichindividualscanreinventthemselvesEXCEPT:a.takeadvantageofcontinuingeducationorgraduatecoursesatlocalcolleges.b.signupforworkshopsandseminarsthatcanhelpenhancepersonalskills.c.dependontheorganizationtoprovidecareerdevelopmentandtrainingopportunities.(moderate)d.voiceconcernsinaconstructivemanner.81.Whichofthefollowingrepresentstherelationshipbetweenorganizationalcultureandchange?a.Cultureandchangearenaturallycompatible.b.Culturetendstobeveryresistanttochange.(moderate)c.Culturecanchangeinmonthsbutnotweeks.d.Culturecanneverbepurposelychanged.e.Thereisnorelationshipbetweencultureandchange.82.Whichofthefollowingisnotafavorablesituationalconditionthatmayfacilitatechangeinorganizationalculture?a.Adramaticcrisisoccurs.b.Thecultureisweak.c.Stockpricesharplyfalls.(moderate)d.Theorganizationisyoungandsmall.e.Leadershipchangeshands.83.Whichofthefollowingisthefirststepinaccomplishingorganizationalculturalchange?a.Appointnewleadershipwithanewvision.b.Initiateareorganization.c.Conductaculturalanalysis.(moderate)d.Changetheselectionandsocializationprocess.e.Introducenewstoriesandritualstoconveythenewmission.84.Whichofthefollowingisthelaststepinaccomplishingorganizationalculturalchange?a.Makeitclearthatchangeisnecessarytoorganizationalsurvival.b.Introducenewstoriesandritualstoconveynewvision.c.Appointnewleadershipwithanewvision.d.Changetheselection,socialization,andrewardsystemtosupportnewvalues.(difficult)e.Initiateareorganization.85.AllofthefollowingdescribeContinuousQualityImprovementEXCEPT:a.continuous,incrementalchange.b.fixingandimproving.c.redesigning.(moderate)d.mostly"asis."e.worksfrombottomupinorganization.86.WhichofthefollowingstatementsreflectstherelationshipbetweenContinuousQualityImprovement(CQI)andreengineering?a.Theyarebasicallythesame.b.CQIbeginswithreengineering.c.Theyareradicallydifferent.(difficult)d.ReengineeringbeginswithTQM.e.Bothrequiredecentralizedparticipativedecision-making.87.In_____________,acompanydrasticallychangesitsstructure,technology,andpeoplebystartingfromscratchinreexaminingthewaytheorganization'sworkisdone.a.processreengineeringb.ContinuousQualityImprovement(moderate)c.teambuilding91\na.structuralrealignment88.AllofthefollowingdescribeprocessreengineeringEXCEPT:a.radicalchange.b.redesigningorstartingover.c.mostly"whatcanbe."d.fixingandimproving.(moderate)e.initiatedbytopmanagement.89.______________isadynamicconditionapersonfaceswhenconfrontedwithanopportunity,constraint,ordemandrelatedtowhatheorshedesiresandforwhichtheoutcomeisperceivedtobebothuncertainandimportant.a.Stereotypingb.Stress(moderate)c.Ahaloeffectd.Creativity90.Whichofthefollowingistrueconcerningstress?a.Itisastaticcondition.b.Stressisanegativereactiontoanoutsideforce.c.Stressisoftenassociatedwithconstraintsanddemands.(moderate)d.Stresslimitsperformance.e.Stresshasnothingtodowithopportunity.91.Whichofthefollowingmustbepresentforpotentialstresstobecomeactualstress?a.uncertainty,importance(moderate)b.risk,valuationc.age,uncertaintyd.certainty,riske.pain,desire92.Accordingtothetext,stresssymptomscanbegroupedunderanyofthefollowingthreegeneralcategoriesEXCEPT:a.physiological.b.cultural(moderate)c.psychological.d.behavioral.93.Whichofthefollowinggeneralcategoriesofstresssymptomsisleastrelevanttomanagers?a.physiological.(moderate)b.culturalc.psychological.d.behavioral.94.Intermsoforganizationalfactors,anyattempttolowerstresslevelshastobeginwith______________.a.employeeworkloads.b.therewardsystem.c.theorganizationalleader.d.theorganizationalculture.e.employeeselection.(difficult)95.Whichofthefollowingistheprimaryconditiontoreducingorganizationalstress?a.goodjob/personmatch(moderate)b.meritpaysystemc.decentralizationd.caringandunderstandingmanagemente.fewergovernmentlawsandregulations96.Whichofthefollowingistrueconcerningstressthatarisesfromanemployee'spersonallife?91\na.Amanagershouldofferadvice.b.Amanagerwhounderstandshis/hersubordinatescanhelpcontrolemployeepersonalstressors.c.Managementinvolvementmayraiseethicalconcerns.(moderate)d.Acaringmanagercanbethemosteffectivecounselor.e.Thereisnothingtheorganizationshouldorcandotohelprelievepersonalstressors.STIMULATINGINNOVATION97.______________referstotheabilitytocombineideasinauniquewayortomakeunusualassociationsbetweenideas.a.Innovationb.Imaginationc.Creativity(moderate)d.Interpretivethinkinge.CQI98.______________istheprocessoftakingacreativeideaandturningitintoausefulproduct,service,ormethodofoperation.a.Innovation(moderate)b.Imaginationc.Creativityd.Interpretivethinkinge.CQIMANAGINGINANE-BUSINESSWORLD99.Accordingtotheboxedfeature,“ManaginginanE-BusinessWorld,”whichofthefollowingbestdescribesthemetaphoroftheE-businessworld?a.calm-watersb.white-waterrapids(moderate)c.contemporaryd.continuouse.cultural100.Accordingtotheboxedfeature,“ManaginginanE-BusinessWorld,”TivoliSystemsisadivisionofwhichofthefollowingcompanies?a.GeneralMotorsb.Microsoftc.IBM(moderate)d.HewlettPackarde.Gateway101.Whichofthefollowingisanexampleofavariablethatcanfosterinnovation?a.mechanisticstructureb.organicstructure(difficult)c.feworganizationalresourcesd.lowambiguityacceptancee.lowjobsecurity102.Whichofthefollowingisnotaculturalvaluethatsupportsinnovation?a.acceptanceofambiguityb.tolerancefortheimpracticalc.highexternalcontrols(moderate)d.focusonends,notmeanse.open-systemfocus103.Whichofthefollowinghumanresourcevariablesissupportiveoforganizationalinnovation?a.lowcommitmenttotrainingb.selectionofTypeAemployees91\nc.highjobsecurity(moderate)d.unionizatione.longjobtenure104.______________activelyandenthusiasticallysupportnewideas,buildsupport,overcomeresistance,andensurethatinnovationsareimplemented.a.Ideachampions(moderate)b.Whistleblowersc.Ideageneratorsd.Ideascreeners105.Accordingtothetext,allofthefollowingarecommonpersonalitycharacteristicsofideachampionsEXCEPT:a.extremelyhigh-self-confidenceb.persistencec.energyd.riskaverse(moderate)ScenariosFORCESFORCHANGEChangingTheWay(Scenario)Duetohisspouse'sacceptingapromotion,ColinhadrecentlylefthisprivatesectorjobinKansasandacceptedanewpositioninpublicservicewiththestateofOhio.Thechangehadbeenquiteashockatfirst.Theorganizationalcultureswerequitedifferentandeachenvironmentofferedadifferentsetofchallenges.OnenewchallengeColinacceptedwasimplementingchangesintoastategovernmentsystem.Historically,thisenvironmenthadnotseenalotofchanges,andnow,withthechangesinWashingtonandthemovetowardprivatization,changewasnecessary.Plus,hisagencydirectorwasalsonewandhadannouncedthattheagencywouldbedevelopinganewstrategicplan.Together,Colinhadbeenthroughmanychangesrecently,andwouldbeinvolvedinmoreinthenearfuture.106.ThechangesthestategovernmentwasfacingduetopressuresputonbyWashingtoncouldbereferredtoasa(n)______________forceofchange.a.drivingb.external(moderate)c.technologicald.internale.marketplace107.ThechangesColin'sagencywasfacingduetothenewstrategicplananticipatedfromthenewdirectorcouldbereferredtoasa(n)______________forceofchange.a.drivingb.externalc.technologicald.internal(moderate)e.marketplace108.IfColinacceptstheresponsibilityandactsasacatalystforchange,hecouldbereferredtoasa(n)a.changemaster.b.directorofchange.c.changeagent.(each)d.changemanager.e.enforcerofchange.TWOVIEWSOFTHECHANGEPROCESS109.Thepastenvironmentofstategovernment,withverylittlechange,wherethestatusquoisconsideredtheequilibriumstate,wouldbeconsistentwithallbutwhichofthefollowingterms?91\na.calmwatersb.unfreezingc.refreezingd.white-waterrapids(easy)e.LewinMANAGINGCHANGEMakingChangeHappen(Scenario)Colinwasgettingaccustomedtohissurroundingsinstategovernment.Hiseffortsatgettingpeopletoacceptchangehadmetwithalittleresistanceduetohisandhisnewdirector'seffortsandthehardworkofhissubordinates.Butnowthehardpartreallystarted,actuallymanagingthechange.Whattechniquescouldheandhisagency'snewdirectoremploytomosteffectivelyimplementchangesthatwouldresultinincreasedproductivityinhisdepartment?Heconsideredchangingthreeaspectsofhisagency:thestructure,technology,andpeople.110.Ifthenewagencydirectordecidedtoremovelayersintheagencyandincreasethespanofmanagerialcontrol,thiswouldbeconsideredchangingthea.structuraldesign.b.selectionprocess.c.degreeofcentralization.d.structuralcomponents.