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Chapter 1 – Introduction to Management and Organizations True/False Questions The four contemporar contemporaryy functions of manageme management nt are planning, organizing, leading, and controlling True !easy" #ffecti$eness #ffecti$ eness refers to the relationship %et&een inputs and outputs False !moderate" #fficiency #fficien cy is often referred to as 'doing things right' True !moderate" (hen managers meet organizational goals, they are efficient and effecti$e False !difficult" )ccording to Mintz%erg*s management management roles, the informational role in$ol$es recei$ing, collecting, and disseminating information True !moderate" Technical s+ills %ecome less important as a manager mo$es into higher le$els of management True !moderate" The syste systems ms pers perspect pecti$e i$e unde underscor rscores es and emph emphasiz asizes es the fact that org organiz anizatio ations ns are diff differen erent, t, face different different circumstances, circumstan ces, and thus may reuire different &ays of managing False !moderate" Multiple Choice ------------- are are organizational organizational mem%ers &ho &ho integrate and coordinate coordinate the &or+ &or+ of others a Man anag ager erss !ea !eassy" % Team leaders c .u%ordinates d Operati$es e )gents Typically, in organizations it is the ------------- &ho are responsi%le for ma+ing organizational decisions and setting policies and strategies that affect all aspects of the organization a team leaders % middle managers managers c firs first tli line ne ma manage nagers rs d to topp ma mana nage gers rs !easy !easy"" e su%ordinates ------------- distinguishes distinguishes a managerial managerial position from a nonmanageri nonmanagerial al one a Mani Manipu pula lati ting ng ot others hers % Concern for the la& la& c Incr Increa easi sing ng effi effici cien ency cy d Coor Coordina dinating ting and inte integrati grating ng othe others0 rs0 &or+ !mod !moderat erate" e" e efi efini ning ng mar mar+e +ett shar sharee (hich of the follo&ing is 2OT an e3ample of a decisional role according to Mintz%erg4 a sp spo+ o+es espe pers rson on !m !mod oder erat ate" e" % entrepreneur c dist distur ur%a %anc ncee hand handle ler r d reso resour urce ce all alloc ocat ator or e negotiator (hich of the follo&ing s+ills are more important at lo&er le$els of management since these managers are dealing directly &ith employees doing the organization*s &or+4 a human s+ills % technical s+ills s+ills !easy" c conc concep eptu tual al s+il s+ills ls d empi empiri rica call s+il s+ills ls 5nderstanding %uilding codes &ould %e considered a ------------- s+ill for a %uilding contractor a human % technical !easy" c conceptual d empirical 1
e functional (hich of the follo&ing phrases is %est associated &ith managerial conceptual s+ills4 a de deci cisi sion onm ma+ a+in ingg !e !eas asy" y" % communicating communicating &ith customers customers c moti moti$a $ati ting ng su%o su%ord rdin inat ates es d prod produc uctt +no& +no&le ledg dgee e techn echniical cal s+i s+ills lls )ccording to the te3t, ------------- are not influenced %y and do not interact &ith their en$ironment a open systems % closed systems !easy" c fle3t le3tiime syst system emss d re$ers $ersee syst systeems e for& or&ard ard sys systtems The ------------- $ie& of a manager0s 6o% implies that decisions and actions ta+en in one organizational area &ill impact other areas a sy syst stem emss !mo !mode dera rate te"" % contingency c conceptual d functional e en$i en$irronm onment ental (hich of the follo&ing %est descri%es the concept that management is needed in all types and sizes of organizations, at all organizational le$els and in all organizational &or+ areas, and in all organizations, no matter &hat country they*re located in4 a the the part partia iali lity ty of man manag agem emen entt % the segmentation segmentation of management management c the uni$er uni$ersal sality ity of manag manageme ement nt !mode !moderat rate" e" d the the cult cultur ures es of of mana manage geme ment nt .cenarios and Questions The 7usy ay !.cenario" on #s+e&, plant manager at Control .ystems, Inc, sighed as he sipped his first cup of coffee at 8 am and read his agenda for the day 9e is gi$ing t&o company tours in the morning: the first to a ne&spaper reporter &ho is &riting a story on the ne& plant e3pansion and has se$eral uestions, and the second to a group of Control .ystems, Inc, managers from the east coast 9e then has a meeting &ith unit manager, ;hil
?@s %y &hich of the follo&ing management scientists4 a 9erz%erg % .+inner c Min inttz%e %errg !ea !easy sy"" d Fayol e Maslo& (hen on &as meeting &ith ;hil to discuss his performance concerns, he &as operating in &hich management role4 a le leaade derr !di !diff ffic icul ult" t" % figurehead c monitor d dist distur ur%a %anc ncee handl handler er e spo+esperson 11A 11A (hat role role &as on on performing performing &hen &hen he ga$e ga$e the plant plant tour to the the ne&spaper ne&spaper report reporter4 er4 a monitor % figurehead c disseminator d sp spo+ o+es espe pers rson on !dif !diffi ficu cult lt"" e reso resour urce ce allo alloca cattor 118 118 (hen (hen on &as re$ie&i re$ie&ing ng the ne& euipme euipment nt malfunc malfunctio tion, n, &hat &hat manag manageme ement nt role &as he playing playing &hen deciding &hether to %ring in e3tra people4 B
a monitor % disseminator c res resour ource ce all alloca ocato torr !modera !moderate te"" d dist distur ur%a %anc ncee handl handler er e figurehead #ssay Questions In a short essay, essay, discuss the difference %et&een %et&een efficiency and effecti$eness effecti$eness and include a specific e3ample to support each concept )ns&er a #ffi #fficien ciency cy refers refers to getting getting the the most output output from from the least least amoun amountt of inputs inputs 7eca 7ecause use manager managerss deal &ith &ith scarce inputsincluding resources such as people, money, and euipmentthey are concerned &ith the efficient use of resources For instance, at the 7eiersdorf Inc factory in Cincinnati, &here employees employees ma+e %ody %races and supports, canes, &al+ers, crutches, and other medical assistance products, efficient manufacturing techniues &ere implemented %y doing things such as cutting in$entory le$els, decreasing the amount of time to manufactur manufacturee prod products, ucts, and lo&ering lo&ering produ product ct re6ect rates rates From this perspecti$e perspecti$e,, efficiencyy is often referred to as Ddoing things rightEthat is, not &asting resources efficienc % #ffecti$e #ffecti$eness ness is often descri%ed as Ddoing the right thingsEthat is, those &or+ acti$ities that &ill help the organization organizati on reach its goals For instance, at the 7iersdorf factory, factory, goals included included open communication communication %et&een managers and employees, and cutting costs Through $arious &or+ programs, these goals &ere pursued and achie$ed (hereas efficienc efficiencyy is concerned &ith the means of getting things done, effecti$eness is concerned &ith the ends, or attainment of organizational goals !moderate" In a short essay, list and e3plain the four %asic functions of management )ns&er a ;lan ;lanning ning – in$ol$es in$ol$es the process process of defining defining goals, esta%lis esta%lishing hing strateg strategies ies for achie$in achie$ingg those goals, goals, and de$eloping plans to integrate and coordinate acti$ities % Organizi Organizing ng – in$ol$es the process of determinin determiningg &hat tas+s are to %e done, &ho is to do them, ho& the tas+s are to %e grouped, &ho reports to &hom, and &here decisions are to %e made c ea eading ding – &hen managers managers moti$ate moti$ate su%ordin su%ordinates ates,, influence influence indi$idua indi$iduals ls or teams as they &or+, &or+, select the most effecti$e communication communication channel, or deal in any &ay &ith employee %eha$ior issues, they are leading d Cont Controll rolling ing – to ensure that that &or+ is going as it should, should, managers managers must must monitor monitor and e$aluate e$aluate performa performance nce The process of monitoring, comparing, and correcting is &hat is meant %y the controlling function !moderate" In a short essay, list and discuss the three essential s+ills according to Gatz that managers need to perform the duties and acti$ities associated &ith %eing a manager )ns&er a Technical s+ills – include +no&ledge of an proficiency in a certain specialized field, such as engineering, computers, accounting, accounting, or manufacturing These s+ills are more important important at lo&er le$els of management management since these managers are dealing directly &ith employees doing the organization*s &or+ % 9uman s+ills – in$ol$e the a%ility to &or+ &ell &ith other people %oth indi$idually and in a group Manag Man agers ers &ith good good hum human an s+ills s+ills are a%le to get the %est %est out of their peopl people e Th They ey +no& ho& to communicate, communicat e, moti$ate, lead, and inspire inspire enthusiasm and trust trust These s+ills are eually eually important at all le$els of management c Conceptual s+ills – these are the s+ill that managers must ha$e to thin+ and to conceptualize a%out a%stract and comple3 comple3 situations situations 5sing these these s+ills, managers managers must %e a%le to see the organizati organization on as a &hole, understand the relationships among $arious su%units, and $isualize ho& the organization fits into its %roader en$ironment These s+ills are most important important at the top management management le$els !moderate" Chapter B – Management Hesterday and Today True/False )ccording to )dam .mith, di$ision of la%or &as an important concept
True !easy" In the Industrial Je$olution, machine po&er %egan su%stituting for human po&er True !easy" D;rinciples of .cientific ManagementE &as &ritten %y Frederic+ Taylor True !moderate" Fran+ Kil%reth*s %est+no&n contri%ution to scientific management concerned selecting the %est &or+er False !moderate" Frederic+ Taylor is most associated &ith the principles of scientific management True !easy" One could say that Fayol &as interested in studying macro management issues, &hereas Taylor &as interested in studying micro management issues True !moderate" 7ureaucracy, as descri%ed %y (e%er, emphasizes rationality and interpersonal relationships False !moderate" ecisions on determining a company*s optimum in$entory le$els ha$e %een significantly influenced %y economic order uantity modeling True !moderate" 7arnard, Follet, Muster%erg, and O&en are all theorists are associated &ith the early organizational %eha$ior approach True !moderate" Multiple Choice )dam .mith0s, 'The (ealth of 2ations,' put forth that the primary economic ad$antage %y societies &ould %e gained from &hich of the follo&ing concepts4 a management planning and control % onthe6o% training c union representation d fair employment legislation e di$ision of la%or !difficult" (hich of the follo&ing is not one of the four management approaches that gre& out of the first half of this century4 a scientific management % general administrati$e c organizational %eha$ior d systems approach !easy" e uantitati$e )ccording to the te3t, pro%a%ly the %est+no&n e3ample of Taylor*s scientific management &as the -------------- e3periment a horse shoe % pig iron !moderate" c %lue collar d fish tan+ (hich of the follo&ing is 2OT one of Taylor*s four principles of management4 a e$elop a science for each element of an indi$idual*s &or+, &hich &ill replace the old ruleofthum% method % .cientifically select and then train, teach, and de$elop the &or+er c 9eartily cooperate &ith the &or+ers so as to ensure that all &or+ is done in accordance &ith the principles de$eloped d ;ro$ide managers &ill less &or+ than other employees so the managers can plan accordingly !difficult" Keneral administrati$e theory focuses on a the entire organization !easy" % managers and administrators c the measurement of organizational design relationships d primarily the accounting function e administrati$e issues affecting nonmanagerial employees A
The fourteen principles of management are associated &ith &hom4 a (e%er % ruc+er c Taylor d Kil%reth e Fayol !moderate" (hich of the follo&ing approaches to management has also %een la%eled operations research or management science4 a The ualitati$e approach % The uantitati$e approach !easy" c The e3perimental approach d The theoretical approach (hich of the follo&ing &ould not %e associated &ith the uantitati$e approach to management4 a information models % criticalpath scheduling c systematic moti$ation of indi$iduals !moderate" d linear programming e statistics (ithout uestion, the most important contri%ution to the de$eloping field of organizational %eha$ior came out of the --------------- a Taylor .tudies % ;orter .tudies c ;ar+er .tudies d 9aþe .tudies !moderate" (hat scientist is most closely associated &ith the 9aþe .tudies4 a )dams % Mayo !easy" c a&ler d 7arnard e Follett One outcome of the 9aþe studies could %e descri%ed %y &hich of the follo&ing statements4 a .ocial norms are the +ey determinants of indi$idual &or+ %eha$ior !moderate" % Money is more important than the group on indi$idual producti$ity c 7eha$ior and employee sentiments are in$ersely related d .ecurity is relati$ely unimportant e (hile groups are an important determinant of &or+er producti$ity, the indi$idual him/herself is most important .cenarios and Questions 9I.TOJIC) 7)CGKJO52 OF M)2)K#M#2T ) oo+ 7ac+ !.cenario" Cindy .chultz, tired from &or+ing &ith customers all day, decided to ta+e a fifteenminute nap to help clear her head %efore the AL18 managers0 meeting 9er company had recently %egun a reengineering process as &ell as other changes reuiring copious management input )s she leaned %ac+ in her chair, she &ondered if management science had al&ays %een this &ay and ho& it all %egan )s she napped, she dreamed that, along &ith 'Mr ;ee%odi' as her guide, she &as tra$eling in the 'Management (ay 7ac+ Machine' that too+ her %ac+ through management history 1@? One of the earliest sites Cindy $isited &as )dam .mith0s home, author of The Wealth of Nations , &hich suggested that organizations and society &ould gain from 8
a % c d e
time management di$ision of la%or !moderate" group &or+ uality management time and motion studies
1@ Cindy $isited a %oo+store &here there &as a %oo+ signing occurring .he loo+ed do&n and sa& that the title of the %oo+ &as Principles of Scientific Management and concluded that the author must %e a )dam .mith % Fran+ Kil%reth c 9enry Kantt d Frederic+ Taylor !easy" e 9enri Fayol 1@N Cindy admired the &or+s of Taylor and Kil%reth, t&o ad$ocates of a scientific management !moderate" % organizational %eha$ior c human resource management d moti$ation e leadership 1@> Cindy spent some time $isiting &ith ----------, a researcher she pre$iously +ne& little a%out %ut &ho also contri%uted to management science %y %eing among the first to use motion picture films to study handand %ody motions and %y de$ising a classification scheme +no&n as a 'ther%lig' a 9enry Kantt % Ma3 (e%er c Chester 7arnard d Fran+ Kil%reth !moderate" e Mary ;ar+er Follet #ssay Questions .CI#2TIFIC M)2)K#M#2T In a short essay, discuss Frederic+ Taylor*s &or+ in scientific management 2e3t, list Taylor*s four principles of management )ns&er Frederic+ Taylor did most of his &or+ at the Mid$ale and 7ethlehem .teel Companies in ;ennsyl$ania )s a mechanical engineer &ith a Qua+er and ;uritan %ac+ground, he &as continually appalled %y &or+ers* inefficiencies #mployees used $astly different techniues to do the same 6o% They &ere inclined to Dta+e it easyE on the 6o%, and Taylor %elie$ed that &or+er output &as only a%out onethird of &hat &as possi%le irtually no &or+ standards e3isted (or+ers &ere placed in 6o%s &ith little or no concern for matching their a%ilities and aptitudes &ith the tas+s they &ere reuired to do Managers and &or+ers &ere in continual conflict Taylor set out to correct the situation %y applying the scientific method to shop floor 6o%s 9e spent more than t&o decades passionately pursuing the Done %est &ayE for each 6o% to %e done Taylor*s Four ;rinciples of Management a e$elop a science for each element of an indi$idual*s &or+, &hich &ill replace the old ruleofthum% method % .cientifically select and then train, teach, and de$elop the &or+er c 9eartily cooperate &ith the &or+ers so as to ensure that al &or+ is done in accordance &ith the principles of the science that has %een de$eloped ?
d i$ide &or+ and responsi%ility almost eually %et&een management and &or+ers Management ta+es o$er all &or+ for &hich it is %etter fitted than the &or+ers !difficult" 1BB In a short essay, discuss the &or+ in scientific management %y Fran+ and illian Kil%reth )ns&er Fran+ Kil%reth is pro%a%ly %est +no&n for his e3periments in %ric+laying 7y carefully analyzing the %ric+layer*s 6o%, he reduced the num%er of motions in laying e3terior %ric+ from 1N to a%out 8, and on laying interior %ric+ the motions &ere reduced from 1N to B 5sing the Kil%reth*s techniues, the %ric+layer could %e more producti$e and less fatigued at the end of the day The Kil%reths &ere among the first researchers to use motion pictures to study handand%ody motions and the amount of time spent doing each motion (asted motions missed %y the na+ed eye could %e identified and eliminated The Kil%reths also de$ised a classification scheme to la%el 1 %asic hand motions, &hich they called ther%ligs This scheme allo&ed the Kil%reths a more precise &ay of analyzing a &or+er*s e3act hand mo$ements !moderate" K#2#J) )MI2I.TJ)TI# T9#OJI.T. 1B In a short essay, discuss the &or+ of 9enri Fayol as it relates to the general administrati$e approach to management 2e3t list and discuss se$en of Fayol*s fourteen principles of management )ns&er Fayol descri%ed the practice of management as something distinct from accounting, finance, production, distri%ution, and other typical %usiness functions 9e argued that management &as an acti$ity common to all human endea$ors in %usiness, go$ernment, and e$en in the home 9e then proceeded to state 1A principles of managementfundamental rules of management that could %e taught in schools and applied in all organizational situations Fayol*s Fourteen ;rinciples of Management a i$ision of &or+ – specialization increases output %y ma+ing employees more efficient % )uthority – managers must %e a%le to gi$e orders )uthority gi$es them this right )long &ith authority, ho&e$er, goes responsi%ility c iscipline – employees must o%ey and respect the rules that go$ern the organization d 5nity of command – e$ery employee should recei$e orders from only one superior e 5nity of direction – the organization should ha$e a single plan of action to guide managers and &or+ers f .u%ordination of indi$idual interests to the general interest – the interests of any one employee or group of employees should not ta+e precedence o$er the interests of the organization as a &hole g Jemuneration – &or+ers must %e paid a fair &age for their ser$ices h Centralization – this term refers to the degree to &hich su%ordinates are in$ol$ed in decision ma+ing i .calar chain – the line of authority from top management to the lo&est ran+s in the scalar chain 6 Order – people and materials should %e in the right place at the right time + #uity – managers should %e +ind and fair to their su%ordinates l .ta%ility of tenure of personnel – management should pro$ide orderly personal planning and ensure that replacements are a$aila%le to fill $acancies m Initiati$e – employees &ho are allo&ed to originate and carry out plans &ill e3ert high le$els of effort n #sprit de corps – promoting team spirit &ill %uild harmony and unity &ithin the organization !difficult"
1BA In a short essay, discuss Ma3 (e%er*s contri%ution to the general administrati$e approach to management )ns&er Ma3 (e%er &as a Kerman sociologist &ho studied organizational acti$ity (riting in the early 1>@@s, he de$eloped a theory of authority structures and relations (e%er descri%es an ideal type of organization he called a %ureaucracya form or organization characterized %y di$ision of la%or, a clearly defined hierarchy, detailed rules and regulations, and impersonal relationships (e%er recognized that this Dideal %ureaucracyE didn*t e3ist in reality Instead he intended it as a %asis for theorizing a%out &or+ and ho& &or+ could %e done in large groups 9is theory %ecame the model structural design for many or today*s large organizations !easy" TO()J 52#J.T)2I2K OJK)2IP)TIO2) 7#9)IOJ 1B8 In a short essay, descri%e the 9aþe .tudies 2e3t, discuss the role of #lton Mayo in these studies and some of the findings of his research )ns&er (ithout uestion, the most important contri%ution to the de$eloping O7 field came out of the 9aþe .tudies, a series of studies conducted at the (estern #lectric Company (or+s in Cicero, Illinois These studies &ere initially designed %y (estern #lectric industrial engineers as a scientific management e3periment They &anted to e3amine the effect of $arious illumination le$els on &or+er producti$ity 7ased on their research, it &as concluded that illumination intensity &as not directly related to group producti$ity In 1>B, the (estern #lectric engineers as+ed 9ar$ard professor #lton Mayo and his associates to 6oin the study as consultants Through additional research, #lton Mayo concluded that %eha$ior affected indi$idual %eha$ior, that group standards esta%lish indi$idual &or+er output, and that money is less a factor in determining output than are group standards, group sentiments, and security These conclusions led to a ne& emphasis on the human %eha$ior factor in the functioning of organizations and the attainment of their goals !difficult" C5JJ#2T TJ#2. )2 I..5#. 1B? In a short essay, define entrepreneurship and discuss the three import themes that stic+ out in this definition of entrepreneurship )ns&er #ntrepreneurship is the process &here%y an indi$idual or a group of indi$iduals uses organized efforts and means to pursue opportunities to create $alue and gro& %y fulfilling &ants and needs through inno$ation and uniueness, no matter &hat resources are currently controlled It in$ol$es the disco$ery of opportunities and the resources to e3ploit them Three important themes stic+ out in this definition of entrepreneurship First, is the pursuit of opportunities #ntrepreneurship is a%out pursuing en$ironmental trends and changes that no one else has seen or paid attention to The second important theme in entrepreneurship is inno$ation #ntrepreneurship in$ol$es changing, re$olutionizing, transforming, and introducing ne& approachesthat is, ne& products or ser$ices of ne& &ays of doing %usiness The final important theme in entrepreneurship is gro&th #ntrepreneurs pursue gro&th They are not content to stay small or to stay the same in size #ntrepreneurs &ant their %usinesses to gro& and &or+ $ery hard to pursue gro&th as they continually loo+ for trends and continue to inno$ate ne& products and ne& approaches !moderate" N
1B In a short essay, define e%usiness and ecommerce 2e3t discuss the three categories of e%usiness in$ol$ement )ns&er #%usiness !electronic %usiness" is a comprehensi$e term descri%ing the &ay an organization does its &or+ %y using electronic Internet%ased" lin+ages &ith its +ey constituencies !employees, managers, customers, suppliers, and partners" in order to efficiently and effecti$ely achie$e its goals It*s more than ecommerce, although e%usiness can include ecommerce #commerce !electronic commerce" is any form of %usiness e3change or transaction in &hich the parties interact electronically The first category of e%usiness in$ol$ement an e%usiness enhanced organization, a traditional organization that sets up e%usiness capa%ilities, usually ecommerce, &hile maintaining its traditional structure Many Fortune 8@@ type organizations are e$ol$ing into e%usinesses using this approach They use the Internet to enhance !not to replace" their traditional &ays of doing %usiness )nother category of e%usiness in$ol$ement is an e%usiness ena%led organization In this type of e%usiness, an organization uses the Internet to perform its traditional %usiness functions %etter, %ut not to sell anything In other &ords, the Internet ena%les organizational mem%ers to do their &or+ more efficiently and effecti$ely There are numerous organizations using electronic lin+ages to communicate &ith employees, customers, or suppliers and to support them &ith information The last category of e%usiness in$ol$ement is &hen an organization %ecomes a total e%usiness Their &hole e3istence is made possi%le %y and re$ol$es around the Internet !moderate" 1BN In a short essay, discuss the need for inno$ation and fle3i%ility as it relates to the sur$i$al of today*s organizations )ns&er Inno$ation has %een called the most precious capa%ility that any organization in today*s economy must ha$e and nurture (ithout a constant flo& of ne& ideas, an organization is doomed to o%solescence of e$en &orse, failure In a sur$ey a%out &hat ma+es an organization $alua%le, inno$ation sho&ed up at the top of the list There is a%solutely no dou%t that inno$ation is crucial )nother demand facing today*s organizations and managers is the need for fle3i%ility In a conte3t &here customers* needs may change o$ernight, &here ne& competitors come and go at %reathta+ing speed, and &here employees and their s+ills are shifted as needed from pro6ect to pro6ect, one can see ho& fle3i%ility might %e $alua%le !easy" 1B> In a short essay, discuss the concept of total uality management and the si3 characteristics that descri%e this important concept )ns&er ) uality re$olution s&ept through %oth the %usiness and pu%lic sectors during the 1>N@s and 1>>@s The generic term used to descri%e this re$olution &as total uality management, or TQM for short It &as inspired %y a small group of uality e3perts, the most famous %eing ( #d&ards eming and
a Intense Focus on the customer – the customer includes not only outsiders &ho %uy the organization*s products or ser$ices %ut also internal customers !such as shipping or accounts paya%le personnel" &ho interact &ith and ser$e others in the organization % Concern for continual impro$ement – TQM is a commitment to ne$er %eing satisfied Dery goodE is not good enough Quality can al&ays %e impro$ed c ;rocessfocused – TQM focuses on &or+ processes as the uality of goods and ser$ices is continually impro$ed d Impro$ement in the uality of e$erything the organization does – TQM uses a $ery %road definition of uality It relates not only to the final product %ut also to ho& the organization handles deli$eries, ho& rapidly it responds to complaints, and ho& politely the phones are ans&ered e )ccurate measurement – TQM uses statistical techniues to measure e$ery critical $aria%le in the organization*s operations These are compared against standards or %enchmar+s to identify pro%lems, trace them to their roots, and eliminate their causes f #mpo&erment of employees – TQM in$ol$es the people on the line in the impro$ement process Teams are &idely used in TQM programs as empo&erment $ehicles for finding and sol$ing pro%lems !difficult" 1@ In a short essay, descri%e the learning organization and discuss the concept of +no&ledge management )ns&er Today*s managers confront an en$ironment &here change ta+es place at an unprecedented rate Constant inno$ations in information and computer technologies com%ined &ith the glo%alization of mar+ets ha$e created a chaotic &orld )s a result, many of the past management guidelines and principles no longer apply .uccessful organizations of the t&entyfirst century must %e a%le to learn and respond uic+ly, and &ill %e led %y managers &ho can effecti$ely challenge con$entional &isdom, manage the organization*s +no&ledge %ase, and ma+e needed changes In other &ords, these organizations &ill need to %e learning organizations ) learning organization is one that has de$eloped the capacity to continuously learn, adapt, and change ;art of a manager*s responsi%ility in fostering an en$ironment conducing to learning is to create learning capa%ilities throughout the organizationfrom lo&est le$el to highest le$el and in all areas Gno&ledge management in$ol$es culti$ating a learning culture &here organizational mem%ers systematically gather +no&ledge and share it &ith others in the organization so as to achie$e %etter performance !moderate" Chapter – Organizational Culture In the sym%olic $ie& of management, managers are seen as directly responsi%le for an organization0s success or failure False !easy" The current dominant assumption in management theory suggests managers are omnipotent True !moderate" )n organizational culture refers to a system of shared meaning True !moderate" Organizational culture is a perception, not reality True !moderate" .trong cultures ha$e more influence on employees than &ea+ ones True !moderate" )n organization0s founder has little influence on its culture False !moderate" The lin+ %et&een $alues and managerial %eha$ior is fairly straightfor&ard 1@
True !moderate" MultipleChoice Questions (hat $ie& suggests that managers are directly responsi%le for an organization0s success or failure4 a .ym%olic $ie& of management % )utocratic $ie& of management c Omnipotent $ie& of management !moderate" d inear $ie& of management e Quality $ie& of management Organizational culture is similar to an indi$idual0s ------------- a s+ills % personality !easy" c moti$ation d a%ility e +no&ledge (hich of the follo&ing phrases is associated &ith the definition of organizational culture4 a Indi$idual response % .hared meaning !easy" c i$ersity of thought d #3plicit directions e Internal gro&th The organizational ------------- is !are" a system of shared meaning held %y mem%ers that distinguish!es" the organization from other organizations a culture !easy" % $alues c rituals d structure e hierarchy (hich of the follo&ing is not implied %y your te3t0s definition of culture4 a Culture is a perception % Indi$iduals tend to descri%e an organization0s culture in dissimilar terms !difficult" c There is a shared aspect of culture d Organizational culture is a descripti$e term e Jesearch suggests se$en dimensions to an organization0s culture Most organizations ha$e ------------ cultures a $ery &ea+ % &ea+ to moderate c moderate d moderate to strong !moderate" e strong to $ery strong (hat is the original source of an organization0s culture4 a The organization0s industry % The organization0s size c The organization0s age d The organization0s geographic location e The organization0s founder !moderate" ------------- are repetiti$e seuences of acti$ities that e3press and reinforce +ey $alues of the organization a Jituals !easy" % .tories 11
c d e
.ym%ols anguage 9a%its
Organizational ------------- typically contain a narrati$e of significant e$ents or people a stories !moderate" % rituals c organizational chart d material sym%ols e language The lin+ %et&een organizational $alues and managerial %eha$ior is ------------- a uncertain % fairly straightfor&ard !moderate" c loose and difficult to see d unimportant e hidden .cenarios and Questions Corporate Ta+eo$er !.cenario" Todd &or+s for .eaan Tech, an en$ironmental consulting firm that has 6ust %een purchased %y Pere3, Inc, a %iomedical research organization 7ased on his early encounters &ith the ne& upper management from Pere3, he feels that .eaan is a 'lo&er+ey, friendlier' organization 9e is concerned that the ne& company &ill eliminate this company*s old culture, and he does not li+e the prospects 1@?
If you &ere tal+ing &ith Todd and as+ed him &hat the term culture meant, he &ould reply that, %asically, it is a the formal rules of an organization % the nationality of the &or+ers in the company c a system of shared meaning !easy" d a system that reflects di$ersity and respect for differences e the non$er%al %eha$iors in an organization
1@ Todd is concerned &ith the degree to &hich managers focus on results or outcomes rather than techniues and processes used to achie$e those outcomes 9e is concerned &ith ------------- a sta%ility % aggressi$eness c team orientation d outcome orientation !moderate" e people orientation 1@N Todd notices that management is $ery concerned &ith the effects of outcomes on people &ithin the organization This is referred to as ------------- a sta%ility % aggressi$eness c team orientation d outcome orientation e people orientation !moderate" 1@> Todd is assessing the organization0s -------------, the degree to &hich organizational acti$ities emphasize maintaining the status uo in contrast to gro&th a sta%ility !moderate" % aggressi$eness c team orientation d outcome orientation e people orientation 1B
11@ Todd has %een learning the se$en dimensions of organizational culture (hich of the follo&ing is not one of those se$en dimensions4 a .ta%ility % )ggressi$eness c Team orientation d Outcome orientation e Mem%er orientation !moderate" Changing Organizational Culture !.cenario" Mary has %een as+ed %y the company president to change the organizational culture to reflect the company0s ne& organizational goals )s e3ecuti$e $ice president, she certainly understands the goals, %ut is really not sure she understands &hat to do a%out the culture 111 Mary as+ed employees if they +ne& &hat constituted 'good employee %eha$ior' .he found that $ery fe& understood and most had a $ariety of ideas This is one indication a that her company has a strong culture % that her company has a &ea+ culture !moderate" c that her company has no culture d that her company must ha$e high turno$er e that her company must not %e producti$e 11B
Mary also found out that in order to %uild a strong ne& culture, she should do all %ut &hich of the follo&ing4 a 5tilize their recruitment efforts % e$elop socialization practices to %uild culture c #ncourage a high turno$er rate d 9a$e management ma+e e3plicit &hat is $alued in the organization !difficult" e #ncourage employee commitment to organizational $alues
11
Mary &as surprised to find that most organizational culture strengths are a &ea+ % &ea+ to moderate c moderate to strong !moderate" d strong e $ery strong e $aried
#ssay Questions 1B
In a short essay, identify and define the se$en dimensions that ma+e up an organization*s culture
)ns&er a Inno$ation and ris+ ta+ingdegree to &hich employees are encouraged to %e inno$ati$e and ta+e ris+s % )ttention to detaildegree to &hich employees are e3pected to e3hi%it precision analysis and attention to detail c Outcome orientationdegree to &hich managers focus on results or outcomes rather than on ho& these outcomes are achie$ed d ;eople orientationdegree to &hich management decisions ta+e into account the effects on people in the organization e Team orientationdegree to &hich &or+ is organized around teams rather than indi$iduals f )ggressi$enessdegree to &hich employees are aggressi$e and competiti$e rather than cooperati$e g .ta%ilitydegree to &hich organizational decisions and actions emphasize maintaining the status uo !difficult" 1B8 In a short essay, list and discuss the four most significant &ays in &hich culture is transmitted to employees Include specific e3amples of each to support your ans&er 1
)ns&er a .toriesorganizational stories typically contain a narrati$e of significant e$ents or people including such things as the organization*s founders, rule %rea+ing, and reactions to past mista+es For instance, managers at 2i+e feel that stories told a%out the company*s past help shape the future (hene$er possi%le, corporate DstorytellersE !senior e3ecuti$es" e3plain the company*s heritage and tell stories that cele%rate people getting things done These stories pro$ide prime e3amples that people can learn from % Jitualscorporate rituals are repetiti$e seuences of acti$ities that e3press and reinforce the $alues of the organization, &hat goals are most important, &hich people are important, and &hich are e3penda%le One of the %est+no&n corporate rituals is Mary Gay Cosmetics* annual meeting for its sales representati$es )t the meeting, salespeople are re&arded for their success in achie$ing sales goals &ith an array of flashy gifts including gold and diamond pins, furs, and pin+ Cadillacs This Dsho&E acts as a moti$ator %y pu%licly ac+no&ledging outstanding sales performance c Material sym%olsthe layout of an organization*s facilities, dress attire, the types of automo%iles top e3ecuti$es are pro$ided, and the a$aila%ility of corporate aircraft are e3amples of material sym%ols Others include the size of offices, the elegance of furnishings, e3ecuti$e Dper+s,E the e3istence of employee lounges or onsite dining facilities, and reser$ed par+ing spaces for certain employees These material sym%ols con$ey to employees &ho is important, the degree of euality desired %y top management, and the +inds of %eha$ior that are e3pected and appropriate d anguagemany organizations and units &ithin organizations use language as a &ay to identify mem%ers of a culture 7y learning this language, mem%ers attest to their acceptance of the culture and their &illingness to help to preser$e it For instance, Microsoft has its o&n uniue $oca%ularyL D&or+ 6udoE !the art of deflecting a &or+ assignment to someone else &ithout ma+ing it appear that you*re a$oiding it" and Deating your o&n dog foodE !the strategy of using your o&n soft&are programs or products in the early stages as a &ay of testing it e$en if the process is disagreea%le" O$er time, organizations often de$elop uniue terms to descri%e euipment, +ey personnel, suppliers, customers, or products that are related to its %usiness !moderate" Chapter 8 – .ocial Jesponsi%ility and Managerial #thics True/False Questions 8 The classical $ie& of organizational social responsi%ility is that management*s only social responsi%ility is to ma3imize profits True !moderate" In the socioeconomic $ie& of organizational social responsi%ility, ma3imizing profits is a company0s second priority True !moderate" > .ocially responsi%le %usinesses tend to ha$e less secure longrun profits False !difficult" 1B The difference %et&een an organization0s social o%ligation and social responsi$eness is the legal aspect False !moderate" 1A alues%ased management is an approach to managing in &hich managers esta%lish, promote, and practice an organization0s shared $alues True !easy" 18 Though the outcomes are not perfectly measured, the ma6ority of research studies sho& a positi$e relationship %et&een corporate social in$ol$ement and economic performance True !easy" B@ The mar+et approach to going green is &hen organizations respond to multiple demands of sta+eholders False !moderate" B1 The acti$ist approach to going green is &hen an organization loo+s for &ays to respect and preser$e the earth and its natural resources True !moderate" B8 #thics refers to the rules and principles that define right and &rong conduct True !moderate" B? In the rights $ie& of ethics, decisionma+ers see+ to impose and enforce rules fairly and impartially False !moderate" B The integrati$e social contracts theory proposes that decisions should %e made on the %asis of empirical and normati$e factors 1A
True !difficult" BN .tudies ha$e sho&n that most %usiness people continue to hold utilitarian attitudes to&ard ethical %eha$ior True !moderate" B> In the precon$entional stage of moral de$elopment, indi$iduals ma+e a clear effort to define moral principles apart from the authority of the groups to &hich they %elong or society in general False !moderate" Multiple Choice 8 (hich of the follo&ing is associated &ith the classical $ie& of social responsi%ility4 a economist Jo%ert Jeich % concern for social &elfare c stoc+holder financial return !moderate" d $oluntary acti$ities e ethical %eha$iors
The socioeconomic $ie& of corporate responsi%ility suggests that -------------- a stoc+holders are the only responsi%ility % corporations are independent entities c ma3imizing profits is the first priority &hile social responsi%ility is the second priority d corporations are responsi%le to the state and its citizens !moderate" e organizations ha$e an ethical %ut no legal responsi%ility to anyone e3cept stoc+holders
>
-------------- is defined as a %usiness firm*s o%ligation, %eyond that reuired %y la& and economics, to pursue longterm goals that are good for society a .ocial o%ligation % .ocial responsi%ility !moderate" c .ocial screening d alue%ased management e .ocial autonomy
8A
(hich of the follo&ing terms refers to &hen a firm meets its economic and legal responsi%ilities4 a social responsi%ility % social o%ligation !moderate" c social responsi$eness d social duty e social standard
8
(hen a firm ad$ertises that it only uses recycled paper products, it is -------------- a meeting its social o%ligation % meeting social responsi%ilities c %eing socially responsi$e !difficult" d paying attention to the %ottom line e attempting to defraud consumers
8>
One should %e cautious in the interpretation, %ut a summary of more than a dozen studies analyzing the relationship %et&een organizational social responsi%ility and economic performance pro$ides &hat conclusion4 a 7eing socially responsi%le causes good economic performance % Kood economic performance allo&s firms to %e socially responsi%le c There is a positi$e relationship %et&een corporate social in$ol$ement and economic performance !difficult" d Corporate social in$ol$ement tends to de$alue stoc+ price in the long run e Corporate social in$ol$ement tends to result in increased net income %ut lo&er stoc+ prices a .ocial autonomy
?8
(hich of the follo&ing is true regarding shared corporate $alues4 a Indi$iduals adapt easily to shared corporate $alues 18
% c d e
Top management dictates shared corporate $alues It is not easy to esta%lish shared corporate $alues !moderate" Most corporations &ill %e una%le to successfully esta%lish shared corporate $alues .hared corporate $alues negati$ely impact team spirit
B
The -------------- approach to en$ironmental issues is &hen an organization o%eys rules and regulations %ut e3hi%its little en$ironmental sensiti$ity a legal !moderate" % mar+et c sta+eholder d responsi%ility e acti$ist
A
The -------------- approach to en$ironmental issues is &hen organizations respond to en$ironmental preferences of their customers a legal % mar+et !moderate" c sta+eholder d responsi%ility e acti$ist
8
(hich of the follo&ing approaches to&ard en$ironmental issues e3hi%its the highest degree of en$ironmental sensiti$ity and is a good illustration of social responsi%ility4 a legal approach % mar+et approach c sta+eholder approach d acti$ist approach !moderate"
N1
(hich of the follo&ing is a %asic definition of ethics4 a moral guidelines for %eha$ior % rules for ac+no&ledging the spirit of the la& c rules or principles that define right and &rong conduct !moderate" d principles for legal and moral de$elopment e There is no &ay to define ethics
NA
(hich of the follo&ing encourages efficiency and producti$ity and is consistent &ith the goal of profit ma3imization4 a utilitarian $ie& !moderate" % principled $ie& c rights $ie& d theory of 6ustice $ie& e integrati$e social contracts theory
N8
The rights $ie& of ethics is %ased on &hich of the follo&ing4 a decisions %ased on their outcomes or conseuences % the imposition and enforcement of fair and impartial rules c respect and protection of indi$idual li%erties and freedoms !moderate" d the process used to determine the distri%ution of resources e the e3isting ethical norms in industries and corporations
N?
