Question Details

1.
The process of dividing work activities into separate job tasks is known as ________.
A. work specialization
B. differentiation
C. chain of command
D. span of control

2.
The process of grouping jobs together is known as ________.
A. departmentalization
B. centralization
C. formalization
D. decentralization
3.
The line of authority that extends from upper organizational levels to lower levels,
clarifying who reports to whom, is known as the ________.
A. employee power distance
B. unity of command
C. span of control
D. chain of command

4.
Which of the following is a characteristic of a mechanistic organization?
A. Cross-functional teams
B. Free flow of information
C. Wide spans of control
5.
Which of the following structures is highly adaptive, loose, and flexible?
A. Organic
B. Centralized
C. Vertical
D. Mechanistic

6.
Companies would become more ________ if they allowed professionals to set the
priorities and allocate the resources for their departments.
A. bureaucratic
B. mechanistic
C. diversified
D. organic
7.
In a ________ structure, no clear chain of command exists.
A. team
B. project
C. mechanistic
D. functional
8.
Which organizational design increases the complexity of assigning people to projects?
A. Matrix structure
B. Team structure
C. Boundaryless structure
D. Learning structure
9.
In which of the following organizational designs are employees most likely to experience
communication difficulties?
A. Team structures
B. Matrix structures
C. Project structures
D. Boundaryless structures
10.
A company brings team members together to collaborate on resolving mutual problems
that affect each of their areas. This is an example of the use of ________.
A. cross-functional teams
B. task forces
C. communities of practice
D. cross-cultural teams
11.
A temporary committee formed to address a specific short-term problem that affects
several departments is known as a ________.
A. task force
B. community of practice
C. strategic partnership
D. joint venture
12.
Which of the following will help in making communities of practice successful?
A. Conducting face-to-face meetings, instead of online
meetings
B. Having clear accountability and managerial oversight
C. Encouraging members to nurture competing goals
D. Focusing on simple and routine issues that can be easily
tackled
13.
The ________ stage in the group development process is complete when members
begin to think of themselves as part of a group.
A. forming
B. storming
C. norming
D. performing

14.
During the ________ stage of the group development process, a relatively clear hierarchy
of leadership and agreement on the group- direction emerge.
A. forming
B. storming
C. norming
D. performing
15.
The ________ stage of the group development process is one in which close
relationships develop and the group becomes cohesive.
A. norming
B. forming
C. storming
D. performing
16.
In which of the following conflict-management techniques are conflicts resolved by
seeking an advantageous solution for all the parties involved?
A. Collaborating
B. Compromising
C. Forcing
D. Accommodating
17.
Conflicts can be resolved by withdrawing from them or suppressing them. This
conflict-management technique is known as ________.
A. compromising
B. forcing
C. accommodating
D. avoiding
18.
Which of the following lists are the five conflict-management options available to
managers?
A. Accommodating, Asserting, Avoiding, Compromising,
and Cooperating
B. Avoiding, Collaborating, Cooperating, Compromising,
and Forcing
C. Accommodating, Avoiding, Collaborating, Cooperating,
and Forcing
D. Accommodating, Avoiding, Collaborating,
Compromising, and Forcing
19.
Behavior patterns expected of someone occupying a given position in a social unit is
called a ________.
A. role
B. status
C. profile
D. persona
20.
Which of the following is a negative aspect of group norms?
A. Being part of a group has the ability to increase an
individual- antisocial actions.
B. The most widespread norms are those related to dress
codes.
C. Groups become dysfunctional when they maintain strict
norms.
D. Norms do not influence employees’ performance.
21.
Which of the following is an accurate statement regarding status systems?
A. Anything can have status value if others in the group
evaluate it that way.
B. Status is a weak employee motivator even though it has
behavioral consequences.
C. Status can only be formally conferred on individuals.
D. Status systems are independent of aspects such as
prestige and grading.