(moderate)e.technologicaldesign.111.Iftheagencydirectordecidedtoshiftawayfromafunctionaltoaproductdesign,thiswouldbeconsideredchangingthea.structuraldesign.(challenging)b.selectionprocess.c.degreeofcentralization.d.structuralcomponents.e.technologicaldesign.112.IfColindecidedtoreplacesomeemployeeworktimewithatelephonemenusystem,thiswouldbeconsideredchangingthea.organizationalstructure.b.technology.(moderate)c.people.d.organizationaldevelopment.e.attitudes.113.Finally,Colindecidedhispeoplecouldbenefitfrom___________,amethodofchangingbehaviorthroughunstructuredgroupinteraction.a.surveyfeedbackb.sensitivitytraining(difficult)c.teambuildingd.intergroupdevelopmente.processconsultationCONTEMPORARYISSUESINMANAGINGCHANGEChangingCulture(Scenario)Mandyrecentlyreturnedfromhertwo-daymanagerialseminar,HowtoTotallyChangeYourManagementandLeadershipStyleinTwoDays.Eventhoughshefelttheseminarwasworthless(asshehadpredicted),itdidgiveherachancetothinkabouthowtochangethecultureofherorganization.ShehadbeenbroughtinbythenewCEOasachangeagent,andherpositionhadtheauthoritytohaveimpact.Shefeltthattherecenthostiletakeoverbytheirparentcompanyhadshockedeveryone,especiallygiventhattheentireorganizationconsistedofonly150peopleandhadbeeninbusinessforonlyfiveyears.Shefeltthismightbethetimetoattempttheculturalchangewhileeveryone91\nwasstillthinkingintermsofchange.Asshetossedherleadershipseminarmanualintothewastebasket,sheconsideredwhatmightbeherfirststepandhowwelltheculturalchangewouldwork.114.Ofthefollowing,whichisanadvantagethatMandyhastoimplementculturalchange?a.hernewleadershipskillsb.therecentpurchaseofhercompany(difficult)c.previousstableleadershipd.hermanageriallevele.herchangeagentpower115.WhichofthefollowingstatementsistrueconcerningtheleadershipofMandy'scompanyanditseffectonculturalchange?a.Newtopleadershipcanbeanadvantage.(moderate)b.Newtopleadershipisrarelyanadvantage.c.Itisimportantfortheculturalchangetobeginwithemployeesfirst.d.Leadershipissueshavelittleimpactonculturalchange.e.Retainingtheoldleadershipwouldhavebeenpreferableforculturalchange.116.WhichofthefollowingstatementsabouthercompanyismostadvantageoustoMandyassheattemptstochangetheculturalleadership?a.Changewouldbeeasiestwithacompanythatisolderandhasasmallnumberofemployees.b.Changewouldbeeasiestinanoldercompanywithmanyemployees.c.Smallcompaniesthatarenewareeasiestinwhichtoimplementchange.(difficult)d.Smallcompaniesthatareoldareeasiestinwhichtoimplementchange.e.Intermsofculturalchange,companysizeandagerarelymatter.117.Ofthefollowing,whichstatementabouthercompany'spreviousculturewouldbemostadvantageoustoheraccomplishingachange?a.Apreviouslystrongcultureisreceptivetochange.b.Apreviouslynonexistentcultureisreceptivetochange.c.Amoderatelystrongcultureisreceptivetochange.d.Aweakcultureismorereceptivetochange.(difficult)e.Anorganizationwithmultipleculturesisreceptivetochange.Fred'sStress(Scenario)Fredwasnothandlingthechangeinhisdepartmentwell.Thecompanyhadrecentlychangedhands,andeventhoughnoonehadlosthisjob,peoplehadbeenchangingjobsandwerebeingaskedtomovetodifferentlocations.Thenewleadershiphadacompletelydifferentoutlookthanthosepeoplehehadworkedunderforthepasttwenty-oneyears.Fredfoundthathewasunabletoconcentrateatworkandgenerallyfeltlikehedidnotlikehisjobanymore.Athome,hewasgettingheadachesandhavingtroublesleeping,whichonlyenhancedhisfeelingthatthingswerenotgoingtoworkoutwellforhim.Whenhethoughtaboutit,hehadalwayshatedchange.Heworkedinthejobhedidpartiallybecauseitwasconsideredstable(boringtosome)andpredictable.Fred'snewbosskepttryingtoconvincehimthathewasavaluableemployeeandthatnewopportunities,alongwithsalaryincreases,wereinhisfuture.Unfortunately,whatFredwantedwastohavethingsthewaytheyusedtobe.118.Fredwasobviouslyfeelingstress.Whichofthefollowingisnotafactorinthedefinitionofstress?a.Itisastaticcondition.(moderate)b.Itmayinvolveopportunityorthreats.c.Itisrelatedtowhatapersondesires.d.Itisrelatedtoadesirethatisuncertain.e.Itisrelatedtoadesirethatisimportant.119.WhichofthefollowingstatementsisnottrueconcerningthestressFredmaybefeeling.a.StressmaycomefromanychangeinFred'slife.b.Stressmaycomefrompersonalfactors.c.Stressisnotrelatedtopersonalitydifferences.(easy)d.Job-relatedfactorsmaybepartofFred'sstress.e.ThenewopportunitiesFredmayreceivearepositiveandnotpartofFred'sstress.91\n120.WhichofthefollowingwouldbeabehavioralsymptomofFred'sstress?a.headachesb.ariseinFred'sbloodpressurec.hisjobdissatisfactiond.hislackofconcentrationatworke.problemssleeping(moderate)EssayQuestionsFORCESFORCHANGE121.Inashortessay,describefourexternalandfourinternalforcesofchangeandprovideexamplesofhoweachforceimpactsthemanager’sjob.Answera.Theexternalforcesthatcreatetheneedforchangecomefromvarioussources.Inrecentyears,themarketplacehasaffectedfirmssuchasDellComputerascompetitionfromGateway,Apple,andToshibaintensifiedinthebattleforconsumers’computerpurchases.ThesecompaniesconstantlyadapttochangingconsumerdesiresastheydevelopnewPCsandimprovemarketingstrategies.Governmentallawsandregulationsareafrequentimpetusforchange.Forexample,thepassageoftheAmericansWithDisabilitiesActrequiredthousandsoforganizationstoreconfigurerestrooms,addramps,widendoorways,andtakeotheractionstoimproveaccommodationsforpersonswithdisabilities.Technologyalsocreatetheneedforchange.Forexample,technologicalimprovementsinexpensivediagnosticequipmenthavecreatedsignificanteconomiesofscaleforhospitalsandmedicalcenters.Thefluctuationinlabormarketsalsoforcesmanagerstochange.Forinstance,thedemandforWebpagedesignersandWebsitemanagershasmadeitnecessaryfororganizationsthatneedthosekindsofemployeestochangetheirhumanresourcemanagementactivitiestoattractandretainskilledemployeesintheareasofgreatestneed.Economicchangesaffectalmostallorganizations.Forinstance,globalrecessionarypressuresforceorganizationstobecomemorecostefficient.Buteveninastrongeconomy,uncertaintiesaboutinterestrates,federalbudgetdeficits,andcurrencyexchangeratescreateconditionsthatmayforceorganizationstochange.b.Inadditiontotheexternalforces,internalforcesalsocanstimulatetheneedforchange.Theseinternalforcestendtooriginateprimarilyfromtheinternaloperationsoftheorganizationorfromtheimpactofexternalchanges.Aredefinitionormodificationofanorganization’sstrategyoftenintroducesahostofchanges.Forinstance,whenGordonBethunetookoverasCEOofbankruptContinentalAirlines,heturneditintoawell-runandprofitablecompanywithextremelycommittedemployeesbyorchestratingaseriesofwell-plannedanddramaticstrategicchanges.Inaddition,anorganization’sworkforceisrarelystatic.Itscompositionchangesintermsofage,education,ethnicbackground,andsex.Theintroductionofnewequipmentrepresentsanotherinternalforceforchange.Employeesmayhavetheirjobsredesigned,needtoundergotrainingonhowtooperatethenewequipment,orberequiretoestablishnewinteractionpatternswithintheirworkgroup.Employeeattitudessuchasincreasedjobdissatisfactionmayleadtoincreasedabsenteeism,morevoluntaryresignations,andevenlaborstrikes.Sucheventswill,inturn,oftenleadtochangesinmanagementpoliciesandpractices.(difficult)91\nTWOVIEWSOFTHECHANGEPROCESS122.Inashortessay,describe,compareandcontrastthe“calmwaters”and“white-waterrapids”viewsoforganizationalchange.Answera.Upuntilthelate1980’s,thecalmwatersmetaphorwasfairlydescriptionofthesituationthatmanagersfaced.It’sbestillustratedbyKurtLewin’sthree-stepdescriptionofthechangeprocess.AccordingtoLewin,successfulchangecanbeplannedandrequiresunfreezingthestatusquo,changingtoanewstate,andrefreezingtomakethechangepermanent.Thestatusquocanbeconsideredanequilibriumstate.Tomovefromthisequilibrium,unfreezingisnecessary.Unfreezingcanbethoughtofaspreparingfortheneededchange.Itcanbeachievedbyincreasingthedrivingforces,whichareforcesthatdrivechangeanddirectbehaviorawayfromthestatusquo,decreasingtherestrainingforces,whichareforcesthatresistchangeandpushbehaviortowardsthestatusquo,orcombiningthetwoapproaches.b.Thewhite-waterrapidsmetaphorisconsistentwiththediscussionofuncertainanddynamicenvironments.It’salsoconsistentwiththedynamicsofaworldthat’sincreasinglydominatedbyinformation,ideas,andknowledge.Thestabilityandpredictabilityofthecalmwatersmetaphordonotexist.Disruptionsinthestatusquoarenotoccasionalandtemporary,andtheyarenotfollowedbyareturntocalmwaters.Managersnevergetoutoftherapids.Theyfaceconstantchange,borderingonchaos.Thesemanagersmustplayagamethatthey’veneverplayedbefore,andthegameisgovernedbyrulesthatarecreatedasthegameprogresses.