The theory of 6ustice $ie& of ethics is %ased on &hich of the follo&ing4 a the process used to determine the distri%ution of resources % the e3isting ethical norms in industries and corporations c decisions %ased on their outcomes or conseuences d the imposition and enforcement of fair and impartial rules !difficult" e respect and protection of indi$idual li%erties and freedoms
N
The integrati$e social contracts theory of ethics is %ased on &hich of the follo&ing4 1?
a % c d e
the process used to determine the distri%ution of resources decisions %ased on their outcomes or conseuences the imposition and enforcement of fair and impartial rules the e3isting ethical norms in industries and corporations !difficult" respect and protection of indi$idual li%erties and freedoms
>B
) personality measure of a person0s con$ictions is -------------- a moral de$elopment % ego strength !moderate" c locus of control d social desira%ility e selfimage
>
-------------- is a personality attri%ute that measures the degree to &hich people %elie$e they control their o&n fate a #go strength % ocus of control !easy" c .ocial responsi%ility d .ocial o%ligation e .ocial autonomy
>
(hich of the follo&ing is true concerning the impact of organizational culture on ethical %eha$ior4 a o& conflict tolerance leads to ethical %eha$ior % ) strong culture &ill support high ethical standards !moderate" c Conflict tolerance is related to unethical %eha$ior d ) culture that is high in control tends to encourage unethical %eha$ior e 2one of the a%o$e is true
1@A ) sur$ey of $arious codes of ethics found that their content tended to fall into all of the follo&ing categories #C#;TL a %e a dependa%le and organizational citizen % do not do anything unla&ful or improper that &ill harm the organization c consider profit ma3imization to %e the primary focus of the company !moderate" d %e good to customers #ssay Questions (9)T I. .OCI) J#.;O2.I7IITH4 1BB In short essay, discuss social responsi%ility and compare and contrast social o%ligation and social responsi$eness )ns&er a .ocial responsi%ility adds an ethical imperati$e to do those things that ma+e society %etter and not to do those that could ma+e it &orse ) social responsi%le organization goes %eyond &hat it must do %y la& or chooses to do only %ecause it ma+es economic sense to do &hat it can to help impro$e society %ecause that*s the right, or ethical, thing to do .ocial responsi%ility reuires %usiness to determine &hat is right or &rong and to ma+e ethical decisions and engage in ethical %usiness acti$ities ) social responsi%le organization does &hat is right %ecause it feels it has a responsi%ility to act that &ay % .ocial o%ligation is the o%ligation of a %usiness to meet its economic and legal responsi%ilities The organization does the minimum reuired %y la& Follo&ing an approach of social o%ligation, a firm pursues social goals only to the e3tent that they contri%ute to its economic goals This approach is %ased on the classical $ie& of social responsi%ility: that is, the %usiness feels its only social duty is to its stoc+holders In contrast to social o%ligation, ho&e$er, %oth social responsi%ility and social responsi$eness go %eyond merely meeting %asic economic and legal standards c .ocial responsi$eness refers to the capacity of a firm to adapt to changing societal conditions The idea of social responsi$eness stresses that managers ma+e practical decisions a%out the societal actions in &hich 1
they engage ) socially responsi$e organization acts the &ay it does %ecause of its desire to satisfy some popular social need .ocial responsi$eness is guided %y social norms The $alue of social norms is that they can pro$ide managers &ith a meaningful guide for decision ma+ing !moderate" 1B8 In a short essay, e3plain the four approaches that organizations can ta+e &ith respect to en$ironmental issues )ns&er The first approach simply is doing &hat is reuired legallyL the legal approach 5nder this approach, organizations e3hi%it little en$ironmental sensiti$ity They o%ey la&s, rules, and regulations &illingly and &ithout legal challenge, and they may e$en try to use the la& to their o&n ad$antage, %ut that*s the e3tent of their %eing green This approach is a good illustration of social o%ligationL These organizations simply are follo&ing their legal o%ligations of pollution pre$ention and en$ironmental protection )s an organization %ecomes more a&are of and sensiti$e to en$ironmental issues, it may adopt the mar+et approach In this approach, organizations respond to the en$ironmental preferences of their customers (hate$er customers demand in terms of en$ironmentally friendly products &ill %e &hat the organization pro$ides 5nder the ne3t approach, the sta+eholder approach, the organization chooses to respond to multiple demands made %y sta+eholders 5nder the sta+eholder approach, the green organization &ill &or+ to meet the en$ironmental demands of groups such as employees, suppliers, or the community 7oth the mar+et approach and the sta+eholder approach are good illustrations of social responsi$eness Finally, if an organization pursues an acti$ist approach, it loo+s for &ays to respect and preser$e the earth and its natural resources The acti$ist approach e3hi%its the highest degree of en$ironmental sensiti$ity and is a good illustration of social responsi%ility !moderate" 1B? In a short essay, descri%e the fourstage model of an organization*s e3panding social responsi%ility
)ns&er ) .tage 1 manager &ill promote stoc+holders* interests %y see+ing to minimize costs and ma3imize profits )lthough all la&s and regulations &ill %e follo&ed, .tage managers do not feel o%ligated to satisfy other societal needs This is consistent &ith Friedman*s classical $ie& of social responsi%ility )t .tage B, managers &ill accept their responsi%ility to employees and focus on human resource concerns 7ecause they*ll &ant to recruit, +eep, and moti$ate good employees, .tage B managers &ill impro$e &or+ing conditions, e3pand employee rights, increase 6o% security, and the li+e )t .tage , managers e3pand their responsi%ilities to other sta+eholders in the specific en$ironmentthat is, customers and suppliers .ocial responsi%ility goals of .tage managers include fair prices, highuality products and ser$ices, safe products, good supplier relations, and similar actions Their philosophy is that they can meet their responsi%ilities to stoc+holders only %y meeting the needs of their other constituents Finally, .tage A characterizes the e3treme socioeconomic definition of social responsi%ility )t this stage, managers feel a responsi%ility to society as a &hole Their %usiness is seen as a pu%lic entity, and they feel a responsi%ility for ad$ancing the pu%lic good The acceptance of such responsi%ility means that managers acti$ely promote social 6ustice, preser$e the en$ironment, and support social and cultural acti$ities They ta+e these stances e$en if such actions negati$ely affect profits !moderate"
1B In a short essay, discuss the four $ie&s of ethics Include a discussion of the %enefits and dra&%ac+s related to each of the four $ie&s )ns&er a The utilitarian $ie& of ethics says that ethical decisions are made solely on the %asic of their outcomes or conseuences 5tilitarian theory uses a uantitati$e method for ma+ing ethical decisions %y loo+ing at ho& to pro$ide the greatest good for the greatest num%er 5tilitarianism encourages efficiency and producti$ity and is consistent &ith the goal of profit ma3imization 9o&e$er, it can result in %iased allocations of resources, especially &hen some of those affected %y the decision lac+ representation or a $oice in the decision 5tilitarianism can also result in the rights of some sta+eholders %eing ignored % The rights $ie& of ethics is concerned &ith respecting and protecting indi$idual li%erties and pri$ileges such as the rights to pri$acy, freedom of conscience, free speech, life and safety, and due process This &ould include, for e3ample, protecting the free speech rights of employees &ho report legal $iolations %y their employers The positi$e side of the rights perspecti$e is that it protects indi$iduals* %asic rights, %ut it 1N
has a negati$e side for organizations It can present o%stacles to high producti$ity and efficiency %y creating a &or+ climate that is more concerned &ith protecting indi$iduals* rights than &ith getting the 6o% done c The ne3t $ie& is the theory of 6ustice $ie& of ethics 5nder this approach, managers are to impose and enforce rules fairly and impartially and do so %y follo&ing all legal rules and regulations ) manager &ould %e using the theory of 6ustice perspecti$e %y deciding to pro$ide the same rate of pay to indi$iduals &ho are similar in their le$els of s+ills, performance, or responsi%ility and not %asing that decision on ar%itrary differences such as gender, personality, race, or personal fa$orites 5sing standards of 6ustice also has pluses and minuses It protects the interests of those sta+eholders &ho may %e underrepresented or lac+ po&er, %ut it can encourage a sense of entitlement that might ma+e employees reduce ris+ ta+ing, inno$ation, and producti$ity d The final ethics perspecti$e, the integrati$e social contracts theory, proposes that ethical decisions should %e %ased on empirical and normati$e factors This $ie& of ethics is %ased on the integration of t&o DcontractsEL the general social contract that allo&s %usinesses to operate and defines the accepta%le ground rules, and a more specific contract among mem%ers of a community that addresses accepta%le &ays of %eha$ing This $ie& of %usiness differs from the other three in that it suggests that managers need to loo+ at e3isting ethical norms in industries and companies in order to determine &hat constitutes right and &rong decisions and actions !difficult" Chapter ? – ecisionMa+ingL The #ssence of the Manager*s
? ') discrepancy %et&een an e3isting and a desired state of affairs' descri%es &hich of the steps in the decisionma+ing process4 a criteria &eight allocation % analysis of alternati$es c pro%lem identification !difficult" d decision effecti$eness e$aluation e decision criteria identification N (hich of the follo&ing must %e present in order to initiate the decisionma+ing process4 a plenty of time % pressure to act !moderate" c a lac+ of authority d a lac+ of resources e en$ironmental certainty > Managers aren0t li+ely to characterize something as a pro%lem if they percei$e -------------- a they don0t ha$e authority to act !difficult" % pressure to act c a discrepancy d they ha$e sufficient resources e they ha$e %udgetary authority AA
.electing an alternati$e in the decisionma+ing process is accomplished %y -------------- a choosing the alternati$e &ith the highest score !easy" % choosing the one you li+e %est c selecting the alternati$e that has the lo&est price d selecting the alternati$e that is the most relia%le e choosing the alternati$e you thin+ your %oss &ould prefer
A
(hich of the follo&ing is the final step in the decisionma+ing process4 a identifying the pro%lem % e$aluating the decision0s effecti$eness !easy" c identifying decision criteria d selecting an alternati$e that can resol$e the pro%lem e allocating &eights to alternati$es
AN
(hich of the follo&ing is important to remem%er in e$aluating the effecti$eness of the decisionma+ing process4 a Ignore criticism concerning the decisionma+ing % Hou may ha$e to start the &hole decision process o$er !difficult" c Jestart the decisionma+ing process if the decision is less than 8@R effecti$e d >@R of pro%lems &ith decisionma+ing occur in the implementation step e Geep trac+ of pro%lems &ith the chosen alternati$e, %ut only change those issues that upper management demand
A>
ecisionma+ing is synonymous &ith -------------- a managing !easy" % leading c controlling d planning e organizing
81
(hich of the follo&ing is not an 'organizing' decision4 a (hat are the organization0s longterm o%6ecti$es4 !moderate" % 9o& many employees should I ha$e report directly to me4 c 9o& should 6o%s %e designed4 d 9o& much centralization should there %e in the organization4 e (hen should the organization implement a different structure4
8B
(hich of the follo&ing is not a 'leading' decision4 B@
a % c d e
9o& do I handle employees &ho appear to %e lo& in moti$ation4 (hat is the most effecti$e leadership style in a gi$en situation4 9o& &ill a specific change affect &or+er producti$ity4 (hen is the right time to stimulate conflict4 9o& should 6o%s %e designed4 !moderate"
8
(hich of the follo&ing is not a 'controlling' decision4 a (hat acti$ities in the organization need to %e controlled4 % 9o& should those acti$ities %e controlled4 c (hen is a performance de$iation significant4 d (hen is the right time to stimulate conflict4 !moderate" e (hat type of management information system should the organization ha$e4
8A
Managers are assumed to %e --------------: they ma+e consistent, $aluema3imizing choices &ithin specified constraints a rational !easy" % leaders c organized d satisficers e programmed
8
(hich of the follo&ing is not a $alid assumption a%out rationality4 a The pro%lem is clear and unam%iguous % ) single &elldefined goal is to %e achie$ed c ;references are clear d;references are constantly changing !difficult" e 2o time or cost constraints e3ist
8N
In '%ounded rationality,' managers construct -------------- models that e3tract the essential features from pro%lems a multiple % %inding c interacti$e dsimplified !difficult" e past
8>
)ccording to the te3t, %ecause managers can*t possi%ly analyze all information on all alternati$es, managers --------------, rather than -------------- a ma3imize: satisfice % ma3imize: minimize c satisfice: minimize d satisfice: ma3imize !moderate"
?B
)n increased commitment to a pre$ious decision despite e$idence that it may ha$e %een &rong is referred to as ------------- a economies of commitment % escalation of commitment !moderate" c dimensional commitment d e3pansion of commitment
?A
)ccording to the te3t, all of the follo&ing are aspects of intuition #C#;TL a e3perienced%ased decisions % affectinitiated decisions c cogniti$e%ased decisions d $alues or ethics%ased decisions e programmed decisions !easy" B1
?8
)ccording to the te3t, ------------- are straightfor&ard, familiar, and easily defined pro%lems a poorlystructured pro%lems % &ellstructured pro%lems !moderate" c uniue pro%lems d nonprogrammed pro%lems e programmed pro%lems ?N -------------- decisionma+ing is relati$ely simple and tends to rely hea$ily on pre$ious solutions a 2onprogrammed % inear c .atisficing d Integrati$e e ;rogrammed !moderate" @ ) -------------- is a series of interrelated seuential steps that a manager can use for responding to a structured pro%lem a procedure !easy" % rule c policy d system e solution 1 ) -------------- is an e3plicit statement that tells a manager &hat he or she ought or ought not to do a procedure % policy c rule !moderate" d solution e system B ) -------------- pro$ides guidelines to channel a manager0s thin+ing in a specific direction a system % rule c solution d policy !moderate" e procedure 8 ) %usiness school0s statement that it 'stri$es for producti$e relationships &ith local organizations,' is an e3ample of a -------------- a rule % policy !moderate" c procedure d commitment e contract N (hich of the follo&ing terms is associated &ith nonprogrammed decisions4 a uniue !moderate" % recurring c routine d repetiti$e e &elldefined > o&erle$el managers typically confront &hat type of decisionma+ing4 a uniue % nonroutine c programmed !moderate" d nonprogrammed e nonrepetiti$e N If an indi$idual +no&s the price of three similar cars at different dealerships, he/she is operating under &hat type of decisionma+ing condition4 a ris+ % uncertainty c certainty !easy" d factual e unprogrammed BB
NA -------------- is those conditions in &hich the decision ma+er is a%le to estimate the li+elihood of certain outcomes a Certainty % Jis+ !easy" c 5ncertainty d Ma3ima3 e Ma3imin N8 ) retail clothing store manager &ho estimates ho& much to order for the current spring season %ased on last spring0s outcomes is operating under &hat +ind of decisionma+ing condition4 a seasonal % ris+ !difficult" c uncertainty d certainty e cyclical N? -------------- is a situation in &hich a decision ma+er has neither certainty nor reasona%le pro%a%ility estimates a$aila%le a Certainty % Jis+ c 5ncertainty !easy" d Ma3ima3 e Ma3imin N ) person at a horse racetrac+ &ho %ets all of his/her money on the odds%ased longshot to '&in' !rather than 'place' or 'sho&'" is ma+ing &hat +ind of choice4 a ma3ima3 !moderate" % ma3imin c minima3 d minimin N>
)n indi$idual ma+ing a 'ma3imin' type of choice has &hat type of psychological orientation concerning uncertain decisionma+ing4 a optimist % realist c pessimist !moderate" d satisficer e e3tremist >1 )ccording to the te3t, a manager &ho desires to minimize his or her ma3imim DregretE &ill opt for a -------------- choice a ma3ima3 % ma3imin c minima3 !moderate" d minimin > (hich of the follo&ing decisionma+ing styles ha$e lo& tolerance for am%iguity and are rational in their &ay of thin+ing4 a directi$e !moderate" % egotistical c analytic d conceptual e %eha$ioral >8 The decisionma+ing style that ma+es fast decisions and focuses on the short terms is referred to as the -------------- style a directi$e !moderate" % egotistical c analytic d conceptual e %eha$ioral >N )ccording to the te3t, -------------- are %est characterized as careful decision ma+ers &ith the a%ility to adapt or cope &ith uniue situations a conceptual B
% %eha$ioral c empirical d analytic !moderate" e spatial >> (hich of the follo&ing is the decisionma+ing style that &ould most li+ely loo+ at as many alternati$es as possi%le and focus on the long run4 a analytical % directi$e c conceptual !moderate" d %eha$ioral e spatial 1@1 ) manager &ho &ould decide &hat computer system to purchase for the department %y holding a meeting and recei$ing feed%ac+ from his/her su%ordinates matches &ith &hich type of decisionma+ing style4 a analytical % %eha$ioral !difficult" c conceptual d directi$e e empirical .cenarios ecisionMa+ing Conditions !.cenario" .andy .andy
1B@ .andy
)ns&er a (ellstructured pro%lems the goal of the decision mar+er is clear, the pro%lem is familiar, and information a%out the pro%lem is easily defined and complete #3amples of these types of pro%lems might include a customer*s &anting to return a purchase to a retail store, a supplier*s %eing late &ith an important deli$ery, a ne&s team*s responding to an une3pected and fast%rea+ing e$ent, or a college*s handling of a student &anting to drop a class .uch situations are called &ellstructured pro%lems since they are straightfor&ard, familiar, and easily defined pro%lems In handling these pro%lem situations, the manager uses a programmed decision ecisions are programmed to the e3tent that they are repetiti$e and routine and to the e3tent that a definite approach has %een &or+ed out for handling them 7ecause the pro%lem is &ell structured, the manager doesn*t ha$e to go to the trou%le and e3pense of going through an in$ol$ed decision progress ;rogrammed decision ma+ing is relati$ely simple and tends to rely hea$ily on pre$ious solutions % ;oorlystructured pro%lems – these pro%lems are ne& or unusual and for &hich information is am%iguous or incomplete For e3ample, the selection of an architect to design a ne& corporate manufacturing facility in 7ang+o+ is an e3ample of a poorlystructured pro%lem (hen pro%lems are poorlystructured, managers must rely on nonproprammed decision ma+ing in order to de$elop uniue solutions 2onprogrammed decisions are uniue and nonrecurring (hen a manager confronts a poorlystructured pro%lem, or one that is uniue, there is no cutanddried solution It reuires a custommade response through nonprogrammed decision ma+ing !difficult" 1@ In a short essay, list and discuss the four decisionma+ing styles as descri%ed in the te3t )ns&er a irecti$e style – people using the directi$e style ha$e lo& tolerance for am%iguity and are rational in their &ay of thin+ing They*re efficient and logical irecti$e types ma+e fast decisions and focus on the short run Their efficiency and speed in ma+ing decisions often result in their ma+ing decisions &ith minimal information and assessing fe& alternati$es % )nalytic style – decisionma+ers &ith an analytic style ha$e much greater tolerance for am%iguity than do directi$e types They &ant more information %efore ma+ing a decision and consider more alternati$es than a directi$e style decisionma+er does )nalytic decisionma+ers are %est characterized as careful decision ma+ers &ith the a%ility to adapt or cope &ith uniue situations c Conceptual style – indi$iduals &ith a conceptual style tend to %e $ery %road in their outloo+ and &ill loo+ at many alternati$es They focus on the long run and are $ery good at finding creati$e solutions to pro%lems d 7eha$ioral style – these decision mar+ers &or+ &ell &ith others They*re concerned a%out the achie$ements of su%ordinates and are recepti$e to suggestions from others They often use meetings to communicate, although they try to a$oid conflict )cceptance %y others is important to this decision ma+ing style !moderate" Chapter – Foundations of ;lanning True/False Questions A
Jesearch indicates that managers &ho plan al&ays outperform managers &ho do not plan False !moderate"
>
;lans that specify the details of achie$ement of the o$erall o%6ecti$es are called operational plans True !difficult"
1@
irectional plans ha$e clearly defined o%6ecti$es False !moderate"
1B
.tanding plans are created in response to programmed decisions that managers ma+e and include policies, rules, and procedures True !moderate" B?
1
The greater the en$ironmental certainty, the more plans need to %e directional and emphasis placed on the short term False !moderate"
BB
)n organization0s real goals are &hat they actually plan on accomplishing, rather than &hat they hope to accomplish False !moderate"
BA
Jeal goals are official statements of &hat an organization says its goals are False !easy"
Multiple Choice ? One purpose of planning is that it minimizes -------------- and -------------- a cost: time % time: personnel needs c &aste: redundancy !difficult" d time: &aste e mista+es: cost N
(hat does the e$idence suggest a%out organizations that plan compared to organizations that do not plan4 a ;lanning organizations al&ays outperform nonplanning organizations % 2onplanning organizations al&ays outperform planning organizations c ;lanning organizations generally outperform nonplanning organizations !easy" d 2onplanning organizations generally outperform planning organizations e They generally perform at a%out the same le$el
A8
(hich of the follo&ing is the foundation of planning4 a employees % goals !easy" c outcomes d computers e the planning department
A?
)ccording to the te3t, ------------- are documents that outline ho& goals are going to %e met and &hich typically descri%e resource allocations, schedules, and other necessary actions to accomplish the goals a strategies % goals c plans !moderate" d policies e procedures
8@
(hich of the follo&ing is true concerning an organization0s stated o%6ecti$es4 a They issue identical o%6ecti$es to all constituents % Organizations typically ha$e internal and e3ternal sets of o%6ecti$es c They may issue different o%6ecti$es to stoc+holders, customers, employees, and the pu%lic !moderate" d It is illegal to issue conflicting stated o%6ecti$es e .tated o%6ecti$es are usually in line &ith shortterm actions
8A
(hat should a person do to understand &hat are the real o%6ecti$es of the organization4 a o%ser$e organizational mem%er actions !moderate" % attend a stoc+holders annual meeting c read their statement of purpose d read their annual report e &atch tele$ision ne&s reports
8>
(hen &e categorize plans as %eing singleuse $ersus standing, &e categorize them %y -------------- B
a % c d e
%readth specificity freuency of use !easy" depth time frame
?1
7ased on the information presented in the te3t, -------------- are short term, specific, and standing a operational !moderate" % longterm c strategic d specific e directional
?
)n organizational plan that has a ?year time frame &ould %e considered &hat type of plan4 a operational % shortterm c strategic d intermediate e longterm !moderate"
?N
.trategic plans tend to include a time period of usually -------------- a 1 year % 1 years c years or more !moderate" d 8 years or more e at least 1@ years
1
Compared to directional plans, &hat type of plan has clearly defined o%6ecti$es4 a strategic % singleuse c shortterm d specific !moderate" e standing ? ;lanning accuracy &ith a high degree of en$ironmental change tends to produce &hich of the follo&ing results4 a ;lanning accuracy is li+ely % ;lanning accuracy %ecomes much more important c ;lanning accuracy %ecomes less important d ;lanning accuracy is less li+ely !moderate" e ;lanning accuracy occurs in the longrun N
) -------------- plan is a onetime plan designed to meet the needs of a uniue situation and created in response to nonprogrammed decisions that managers ma+e a singleuse !easy" % shortterm c directional d standing e strategic
>
) small to&n0s preparation for a $isit %y the ;resident of the 5nited .tates &ould %e considered &hat type of plan4 a strategic % directional c standing d longterm e singleuse !moderate"
BN
N1
) city0s policy concerning s+ate%oarding on do&nto&n side&al+s pro$iding guidance for police action &ould %e considered &hat type of plan4 a standing !difficult" % contingency c directional d singleuse e strategic
NA
(here in the organizational hierarchy are traditional goals determined4 a frontline employees % team leaders c lo&erle$el managers d middle managers e top managers !moderate"
N>
) management system in &hich specific performance goals are 6ointly determined %y employees and their managers is +no&n as -------------- a management %y o%6ecti$es !moderate" % meansends chain c traditional goal setting d management %y opinions
>1
(hich of the follo&ing is not one of the four common elements of Management 7y O%6ecti$es !M7O"4 a goal specificity % participati$e decisionma+ing c an e3plicit time period d a systems loop !difficult" e performance feed%ac+
>
Management 7y O%6ecti$es !M7O" can %e descri%ed %y &hich of the follo&ing statements4 a an autocratic system % a '%ottom up' system c a 'top do&n' system d %oth a 'top do&n' and a '%ottom up' system !difficult" e a static system
1@8 )ccording to the %o3ed feature, DManaging in an #7usiness (orld,E pro%a%ly the %iggest change for planning in e%usiness is that -------------- a the en$ironment is more sta%le % customers are calling the shots !moderate" c employees are ma+ing the demands d only a fe& competitors e3ist #ssay Questions 1BB In a short essay, list and discuss the four reasons for planning )ns&er a ;lanning esta%lishes coordinated effort It gi$es direction to managers and nonmanagers ali+e (hen employees +no& &here the organization or &or+ unit are going and &hat they must contri%ute to reach goals, they can coordinate their acti$ities, cooperate &ith each other, and do &hat it ta+es to accomplish those goals (ithout planning, departments and indi$iduals might %e &or+ing at crosspurposes, pre$enting the organization from mo$ing efficiently to&ard its goals % ;lanning reduces uncertainty %y forcing managers to loo+ ahead, anticipate change, consider the impact of change, and de$elop appropriate responses It also clarifies the conseuences of actions managers might ta+e in response to change #$en though planning can*t eliminate change, managers plan in order to anticipate changes and de$elop the most effecti$e response to them c ;lanning reduces o$erlapping and &asteful acti$ities (hen &or+ acti$ities are coordinated around esta%lished plans, &asted time and resources and redundancy can %e minimized Furthermore, &hen means B>
and ends are made clear through planning, inefficiencies %ecome o%$ious and can %e corrected or eliminated d ;lanning esta%lishes goals or standards that are used in controlling If managers are unsure of &hat they are trying to accomplish, they &ill %e una%le to determine &hether or not the goal has actually %een achie$ed In planning, goals and plans are de$eloped Then, through controlling, actual performance is compared against the goals, significant de$iations are identified, and necessary correcti$e action is ta+en (ithout planning, there &ould %e no &ay to control !moderate" 1B In a short essay, list and discuss fi$e characteristics of &elldefined goals )ns&er !1" ) &elldesigned goal should %e &ritten in terms of outcomes rather than actions The desired end result is the most important element of any goal and, therefore, the goal should %e &ritten to reflect this !B" 2e3t, a goal should %e measura%le and uantifia%le It*s much easier to determine if a goal has %een met if it*s measura%le In line &ith specifying a uantifia%le measure of accomplishment, !" a &elldesigned goal should also %e clear as to a time frame )lthough openended goals may seem prefera%le %ecause of their supposed fle3i%ility, in fact, goals &ithout a time frame ma+e an organization less fle3i%le %ecause a manager is ne$er sure &hen the goal has %een met or &hen he or she should call it uits %ecause the goal &ill ne$er %e met regardless of ho& long he or she &or+s at it !A" 2e3t a &elldesigned goal should %e challenging %ut attaina%le Koals that are too easy to accomplish are not moti$ating and neither are goals that are not attaina%le e$en &ith e3ceptional effort !8" 2e3t, &elldesigned goals should %e &ritten do&n )lthough actually &riting do&n goals may seem too time consuming, the process of &riting the goals forces people to thin+ them through In addition, the &ritten goals %ecome $isi%le and tangi%le e$idence of the importance of &or+ing to&ard something !?" Finally, &elldesigned goals are communicated to all organizational mem%ers &ho need to +no& the goals Ma+ing people a&are of the goals ensures that they*re Don the same pageE and &or+ing in &ays to ensure the accomplishment of the organizational goals !moderate" 1BN In a short essay, list and discuss the fi$e steps in the goalsetting process )ns&er a .tep 1L Je$ie& the organization*s mission, the purpose of the organization These %road statements of &hat the organization*s purpose is and &hat it hopes to accomplish pro$ide an o$erall guide to &hat organizational mem%ers thin+ is important It*s important to re$ie& these statements %efore &riting goals %ecause the goals should reflect &hat the mission statement says % .tep BL #$aluate a$aila%le resources ) manager doesn*t &ant to set goals that are impossi%le to achie$e gi$en the a$aila%le resources #$en though goals should %e challenging, they should %e realistic If the resources a manager has to &or+ &ith doesn*t allo& for the achie$ement of that goal no matter ho& had the manager tries of ho& much effort is e3erted, that goal shouldn*t %e set c .tep L etermine indi$idually, or &ith input from others, the goals These goals reflect desired outcomes and should %e congruent &ith the organizational mission and goals in other organizational areas These goals should %e measura%le, specific, and include a time frame for accomplishment d .tep AL (rite do&n the goals and communicate them to all &ho need to +no& (riting goals do&n forces people to thin+ them through and also ma+es those goals $isi%le and tangi%le e$idence of the importance of &or+ing to&ard something e .tep 8L Je$ie& results and &hether goals are %eing met Ma+e changes, as needed Once the goals ha$e %een esta%lished, &ritten do&n, and communicated, a manager is ready to de$elop plans for pursuing the goals !difficult" 1B> In a short essay, list and discuss the three contingency factors that affect planning )ns&er a e$el in the organization – for the most part, operational planning dominates managers* planning efforts at lo&er le$els )t higher organizational le$els, the planning %ecomes more strategy oriented % egree of en$ironmental uncertainty – &hen en$ironmental uncertainty is high, plans should %e specific, %ut fle3i%le Managers must %e prepared to re&ord and amend plans as they*re implemented )t times, managers may e$en ha$e to a%andon their plans c ength of future commitments – the more that current plans affect future commitments, the longer the time frame for &hich managers should plan This commitment concept means that plans should e3tend far @
enough to meet those commitments made &hen the plans &ere de$eloped ;lanning for too long or for too short a time period is inefficient and ineffecti$e !moderate" Chapter N – .trategic Management True/False Questions
The first step in the strategic management process is analyzing the e3ternal en$ironment False !difficult"
?
(ithin an industry, an en$ironment can present opportunities to one organization and pose threats to another True !moderate"
11
The final step in the strategic management process is implementing the o%6ecti$es False !difficult"
TH;#. OF OJK)2IP)TIO2) .TJ)T#KI#. 1B
Corporatele$el strategies are de$eloped for organizations that run more than one type of %usiness True !moderate"
B1
The %usiness group that is characterized %y ha$ing lo& gro&th %ut high mar+et share is +no&n as a cash co& True !moderate"
B
)ccording to the 7oston Consulting Kroup matri3, uestion mar+s are %usinesses that generate large amounts of cash, %ut their prospects for future gro&th are limited4 False !moderate"
B
)ccording to ;orter0s competiti$e strategies frame&or+, the cost leadership strategy &ould result in the %est uality product at a 6ustifia%le cost False !difficult"
Multiple Choice N
The strategic management process is di$ided into &hich of the follo&ing sections4 a planning, implementation, and e$aluation !easy" % pro%lem identification, planning, and implementation c implementation, e$aluation, and restructuring d mission statement, en$ironmental e$aluation, and specific goals e mission statement, en$ironmental scoping, and e$aluation
>
In the strategic management process, the -------------- defines the organizational purpose and ans&ers the uestionL '(hat is our reason for %eing in %usiness4' a o%6ecti$e % e$aluation c strategy d mission !easy" e $alues statement
A1
(hich of the follo&ing is not an e3ample of an organization0s mission4 a (e %elie$e our first responsi%ility is to doctors, nurses and patients, to mothers and all others &ho use our products and ser$ices !
e 9oo$er 5ni$ersal is a di$ersified, multiindustry corporation &ith strong manufacturing capa%ilities, entrepreneurial policies, and indi$idual %usiness unit autonomy AA
(hich of the follo&ing is not part of the organization0s e3ternal en$ironment4 a &hat competition is doing % pending legislation that might affect the organization c consumer trends d employees0 education le$el !moderate" e la%or supply
A8
(hat step in the strategic management process follo&s analyzing the e3ternal en$ironment4 a identifying opportunities and threats !moderate" % mission statement c e$aluation d identifying strengths and &ea+nesses e formulating strategies
8@
(hat step in the strategic management process follo&s analyzing the organization0s resources4 a identifying opportunities and threats % formulating strategy c mission statement d implementing strategy e identifying strengths and &ea+nesses !easy"
88
In the strategic management process, &hat step comes prior to e$aluating results4 a identifying strengths and &ea+nesses % formulating strategies c identifying opportunities and threats d implementing strategies !easy" f analyzing the organization0s resources
8?
(hat is the final step in the strategic management process4 a mission statement % identifying opportunities and threats c implementing strategies d analyzing the organization0s resources e e$aluating results !easy"
?@
(hich of the follo&ing is one le$el of strategic planning in large companies4 a management le$el % financial le$el c staff le$el d corporate le$el !easy" e systems le$el
?B
o&er le$el managers in an organization are typically responsi%le for &hich of the follo&ing types of strategies4 a functionalle$el strategies % %usinessle$el strategies c corporatele$el strategies d mergers and acuisitions
?
(hich of the follo&ing is associated &ith corporatele$el strategies4 a They are needed if your organization is in more than one type of %usiness !moderate" % They ans&erL '9o& should our %usiness compete4' c They represent a single %usiness d They are a method of support for the %usinessle$el strategies e They determine the operations of a single %usiness unit B
?8
(hen ;epsiCo see+s to integrate the strategies of ;epsi, 5p International, and Fritoay, it is de$eloping &hat le$el of %usiness strategy4 a functional % system c management d %usiness e corporate !moderate"
?N
#3amples of a corporatele$el sta%ility strategy include all of the follo&ing #C#;TL a continuing to ser$e the same clients %y offering the same product or ser$ice % maintaining mar+et share c sustaining the organization*s returnonin$estment results d implementing $ertical or horizontal integration !moderate"
@
(hen should management pursue a sta%ility strategy4 a Organizational performance is slipping % The en$ironment is changing c The organization0s performance is satisfactory and the en$ironment is sta%le !moderate" d The firm has $alua%le strengths e There are a%undant en$ironmental opportunities
?
In --------------, the organization attempts to gain control of its inputs %y %ecoming its o&n supplier a for&ard $ertical integration % %ac+&ard $ertical integration !moderate" c horizontal integration d related di$ersification e unrelated di$ersification
N
(hich of the follo&ing descri%es a company gro&ing %y com%ining &ith other organizations in the same industry4 a for&ard $ertical integration % %ac+&ard $ertical integration c horizontal integration !moderate" d related di$ersification e unrelated di$ersification
N?
(hich of the four %usiness groups in the corporate portfolio matri3 has high gro&th and high mar+et share4 a cash co& % stars !difficult" c uestion mar+s d dogs e elephants
>N
Michael ;orter0s competiti$e strategies frame&or+ identifies three generic competiti$e strategiesL cost leadership, differentiation, and -------------- a depth % %readth c re$enue gro&th d focus !moderate" e acuisition
1@B ;orter0s competiti$e strategies frame&or+ descri%es a -------------- strategy &here%y an organization &ants to %e uniue in its industry along dimensions &idely $alued %y %uyers a differentiation !moderate" % focus c cost leadership d depth
e defender 1@8 )ccording to the %o3ed feature, DManaging in an #7usiness (orld,E all of the follo&ing are mentioned as ma6or implications of the increasingly dynamic and uncertain en$ironments on e%usiness strategies #C#;TL a en$ironmental analysis &ill %ecome an important part of e$eryone*s 6o% % strategy &ill %ecome increasingly long term in orientation !moderate" c %arriers to entry are practically none3istent d a sustaina%le competiti$e ad$antage &ill %e harder to achie$e .cenarios ) arge Taco !.cenario" It is no& ten years later and, as the original o&ner of Taco Joc+et, you ha$e seen your %usiness holdings gro& su%stantially Hou no& need to decide ho& to %est manage and utilize the large num%er of assets represented %y the companies you o&n Hou called the 7oston Consulting Kroup !7CK", and they ha$e offered you some ad$ice %ased on their corporate portfolio matri3 11 Hour oldest holding, Taco Joc+et, has not gro&n much in recent years %ut, due to lo& de%t, generates a huge amount of cash Taco Joc+et &ould %e considered, according to 7CK, a -------------- a cash co& !moderate" % star c uestion mar+ d dog e does not fit &ith their matri3 11N Jecently, you also purchased a company that manufactures a ne& satellite dish, allo&ing you to enter into the ca%le tele$ision mar+et The %usiness is profita%le and gro&ing, %ut the technological un+no&ns ma+e it ris+y 7KC considers it a -------------- a cash co& % star c uestion mar+ !moderate" d dog e does not fit &ith their matri3 11> )nother purchase you made &as to acuire a local coffeecart chain &ith thirty locations around the city Hou don0t see it gro&ing $ery much, %ut then, it doesn0t cost much to operate 7KC has la%eled this $enture a -------------- a cash co& % star c uestion mar+ d dog !moderate" e does not fit &ith their matri3 1B@ Hou also got some&hat luc+y &ith an in$estment made a fe& years ago Hou &ere an original in$estor in a computer chip company that too+ off uic+ly and no& dominates the mar+et (hile gro&ing uic+ly, it does not tend to generate positi$e cash flo& and is in continuous need of rein$estment of euipment and product de$elopment 7KC considers this a -------------- a cash co& % star !moderate" c uestion mar+ d dog e does not fit &ith their matri3 #ssay Questions T9# .TJ)T#KIC M)2)K#M#2T ;JOC#.. 1B1 In a short essay, list and discuss the eight steps in the strategic management process A
1B In a short essay, list and discuss the three le$els of strategy that an organization must de$elop )ns&er a Corporatele$el strategy – this strategy see+s to determine &hat %usinesses a company should %e in or &ants to %e in Corporatele$el strategy determines the direction that the organization is going and the roles that each %usiness unit in the organization &ill plan in pursuing that direction % 7usinessle$el strategy – this strategy see+s to determine ho& an organization should compete in each of its %usinesses For a small organization in only one line of %usiness or the large organization that has not di$ersified into different products or mar+ets, the %usinessle$el strategy typically o$erlaps &ith the organization*s corporate strategy For organizations &ith multiple %usinesses, ho&e$er, each di$ision &ill ha$e its o&n strategy that defines the products or ser$ices it &ill offer and the customers it &ants to reach c Functionalle$el strategy – this strategy see+s to determine ho& to support the %usinessle$el strategy For organizations that ha$e traditional functional departments such as manufacturing, mar+eting, human resources, research and de$elopment, and finance, these strategies need to support the %usinessle$el strategy !moderate" 1B? In a short essay, discuss the 7oston Consulting Kroup !7CK" matri3 and e3plain its usefulness in segmenting %usinesses Include a discussion of the characteristics for each of the four categories %ased on the 7CK matri3 )ns&er The 7oston Consulting Kroup matri3 introduced the idea that an organization*s %usinesses could %e e$aluated and plotted using a B 3 B matri3 to identify &hich ones offered high potential and &hich &ere a drain on organizational resources The horizontal a3is represents mar+et share, &hich &as e$aluated as either lo& or high: and the $ertical a3is indicates anticipated mar+et gro&th, &hich also &as e$aluated as either lo& or high 7ased on its e$aluation, the %usiness &as placed in one of four categoriesL a Cash co&s !lo& gro&th, high mar+et share" – %usinesses in this category generate large amounts of cash, %ut they prospects for future gro&th are limited % .tars !high gro&th, high mar+et share" – these %usinesses are in a fastgro&ing mar+et, and hold a dominant share of that mar+et Their contri%ution to cash flo& depends on their need for resources c Question mar+s !high gro&th, lo& mar+et share" – these %usinesses are in an attracti$e industry, %ut hold a small mar+et share percentage d ogs !lo& gro&th, lo& mar+et share" – %usinesses in this category do not produce, or consume, much cash 9o&e$er, they hold no promise for impro$ed performance !easy" 1BN In a short essay, list and discuss the fi$e competiti$e forces, according to ;orter, &hich determine industry attracti$eness and profita%ility )ns&er a Threat of ne& entrants – determined %y the height of %arriers to entry &hich includes factors such as economies of scale, %rand loyalty, and capital reuirements determine ho& easy or difficult it is for ne& competitors to enter an industry % Threat of su%stitutes – factors such as s&itching costs and %uyer loyalty determine the degree to &hich customers are li+ely to %uy a su%stitute product c 7argaining po&er of %uyers – factors such as num%er of customers in the mar+et, customer information, and the a$aila%ility of su%stitutes determine the amount of influence that %uyers ha$e in an industry d 7argaining po&er of suppliers – factors such as the degree of supplier concentration and a$aila%ility of su%stitute inputs determine the amount of po&er that supplier ha$e o$er firms in the industry e #3isting ri$alry – factors such as industry gro&th rate, increasing or falling demand, and product differences determine ho& intense the competiti$e ri$alry &ill %e among firms in the industry !moderate" 1B> In a short essay, list and discuss the three competiti$e strategies, according to ;orter Include specific e3amples of companies that pursue each of the three competiti$e strategies )ns&er a Cost leadership strategy – &hen an organization sets out to %e the lo&estcost producer in its industry, it*s follo&ing a cost leadership strategy ) lo&cost leader aggressi$ely searches out efficiencies in production, 8
mar+eting, and other areas of operation O$erhead is +ept to a minimum, and the firm does e$erything it can to cut costs For e3ample, (alMart*s headuarters in 7enton$ille, )r+ansas, office furnishings are sparse and dra% %ut functional )lthough lo&cost leaders don*t place a lot of emphasis on Dfrills,E the product or ser$ice %eing sold must %e percei$ed as compara%le in uality to that offered %y ri$als or at least %e accepta%le to %uyers #3amples of companies that ha$e used the lo&cost leader strategy include (al Mart, 9yundai, and .outh&est )irlines % ifferentiation strategy – the company that see+s to offer uniue products that are &idely $alued %y customers is follo&ing a differentiation strategy .ources of differentiation might %e e3ceptionally high uality, e3traordinary ser$ice, inno$ati$e design, technological capa%ility, or an unusually positi$e %rand image The +ey to this competiti$e strategy is that &hate$er product or ser$ice attri%ute is chosen for differentiating must set the firm apart from its competitors and %e significant enough to 6ustify a price premium that e3ceed the cost of differentiating ;ractically any successful product or ser$ice can %e identified as an e3ample of the differentiation strategyL 2ordstrom*s !customer ser$ice": .ony !reputation for uality and inno$ati$e design": Coach hand%ags !design and %rand image": and Gim%erlyClar+*s 9uggies ;ull5ps !product design" c Focus strategy the aim of the focus strategy is at a cost ad$antage or a differentiation ad$antage in a narro& segment That is, managers select a mar+et segment or group of segments in an industry and don*t attempt to ser$e the %road mar+et The goal of a focus strategy is to e3ploit a narro& segment of a mar+et These segments can %e %ased on product $ariety, type of end %uyer, distri%ution channel, or geographical location of %uyers Jesearch suggests that the focus strategy may %e the most effecti$e choice for small %usinesses %ecause they typically do not ha$e the economies of scale or internal resources to successfully pursue one of the other t&o strategies !moderate" Chapter 1@ – Organizational .tructure and esign True/False Questions ) M)2)K#J*. I#MM) 1
)ccording to the %o3ed feature, D) Manager*s ilemma,E 2o+ia &as once in$ol$ed in industries ranging from paper to chemicals and ru%%er True !moderate"
B
)ccording to the %o3ed feature, D) Manager*s ilemma,E 2o+ia has %een competing in the telecommunications industry since 1>?8 False !moderate"
#FI2I2K OJK)2IP)TIO2) .TJ5CT5J#
Organizational design is the organization0s formal frame&or+ %y &hich 6o% tas+s are di$ided, grouped, and coordinated False !difficult"
A
The concept of &or+ specialization can %e traced %ac+ a couple of centuries to )dam .mith0s discussion of di$ision of la%or True !moderate"
8
The degree to &hich tas+s in an organization are di$ided into separate 6o%s is di$ision of la%or True !moderate"
?
9istorically, many organizations ha$e grouped &or+ actions %y function departmentalization True !moderate"
Krouping 6o%s on the %asis of product or customer flo& is termed process departmentalization True !moderate"
?
N
Keographic departmentalization has greatly increased in importance as a result of today*s competiti$e %usiness en$ironment False !moderate"
>
) group of indi$iduals &ho are e3perts in $arious specialties and &ho &or+ together is a crossfunctional team True !moderate"
1@
)uthority is the indi$idual0s capacity to influence decisions False !difficult"
11
)uthority is synonymous &ith responsi%ility False !easy"
1B
)uthority is the rights inherent in a managerial position True !easy"
1
) manager0s span of control refers to the num%er of su%ordinates &ho can %e effecti$ely and efficiently super$ised True !moderate" 1A The classical $ie& of unity of command suggests that su%ordinates should ha$e only one superior to &hom they report True !easy" 18
The trend in recent years has %een to&ard smaller spans of control False !easy"
1?
(hen decisions tend to %e made at lo&er le$els in an organization, the organization is said to %e decentralized True !moderate"
1
ecentralization descri%es the degree to &hich decision ma+ing is concentrated at a single point in the organization False !moderate"
1N
In the last 8 years, there has %een a trend of organizations mo$ing to&ard increased decentralization True !easy"
1>
)ppropriate organizational structure depends on four $aria%lesL the organization0s strategy, size, technology, and degree of en$ironmental uncertainty True !difficult"
B@
.tandardization refers to the degree to &hich 6o%s &ithin the organization are standardized and the e3tent to &hich employee %eha$ior is guided %y rules and procedures True !moderate"
OJK)2IP)TIO2) #.IK2 #CI.IO2. B1
)n organic organization tends to %e characterized %y high specialization, e3tensi$e departmentalization, narro& spans of control, high formalization, a limited information net&or+, and little participation in decisionma+ing %y lo&le$el employees False !moderate"
BB
)n organic organization &ould li+ely %e $ery fle3i%le True !moderate"
B
Inno$ators need the efficiency, sta%ility, and tight controls of the mechanistic structure False !easy"
BA
The relationship %et&een organizational size and structure tends to %e linear
False !difficult" B8
B?
(ood&ard demonstrated that organizational structures adapted to their technology True !moderate"
B
(ood&ard0s findings support that there is 'one %est &ay' to organize a manufacturing firm False !moderate"
BN
The strength of the functional structure is that it focuses on results False !moderate" )ccording to the te3t, a functional structure creates strategic %usiness units False !moderate"
B>
COMMO2 OJK)2IP)TIO2) #.IK2. @
;ro6ect structures tend to %e rigid and infle3i%le organizational designs False !easy"
Multiple Choice ) M)2)K#J*. I#MM) 1
)ccording to the company profile in D) Manager*s ilemma,E the organizational structure of 2o+ia is %est descri%ed as -------------- a mechanistic % organic !moderate" c centralized d formalized
B
The factor contri%uting the most to 2o+ia*s success in the mo%ile phone industry according to the company profile in D) Manager*s ilemmaE is -------------- a ne& product de$elopment !moderate" % go$ernment su%sidies c national trade %arriers d &ea+ competition
-------------- is the process of creating an organization0s structure a 9uman resource management % eading c Organizing !moderate" d ;lanning e epartmentalization
#FI2I2K OJK)2IP)TIO2) .TJ5CT5J# A
)ccording to the te3t, a!n" -------------- is the formal frame&or+ %y &hich 6o% tas+s are di$ided, grouped, and coordinated a mission statement % en$ironmental scan c internal resource analysis d organizational structure !moderate"
8
(hich of the follo&ing is not one of the si3 +ey elements in organizational design4 a &or+ specialization % departmentalization N
c chain of command d %ureaucratic design !difficult" e span of control ?
(or+ specialization is also +no&n as -------------- a departmentalization % centralization c span of control d formalization e di$ision of la%or !easy"
The term -------------- is used to descri%e the degree to &hich tas+s in an organization are di$ided into separate 6o%s a &or+ ethics % managerial capitalism c social responsi%ility d &or+ specialization !moderate"
N
(hen did the idea of enlarging, rather than narro&ing, 6o% scope %egin4 a 1>8@s % 1>?@s !moderate" c 1>@s d 1>N@s e 1>>@s
>
(hich of the follo&ing is not an e3ample of the classical $ie& of di$ision of la%or4 a assem%lyline production % 7urger Ging c Taco 7ell d TQM !moderate" e Gentuc+y Fried Chic+en
A@
-------------- is the %asis on &hich 6o%s are grouped in order to accomplish organizational goals a epartmentalization !moderate" % Centralization c Formalization d Coordination e #fficiency
A1
) local manufacturing organization has groups of employees &ho are responsi%le for sales, mar+eting, accounting, human resources, etc These are e3amples of &hat concept4 a authority % chain of command c empo&erment d departmentalization !moderate" e social grouping
AB
Krouping sporting euipment in one area, men0s clothing in another area, and cosmetics in a third area, is an e3ample of &hat +ind departmentalization4 a customer % product !easy" c geographic d process e outcome
A
.ales responsi%ilities di$ided into the south&est, mid&est, southern, northern, and &estern regions &ould %e an e3ample of -------------- departmentalization a product >
% geographic !easy" c process d outcome e customer AA Krouping acti$ities on the %asis of customer flo& is -------------- a functional departmentalization % product departmentalization c geographical departmentalization d process departmentalization !moderate" e technological departmentalization A8
(hat type of departmentalization e3pects that each department &ill specialize in one specific phase of the process or product production4 a product % geographic c process !easy" d outcome e customer
A?
(hat +ind of departmentalization &ould %e in place in a go$ernment organization &here different pu%lic ser$ice responsi%ilities are di$ided into acti$ities for employers, children, and the disa%led4 a product % geographic c process d outcome e customer !moderate"
A
(hich of the follo&ing is not a form of departmentalization suggested %y your te3t4 a functional departmentalization % product departmentalization c geographical departmentalization d process departmentalization e technological departmentalization !difficult"
AN
Today0s competiti$e %usiness en$ironment has greatly increased the importance of &hat type of departmentalization4 a geographic % customer !difficult" c product d process e outcome
A>
)ccording to the te3t, managers are using --------------, &hich are groups of indi$iduals &ho are e3perts in $arious specialties and &ho &or+ together a specialized teams % crossdemanded teams c crossfunctional teams !moderate" d simple structured teams
8@
(hich of the follo&ing is a contemporary addition to the historical $ie& of departmentalization4 a increased rigidity % crossfunctional teams !moderate" c enhanced centralization d elimination of product departmentalization e addition of sales departmentalization 81 7ringing together the company0s legal counsel, research engineer, and mar+eting specialist for a pro6ect is an e3ample of a!n" -------------- a empo&ered team A@
% process departmentalization c product departmentalization d crossfunctional team !moderate" e continuous impro$ement team 8B The -------------- is the continuous line of authority that e3tends from upper organizational le$els to the lo&est le$els and clarifies &ho reports to &hom a chain of demand % chain of command !easy" c demand hierarchy d continuous design structure 8
To &hom a &or+er reports concerns &hich aspect of organizational structure4 a chain of command !moderate" % departmentalization c pay structure d line of command e authority frame&or+ 8A -------------- entitles a manager to direct the &or+ of a su%ordinate a Jesponsi%ility % egitimate po&er c Jan+ d Operating responsi%ility e )uthority !moderate" 88
-------------- is the o%ligation to perform assigned acti$ities a )uthority % Jesponsi%ility !easy" c Chain of command d 5nity of command e Formalization
8?
The -------------- principle !one of Fayol*s 1A principles of management" helps preser$e the concept of a continuous line of authority a unity of demand % unity of command !moderate" c demand structure d continuous demand
8
.pan of control refers to &hich of the follo&ing concepts4 a ho& much po&er a manager has in the organization % the geographic dispersion of a manager0s su%units of responsi%ility c ho& many su%ordinates a manager can effecti$ely and efficiently super$ise !moderate" d the num%er of su%ordinates affected %y a single managerial order e the amount of time it ta+es to pass information do&n through a manager0s line of command 8N Other things %eing eual, the &ider or larger the span of control, the more -------------- the organizational design a %ureaucratic % democratic c effecti$e d efficient !difficult" e classical 8>
(ider spans of control may %e $ie&ed as more efficient, %ut e$entually, &ider spans tend to ha$e &hat effect on organizations4 a reduced effecti$eness !difficult" % increased turno$er c loss of managerial po&er d customer dissatisfaction A1
e rigid chains of command ?@
)n organization that spends money on maintaining a &elltrained &or+ force can e3pect &hich of the follo&ing spanofcontrol outcomes4 a increased contempt for management % increased $oluntary turno$er c centralized authority d less direct super$ision !moderate" e increased need for managerialle$el employees
?1
) hightech manager &ho super$ises the de$elopment of a ne& computer chip needs -------------- compared to a manager &ho super$ises the mailing of unemployment insurance chec+s at the local go$ernment office a a%out the same span of control % a narro&er span of control !difficult" c a &ider span of control d a more informal span of control e elimination of the span of control
?B
In general, span of control is -------------- for managers a increasing !easy" % decreasing c staying the same d significantly decreasing e no longer important
?
-------------- descri%es the degree to &hich decision ma+ing is concentrated at a single point in the organization a ecentralization % Centralization !moderate" c Transnationalism d Cross sectional analysis
?A
If lo&erle$el employees pro$ide input or are actually gi$en the discretion to ma+e decisions, the organization is -------------- a formalized % centralized c decentralized !easy" d mechanistic e organic
?8
Jecently, there has %een a distinct trend to&ard -------------- a smaller spans of control % decentralized decisionma+ing !moderate" c decreased fle3i%ility d emphasis on chain of command e mechanistic organizations
??
(hich of the follo&ing factors (O5 2OT influence an organization to ha$e a higher degree of centralization4 a #n$ironment is sta%le % Company is geographically dispersed !difficult" c Company is large d ecisions are significant e Organization is facing a crisis
?
-------------- refers to the degree to &hich 6o%s &ithin the organization are standardized and the e3tent to &hich employee %eha$ior is guided %y rules and procedures AB
a % c d e
.tandardization Centralization Chain of command .trategy Formalization !moderate"
?N
)ll of the follo&ing factors indicate that a decentralized organization &ould %e most effecti$e #C#;T &hen -------------- a the en$ironment is comple3 % decisions are relati$ely minor c the organization is facing a crisis !difficult" d the company is geographically dispersed e effecti$e implementation of strategies depends on managers ha$ing in$ol$ement and fle3i%ility to ma+e decisions
?>
(hich of the follo&ing factors descri%es an en$ironment in &hich a high degree of decentralization is desired4 a #n$ironment is comple3, uncertain !moderate" % o&erle$el managers do not &ant to ha$e a say in decisions c ecisions are significant d Company is large e Organization is facing a crisis or the ris+ of company failure
@
The -------------- organizational structure is characterized %y high specialization, e3tensi$e departmentalization, narro& spans of control and high formalization a mechanistic !easy" % organic c contingency d adhocracy e functional
1
(hich of the follo&ing is 2OT a characteristic of a mechanistic organization4 a high specialization % &ide spans of control !moderate" c high formalization d limited information net&or+ e e3tensi$e departmentalization B (hat type of organizational form follo&s classical principles such as unity of command4 a organic % linear c decentralized d mechanistic !moderate" e adhocracy OJK)2IP)TIO2) #.IK2 #CI.IO2.
(hich of the follo&ing &ould li+ely %e found in mechanistic organizations4 a &ide span of control % empo&ered employees c decentralized responsi%ility d fe& rules and/or regulations e standardized 6o% specialties !difficult"
A
)ll of the follo&ing are characteristics of an organic organization #C#;TL a narro& spans of control !moderate" % crosshierarchical teams c free flo& of information d lo& formalization e crossfunctional teams A
8
In the early years of )pple Computers, its desire for highly proficient and creati$e employees &ho operated &ith fe& &or+ rules &as an e3ample of &hat type of organization4 a %ureaucratic % mechanistic c $olatile d nou$elle e organic !difficult"
?
(hich of the follo&ing is true concerning an organic organization0s pro%lemresponse time4 a It reuires strict adherence to efficiently de$eloped rules % Its speed demands clear lines of command c Jesponse times are slo&er than mechanistic organizations, %ut ans&ers tend to %e more accurate d ;rofessional standards guide %eha$ior !difficult" e The response time is uic+ due to the centralized design
(hich of the follo&ing is not one of the four contingency $aria%les that help determine appropriate organizational structure4 a organizational size % organizational strategy c organizational technology d organizational age !moderate" e degree of en$ironmental uncertainty
N
(hich of the follo&ing is an accurate statement4 a .trategy follo&s structure % .trategy and structure are eual in temporal importance c .trategy and structure are not lin+ed d .tructure follo&s strategy !moderate" e Mechanistic and organic organizations ha$e distinct differences in the application of the relationship %et&een strategy and structure
>
Most current strategystructure contingency frame&or+s tend to focus on three strategy dimensions These dimensions are -------------- a re$enue ma3imization, customer satisfaction, and $isi%ility % customer satisfaction, employee satisfaction, and ethics c inno$ation, cost minimization, and imitation !difficult" d legal considerations, profit ma3imization, and inno$ation e longterm sur$i$al, profit ma3imization, and customer satisfaction
N@
(hat +ind of relationship is there %et&een organizational size and degree of mechanistic structure4 a 1@ % unclear c positi$e !moderate" d %imodal e e3ponential
N1
NB
The three production categories that
a % c d e
unit, mass, process !difficult" unit, product, cost product, cost, customer mass, process, cost process, unit, product
N
)ccording to (ood&ard0s studies, &hat type of production &or+s %est &ith a mechanistic structure4 a unit % process c product d mass !moderate" e 6ustintime
NA
(hich of the follo&ing is not a characteristic that &ould suggest unit production &ould %e a %est 'fit'4 a lo& horizontal differentiation % lo& $ertical differentiation c small%atch, custom products d lo& formalization e mechanistic structure !difficult"
N8
) characteristic that %oth unit production and process production ha$e is that the most effecti$e organizational structure for %oth technologies is -------------- a organic !difficult" % mechanistic c adhocracy d matri3 e team N? (ood&ard0s studies generally demonstrate that organization -------------- should adapt to their -------------- a processes: en$ironment % employees: leaders c technologies: legal constraints d structures: technology !moderate" e outputs: resources N
(hich type of en$ironment is %est suited for mechanistic organizations4 a dynamic % manufacturing c ser$ice d com%ination e sta%le !moderate"
NN
)ccording to the te3t, all of the follo&ing are e3amples of the more traditional organizational designs #C#;TL a the simple structure % the functional structure c the matri3 structure !moderate" d the di$isional structure
N>
(hich of the follo&ing is not characteristic of a simple organizational structure4 a narro& spans of control !moderate" % lo& degree of departmentalization c centralized decisionma+ing d little formalization e information arrangement of employees
COMMO2 OJK)2IP)TIO2) #.IK2. >@
(hich of the follo&ing terms is associated &ith a simple organizational structure4 A8
a % c d e >1
ela%orate highcomple3ity formal decentralized flat !moderate"
) &ine store that employs si3 people most li+ely has &hat +ind of organizational structure4 a %ureaucracy % simple !difficult" c functional d di$isional e team%ased
>B
)ll of the follo&ing are strengths of a simple organizational structure #C#;TL a It0s fast % It0s ine3pensi$e to maintain c It0s less ris+y !moderate" d )ccounta%ility is clear e It0s fle3i%le > ) %ureaucratic or mechanistic design may use a -------------- structure &hich groups similar or related occupational specialties together a matri3 % functional !moderate" c di$isional d geographic e team%ased >A
) -------------- structure creates strategic %usiness units a matri3 % functional c di$isional !difficult" d geographic e team%ased
>8
(hat type of organizational structure is made up of autonomous, selfcontained units4 a %ureaucracy % simple c functional d di$isional !moderate" e team%ased
>?
In &hat type of organizational structure is empo&erment most crucial4 a %ureaucracy % simple c functional d di$isional e team%ased !easy"
>
The -------------- is an organizational structure that assigns specialists from different functional departments to &or+ on one or more pro6ects %eing led %y pro6ect managers a functional structure % simple structure c matri3 structure !moderate" d di$isional structure
>N
The matri3 approach $iolates &hat classical principle4 a unity of command !moderate" % decentralization A?
c customer focus d linear lines of responsi%ility e large spans of control >>
(hat type of organization assigns specialists from different functional departments to &or+ on one or more pro6ects led %y a pro6ect manager4 a classical % contemporary c matri3 !easy" d e$olutionary e product%ased 1@@ ) -------------- organization is not defined %y, or limited to, the horizontal, $ertical, or e3ternal %oundaries imposed %y a predefined structure a team%ased % %oundaryless c mechanistic d pro6ect !moderate" e simple 1@1 ) -------------- organization has de$eloped the continuous capacity to adapt and change a simple % mechanistic c %ureaucratic d team%ased e learning !moderate" M)2)KI2K I2 )2 #75.I2#.. (OJ 1@B )ccording to the %o3ed feature, DManaging in an #7usiness (orld,E all of the follo&ing are needed for # %usiness to achie$e the characteristic necessary for success in the digital &orld #C#;TL a high $ertical, horizontal, and lateral communication % crosshierarchical and crossfunctional teams c e3tensi$e employee empo&erment d high formalization !moderate" 1@ )ccording to the %o3ed feature, DManaging in an #7usiness (orld,E )mazoncom*s organizational structure is %est descri%ed as -------------- a mechanistic % organic !moderate" c formal d diagonal 1@A )ccording to the %o3ed feature, DManaging in an #7usiness (orld,E the -------------- organization is the concept that descri%es an #%usiness organization a mechanistic % %oundaryless !moderate" c functional d diagonal 1@8 The important characteristics of a learning organization re$ol$e around all of the follo&ing #C#;TL a organizational design % mar+et capitalization !moderate" c information sharing d leadership e culture .cenarios
A
#FI2I2K OJK)2IP)TIO2) .TJ5CT5J# Organizational .tructure !.cenario" Michelle is a registered nurse in charge of a ne& unit in her hospital .he &ould li+e to ha$e a more laid%ac+ approach to dealing &ith her ne& staff, %ut the hospital demands that there are strict hierarchical le$els and that all decisions must %e signed off %y Michelle .ometimes this dri$es Michelle nuts: the constant filling out of forms, etc .he also feels that the numerous le$els of hierarchy are unnecessary and place %arriers %et&een her and her staff .he isn0t sure &hy things ha$e to %e so 'organized' and is thin+ing a%out spea+ing &ith her %oss to attempt changing her unit to ha$e more fle3i%ility and fe&er rules 1@? Michelle is concerned a%out her unit0s --------------, the unit0s formal frame&or+ %y &hich 6o% tas+s are di$ided, grouped and coordinated a formal organizational chart % organizational structure !moderate" c staff d span of control e communication lines 1@ Michelle is reuired to sign off on all decisions, suggesting that they ha$e a -------------- form of decision ma+ing authority a centralized !moderate" % formal c autocratic d policy e strict 1@N Michelle has noticed that e$eryone is $ery concerned a%out the --------------, the line of authority &ithin the organization a responsi%ility % chain of command !easy" c span of control d organizational strategy e en$ironment Consultants J 5s !.cenario" 7eth )nn has %een hired as a consultant for HP Consulting, and her first assignment is to apply the &or+ of (ood&ard felt that the effecti$eness of the organization &ould %e related to the -------------- fit a employee/product % technology/structure !moderate" c en$ironment/process d process/employee e employee/en$ironment 11@ If Custom eather produces couches for indi$idual orders, this is termed -------------- production a mass % process c unit !moderate" d en$ironmental e procedural 111 If Custom eather produces in large %atches, this is termed -------------- production a mass !moderate" % process AN
c unit d en$ironmental e procedural 11B Custom eather is una%le to use a continuous process, or -------------- production, %ecause leather is a uniue item a mass % process !moderate" c unit d en$ironmental e procedural OJK)2IP)TIO2) #.IK2 #CI.IO2. Hou Can 7an+ on It !.cenario" .usan0s employer, (estern 7an+, li+e many others, had recently undergone decruitment in order to 'right size' the organization The 7oard of irectors felt that their sagging stoc+ price could %e impro$ed &ith some la%or cost cutting )long &ith other ne& challenges, a pro%lem no& e3isted &ith span of control and decisionma+ing authority In the past, her %an+0s policy &as that no manager should super$ise more than si3 su%ordinates and only managers should ma+e decisions for their indi$idual units 7ut no&, &ith the cuts in middle management, upper management had increased the span of control %ut still insisted on managerialonly decisionma+ing The result &as that managers spent all of their time putting out fires and su%ordinates felt they &ere getting ans&ers too slo&ly and &anted to start ha$ing the authority to ma+e decisions on their o&n Clearly, something had to change 11 Of the follo&ing, &hich is not a reason that &ould %e consistent &ith (estern 7an+0s &anting to maintain a centralized form of decisionma+ing4 a #n$ironment is uncertain !moderate" % #n$ironment is sta%le c Company is large d ecisions are more significant e Organization is facing a crisis 11A Of the follo&ing &hich is not a reason (estern 7an+ &ould not change to a more decentralized form of decisionma+ing4 a lo&erle$el managers are capa%le of decisionma+ing % company is geographically dispersed c decisions are relati$ely minor d organization is in ris+ of failure !easy" e lo&erle$el managers &ant a $oice in decisions OJK)2IP)TIO2) #.IK2 #CI.IO2. 118 .usan %elie$es that (estern 7an+ should %e highly adapti$e and fle3i%le .he &ould li+e for (estern 7an+ to %e a!n" -------------- structure a organic !easy" % mechanistic c formalized d technological e strategic 11? The contingency approach &ould consider all of the follo&ing $aria%les #C#;T the -------------- a organization0s strategy % organization0s size c organization0s age !moderate" d orga nization0s technology e degree of en$ironmental uncertainty Food for Thought !.cenario" A>
7urgess o&ned a TouteMart, a store that sold food and nonfood items in a &arehouse en$ironment 9e employed 8@ people and had them &or+ in $ery specialized areas .ome people only unloaded the pallets from the truc+s or dro$e the pallets onto the floor, &hile still others unloaded the pallets in their specific area of responsi%ility 9e had managers controlling each specific area For e3ample, the automoti$e manager &as in charge of all functions: accounting, purchasing, sales, etc This arrangement had generally &or+ed &ell, %ut recently, he noticed that employees seemed %ored and turno$er and a%senteeism had risen In addition, he found that attempting to get special pro6ects completed, such as creating their ne& 'FirstClass Customer' card, had turned into a nightmare due to the lac+ of cooperation and misunderstanding %et&een the groups 11 TouteMart currently operates under the classical $ie& of the di$ision of la%or This is characterized %y &hich of the follo&ing4 a Hou only report to one manager % #mployees specialize in doing part of a tas+ !easy" c #mployees specialize in doing one complete tas+ d ;eople are di$ided according to their &or+ interest e #mployees are trained to do many tas+s to increase fle3i%ility 11N The type of departmentalization practiced %y TouteMart is %est descri%ed as -------------- a product !moderate" % function c customer d geographic e process 11> If TouteMart decided to reorganize their departmentalization so that one manager &as in charge of accounting, one manager in charge of food stuffs, one manager in charge of nonfood items, etc, this &ould %e descri%ed as -------------- departmentalization a product % function !moderate" c customer d geographic e process 1B@ If 7urgess regularly put together teams made up of specialists from different areas to tac+le ne& pro6ects, li+e the 'FirstClass Customer' card pro6ect, these &ould %e called -------------- a crossfunctional teams !easy" % uality circles c total uality management d special pro6ect teams e specialty teams #ssay Questions #FI2I2K OJK)2IP)TIO2) .TJ5CT5J# 1B1 In a short essay, list and e3plain the si3 +ey elements in designing an organization*s structure )ns&er a (or+ specialization – this concept descri%es the degree to &hich tas+s in an organization are di$ided into separate 6o%s The essence of &or+ specialization is that an entire 6o% is not done %y one indi$idual %ut instead is %ro+en do&n into steps, and each step is completed %y a different person % epartmentalization – the %asis %y &hich 6o%s are grouped together is called departmentalization The fi$e common forms of departmentalization include functional, product, geographical, process, and customer departmentalization c Chain of command – this is the continuous line of authority that e3tends from upper organizational le$els to the lo&est le$els and clarifies &ho reports to &hom It helps employees ans&er uestions such as D(ho do I go to if I ha$e a pro%lem4E or DTo &hom am I responsi%le4E 8@
d .pan of control – this concept is important %ecause, to a large degree, it determines the num%er of le$els and managers an organization has )ll things %eing eual, the &ider or larger the span, the more efficient the organization e Centralization and decentralization – centralization descri%es the degree to &hich decision ma+ing is concentrated at a single point in the organization If top managers ma+e the organization*s +ey decisions &ith little or no input from %elo&, then the organization is centralized In contrast, the more that lo&er le$el employees pro$ide input or actually ma+e decisions, the more decentralization there is f Formalization – this refers to the degree to &hich 6o%s &ithin the organization are standardized and the e3tent to &hich employee %eha$ior is guided %y rules and procedures If a 6o% is highly formalized, then the person doing that 6o% has a minimum amount of discretion o$er &hat is to %e done, &hen it*s to %e done, and ho& he or she could do it !difficult" 1BB In a short essay, list and discuss the fi$e common forms of departmentalization )ns&er a Functional departmentalization – 6o%s are grouped %y functions !ie mar+eting, finance, human resources" performed This approach can %e used in all types of organizations, although the functions change to reflect the organization*s o%6ecti$es and &or+ acti$ities % ;roduct departmentalization – 6o%s are groups %y product line In this approach, each ma6or product area is placed under the authority of a manager &ho*s a specialist in, and is responsi%le for, e$erything ha$ing to do &ith that product line c Keographical departmentalization – 6o%s are grouped on the %asis of territory or geography such as southern, mid&estern, or north&estern regions for an organization operating only in the 5nited .tates: or for a glo%al company, may%e a 5., #uropean, Canadian, and )sian;acific regions d ;rocess departmentalization – groups 6o%s on the %asis of product or customer flo& In this approach, &or+ acti$ities follo& a natural processing flo& of product or e$en customers e Customer departmentalization – 6o%s are grouped on the %asis of common customers &ho ha$e common needs or pro%lems that can %est %e met %y ha$ing specialists for each !moderate" 1B In a short essay, e3plain the concepts of authority, responsi%ility, and unity of command )ns&er )uthority refers to the rights inherent in a managerial position to tell people &hat to do and to e3pect them to do it To facilitate decision ma+ing and coordination, an organization*s managers are part of the chain of command and are granted a certain degree of authority to meet their responsi%ilities )s managers coordinate and integrate the &or+ of employees, those employees assume an o%ligation to perform any assigned duties This o%ligation or e3pectation to perform is +no&n as responsi%ility Finally, the unity of command principle helps preser$e the concepts of a continuous line of authority It states that a person should report to only one manager (ithout unity of command, conflicting demands and priorities from multiple %osses can create pro%lems !easy" 1BA In a short essay, list si3 factors that influence the amount of centralization and si3 factors influence the amount of decentralization in an organization )ns&er More Centralization a #n$ironment is sta%le % o&erle$el managers are not as capa%le or e3perienced at ma+ing decisions as upperle$el managers c o&erle$el managers do not &ant to ha$e a say in decisions d ecisions are significant e Organization is facing a crisis or the ris+ of company failure f Company is large g #ffecti$e implementation of company strategies depends on managers* retaining say o$er &hat happens More ecentralization a #n$ironment is comple3, uncertain 81
% c d e f g
o&erle$el managers are capa%le and e3perienced at ma+ing decisions o&erle$el managers &ant a $oice in decisions ecisions are relati$ely minor Corporate culture is open to allo&ing managers to ha$e a say in &hat happens Company is geographically dispersed #ffecti$e implementation of company strategies depends on managers* ha$ing in$ol$ement and fle3i%ility to ma+e decisions !moderate" OJK)2IP)TIO2) #.IK2 #CI.IO2. 1B8 In a short essay, discuss the characteristics of mechanistic and organic organizations )ns&er a The mechanistic organization is a rigid and tightly controlled structure It is characterized %y high specialization, rigid departmentalization, narro& spans of control, high formalization, a limited information net&or+ !mostly do&n&ard communication", and little participation Mechanistic types of organizational structures tend to %e efficiency machines, &ell oiled %y rules, regulations, standardized tas+s, and similar controls This organizational design tries to minimize the impact of differing personalities, 6udgments, and am%iguity %ecause these human traits are seen as inefficient and inconsistent % In direct contrast to the mechanistic form of organization is the organic organization, &hich is as highly adapti$e and fle3i%le structure a structure as the mechanistic organization is rigid and sta%le Jather than ha$ing standardized 6o%s and regulations, the organic organization is fle3i%le, &hich allo&s it to change rapidly as needs reuire Organic organizations ha$e di$ision of la%or, %ut the 6o%s people do are not standardized #mployees are highly trained and empo&ered to handle di$erse 6o% acti$ities and pro%lems, and these organizations freuently use employee teams #mployees in organic type organizations reuire minimal formal rules and little direct super$ision !easy" 1B? In a short essay, list and discuss the four contingency $aria%les that should %e considered in determining an appropriate structure in organizational design )ns&er a .trategy and structure – an organization*s structure should facilitate the achie$ement of goals 7ecause goals are influenced %y the organization*s strategies, it*s only logical that strategy and structure should %e closely lin+ed More specifically, structure should follo& strategy If managers significantly change the organization*s strategy, they &ill need to modify structure to accommodate and support the change % .ize and structure – there*s considera%le e$idence that an organization*s size significantly affects its structure For instance, large organizationsthose &ith B,@@@ or more employeestend to ha$e more specialization, departmentalization, centralization, and rules and regulations than do small organizations 9o&e$er, the relationship isn*t linear Jather, size affects structure at a decreasing rate: that is, size %ecomes less important as an organization gro&s c Technology and structure – e$ery organization has at least one form of technology to con$ert its inputs into outputs The processes or methods that transform an organization*s inputs into outputs differ %y their degree of routineness In general, the more routine the technology, the more standardized and mechanistic the structure can %e Organizations &ith more nonroutine technology are more li+ely to ha$e organic structures d #n$ironmental uncertainty and structure – %ecause uncertainty threatens an organization*s effecti$eness, managers &ill try to minimize it One &ay to reduce en$ironmental uncertainty is through ad6ustments in the organization*s structure The greater the uncertainty, the greater the need for the fle3i%ility offered %y an organic design On the other hand, in sta%le, simple en$ironments, mechanistic designs tend to %e most effecti$e !difficult" 1B In a short essay, list and discuss the three types of traditional organizational designs and the strengths and &ea+nesses of each of these designs )ns&er a .imple structure – this is an organizational design &ith lo& departmentalization, &ide spans of control, authority centralized in a single person, and little formalization This structure is most commonly used %y 8B
small %usinesses in &hich the o&ner and manager are one and the same .trengths of this type of organizational structure are that it is fast, fle3i%le, ine3pensi$e to maintain, and has clear accounta%ility (ea+nesses are that it %ecomes inappropriate as the organization gro&s and the reliance on one person is ris+y % Functional structure – this is an organizational design that groups similar or related occupational specialties together It*s the functional approach to departmentalization applied to the entire organization .trengths of this types of organizational structure are costsa$ing ad$antages from specialization and employees are grouped &ith other &ho ha$e similar tas+s (ea+nesses are pursuit of functional goals can cause managers to lose sight of &hat*s %est for the o$erall organization and that functional specialists may %ecome insulated and ha$e little understanding of &hat other units are doing c i$isional structure – this is an organizational structure made up of separate units or di$isions In this design, each unit or di$ision has relati$ely limited autonomy, &ith a di$ision manager responsi%le for performance and &ho ha$e strategic operational authority o$er his or her unit ) main strength of this type of organizational structure is that it focuses on results &here di$ision managers are responsi%le for &hat happens to their products and ser$ices ) &ea+ness is duplication of acti$ities and resources increases costs and reduces efficiency !moderate" COMMO2 OJK)2IP)TIO2) #.IK2. 1BN In a short essay, discuss the matri3 organizational structure )ns&er The matri3 structure is an organizational structure that assigns specialists from different functional departments to &or+ on one or more pro6ects %eing led %y pro6ect managers One uniue aspect of the matri3 design is that it creates a dual chain of command and e3plicitly $iolates the classical organizing principle of unity of command #mployees in a matri3 organization ha$e t&o managersL their functional department manager and their product or pro6ect manager, &ho share authority The pro6ect managers ha$e authority o$er the functional mem%ers &ho are part of their pro6ect team in areas relati$e to the pro6ect*s goals 9o&e$er, decisions such as promotions, salary recommendations, and annual re$ie&s remain the functional manager*s responsi%ility To &or+ effecti$ely, pro6ect and functional managers ha$e to communicate regularly, coordinate &or+ demands on employees, and resol$e conflicts together !moderate" 1B> In a short essay, e3plain the concept of a %oundaryless organization )ns&er The %oundaryless organization is an organization &hose design is not defined %y, or limited to, the horizontal, $ertical, or e3ternal %oundaries imposed %y a predefined structure This idea may sound odd, yet many of today*s most successful organizations are finding that they can most effecti$ely operate in today*s en$ironment %y remaining fle3i%le and unstructuredL that the ideal structure for them is not ha$ing a rigid, predefined structure Instead, the %oundaryless organization see+s to eliminate the chain of command, to ha$e limitless spans of control, and to replace departments &ith empo&ered teams !easy" 1@ In a short essay, descri%e a learning organization and list and discuss the four elements &hich the important characteristics of a learning organization re$ol$es around )ns&er ) learning organization is an organization that has de$eloped the capacity to continuously adapt and change %ecause all mem%ers ta+e an acti$e role in identifying and resol$ing &or+related issues In a learning organization, employees are practicing +no&ledge management %y continually acuiring and sharing ne& +no&ledge and are &illing to apply that +no&ledge in ma+ing decisions or performing their &or+ a Organizational design in a learning organization, the organizational structure needs to %e designed to allo& for mem%ers to share information and colla%orate on &or+ acti$ities throughout the entire organizationacross different functional specialties and e$en at different organizational le$els This can %e done %y minimizing or eliminating the e3isting structural and physical %oundaries In this type of 8
%oundaryless en$ironment, employees are free to &or+ together and colla%orate in doing the organization*s &or+ the %est &ay they can and to learn from each other % Information sharing for a learning organization to Dlearn,E information must %e shared among mem%ers: that is, organizational employees must engage in +no&ledge management This means sharing information openly, in a timely manner, and in as accurate a form as possi%le 7ecause there are fe& structural and physical %arriers in a learning organization, the en$ironment is conduci$e to open communication and e3tensi$e information sharing c eadership leadership plays an important role as an organization mo$es to %ecome a learning organization One of the most important functions of leaders is facilitating the creation of a shared $ision for the organization*s future and then +eeping organizational mem%ers &or+ing to&ard that $ision In addition, leaders should support and encourage the colla%orati$e en$ironment that*s critical to learning (ithout strong and committed leadership throughout the organization, it &ould %e e3tremely difficult to %e a learning organization d Culture the organizational culture is an important aspect of %eing a learning organization ) learning organization*s culture is one in &hich e$eryone agrees on a shared $ision and e$eryone recognizes the inherent interrelationships among the organization*s processes, acti$ities, functions, and e3ternal en$ironment There is a strong sense of community, caring for each other, and trust In a learning organization, employees feel free to openly communicate, share, e3periment, and learn &ithout fear of criticism or punishment !difficult" Chapter 1 – Managing Change and Inno$ation True/False Questions (9)T I. C9)2K#4 1
Change is an organizational reality True !easy"
B
Organizational change can %e alteration in people, structure, or technology True !moderate"
FOJC#. FOJ C9)2K#
The mar+etplace is an e3ternal force of change True !moderate"
A
The change in demand for health care technicians is an e3ample of an economic change False !difficult"
8
#conomic changes are an internal force of change False !moderate"
?