(easy)MANAGINGCHANGE123.Inashortessay,listanddiscussthethreecategoriesinwhichtheoptionsformanagementtoimplementchangefall.AnswerThemanager’soptionsforchangeessentiallyfallintothreecategories:structure,technology,andpeople.Changingstructureincludesanyalterationinauthorityrelations,coordinationmechanisms,degreeofcentralization,jobredesign,orsimilarstructuralvariables.Changingtechnologyencompassesmodificationinthewayworkisperformedorthemethodsandequipmentthatareused.Changingpeoplereferstochangesinemployeeattitudes,expectations,perceptions,andbehavior.(easy)124.Inashortessay,listanddiscussthethreereasonsthatdescribewhypeopleresistchange.Includeanexampleofeachreasontosupportyouranswer.AnswerAnindividualislikelytoresistchangeforthreereasons:uncertainty,concernoverpersonalloss,andthebeliefthatthechangeisnotintheorganization’sbestinterest.Changereplacestheknownwithambiguityanduncertainty.Forexample,whenqualitycontrolmethodsbasedonsophisticatedstatisticalmodelsareintroducedintomanufacturingplants,manyqualitycontrolinspectorshavetolearnthenewmethods.Someinspectorsmayfeatthattheywillunabletodosoandmay,therefore,developanegativeattitudetowardthechangeorbehavepoorlyifrequiredtousethem.Thesecondcauseofresistanceisthefearoflosingsomethingalreadypossessed.Thepeoplethatpeoplehaveinvestedinthecurrentsystem,themoretheyresistchange.Thishelpsexplainwhyolderworkerstendtoresistchangemorethanyoungerworkers.Olderemployeeshavegenerallyinvestedmoreinthecurrentsystemandthushavemoretolosebychanging.Afinalcauseofresistanceisaperson’sbeliefthatthechangeisincompatiblewiththegoalsandinterestsoftheorganization.Anemployeewhobelievesthatanewjobprocedureproposedbyachangeagentwillreduceproductqualityorproductivitycanbeexpectedtoresistthechange.Iftheemployeeexpresseshisorherresistancepositively,thistypeofresistancecanbebeneficialtotheorganization.(moderate)125.Inashortessay,listanddescribefiveactionsthatmanagerscantaketoreduceresistancetochange.Answer91\na.Educationandcommunication–communicatewithemployeestohelpthemseethelogicofchange;educateemployeesthroughone-on-onediscussions,memos,groupsmeetings,orreports;worksifsourceofresistanceiseitherpoorcommunicationormisinformation;mustbemutualtrustandcredibilitybetweenmanagersandemployees.b.Participation–allowsthosewhoopposeachangetoparticipateinthedecision;assumesthattheyhaveexpertisetomakemeaningfulcontributions;involvementcanreduceresistance,obtaincommitmenttoseeingchangesucceed,andincreasequalityofchangedecision.c.Facilitationandsupport–providesupportiveeffortssuchasemployeecounselingortherapy,newskillstraining,orshortpaidleaveofabsence;canbetimeconsumingandexpensive.d.Negotiation–exchangesomethingofvaluetoreduceresistance;potentiallyhighcostsandlikelihoodofhavingtonegotiatewithotherresisters.e.Manipulationandcooptation–manipulationiscovertattemptstoinfluencesuchastwistingordistortingfacts,withholdingdamaginginformation,orcreatingfalserumors;cooptationisaformofmanipulationandparticipation;inexpensiveandeasywaystogainsupportofresisters;canfailmiserablyiftargetsfeelthey’vebeentricked.f.Coercion–usingdirectthreatsorforce;inexpensiveandeasywaystogetsupport;maybeillegal.evenlegalcoercioncanbeperceivedasbullying.(difficult)CONTEMPORARYISSUESINMANAGINGCHANGE126.Inashortessay,listanddiscussthefourconditionsthataremostlikelytofacilitateculturalchange.Includeanexampleofeachconditiontosupportyouranswer.Answera.Adramaticcrisisoccurs–thiscanbetheshockthatweakensthestatusquoandmakespeoplestartthinkingabouttherelevanceofthecurrentculture.Examplesareasurprisingfinancialsetback,thelossofamajorcustomer,oradramatictechnologicalinnovationbyacompetitor.b.Leadershipchangeshands–newtopleadership,whocanprovideanalternativesetofkeyvalues,maybeperceivedasmorecapableofrespondingtothecrisisthantheoldleaderswere.Topleadershipincludestheorganization’schiefexecutivebutmightincludeallseniormanagers.c.Theorganizationisyoungandsmall–theyoungertheorganization,thelessentrencheditsculture.Similarly,itiseasierformanagerstocommunicatenewvaluesinasmallorganizationthaninalargeone.d.Thecultureisweak–themorewidelyheldthevaluesandthehighertheagreementamongmembersonthosevalues,themoredifficultitwillbetochange.Conversely,weakculturesaremorereceptivetochangethanarestrongones.(moderate)127.Inashortessay,discusstheconceptofprocessreengineering.Includeanexamplesofthisconcepttosupportyouranswer.AnswerProcessreengineeringisaboutdramaticandradicalshiftsinthewayanorganizationperformsitswork—thatis,itsworkprocesses.It’sfocusedonquantumchangesbythrowingouttheoldwaysofdoingthingsandstartingoverinredesigningthewayworkisdone.Itinvolvesdefiningcustomerneedsandthendesigningworkprocessestobestmeetthoseneeds.Forinstance,EatonCorporationreengineereditsnew-product-developmentprocesstohelpthecompanyreachaggressivegrowthgoals.Themanagers’andworkers’redesignoftheproductinnovationprocessledtoadoublingofrevenuesandprofitsduringafive-yearperiod.Becauseoftheextensivenatureofprocessreengineering,itisinitiatedbytopmanagement.However,becausetheprocessitselfrequiressignificanthands-oninputfrommanagersandworkers,participativedecisionmakingisanimportantelement.(easy)128.Inashortessay,definestress.Next,discussthevariouscausesofstressandexplainhowmanagerscanrecognizestressintheiremployees.AnswerStressisadynamicconditionapersonfaceswhenconfrontedwithanopportunity,constraint,ordemandrelatedtowhatheorshedesiresandforwhichtheoutcomeisperceivedtobebothuncertainandimportant.91\nStressishighestforindividualswhoareuncertainwhethertheywillwinorloseandlowestforindividualswhothinkthatwinningorlosingisacertainty.Theimportanceoftheoutcomeisalsoacriticalfactor.Ifwinningorlosingisunimportant,thereisnostress.Thecausesofstresscanbefoundinissuesrelatedtotheorganizationorinpersonalfactorsthatevolveoutoftheemployee’sprivatelife.Clearly,changeofanykindhasthepotentialtocausestress.Stresssymptomscanbegroupedunderthreegeneralcategories:physiological,psychological,andbehavioral.Ofthese,thephysiologicalsymptomsareleastrelevanttomanagers.Ofgreaterimportancearethepsychologicalandbehavioralsymptomssincethesedirectlyaffectanemployee’swork.(moderate)STIMULATINGINNOVATION129.Inashortessay,definecreativityandinnovation.Next,discussthethreesetsofvariablesthathavebeenfoundtostimulateinnovation.Answera.Creativityreferstotheabilitytocombineideasinauniquewayortomakeunusualassociationsbetweenideas.Anorganizationthatstimulatescreativitydevelopsuniquewaystoworkornovelsolutionstoproblems.Innovationistheprocessoftakingacreativeideaandturningitintoausefulproduct,service,ormethodofoperation.Thus,theinnovativeorganizationischaracterizedbyitsabilitytochannelcreativityintousefuloutcomes.Whenmanagerstalkaboutchanginganorganizationtomakeitmorecreative,theyusuallymeantheywanttostimulateandnurtureinnovation.b.Thethreesetsofvariablesthathavebeenfoundtostimulateinnovationaretheorganization’sstructure,culture,andhumanresourcepractices.Researchintotheeffectofstructuralvariablesoninnovationshowsthreethings.First,organicstructurespositivelyinfluenceinnovation.Second,theeasyavailabilityofplentifulresourcesprovidesakeybuildingblockforinnovation.Finally,frequentinter-unitcommunicationhelpsbreakdownbarrierstoinnovation.Innovativeorganizationstendtohavesimilarcultures.Theyencourageexperimentation;rewardbothsuccessesandfailures;andcelebratemistakes.Withinthehumanresourcecategory,innovativeorganizationsactivelypromotethetraininganddevelopmentoftheirmemberssothattheirknowledgeremainscurrent;offertheiremployeeshighjobsecuritytoreducethefearofgettingfiredformakingmistakes;andencourageindividualstobecome“champions”ofchange.