)ny manager can %e a change agent True !moderate"
T(O I#(. OF T9# C9)2K# ;JOC#..
The 'calm &aters' approach to change &ould %e consistent &ith e&in0s concept of unfreezing, changing, and refreezing True !difficult"
N
In the '&hite&ater rapids' metaphor of change, managers should e3pect change at any time, and it may last for unspecified lengths of time 8A
True !moderate" M)2)KI2K C9)2K# >
Change threatens the in$estment you0$e already made in the status uo True !easy"
1@
One reason people resist change is that is su%stitutes am%iguity for uncertainty False !difficult"
11
The manager0s options for change essentially fall into three categoriesL structure, technology, and product False !difficult"
1B
Computerization is a technological change that replaces people &ith machines False !moderate"
1
;ro%a%ly the most $isi%le technology changes in recent years ha$e come through managers* efforts to e3pand corporate financing False !moderate"
1A
.ensiti$ity training is a method of changing %eha$ior through unstructured group interaction True !easy"
18
Organizational cultures tend to resist change True !moderate"
1?
Techniues to change people and the uality of interpersonal &or+ relationships are termed organizational de$elopment True !moderate"
1
Cultural change is easier &hen the organizational culture is strong False !easy"
1N
The first step in accomplishing organizational cultural change is to initiate a reorganization False !moderate"
CO2T#M;OJ)JH I..5#. I2 M)2)KI2K C9)2K# 1>
Cooptation refers to co$ert attempts to influence False !moderate"
B@
Manipulation is using direct threats False !moderate"
B1
) ma6or disad$antage of coercion is that it is freuently illegal True !moderate"
BB
2egotiation refers to co$ert attempts to influence, t&isting and distorting facts or &ithholding information False !moderate"
B
In cooptation, an organization see+s to '%uy off' the leaders of a resistance group %y gi$ing them a +ey role in the change decision True !moderate"
BA
2e$er negotiate &ith employees as a means of o$ercoming resistance to change 88
False !moderate" B8
The first step in changing organizational culture is to conduct a cultural analysis True !easy"
B?
In process reengineering, a company drastically changes its structure, technology, and people %y starting from scratch in ree3amining the &ay the organization0s &or+ is done True !moderate"
B
.tress is a dynamic condition a person faces &hen confronted &ith an opportunity, constraint, or demand related to &hat he or she desires and for &hich the outcome is percei$ed to %e %oth uncertain and important True !moderate"
BN
In terms of organizational factors, any attempt to lo&er stress le$els has to %egin &ith employee selection True !moderate"
M)2)KI2K (OJGFOJC# I#J.ITH B>
The ;arado3 of i$ersity is descri%ed as situations in &hich limitations are placed upon di$erse indi$iduals %y strong organizational cultures True !moderate"
.TIM5)TI2K I22O)TIO2 @
Creati$ity is the process of ta+ing an idea and turning it into a useful product, ser$ice, or method of operation False !difficult"
Multiple Choice ) M)2)K#J*. I#MM) 1
)ccording to the company profile in D) Manager*s ilemma,E &hich of the follo&ing %randed products does ;anamerican 7e$erages, Inc sell in atin )merica4 a ;epsi % CocaCola !moderate" c Ocean .pray d Katorade e #$ian
B
)ccording to the company profile in D) Manager*s ilemma,E Francisco .anchezoaeza, ;anamco*s Chairman and C#O, attri%utes all of the follo&ing organizational factors as important to the company*s success #C#;TL a centralized management philosophy !moderate" % logistical e3pertise c inno$ati$e merchandising strategies d e3cellent financial ste&ardship e decentralized management philosophy
(9)T I. C9)2K#4
7eing a manager, &ith no en$ironmental uncertainty or threat of competitors0 ne& products, &ould %e simple &ithout any -------------- a go$ernment regulations % unions c di$ersity 8?
d cultural differences e change !moderate" FOJC#. FOJ C9)2K# A
(hich of the follo&ing is not an e3ternal force of change4 a mar+etplace % go$ernment la&s and regulations c technology d economic changes e &or+ force !moderate"
8
The )mericans (ith isa%ilities )ct is an e3ample of &hich of the follo&ing forms of en$ironmental change4 a internal % technology c go$ernment la&s and regulations !moderate" d la%or mar+ets e economic ? Changing human resource acti$ities to attract and retain health care specialists due to increased needs for those &or+ers is an e3ample of &hat +ind of en$ironmental change factor4 a mar+etplace % technology c la%or mar+ets !difficult" d economic e go$ernment la&s and regulations
Falling interest rates &ould most stimulate &hat change factor for a manager4 a mar+etplace % go$ernment la&s and regulations c la%or mar+ets d economic !easy" e technology
N
(hich of the follo&ing is not an internal force of change4 a technology !moderate" % strategy c &or+ force d employee attitudes e euipment
>
(hat change factor did 9arleya$idson motorcycles react to in its turnaround of production uality control and modernization4 a technology % e3ternal c &or+ force d euipment e strategy !difficult"
A@
Increasing the num%ers of employed &omen and minorities forces managers to pay attention to &hat change factor4 a strategy % &or+ force !moderate" c euipment d technology e employee attitudes
A1
a%or stri+es are an e3ample of &hat change factor that may encourage a change in management thin+ing and practices4 8
a % c d e AB
A
AA
&or+ force euipment employee attitudes !easy" strategy go$ernment la&s and regulations
In organizations, people &ho act as catalysts and assume responsi%ility for managing the change process, are called -------------- a change masters % change agents !moderate" c operations managers d charismatic leaders e transformational leaders In an organization, &ho is usually the change agent4 a C#O % e3ecuti$e $icepresident c any manager or nonmanager !difficult" d any competitor e union leaders In spurring organizational change, outside consultants are usually more --------------, &hile internal managers may %e more -------------- a drastic: thoughtful !moderate" % highly paid: ris+y c resistant: %old d cautious: friendly e interested: scared
T(O I#(. OF T9# C9)2K# ;JOC#.. A8
e&in0s theory is consistent &ith &hich $ie& of organizational change4 a continuous % contemporary c Mayo0s d 'calm &aters' !moderate" e change in the 1>>@s
A?
(ho theorized the change process in$ol$ing unfreezing, changing, and refreezing4 a ruc+er % Jo%%ins c e&in !easy" d Mayo e a&ler
A
)ccording to Gurt e&in, &hich of the follo&ing is not a stage in the change process4 a unfreezing % changing c refreezing d restraining !moderate"
AN
)ccording to Gurt e&in, increasing the dri$ing forces, &hich direct %eha$ior a&ay from the status uo, is a means of doing &hich of the follo&ing4 a unfreezing !moderate" % changing c restraining forces d refreezing e melting 8N
A>
8@
(hich of the follo&ing terms %est descri%es the t&o primary $ie&s of the change process4 a pro%lematic, encouraged % occasional, continuous !difficult" c costly, conser$ati$e d optimistic, pessimistic e reacti$e, proacti$e (hich of the follo&ing is the o%6ecti$e of refreezing, according to e&in4 a directs %eha$ior a&ay from the status uo % hinders mo$ement a&ay from e3isting euili%rium c changes to a ne& en$ironment d eliminates the need for future change e sta%ilize the ne& situation !moderate"
81
)ccording to the te3t, the -------------- is consistent &ith uncertain and dynamic en$ironments a calm&aters metaphor % &hite&ater rapids metaphor !moderate" c contemporary metaphor d continuous metaphor e cultural metaphor
8B
) manager &ho comes to &or+ e$ery morning e3pecting that today &ill definitely %ring ne& challenges from competitors, the &or+ force, etc, $ie&s organizational change in &hat &ay4 a pragmatic % continuous !moderate" c pessimistic d reacti$e e occasional
8
)ccording to the te3t, managers in such %usinesses as &ireless telecommunications, computer soft&are, and &omen*s highfashion clothing ha$e long confronted the -------------- a calm&aters metaphor % &hite&ater rapids metaphor !moderate" c contemporary metaphor d continuous metaphor e cultural metaphor
M)2)KI2K C9)2K# 8A
)s --------------, managers should %e moti$ated to initiate change %ecause they are committed to impro$ing their organization0s effecti$eness a change agents !difficult" % efficiency e3perts c manipulators d process consultants e reengineering specialists
88
Managers0 options for change essentially fall into &hat three categories4 a en$ironment, technology, and mission % structure, technology, and people !difficult" c mission, structure, and people d mission, en$ironment, and process e en$ironment, attitudes, and processes
8?
)ccording to the te3t, Dchanging structureE includes alteration in any of the follo&ing #C#;TL a authority relations % coordination mechanisms c degree of centralization d 6o% redesign 8>
8
e technology !moderate" (hich of the follo&ing is not a part of organizational structure4 a &or+ specialization % departmentalization c chain of command d formalization e &or+ processes !difficult"
8N
If an organization increases the span of control, &hat factor is %eing focused on in an organizational change4 a structure !difficult" % people c technology d strategy e human resources
8>
) company that decides to decentralize its sales procedures is managing &hat change category4 a technology % people c euipment d competitors e structure !moderate"
?@
)ccording to the te3t, competiti$e factors or ne& inno$ations &ithin an industry often reuire managers to introduce all of the follo&ing #C#;TL a ne& euipment % ne& tools c ne& operating methods d ne& employees !moderate"
?1
-------------- is a technological change that replaces people &ith machines a Operations % Organizational de$elopment c )utomation !moderate" d Jo%otics e o&nsizing
?B
;ro%a%ly the most $isi%le technological changes in recent years ha$e come through managers* efforts to e3pand ------------- a corporate financing % organizational culture c computerization d employee retention
?
(hen grocery stores installed scanners to read the product price, this &as an e3ample of managing &hat change category4 a technology !moderate" % people c competitors d structure e la&s and regulations ?A If Graft Foods hired a consultant to decrease group friction and enhance cooperati$e &or+ relationships, this &ould %e an e3ample of managing &hat change category4 a technology % people !difficult" c competitors d structure e la&s and regulations ?@
?8
Techniues to change people and the uality of interpersonal &or+ relationships are termed -------------- a operations % organizational de$elopment !moderate" c do&nsizing d ro%otics e automation
??
-------------- is a method of changing %eha$ior through unstructured group interaction a .ur$ey feed%ac+ % Organizational de$elopment c .ensiti$ity training !moderate" d ;rocess consultation e Team %uilding
?
)ccording to the te3t, an indi$idual is li+ely to resist change %ecause of all of the follo&ing reasons #C#;TL a uncertainty % increased producti$ity !easy" c concern o$er personal loss d %elief that the change is not in the organization*s %est interest
?N
(hich of the follo&ing reactions to change is a threat to the in$estment you ha$e already made in the status uo4 a uncertainty % freezing c change is not good for the organization d concern o$er personal loss !moderate" e refreezing
?>
(hich of the reasons for resistance to change may %e %eneficial to the organization4 a uncertainty % freezing c change is not good for the organization !difficult" d refreezing e concern o$er personal loss
@
)ll of the follo&ing are mentioned in the te3t as actions that managers can use to deal &ith resistance to change #C#;TL a education and communication % di$ersification !moderate" c participation d facilitation and support e negotiation 1 (hich of the follo&ing techniues for reducing resistance to change is %ased on the %elief that, if employees recei$e the full facts and clarifications, they &ill no longer %e resistant4 a education and communication !easy" % participation c facilitation and support d negotiation e manipulation and cooptation B
If Gmart has employees ser$ing on the committee to decide &hat color the ne& uniform colors should %e, this is an e3ample of &hat tactic for reducing change resistance4 a education and communication % manipulation and cooptation c participation !easy" d facilitation and support e coercion ?1
If a %an+ offers personal and financial counseling to employees prior to an upcoming do&nsizing, this is an e3ample of &hat +ind of tactic for reducing change resistance4 a education and communication % coercion c manipulation and cooptation d negotiation e facilitation and support !moderate"
A
If management offers the union guaranteed &age hi+es and a nolayoff promise in e3change for help in implementing a ne& production process, this &ould %e an e3ample of &hat +ind of tactic for reducing change resistance4 a participation % facilitation and support c coercion d negotiation !difficult" e manipulation and cooptation
8
If a state legislator purposely misrepresents pu%lic employee &ages to the citizens in order to apply do&n&ard &age pressure in the collecti$e %argaining process, this &ould %e an e3ample of &hat +ind of tactic for reducing change resistance4 a negotiation % coercion c cooptation d education and communication e manipulation !difficult"
?
-------------- refers to co$ert attempts to influence, t&isting and distorting facts or &ithholding information a 2egotiation % Coercion c Cooptation d #ducation and communication e Manipulation !moderate" '7uying off' the leader of a resistance group in order to get his/her endorsement is an e3ample of &hat +ind of tactic for reducing change resistance4 a negotiation % coercion c education and commitment d cooptation !moderate" e facilitation and support N
-------------- is using direct threats or force on those &ho resist change a 2egotiation % Coercion !moderate" c Cooptation d #ducation and communication e Manipulation
>
) manager &ho threatens to ruin an employee0s name in the company if he/she does not cooperate &ith an impending organizational change is using &hat +ind of tactic for reducing change resistance4 a negotiation % coercion !moderate" c manipulation and cooptation d education and communication e facilitation and support
M)2)KI2K HO5J C)J##J ?B
N@
)ccording to the %o3ed feature, DManaging Hour Career,E all of the follo&ing are e3amples of means in &hich indi$iduals can rein$ent themsel$es #C#;TL a ta+e ad$antage of continuing education or graduate courses at local colleges % sign up for &or+shops and seminars that can help enhance personal s+ills c depend on the organization to pro$ide career de$elopment and training opportunities !moderate" d $oice concerns in a constructi$e manner
N1
(hich of the follo&ing represents the relationship %et&een organizational culture and change4 a Culture and change are naturally compati%le % Culture tends to %e $ery resistant to change !moderate" c Culture can change in months %ut not &ee+s d Culture can ne$er %e purposely changed e There is no relationship %et&een culture and change
NB
(hich of the follo&ing is not a fa$ora%le situational condition that may facilitate change in organizational culture4 a ) dramatic crisis occurs % The culture is &ea+ c .toc+ price sharply falls !moderate" d The organization is young and small e eadership changes hands
N
(hich of the follo&ing is the first step in accomplishing organizational cultural change4 a )ppoint ne& leadership &ith a ne& $ision % Initiate a reorganization c Conduct a cultural analysis !moderate" d Change the selection and socialization process e Introduce ne& stories and rituals to con$ey the ne& mission
NA
(hich of the follo&ing is the last step in accomplishing organizational cultural change4 a Ma+e it clear that change is necessary to organizational sur$i$al % Introduce ne& stories and rituals to con$ey ne& $ision c )ppoint ne& leadership &ith a ne& $ision d Change the selection, socialization, and re&ard system to support ne& $alues !difficult" e Initiate a reorganization
N8
)ll of the follo&ing descri%e Continuous Quality Impro$ement #C#;TL a continuous, incremental change % fi3ing and impro$ing c redesigning !moderate" d mostly 'as is' e &or+s from %ottom up in organization
N?
(hich of the follo&ing statements reflects the relationship %et&een Continuous Quality Impro$ement !CQI" and reengineering4 a They are %asically the same % CQI %egins &ith reengineering c They are radically different !difficult" d Jeengineering %egins &ith TQM e 7oth reuire decentralized participati$e decisionma+ing
N
In -------------, a company drastically changes its structure, technology, and people %y starting from scratch in ree3amining the &ay the organization0s &or+ is done a process reengineering % Continuous Quality Impro$ement !moderate" c team %uilding d structural realignment ?
NN
)ll of the follo&ing descri%e process reengineering #C#;TL a radical change % redesigning or starting o$er c mostly '&hat can %e' d fi3ing and impro$ing !moderate" e initiated %y top management
N>
-------------- is a dynamic condition a person faces &hen confronted &ith an opportunity, constraint, or demand related to &hat he or she desires and for &hich the outcome is percei$ed to %e %oth uncertain and important a .tereotyping % .tress !moderate" c ) halo effect d Creati$ity
>@
(hich of the follo&ing is true concerning stress4 a It is a static condition % .tress is a negati$e reaction to an outside force c .tress is often associated &ith constraints and demands !moderate" d .tress limits performance e .tress has nothing to do &ith opportunity (hich of the follo&ing must %e present for potential stress to %ecome actual stress4 a uncertainty, importance !moderate" % ris+, $aluation c age, uncertainty d certainty, ris+ e pain, desire
>1
>B
)ccording to the te3t, stress symptoms can %e grouped under any of the follo&ing three general categories #C#;TL a physiological % cultural !moderate" c psychological d %eha$ioral
>
(hich of the follo&ing general categories of stress symptoms is least rele$ant to managers4 a physiological !moderate" % cultural c psychological d %eha$ioral
>A
In terms of organizational factors, any attempt to lo&er stress le$els has to %egin &ith -------------- a employee &or+ loads % the re&ard system c the organizational leader d the organizational culture e employee selection !difficult"
>8
(hich of the follo&ing is the primary condition to reducing organizational stress4 a good 6o%/person match !moderate" % merit pay system c decentralization d caring and understanding management e fe&er go$ernment la&s and regulations
>?
(hich of the follo&ing is true concerning stress that arises from an employee0s personal life4 a ) manager should offer ad$ice % ) manager &ho understands his/her su%ordinates can help control employee personal stressors ?A
c Manageme Management nt in$ol in$ol$eme $ement nt may may raise raise ethical ethical concerns concerns !moderat !moderate" e" d ) carin caringg manager manager can can %e the most most effect effecti$e i$e counse counselor lor e There There is nothing nothing the organi organizati zation on should should or can do to help help relie$e relie$e personal personal stresso stressors rs .TIM5)TI2K I22O)TIO2 >
------------------------ refers refers to the a%il a%ility ity to com%in com%inee ideas ideas in a uniue uniue &ay &ay or to ma+e ma+e unusual unusual associ associati ations ons %et&een ideas a Inno$ation % Imagination c Crea Creati ti$i $ity ty !mod !moder erat ate" e" d Inte Interp rpre reti ti$e $e thin thin+i +ing ng e CQI >N -------------------------- is is the process process of ta+ing ta+ing a creati$ creati$ee idea and and turning turning it into into a useful produ product, ct, ser$ice, ser$ice, or metho methodd of operation a Inno Inno$a $ati tion on !mod !moder erat ate" e" % Imagination c Creati$ity d Inte Interp rpre reti ti$e $e thin thin+i +ing ng e CQI M)2)KI2K I2 )2 #75.I2#.. (OJ >>
)ccordin )ccordingg to the %o3ed feature feature,, DManaging DManaging in an #7usine #7usiness ss (orld,E (orld,E &hich &hich of the follo&ing follo&ing %est %est descri%es descri%es the metaphor of the #%usiness &orld4 a calm&aters % &hite&ater rapids rapids !moderate" c conte ntemporar oraryy d continuous e cultural
1@@ )ccordin )ccordingg to the %o3ed %o3ed feature, feature, DManaging DManaging in an #7usiness #7usiness (orld,E (orld,E Ti$oli Ti$oli .ystems .ystems is a di$ision of &hich &hich of the follo&ing companies4 a Kene Kenerral Motor otorss % Microsoft c I7M !mod !moder eraate" d 9e&l 9e&leett ;a ;ac+ar +ard e Kate&ay 1@1 (hich (hich of the follo&ing follo&ing is is an e3ample e3ample of a $aria%l $aria%lee that can can foster foster inno$atio inno$ation4 n4 a mech mechan anis isti ticc stru struct ctur uree % organic structure structure !difficult" c fe& organ organiz izati ationa onall resour resources ces d lo& lo& am%i am%igu guit ityy acce accept ptan ance ce e lo& 6o% secu securrity ity 1@B (hich (hich of the follo& follo&ing ing is not not a cultural cultural $alue $alue that that supports supports inno$ inno$ation ation44 a acce accept ptan ance ce of am%i am%igu guit ityy % tolerance for the the impractical impractical c high high e3tern e3ternal al contro controls ls !moder !moderate ate"" d focu focuss on on end ends, s, not not mea means ns e open opens sys ysttem focu focuss 1@ (hich of the follo&ing human resource resource $aria%les $aria%les is supporti$e supporti$e of organizational organizational inno$ation4 inno$ation4 a lo& lo& comm commit itme ment nt to to trai traini ning ng % selection of Type ) employees employees c high high 6o% 6o% sec secur urit ityy !mod !moder erat ate" e" d uni unioni onizat zation ion ?8
e long 6o% 6o% tenure ure 1@A -------------------------- acti$el acti$elyy and enthusiast enthusiastical ically ly support ne& ideas, ideas, %uild support, support, o$ercome o$ercome resistance, resistance, and ensure that inno$ations are implemented implemented a Idea Idea cham champi pion onss !mod !moder erat ate" e" % (histle %lo&ers %lo&ers c Idea dea ge genera nerato torrs d Idea dea scr screeeners ners 1@8 )ccording to to the te3t, te3t, all of the follo&ing are are common personality characteristics characteristics of idea idea champions champions #C#;TL a e3tre e3treme mely ly highs highself elfco confi nfiden dence ce % persistence c energy d ris+ ris+ a$er a$erse se !mode !modera rate te"" .cenarios FOJC#. FOJ C9)2K# Changing The (ay !.cenario" ue to his spouse0s accepting a promotion, Colin had recently left his pri$ate sector 6o% in Gansas and accepted a ne& position in pu%lic ser$ice &ith the state of Ohio The change had %een uite a shoc+ at first The organizational organizational cultures &ere uite different and each en$ironment offered a different set of challenges One ne& challenge Colin accepted &as implementing changes into a state go$ernment system 9istorically, this en$ironment had not seen a lot of changes, and no&, &ith the changes in (ashington and the mo$e to&ard pri$atization, change &as necessary necessary ;lus, his agency director &as also ne& and had announced that the agency &ould %e de$eloping a ne& strategic plan Together, Colin had %een through many changes recently, and &ould %e in$ol$ed in more in the near future 1@? The changes changes the state state go$ernment go$ernment &as facing facing due to pressures pressures put on %y (ashi (ashington ngton could could %e referred referred to as a!n" -------------- force of change a dri$ing % e3ternal !moderate" c techn echnol oloogic gical d internal e mar+etplace 1@ The changes changes Colin0s agency agency &as facing due to the ne& ne& strategic plan anticipated anticipated from from the ne& ne& director could %e referred to as a!n" -------------- force of change a dri$ing % e3ternal c techn echnol oloogic gical d inte intern rnal al !mod !moder erat ate" e" e mar+etplace 1@N If Colin accepts the the responsi%ility responsi%ility and acts as a catalyst for change, he could could %e referred referred to as a!n" a change ange maste ster % director of change change c chan change ge agen agent t !each !each"" d chan change ge mana manage gerr e enfo enforc rcer er of chan change ge T(O I#(. OF T9# C9)2K# ;JOC#.. 1@> 1@> The past en$iron en$ironme ment nt of state go$ernm go$ernmen ent, t, &ith &ith $ery $ery little little change, change, &here &here the the status status uo is consid considere eredd the the euili%rium state, &ould %e consistent &ith all %ut &hich of the follo&ing terms4 a calm &a &aters % unfreezing ??
c refreezing d &hit &hite e&a &ate terr rapi rapids ds !eas !easy" y" e e&in M)2)KI2K C9)2K# Ma+ing Change Change 9appen !.cenario" Colin &as getting accustomed to his surroundings in state go$ernment 9is efforts at getting people to accept change had met &ith a little resistance due to his and his ne& director0s efforts and the hard &or+ of his su%ordinates 7ut no& the hard part really started, actually managing the change (hat techniues could he and his agency0s ne& director employ to most effecti$ely implement changes that &ould result in increased producti$ity in his department4 9e considered changing three aspects of his agencyL the structure, technology, technology, and people 11@ 11@ If the ne& agency agency director director decided decided to remo$e remo$e layers layers in the agency agency and increas increasee the span of manageri managerial al control, control, this &ould %e considered changing the a stru struct ctur ural al desi design gn % selection process process c degr degree ee of of cent centra rali liza zati tion on d struct structura urall compon component ents s !moder !moderate ate"" e tech techno nolo logi gica call desi design gn 111 111 If the agency agency director director decided decided to shift a&ay from from a functional functional to a product design, design, this this &ould %e considere consideredd changing the a struct structura urall design design !chal !challen lengin ging" g" % selection process process c degr degree ee of of cent centra rali liza zati tion on d stru struct ctur ural al comp compon onen ents ts e tech techno nolo logi gica call desi design gn 11B If Colin decided to replace replace some employee &or+ time &ith a telephone menu system, system, this &ould %e considered changing the a orga organi niza zati tion onal al stru struct ctur ure e % technology technology !moderate" c people d organ organiza izati tiona onall de$el de$elopm opmen ent t e attitudes 11 11 Finally Finally,, Colin decided decided his people people could %enefit %enefit from -------------------, --, a method of changing changing %eha$io %eha$iorr through through unstructured group interaction interaction a sur sur$ey $ey fe feed%ac d%ac+ + % sensiti$ity training training !difficult" !difficult" c team %u %uilding d inte interrgrou groupp de$e de$elo lopm pmen entt e proc proces esss consu consult ltat atio ionn CO2T#M;OJ)JH CO2T#M;OJ)JH I..5#. I2 M)2)KI2K C9)2K# Changing Culture !.cenario" Mandy Mandy recently recently returned returned from her t&oday t&oday manageri managerial al seminar seminar,, How to Totally Change Your Management and Leadership Style in Two Two Days #$en though she felt the seminar &as &orthless !as she had predicted", it did gi$e her a chance to thin+ a%out ho& to change the culture of her organization .he had %een %rought in %y the ne& C#O as a change agent, and her position had the authority to ha$e impact .he felt that the recent hostile ta+eo$er %y their parent company had shoc+ed e$eryone, especially gi$en that the entire organization organization consisted of only 18@ people and had %een in %usiness for only fi$e years .he felt this might %e the time to attempt the cultural change &hile e$eryone &as still thin+ing in terms of change )s she tossed her leadership seminar manual into the &aste%as+et, she considered &hat might %e her first step and ho& &ell the cultural change &ould &or+ ?
11A Of the follo&ing, &hich is an ad$antage that Mandy has to implement cultural change4 a her ne& leadership s+ills % the recent purchase of her company !difficult" c pre$ious sta%le leadership d her managerial le$el e her change agent po&er 118 (hich of the follo&ing statements is true concerning the leadership of Mandy0s company and its effect on cultural change4 a 2e& top leadership can %e an ad$antage !moderate" % 2e& top leadership is rarely an ad$antage c It is important for the cultural change to %egin &ith employees first d eadership issues ha$e little impact on cultural change e Jetaining the old leadership &ould ha$e %een prefera%le for cultural change 11? (hich of the follo&ing statements a%out her company is most ad$antageous to Mandy as she attempts to change the cultural leadership4 a Change &ould %e easiest &ith a company that is older and has a small num%er of employees % Change &ould %e easiest in an older company &ith many employees c .mall companies that are ne& are easiest in &hich to implement change !difficult" d .mall companies that are old are easiest in &hich to implement change e In terms of cultural change, company size and age rarely matter 11 Of the follo&ing, &hich statement a%out her company0s pre$ious culture &ould %e most ad$antageous to her accomplishing a change4 a ) pre$iously strong culture is recepti$e to change % ) pre$iously none3istent culture is recepti$e to change c ) moderately strong culture is recepti$e to change d ) &ea+ culture is more recepti$e to change !difficult" e )n organization &ith multiple cultures is recepti$e to change Fred0s .tress !.cenario" Fred &as not handling the change in his department &ell The company had recently changed hands, and e$en though no one had lost his 6o%, people had %een changing 6o%s and &ere %eing as+ed to mo$e to different locations The ne& leadership had a completely different outloo+ than those people he had &or+ed under for the past t&entyone years Fred found that he &as una%le to concentrate at &or+ and generally felt li+e he did not li+e his 6o% anymore )t home, he &as getting headaches and ha$ing trou%le sleeping, &hich only enhanced his feeling that things &ere not going to &or+ out &ell for him (hen he thought a%out it, he had al&ays hated change 9e &or+ed in the 6o% he did partially %ecause it &as considered sta%le !%oring to some" and predicta%le Fred0s ne& %oss +ept trying to con$ince him that he &as a $alua%le employee and that ne& opportunities, along &ith salary increases, &ere in his future 5nfortunately, &hat Fred &anted &as to ha$e things the &ay they used to %e 11N Fred &as o%$iously feeling stress (hich of the follo&ing is not a factor in the definition of stress4 a It is a static condition !moderate" % It may in$ol$e opportunity or threats c It is related to &hat a person desires d It is related to a desire that is uncertain e It is related to a desire that is important 11> (hich of the follo&ing statements is not true concerning the stress Fred may %e feeling a .tress may come from any change in Fred0s life % .tress may come from personal factors c .tress is not related to personality differences !easy" d
% a rise in Fred0s %lood pressure c his 6o% dissatisfaction d his lac+ of concentration at &or+ e pro%lems sleeping !moderate" #ssay Questions FOJC#. FOJ C9)2K# 1B1 In a short essay, descri%e four e3ternal and four internal forces of change and pro$ide e3amples of ho& each force impacts the manager*s 6o% )ns&er a The e3ternal forces that create the need for change come from $arious sources In recent years, the maretplace has affected firms such as ell Computer as competition from Kate&ay, )pple, and Toshi%a intensified in the %attle for consumers* computer purchases These companies constantly adapt to changing consumer desires as they de$elop ne& ;Cs and impro$e mar+eting strategies !o"ernmental laws and regulations are a freuent impetus for change For e3ample, the passage of the )mericans (ith isa%ilities )ct reuired thousands of organizations to reconfigure restrooms, add ramps, &iden door&ays, and ta+e other actions to impro$e accommodations for persons &ith disa%ilities Technology also create the need for change For e3ample, technological impro$ements in e3pensi$e diagnostic euipment ha$e created significant economies of scale for hospitals and medical centers The fluctuation in la#or marets also forces managers to change For instance, the demand for (e% page designers and (e% site managers has made it necessary for organizations that need those +inds of employees to change their human resource management acti$ities to attract and retain s+illed employees in the areas of greatest need $conomic changes affect almost all organizations For instance, glo%al recessionary pressures force organizations to %ecome more cost efficient 7ut e$en in a strong economy, uncertainties a%out interest rates, federal %udget deficits, and currency e3change rates create conditions that may force organizations to change % In addition to the e3ternal forces, internal forces also can stimulate the need for change These internal forces tend to originate primarily from the internal operations of the organization or from the impact of e3ternal changes ) redefinition or modification of an organization*s strategy often introduces a host of changes For instance, &hen Kordon 7ethune too+ o$er as C#O of %an+rupt Continental )irlines, he turned it into a &ellrun and profita%le company &ith e3tremely committed employees %y orchestrating a series of &ellplanned and dramatic strategic changes In addition, an organization*s worforce is rarely static Its composition changes in terms of age, education, ethnic %ac+ground, and se3 The introduction of ne& e%uipment represents another internal force for change #mployees may ha$e their 6o%s redesigned, need to undergo training on ho& to operate the ne& euipment, or %e reuire to esta%lish ne& interaction patterns &ithin their &or+ group $mployee attitudes such as increased 6o% dissatisfaction may lead to increased a%senteeism, more $oluntary resignations, and e$en la%or stri+es .uch e$ents &ill, in turn, of ten lead to changes in management policies and practices !difficult"
?>
T(O I#(. OF T9# C9)2K# ;JOC#.. 1BB In a short essay, descri%e, compare and contrast the Dcalm &atersE and D&hite&ater rapidsE $ie&s of organizational change )ns&er a 5p until the late 1>N@*s, the calm &aters metaphor &as fairly description of the situation that managers faced It*s %est illustrated %y Gurt e&in*s threestep description of the change process )ccording to e&in, successful change can %e planned and reuires unfreezing the status uo, changing to a ne& state, and refreezing to ma+e the change permanent The status uo can %e considered an euili%rium state To mo$e from this euili%rium, unfreezing is necessary 5nfreezing can %e thought of as preparing for the needed change It can %e achie$ed %y increasing the dri$ing forces, &hich are forces that dri$e change and direct %eha$ior a&ay from the status uo, decreasing the restraining forces, &hich are forces that resist change and push %eha$ior to&ards the status uo, or com%ining the t&o approaches % The &hite&ater rapids metaphor is consistent &ith the discussion of uncertain and dynamic en$ironments It*s also consistent &ith the dynamics of a &orld that*s increasingly dominated %y information, ideas, and +no&ledge The sta%ility and predicta%ility of the calm &aters metaphor do not e3ist isruptions in the status uo are not occasional and temporary, and they are not follo&ed %y a return to calm &aters Managers ne$er get out of the rapids They face constant change, %ordering on chaos These managers must play a game that they*$e ne$er played %efore, and the game is go$erned %y rules that are created as the game progresses !easy" M)2)KI2K C9)2K# 1B In a short essay, list and discuss the three categories in &hich the options for management to implement change fall )ns&er The manager*s options for change essentially fall into three categoriesL structure, technology, and people Changing structure includes any alteration in authority relations, coordination mechanisms, degree of centralization, 6o% redesign, or similar structural $aria%les Changing technology encompasses modification in the &ay &or+ is performed or the methods and euipment that are used Changing people refers to changes in employee attitudes, e3pectations, perceptions, and %eha$ior !easy" 1BA In a short essay, list and discuss the three reasons that descri%e &hy people resist change Include an e3ample of each reason to support your ans&er )ns&er )n indi$idual is li+ely to resist change for three reasonsL uncertainty, concern o$er personal loss, and the %elief that the change is not in the organization*s %est interest Change replaces the +no&n &ith am%iguity and uncertainty For e3ample, &hen uality control methods %ased on sophisticated statistical models are introduced into manufacturing plants, many uality control inspectors ha$e to learn the ne& methods .ome inspectors may feat that they &ill una%le to do so and may, therefore, de$elop a negati$e attitude to&ard the change or %eha$e poorly if reuired to use them The second cause of resistance is the fear of losing something already possessed The people that people ha$e in$ested in the current system, the more they resist change This helps e3plain &hy older &or+ers tend to resist change more than younger &or+ers Older employees ha$e generally in$ested more in the current system and thus ha$e more to lose %y changing ) final cause of resistance is a person*s %elief that the change is incompati%le &ith the goals and interests of the organization )n employee &ho %elie$es that a ne& 6o% procedure proposed %y a change agent &ill reduce product uality or producti$ity can %e e3pected to resist the change If the employee e3presses his or her resistance positi$ely, this type of resistance can %e %eneficial to the organization !moderate" 1B8 In a short essay, list and descri%e fi$e actions that managers can ta+e to reduce resistance to change )ns&er @
a #ducation and communication – communicate &ith employees to help them see the logic of change: educate employees through oneonone discussions, memos, groups meetings, or reports: &or+s if source of resistance is either poor communication or misinformation: must %e mutual trust and credi%ility %et&een managers and employees % ;articipation – allo&s those &ho oppose a change to participate in the decision: assumes that they ha$e e3pertise to ma+e meaningful contri%utions: in$ol$ement can reduce resistance, o%tain commitment to seeing change succeed, and increase uality of change decision c Facilitation and support – pro$ide supporti$e efforts such as employee counseling or therapy, ne& s+ills training, or short paid lea$e of a%sence: can %e time consuming and e3pensi$e d 2egotiation – e3change something of $alue to reduce resistance: potentially high costs and li+elihood of ha$ing to negotiate &ith other resisters e Manipulation and cooptation – manipulation is co$ert attempts to influence such as t&isting or distorting facts, &ithholding damaging information, or creating false rumors: cooptation is a form of manipulation and participation: ine3pensi$e and easy &ays to gain support of resisters: can fail misera%ly if targets feel they*$e %een tric+ed f Coercion – using direct threats or force: ine3pensi$e and easy &ays to get support: may %e illegal e$en legal coercion can %e percei$ed as %ullying !difficult" CO2T#M;OJ)JH I..5#. I2 M)2)KI2K C9)2K# 1B? In a short essay, list and discuss the four conditions that are most li+ely to facilitate cultural change Include an e3ample of each condition to support your ans&er )ns&er a ) dramatic crisis occurs – this can %e the shoc+ that &ea+ens the status uo and ma+es people start thin+ing a%out the rele$ance of the current culture #3amples are a surprising financial set%ac+, the loss of a ma6or customer, or a dramatic technological inno$ation %y a competitor % eadership changes hands – ne& top leadership, &ho can pro$ide an alternati$e set of +ey $alues, may %e percei$ed as more capa%le of responding to the crisis than the old leaders &ere Top leadership includes the organization*s chief e3ecuti$e %ut might include all senior managers c The organization is young and small – the younger the organization, the less entrenched its culture .imilarly, it is easier for managers to communicate ne& $alues in a small organization than in a large one d The culture is &ea+ – the more &idely held the $alues and the higher the agreement among mem%ers on those $alues, the more difficult it &ill %e to change Con$ersely, &ea+ cultures are more recepti$e to change than are strong ones !moderate" 1B In a short essay, discuss the concept of process reengineering Include an e3amples of this concept to support your ans&er )ns&er ;rocess reengineering is a%out dramatic and radical shifts in the &ay an organization performs its &or+that is, its &or+ processes It*s focused on uantum changes %y thro&ing out the old &ays of doing things and starting o$er in redesigning the &ay &or+ is done It in$ol$es defining customer needs and then designing &or+ processes to %est meet those needs For instance, #aton Corporation reengineered its ne&productde$elopment process to help the company reach aggressi$e gro&th goals The managers* and &or+ers* redesign of the product inno$ation process led to a dou%ling of re$enues and profits during a fi$eyear period 7ecause of the e3tensi$e nature of process reengineering, it is initiated %y top management 9o&e$er, %ecause the process itself reuires significant handson input from managers and &or+ers, participati$e decision ma+ing is an important element !easy" 1BN In a short essay, define stress 2e3t ,discuss the $arious causes of stress and e3plain ho& managers can recognize stress in their employees )ns&er .tress is a dynamic condition a person faces &hen confronted &ith an opportunity, constraint, or demand related to &hat he or she desires and for &hich the outcome is percei$ed to %e %oth uncertain and important .tress is 1
highest for indi$iduals &ho are uncertain &hether they &ill &in or lose and lo&est for indi$iduals &ho thin+ that &inning or losing is a certainty The importance of the outcome is also a critical factor If &inning or losing is unimportant, there is no stress The causes of stress can %e found in issues related to the organization or in personal factors that e$ol$e out of the employee*s pri$ate life Clearly, change of any +ind has the potential to cause stress .tress symptoms can %e grouped under three general categoriesL physiological, psychological, and %eha$ioral Of these, the physiological symptoms are least rele$ant to managers Of greater importance are the psychological and %eha$ioral symptoms since these directly affect an employee*s &or+ !moderate" .TIM5)TI2K I22O)TIO2 1B> In a short essay, define creati$ity and inno$ation 2e3t, discuss the three sets of $aria%les that ha$e %een found to stimulate inno$ation )ns&er a Creati$ity refers to the a%ility to com%ine ideas in a uniue &ay or to ma+e unusual associations %et&een ideas )n organization that stimulates creati$ity de$elops uniue &ays to &or+ or no$el solutions to pro%lems Inno$ation is the process of ta+ing a creati$e idea and turning it into a useful product, ser$ice, or method of operation Thus, the inno$ati$e organization is characterized %y its a%ility to channel creati$ity into useful outcomes (hen managers tal+ a%out changing an organization to ma+e it more creati$e, they usually mean they &ant to stimulate and nurture inno$ation % The three sets of $aria%les that ha$e %een found to stimulate inno$ation are the organization*s structure, culture, and human resource practices Jesearch into the effect of structural $aria%les on inno$ation sho&s three things First, organic structures positi$ely influence inno$ation .econd, the easy a$aila%ility of plentiful resources pro$ides a +ey %uilding %loc+ for inno$ation Finally, freuent interunit communication helps %rea+ do&n %arriers to inno$ation Inno$ati$e organizations tend to ha$e similar cultures They encourage e3perimentation: re&ard %oth successes and failures: and cele%rate mista+es (ithin the human resource category, inno$ati$e organizations acti$ely promote the training and de$elopment of their mem%ers so that their +no&ledge remains current: offer their employees high 6o% security to reduce the fear of getting fired for ma+ing mista+es: and encourage indi$iduals to %ecome DchampionsE of change !difficult" 1@ In a short essay, list and discuss si3 characteristics of an inno$ati$e culture )ns&er a )cceptance of am%iguity – too much emphasis on o%6ecti$ity and specificity constrains creati$ity % Tolerance of the impractical – indi$iduals &ho offer impractical, e$en foolish, ans&ers to &hatif uestions are not stifled (hat at first seems impractical might lead to inno$ati$e solutions c o& e3ternal controls – rules, regulations, policies, and similar organizational controls are +ept to a minimum d Tolerance of ris+ – employees are encouraged to e3periment &ithout fear of conseuences should they fail Mista+es are treated as learning opportunities e Tolerance of conflict – di$ersity of opinions is encouraged 9armony and agreement %et&een indi$iduals or units are not assumed to %e e$idence of high performance f Focus on ends rather than means – goals are made clear, and indi$iduals are encouraged to consider alternati$e routes to&ard meeting the goals Focusing on ends suggests that there might %e se$eral right ans&ers to any gi$en pro%lem g Opensystem focus – managers closely monitor the en$ironment and respond to changes as they occur !moderate" Chapter 1A – Foundations of 7eha$ior True/False Questions )TTTIT5#.