(difficult)130.Inashortessay,listanddiscusssixcharacteristicsofaninnovativeculture.Answera.Acceptanceofambiguity–toomuchemphasisonobjectivityandspecificityconstrainscreativity.b.Toleranceoftheimpractical–individualswhoofferimpractical,evenfoolish,answerstowhat-ifquestionsarenotstifled.Whatatfirstseemsimpracticalmightleadtoinnovativesolutions.c.Lowexternalcontrols–rules,regulations,policies,andsimilarorganizationalcontrolsarekepttoaminimum.d.Toleranceofrisk–employeesareencouragedtoexperimentwithoutfearofconsequencesshouldtheyfail.Mistakesaretreatedaslearningopportunities.e.Toleranceofconflict–diversityofopinionsisencouraged.Harmonyandagreementbetweenindividualsorunitsarenotassumedtobeevidenceofhighperformance.f.Focusonendsratherthanmeans–goalsaremadeclear,andindividualsareencouragedtoconsideralternativeroutestowardmeetingthegoals.Focusingonendssuggeststhattheremightbeseveralrightanswerstoanygivenproblem.g.Open-systemfocus–managerscloselymonitortheenvironmentandrespondtochangesastheyoccur.(moderate)Chapter14–FoundationsofBehaviorTrue/FalseQuestionsATTTITUDES3.Attitudesareevaluativestatementconcerningobjects,people,orevents.True(moderate)91\n4.Whenanemployeesays,"ImakelessmoneyatthiscompanythanIcouldearnatanothercompany,"he/sheisreflectingthecognitivecomponentofanattitude.True(difficult)5.Thebehavioralcomponentofanattitudeismadeupofthebeliefs,opinions,knowledge,orinformationheldbyaperson.False(moderate)6.Theterm"attitude"usuallyreferstotheaffectivecomponent.True(moderate)7.8Jobinvolvementisthedegreetowhichanemployeeidentifieswithhisorherjob,activelyparticipatesinit,andconsidershisorherjobperformancetobeimportanttohisorherself-worth.True(moderate)89.Cognitivedissonancetheoryseekstoexplainthecorrelatedrelationshipbetweentheaffective,cognitive,andbehavioralcomponentsofattitudes.False(moderate)9.Thesatisfaction-performancecorrelationsarestrongestforhigher-levelemployees.True(moderate)10.Beinghappyatworkresultsinemployeesbeingproductiveworkers.False(moderate)PERSONALITY11.AccordingtotheMyers-BriggsTypeIndicator,apersonwhoratesstronglyasa"perceptive"wouldlikelybespontaneous.True(moderate)12.TheMyers-BriggsTypeIndicatorlacksevidencetosupportitsvalidity.True(moderate)13.IntheBigFiveModel,emotionalsecuritywaspositivelyrelatedtojobperformance.False(difficult)14.TheBigFiveModelfoundthatcalmandsecureworkersperformedbetterthannervousones.False(difficult)15.Employeeswithhighself-esteemtendtobemoresatisfiedwiththeirjobsthanlowSEs.True(moderate)16.Apersonwhobelievesthatifheworkshard,hewillbesuccessful,wouldbedescribedashavinganinternallocusofcontrol.True(easy)17.ApersonwhoratesasbeinghighinMachiavellianismwouldaccomplishhertaskregardlessofwhatittakes.True(moderate)18.Alowself-monitoringemployeewouldnotadjustwelltoself-sentsignals,butrespondswelltosignalsinhis/herexternalenvironment.False(difficult)19.AccordingtoHolland'sTypology,enterprisingtypestendtobeself-confident,ambitious,energeticanddomineering.True(moderate)91\n20.AccordingtoHolland'sTypology,arealisticpersonalitytypemightbewellsuitedtobeaneconomist.False(moderate)21.PeoplefromMiddleEasterncountriesbelievetheycandominatetheirenvironment.False(difficult)22.U.S.workers,morethanIranianworkers,wouldlikelyhaveanexternallocusofcontrol.False(moderate)23.AccordingtoHolland'sVocationalPreferenceInventory,farmingisconsideredaconventionaljobtype.False(moderate)PERCEPTION24.Perceptionisaprocessbywhichindividualsgivemeaningtotheirenvironmentbyorganizingandinterpretingtheirsensoryimpressions.True(moderate)25.Attributionisaprocessbywhichindividualsorganizeandinterprettheirsensoryimpressionsinordertogivemeaningtotheirenvironment.False(easy)26.Distinctivenessreferstowhetheranindividualdisplaysabehaviorinmanysituationsorwhetherit'sparticulartoonesituation.True(moderate)27.Instereotyping,theobserver’sperceptionofothersisinfluencedbytheobserver’sowncharacteristicsthanbythoseofthepersonobserved.False(moderate)28.Yourhumanresourcedirectorbelievesthatmarriedemployeesaremorestablethansinglepersonsare.Thisisanexampleofthehaloassumedsimilarity.False(moderate)29.Ifamanagerthinksthatallattractiveemployeesarealsoproductiveemployees,themanageriscommittinganerrorbasedonahaloeffect.True(moderate)30.Operantconditioningarguesthatbehaviorisafunctionofitsconsequences.True(easy)MultipleChoiceAMANAGER’SDILEMMA31.Accordingtotheboxedfeature,“AManager’sDilemma,”whatisthedilemmafacingKelmanatPlumtree?a.determininghowtoexpandthebusiness.b.determininghowtoproperlyimplementthestrategicplan.c.determininghowtobalancepersonalandbusinessissueswithhisroommates.(moderate)d.determininghowtosourceadditionalcapital.WHYLOOKATINDIVIDUALBEHAVIOR?32.Whichofthefollowingarethetwomajorareasonwhichorganizationalbehaviorfocuses?a.individualbehavior,groupbehavior(moderate)b.managerialbehavior,employeebehaviorc.traits,environmentsd.macropersonalitytraits,micropersonalitytraits91\ne.cognitive,behavioraloutcomes33.Whichofthefollowingisnotassociatedwiththestudyofindividuals?a.attitudesb.motivationc.roles(difficult)d.perceptione.learning34.Whichofthefollowingisassociatedwiththestudyofindividuals?a.normsb.rolesc.teambuildingd.perception(moderate)e.conflict35.Thegoalsoforganizationalbehaviorareto______________and______________behavior.a.understand;controlb.impact;changec.explain;predict(moderate)d.categorize;simplifye.understand;counsel36.Thefourcommonbehaviorstypicallystudiedinorganizationalbehaviorareemployeeproductivity,absenteeism,turnover,andtheattitudeof______________.a.jobsatisfaction.(moderate)b.paysatisfaction.c.individualism.d.risktaking.e.creativity.ATTITUDE37.Whichofthefollowingreflectsanattitude?a.Thebuildingistall.b.Themoviewasfun.(difficult)c.Igetpaidmorethanmyspouse.d.Icecreamiscold.e.Iworkfrom8to5.38.Thethreecomponentsthatmakeupanattitudeare______________.a.cognitive,affective,behavioral.(easy)b.traits,behavioral,emotional.c.knowledge,opinion,individualhistory.d.intention,opinion,environment.e.pre-opinion,experience,evaluation.39.Inthestatement,"Thehighwayisverybusyat5p.m.andisscarytodriveon,soI'llwaituntil7p.m.togohome,"thephrase,"Thehighwayisverybusy,"representswhichcomponentofanattitude?a.cognitive(difficult)b.behavioralc.emotived.affectivee.judgmental40.Inthestatement,"Thehighwayisverybusyat5p.m.andisscarytodriveon,soI'llwaituntil7p.m.togohome,"theword"scary"representswhichcomponentofanattitude?a.cognitive91\nb.behavioralc.emotived.affective(difficult)e.judgmental41.Inthestatement,"Thehighwayisverybusyat5p.m.andisscarytodrive,soI'llwaituntil7p.m.togohome,"thephrase,"soI'llwaituntil7p.m.togohome,"representswhichcomponentofanattitude?a.cognitiveb.behavioral(difficult)c.emotived.affectivee.judgmental42.Usually,thetermattituderefersonlytothe______________component.a.cognitiveb.emotivec.judgmentald.behaviorale.affective(easy)43.Amanagementtraineeworkingforabankwhosays,"WorkinginthisindustryisjustnotwhoIamasaperson,"probablylacks______________.a.jobsatisfaction.b.selfperceptions.c.organizationalcommitment.d.jobinvolvement.(difficult)e.paysatisfaction.44.Whichofthefollowingtermsisdefinedas"anemployee'sorientationtowardtheorganizationintermsofhis/herloyalty,identification,andinvolvement"?a.jobsatisfactionb.selfperceptionc.organizationalcommitment(easy)d.jobinvolvemente.paysatisfaction45.______________referstoanyinconsistencythatanindividualmightperceivebetweentwoormoreofhis/herattitudesorbetweenhis/herbehaviorandattitudes.a.Behavioralinconsistencyb.Affectivedissonancec.Cognitivedissonance(moderate)d.Attitudeadjustmente.Emotivedisfunctioning46.Thecognitivedissonancetheoryproposedthatthedesiretoreducedissonanceisdeterminedby______________.a.importance,influence,andrewards.(difficult)b.economics,politics,andorganizationalstructure.c.stability,position,andpower.d.awareness,status,andpunishments.e.authority,responsibility,andrelevance.47.Whichofthefollowingcasescontainsanelementthatmayleadapoliticiantocorrectcognitivedissonance?a.Apoliticiandoesnotreallycareifthespottedowllivesorbecomesextinct.b.Thepoliticianhasthepowertopasslegislationtokeepthespottedowlfromextinction.(difficult)c.Thepoliticianwillgetre-electedforignoringtheneedsofthespottedowl.d.Thepoliticiangrewupinthecity.e.Thepoliticianisamale.91\n48.Whatdoestheresearchevidencesuggestaboutthestatement,"Happyworkersareproductiveworkers"?a.It'sfalse;instead,productiveworkersareleasthappy.b.ThereisstrongsupportiveevidencesincetheHawthornestudies.c.Thereisasmallpositiverelationshipbetweenthetwovariables.