)ttitudes are e$aluati$e statement concerning o%6ects, people, or e$ents True !moderate" B
A
(hen an employee says, 'I ma+e less money at this company than I could earn at another company,' he/she is reflecting the cogniti$e component of an attitude True !difficult"
8
The %eha$ioral component of an attitude is made up of the %eliefs, opinions, +no&ledge, or information held %y a person False !moderate"
?
The term 'attitude' usually refers to the affecti$e component True !moderate"
N
N>
Cogniti$e dissonance theory see+s to e3plain the correlated relationship %et&een the affecti$e, cogniti$e, and %eha$ioral components of attitudes False !moderate"
>
The satisfactionperformance correlations are strongest for higherle$el employees True !moderate"
1@
7eing happy at &or+ results in employees %eing producti$e &or+ers False !moderate"
;#J.O2)ITH 11
)ccording to the Myers7riggs Type Indicator, a person &ho rates strongly as a 'percepti$e' &ould li+ely %e spontaneous True !moderate"
1B
The Myers7riggs Type Indicator lac+s e$idence to support its $alidity True !moderate"
1
In the 7ig Fi$e Model, emotional security &as positi$ely related to 6o% performance False !difficult"
1A
The 7ig Fi$e Model found that calm and secure &or+ers performed %etter than ner$ous ones False !difficult"
18
#mployees &ith high selfesteem tend to %e more satisfied &ith their 6o%s than lo& .#s True !moderate"
1?
) person &ho %elie$es that if he &or+s hard, he &ill %e successful, &ould %e descri%ed as ha$ing an internal locus of control True !easy"
1
) person &ho rates as %eing high in Machia$ellianism &ould accomplish her tas+ regardless of &hat it ta+es True !moderate"
1N
) lo& selfmonitoring employee &ould not ad6ust &ell to selfsent signals, %ut responds &ell to signals in his/her e3ternal en$ironment False !difficult"
1>
)ccording to 9olland0s Typology, enterprising types tend to %e selfconfident, am%itious, energetic and domineering True !moderate"
B@
)ccording to 9olland0s Typology, a realistic personality type might %e &ell suited to %e an economist False !moderate"
B1
;eople from Middle #astern countries %elie$e they can dominate their en$ironment False !difficult"
BB
5. &or+ers, more than Iranian &or+ers, &ould li+ely ha$e an e3ternal locus of control False !moderate"
B
)ccording to 9olland0s ocational ;reference In$entory, farming is considered a con$entional 6o% type False !moderate"
;#JC#;TIO2 BA
;erception is a process %y &hich indi$iduals gi$e meaning to their en$ironment %y organizing and interpreting their sensory impressions True !moderate"
B8
)ttri%ution is a process %y &hich indi$iduals organize and interpret their sensory impressions in order to gi$e meaning to their en$ironment False !easy"
B?
istincti$eness refers to &hether an indi$idual displays a %eha$ior in many situations or &hether it0s particular to one situation True !moderate"
B
In stereotyping, the o%ser$er*s perception of others is influenced %y the o%ser$er*s o&n characteristics than %y those of the person o%ser$ed False !moderate"
BN
Hour human resource director %elie$es that married employees are more sta%le than single persons are This is an e3ample of the halo assumed similarity False !moderate" B> If a manager thin+s that all attracti$e employees are also producti$e employees, the manager is committing an error %ased on a halo effect True !moderate" @
Operant conditioning argues that %eha$ior is a function of its conseuences True !easy"
Multiple Choice ) M)2)K#J*. I#MM) 1
)ccording to the %o3ed feature, D) Manager*s ilemma,E &hat is the dilemma facing Gelman at ;lumtree4 a determining ho& to e3pand the %usiness % determining ho& to properly implement the strategic plan c determining ho& to %alance personal and %usiness issues &ith his roommates !moderate" d determining ho& to source additional capital
(9H OOG )T I2II5) 7#9)IOJ4 B
(hich of the follo&ing are the t&o ma6or areas on &hich organizational %eha$ior focuses4 a indi$idual %eha$ior, group %eha$ior !moderate" % managerial %eha$ior, employee %eha$ior c traits, en$ironments d macro personality traits, micro personality traits A
e cogniti$e, %eha$ioral outcomes
(hich of the follo&ing is not associated &ith the study of indi$iduals4 a attitudes % moti$ation c roles !difficult" d perception e learning
A
(hich of the follo&ing is associated &ith the study of indi$iduals4 a norms % roles c team %uilding d perception !moderate" e conflict
8
The goals of organizational %eha$ior are to -------------- and -------------- %eha$ior a understand: control % impact: change c e3plain: predict !moderate" d categorize: simplify e understand: counsel
?
The four common %eha$iors typically studied in organizational %eha$ior are employee producti$ity, a%senteeism, turno$er, and the attitude of -------------- a 6o% satisfaction !moderate" % pay satisfaction c indi$idualism d ris+ ta+ing e creati$ity
)TTIT5#
(hich of the follo&ing reflects an attitude4 a The %uilding is tall % The mo$ie &as fun !difficult" c I get paid more than my spouse d Ice cream is cold e I &or+ from N to 8
N
The three components that ma+e up an attitude are -------------- a cogniti$e, affecti$e, %eha$ioral !easy" % traits, %eha$ioral, emotional c +no&ledge, opinion, indi$idual history d intention, opinion, en$ironment e preopinion, e3perience, e$aluation
>
In the statement, 'The high&ay is $ery %usy at 8 pm and is scary to dri$e on, so I0ll &ait until pm to go home,' the phrase, 'The high&ay is $ery %usy,' represents &hich component of an attitude4 a cogniti$e !difficult" % %eha$ioral c emoti$e d affecti$e e 6udgmental
A@
In the statement, 'The high&ay is $ery %usy at 8 pm and is scary to dri$e on, so I0ll &ait until pm to go home,' the &ord 'scary' represents &hich component of an attitude4 a cogniti$e 8
% c d e
%eha$ioral emoti$e affecti$e !difficult" 6udgmental
A1
In the statement, 'The high&ay is $ery %usy at 8 pm and is scary to dri$e, so I0ll &ait until pm to go home,' the phrase, 'so I0ll &ait until pm to go home,' represents &hich component of an attitude4 a cogniti$e % %eha$ioral !difficult" c emoti$e d affecti$e e 6udgmental
AB
5sually, the term attitude refers only to the -------------- component a cogniti$e % emoti$e c 6udgmental d %eha$ioral e affecti$e !easy"
A
) management trainee &or+ing for a %an+ &ho says, '(or+ing in this industry is 6ust not &ho I am as a person,' pro%a%ly lac+s -------------- a 6o% satisfaction % self perceptions c organizational commitment d 6o% in$ol$ement !difficult" e pay satisfaction
AA
(hich of the follo&ing terms is defined as 'an employee0s orientation to&ard the organization in terms of his/her loyalty, identification, and in$ol$ement'4 a 6o% satisfaction % self perception c organizational commitment !easy" d 6o% in$ol$ement e pay satisfaction
A8
-------------- refers to any inconsistency that an indi$idual might percei$e %et&een t&o or more of his/her attitudes or %et&een his/her %eha$ior and attitudes a 7eha$ioral inconsistency % )ffecti$e dissonance c Cogniti$e dissonance !moderate" d )ttitude ad6ustment e #moti$e disfunctioning
A?
The cogniti$e dissonance theory proposed that the desire to reduce dissonance is determined %y -------------- a importance, influence, and re&ards !difficult" % economics, politics, and organizational structure c sta%ility, position, and po&er d a&areness, status, and punishments e authority, responsi%ility, and rele$ance
A
(hich of the follo&ing cases contains an element that may lead a politician to correct cogniti$e dissonance4 a ) politician does not really care if the spotted o&l li$es or %ecomes e3tinct % The politician has the po&er to pass legislation to +eep the spotted o&l from e3tinction !difficult" c The politician &ill get reelected for ignoring the needs of the spotted o&l d The politician gre& up in the city e The politician is a male ?
AN
(hat does the research e$idence suggest a%out the statement, '9appy &or+ers are producti$e &or+ers'4 a It0s false: instead, producti$e &or+ers are least happy % There is strong supporti$e e$idence since the 9aþe studies c There is a small positi$e relationship %et&een the t&o $aria%les !moderate" d )ctually, there is no relationship %et&een the t&o $aria%les e It is true for the manufacturing sector %ut not the ser$ice sector
A>
(here does the 'happy &or+er/producti$e &or+er' relationship seem to %e most strong4 a higherle$el employees !moderate" % lo&erle$el employees c ser$ice industry employees d manufacturing sector employees e entryle$el employees
8@
(hich of the follo&ing is true a%out organizationally committed and satisfied employees4 a lo&er rates of turno$er and a%senteeism !easy" % higher rates of $oluntary turno$er c higher rates of cogniti$e dissonance d much higher pay le$els e less ris+ ta+ing ;#J.@2)ITH 81
(hen &e descri%e someone as 'shy,' 'aggressi$e,' 'e3tro$erted,' or 'loyal,' &e are tal+ing a%out his or her -------------- a attitude % %eha$ior c personality !easy" d emotion e a%ility
8B
)ccording to the te3t, an indi$idual*s -------------- is the uniue com%ination of the psychological traits used to descri%e that person a moral % attitude c %eha$ior d personality !moderate" e perception
8
(hich of the follo&ing is not one of the four dimensions of the Myers7riggs Type Indicator4 a e3tro$ert or intro$ert % sensing or intuiti$e c agreea%leness or disagreea%leness !moderate" d feeling or thin+ing e percepti$e or 6udgmental
8A
The first dimension of the Myers7riggs Type Indicator concerns your le$el of -------------- a preference for gathering data % preference for decision ma+ing c social interaction !difficult" d style of decision ma+ing e internal or e3ternal orientation
88
The Myers7riggs Type Indicator categorizes preference for gathering data as -------------- a e3tro$ert or intro$ert % sensing or intuiti$e !moderate" c feeling or thin+ing d agreea%le or disagreea%le
e percepti$e or 6udgmental 8?
If you are a person &ho disli+es ta+ing time for precision &or+, such as completing ta3 returns, you &ould pro%a%ly score high on &hat aspect of the Myers7riggs Type Indicator4 a e3tro$ert % feeling c intuiti$e !difficult" d 6udgmental e sensing
8
The Myers7riggs Type Indicator assesses preferences for decision ma+ing as -------------- a e3tro$ert or intro$ert % sensing or intuiti$e c feeling or thin+ing !moderate" d agreea%le or disagreea%le e percepti$e or 6udgmental
8N
)s a manager, if you prefer to ha$e a harmonious &or+ en$ironment, and disli+e reprimanding your su%ordinates, you &ould pro%a%ly score high on &hich of Myers7riggs indicators4 a intro$ert % sensing c intuiti$e d feeling !moderate" e percepti$e
8>
The M7TI assesses style of ma+ing decisions as -------------- a e3tro$ert or intro$ert % sensing or intuiti$e c feeling or thin+ing d agreea%le or disagreea%le e percepti$e or 6udgmental !moderate"
?@
If your %oss could %e descri%ed as fle3i%le, adapta%le, and tolerant, he/she &ould pro%a%ly score high on &hich Myers7riggs indicator4 a e3tro$ert % sensing c feeling d percepti$e !moderate" e intuiti$e
?1
In the Myers7riggs assessment, if you are a good planner, you &ould pro%a%ly score high on &hich scale4 a e3tro$ert % intuiti$e c thin+ing d percepti$e e 6udgmental !difficult"
?B
The 7igFi$e Model of personality includes all of the follo&ing #C#;T a e3tro$ersion % agreea%leness c conscientiousness d emotional sta%ility e social interaction !difficult"
?
The degree to &hich someone is responsi%le, dependa%le, persistent, and achie$ement oriented is descri%ed as &hich of the follo&ing %ig fi$e personality traits4 a e3tra$ersion % agreea%leness N
c consci conscient entio iousn usness ess !mode !moderat rate" e" d emot emotio iona nall sta%i sta%ili lity ty e open openne ness ss to to e3pe e3peri rien ence ce ?A
Jesults Jesults of a study study of the the 7igFi 7igFi$e $e Model Model include include ----------------------- ---- a emotiona emotionall security security &as positi$ positi$ely ely relat related ed to 6o% 6o% performa performance nce % calm &or+ers perform perform %etter than ner$ous ner$ous ones c conscienti conscientiousne ousness ss predict predicted ed 6o% 6o% perform performance ance !diffic !difficult" ult" d intro$ersi intro$ersion on predicte predictedd performa performance nce in mana manageria geriall position positions s e openness openness to e3perien e3perience ce &as unimport unimportant ant in predicti predicting ng training training compete competency ncy ?8 -------------------------- is the degree degree to to &hich peopl peoplee %elie$e %elie$e they they are maste masters rs of their their o&n fate fate a Mach Machia ia$e $ell llia iani nism sm % .elfesteem c .el .elfm fmonit nitori oring d ocu ocuss of cont contro roll !eas !easy" y" e Jis+ ta ta+ing ??
)ccord )ccording ing to the te3t, te3t, an ------------------------- locus locus of control control is one in &hich &hich people people %elie$ %elie$ee that that they contro controll their o&n destiny a e3ternal % internal !moderate" c supe superf rfiicial d imaginary e diagonal
?
#mployee #mployeess &ho ha$e ha$e a high high internal internal locus locus of contro controll e3hi%it e3hi%it all all %ut &hich &hich of the the follo&i follo&ing4 ng4 a more satisfac satisfaction tion &ith their their 6o%s !moderat !moderate" e" % more alienated alienated from their &or+ setting setting c less less in$ in$ol ol$e $edd in in thei theirr 6o% 6o%ss d %lame %lame thei theirr %osses %osses for for poor poor perfo performa rmance nce e %lame %lame co&o co&or+e r+ers rs for for their their poor poor perfo performa rmance nce
?N
-------------------------- is a measure measure of the degre degreee to &hich &hich people people are pragmati pragmatic, c, maintai maintainn emotional emotional distan distance, ce, and %elie$e that ends can 6ustify means means a Mach Machia ia$e $ell llia iani nism sm !eas !easy" y" % .elfesteem c .el .elfm fmonit nitori oring d oc ocus of cont ontrol e Jis+ ta ta+ing
?>
) person person &ho &ho %elie$es %elie$es that that 'the 'the ends 6ustif 6ustifyy the means' means' &ould &ould descri% descri%ee a person person &ho has has a high le$el le$el of &hat &hat personality trait4 trait4 a .el .elfc fconfid nfideence nce % Machia$ellianism Machia$ellianism !moderate" c oc ocus of cont ontrol d .elf .elfm mon onit itor orin ingg e .el .elfpe fperrcept ceptiion
@
(hich (hich of the follo&in follo&ingg is true a%out a%out people people &ith high self esteem4 esteem4 a They ha$e ha$e lo& e3pec e3pectati tations ons for succe success ss %ut are are happy happy &ith thems themsel$e el$es s % They ta+e fe&er ris+s ris+s than others c They choose choose more more uncon$en uncon$ention tional al 6o%s 6o%s !moderat !moderate" e" d They are suscepti suscepti%le %le to e3ternal e3ternal influenc influence e e They They cha chang ngee 6o%s 6o%s mor moree ofte often n
1
------------------------ is a personal personality ity trait trait that measur measures es an indi$i indi$idua dual0s l0s a%ili a%ility ty to ad6ust ad6ust his or her %eha$i %eha$ior or to e3ternal situational factors a Mach Machia ia$e $ell llia iani nism sm >
% .elfesteem c .el .elfm fmonit nitori oring d ocu ocuss of cont contro roll !eas !easy" y" e Jis+ ta ta+ing B ) person person &ho can adapt adapt and ad6ust ad6ust her %eha$io %eha$iorr to e3tern e3ternal al factors factors &ould &ould descri%e descri%e &hich &hich of the follo& follo&ing ing personality traits4 traits4 a lo& lo& sel self feeste steem % internal locus of control control c high high selfm selfmoni onito torin ringg !moderat !moderate" e" d high high ris+ ris+t ta+ a+in ingg e lo& lo& autho authori rita tari riaanism nism
) manage managerr &ho ta+es ta+es $ery little little time time to ma+e ma+e a decision decision pro%a%l pro%a%lyy could %e descri descri%ed %ed %y &hat &hat personali personality ty trait4 trait4 a high high sel self feestee steem m % e3ternal locus of control control c lo& lo& self selfm mon onit itor orin ingg d high high ris+ ris+ ta+i ta+ing ng !mod !moder erat ate" e" e high high auth author orit itar aria iani nism sm
A
(hich (hich of of the the follo follo&i &ing ng is true true a%out a%out high high ris+ ris+ ta+er ta+ers4 s4 a They ma+e ma+e slo&er slo&er decision decisionss than lo& ris+ ris+ ta+ers ta+ers and ha$e ha$e a higher higher le$el of accura accuracy cy % They ma+e uic+er uic+er decisions than lo& lo& ris+ ta+ers %ut ha$e a%out a%out the same le$el le$el of accuracy accuracy !difficult" !difficult" c They ma+e ma+e slo&er slo&er decision decisionss than lo& ris+ ris+ ta+ers ta+ers %ut ha$e ha$e a lo&er le$el le$el of accurac accuracyy d They ma+e ma+e uic+er uic+er decision decisionss than lo& ris+ ta+ers ta+ers %ut ha$e ha$e a lo&er le$el le$el of accuracy accuracy e There There is a different different relati relationshi onshipp %et&een %et&een ris+ ta+ing ta+ing and accur accuracy acy for men men and &omen &omen
8
(hich (hich of the the follo&in follo&ingg is true true concerni concerning ng persona personality lity types and nation national al culture cultures4 s4 a There There is no relat relations ionship hip %et&ee %et&eenn nationa nationality lity type type and and culture cultures s % Middle #astern countries countries %elie$e they can dominate dominate their en$ironment en$ironment c Hou &ould find find many people &ith &ith an internal internal locus locus of control control in the the 5. and Canada !difficult" !difficult" d 2orth )merican )mericanss %elie$e %elie$e life life is essentia essentially lly predet predetermi ermined ned e The 5. 5. rates rates high high in po&er po&er dist distanc ance e
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(hich (hich psycholog psychologist ist is associ associated ated &ith &ith a &elldo &elldocum cumente entedd personali personality6 ty6o% o% fit theor theory4 y4 a 7andura % )dams c 9oll 9ollan andd !mo !mode dera rate te"" d .+inner e ol+er
(hich (hich of the follo&in follo&ingg is not one one of of 9olland 9olland0s 0s persona personality lity types4 types4 a realistic % in$estigati$e c artistic d e3tr e3tro$ o$er erte tedd !mod !moder erat ate" e" e social
N
) %iolo %iologist gist &ould &ould %e %e a good good occupati occupational onal match match for &hat &hat person personalit alityy type4 type4 a realistic % in$estigati$e !moderate" c social d ent enterpri rprisi sing ng e artistic > ) perso personn &ho rates rates high on 9olland 9olland0s 0s social social scal scalee &ould pro%a pro%a%ly %ly find find a good good match match &ith &hich &hich of the follo&ing 6o%s4 a farmer % painter c teac teache herr !dif !diffi ficu cult lt"" N@
d economist e %an+ te teller N@
) person person rating rating high high on the con$en con$ention tional al personal personality ity type type &ould &ould ha$e a good good 6o% match match for for all %ut %ut &hich &hich of the follo&ing 6o%s4 a accountant % corporate manager manager c math mathem emat atic icia iann !dif !diffi ficu cult lt"" d %an+ teller e file cler+
N1 N1
)cco )ccord rdin ingg to 9olla 9olland nd,, %eco %ecomi ming ng a la&y la&yer er &ould &ould %e a good good 6o% match match for someo someone ne &ith &ith &hat &hat type type of personality type4 type4 a realistic % in$estigati$e c con$entional d ente enterp rpri risi sing ng !mo !mode dera rate te"" e social
NB
(riting riting &ould %e a good good 6o% match match for a!n" a!n" -------------------------- personali personality ty type, type, according according to 9olland 9olland a realistic % in$estigati$e c social d ent enterpri rprisi sing ng e arti artist stic ic !mo !mode dera rate te""
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------------------------ is the process process of organ organiz izing ing and interpr interpreti eting ng sensory sensory impress impressio ions ns to gi$e meaning meaning to the en$ironment a )ttri%ution % .election c earning d Cond Condit itiioni oning e ;erc ;ercep epti tion on !eas !easy" y"
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-------------------------- theory theory e3plains e3plains ho& &e 6udge 6udge people people differ differentl entlyy depending depending on &hat &hat meaning meaning &e attri attri%ute %ute to a gi$en %eha$ior a ;erception % 7eha$ior c )ttr )ttri% i%ut utio ionn !mod !moder erat ate" e" d .oci .ocial al con conttrast ast e Intu Intuit iti$ i$ee mean meanin ingg N8 If only ? out of of B@ managers managers complet completed ed their their su%ordinat su%ordinatee performan performance ce appraisal appraisalss on time, time, &e &ould pro%a%l pro%a%lyy attri%ute manager noncompletion noncompletion to &hich of the follo&ing4 a othe otherr manage nagers rs % an e3ternal source source !difficult" !difficult" c one ma manager d an inte intern rnal al sour source ce e a pers person onal alit ityy fla& fla& N?
------------------------ refers refers to &hether &hether an indi$id indi$idual ual displa displays ys a %eha$i %eha$ior or in many many situati situations ons or &hethe &hetherr it0s it0s particular to to one situation a Consistency % istincti$eness !easy" c )ttri%ution d .election e ;erception N1
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If &e are attempting to decide &hether a particular %eha$ior of an indi$idual is unusual or not, &e are ma+ing 6udgment on &hat factor of attri%ution theory4 a consensus % distincti$eness !difficult" c repetiti$eness d consistency e control
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If a person &ho is al&ays late for &or+ is late once again and %lames it on a train, co&or+ers &ould pro%a%ly attri%ute that person0s lateness to -------------- a the train % an e3ternal source c the indi$idual !easy" d the car e %ad luc+
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-------------- refers to &hether a person responds the same &ay o$er time a Consistency !easy" % istincti$eness c )ttri%ution d .election e ;erception
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The fact that indi$iduals, &hen o%ser$ing others, tend to underestimate the influence of e3ternal factors and o$erestimate the influence of internal factors is called -------------- a %lame theory % selfser$ing %ias c e3ternal consistency %ias d internal fa$oritism e fundamental attri%ution error !moderate"
>1
(e tend to attri%ute our o&n successes to --------------, &hile putting the %lame for our failures on -------------- a luc+: the en$ironment % a%ility: luc+ !moderate" c po&er: other people d our parents: oursel$es e our %osses: co&or+ers
>B
'.peed reading' others is related to &hat +ind of perception shortcut4 a assumed similarity % selecti$e perception !moderate" c stereotyping d halo effect e contrast effect
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In --------------, the o%ser$er*s perception of others is influenced more %y the o%ser$er*s o&n characteristics than %y those of the person o%ser$ed a stereotyping % selfser$ing %ias c assumed similarity !moderate" d halo effect e selecti$ity
>A
(hen people 6udge someone on the %asis of the perception of a group they are a part of, they are using the shortcut called --------------- a stereotyping !moderate" NB
% c d e
selfser$ing %ias assumed similarity halo effect selecti$ity
>8
If a manager is hesitant to hire older people %ecause 'they are slo&,' he/she is e3hi%iting &hat +ind of perception shortcut4 a selecti$e perception % assumed similarity c stereotyping !difficult" d horn effect e halo effect
>?