(moderate)d.Actually,thereisnorelationshipbetweenthetwovariables.e.Itistrueforthemanufacturingsectorbutnottheservicesector.49.Wheredoesthe"happyworker/productiveworker"relationshipseemtobemoststrong?a.higher-levelemployees(moderate)b.lower-levelemployeesc.serviceindustryemployeesd.manufacturingsectoremployeese.entry-levelemployees50.Whichofthefollowingistrueaboutorganizationallycommittedandsatisfiedemployees?a.lowerratesofturnoverandabsenteeism(easy)b.higherratesofvoluntaryturnoverc.higherratesofcognitivedissonanced.muchhigherpaylevelse.lessrisktakingPERS0NALITY51.Whenwedescribesomeoneas"shy,""aggressive,""extroverted,"or"loyal,"wearetalkingabouthisorher______________.a.attitude.b.behavior.c.personality.(easy)d.emotion.e.ability.52.Accordingtothetext,anindividual’s______________istheuniquecombinationofthepsychologicaltraitsusedtodescribethatperson.a.moralb.attitudec.behaviord.personality(moderate)e.perception53.WhichofthefollowingisnotoneofthefourdimensionsoftheMyers-BriggsTypeIndicator?a.extrovertorintrovertb.sensingorintuitivec.agreeablenessordisagreeableness(moderate)d.feelingorthinkinge.perceptiveorjudgmental54.ThefirstdimensionoftheMyers-BriggsTypeIndicatorconcernsyourlevelof______________.a.preferenceforgatheringdata.b.preferencefordecisionmaking.c.socialinteraction.(difficult)d.styleofdecisionmaking.e.internalorexternalorientation.55TheMyers-BriggsTypeIndicatorcategorizespreferenceforgatheringdataas______________.a.extrovertorintrovert.b.sensingorintuitive.(moderate)c.feelingorthinking.d.agreeableordisagreeable.91\ne.perceptiveorjudgmental.56.Ifyouareapersonwhodislikestakingtimeforprecisionwork,suchascompletingtaxreturns,youwouldprobablyscorehighonwhataspectoftheMyers-BriggsTypeIndicator?a.extrovertb.feelingc.intuitive(difficult)d.judgmentale.sensing57.TheMyers-BriggsTypeIndicatorassessespreferencesfordecisionmakingas______________.a.extrovertorintrovert.b.sensingorintuitive.c.feelingorthinking.(moderate)d.agreeableordisagreeable.e.perceptiveorjudgmental.58.Asamanager,ifyouprefertohaveaharmoniousworkenvironment,anddislikereprimandingyoursubordinates,youwouldprobablyscorehighonwhichofMyers-Briggsindicators?a.introvertb.sensingc.intuitived.feeling(moderate)e.perceptive59.TheMBTIassessesstyleofmakingdecisionsas______________.a.extrovertorintrovert.b.sensingorintuitive.c.feelingorthinking.d.agreeableordisagreeable.e.perceptiveorjudgmental.(moderate)60.Ifyourbosscouldbedescribedasflexible,adaptable,andtolerant,he/shewouldprobablyscorehighonwhichMyers-Briggsindicator?a.extrovertb.sensingc.feelingd.perceptive(moderate)e.intuitive61.IntheMyers-Briggsassessment,ifyouareagoodplanner,youwouldprobablyscorehighonwhichscale?a.extrovertb.intuitivec.thinkingd.perceptivee.judgmental(difficult)62.TheBig-FiveModelofpersonalityincludesallofthefollowingEXCEPTa.extroversion.b.agreeableness.c.conscientiousness.d.emotionalstability.e.socialinteraction.(difficult)63.Thedegreetowhichsomeoneisresponsible,dependable,persistent,andachievementorientedisdescribedaswhichofthefollowingbigfivepersonalitytraits?a.extraversionb.agreeableness91\na.conscientiousness(moderate)b.emotionalstabilityc.opennesstoexperience64.ResultsofastudyoftheBig-FiveModelinclude______________.a.emotionalsecuritywaspositivelyrelatedtojobperformance.b.calmworkersperformbetterthannervousones.c.conscientiousnesspredictedjobperformance.(difficult)d.introversionpredictedperformanceinmanagerialpositions.e.opennesstoexperiencewasunimportantinpredictingtrainingcompetency.65.______________isthedegreetowhichpeoplebelievetheyaremastersoftheirownfate.a.Machiavellianismb.Self-esteemc.Self-monitoringd.Locusofcontrol(easy)e.Risktaking66.Accordingtothetext,an______________locusofcontrolisoneinwhichpeoplebelievethattheycontroltheirowndestiny.a.externalb.internal(moderate)c.superficiald.imaginarye.diagonal67.Employeeswhohaveahighinternallocusofcontrolexhibitallbutwhichofthefollowing?a.moresatisfactionwiththeirjobs(moderate)b.morealienatedfromtheirworksettingc.lessinvolvedintheirjobsd.blametheirbossesforpoorperformancee.blameco-workersfortheirpoorperformance68.______________isameasureofthedegreetowhichpeoplearepragmatic,maintainemotionaldistance,andbelievethatendscanjustifymeans.a.Machiavellianism(easy)b.Self-esteemc.Self-monitoringd.Locusofcontrole.Risktaking69.Apersonwhobelievesthat"theendsjustifythemeans"woulddescribeapersonwhohasahighlevelofwhatpersonalitytrait?a.Self-confidenceb.Machiavellianism(moderate)c.Locusofcontrold.Self-monitoringe.Self-perception70.Whichofthefollowingistrueaboutpeoplewithhighself-esteem?a.Theyhavelowexpectationsforsuccessbutarehappywiththemselves.b.Theytakefewerrisksthanothers.c.Theychoosemoreunconventionaljobs.(moderate)d.Theyaresusceptibletoexternalinfluence.e.Theychangejobsmoreoften.71.______________isapersonalitytraitthatmeasuresanindividual'sabilitytoadjusthisorherbehaviortoexternalsituationalfactors.a.Machiavellianism91\nb.Self-esteemc.Self-monitoringd.Locusofcontrol(easy)e.Risktaking72.Apersonwhocanadaptandadjustherbehaviortoexternalfactorswoulddescribewhichofthefollowingpersonalitytraits?a.lowself-esteemb.internallocusofcontrolc.highself-monitoring(moderate)d.highrisk-takinge.lowauthoritarianism73.Amanagerwhotakesverylittletimetomakeadecisionprobablycouldbedescribedbywhatpersonalitytrait?a.highself-esteemb.externallocusofcontrolc.lowself-monitoringd.highrisktaking(moderate)e.highauthoritarianism74.Whichofthefollowingistrueabouthighrisktakers?a.Theymakeslowerdecisionsthanlowrisktakersandhaveahigherlevelofaccuracy.b.Theymakequickerdecisionsthanlowrisktakersbuthaveaboutthesamelevelofaccuracy.(difficult)c.Theymakeslowerdecisionsthanlowrisktakersbuthavealowerlevelofaccuracy.d.Theymakequickerdecisionsthanlowrisktakersbuthavealowerlevelofaccuracy.e.Thereisadifferentrelationshipbetweenrisktakingandaccuracyformenandwomen.75.Whichofthefollowingistrueconcerningpersonalitytypesandnationalcultures?a.Thereisnorelationshipbetweennationalitytypeandcultures.b.MiddleEasterncountriesbelievetheycandominatetheirenvironment.c.YouwouldfindmanypeoplewithaninternallocusofcontrolintheU.S.andCanada.(difficult)d.NorthAmericansbelievelifeisessentiallypredetermined.e.TheU.S.rateshighinpowerdistance.76.Whichpsychologistisassociatedwithawell-documentedpersonality-jobfittheory?a.Bandurab.Adamsc.Holland(moderate)d.Skinnere.Volker77.WhichofthefollowingisnotoneofHolland'spersonalitytypes?a.realisticb.investigativec.artisticd.extroverted(moderate)e.social78.Abiologistwouldbeagoodoccupationalmatchforwhatpersonalitytype?a.realisticb.investigative(moderate)c.sociald.enterprisinge.artistic79.ApersonwhorateshighonHolland'ssocialscalewouldprobablyfindagoodmatchwithwhichofthefollowingjobs?a.farmerb.painter91\nc.teacher(difficult)d.economiste.bankteller80.Apersonratinghighontheconventionalpersonalitytypewouldhaveagoodjobmatchforallbutwhichofthefollowingjobs?a.accountantb.corporatemanagerc.mathematician(difficult)d.banktellere.fileclerk81.AccordingtoHolland,becomingalawyerwouldbeagoodjobmatchforsomeonewithwhattypeofpersonalitytype?a.realisticb.investigativec.conventionald.enterprising(moderate)e.social82.Writingwouldbeagoodjobmatchfora(n)______________personalitytype,accordingtoHolland.a.realisticb.investigativec.sociald.enterprisinge.artistic(moderate)PERCEPTION83.______________istheprocessoforganizingandinterpretingsensoryimpressionstogivemeaningtotheenvironment.a.Attributionb.Selectionc.Learningd.Conditioninge.Perception(easy)84.______________theoryexplainshowwejudgepeopledifferentlydependingonwhatmeaningweattributetoagivenbehavior.a.Perceptionb.Behaviorc.Attribution(moderate)d.Socialcontraste.Intuitivemeaning85.Ifonly6outof20managerscompletedtheirsubordinateperformanceappraisalsontime,wewouldprobablyattributemanagernon-completiontowhichofthefollowing?a.othermanagersb.anexternalsource(difficult)c.onemanagerd.aninternalsourcee.apersonalityflaw86.______________referstowhetheranindividualdisplaysabehaviorinmanysituationsorwhetherit'sparticulartoonesituation.a.Consistencyb.Distinctiveness(easy)c.Attributiond.Selection91\ne.Perception87.Ifweareattemptingtodecidewhetheraparticularbehaviorofanindividualisunusualornot,wearemakingjudgmentonwhatfactorofattributiontheory?a.consensusb.distinctiveness(difficult)c.repetitivenessd.consistencye.control88.Ifapersonwhoisalwayslateforworkislateonceagainandblamesitonatrain,co-workerswouldprobablyattributethatperson'slatenessto______________.a.thetrain.b.anexternalsource.c.theindividual.