(hen people form a general impression a%out a person on the %asis of a single characteristic, such as intelligence, socia%ility, or appearance, they are %eing influenced %y -------------- a selecti$ity % assumed similarity c the halo effect !moderate" d stereotyping e the contrast effect
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) recruiter &ho assumes that a candidate &ith a high K;) also has other great 6o% match ualities !&ithout chec+ing", has engaged in &hat type of perception shortcut4 a selecti$ity % assumed similarity c halo effect !moderate" d stereotyping e contrast effect
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)ny relati$ely permanent change in %eha$ior that occurs as a result of e3perience is +no&n as -------------- a training % learning !easy" c de$elopment d change e effort
>>
)ccording to .+inner, if a manager &ants employees to sho& up for &or+ on time, &hich of the follo&ing should that manager do4 a Compliment employees &hen they sho& up on time !difficult" % .ay nothing &hen employees sho& up late c ;unish employees &ho arri$e late d o not do anything since %eha$iors are %ased on innate personality e .ometimes compliment employees &hen they arri$e late
1@@ (hich of the follo&ing is true concerning social learning theory4 a It is theoretically in opposition to operant conditioning % It &as de$eloped %y Freud c It suggests &e can learn %y &atching !moderate" d It is a strict %eha$iorist theory e It suggests &e cannot learn %y direct e3perience M)2)KI2K HO5J C)J##J 1@1 )ccording to the %o3ed feature, DManaging Hour Career,E all of the follo&ing are types of difficult people #C#;TL N
a % c d e
the hostile, aggressi$e types the unethical, persuader !moderate" the complainers the silent or nonresponsi$e types the +no&itall e3perts
1@B )ccording to the %o3ed feature, DManaging Hour Career,E &hich of the follo&ing types of difficult people should the facts %e stated &ithout comment or apology and the con$ersation %e s&itched to pro%lem sol$ing4 a the hostile, aggressi$e types % the unethical, persuader c the complainers !moderate" d the silent or nonresponsi$e types e the +no&itall e3perts 1@ )ccording to the %o3ed feature, DManaging Hour Career,E &ith &hich of the follo&ing types of difficult people should openended uestions %e as+ed and a friendly, silent stare %e used4 a the hostile, aggressi$e types % the unethical, persuader c the complainers d the silent or nonresponsi$e types !moderate" e the +no&itall e3perts 1@A (hich of the follo&ing is a managerial tool that can help guide employees in their learning in graduated steps4 a retention %eha$ior % reproduction %eha$ior c reinforcement %eha$ior d shaping %eha$ior !moderate" e moti$ational %eha$ior 1@8 ) %oss &ho promises to remo$e a past &ritten reprimand from an employee0s personal file, if he/she is on time for &or+ during the ne3t t&o months, is using -------------- a positi$e reinforcement % negati$e reinforcement !difficult" c punishment d e3tinction e forcing .cenarios ;#J.O2)ITH
d intuiti$e e 6udgmental 1@N )lan tends tends to disli+e doing doing the same thing o$er o$er and o$er again and 6umps 6umps to conclusions conclusions 9e is impatient impatient &ith &ith routine details )lan0s data gathering preference is -------------- a sensing % feeling c intro$erted d intu intuit iti$ i$e e !mod !moder erat ate" e" e 6udgmental 1@> 1@> oug0s oug0s decision decisionm ma+i a+ing ng style style is sponta spontaneo neous us 9e focuse focusess on starti starting ng a tas+ tas+ and postpone postponess decisi decisions ons 9is decisionma+ing decisionma+ing style is -------------- a sensing % feeling c intro$erted d perc percep epti ti$e $e !mod !moder erat ate" e" e 6udgmental )n Interesting Interesting Kroup Kroup !.cenario" Jo%in had her hands full .he had recently ta+en o$er managing managing the technical support group at her company and immediately immediately noticed that her super$isors represented a collection of personalities li+e she had ne$er seen %efore .he &as ha$ing a pro%lem understanding them and called the human resource department &ho referred her to a local psychologist The The psychologist suggested suggested that there %e some 'lo&+ey' testing testing completed completed Jo%in agreed, as she felt felt she had to ha$e some understanding of her super$isors soon or she &ould go nuts= The testing &as completed and Jo%in re$ie&ed the results of the information 11@ though clearly clearly capa%le, capa%le, Mary did not seem to to li+e herself herself 9er results results indicated indicated an un&illingness un&illingness to ta+e ta+e ris+s in 6o% selection and and seemed $ery suscepti%le suscepti%le to e$aluations e$aluations from other people Together, ogether, these finding indicate indicate that Mary -------------- a &as high high in in cogn cognit iti$e i$e disson dissonanc ance e % &as high in Machia$ellianism Machia$ellianism c &as &as lo& lo& in self selfm mon onit itor orin ing g d &as lo& in selfe selfest steem eem !ea !easy" sy" e &as &as hig highh in in ris ris++ ta+ ta+in ing g 111 111 ;eter, ;eter, her assistant assistant manager manager,, seemed to al&ays maintain maintain an emotional emotional distance distance from others and others from him 9e is selfdescri%ed as 'pragmatic,' and the tests indicate that he %elie$e that the 'ends 6ustify the means,' descriptions &hich are consistent &ith characteristics characteristics of -------------- a high high Machia Machia$el $ellia lianis nism m !easy" !easy" % lo& selfesteem c high high self selfm mon onit itor orin ing g d lo& lo& cogn cognit iti$ i$ee diss disson onan ance ce e high high ris+ ris+ ta ta+in +ing 11B 11B .arah, .arah, the floor floor super$ super$iso isorr, seems seems to %e a differ different ent person person depend dependin ingg on &hom she is &ith &ith and &hat the situation demands The tests &ere consistent &ith this o%ser$ation, indicating her a%ility to ad6ust her %eha$ior %eha$ior This is consistent &ith her %eing descri%ed as ha$ing -------------- a high high self selfe est stee eem m % lo& Machia$ellianism Machia$ellianism c high high ris+ ris+ ta ta+in +ing d lo& lo& cogn cognit iti$ i$ee diss disson onan ance ce e high high self selfm moni onito torin ring g !mo !moder derate ate"" 11 11 Ge$in Ge$in &as a &hirl&ind &hirl&ind as research research and de$elopm de$elopment ent super$isor super$isor 9e made decisions decisions $ery uic+ly uic+ly and al&ays al&ays &ith less information than others This characteristic &as consistent &ith his test, &hich descri%ed him as ha$ing -------------- a high high self selfe est stee eem m N8
% lo& Machia$ellianism Machia$ellianism c high high ris ris++ ta+i ta+ing ng !mod !moder erat ate" e" d lo& lo& cogn cognit iti$ i$ee diss disson onan ance ce e high high self selfm mon onit itor orin ing g Mentoring Careers !.cenario"
due to poor &eather Chris did not +no& &hether he should support inda, his manager, or hold off and not fire Charles 11N (hich factor factor of attri%ution attri%ution theory &as &as Chris concerned concerned a%out &hen &hen he as+ed Charles0s Charles0s co&or+ers co&or+ers a%out inda0s inda0s o%ser$ations a%out his attitude pro%lem4 a consistency % repeatedness c consensus d distin distincti cti$en $eness ess !diff !difficu icult lt"" e seriousness 11> 11> (hat factor factor of attri%ution attri%ution theory theory &as Chris concerned concerned a%out a%out &hen inda0s inda0s peers mentioned mentioned a%out her past past history &ith su%ordinates4 a cons consis iste tenc ncyy !di !diff ffic icul ult" t" % repeatedness c consensus d dist distin inct cti$ i$en enes esss e seriousness 1B@ (hat factor factor of attri%ution attri%ution theory &as Chris concerned concerned a%out &hen he found found out that others %esides %esides Charles had had %een late to &or+ &or+ %ecause of the &eather4 &eather4 a consistency % repeatedness c consensus d distin distincti cti$en $eness ess !diff !difficu icult lt"" e seriousness #ssay Questions )TTIT5#. 1B1 1B1 In a short short essay essay, defin definee attit attitude udes s 2e3t, 2e3t, list and discuss discuss the three three compone components nts that that attitude attitudess are made made of Include an e3ample of a statement that descri%es each component to support your ans&er )ns&er a )ttitu )ttitudes des are e$alua e$aluati ti$e $e state statemen ments tseit either her fa$ora fa$ora%le %le or unfa$o unfa$ora ra%le %lec conc oncern erning ing o%6ect o%6ects, s, people people,, or e$ents They reflect ho& an an indi$idual feels feels a%out something something (hen a person says, DI li+e my my 6o%,E he or she is e3pressing an attitude a%out &or+ % The three components components that ma+e up attitudes are cognition, cognition, affect, and %eha$ior %eha$ior The cogniti$e component component of an attitude is made up of the %eliefs, %eliefs, opinions, +no&ledge, +no&ledge, or information held %y a person The %elief that Ddiscrimi Ddiscriminati nation on is &rongE &rongE illustrates illustrates a cognitio cognition n The affecti$e affecti$e component component of an attitude attitude is the emotional or feeling feeling part of an attitude This component &ould %e reflected reflected %y the statement, DI don*t li+e li+e
factors creating the dissonance are relati$e unimportant, the pressure to correct the inconsistency &ill %e lo& If indi$iduals percei$e the dissonance to %e an uncontrolla%le resultsomething a%out &hich they ha$e no choicethey choicethey are not li+ely to %e recepti$e to attitude attitude change or to feel a need for it Finally, Finally, coupling high dissonance &ith high re&ards re&ards tends to reduce the discomfort discomfort inherent in the dissonance, dissonance, %y moti$ating the indi$idual to %elie$e that there is consistency !difficult" ;#J.O2)ITH 1B 1B In a short short essay essay, discuss discuss the Myers7 Myers7rig riggs gs Type Type Indica Indicator tor 7e sure to include include a discussi discussion on of the four four dimensions of personality to support your ans&er ans&er )ns&er One of the most popular popular personalit personalityy tests is the Myers7rig Myers7riggs gs Type Type Indicator Indicator It consists consists of more than a hundred uestions that as+ people ho& they usually act or feel in different different situations The &ay an indi$idual responds to these uestions puts him or her at one end or another of four dimensions a .ocial .ocial interacti interaction on !e3tro$ert !e3tro$ert or intro$er intro$ert" t" – an e3tro$ert e3tro$ert is someone someone &ho is outgoing, outgoing, dominant, dominant, and often often aggressi$e and &ho &ants &ants to change the &orld #3tro$erts need a &or+ &or+ en$ironment that is $aried and action oriented, that that lets them %e &ith others, and that gi$es them a $ariety $ariety of e3periences )n indi$idual &ho is shy and &ithdra&n and focusing on understanding understanding the &orld is descri%ed as an intro$ert Intro$erts prefer a &or+ en$ironment that is uiet and concentrated, concentrated, that lets them %e alone, and that gi$es them a chance to e3plore in depth a limited set of e3periences % ;reference for gathering data !sensing or intuiti$e" – sensing types disli+e ne& pro%lems unless there are standard &ays to sol$e them: they li+e an esta%lished routine, ha$e a high need for closure, sho& patience &ith routine details, details, and tend to %e good at precise &or+ On the other hand, intuiti$e intuiti$e types are indi$iduals &ho li+e sol$ing ne& pro%lems, disli+e doing the same thing o$er and o$er again, 6ump to conclusions, are impatient &ith routine details, and disli+e ta+ing time for precision c ;referenc ;referencee for decision decision ma+ing ma+ing !feeling !feeling or thin+ing" thin+ing" – indi$idual indi$idualss &ho are feeling feeling types are a&are a&are of other people and their feelings, li+e harmony, harmony, need occasional praise, disli+e telling people unpleasant things, tend to %e sympathetic, and relate &ell &ell to most people Thin+ing types are unemotional unemotional and uninterested uninterested in people*s people*s feelings, li+e analysis and putting things into logical order, are a%le to reprimand people and fire them &hen necessary, may seem hardhearted, and tend to relate &ell only to other thin+ing types d .tyle of ma+ing decisions decisions !percepti$e !percepti$e or 6udgmental" – percepti$e percepti$e types are curious, curious, spontaneous, spontaneous, fle3i%le, adapta%le, and tolerant tolerant They focus on starting a tas+, tas+, postpone decisions, and &ant to find out all a%out the tas+ %efore %efore starting it it
a Jealistic – prefers physical acti$ities that reuire s+ill, strength, and coordination ;ersonality characteristics include %eing shy, genuine, persistent, sta%le, conforming, and practical .ample occupations include mechanic, drill press operator, assem%lyline &or+er, and farmer % In$estigati$e – prefers acti$ities in$ol$ing thin+ing, organizing, and understanding ;ersonality characteristics include %eing analytical, original, curious, and independent .ample occupations include %iologist, economist, mathematician, and ne&s reporter c .ocial – prefers acti$ities that in$ol$e helping and de$eloping others ;ersonality characteristics include %eing socia%le, friendly, cooperati$e, and understanding .ample occupations include social &or+er, teacher, counselor, and clinical psychologist d Con$entional – prefers ruleregulated, orderly, and unam%iguous acti$ities ;ersonality characteristics include %eing conforming, efficient, practical, unimaginati$e, and infle3i%le .ample occupations include accountant, corporate manager, %an+ teller, and file cler+ e #nterprising – prefers $er%al acti$ities in &hich there are opportunities to influence others and attain po&er ;ersonality characteristics include %eing selfconfident, am%itious, energetic, and domineering .ample occupations include la&yer, real estate agent, and small %usiness manager f )rtistic – prefers am%iguous and unsystematic acti$ities that allo& creati$e e3pression ;ersonality characteristics include %eing imaginati$e, disorderly, idealistic, emotional, and impractical .ample occupations include painter, musician, &riter, and interior decorator !moderate" 1B? In a short essay, list and discuss the fi$e personality traits that ha$e pro$ed to %e the most po&erful in e3plaining indi$idual %eha$ior in organizations )ns&er a ocus of control – some people %elie$e that they control their o&n fate Others see themsel$es as pa&ns, %elie$ing that &hat happens to them in their li$es is due to luc+ or chance The locus of control in the first case is internal: these people %elie$e that they control their o&n destiny The locus of control in the second case is e3ternal: these people %elie$e that their li$es are controlled %y outside forces Jesearch e$idence indicates that employees &ho rate high on e3ternality are less satisfied &ith their 6o%s, more alienated from the &or+ setting, and less in$ol$ed in their 6o%s than are those &ho rate high on internality % Machia$ellianism – an indi$idual &ho is high in Machia$ellianism is pragmatic, maintains emotional distance, and %elie$es that ends can 6ustify means In 6o%s that reuire %argaining s+ills or that ha$e su%stantial re&ards for &inning, high Machs are producti$e In 6o%s in &hich ends do not 6ustify the means or that lac+ a%solute measures of performance, it*s difficult to predict the performance of high Machs c .elfesteem – people differ in the degree to &hich they li+e or disli+e themsel$es This trait is called self esteem !.#" The research on selfesteem offers some interesting insight into organizational %eha$ior For e3ample, selfesteem is directly related to e3pectations for success 9igh .#s %elie$e that they possess the a%ility they need in order to succeed at &or+ Indi$iduals &ith high .#s &ill ta+e more ris+s in 6o% selection and are more li+ely to choose uncon$entional 6o%s than are people &ith lo& .# ) num%er of studies confirm that high .#s are more satisfied &ith their 6o%s than are lo& .#s d .elfmonitoring – this refers to an indi$idual*s a%ility to ad6ust his or her %eha$ior to e3ternal, situation factors Indi$iduals high in selfmonitoring sho& considera%le adapta%ility in ad6usting their %eha$ior They*re highly sensiti$e to e3ternal cues and can %eha$e differently in different situations 9igh self monitors are capa%le of presenting stri+ing contradictions %et&een their pu%lic persona and their pri$ate sel$es o& selfmonitors cannot ad6ust their %eha$ior They tend to display their true dispositions and attitudes in e$ery situation, and there*s high %eha$ioral consistency %et&een &ho they are and &hat they do e Jis+ta+ing – people differ in their &illingness to ta+e chances ifferences in the propensity to assume or to a$oid ris+ ha$e %een sho&n to affect ho& long it ta+es managers to ma+e a decision and ho& much information they reuire %efore ma+ing their choice To ma3imize organizational effecti$eness, managers should try to align employee ris+ta+ing propensity &ith specific 6o% demands For instance, high ris+ ta+ing propensity may lead to effecti$e performance for a commodity trader in a %ro+erage firm %ecause this type of 6o% demands rapid decision ma+ing On the other hand, high ris+ta+ing propensity might pro$e a ma6or o%stacle to accountants auditing financial statements !difficult" ;#JC#;TIO2
N>
1B In a short essay, descri%e the attri%ution theory and discuss the three factors that determine e3ternally caused %eha$ior %ased on the attri%ution theory )ns&er a )ttri%ution theory &as de$eloped to e3plain ho& indi$iduals 6udge people differently depending on &hat meaning they attri%ute to a gi$en %eha$ior 7asically, the theory suggests that &hen people o%ser$e an indi$idual*s %eha$ior, &e attempt to determine &hether it &as internally or e3ternally caused Internally caused %eha$iors are those that are %elie$ed to %e under the personal control of the indi$idual #3ternally caused %eha$ior results from outside factors: that is, the person is forced into the %eha$ior %y the situation % That determination, ho&e$er, depends on three factorsL distincti"eness& consensus& and consistency' istincti$eness refers to &hether an indi$idual displays a %eha$ior in many situations or &hether it*s particular to one situation If e$eryone &ho is faced &ith a similar situation responds in the same &ay, the %eha$ior sho&s consensus Finally, an o%ser$er loo+s for consistency in a person*s actions The more consistent the %eha$ior, the more the o%ser$er is inclined to attri%ute it to internal causes !difficult" 1BN In a short essay, define perception 2e3t, list and discuss the factors that shape and sometimes distort perception )ns&er ;erception is a process %y &hich indi$iduals gi$e meaning to their en$ironment %y organizing and interpreting their sensory impressions Jesearch on perception consistently demonstrates that indi$iduals may loo+ at the same thing yet percei$e it differently ) num%er of factors act to shape and sometimes distort perception These factors can reside in the percei$er: in the o%6ect, or target, %eing percei$ed: or in the conte3t of the situation in &hich the perception occurs a The percei$er – &hen an indi$idual loo+s at a target and attempts to interpret &hat he or she sees, the indi$idual*s personal characteristics &ill hea$ily influence the interpretation These personal characteristics include attitudes, personality, moti$es, interests, e3periences, and e3pectations % The target – the characteristics of the target %eing o%ser$ed can also affect &hat*s percei$ed 7ecause targets are not loo+ed at in isolation, the relationship of a target to its %ac+ground also influences perception, as does the tendency to group close things and similar things together c The situation – the conte3t in &hich an indi$idual see o%6ects or e$ents is also important The time at &hich an o%6ect or e$en is seen can influence attention, as can location, light, heat, color, and any num%er of other situational factors !moderate" 1B> In a short essay, list and discuss three shortcuts freuently used in 6udging others iscuss the impact these shortcuts ha$e on the management of employees )ns&er a Indi$iduals cannot assimilate all they o%ser$e, so they engage in selecti$ity They ta+e in %its and pieces of the $ast amounts of stimuli %om%arding their senses These %its and pieces are not chosen randomly: they are selecti$ely chosen depending on the interests, %ac+ground, e3perience, and attitudes of the o%ser$er .electi$e perception allo&s us to Dspeed readE others, %ut not &ithout the ris+ of %eing inaccurate It*s easy to 6udge others if &e assume that they*re similar to us In assumed similarly, the o%ser$er*s perception of others is influenced more %y the o%ser$er*s o&n characteristics than %y those of the person o%ser$ed (hen &e 6udge someone on the %asis of our perception of a group he or she is part of, stereotyping is the shortcut %eing used (hen indi$iduals form a general impression a%out a person on the %asis of a single characteristic, such as intelligence, socia%ility, or appearance, the halo effect is the influencing factor % Managers need to recognize that their employees react to perceptions, not to reality .o &hether a manager*s appraisal of an employee is actually o%6ecti$e and un%iased or &hether the organization*s &age le$els are among the highest in the community is less rele$ant than &hat employees percei$e them to %e If indi$iduals percei$e appraisals to %e %iased or &age le$els as lo&, they &ill %eha$e as if those conditions actually e3ist #mployees organize and interpret &hat they see, so there is al&ays the potential for perceptual distortion !moderate" >@
M)2)KI2K HO5J C)J##J 1@ In a short essay, list the four most common types of difficult people and discuss the strategies for dealing &ith them )ns&er a The hostile, aggressi$e types – &ith this type, you need toL stand up for yourself: gi$e them time to run do&n: don*t &orry a%out %eing polite: 6ust 6ump in if you need to: get their attention carefully: get them to sit do&n: spea+ from your o&n point of $ie&: a$oid a headon fight: and %e ready to %e friendly % The complainers – &ith the complainers you need toL listen attenti$ely: ac+no&ledge their concerns: %e prepared to interrupt their litany of complaints: don*t agree, %ut do ac+no&ledge &hat they are saying: state facts &ithout comment or apology: and s&itch them to pro%lem sol$ing c The silent or nonresponsi$e types – &ith this type, you need toL as+ openended uestions: use the friendly, silent start: don*t fill the silent pauses for them in con$ersations: comment on &hat*s happening: and help %rea+ the tension %y ma+ing them feel more at ease d The +no&itall e3perts – the +eys to dealing &ith this type areL %e on top of things: listen and ac+no&ledge their comments: uestion firmly, %ut don*t confront: a$oid %eing a countere3pert: and &or+ &ith them to channel their energy in positi$e directions !easy" Chapter 18 – 5nderstanding Kroups and Teams True/False Questions ) M)2)K#J*. I#MM) 1
)ccording to the company profile in D) Manager*s ilemma,E .tra&%erryFrog is descri%ed as a D%ig %ureaucratic organizationE False !moderate"
52#J.T)2I2K KJO5; 7#9)IOJ B
Command groups, crossfunctional teams, selfmanaged teams, and tas+ forces are all e3amples of informal groups False !moderate"
To %e considered a group, there must %e at least fi$e people False !moderate"
A
Crossfunctional teams are composed of people from different &or+ areas True !easy"
8
Tas+ forces are permanent teams that ta+e on special pro6ects False !moderate"
?
The first stage of group de$elopment is storming False !moderate"
In the storming stage of group de$elopment, intragroup conflict often occurs True !moderate"
N
(hen the forming stage is complete, there &ill %e a relati$ely clear hierarchy of leadership &ithin the group and agreement on the group*s direction False !difficult"
>
5nder some conditions, high le$els of conflict are conduci$e to high le$els of group performance True !difficult"
>1
1@
) norm is a set of e3pected %eha$ior patterns attri%uted to someone &ho occupies a gi$en position in a social unit False !difficult"
11
Joles are accepta%le standards shared %y a group0s mem%ers False !easy"
1B
The impact that group pressures for conformity can ha$e on an indi$idual mem%er0s 6udgment and attitudes &as demonstrated in research %y .olomon )sch True !moderate"
1
.mall groups tend to complete tas+s faster than larger groups True !easy"
1A
)s group size increases, the contri%ution of indi$idual mem%ers tends to decrease True !moderate"
18
The human relations $ie& of conflict held that conflict must %e a$oided %ecause it indicates a malfunctioning &ithin the group False !moderate"
1?
The interactionist $ie& of conflict holds that some conflict is a%solutely necessary for effecti$e group performance True !moderate"
1
Jesol$ing conflicts %y placing another0s needs and concerns a%o$e one0s o&n is termed forcing False !moderate"
1N
Compromise offers the ultimate &in&in solution to conflict False !moderate"
1>
#3ternal conditions tend to ha$e little influence on group performance False !moderate"
B@
)n ad$antage of group decisions is that they increase acceptance of a solution True !easy"
B1
Kroupthin+ is a form of group conformity in &hich group mem%ers &ithhold de$iant, minority, or unpopular $ie&s in order to gi$e the appearance of agreement True !moderate" T5J2I2K KJO5;. I2TO #FF#CTI# T#)M.
BB
(or+ teams are formal groups made up of interdependent indi$iduals &ho are responsi%le for the attainment of a goal True !moderate"
B
) selfmanaged &or+ team %rings together e3perts in $arious specialties to &or+ together on $arious organizational tas+s False !moderate"
BA
) formal group of employees &ho operate &ithout a manager and are responsi%le for a complete &or+ process or segment is referred to as the selfmanaged team True !moderate"
B8
Functional teams are teams that use computer technology to lin+ physically dispersed mem%ers in order to achie$e a common goal False !moderate" >B
B?
Mo$ing decision ma+ing $ertically do&n to teams allo&s the organization greater fle3i%ility for faster decisions True !difficult" ##O;I2K )2 M)2)KI2K #FF#CTI# T#)M.
B
Mutual trust is important in de$eloping effecti$e teams True !easy"
BN
#ffecti$e team leaders are increasingly ta+ing the role of coach and facilitator True !easy"
B>
Koal setting is important for teams, 6ust as it is for indi$idual employees True !moderate"
@
Kainsharing is one type of re&ard system used &ith &or+ teams True !easy"
Multiple Choice ) M)2)K#J*. I#MM) 1
)ccording to the company profile in D) Manager*s ilemma,E &hich of the follo&ing descri%es the types of teams used to de$elop successful ad campaigns for clients of .tra&%erryFrog4 a functional teams % domestic teams c regional teams d $irtual teams !moderate"
52#J.T)2I2K KJO5; 7#9)IOJ B
(hich of the follo&ing a%out groups is true4 a Hou need fi$e or more people to %e considered a &or+ group % The definition of groups suggests that a group is t&o or more people together for any reason c Kroups can %e either formal or informal !moderate" d Formal groups are aimed at specific social agendas e Informal groups are indirect %enefits of strategic planning
(hich of the follo&ing &ould %e considered a formal group4 a tas+ force for employee %irthday cele%rations % reading group c %o&ling team d %ringing people from $arious functions to sol$e a %usiness dilemma !moderate" e %ro&n %ag lunch group
A
In &hat type of formal group is the traditional &or+ group determined %y formal authority relationships4 a command groups !moderate" % crossfunctional teams c selfmanaged teams d %usiness unit alliances e tas+ forces
8
(hich of the follo&ing is not a formal group4 a command groups % tas+ forces c crossfunctional teams d selfmanaged teams >
e %usiness unit alliances !difficult" ?
(hich of the follo&ing formal groups are essentially independent groups, &hich, in addition to their regular 6o%, ta+e on tas+s such as hiring, performance e$aluations, etc4 a %usiness unit alliances % command groups c selfmanaged teams !moderate" d crossfunctional teams e tas+ forces Temporary groups created to accomplish a specific tas+ are termed ------------- a command groups % crossfunctional teams c selfdirected teams d selfmanaged teams e tas+ forces !easy"
N
(hich of the follo&ing is not a stage of group de$elopment4 a performing % conforming !easy" c ad6ourning d forming e storming
>
In &hich of the follo&ing stages of group de$elopment do people 6oin the group either %ecause of a &or+ assignment, in the case of a formal group, or for some other %enefit desired, in the case of an informal group4 a forming !moderate" % conforming c storming d norming e performing
A@
The stage of group de$elopment in &hich you &ould most li+ely see a %attle o$er group leadership is --------------- a forming % conforming c storming !moderate" d norming e performing
A1
)t the completion of &hich of the follo&ing stages of group de$elopment &ould there %e a relati$ely clear hierarchy of leadership &ithin the group and agreement on the group*s direction4 a forming % conforming c storming !moderate" d norming e performing
AB
(hat stage of group de$elopment is complete &hen the group structure solidifies and the group has assimilated a common set of e3pectations a%out %eha$ior4 a forming % storming c conforming d norming !moderate" e performing
A
(hat stage of group de$elopment follo&s norming4 a forming % performing !easy" >A
c storming d conforming e ad6ourning AA
(hich of the follo&ing is an accurate statement a%out the progression of groups through their de$elopment stages4 a Conflict inhi%its group effecti$eness % Kroups de$elop in a linear manner c .e$eral stages may %e happening simultaneously !difficult" d Kroups &ill al&ays regress to pre$ious stages, if only for a short time e Kroups in the conforming stage are more effecti$e than in the norming stage
A8
) ------------- refers to a set of e3pected %eha$ior patterns attri%uted to someone &ho occupies a gi$en position in a social unit a norm % conformity %eha$ior c role !moderate" d status system e group cohesi$eness
A?
)n indi$idual &ho is confronted %y different role e3pectations e3periences ------------- a role conflict !moderate" % role con$ergence c conformity pressure d group cohesi$eness e tas+ di$ergence
A
) middle manager &ho is e3pected %y his/her %oss to +eep performance e$aluations lo& to sa$e on merit increase costs, %ut feels compelled to re&ard his/her high performing su%ordinates fairly, is e3periencing &hich of the follo&ing4 norm decisi$eness % role conflict !difficult" c status separation d conformity pressure e cohesi$eness conflict
a
AN
The accepta%le standards or e3pectations that are shared %y the group*s mem%ers are referred to as --------------- a roles % norms !moderate" c $alues d morals e policies
A>
) ne& commercial %an+ employee &ho notices stares from other officers %ecause he does not &ear conser$ati$e &or+ attire is e3periencing &hat aspect of groups4 a role conflict % norms !difficult" c status separation d cohesi$eness conflict e performing pressure
8@
The findings of )sch0s e3periment utilizing lines of different lengths &ould relate to &hich of the follo&ing4 a 6o% status % &or+place conformity !moderate" c &or+ group cohesi$eness d role conflict e performance perceptions >8
81
------------- refers to a prestige grading, position, or ran+ &ithin a group a 2orm % Jole c .tatus !easy" d Jole conflict e )ccommodation
8B
(hich of the follo&ing is an accurate statement regarding status systems4 a #ducation is an informal status characteristic !moderate" % .tatus is a &ea+ moti$ator compared to other group issues c ;eople generally ha$e difficulty classifying people into status categories d .tatus is a contemporary research topic e .tatus has cogniti$e %ut no %eha$ioral conseuences
8
#ducation, age, s+ill, or e3perience are e3amples of &hich of the follo&ing4 a formal status categories % informal status categories !moderate" c indi$idual status categories d ingroup status categories e outgroup status categories
8A
------------- occurs &hen a super$isor is earning less than his su%ordinates a Conflict % Jole conflict c Kroup incohesi$eness d .tatus incongruence !moderate" e Kroup di$ergence
88
In comparison to large groups, small groups ------------- a ha$e shorter group tenure % tend to %e more homogenous c are faster at completing tas+s !moderate" d are %etter at o%taining di$erse input e ha$e higher status
8?
The 'free rider tendency' e3plains &hich of the follo&ing4 a &hy the producti$ity of groups is e3ponential % &hy there is al&ays one person &ho does not &or+ as hard as other group mem%ers c &hy, as groups get larger, the indi$idual contri%ution often decreases !difficult" d &hy group producti$ity gro&s in a linear fashion e &hy groups &ill tend to let an unproducti$e outsider in the group
8
(hich of the follo&ing is a potential means of limiting the free rider effect4 a %e a%le to identify indi$idual responsi%ility !moderate" % re&ard groups collecti$ely, not indi$idually c ne$er allo& an outsider into a group once it is formed d pro$ide merit pay that is proportional to group effecti$eness e allo& groups to punish poor team players
8N
The degree to &hich mem%ers are attracted to a group and share the group*s goals is referred to as -------------- a group di$ersity % group cohesi$eness !moderate" c group e3pansion d group norms e group continuity >?
8>
In &hich of the follo&ing situations are groups most effecti$e4 a a cohesi$e group % a cohesi$e group not in alignment &ith organizational goals c a noncohesi$e group in alignment &ith organizational goals d a cohesi$e group in alignment &ith organizational goals !moderate" e a noncohesi$e group
?@
;ercei$ed incompati%le differences resulting in some form of interference or opposition is +no&n as ------------- a conflict !easy" % trou%le shooting c political opposition d pro%lem creation e personality differences
?1
(hich $ie& of conflict argues that conflict must %e a$oided4 a human relations $ie& % interactionist $ie& c conser$ati$e d traditional !moderate" e contemporary
?B
(hat $ie& of conflict sees it as natural, ine$ita%le, and potentially resulting in positi$e results for the organization4 a contemporary $ie& % conser$ati$e $ie& c human relations $ie& !moderate" d traditional $ie& e interactionist $ie&
?
(hich $ie& of conflict sees it as a%solutely necessary for effecti$e organizational performance4 a contemporary $ie& % conser$ati$e $ie& c human relations $ie& d traditional $ie& e interactionist $ie& !moderate"
?A
The type of conflicts that the interactionist says support the goals of the organization are +no&n as ------------- a goaloriented conflicts % strategic conflicts c natural conflicts d functional conflicts !moderate" e realistic conflicts
?8
------------- pre$ent a group from achie$ing its goals a Informal groups % Command groups c Crossfunctional teams d Functional conflicts e ysfunctional conflicts !moderate" ?? )ccording to the te3t, &hich of the follo&ing is not identified as a type of conflict that differentiates functional from dysfunctional conflict4 a tas+ conflict % relationship conflict c ethical conflict !moderate" d process conflict >
?
(hich of the follo&ing is not mentioned in the te3t as a conflictresolution option4 a a$oidance % contradiction !moderate" c accommodation d compromise e colla%oration
?N
(ithdra&ing from or suppression of conflict is termed ------------- a colla%orating % forcing c accommodation d a$oidance !moderate" e compromising
?>
(hich of the follo&ing is not an ad$antage of group decision ma+ing o$er indi$idual decision ma+ing4 a They pro$ide more information % They generate more alternati$es c There is less acceptance of a solution !easy" d There is increased legitimacy of the decision e There is reluctance to fight a decision they helped de$elop
@
(hich of the follo&ing is true concerning the effecti$eness of indi$idual decision ma+ing o$er group decision ma+ing4 a Indi$iduals tend to %e more accurate % Indi$iduals are al&ays outperformed %y groups c Kroups are less creati$e than indi$iduals d Kroups are more accepting of the final decision !moderate" e Kroup effecti$eness is influenced %y its size
1
(hich of the follo&ing is true concerning groups4 a Kroups ta+e more time to ma+e a decision !easy" % Kroups tend to ha$e eual participation rates c There is little pressure to conform d There is definite o&nership of responsi%ility e They pro$ide less information
B
The pressure to conform in groups is +no&n %y &hich of the follo&ing terms4 a management %y o%6ecti$es % TQM c shir+ing d groupthin+ !moderate" e group freeloading effect )ccording to the te3t, all of the follo&ing are criteria for &hich group decision ma+ing is most effecti$e compared to indi$idual decision ma+ing #C#;TL a accuracy % creati$ity c speed !easy" d efficiency A
#$idence indicates that the optimum size for a group is ------------- a BA % 8 c 8 !easy" d N1@ e 1B18
8
)ll of the follo&ing are mentioned in the te3t as techniues that managers can use to ma+e group decisions more creati$e #C#;TL >N
a % c d
electronic meetings %rainstorming nominal group techniue uantitati$e analysis !moderate"
?
(hich of the follo&ing is 2OT mentioned in the te3t as an e3ample of an e3ternal condition that can determine group performance and satisfaction4 a authority structures % informal communication !difficult" c formal regulations d employee selection criteria e organization*s culture
(hich of the follo&ing is an e3ample of group mem%er resources4 a e3pected %eha$iors imposed from the central office % group mem%er personalities !easy" c the group leadership d the group size e a comple3 tas+
N
(hich of the follo&ing personality traits tends to ha$e a positi$e impact on group producti$ity and morale4 a selfreliance !moderate" % authoritarianism c dominance d uncon$entionality e 6udgmental
>
)ll of the follo&ing ha$e a negati$e effect on producti$ity and morale of groups #C#;TL a authoritarianism % selfreliance c dominance d uncon$entionality (hich of the follo&ing personality traits tends to ha$e a negati$e impact on group producti$ity and morale4 a socia%ility % selfreliance c independence d dominance !moderate" e e3tro$ertism
N@
N1
)ccording to the group %eha$ior model presented in your te3t, group size is an e3ample of &hat factor of group determination of effecti$eness4 a e3ternal conditions % group structure !moderate" c group processes d group tas+s e group resources
M)2)KI2K (OJGFOJC# I#J.ITH NB
)ccording to the %o3ed feature, DManaging (or+force i$ersity,E &hich of the follo&ing is 2OT mentioned as a critical interpersonal %eha$ior needed to meet the challenge of coordinating a di$erse &or+ team4 a understanding % empathy c tolerance d communication e competence !difficult"
N
Kroup decision processes, leader %eha$ior, and po&er dynamics are e3amples of ------------- >>
a % c d e
group structure e3ternal conditions group tas+s group resources group processes !moderate"
T5J2I2K KJO5;. I2TO #FF#CTI# T#)M. NA
) formal group made up of interdependent indi$iduals responsi%le for attainment of goals is a!n" ------------- a informal team % formal team c &or+ team !moderate" d social team e interdependent team
N8
(hich of the follo&ing is not one of the four characteristics used to categorize teams4 a purpose % mem%ership c industry !easy" d duration e structure (hat team characteristic &ould %e displayed if a team is trying to decide on a ne& organizational structure4 a purpose !difficult" % mem%ership c industry d duration e structure
N?
N
) functional department team that is part of the organization0s formal structure fits &ithin &hich characteristic of team categorization4 a purpose % industry c structure d mem%ership !moderate" e duration
NN
) team that is selfmanaged fits &ithin &hich characteristic of team categorization4 a purpose % structure !moderate" c mem%ership d industry e duration
N>
(hat type of team has clear issues surrounding authority and is in$ol$ed in specific pro%lems in a particular functional area4 a selfdirected % functional !moderate" c permanent d temporary e selfmanaged
>@
(hat type of team operates &ithout a manager4 a functional % selfdirected !moderate" c crossfunctional d temporary e specific 1@@
>1
7ringing together organizational mem%ers from mar+eting, accounting, human resources, and finance to &or+ on a tas+ &ould %e an e3ample of &hat type of team4 a crossfunctional !moderate" % temporary c specific d functional e selfdirected
##O;I2K )2 M)2)KI2K #FF#CTI# T#)M. >B
>
9igh performance teams tend to ha$e ------------- goals a clear !easy" % difficult c pu%lic d multiple e easy (hich of the follo&ing is true concerning effecti$e teams4 a .trong technical s+ills are more important than interpersonal s+ills % .trong interpersonal s+ills are more important than technical s+ills c Mem%ers must ha$e %oth strong technical and interpersonal s+ills !difficult" d )llo&ing the team to teach technical s+ills is important e It is important for team mem%ers to also %e close friends
>A
7elie$ing that your co&or+er is a person &ho &ill not let you do&n on pro6ect completion is an e3ample of &hat characteristic of effecti$e teams4 a clear goals % rele$ant s+ills c good communication d fair compensation system e mutual trust !easy"
>8
(hich of the follo&ing is not a suggestion for managers attempting to %uild trust4 a communicate &ith mem%ers % %e predicta%le c demonstrate competency d allo& mem%ers to set their o&n goals !moderate" e %e fair
>?
(hat characteristic of effecti$e teams &ould %e e$ident of a team that has intense team loyalty4 a clear goals % mutual trust c unified commitment !easy" d good communication e rele$ant s+ills
>
#ffecti$e teams are characterized %y ------------- communication a lateral % linear c good !moderate" d teamcoded e organic
>N
On a %ase%all team, a shortstop &ho 'raises his fist' as a signal indicating he &ill co$er second %ase in the e$ent of an attempted steal is e3hi%iting &hat characteristic of effecti$e teams4 a clear goals % mutual trust c unified commitment 1@1
d good communication !moderate" e rele$ant s+ills >>
To %e effecti$e, team mem%ers should ------------- in order to %e fle3i%le and continuously ma+e ad6ustments a ha$e clear 6o% descriptions % ha$e formal documentation c ha$e negotiating s+ills !difficult" d hold firm in their positions e maintain clear and static roles 1@@ (hich role of leader is associated &ith effecti$e teams4 a salesperson % directi$e c controlling d seller e facilitator !moderate" 1@1 ;ro$iding a pay system that appropriately recognizes team acti$ities is an e3ample of &hat characteristic of effecti$e teams4 a internal and e3ternal support !moderate" % appropriate leadership c negotiating s+ills d good communication e unified commitment 1@B ------------- is an important part of the planning process in managing a team a Koal determination !difficult" % Clarification of authority c #mpo&ering mem%ers d etermining roles e .etting clear e$aluation criteria 1@ ) team determining, '9o& much authority do &e ha$e4' is an e3ample of &hat function in managing a team4 a planning % leading c organizing !moderate" d e$aluating e controlling 1@A etermining ho& to resol$e conflict %et&een group mem%ers is an important aspect of &hat function in managing a team4 a planning % leading !moderate" c controlling d organizing e e$aluating 1@8 'Kainsharing' is an e3ample of ------------- a a group incenti$e pay plan !easy" % a method of e$aluating o$erall organizational success c a means of measuring the percent of ne& mar+et share attri%uted to group processes d an incenti$e plan that recognizes indi$idual not group performance e a leader impact e$aluation method .cenarios 52#J.T)2I2K KJO5; 7#9)IOJ
1@B
) 2e& Kroup !.cenario" a$id had %een a&ay from his old company, Control Tech, for a &hile 9e remem%ered that &hen he &or+ed there ten years ago the company &as $ery traditional and conser$ati$e The lines of authority and responsi%ility &ere esta%lished and clear 2o&, it felt ironic that he &as managing the consulting team that &as going to help %ring a group orientation into %eing 2o& in addition to the traditional hierarchy, &ith a manager and su%ordinates, he sa& a need to introduce teams comprised of indi$iduals from $arious &or+ areas to help sol$e operational pro%lems 9e also felt that for certain pro6ects there could %e groups that could function essentially independently, e$en ta+ing on traditional management responsi%ilities such as hiring, planning, scheduling, etc ;lus, he also sa& real potential for special, temporary pro6ects to %e handled %y groups that &ould dis%and once the tas+ &as completed 1@? a$id +no&s that groups consist of ------------- interacting and interdependent indi$iduals &ho come together to achie$e particular o%6ecti$es a t&o or more !easy" % at least three c fi$e or more d ten or more e fifteen or more 1@ a$id recognized that ------------- are characterized &ith the traditional hierarchy of a manager and su%ordinates a selfmanaged teams % tas+ forces c command groups !moderate" d crossfunctional teams e %asic groups The Jetreat !.cenario" The firstline managers &ere sent on a retreat to .il$er Falls for their inaugural strategic planning retreat Fe& people +ne& each other %ut their tas+ &as clearL design a ne& performance appraisal system for su%ordinates that &ill %e effecti$e and usa%le Their years of complaining a%out the old system had landed them &ith this ne& responsi%ility dumped right in their lap They had four days to %ecome %rilliant and e$eryone &as a little on edge The first day, little &as accomplished e3cept for the 6oc+eying to see &ho &ould %e the official leader Finally,
1@
1@> The group &as in the ------------- stage &hen they &ere competing to see &ho &ould lead the group a performing % storming !moderate" c forming d ad6ourning e norming 11@ (hen the management group &as deciding on their decision rules they &ere in the ------------- stage of group de$elopment a performing % storming c forming d ad6ourning e norming !moderate" 111 In the third and fourth days of the retreat, the managers &ere in the ------------- stage of group de$elopment a performing !moderate" % storming c forming d ad6ourning e norming 11B (hen the management team left .il$er Falls to return to their &or+ place, they had 6ust completed the ------------- stage of group de$elopment a performing % storming c forming d ad6ourning !easy" e norming Conflicting Opinions !.cenario" The t&o $ice presidents &ere in heated de%ate Celine feels that the old traditional form of mar+eting their company isn0t &or+ing any more and that loyal customers &ould stay regardless .he feels the company needs to 'spice it up a %it' and go after ne& mar+et share Merle disagrees $ehemently 9e feels the company is doing fine: they ha$e a good %ase of loyal customers and ne& aggressi$e approaches may lose them &ithout any guarantee of gaining ne& customers Jegardless of &ho is right, their %attle &as causing a stir in the organization .ome felt that conflict li+e this hurt the company and made it appear &ea+ to employees and stoc+holders Others felt that this conflict o$er mar+eting strategies &as %ound to occur e$entually and may e$en help the company .till others e$en encourage such conflict They thin+ it +eeps the company from getting stuc+ 11 Conflict that supports the organization0s goals is considered ------------- a accepted conflict % functional conflict !moderate" c ine$ita%le conflict d standard conflict e strategic conflict 11A Conflict that pre$ents the organization from achie$ing its goals is considered ------------- a destructi$e conflict % negati$e conflict c dysfunctional conflict !moderate" d nonstrategic conflict e random conflict
1@A
118 Those in the company &ho $ie& the conflict o$er the mar+eting strategy as %ad and harmful, ha$e a ------------- $ie& of conflict a human relations % conser$ati$e c strategic d interactionist e traditional !difficult" 11? Those in the company &ho $ie& the conflict o$er the mar+eting strategy as natural and ine$ita%le, ha$e a ------------- $ie& of conflict a human relations !difficult" % conser$ati$e c strategic d interactionist e traditional 11 Those in the company &ho encourage the conflict o$er the mar+eting strategy, ha$e a ------------- $ie& of conflict a human relations % conser$ati$e c strategic d interactionist !difficult" e traditional T5J2I2K KJO5;. I2TO #FF#CTI# T#)M. 11N The groups that comprise indi$iduals from $arious areas &or+ing on operational pro%lems are %est descri%ed as ------------- a selfmanaged teams % tas+ forces c command groups d crossfunctional teams !moderate" e %asic groups 11> a$id also sa& a need for ------------- &hich are essentially independent groups ta+ing on traditional management responsi%ilities a selfmanaged teams !moderate" % tas+ forces c command groups d crossfunctional teams e %asic groups 1B@ Finally, the temporary groups a$id tal+ed a%out, created to achie$e a special tas+, then dis%and, are +no&n as ------------- a selfmanaged teams % tas+ forces !moderate" c command groups d crossfunctional teams e %asic groups #ssay Questions 52#J.T)2I2K KJO5; 7#9)IOJ 1B1 In a short essay, list and discuss the fi$e stages of group de$elopment )ns&er Jesearch sho&s that groups pass through a standard seuence of fi$e stages These fi$e stages are forming, storming, norming, performing, and ad6ourning 1@8
a The first stage, forming, has t&o aspects First people 6oin the group either %ecause of a &or+ assignment, in the case of a formal group, or for some other %enefit desired !such as status, selfesteem, affiliation, po&er, or security", in the case of an informal group Once the group*s mem%ership is in place, the second part of the forming stage %eginsL the tas+ of defining the groups purpose, structure, and leadership This phase is characterized %y a great deal of uncertainty Mem%ers are Dtesting the &atersE to determine &hat types of %eha$ior are accepta%le This stage is complete &hen mem%ers %egin to thin+ of themsel$es as part of a group % The storming stage is one of intragroup conflict Mem%ers accept the e3istence of the group %ut resist the control that the group imposes on indi$iduality Further, there is conflict o$er &ho &ill control the group (hen this stage is complete, there &ill %e a relati$ely clear hierarchy of leadership &ithin the group and agreement on the group*s direction c The third stage is one in &hich close relationships de$elop and the group demonstrates cohesi$eness There*s no& a strong sense of group identity and camaraderie This norming stage is complete &hen the group structure solidifies and the group has assimilated a common set of e3pectations of &hat defines correct mem%er %eha$ior d The fourth stage is performing The group structure at this point is fully functional and accepted Kroup energy has mo$ed from getting to +no& and understand each other to performing the tas+ at hand ;erforming is the last stage in the de$elopment of permanent &or+ groups Temporary groupssuch as committees, tas+ forces, and similar groupsthat ha$e a limited tas+ to perform ha$e a fifth stage, ad6ourning e In the ad6ourning stage, the group prepares to dis%and 9igh le$els of tas+ performance are no longer the group*s top priority Instead, attention is directed at &rappingup acti$ities Jesponses of group mem%ers $ary at this stage .ome are up%eat, %as+ing in the group*s accomplishments Other may %e saddened %y the loss of camaraderie and friendships gained during the &or+ group*s life !moderate" 1BB In a short essay, define formal groups and list and descri%e four e3amples of formal groups )ns&er Formal groups are &or+ groups esta%lished %y the organization that ha$e designated &or+ assignments and specific tas+s In formal groups, appropriate %eha$iors are esta%lished %y and directed to&ard organizational goals #3amples of formal groups a Command groups – these are the %asic, traditional &or+ groups determined %y formal authority relationships and depicted on the organizational chart They typically include a manager and those su%ordinates &ho report directly to him or her % Crossfunctional teams – these %ring together the +no&ledge and s+ills of indi$iduals from $arious &or+ areas in order to come up &ith solutions to operational pro%lems Crossfunctional teams also include groups &hose mem%ers ha$e %een trained to do each other*s 6o%s c .elfmanaged teams – these are essentially independent groups that, in addition to doing their operating 6o%s, ta+e on traditional management responsi%ilities such as hiring, planning and scheduling, and performance e$aluations d Tas+ forces – these are temporary groups created to accomplish a specific tas+ Once the tas+ is complete, the group is dis%anded !moderate" 1B In a short essay, e3plain the difference %et&een the assumptions of the traditional, human relations $ie& and interactionist $ie&s of conflict )ns&er O$er the years, three different $ie&s ha$e e$ol$ed regarding conflict One $ie& argues that conflict must %e a$oided, that it indicates a pro%lem &ithin the group This is called the traditional $ie& of conflict ) second $ie&, the human relations $ie& of conflict, argues that conflict is a natural and ine$ita%le outcome in any group and need not %e negati$e %ut, rather, has potential to %e a positi$e force in contri%uting to a group*s performance The third and most recent perspecti$e proposes that not only can conflict %e a positi$e force in a group %ut that some conflict is a%solutely necessary for a group to perform effecti$ely This third approach is 1@?