(easy)d.thecar.e.badluck.89.______________referstowhetherapersonrespondsthesamewayovertime.a.Consistency(easy)b.Distinctivenessc.Attributiond.Selectione.Perception90.Thefactthatindividuals,whenobservingothers,tendtounderestimatetheinfluenceofexternalfactorsandoverestimatetheinfluenceofinternalfactorsiscalled______________.a.blametheory.b.self-servingbias.c.externalconsistencybias.d.internalfavoritism.e.fundamentalattributionerror.(moderate)91.Wetendtoattributeourownsuccessesto______________.,whileputtingtheblameforourfailureson______________.a.luck;theenvironmentb.ability;luck(moderate)c.power;otherpeopled.ourparents;ourselvese.ourbosses;co-workers92."Speedreading"othersisrelatedtowhatkindofperceptionshortcut?a.assumedsimilarityb.selectiveperception(moderate)c.stereotypingd.haloeffecte.contrasteffect93.In______________,theobserver’sperceptionofothersisinfluencedmorebytheobserver’sowncharacteristicsthanbythoseofthepersonobserved.a.stereotypingb.self-servingbiasc.assumedsimilarity(moderate)d.haloeffecte.selectivity94.Whenpeoplejudgesomeoneonthebasisoftheperceptionofagrouptheyareapartof,theyareusingtheshortcutcalled_______________.91\na.stereotyping(moderate)b.self-servingbiasc.assumedsimilarityd.haloeffecte.selectivity95.Ifamanagerishesitanttohireolderpeoplebecause"theyareslow,"he/sheisexhibitingwhatkindofperceptionshortcut?a.selectiveperceptionb.assumedsimilarityc.stereotyping(difficult)d.horneffecte.haloeffect96.Whenpeopleformageneralimpressionaboutapersononthebasisofasinglecharacteristic,suchasintelligence,sociability,orappearance,theyarebeinginfluencedby______________.a.selectivityb.assumedsimilarityc.thehaloeffect(moderate)d.stereotypinge.thecontrasteffect97.ArecruiterwhoassumesthatacandidatewithahighGPAalsohasothergreatjobmatchqualities(withoutchecking),hasengagedinwhattypeofperceptionshortcut?a.selectivityb.assumedsimilarityc.haloeffect(moderate)d.stereotypinge.contrasteffectLEARNING98.Anyrelativelypermanentchangeinbehaviorthatoccursasaresultofexperienceisknownas______________.a.training.b.learning.(easy)c.development.d.change.e.effort.99.AccordingtoSkinner,ifamanagerwantsemployeestoshowupforworkontime,whichofthefollowingshouldthatmanagerdo?a.Complimentemployeeswhentheyshowupontime.(difficult)b.Saynothingwhenemployeesshowuplate.c.Punishemployeeswhoarrivelate.d.Donotdoanythingsincebehaviorsarebasedoninnatepersonality.e.Sometimescomplimentemployeeswhentheyarrivelate.100.Whichofthefollowingistrueconcerningsociallearningtheory?a.Itistheoreticallyinoppositiontooperantconditioning.b.ItwasdevelopedbyFreud.c.Itsuggestswecanlearnbywatching.(moderate)d.Itisastrictbehavioristtheory.e.Itsuggestswecannotlearnbydirectexperience.MANAGINGYOURCAREER91\n101.Accordingtotheboxedfeature,“ManagingYourCareer,”allofthefollowingaretypesofdifficultpeopleEXCEPT:a.thehostile,aggressivetypes.b.theunethical,persuader.(moderate)c.thecomplainers.d.thesilentornonresponsivetypes.e.theknow-it-allexperts102.Accordingtotheboxedfeature,“ManagingYourCareer,”whichofthefollowingtypesofdifficultpeopleshouldthefactsbestatedwithoutcommentorapologyandtheconversationbeswitchedtoproblemsolving?a.thehostile,aggressivetypes.b.theunethical,persuader.c.thecomplainers.(moderate)d.thesilentornonresponsivetypes.e.theknow-it-allexperts103.Accordingtotheboxedfeature,“ManagingYourCareer,”withwhichofthefollowingtypesofdifficultpeopleshouldopen-endedquestionsbeaskedandafriendly,silentstarebeused?a.thehostile,aggressivetypes.b.theunethical,persuader.c.thecomplainers.d.thesilentornonresponsivetypes.(moderate)e.theknow-it-allexperts104.Whichofthefollowingisamanagerialtoolthatcanhelpguideemployeesintheirlearningingraduatedsteps?a.retentionbehaviorb.reproductionbehaviorc.reinforcementbehaviord.shapingbehavior(moderate)e.motivationalbehavior105.Abosswhopromisestoremoveapastwrittenreprimandfromanemployee'spersonalfile,ifhe/sheisontimeforworkduringthenexttwomonths,isusing______________.a.positivereinforcement.b.negativereinforcement.(difficult)c.punishment.d.extinction.e.forcing.ScenariosPERSONALITYJustYourTypeEmployees(Scenario)Doughasrecentlybeenpromotedtomanagerofagroupofthirteenscientists.Allofhisemployeesarewelleducatedandhavebeenwiththecompanyforaminimumofthreeyears.Inanattempttolearnmoreabouttheemployeesandtobetterassignthemtojobsthattheywillenjoy,hehasadministeredtheMyers-BriggsTypeIndicator.106.Sandyispatientwithdetailsandgoodatprecisework.Shedislikesnewproblemsunlesstherearestandardwaystosolvethem.Sandy'spreferredmethodofgatheringdatais______________.a.sensing.(moderate)b.feeling.c.introverted.d.intuitive.e.judgmental.107.Georgedislikestellingpeopleunpleasantthingsandrelateswelltomostpeople.Georgetendstobea.sensing.91\nb.feeling.(moderate)c.introverted.d.intuitive.e.judgmental.108.Alantendstodislikedoingthesamethingoverandoveragainandjumpstoconclusions.Heisimpatientwithroutinedetails.Alan'sdatagatheringpreferenceis______________.a.sensing.b.feeling.c.introverted.d.intuitive.(moderate)e.judgmental.109.Doug'sdecision-makingstyleisspontaneous.Hefocusesonstartingataskandpostponesdecisions.Hisdecision-makingstyleis______________.a.sensing.b.feeling.c.introverted.d.perceptive.(moderate)e.judgmental.AnInterestingGroup(Scenario)Robinhadherhandsfull.Shehadrecentlytakenovermanagingthetechnicalsupportgroupathercompanyandimmediatelynoticedthathersupervisorsrepresentedacollectionofpersonalitieslikeshehadneverseenbefore.Shewashavingaproblemunderstandingthemandcalledthehumanresourcedepartmentwhoreferredhertoalocalpsychologist.Thepsychologistsuggestedthattherebesome"low-key"testingcompleted.Robinagreed,asshefeltshehadtohavesomeunderstandingofhersupervisorssoonorshewouldgonuts!ThetestingwascompletedandRobinreviewedtheresultsoftheinformation.110.thoughclearlycapable,Marydidnotseemtolikeherself.Herresultsindicatedanunwillingnesstotakerisksinjobselectionandseemedverysusceptibletoevaluationsfromotherpeople.Together,thesefindingindicatethatMary______________.a.washighincognitivedissonance.b.washighinMachiavellianism.c.waslowinself-monitoring.d.waslowinself-esteem.(easy)e.washighinrisktaking.111.Peter,herassistantmanager,seemedtoalwaysmaintainanemotionaldistancefromothers--andothersfromhim.Heisself-describedas"pragmatic,"andthetestsindicatethathebelievethatthe"endsjustifythemeans,"descriptionswhichareconsistentwithcharacteristicsof______________.a.highMachiavellianism.(easy)b.lowself-esteem.c.highself-monitoring.d.lowcognitivedissonance.e.highrisktaking.112.Sarah,thefloorsupervisor,seemstobeadifferentpersondependingonwhomsheiswithandwhatthesituationdemands.Thetestswereconsistentwiththisobservation,indicatingherabilitytoadjustherbehavior.Thisisconsistentwithherbeingdescribedashaving______________.a.highself-esteem.b.lowMachiavellianism.c.highrisktaking.d.lowcognitivedissonance.e.highself-monitoring.(moderate)91\n113.Kevinwasawhirlwindasresearchanddevelopmentsupervisor.Hemadedecisionsveryquicklyandalwayswithlessinformationthanothers.Thischaracteristicwasconsistentwithhistest,whichdescribedhimashaving______________.a.highself-esteem.b.lowMachiavellianism.c.highrisktaking.(moderate)d.lowcognitivedissonance.e.highself-monitoring.MentoringCareers(Scenario)Jeffwasgladtoseethehighschoolinternscomeandworkinhisoffice--andgladtoseethemgo.Itwasnotthathedidnotenjoytheircompanyorthattheydidnotworkhardandattempttoperformatahighlevel.Manytimeshehadseenkidscomeintohisplantdeterminedtobeinaparticularoccupationthattheywerenotcutoutfor.Itwasbothfrustratingandsadtoseethemtrysohardatsomethingtheydidnotlikeandwerenotgoodatperforming.So,forthisnextgroupoffiveinternshedecidedtodosomethingdifferent.HedidalittleresearchandfoundoutaboutHolland'sTypologyofPersonalityandVocationalPreference.Then,astheinternsarrived,heaskedeachtotakethetesttohelpguidethemintooccupationsforwhichtheymaybetterbesuited.114.ThetestingindicatedthatSallypreferscoordinatedphysicalactivityandshewasbasicallyshy,stable,andconforming.Allbutwhichofthefollowingoccupationsisapotentiallygoodmatchforher?a.mechanicb.drillpressoperatorc.biologist(difficult)d.assembly-lineworkere.farmer115.Darrin'stestingindicatedthatheprefersactivitiesinvolvingthinking,organizing,andunderstandingandthatheisbasicallyanalyticalandcurious.Allbutwhichofthefollowingoccupationsisapotentiallygoodmatchforhim?a.economistb.mathematicianc.newsreporterd.accountant(difficult)e.biologist116.ThetestingsuggestedthatBridgetprefersrule-regulated,orderly,andunambiguousactivitiesandcouldbedescribedasconforming,efficient,andpractical.AllEXCEPTwhichofthefollowingoccupationsisapotentiallygoodmatchforher?a.corporatemanagerb.banktellerc.accountantd.fileclerke.teacher(difficult)117.Andrewprefersactivitiesthatinvolvehelpinganddevelopingothers.Consistentwiththetesting,heisdescribedasbeingsocial,friendly,andunderstanding.AllEXCEPTwhichofthefollowingoccupationsisapotentiallygoodmatchforhim?a.socialworkerb.writer(difficult)c.teacherd.counselore.clinicalpsychologistPERCEPTIONWhichIsIt?(Scenario)ChrishadbeenLinda'sbossnowforaboutsixmonths.Recently,LindahadbeenrecommendingthefiringofCharles,oneofherownstaffforhisrepeated"inabilitytogetalongwithothers."ChrischeckedwithCharles'sco-workersand91\nnoneofthemsupportedLinda'scontention.Inaddition,severalofLinda'speershadmetwithChris.WordofCharles'sfatewasgettingoutandtheywantedtoletChrisknowthatinthepastotheremployeeshadbeensingledoutbyLindaforpersecution.WhenaskedforspecificproblemswithCharles,Lindamentionedthatinadditiontohisattitudehehadbeenlateseveraltimesrecently.ChrisknewthatCharleslivedseveralmilesawayandthatothershadbeenlateduetopoorweather.ChrisdidnotknowwhetherheshouldsupportLinda,hismanager,orholdoffandnotfireCharles.118.WhichfactorofattributiontheorywasChrisconcernedaboutwhenheaskedCharles'scoworkersaboutLinda'sobservationsabouthisattitudeproblem?a.consistencyb.repeatednessc.consensusd.distinctiveness(difficult)e.seriousness119.WhatfactorofattributiontheorywasChrisconcernedaboutwhenLinda'speersmentionedaboutherpasthistorywithsubordinates?a.consistency(difficult)b.repeatednessc.consensusd.distinctivenesse.seriousness120.WhatfactorofattributiontheorywasChrisconcernedaboutwhenhefoundoutthatothersbesidesCharleshadbeenlatetoworkbecauseoftheweather?a.consistencyb.repeatednessc.consensusd.distinctiveness(difficult)e.seriousnessEssayQuestionsATTITUDES121.Inashortessay,defineattitudes.Next,listanddiscussthethreecomponentsthatattitudesaremadeof.Includeanexampleofastatementthatdescribeseachcomponenttosupportyouranswer.Answera.Attitudesareevaluativestatements—eitherfavorableorunfavorable—concerningobjects,people,orevents.Theyreflecthowanindividualfeelsaboutsomething.Whenapersonsays,“Ilikemyjob,”heorsheisexpressinganattitudeaboutwork.b.Thethreecomponentsthatmakeupattitudesarecognition,affect,andbehavior.Thecognitivecomponentofanattitudeismadeupofthebeliefs,opinions,knowledge,orinformationheldbyaperson.Thebeliefthat“discriminationiswrong”illustratesacognition.Theaffectivecomponentofanattitudeistheemotionalorfeelingpartofanattitude.Thiscomponentwouldbereflectedbythestatement,“Idon’tlikeJonbecausehediscriminatesagainstminorities.”Finally,affectcanleadtobehavioraloutcomes.Thebehavioralcomponentofanattitudereferstoanintentiontobehaveinacertainwaytowardsomeoneorsomething.Forinstance,“ImightchoosetoavoidJonbecauseofmyfeelingsabouthim”isanexampleofthebehavioralcomponentofanattitude.(moderate)122.Inashortessay,definecognitivedissonanceanddiscussthethreefactorsthataffecthowpeoplecopewithcognitivedissonance.AnswerCognitivedissonanceisanyincompatibilityorinconsistencybetweenattitudesorbetweenbehaviorandattitudes.Thetheoryarguedthatanyformofinconsistencyisuncomfortableandthatindividualswilltryto91\nreducethedissonanceandthus,thediscomfort.Inotherwords,individualsseekstabilitywithaminimumofdissonance.Howdopeoplecopewithcognitivedissonance?Thetheoryproposedthatthedesiretoreducedissonanceisdeterminedbytheimportanceofthefactorscreatingthedissonance,thedegreeofinfluencetheindividualbelievesheorshehasoverthosefactors,andtherewardsthatmaybeinvolvedindissonance.Ifthefactorscreatingthedissonancearerelativeunimportant,thepressuretocorrecttheinconsistencywillbelow.Ifindividualsperceivethedissonancetobeanuncontrollableresult—somethingaboutwhichtheyhavenochoice—theyarenotlikelytobereceptivetoattitudechangeortofeelaneedforit.Finally,couplinghighdissonancewithhighrewardstendstoreducethediscomfortinherentinthedissonance,bymotivatingtheindividualtobelievethatthereisconsistency.(difficult)PERSONALITY123.Inashortessay,discusstheMyers-BriggsTypeIndicator.Besuretoincludeadiscussionofthefourdimensionsofpersonalitytosupportyouranswer.AnswerOneofthemostpopularpersonalitytestsistheMyers-BriggsTypeIndicator.Itconsistsofmorethanahundredquestionsthataskpeoplehowtheyusuallyactorfeelindifferentsituations.Thewayanindividualrespondstothesequestionsputshimorheratoneendoranotheroffourdimensions.a.Socialinteraction(extrovertorintrovert)–anextrovertissomeonewhoisoutgoing,dominant,andoftenaggressiveandwhowantstochangetheworld.Extrovertsneedaworkenvironmentthatisvariedandactionoriented,thatletsthembewithothers,andthatgivesthemavarietyofexperiences.Anindividualwhoisshyandwithdrawnandfocusingonunderstandingtheworldisdescribedasanintrovert.Introvertspreferaworkenvironmentthatisquietandconcentrated,thatletsthembealone,andthatgivesthemachancetoexploreindepthalimitedsetofexperiences.b.Preferenceforgatheringdata(sensingorintuitive)–sensingtypesdislikenewproblemsunlesstherearestandardwaystosolvethem;theylikeanestablishedroutine,haveahighneedforclosure,showpatiencewithroutinedetails,andtendtobegoodatprecisework.Ontheotherhand,intuitivetypesareindividualswholikesolvingnewproblems,dislikedoingthesamethingoverandoveragain,jumptoconclusions,areimpatientwithroutinedetails,anddisliketakingtimeforprecision.c.Preferencefordecisionmaking(feelingorthinking)–individualswhoarefeelingtypesareawareofotherpeopleandtheirfeelings,likeharmony,needoccasionalpraise,disliketellingpeopleunpleasantthings,tendtobesympathetic,andrelatewelltomostpeople.Thinkingtypesareunemotionalanduninterestedinpeople’sfeelings,likeanalysisandputtingthingsintologicalorder,areabletoreprimandpeopleandfirethemwhennecessary,mayseemhard-hearted,andtendtorelatewellonlytootherthinkingtypes.d.Styleofmakingdecisions(perceptiveorjudgmental)–perceptivetypesarecurious,spontaneous,flexible,adaptable,andtolerant.Theyfocusonstartingatask,postponedecisions,andwanttofindoutallaboutthetaskbeforestartingit.Judgmentaltypesaredecisive,goodplanners,purposeful,andexacting.Theyfocusoncompletingatask,makedecisionsquickly,andwantonlytheinformationnecessarytogetataskdone.(moderate)124.Inashortessay,listanddiscussthefivepersonalitytraitsthatarebasedontheBig-FiveModelofPersonality.Answera.Extroversion–thedegreetowhichsomeoneissociable,talkative,andassertive.b.Agreeableness–thedegreetowhichsomeoneisgood-natured,cooperative,andtrusting.c.Conscientiousness–thedegreetowhichsomeoneisresponsible,dependable,persistent,andachievementoriented.d.Emotionalstability–thedegreetowhichsomeoneiscalm,enthusiastic,andsecureortense,nervous,depressed,andinsecure.e.Opennesstoexperience–thedegreetowhichsomeoneisimaginative,artisticallysensitive,andintellectual.(easy)91\n125.Inashortessay,listanddescribefivetypesofpersonalitiesbasedonthepersonality-jobtheoryasdevelopedbypsychologistJohnHolland.Includeadescriptionofthecharacteristicsandsampleoccupationsofeachpersonalitytosupportyouranswer.Answera.Realistic–prefersphysicalactivitiesthatrequireskill,strength,andcoordination.Personalitycharacteristicsincludebeingshy,genuine,persistent,stable,conforming,andpractical.Sampleoccupationsincludemechanic,drillpressoperator,assembly-lineworker,andfarmer.b.Investigative–prefersactivitiesinvolvingthinking,organizing,andunderstanding.Personalitycharacteristicsincludebeinganalytical,original,curious,andindependent.Sampleoccupationsincludebiologist,economist,mathematician,andnewsreporter.c.Social–prefersactivitiesthatinvolvehelpinganddevelopingothers.Personalitycharacteristicsincludebeingsociable,friendly,cooperative,andunderstanding.Sampleoccupationsincludesocialworker,teacher,counselor,andclinicalpsychologist.d.Conventional–prefersrule-regulated,orderly,andunambiguousactivities.Personalitycharacteristicsincludebeingconforming,efficient,practical,unimaginative,andinflexible.Sampleoccupationsincludeaccountant,corporatemanager,bankteller,andfileclerk.e.Enterprising–prefersverbalactivitiesinwhichthereareopportunitiestoinfluenceothersandattainpower.Personalitycharacteristicsincludebeingself-confident,ambitious,energetic,anddomineering.Sampleoccupationsincludelawyer,realestateagent,andsmallbusinessmanager.f.Artistic–prefersambiguousandunsystematicactivitiesthatallowcreativeexpression.Personalitycharacteristicsincludebeingimaginative,disorderly,idealistic,emotional,andimpractical.Sampleoccupationsincludepainter,musician,writer,andinteriordecorator.