called the interactionist $ie& of conflict The interactionist $ie& is not suggesting that all conflicts are good .ome conflicts are seen as supporting the goals of the &or+ groups and impro$ing its performance: these are functional conflicts of a constructi$e nature Other conflicts are destructi$e and pre$ent a group from achie$ing its goals These are dysfunctional conflicts !easy" 1BA In short essay, list and discuss four ad$antages and four disad$antages that group decisions ha$e o$er indi$idual decisions )ns&er )d$antages of group decisions a ;ro$ide more complete information – a group %rings a di$ersity of e3perience and perspecti$es to the decision process that an indi$idual cannot % Kenerate more alternati$es – %ecause groups ha$e a greater amount and di$ersity of information, they can identify more alternati$es than an indi$idual This ad$antage is particularly e$ident &hen group mem%ers represent different areas of e3pertise c Increase acceptance of a solution – many decisions fail after the final choice has %een made %ecause people to not accept the solution Kroup mem%ers are reluctant to fight or undermine a decision they ha$e helped de$elop d Increase legitimacy – the group decisionma+ing process is consistent &ith democratic ideals, and decisions made %y groups may %e percei$ed as more legitimate than decisions made unilaterally %y one person isad$antages of group decisions a Time consuming – putting a group together ta+es time as does any decision ma+ing &ithin the group The result is that groups almost al&ays ta+e more time to reach a solution than it &ould ta+e an indi$idual % Minority domination – mem%ers of a group are ne$er perfectly eual They may differ in organizational ran+, e3perience, +no&ledge a%out the pro%lem, influence &ith other mem%ers, $er%al s+ills, and asserti$eness This ineuality creates the opportunity for one or more mem%ers to dominate others c ;ressures to conform – pressures to conform in a group can lead to groupthin+ &hich is a form of conformity in &hich group mem%ers &ithhold different or unpopular $ie&s in order to gi$e the appearance of agreement Kroupthin+ undermines critical thin+ing in the group and e$entually harms the uality of the final decision d )m%iguous responsi%ility – group mem%er share responsi%ility, %ut the person actually responsi%le for the final outcome in a group decision is unclear In an indi$idual decision, it*s clear &ho is responsi%le !difficult" 1B8 In a short essay, list and discuss the three types of conflict that ha$e %een found to differentiate functional from dysfunctional conflict )ns&er The three types of conflicts are tas+, relationship and process Tas+ conflict relates to the content and goals of the &or+ Jelationship conflict focuses on interpersonal relationships ;rocess conflict refers to ho& the &or+ gets done .tudies demonstrate that relationship conflicts are almost al&ays dysfunctional It appears that the friction and interpersonal hostilities inherent in relationship conflicts increase personality clashes and decrease mutual understanding, there%y hindering the completion of organizational tas+s On the other hand, lo& le$els of process conflict and lo&tomoderate le$els of tas+ conflict are functional For process conflict to %e producti$e, it must %e +ept minimal ) lo&tomoderate le$el of tas+ conflict consistently demonstrates a positi$e effect on group performance %ecause it stimulates discussion of ideas that help groups perform %etter !moderate" 1B? In a short essay, list and discuss fi$e conflictresolution techniues managers can use to reduce conflict )ns&er a Forcing – resol$ing conflicts %y satisfying one*s o&n needs at the e3pense of another*s % Colla%orating – resol$ing conflict %y see+ing and ad$antageous solution for all parties c compromising – resol$ing conflict %y each party gi$ing up something of $alue 1@
d a$oiding – resol$ing conflicts %y &ithdra&ing from or suppressing them e accommodating – resol$ing conflicts %y placing another*s needs and concerns a%o$e your o&n !easy" M)2)KI2K (OJGFOJC# I#J.ITH 1B In a short essay, list and discuss the four critical interpersonal %eha$iors that are important in meeting the challenge of coordinating a di$erse &or+ team )ns&er a 5nderstanding – differences such as cultural, physical, or other can cause people to %eha$e in different &ays Team leaders need to understand and accept these differences #ach and e$ery team mem%er should %e encouraged to do the same % #mpathy – this is closely related to understanding )s a team leader, your should try to understand others* perspecti$es ;ut yourself in their place and encourage team mem%ers to empathize as &ell 7y putting themsel$es in another*s position, the e3isting team mem%ers can enhance their a%ility to &or+ together as an effecti$e group c Tolerance – 6ust %ecause you understand that people are different and you empathize &ith them, doesn*t mean that it*s any easier to accept different perspecti$es or %eha$iors 7ut it*s important in dealing &ith di$erse ages, gender, and cultural %ac+grounds to %e tolerantto allo& team mem%ers the freedom to %e themsel$es d Communication – di$ersity pro%lems may intensify if people are afraid or un&illing to openly discuss issues that concern them )nd communication &ithin a di$erse team needs to %e t&o&ay )s long as communication e3changes in conflicting situations are handled in a nonthreatening, lo&+ey, and friendly manner, they generally &ill ha$e a positi$e outcome !difficult" T5J2I2K KJO5;. I2TO #FF#CTI# T#)M. 1BN In a short essay, list and discuss four characteristics in &hich teams can %e categorized )ns&er a ;urpose – teams can $ary in their purpose or goal ) team might %e in$ol$ed in product de$elopment, pro%lem sol$ing, as part of a process reengineering effort, or for any other num%er of &or+related acti$ities % uration – a team is either permanent or temporary epartmental teams and others that are part of the organization*s formal structure are types of permanent teams Temporary teams include tas+ forces, pro6ect teams, pro%lemsol$ing teams, and any other type of shortterm team formed to de$elop, analyze, or study a &or+related issue c Mem%ership – team mem%ership can either %e functional or crossfunctional ) departmental team is functional %ecause its mem%ers come from a specific functional area 9o&e$er, many organizations are using crossfunctional teams as a &ay to foster inno$ation, cooperation, and commitment d .tructure – teams can %e either super$ised or selfmanaged ) super$ised team &ill %e under the direction of a manager &ho is responsi%le for guiding the team in setting goals, performing the &or+ acti$ities, and e$aluating performance On the other hand, a selfmanaged team assumes the responsi%ilities of managing itself !moderate" 1B> In a short essay, list and descri%e the four most common types of teams li+ely to %e found in today*s organizations )ns&er 1@N
a Functional teams – these teams are composed of a manager and his or her employees from a particular functional area (ithin this functional area, issues such as authority, decision ma+ing, leadership, and interactions are relati$ely simple and clear Functional teams are often in$ol$ed in efforts to impro$e &or+ acti$ities or to sol$e specific pro%lems &ithin their particular functional area % .elfmanaged teams – these teams are formal groups of employees &ho operate &ithout a manager and are responsi%le for a complete &or+ process or segment The selfmanaged team is responsi%le for getting the &or+ done and for managing themsel$es This usually includes planning and scheduling of &or+, assigning tas+s to mem%ers, collecti$e control o$er the pace of &or+, ma+ing operating decisions, and ta+ing action on pro%lems c irtual teams – these are teams that use computer technology to lin+ physically dispersed mem%ers in order to achie$e a common goal I2 a $irtual team, mem%ers colla%orate using communication lin+s such as &ide area net&or+s, $ideoconferencing, fa3, email, or e$en (e% sites &here the team can hold online conferences irtual teams can do all the things that other teams canshare information, ma+e decisions, and complete tas+s: ho&e$er, they miss the normal gi$eandta+e of facetoface discussions 7ecause of this omission, $irtual teams tend to %e more tas+oriented especially if the team mem%ers ha$e ne$er personally met d Crossfunctional teams – these teams are a hy%rid grouping of indi$iduals &ho are e3perts in $arious specialties and &ho &or+ together on $arious tas+s Many organization are using crossfunctional teams For e3ample, at 9allmar+ Cards in Gansas City, editors, &riters, artists, and production specialists 6oin &ith employees from manufacturing, graphic arts, sales, and distri%ution to &or+ on e$erything from de$eloping ne& product ideas to impro$ing customer deli$eries !easy" 1@
In a short essay, list and discuss fi$e characteristics that are associated &ith effecti$e teams )ns&er a Clear goals – highperformance teams ha$e %oth a clear understanding of the goals to %e achie$ed and a %elief that the goal em%odies a &orth&hile or important result Moreo$er, the importance of these goals encourages indi$iduals to redirect personal concerns to these team goals In effecti$e teams, mem%ers are committed to the team*s goals, +no& &hat they are e3pected to accomplish, and understand ho& they &ill &or+ together to achie$e these goals % Jele$ant s+ills – effecti$e teams are composed of competent indi$iduals They ha$e the necessary technical and interpersonal s+ills to achie$e the desired goals &hile &or+ing &ell together 9o&e$er, not e$eryone &ho is technically competent has the s+ills to &or+ &ell as a team mem%er 9ighperforming teams ha$e mem%ers &ho possess %oth technical and interpersonal s+ills c Mutual trust – effecti$e teams are characterized %y high mutual trust among mem%ers That is, mem%ers %elie$e in the a%ility, character, and integrity of each other The climate of trust &ithin a group tends to %e strongly influenced %y the organization*s culture and the actions of management Organizations that $alue openness, honesty, and colla%orati$e processes and that encourage employee in$ol$ement and autonomy are more li+ely to create trusting cultures d 5nified commitment – mem%ers of an effecti$e team e3hi%it intense loyalty and dedication to the team They are &illing to do &hate$er it ta+es to help their team succeed This loyalty and dedication is called unified commitment 5nified commitment is characterized %y dedication to the team*s goals and a &illingness to e3pend e3traordinary amount of energy to achie$e them e Kood communication – effecti$e teams are characterized %y good communication Mem%ers con$ey messages %et&een each other in &ays that are readily and easily understood This includes non$er%al as &ell as spo+en messages Kood communication is also characterized %y a healthy dose of feed%ac+ from team mem%ers and managers Feed%ac+ helps to guide team mem%ers and to correct misunderstandings f 2egotiating s+ills – effecti$e teams tend to %e fle3i%le and are continually ma+ing ad6ustments in the responsi%ilities assigned to each mem%er This fle3i%ility reuires team mem%ers to possess negotiating s+ills ;ro%lems and relationships are regularly changing in teams and mem%ers need to %e a%le to confront and reconcile differences g )ppropriate leadership – effecti$e leaders can moti$ate a team to follo& them through the most difficult situation 9o&4 They help clarify goals They demonstrate that change is possi%le %y o$ercoming inertia )nd they increase the selfconfidence of team mem%ers, helping mem%ers to more fully realize their potential Increasingly, effecti$e team leaders act in the roles of coach and facilitator They help guide and support the team, %ut don*t control it 1@>
h Internal and e3ternal support – the final condition necessary for an effecti$e team is a supporti$e climate Internally, the team should ha$e a sound infrastructure This includes proper training, a clear and reasona%le measurement system that team mem%ers can use to e$aluate their o$erall performance, an incenti$e program that recognizes and re&ards team acti$ities, and a supporti$e human resource system #3ternally, managers should pro$ide the team &ith the resources needed to get the 6o% done !difficult" Chapter 1? – Moti$ating #mployees True/False ) M)2)K#J*. I#MM) 1
)ccording to the company profile in D) Manager*s ilemma,E the ma6ority of employees at Krupo M consist of highly educated professionals &ho &or+ from their homes4 False !easy"
B
7ased on the company profile in D) Manager*s ilemma,E Krupo M has %een profiled as a s&eatshop &here employees &or+ long hours in dirty, dimly lit factories False !easy"
(9)T I. MOTI)TIO24
Moti$ation is an internal state that ma+es certain outcomes appear attracti$e True !easy"
A
The three +ey elements in the definition of moti$ation are effort, organizational goals, and needs True !difficult"
#)JH T9#OJI#. OF MOTI)TIO2 8
7ased on McClelland0s threeneeds theory, high achie$ers perform %est &hen the odds are against them False !moderate"
CO2T#M;OJ)JH T9#OJI#. OF MOTI)TIO2 ?
The %est managers are high in the need for po&er and high in the need for affiliation False !difficult"
;eople &ith a high need for affiliation prefer cooperati$e situations o$er competiti$e ones True !moderate"
N
;eople &ill do %etter &hen they get feed%ac+ on ho& &ell they0re progressing to&ard their goals True !easy"
>
Jeinforcement theory is related to an indi$idual0s %elief that she is capa%le of performing a tas+ False !moderate"
1@
The +ey to reinforcement theory is that it ignores factors such as goals, e3pectations, and needs, and focuses solely on &hat happens to a person &hen he ta+es some action True !difficult"
11
The lo&er a person0s selfefficacy, the more confidence he has in his a%ility to succeed in a tas+ False !moderate"
1B
Jeinforcement theorists %elie$e that %eha$ior is a function of its conseuences True !easy" 11@
M)2)KI2K HO5J C)J##J 1
)ccording to a recent sur$ey, the primary reason employees stay &ith their 6o%s is %ecause of fle3i%le &or+ hours False !moderate"
1A
)dding $ertical depth to a 6o% is called 6o% enlargement False !moderate"
18
1?
(hen a mail sorter0s 6o% is e3panded to include mail deli$ery, the mail sorter has e3perienced 6o% enlargement True !easy"
1
1N
In the 6o% characteristics model, tas+ significance refers to the degree to &hich a 6o% reuires completion of a &hole and identifia%le piece of &or+ False !moderate"
1>
)ccording to the 6o% characteristics model, tas+ autonomy is not important False !moderate"
B@
Kuidance from the 6o% characteristics model suggests that 6o% enlargement should ta+e place rather than tas+ specialization True !moderate"
B1
)ccording to euity theory, a person &ho earns S8@,@@@ &ill %e less satisfied &ith their pay than a person &ho earns S1@@,@@@ False !moderate"
BB
#uity theory has three referent categoriesL other, system, and self True !moderate"
B
The three $aria%les in room0s e3pectancy theory are $alence, instrumentality, and e3pectancy True !moderate"
BA
room &ould say that if a person $alues an outcome, their effort to o%tain that outcome &ill al&ays %e great False !moderate"
C5JJ#2T I..5#. I2 MOTI)TIO2 B8
Fle3time is a scheduling system in &hich employees &or+ four 1@hour days False !easy"
B?
;erformance%ased compensation is pro%a%ly most compati%le &ith e3pectancy theory True !difficult"
B
Open%oo+ management is a moti$ational approach in &hich an organization0s financial statements are opened to and shared &ith all employees True !moderate"
BN
The loyalty of professionals is to their organization False !easy" M)2)KI2K I2 )2 #75.I2#. (OJ 111
B> The challenge to moti$ating employees in an e%usiness is much less compared to moti$ating employees in a traditional organization False !easy" @ Many employers are installing (e%monitoring soft&are since there is no e$idence that such efforts can negati$ely affect employee morale False !moderate" Multiple Choice ) M)2)K#J*. I#MM) 1
)ccording to the company profile in D) Manager*s ilemma,E Krupo M is the largest employer in -------------- a the 5nited .tates % Me3ico c 7razil d ominican Jepu%lic !moderate" e .&itzerland
(9)T I. MOTI)TIO24 B
-------------- is the &illingness to e3ert high le$els of effort to reach organizational goals, conditions %y the effort*s a%ility to satisfy some indi$idual need a )ttri%ution % Moti$ation !easy" c eadership d Koal setting e Tenure
The three +ey elements in the definition of organizational moti$ation are --------------, organizational goals, and needs a personality % a%ility c effort !easy" d tenure e strategy
A
-------------- is an internal state that ma+es certain outcomes appear attracti$e a ) need !easy" % Moti$ation c eadership d Koal setting e )ttri%ution
#)JH T9#OJI#. OF MOTI)TIO2 8
(ho de$eloped the 9ierarchy of 2eeds moti$ational theory4 a 9erz%erg % room c McKregor d a&ler e Maslo& !easy"
?
)n indi$idual &ho &ants to %uy a home in an e3pensi$e neigh%orhood &ith a lo& crime rate is satisfying &hich psychological needs state4 a esteem %safety !moderate" 11B
c physiological d selfactualization e social
The dri$e to find food, drin+, and se3ual satisfaction is %ased on &hat le$el of need4 a physiological !easy" % safety c selfactualization d social e esteem
N
The need for such factors as status, recognition, attention, selfrespect, autonomy, and achie$ement are e3amples of &hich of the follo&ing needs according to Maslo&*s hierarchy of needs4 a physiological % esteem !moderate" c social d selfactualization e safety
>
A@
#n6oying friendship &ith co&or+ers satisfies &hat need4 a physiological % esteem c social !moderate" d selfactualization e safety
A1
Kro&th, achie$ing one*s potential, and selffulfillment, and the dri$e to %ecome &hat one is capa%le of %ecoming are characteristics of &hich need according to Maslo&*s hierarchy4 a physiological % esteem c social d selfactualization !moderate" e safety
AB
) manager &ho %elie$es that employees need constant control &ould %e descri%ed as -------------- according to McKregor a a Theory manager !easy" % a Theory H manager c a Theory P manager d a human relations manager e needs hierarchy (hich of the follo&ing &ould descri%e the %eliefs of a Theory H manager4 a ;eople ha$e little am%ition % (or+ is accepta%le %ecause of financial needs, %ut play is more natural c #mployees readily accept responsi%ility !easy" d ;eople disli+e &or+ e Managerial direction of employees is essential
A
AA
)ccording to 9erz%erg, in order to pro$ide employees &ith 6o% satisfaction, managers should concentrate on a hygiene factors 11
% issues such as pay c moti$ator factors !moderate" d e3trinsic factors e nonmoti$ators CO2T#M;OJ)JH T9#OJI#. OF MOTI)TIO2 A8
)n indi$idual &ho &ould en6oy ta+ing on the challenge of personally redesigning the &or+flo& of a manufacturing line to impro$e employee producti$ity &ould pro%a%ly %e rated high on &hich of the follo&ing4 a need for affiliation % need for impact c need for achie$ement !difficult" d need for po&er e need for control
A?
)ccording to McClelland, the need to ma+e others %eha$e in a &ay they &ouldn0t ha$e %eha$ed other&ise is &hich of the follo&ing &or+ moti$es4 a need for achie$ement %need for po&er !easy" c need for affiliation d need for moti$ation e need for selffulfillment
A
(hich of the follo&ing suggests that there is a need to ha$e good relationships at &or+4 a need for achie$ement % need for po&er c need for fulfillment d need for affecti$e connection e need for affiliation !moderate"
AN
(hich of the follo&ing is not true concerning high achie$ers4 a They perform %est &hen the success pro%a%ility is fiftyfifty % They disli+e gam%ling &hen the odds are high c They li+e a high pro%a%ility of success !moderate" d They li+e goals that cause themsel$es to stretch a %it e They disli+e achie$ement from accidents
A>
(hich of the follo&ing is true concerning indi$iduals &ho ha$e a high need for achie$ement4 a They desire to do many things &ith medium impact on uality % They see+ achie$ement %ut not personal responsi%ility c They &ant slo& %ut sure feed%ac+ on their performance dThey disli+e succeeding %y chance !difficult" e They en6oy $ery difficult tas+s
8@
#mployees can %e trained to stimulate their -------------- needs a affiliation % selfesteem c achie$ement !difficult" d po&er e self actualization
81
The %est managers are high in the need for -------------- and lo& in the need for -------------- a achie$ement: po&er %po&er: affiliation !difficult" c affiliation: po&er d achie$ement: affiliation e po&er: achie$ement 11A
8B
(hich of the follo&ing is an accurate statement concerning McClelland0s threeneeds theory4 a 9igh achie$ers are %est moti$ated in 6o%s &ith lo& personal responsi%ility %ut high tas+ difficulty % 9igh achie$ers tend to %e good managers c The %est managers are high in need for po&er and lo& in need for affiliation !difficult" d #mployee need for achie$ement is innate and cannot %e changed e 9igh achie$ers are poor salespersons
8
The proposition that specific goals increase performance and that difficult goals, &hen accepted, result in higher performance than easy goals is termed -------------- a selfefficacy % reinforcement theory c pathgoal theory dgoalsetting theory !moderate" e euity theory
8A
(hich of the follo&ing %est summarizes the relationship %et&een goal setting and need for achie$ement findings4 a Koal setting is superior %ecause it recommends setting difficult goals % They are incompati%le theories %ut there is no empirical research to support either claim c ifficult goals are still recommended for most people %ecause only 1@B@ percent of people are high achie$ers !difficult" d Koal setting is not needed &ith high achie$ers e They are $ery similar theories
88
;eople &ill do %etter &hen they get -------------- %ecause it helps identify discrepancies %et&een &hat they ha$e done and &hat they &ant to do a input % goals c euity d po&er e feed%ac+ !easy"
8?
The higher your -------------- , the more confidence you ha$e in your a%ility to succeed in a tas+ a selfefficacy !easy" % selfesteem c reinforcers d 6o% scope e moti$ation Jeinforcement theorists %elie$e that %eha$ior results from &hich of the follo&ing4 a e3ternal conseuences !moderate" % internal personality traits, such as need for achie$ement c setting high goals d intrinsic satisfiers e hygiene factors
8
8N
) -------------- is any conseuence immediately follo&ing a response that increases the pro%a%ility that the %eha$ior &ill %e repeated a goal % reinforcer !moderate" c conclusion d 6o% characteristics model e $alence
8>
-------------- is the &ay tas+s are com%ined to form complete 6o%s a
e
)ccording to a recent sur$ey, &hich of the follo&ing is the main reason employees stay &ith their 6o%s4 a pleasant &or+ en$ironment % easy commute c challenging &or+ d li+e co&or+ers !moderate" e fle3i%le &or+ hours
?1
)ccording to reinforcement theory, an indi$idual &ould %eha$e in a desired manner if &hich of the follo&ing occurred4 a 2othing happened &hen they acted appropriately % They are punished for doing the &rong %eha$ior c They set specific, difficult goals to achie$e d They are immediately re&arded, such as a monthly %onus !moderate" e Their inner dri$es create the necessary tension le$el
?B
)ccording to reinforcement theory, if a manager catches an employee e3hi%iting unproducti$e %eha$ior, the recommended action for eliminating the %eha$ior &ould %e to -------------- a punish the %eha$ior % re&ard their good %eha$ior c re&ard other employees0 good %eha$ior d punish other employees e3hi%iting similar unproducti$e %eha$ior e ignore the %eha$ior !difficult"
?
The num%er of different tas+s reuired in a 6o% and the freuency &ith &hich those tas+s are repeated is -------------- a 6o% scope !moderate" % 6o% enlargement c 6o% enrichment d 6o% design e 6o% criteria
?A
9orizontally e3panding the tas+s of a 6o% is +no&n %y &hich of the follo&ing terms4 a 6o% enrichment % 6o% enlargement !moderate" c tas+ impro$ement d 6o% e3pansion e right sizing tas+s
?8
-------------- is $ertical e3pansion of a 6o% %y adding planning and e$aluating responsi%ilities a
??
?
11?
d adding e$aluating responsi%ility e increased employee control ?N The research e$idence on the use of 6o% enrichment programs could %e classified as -------------- a encouraging % strongly supporti$e c moderately supporti$e d inconclusi$e !moderate" e unsupporti$e ?> (hat theory pro$ides a conceptual frame&or+ for analyzing 6o%s %y analyzing fi$e core dimensions4 a reinforcement theory % 6o% characteristics model !moderate" c 6o% design d euity theory e e3pectancy theory @ (hich of the follo&ing, according to the 6o% characteristics model, is the degree to &hich a 6o% reuires a $ariety of acti$ities so that an employee can use a num%er of different s+ills and talents4 a tas+ identity % autonomy c feed%ac+ d tas+ significance e s+ill $ariety !easy" 1 (hich of the follo&ing, according to the 6o% characteristics model, is the degree to &hich a 6o% reuires completion of a &hole and identifia%le piece of &or+4 a s+ill $ariety % autonomy c tas+ significance d tas+ identity !easy" e feed%ac+ B
The 6o% characteristics model identifies -------------- as the degree to &hich a 6o% has su%stantial impact on the li$es or &or+ of other people a tas+ significance !moderate" % tas+ identity c s+ill $ariety d autonomy e feed%ac+
-------------- is the degree to &hich a 6o% pro$ides su%stantial freedom, independence and discretion to the indi$idual in scheduling the &or+ and determining the procedures to %e used in carrying it out a Tas+ significance % Tas+ identity c .+ill $ariety d )utonomy !easy" e Feed%ac+ -------------- is the degree to &hich carrying out the &or+ acti$ities reuired %y a 6o% results in an indi$idual0s o%taining direct and clear information a%out the effecti$eness of her performance a Tas+ significance % Tas+ identity c .+ill $ariety d )utonomy e Feed%ac+ !moderate"
A
8
In the 6o% characteristics model, &hich com%ination of core 6o% dimensions com%ine to produce e3perienced meaningfulness of &or+ %y the employee4 a s+ill $ariety, feed%ac+, and autonomy % autonomy, tas+ significance, and tas+ identity c tas+ identity, s+ill $ariety, and tas+ significance !moderate" d tas+ significance, tas+ identity, and feed%ac+ 11
e tas+ identity, feed%ac+, and autonomy ?
(hich of the follo&ing personality $aria%les moderates the relationship %et&een 6o% dimensions and outcomes according to the 6o% characteristics model4 a need for achie$ement % gro&th need !difficult" c locus of control d ris+ ta+ing e need for po&er
The 6o% characteristics model pro$ides guidance to managers concerning -------------- a 6o% redesign !easy" % employee selection c pay satisfaction d collecti$e %argaining e strategic planning
N
)ccording to the 6o% characteristics model, -------------- suggests that managers should design tas+s that form an identifia%le and meaningful &hole a com%ining tas+s % creating natural &or+ units !moderate" c opening feed%ac+ channels d e3panding 6o%s $ertically e esta%lishing client relationships
>
(hich of the follo&ing is an accurate statement a%out euity theory4 a It e3plains &hy a factory &or+er resents ho& much professional %ase%all players ma+e % It suggests that people &ill feel fairly treated if they recei$e pay increases c It is %ased on perceptions of our o&n situation to others &ho are li+e us !moderate" d It is a theory %ased on needs e It is a moti$ational theory %ased on our 6o% characteristics
N@
In -------------- an employee compares his 6o%0s inputsoutcomes ratio &ith that of rele$ant others and then corrects any ineuity a reinforcement theory % the 6o% characteristics model c 6o% design d euity theory !moderate" e e3pectancy theory
N1
(hich of the follo&ing is not an input according to euity theory4 a effort % e3perience c pay le$el !easy" d education e 6o% tenure
NB
If a manager see+s euity %y rethin+ing his situation and deciding that 'on second thought my office is nicer %ecause it has %etter carpet,' this manager is see+ing euity through &hich of the follo&ing methods4 a increasing his outcomes % decreasing comparison other outcomes c distorting others0 outcomes !difficult" d lea$ing the situation e choosing a ne& comparison other
N
7ased on euity theory, as+ing the %oss to gi$e a 'comparison other' at &or+ more responsi%ility is to see+ euity through &hich of the follo&ing methods4 a decreasing your inputs 11N
% c d e NA
N8
increasing comparison other outcomes decreasing your outcomes cogniti$ely distorting the situation increasing comparison other inputs !moderate"
Organizational pay policies are &hat type of referent according to euity theory4 a other % system !difficult" c internal d e3ternal e self In general, the research support for euity theory could %e descri%ed as -------------- a strong !moderate" % moderate c &ea+ d inconclusi$e e there has %een $ery little research on euity theory
N?
In e3pectancy theory, the pro%a%ility percei$ed %y the indi$idual that e3erting a gi$en amount of effort &ill lead to a certain le$el of performance is -------------- a $alence % e3pectancy !moderate" c consistency d fle3i%ility e instrumentality
N
(hich e3pectancy theory lin+age e3plains the %elief %y a student that studying hard results in o%taining high test grades4 a $alence of re&ard % e3pectancy !difficult" c input to outcome d goal setting to achie$ement e instrumentality to re&ard
NN
In e3pectancy theory, the degree to &hich the indi$idual %elie$es that performing at a particular le$el is instrumental in leading to the attainment of a desired outcome is -------------- a $alence % e3pectancy c consistency d fle3i%ility e instrumentality !moderate"
N>
(hich e3pectancy theory lin+age e3plains the %elief that ha$ing a high grade point a$erage is critical in o%taining a good 6o%4 a instrumentality !difficult" % e3pectancy c goal setting to achie$ement d $alence e input to outcome
>@
(hich e3pectancy theory lin+age e3plains the degree to &hich a student desires a good 6o%4 a e3pectancy % effort to performance c input to outcome d instrumentality e $alence !moderate"
>1
(hich of the follo&ing is not an important issue surrounding euity theory4 11>
a It emphasizes payoffs % It is important to understand &hy outcomes are important or unimportant c #3pected %eha$iors are important d Jeality is +ey !difficult" e Indi$iduals are e3pected to ma3imize needs and/or &ants C5JJ#2T I..5#. I2 MOTI)TIO2 >B
To ma3imize moti$ation among today0s di$erse &or+ force, managers need to thin+ in terms of -------------- a fle3i%ility !easy" % consistency c needs d &ants e organizational strategy
>
) -------------- &or+&ee+ is a &or+&ee+ &here employees &or+ longer hours per day %ut fe&er days per &ee+ a fle3i%le % compressed !easy" c congruent d parallel
>A
-------------- is a scheduling system in &hich employees are free to $ary &or+ hours &ithin certain limits a Compressed &or+ &ee+ %
>8
(hat type of 6o% scheduling option &ould allo& t&o different employees to share one fortyhoura&ee+ system0s analyst position4 a compressed &or+ &ee+ % 6o% sharing !easy" c fle3time d telecommuting e 6o% enlargement
M)2)KI2K (OJG FOJC# I#J.ITH >?