(moderate)126.Inashortessay,listanddiscussthefivepersonalitytraitsthathaveprovedtobethemostpowerfulinexplainingindividualbehaviorinorganizations.Answera.Locusofcontrol–somepeoplebelievethattheycontroltheirownfate.Othersseethemselvesaspawns,believingthatwhathappenstothemintheirlivesisduetoluckorchance.Thelocusofcontrolinthefirstcaseisinternal;thesepeoplebelievethattheycontroltheirowndestiny.Thelocusofcontrolinthesecondcaseisexternal;thesepeoplebelievethattheirlivesarecontrolledbyoutsideforces.Researchevidenceindicatesthatemployeeswhoratehighonexternalityarelesssatisfiedwiththeirjobs,morealienatedfromtheworksetting,andlessinvolvedintheirjobsthanarethosewhoratehighoninternality.b.Machiavellianism–anindividualwhoishighinMachiavellianismispragmatic,maintainsemotionaldistance,andbelievesthatendscanjustifymeans.Injobsthatrequirebargainingskillsorthathavesubstantialrewardsforwinning,highMachsareproductive.Injobsinwhichendsdonotjustifythemeansorthatlackabsolutemeasuresofperformance,it’sdifficulttopredicttheperformanceofhighMachs.c.Self-esteem–peopledifferinthedegreetowhichtheylikeordislikethemselves.Thistraitiscalledself-esteem(SE).Theresearchonself-esteemofferssomeinterestinginsightintoorganizationalbehavior.Forexample,self-esteemisdirectlyrelatedtoexpectationsforsuccess.HighSEsbelievethattheypossesstheabilitytheyneedinordertosucceedatwork.IndividualswithhighSEswilltakemorerisksinjobselectionandaremorelikelytochooseunconventionaljobsthanarepeoplewithlowSE.AnumberofstudiesconfirmthathighSEsaremoresatisfiedwiththeirjobsthanarelowSEs.d.Self-monitoring–thisreferstoanindividual’sabilitytoadjusthisorherbehaviortoexternal,situationfactors.Individualshighinself-monitoringshowconsiderableadaptabilityinadjustingtheirbehavior.They’rehighlysensitivetoexternalcuesandcanbehavedifferentlyindifferentsituations.Highself-monitorsarecapableofpresentingstrikingcontradictionsbetweentheirpublicpersonaandtheirprivateselves.Lowself-monitorscannotadjusttheirbehavior.Theytendtodisplaytheirtruedispositionsandattitudesineverysituation,andthere’shighbehavioralconsistencybetweenwhotheyareandwhattheydo.e.Risk-taking–peopledifferintheirwillingnesstotakechances.Differencesinthepropensitytoassumeortoavoidriskhavebeenshowntoaffecthowlongittakesmanagerstomakeadecisionandhowmuchinformationtheyrequirebeforemakingtheirchoice.Tomaximizeorganizationaleffectiveness,managersshouldtrytoalignemployeerisk-takingpropensitywithspecificjobdemands.Forinstance,highrisk-takingpropensitymayleadtoeffectiveperformanceforacommoditytraderinabrokeragefirmbecausethistypeofjobdemandsrapiddecisionmaking.Ontheotherhand,highrisk-takingpropensitymightproveamajorobstacletoaccountantsauditingfinancialstatements.91\n(difficult)PERCEPTION127.Inashortessay,describetheattributiontheoryanddiscussthethreefactorsthatdetermineexternallycausedbehaviorbasedontheattributiontheory.Answera.Attributiontheorywasdevelopedtoexplainhowindividualsjudgepeopledifferentlydependingonwhatmeaningtheyattributetoagivenbehavior.Basically,thetheorysuggeststhatwhenpeopleobserveanindividual’sbehavior,weattempttodeterminewhetheritwasinternallyorexternallycaused.Internallycausedbehaviorsarethosethatarebelievedtobeunderthepersonalcontroloftheindividual.Externallycausedbehaviorresultsfromoutsidefactors;thatis,thepersonisforcedintothebehaviorbythesituation.b.Thatdetermination,however,dependsonthreefactors:distinctiveness,consensus,andconsistency.Distinctivenessreferstowhetheranindividualdisplaysabehaviorinmanysituationsorwhetherit’sparticulartoonesituation.Ifeveryonewhoisfacedwithasimilarsituationrespondsinthesameway,thebehaviorshowsconsensus.Finally,anobserverlooksforconsistencyinaperson’sactions.Themoreconsistentthebehavior,themoretheobserverisinclinedtoattributeittointernalcauses.(difficult)128.Inashortessay,defineperception.Next,listanddiscussthefactorsthatshapeandsometimesdistortperception.AnswerPerceptionisaprocessbywhichindividualsgivemeaningtotheirenvironmentbyorganizingandinterpretingtheirsensoryimpressions.Researchonperceptionconsistentlydemonstratesthatindividualsmaylookatthesamethingyetperceiveitdifferently.Anumberoffactorsacttoshapeandsometimesdistortperception.Thesefactorscanresideintheperceiver;intheobject,ortarget,beingperceived;orinthecontextofthesituationinwhichtheperceptionoccurs.a.Theperceiver–whenanindividuallooksatatargetandattemptstointerpretwhatheorshesees,theindividual’spersonalcharacteristicswillheavilyinfluencetheinterpretation.Thesepersonalcharacteristicsincludeattitudes,personality,motives,interests,experiences,andexpectations.b.Thetarget–thecharacteristicsofthetargetbeingobservedcanalsoaffectwhat’sperceived.Becausetargetsarenotlookedatinisolation,therelationshipofatargettoitsbackgroundalsoinfluencesperception,asdoesthetendencytogroupclosethingsandsimilarthingstogether.c.Thesituation–thecontextinwhichanindividualseeobjectsoreventsisalsoimportant.Thetimeatwhichanobjectorevenisseencaninfluenceattention,ascanlocation,light,heat,color,andanynumberofothersituationalfactors.(moderate)129.Inashortessay,listanddiscussthreeshortcutsfrequentlyusedinjudgingothers.Discusstheimpacttheseshortcutshaveonthemanagementofemployees.Answera.Individualscannotassimilatealltheyobserve,sotheyengageinselectivity.Theytakeinbitsandpiecesofthevastamountsofstimulibombardingtheirsenses.Thesebitsandpiecesarenotchosenrandomly;theyareselectivelychosendependingontheinterests,background,experience,andattitudesoftheobserver.Selectiveperceptionallowsusto“speedread”others,butnotwithouttheriskofbeinginaccurate.It’seasytojudgeothersifweassumethatthey’resimilartous.Inassumedsimilarly,theobserver’sperceptionofothersisinfluencedmorebytheobserver’sowncharacteristicsthanbythoseofthepersonobserved.Whenwejudgesomeoneonthebasisofourperceptionofagroupheorsheispartof,stereotypingistheshortcutbeingused.Whenindividualsformageneralimpressionaboutapersononthebasisofasinglecharacteristic,suchasintelligence,sociability,orappearance,thehaloeffectistheinfluencingfactor.b.Managersneedtorecognizethattheiremployeesreacttoperceptions,nottoreality.Sowhetheramanager’sappraisalofanemployeeisactuallyobjectiveandunbiasedorwhethertheorganization’swagelevelsareamongthehighestinthecommunityislessrelevantthanwhatemployeesperceivethemtobe.91\nIfindividualsperceiveappraisalstobebiasedorwagelevelsaslow,theywillbehaveasifthoseconditionsactuallyexist.Employeesorganizeandinterpretwhattheysee,sothereisalwaysthepotentialforperceptualdistortion.(moderate)MANAGINGYOURCAREER130.Inashortessay,listthefourmostcommontypesofdifficultpeopleanddiscussthestrategiesfordealingwiththem.Answera.Thehostile,aggressivetypes–withthistype,youneedto:standupforyourself;givethemtimetorundown;don’tworryaboutbeingpolite;justjumpinifyouneedto;gettheirattentioncarefully;getthemtositdown;speakfromyourownpointofview;avoidahead-onfight;andbereadytobefriendly.b.Thecomplainers–withthecomplainersyouneedto:listenattentively;acknowledgetheirconcerns;bepreparedtointerrupttheirlitanyofcomplaints;don’tagree,butdoacknowledgewhattheyaresaying;statefactswithoutcommentorapology;andswitchthemtoproblemsolving.c.Thesilentornonresponsivetypes–withthistype,youneedto:askopen-endedquestions;usethefriendly,silentstart;don’tfillthesilentpausesfortheminconversations;commentonwhat’shappening;andhelpbreakthetensionbymakingthemfeelmoreatease.d.Theknow-it-allexperts–thekeystodealingwiththistypeare:beontopofthings;listenandacknowledgetheircomments;questionfirmly,butdon’tconfront;avoidbeingacounterexpert;andworkwiththemtochanneltheirenergyinpositivedirections.(easy)91