)t &hich of the follo&ing companies do ne& employees %ecome a part of a mentoring group called D9orizons4E a Microsoft % 9e&lett;ac+ard c I7M d .ilicon Kraphics !moderate" e ucent Technologies
>
The lin+ing %y computer and modem of &or+ers at home &ith co&or+ers and management at an office is termed -------------- a 6o% sharing % compressed &or+ &ee+ c fle3time d telecommuting !easy" e 6o% enlargement >N ;iecerate pay plans, &age incenti$e plans, profitsharing and lumpsum %onuses are e3amples of -------------- programs a open%oo+ management % e3pectancy theory 1B@
c payforperformance !easy" d euity theory e 6o% characteristics model >>
;erformance%ased compensation is pro%a%ly most compati%le &ith &hich moti$ational theory4 a euity theory % goal setting theory c 6o% characteristics model d e3pectancy theory !difficult" e reinforcement theory
1@@ -------------- is a moti$ational approach in &hich an organization0s financial statements are opened to and shared &ith all employees a Open%oo+ management !easy" % #3pectancy theory c ;ayforperformance d #uity theory e
Changing The $ertical e3pansion of employees, or --------------, &as also suggested %y Marty a 6o% enlargement % 6o% scope c 6o% enrichment !moderate" d 6o% design e 6o% depth ) Management Tool !.cenario" The managers &anted and needed something they could actually use as a tool for redesigning the 6o%s in their departments They had no& sat through four days of management training %ut so far, &ith all of the fancy theories, they had not recei$ed any specific guidance in this area Finally, on the last day of the training, they learned a%out the 6o% characteristics model .ure, it still had all of the theory and other academic 6argon, %ut it also pro$ided some specific steps to help impro$e the core 6o% dimensions 11@ One suggestion, --------------, encourages putting e3isting fragmented tas+s %ac+ together to increase s+ill $ariety and tas+ identity a com%ining tas+s !easy" % creating natural &or+ units c esta%lishing client relationships d e3panding 6o%s $ertically e opening feed%ac+ channels 111
)nother suggestion, --------------, allo&s employees to 6udge the le$el of their performance a com%ining tas+s % creating natural &or+ units c esta%lishing client relationships 1BB
d e3panding 6o%s $ertically e opening feed%ac+ channels !moderate" 11B -------------- can help partially close the gap %et&een the 'doing' and the 'controlling' aspects of the 6o% and increases employee autonomy a com%ining tas+s % creating natural &or+ units c esta%lishing client relationships d e3panding 6o%s $ertically !difficult" e opening feed%ac+ channels 11 The model also suggests that -------------- &ill increase employee 'o&nership' of the &or+ and help them $ie& their &or+ as meaningful a com%ining tas+s % creating natural &or+ units !difficult" c esta%lishing client relationships d e3panding 6o%s $ertically e opening feed%ac+ channels (hat o Hou #3pect4 !.cenario" The employees at )cme Toilets Inc are not &or+ing as hard as
esign Hour O&n Terrence allo&s employees to &or+ four 1@hour days instead of the traditional fi$e day &or+&ee+ This &or+ arrangement is termed -------------- a home%ased &or+ % a compressed &or+&ee+ !easy" c fle3time d 6o% sharing e telecommuting 1B@ .ome employees are &or+ing from home $ia computers This &or+ arrangement is termed -------------- a fle3i%le &or+ hours % a compressed &or+&ee+ c fle3time d 6o% sharing e telecommuting !easy" #ssay Questions (9)T I. MOTI)TIO24 1B1 In a short essay, define moti$ation and discuss the three +ey elements that can %e seen in this definition )ns&er Moti$ation is the &illingness to e3ert high le$els of effort to reach organizational goals, conditioned %y the effort*s a%ility to satisfy some indi$idual need The three +ey elements that can %e seen in this definition are effort, organizational goals, and needs The effort element is a measure of intensity or dri$e ) moti$ated person tries hard 7ut high le$els of effort are unli+ely to lead to fa$ora%le 6o% performance unless the effort is channeled in a direction that %enefits the organization ) person should %e see+ing effort that is directed to&ard, and consistent &ith, organizational goals ) need refers to some internal state that ma+es certain outcomes appear attracti$e )n unsatisfied need creates tension that stimulates dri$es &ithin an indi$idual These dri$es lead to a search %eha$ior to find particular goals that, if attained, &ill satisfy the need and reduce the tension !moderate" #)JH T9#OJI#. OF MOTI)TIO2 1BB In a short essay, list and discuss the fi$e needs that are %ased on Maslo&*s 9ierarchy of 2eeds Theory )ns&er a ;hysiological needs – food, drin+, shelter, and other physical reuirements % .afety needs – security and protection from physical and emotional harm, as &ell as assurance that physical needs &ill continue to %e met c .ocial needs – affection, %elongingness, acceptance, and friendship 1BA
d #steem needs – internal esteem factors such as selfrespect, autonomy, and achie$ement and e3ternal esteem factors such as status, recognition, and attention e .elfactualization needs – gro&th, achie$ing one*s potential, and selffulfillment: the dri$e to %ecome &hat one is capa%le of %ecoming !easy" 1B In a short essay, list and discuss the threeneeds theory according to a$id McClelland 2e3t, identify &hich of these needs has %een studied most e3tensi$ely and discuss the findings of this research )ns&er The threeneeds theory says there are three needs that are ma6or moti$es in &or+ These three needs include the need for achie"ement &hich is the dri$e to e3cel, to achie$e in relation to a set of standards, and to stri$e to succeed: the need for power &hich is the need to ma+e others %eha$e in a &ay that they &ould not ha$e %eha$ed other&ise: and the need for affiliation &hich is the desire for friendly and close interpersonal relationships Of these three needs, the need for achie$ement has %een researched most e3tensi$ely The findings sho& people &ith a high need for achie$ement are stri$ing for personal achie$ement rather than for the trappings and re&ards of success They ha$e a desire to do something %etter or more efficiently than it*s %een done %efore They prefer 6o%s that offer personal responsi%ility for finding solutions to pro%lems, in &hich they can recei$e rapid and unam%iguous feed%ac+ on their performance in order to tell &hether they*re impro$ing, and in &hich they can set moderately challenging goals 9igh achie$ers aren*t gam%lers: they disli+e succeeding %y chance They are moti$ated %y and prefer the challenge of &or+ing at a pro%lem and accepting the personal responsi%ility for success or failure )n important point is that high achie$ers a$oid &hat they percei$e to %e $ery easy or $ery difficult tas+s !difficult" 1BA In a short essay, discuss 6o% design and descri%e ho& a manager could utilize 6o% scope, 6o% enlargement, 6o% enrichment, and 6o% depth to design moti$ating 6o%s )ns&er
d )utonomy – the degree to &hich a 6o% pro$ides su%stantial freedom, independence, and discretion to the indi$idual in scheduling the &or+ and determining the procedures to %e used in carrying it out e Feed%ac+ – the degree to &hich carrying out &or+ acti$ities reuired %y a 6o% results in the indi$idual*s o%taining direct and clear information a%out the effecti$eness of his or her performance !moderate" 1B? In a short essay, discuss the euity theory and list fi$e pro%a%le %eha$ior responses that may occur &hen employees percei$e an ineuity )ns&er The euity theory proposes that employees percei$e &hat they get from a 6o% situation !outcomes" in relation to &hat they put into it !inputs" and then compare their inputsoutcomes ratios of rele$ant others If an employee percei$es his or her ratio to %e eual to those of rele$ant others a state of euity e3its In other &ords, he or she percei$es that the situation is fair 9o&e$er, if the ratio is uneual, ineuity e3ists and he or she $ie&s themsel$es as underre&arded or o$erre&arded (hen ineuities occur, employees attempt to do something a%out it The euity theory proposes that employees might !1" distort either their o&n or others* inputs or outcomes, !B" %eha$e in some &ay to induce others to change their inputs or outcomes, !" %eha$e in some &ay to change their o&n inputs or outcomes, !A" choose a different comparison person, or !8" uit their 6o% !moderate" 1B In a short essay, discuss ictor room*s e3pectancy theory and list and descri%e the three $aria%les or relationships that support this theory )ns&er #3pectancy theory states that an indi$idual tends to act in a certain &ay %ased on the e3pectation that the act &ill %e follo&ed %y a gi$en outcome and on the attracti$eness of that outcome to the indi$idual It includes the follo&ing three $aria%les or relationships a #3pectancy or effortperformance lin+age – pro%a%ility percei$ed %y the indi$idual that e3erting a gi$en amount of effort &ill lead to a certain le$el of performance % Instrumentality or performancere&ard lin+age – the degree to &hich the indi$idual %elie$es that performing at a particular le$el is instrumental in attaining the desired outcome c alence or attracti$eness of re&ard – the importance that the indi$idual places on the potential outcome or re&ard that can %e achie$ed on the 6o% alence considers %oth the goals and needs of the indi$idual !moderate" C5JJ#2T I..5#. I2 MOTI)TIO2 1BN In a short essay, list and discuss four types of fle3i%le &or+ing schedules that ha$e %een implemented %y organizations as a response to the $aried needs of a di$erse &or+force )ns&er a Compressed &or+&ee+ – a &or+&ee+ &here employees &or+ longer hours per day %ut fe&er days per &ee+ The most common form is four 1@hour days !a AA@ program" 9o&e$er, organizations could design &hate$er schedules they &anted to fit employees* needs This compressed &or+&ee+ pro$ides employees &ith time off for running errands, pursuing ho%%ies, or ta+ing care of family pro%lems % Fle3i%le &or+ hours !also +no&n as fle3time" – a scheduling system in &hich employees are reuired to &or+ a specific num%er of hours a &ee+ %ut are free to $ary those hours &ithin certain limits In a fle3time schedule, there are certain common core hours &hen all employees are reuired to %e on the 6o%, %ut starting, ending, and lunchhour times are fle3i%le Fle3time is one of the most desired %enefits employees &ant from their employers c
is no commuting, fle3i%le hours, freedom to dress as you please, and little or no interruptions from colleagues !easy" 1B> In a short essay, discuss the uniue pro%lems faced in trying to moti$ate professional employees, contingent &or+ers, and lo&s+illed, minimum&age employees Include a discussion of $arious methods that can %e implemented to moti$ate these types of employees )ns&er a Moti$ating professionals – professionals are typically different from nonprofessionals They ha$e a strong and longterm commitment to their field of e3pertise They loyalty is more often to their profession than to their employer To +eep current in their field, they need to regularly update their +no&ledge, and %ecause of their commitment to their profession they rarely define their &or+&ee+ as Nam to 8pm fi$e days a &ee+ (hat moti$ates professionals4 Money and promotions typically are lo& on their priority list Therefore, pro$ide them &ith ongoing challenging pro6ects Ki$e them autonomy to follo& their interests, and allo& them to structure their &or+ in &ays they find producti$e Je&ard them &ith educational opportunities additional training, &or+shops, attending conferencesthat allo& them to +eep current in their field )lso, re&ard them &ith recognition, and as+ uestions and use other actions that demonstrate to them that you*re sincerely interested in &hat they*re doing and $alue it % Moti$ating contingent &or+ers – contingent &or+ers don*t ha$e the security or sta%ility that permanent employees ha$e, and they don*t identify &ith the organization or display the commitment that other employees do Temporary &or+ers also typically get little or no %enefits such as health care or pensions There*s no simple solution for moti$ating contingent employees (hat &ill moti$ate in$oluntarily temporary employees4 )n o%$ious ans&er is the opportunity to %ecome a permanent employee In cases in &hich permanent employees are selected from a pool of temps, the temps &ill often &or+ hard in hopes of %ecoming permanent ) less o%$ious ans&er is the opportunity for training The a%ility of a temporary employee to find a ne& 6o% is largely dependent on his or her s+ills If the employee sees that the 6o% he or she is doing can help de$elop mar+eta%le s+ills, then moti$ation is increased c Moti$ating lo&s+illed, minimum&age employees – one of the toughest moti$ational challenges a manager faces is ho& to achie$e and +eep high performance le$els among these types of &or+ers )lthough money is important as a moti$ator, it*s not the only re&ard that people see+ and that managers can use In moti$ating minimum&age employees, managers should loo+ at other types of re&ards that help moti$ate employee performance One that many companies use is employee recognition programs such as employee of the month, uarterly employee performance a&ards ceremonies, or cele%rations of employees* accomplishments These types of programs ser$e the purpose of highlighting employees &hose &or+ performance has %een of the type and le$el the organization &ants to encourage in all its employees !easy" 1@ In a short essay, list and discuss si3 specific recommendations that should %e follo&ed &hen moti$ating employees )ns&er a Jecognize indi$idual differences – almost e$ery contemporary moti$ation theory recognizes that employees aren*t identical They ha$e different needs, attitudes, personality, and other important indi$idual $aria%les % Match people to 6o%s – there*s a great deal of e$idence sho&ing the moti$ational %enefits of carefully matching people to 6o%s For e3ample, high achie$ers should ha$e 6o%s that allo& them to participate in setting moderately challenging goals and that in$ol$e autonomy and feed%ac+ 9o&e$er, +eep in mind that not e$ery%ody is moti$ated %y 6o%s that are high in autonomy, $ariety, and responsi%ility c 5se goals – managers should ensure that employees ha$e hard, specific goals and feed%ac+ on ho& &ell they*re doing in achie$ing those goals The determination of &hether goals should %e assigned %y the manager or set &ith the employee*s participation depends on the perception of goal acceptance and the organization*s culture If resistance to goals is e3pected, participation should increase acceptance If participation is inconsistent &ith the culture, assigned goals should %e used
1B
d #nsure that goals are percei$ed as attaina%le – regardless of &hether goals are actually attaina%le, employees &ho see goals as unattaina%le &ill reduce their effort Managers must %e sure, therefore, that employees feel confident that increased efforts can lead to achie$ing performance goals e Indi$idualize re&ards – %ecause employees ha$e different needs, &hat acts as a reinforcer for one may not for another Managers should use their +no&ledge of employee differences to indi$idualize the re&ards they control, such as pay, promotions, recognition, desira%le &or+ assignments, autonomy, and participation f in+ re&ards to performance – managers need to ma+e re&ard contingent on performance Je&arding factors other then performance &ill only reinforce those other factors Important re&ards such as pay increases and promotions should %e gi$en for the attainment of specific goals Managers should also loo+ for &ays to increase the $isi%ility of re&ards, ma+ing them potentially more moti$ating g Chec+ the system for euity – employees should percei$e that re&ards or outcomes are eual to the inputs On a simple le$el, e3perience, a%ility, effort, and other o%$ious inputs should e3plain difference in pay, responsi%ility, and other o%$ious outcomes Jemem%er that one person*s euity is another*s ineuity, so an ideal re&ard system should &eigh inputs differently in arri$ing at the proper re&ards for each 6o% h on*t ignore money – it*s easy to get so caught up in setting goals, creating interesting 6o%s, and pro$iding opportunities for participation that you forget that money is a ma6or reason &hy most people &or+ Thus, the allocation of performance%ased &age increases, piece&or+ %onuses, and other pay incenti$es is important in determining employee moti$ation !difficult"
Chapter 1 eadership True/False ) M)2)K#J*. I#MM) 1
The Joss family decided to hire an e3perienced C#O to run 7o% Joss 7uic+ upon the death of 7o% Joss .r, the founder of the company False !moderate"
M)2)K#J. #J.5. #)#J. B
Managers and leaders are the same False !easy"
eaders influence a group to&ard the achie$ement of goals True !easy"
A
2ot all leaders ha$e the capa%ilities or s+ills needed to hold managerial positions True !easy"
8
eadership is %ased on authority granted from organizational position False !moderate"
CO2TI2K#2CH T9#OJI#. OF #)#J.9I; ?
Fiedler0s contingency model of leadership style effecti$eness depends on the a%ility and &illingness of the su%ordinates False !moderate"
The leastpreferred co&or+er uestionnaire measure, &hether a person is tas+ or relationship oriented True !easy"
N
Fiedler assumed a person0s leadership style &as ad6usted %ased on the situation False !moderate" 1BN
>
Fiedler identified three contingency dimensionsL leadermem%er relations, tas+ structure, and re&ard po&er False !difficult"
1@
)ccording to Fiedler0s research, tas+oriented leaders tended to perform %etter in situations that are $ery fa$ora%le to them and in situations that &ere $ery unfa$ora%le False !difficult"
11
)ccording to Fiedler0s research, relationshiporiented leaders seemed to perform %etter in $ery unfa$ora%le situations False !moderate"
1B
Je$ie& of the ma6or studies underta+en to test the o$erall $alidity of the Fiedler model led to a generally positi$e conclusion True !moderate"
1
Jo%ert 9ouse0s pathgoal theory is an e3pectancy theory of moti$ation False !moderate"
1B>
1A
Jo%ert 9ouse0s supporti$e leader consults &ith su%ordinates and uses their suggestions %efore ma+ing a decision False !difficult"
18
Jo%ert 9ouse assumed that leadership style changes depending on the situation True !moderate"
1?
;athgoal theory holds that su%ordinates &ith an e3ternal locus of control &ill %e more satisfied &ith a directi$e style True !moderate"
1
room and Hetton0s ;athKoal Model related leadership %eha$ior and participation to decision ma+ing False !moderate"
1N
Jesearch testing the original leader participation model &as $ery encouraging True !moderate"
C5TTI2K#K# );;JO)C9#. TO #)#J.9I; 1>
) charismatic leader is li+ely seen as %eing asserti$e True !easy"
B@
;eople &or+ing for charismatic leaders are moti$ated to e3ert e3tra &or+ effort %ut e3press lo&er satisfaction False !moderate"
B1
Charismatic leadership may not al&ays %e needed to achie$e high le$els of employee performance True !easy"
BB
Charisma is the a%ility to create and articulate a realistic, credi%le, attracti$e $ision of the future for any organization or organizational unit that gro&s out of and impro$es upon the present False !moderate"
B
The +ey properties of a $ision seem to %e inspirational possi%ilities that are $alue centered, are realiza%le, ha$e superior imagery, and are &ell articulated True !difficult"
BA
One specific role of team leadership is that team leaders are trou%leshooters True !easy"
B8
(hen team leaders assume the role of trou%leshooter, they clarify e3pectations and roles, teach, and offer support False !moderate"
B?
Transactional and transformational leadership are opposing approaches to getting things done False !moderate"
B
The e$idence supports the superiority of transformational leadership o$er transactional leadership True !moderate"
CO2T#M;OJ)JH I..5#. I2 #)#J.9I; BN
)ccording to French and Ja$en, legitimate po&er and authority are one in the same True !moderate"
B>
Credi%ility is the degree to &hich follo&ers percei$e someone as honest, competent, and a%le to inspire True !moderate" 1@
M)2)KI2K I2 )2 #75.I2#.. (OJ @
)ccording to DManaging in an #%usiness (orld,E leaders in e%usinesses see themsel$es as longdistance runners and their contemporaries in other non e%usinesses as sprinters False !moderate"
Multiple Choice ) M)2)K#J*. I#MM) 1
)ccording to the company profile in D) Manager*s ilemma,E the pro%lem facing 7o% Joss 7uic+ is determining --------------- a ho& to attract more customers % ho& to e3pand the company c ho& to +eep employees loyal !moderate" d ho& to hire more ualified employees e ho& to sell the %usiness
M)2)K#J. #J.5. #)#J. B
(hich of the follo&ing is 2OT true concerning the difference %et&een managers and leaders4 a Managers are appointed % Managers influence through informal means !easy" c eaders may %e appointed d eaders can influence %eyond formal authority e eaders may emerge from a group
;ersons &ho are a%le to influence others and &ho possess managerial authority are termed -------------- a managers %leaders !easy" c organizers d $isionaries e team mem%ers
#)JH #)#J.9I; T9#OJI#. A
(hich of the follo&ing is 2OT mentioned in the te3t as one of the three leadership styles e3plored in the 5ni$ersity of Io&a studies4 a cultural style !easy" % autocratic style c democratic style d laissezfaire style
8 (hich of the follo&ing descri%es the leadership style in &hich a leader tended to centralize authority, dictate &or+ methods, ma+e unilateral decisions, and limit employee participation4 a cultural style % autocratic style !moderate" c democratic style d laissezfaire style ? The --------------- style of leadership descri%es a leader &ho tends to in$ol$e employees in decision ma+ing, delegate authority, encourage participation in deciding &or+ methods and goals, and use feed%ac+ as an opportunity for coaching employees a cultural style % autocratic style c democratic style !moderate" d laissezfaire style
11
(hich of the follo&ing descri%es the leadership style in &hich the leader generally gi$es the group complete freedom to ma+e decisions and complete the &or+ in &hate$er &ay it sa& fit4 a cultural style % autocratic style c democratic style d laissezfaire style !moderate"
N
)ccording to the Ohio .tate studies, &hich of the follo&ing dimensions of leader %eha$ior refers to the e3tent to &hich a leader is li+ely to define and structure his or her role and the roles of group mem%ers in the search for goal attainment4 a intelligence structure % psychological structure c initiating structure !easy" d consideration structure
>
)ccording to the Ohio .tate studies, the dimension of leader %eha$ior that is defined as the e3tent to &hich a leader had 6o% relationships characterized %y mutual trust and respect for group mem%ers* ideas and feelings is called --------------- a initiation % consideration !moderate" c cultural d physical
CO2TI2K#2CH T9#OJI#. OF #)#J.9I; A@
(ho de$eloped the first contingency model for leadership4 a 7la+e and Mouton %Fiedler !easy" c )dler d e&in e .chmidt
A1
Fielder0s model of leadership &as the first -------------- model a $isionary % pathgoal c team d empo&erment e contingency !moderate"
AB
Fiedler0s leastpreferred co&or+er uestionnaire see+s to measure &hat leadership factor4 a su%ordinate needs %leader0s style !moderate" c situation d su%ordinate co&or+er influence e leader traits A (hich of the follo&ing is TJ5# concerning Fiedler0s leastpreferred co&or+er uestionnaire4 a eaders are either tas+ or relationship oriented !moderate" % Fielder assumed that leadership style &as conte3tual c eadership style is dynamic depending on the situation d ) lo& ;C &ould %e a tas+oriented leader e ) high ;C &ould %e a relationshiporiented leader AA
The least preferred co&or+er uestionnaire &as de$eloped %y -------------- a ictor room % Jo%ert 9ouse c Fred Fiedler !difficult" d French and Ja$en e a$id McClelland 1B
A8
Fiedler assumed a person0s leadership style &as -------------- a contingent % relati$e c dimensional dfi3ed !difficult" e team oriented
A?
Fiedler0s dimension termed -------------- is the degree of confidence, trust, and respect su%ordinates had for their leader a leadermem%er relations !easy" % po&er relationship c tas+ structure d authority e position po&er
A
(hich of the follo&ing are t&o of the three +ey situational factors Fielder felt &ere important in determining leader effecti$eness4 a leadermem%er relations, maturity of follo&ers % organizational success, position po&er c tas+ structure, leadermem%er relations !moderate" d maturity of organization and su%ordinates e organizational age and tas+ structure
AN
Fiedler0s term -------------- refers to the degree to &hich the 6o% assignments are formalized and procedurized a leadermem%er relations % po&er relationship c tas+ structure !easy" d authority e position po&er
A>
The degree to &hich the 6o% assignments are formalized and procedurized is the -------------- contingency dimension according to Fielder a position po&er % su%ordinate maturity c tas+ structure !moderate" d centralization e leadermem%er relations 8@ Fiedler0s term -------------- refers to the degree of influence a leader has o$er po&er%ased acti$ities a leadermem%er relations %position po&er !moderate" c responsi%ility d tas+ structure e respect 81
)ccording to Fielder, in &hat types of situations do tas+oriented leaders perform %est4 a $ery fa$ora%le, $ery unfa$ora%le !moderate" % moderately fa$ora%le, moderately unfa$ora%le c $ery fa$ora%le, unfa$ora%le d $ery unfa$ora%le, unfa$ora%le e $ery fa$ora%le, fa$ora%le
8B
)ccording to Fielder, in &hat type of situations do relationshiporiented leaders perform %est4 a $ery fa$ora%le % fa$ora%le c moderately fa$ora%le !moderate" d unfa$ora%le 1
e $ery unfa$ora%le 8
)ccording to Fielder, the t&o &ays to impro$e leadership effecti$eness are to change the situation to fit the leader or -------------- a train the employees %change the leader !moderate" c train the leader d apply systematic pressure e enhance the re&ard system
8A
)ccording to Fiedler, if a group situation &as rated as highly unfa$ora%le and &as led %y a relationship leader, the group0s performance could %e impro$ed %y -------------- a restructuring tas+s !difficult" % changing the leader0s style c retraining follo&ers d empo&ering employees e reducing the leader0s authority
88
O$erall, the $alidity of the Fiedler contingency model could %e descri%ed as -------------- a supporti$e !moderate" % moderately supporti$e c inconclusi$e d unsupporti$e e $ery unsupporti$e
8?
)ccording to the te3t, the --------------theory is a contingency theory that focuses on follo&er*s readiness a consideration leadership % situational leadership !moderate" c passi$e leadership d acti$e leadership 8 (hich of the follo&ing leadership styles descri%es a leader &ho pro$ides %oth directi$e and supporti$e %eha$ior4 a telling % selling !moderate" c participating d delegating e referring 8N
The main role of the leader is to facilitate and communicate in &hich of the follo&ing leadership styles4 a telling % selling c participating !moderate" d delegating e referring
8>
(hich of the follo&ing leadership styles descri%es a leader &ho pro$ides little direction or support4 a telling % selling c participating d delegating !moderate" e referring
?@
(hat leadership model is associated &ith room and Hetton4 a contingency leadership theory % situational leadership theory c pathgoal model dleader participation model !easy" e leader characteristics model 1A
?1
(ho de$eloped pathgoal theory4 a Fielder % 7la+e and Mouton c e&in d9ouse !moderate" e .chmidt
?B
)ccording to pathgoal theory, a leader0s %eha$ior is -------------- to su%ordinates to the degree that they $ie& it as an immediate source of satisfaction a moti$ational %accepta%le !moderate" c compati%le d transactional e transformational
?
)ccording to the pathgoal theory, a leader0s %eha$ior is -------------- to the e3tent that it ma+es the satisfaction of su%ordinates0 needs contingent on effecti$e performance and pro$ides coaching and guidance a moti$ational %accepta%le !moderate" c compati%le d transactional e transformational ?A )ccording to pathgoal theory, a leader &ho lets su%ordinates +no& &hat0s e3pected of them, schedules &or+ to %e done, and gi$es specific guidance as to ho& to accomplish tas+s is termed -------------- a directi$e !moderate" % achie$ement oriented c participati$e d supporti$e e authoritati$e ?8
)ccording to pathgoal theory, a leader &ho is friendly and sho&s concern for the needs of su%ordinates is termed -------------- a directi$e % achie$ement oriented c participati$e dsupporti$e !moderate" e authoritati$e
??
)ccording to pathgoal theory, a manager &ho consults &ith su%ordinates and uses their suggestions &ould %e e3hi%iting &hat type of leadership %eha$ior4 a directi$e % achie$ement oriented c participati$e !moderate" d supporti$e e authoritati$e
?
(hich of the follo&ing is 2OT a leadership %eha$ior identified in 9ouse0s pathgoal theory4 a directi$e leader % supporti$e leader c participati$e leader dtransactional leader !difficult" e achie$ementoriented leader
?N
) leader &ho sets challenging goals and e3pects $ery high performance le$els from su%ordinates &ould %e classified as &hat type of leader, according to pathgoal theory4 a supporti$e % participati$e 18
c achie$ement oriented !moderate" d democratic e directi$e ?>
In contrast to Fielder0s contingency theory, 9ouse0s pathgoal theory assumes leaders are -------------- a trained %fle3i%le !moderate" c %orn d $isionary e managers
@
The tas+ structure a su%ordinate &or+s &ith &ould %e important in understanding the -------------- $aria%le that moderates the leader %eha$ioroutcome relationship a su%ordinate % leader c en$ironmental !easy" d &or+ group e authority system
1
In the pathgoal theory, &hich of the follo&ing is included in the class of contingency $aria%les termed 'en$ironment'4 a tas+ structure and formal authority system !difficult" % locus of control and e3perience c percei$ed a%ility d employee satisfaction e performance
B
;athgoal theory identifies t&o classes of situation $aria%les that moderate the leadership%eha$ior outcome -------------- a tact and relationship % path and goal c people and history d participation and structure e en$ironment and su%ordinates !moderate"
(hich of the follo&ing is included in the class of contingency $aria%les termed 'follo&er'4 a locus of control !difficult" % performance c employee satisfaction d formal authority system e tas+ structure
A
)ccording to the te3t, &hich of the follo&ing is 2OT a hypothesis from the pathgoal theory4 a .upporti$e leadership results in high employee performance and satisfaction &hen su%ordinates are performing structured tas+s % irecti$e leadership leads to greater satisfaction &hen tas+s are high structured and &ell laid out than &hen tas+s are am%iguous or stressful !difficult" c irecti$e leadership is li+ely to %e percei$ed as redundant among su%ordinates &ith high percei$ed a%ility or &ith considera%le e3perience d The clearer and more %ureaucratic the formal authority relationships, the more leaders should e3hi%it supporti$e %eha$ior and deemphasize directi$e %eha$ior e irecti$e leadership &ill lead to higher employee satisfaction &hen there is su%stanti$e conflict &ithin a &or+ group
8
(hich of the follo&ing is not one of the hypotheses that ha$e e$ol$ed from the pathgoal theory4 a .upporti$e leadership results in high employee performance and satisfaction &hen su%ordinates are performing structured tas+s 1?
% irecti$e leadership is li+ely to %e percei$ed as redundant among su%ordinates &ith highly percei$ed a%ility or &ith considera%le e3perience c The more clear and %ureaucratic the formal authority relationships, the more leaders should e3hi%it supporti$e %eha$ior and deemphasize directi$e %eha$ior d irecti$e leadership &ill lead to higher employee satisfaction &hen there is su%stanti$e conflict &ithin a &or+ group e .u%ordinates &ith an e3ternal locus of control &ill %e more satisfied &ith a directi$e style !difficult" ?
)ccording to the pathgoal theory, directi$e leadership &ill lead to higher employee satisfaction &hen there is -------------- &ithin a &or+ group a cohesi$eness % high structure c su%stantial conflict !moderate" d internal locus of control e a $isionary leader Jesearch on pathgoal theory could %e summarized as -------------- a negati$e support % inconclusi$e c positi$e support !easy" d $ery unsupporti$e e $arying &idely as supporti$e and nonsupporti$e
C5TTI2K#K# );;JO)C9#. TO #)#J.9I; N
(hat type of leaders guide or moti$ate their follo&ers in the direction of esta%lished goals %y clarifying role and tas+ reuirements4 a transactional !moderate" % charismatic c trait d transformational e informational
>
(hich type of leaders pro$ide indi$idualized consideration, intellectual stimulation, and possess charisma4 a transactional % charismatic c trait dtransformational !moderate" e informational
N@
) leader, such as 7ill Kates of Microsoft, &ho can inspire follo&ers a%o$e their o&n selfinterests and can ha$e a profound effect on their performance, are +no&n as -------------- a transactional leaders % directi$e leaders c informational leaders d emotional leaders e transformational leaders !difficult"
N1
(hich of the follo&ing is an accurate statement a%out transformational leaders4 a They clarify tas+ reuirements % They focus on tas+s and pay little attention to follo&ers c They are poor moti$ators d They are opposite style leaders compared to transactional leaders e They e3hi%it more than 6ust charisma !difficult"
NB
The e$idence supporting the superiority of transformational leadership o$er the transactional $ariety is -------------- a inconclusi$e % moderately supporti$e 1
N
c moderately negati$e do$er&helmingly impressi$e !moderate" e difficult to interpret (hich of the follo&ing non$er%al %eha$iors do researchers &ho are training charismatic leaders 2OT include4 a leaning to&ard the su%ordinate % a$oiding eye contact c ha$ing rela3ed posture !easy" d ha$ing animated facial e3pressions
NA
-------------- leadership is the a%ility to create and articulate a realistic, credi%le, attracti$e $ision of the future for an organization or organizational unit that gro&s out of and impro$es upon the future a isionary !easy" % Charismatic c Trait d Transactional e Informational
N8
The +ey properties of a $ision include all of the follo&ing #C#;T that they -------------- a are $alue centered % are realiza%le c ha$e superior imagery dare easily achie$ed !moderate" e are &ell articulated
N?
(hich of the follo&ing is 2OT an important leadership role for team leaders4 a liaison &ith e3ternal constituencies %liaison &ith internal constituencies !moderate" c trou%leshooter d conflict manager e coach
CO2T#M;OJ)JH I..5#. I2 #)#J.9I; N
)ll of the follo&ing are sources of po&er identified %y French and Ja$en #C#;TL a legitimate %status !easy" c e3pert d coerci$e e re&ard
NN
(hich of the follo&ing, according to French and Ja$en, is the type of po&er a person has as a result of his or her position in the formal organizational hierarchy4 a legitimate po&er !moderate" % coerci$e po&er c re&ard po&er d e3pert po&er e referent po&er
N>
#3amples of an organization0s -------------- po&er include performance appraisals, promotions, and interesting &or+ assignments a legitimate !moderate" % status c e3pert d coerci$e e re&ard
M)2)KI2K HO5J C)J##J 1N
>@ )ccording to the %o3ed feature, DManaging Hour Career,E &hich of the follo&ing is 2OT mentioned as a suggestion to impro$e an indi$idual*s political effecti$eness4 a Frame arguments in terms of organizational goals % Kain control of organizational resources c Mi3 &ith e$eryone regardless of the reputation !moderate" d 7e $isi%le e e$elop po&erful allies >1
-------------- is the po&er that rests on the leader*s a%ility to punish or control a Je&ard po&er %Coerci$e po&er !moderate" c #3pert po&er d Jeferent po&er e egitimate po&er
>B
The po&er utilized &hen a %oss threatens to dismiss an employee if he/she does not comply &ith a demand is -------------- a re&ard po&er %coerci$e po&er !moderate" c e3pert po&er d referent po&er e legitimate po&er
>
-------------- is the po&er to gi$e positi$e %enefit or re&ards a Je&ard po&er !moderate" %Coerci$e po&er c #3pert po&er d Jeferent po&er e egitimate po&er
>A
Hour firm0s attorney has -------------- po&er &hen he gi$es legal ad$ice a legitimate % status c e3pert !moderate" d coerci$e e re&ard
>8
-------------- is influence that*s %ased on e3pertise, special s+ills, or +no&ledge a Je&ard po&er %Coerci$e po&er c #3pert po&er !moderate" d Jeferent po&er e egitimate po&er
>?
(hen a young child emulates a professional sports star0s %eha$ior, the star has &hat +ind of po&er o$er the child4 a legitimate % e3pert c coerci$e dreferent !difficult" e re&ard > -------------- is the po&er that arises %ecause of a person*s desira%le resources or personal traits a Je&ard po&er %Coerci$e po&er c #3pert po&er d Jeferent po&er !moderate" e egitimate po&er 1>
>N
The most dominant component of credi%ility is -------------- a e3pertise % status c authority dhonesty !moderate" e charisma
>>
The dimension of trust that is used to descri%e honesty and truthfulness is -------------- a integrity !easy" % competence c consistency d loyalty e openness
1@@ The dimension of trust that is used to descri%e relia%ility, predicta%ility and good 6udgment in handling situations is termed -------------- a integrity % competence c consistency !moderate" d loyalty e openness 1@1 (hich of the follo&ing is an accurate statement a%out the differences %et&een gender and leadership style4 a Males and females do not use different styles % Men are more democratic than &omen c (omen encourage more participation !moderate" d Men share po&er more than &omen e (omen rely on formal authority more than men 1@B )ccording to the te3t, &omen tend to use -------------- leadership, moti$ating other %y transforming their selfinterest into organizational goals a transactional % transformational !moderate" c situational d initiating 1@ )ccording to the te3t, men tend to use -------------, handing out re&ards for good &or+ and punishment for %ad a transactional !moderate" % transformational c situational d initiating M)2)KI2K I2 )2 #75.I2#.. (OJ 1@A (hich of the follo&ing is 2OT mentioned as one of the three differences that seem to %e most e$ident &hen comparing leadership in e%usinesses $ersus traditional organizations4 a The importance of %eing a specialist !moderate" % The speed at &hich decisions must %e made c The importance of %eing fle3i%le d The need to create a $ision of the future 1@8 eaders in e%usinesses freuently use the term --------------, &hich is a reference to a rapidly speeded up &or+ing en$ironment a tur%o time % Internet time !easy" c speed of light d rapid time 1A@
.cenarios and Questions CO2TI2K#2CH T9#OJI#. OF #)#J.9I; Fiedler &ould e3pect that the %est leadership style &as a function of -------------- a leadermem%er relations, tas+ structure, and position po&er !moderate" % formal authority, production process, and personality of employees c chain of command, relationships, and po&er d type of organization, personality of leader, and education of employees e type of process, personality of employees, and po&er of leader 11@ The o$erall $alidity of the Fiedler model seems to %e -------------- a generally negati$e %generally positi$e !moderate" c o$er&helmingly negati$e d o$er&helmingly positi$e e inconclusi$e The ;ath to eadership !.cenario" 7roo+e is a manager of the night shift in a nursing home .he has %een reading information a%out 9ouse0s pathgoal theory and &ould li+e to apply that information to %ecoming a %etter leader 111
7roo+e should understand that the pathgoal theory is a!n" -------------- model of leadership that e3tracts +ey elements from the e3pectancy theory of moti$ation a fi3ed % alternati$e c contingency !moderate" d untested 1A1
e charismatic 11B 7roo+e generally lets su%ordinates +no& &hat0s e3pected of them, schedules &or+ to %e done, and gi$es specific guidance as to ho& to accomplish tas+s 7roo+e &ould %e termed a!n" -------------- leader a achie$ementoriented % participati$e c supporti$e ddirecti$e !moderate" e charismatic 11 7roo+e &ould li+e to %ecome a participati$e leader .he should -------------- a let su%ordinates +no& &hat0s e3pected of them, schedule &or+ to %e done, and gi$e specific guidance as to ho& to accomplish tas+s % %e friendly and sho& concern for the needs of su%ordinates c consult &ith su%ordinates and use their suggestions %efore ma+ing a decision !moderate" d set challenging goals and e3pect su%ordinates to perform at their highest le$el e %e more concerned &ith tas+s 11A ately 7roo+e has %een setting challenging goals and e3pecting su%ordinates to perform at their highest le$el .he is acting as a!n" -------------- leader a achie$ementoriented !moderate" % participati$e c supporti$e d directi$e e charismatic 118 7roo+e has decided that the appropriate leadership style &ould %e to sho& friendliness and concern for the needs of her su%ordinates .he &ishes to %e a!n" -------------- leader a achie$ementoriented % participati$e c supporti$e !moderate" d directi$e e charismatic C5TTI2K#K# );;JO)C9#. TO #)#J.9I; ) eadership
1AB
11N Carrie stopped ;erry in the par+ing lot and 6ust had to tell him a%out --------------, &here leaders guide or moti$ate their follo&ers in the direction of esta%lished goals %y clarifying role and tas+ reuirements a charismatic leadership %transactional leadership !difficult" c transformational leadership d attri%utional leadership e situational leadership 11> Carrie stopped .te$e in the par+ing lot and 6ust had to tell him a%out --------------, &here leaders pro$ide indi$idualized consideration, intellectual stimulation, and possess charisma a charismatic leadership % transactional leadership c transformational leadership !difficult" d attri%utional leadership e situational leadership 1B@ Carrie had to tell .haron a%out the findings concerning &omen and leadership .haron &as interested in the fact that all %ut &hich of the follo&ing is true concerning &omen and leadership4 a There are differences %et&een ho& men and &omen lead % (omen utilize a democratic style more than men c (omen tend to share po&er less than men !moderate" d (omen are less li+ely than men to use a directi$e style e (omen tend to utilize an autocratic style &hen they are in maledominated 6o%s #ssay Questions #)JH #)#J.9I; T9#OJI#. 1B1 In a short essay, list and discuss the si3 traits associated &ith leadership )ns&er a ri$e – leaders e3hi%it a high effort le$el They ha$e a relati$ely high desire for achie$ement, they are am%itious, they ha$e a lot of energy, they are tirelessly persistent in their acti$ities, and they sho& initiati$e % esire to lead – leaders ha$e a strong desire to influence and lead others They demonstrate the &illingness to ta+e responsi%ility c 9onesty and integrity – leaders %uild trusting relationships %et&een themsel$es and follo&ers %y %eing truthful or nondeceitful and %y sho&ing high consistency %et&een &ord and deed d .elfconfidence – follo&ers loo+ to leaders for an a%sence of selfdou%t eaders, therefore, need to sho& selfconfidence in order to con$ince follo&ers of the rightness of goals and decisions e Intelligence – leaders need to %e intelligent enough to gather, synthesize, and interpret large amounts of information, and they need to %e a%le to create $isions, sol$e pro%lems, and ma+e correct decisions f
The Fiedler contingency model proposed that effecti$e group performance depended upon the proper match %et&een the leader*s style of interacting &ith his or her follo&ers and the degree to &hich the situation allo&ed the leader to control and influence The model &as %ased on the premise that a certain leadership style &ould %e most effecti$e in different types of situations Fielder proposed that a +ey factor in leadership success &as an indi$idual*s %asic leadership style To measure a leader*s style, Fiedler de$eloped the leastpreferred co &or+er !;C" uestionnaire The uestionnaire contained 1? pairs of contrasting ad6ecti$esfor e3ample, pleasantunpleasant, cold&arm, %oringinteresting, and friendlyunfriendly Jespondents &ere as+ed to thin+ of all the co&or+ers they had e$er had and to descri%e that one person they least en6oyed &or+ing &ith %y rating him or her on a scale of 1 to N !the N al&ays descri%ed the positi$e ad6ecti$e out of the pair" for each of the 1? sets of ad6ecti$es Fiedler %elie$ed that you could determine a person*s %asic leadership style on the %asis of the responses to the ;C uestionnaire )fter an indi$idual*s %asic leadership style had %een assessed through the ;C, it &as necessary to e$aluate the situation in order to match the leader &ith the situation Fiedler*s research unco$ered three contingency dimensions that defined the +ey situational factors for determining leader effecti$eness These &ereL a eadermem%er relations – the degree of confidence, trust, and respect employees had for their leader: rated as either good or poor % Tas+ structure – the degree to &hich 6o% assignments &ere formalized and procedurized: rated as either high or lo& c ;osition po&er – the degree of influence a leader had o$er po&er%ased acti$ities such as hiring, firing, discipline, promotions, and salary increases: rated as either strong or &ea+ !difficult"
1AA
1B In a short essay, discuss the situational leadership theory as de$eloped %y ;aul 9ersey and Gen 7lanchard 2e3t, list and discuss the four specific leadership styles and the four stages of follo&er readiness as defined %y 9ersey and 7lanchard )ns&er The situational leadership theory is a contingency theory that focuses on follo&ers* readiness 9ersey and 7lanchard argue that successful leadership is achie$ed %y selecting the right leadership style, &hich is contingent on the le$el of the follo&ers* readiness The emphasis of the follo&ers in leadership effecti$eness reflects the reality that it is the follo&ers &ho accept or re6ect the leader Jegardless of &hat the leader does, the effecti$eness depends on the actions of his or her follo&ers )nd, readiness refers to the e3tent to &hich people ha$e the a%ility and &illingness to accomplish a specific tas+ a The four specific leadership styles are as follo&sL % Telling !high tas+lo& relationship" – the leader defines roles and tells people &hat, ho&, &hen, and &here to do $arious tas+s c .elling !high tas+high relationship" – the leader pro$ides %oth directi$e and supporti$e %eha$ior d ;articipating !lo& tas+high relationship" – the leader and follo&er share in decision ma+ing: the main role of the leader is facilitating and communicating e elegating !lo& tas+lo& relationship" – the leader pro$ides little direction or support The final component in the model is the four stages of follo&er readinessL a J1 – people are %oth una%le and un&illing to ta+e responsi%ility for doing something They*re neither competent nor confident % JB – people are una%le %ut &illing to do the necessary 6o% tas+s They*re moti$ated %ut currently lac+ the appropriate s+ills c J – people are a%le %ut un&illing to do &hat the leader &ants d JA – people are %oth a%le and &illing to do &hat is as+ed of them !difficult" 1BA In a short essay, discuss the pathgoal leadership theory de$eloped %y Jo%ert 9ouse 2e3t, list and e3plain the four leadership %eha$iors %ased on the pathgoal leadership theory )ns&er e$eloped %y Jo%ert 9ouse, pathgoal theory is a contingency model of leadership that ta+es +ey elements from the e3pectancy theory of moti$ation )ccording to this theory, a leader*s %eha$ior is accepta%le to group mem%ers to the degree that they $ie& it as an immediate source of satisfaction or as a means of future satisfaction ) leader*s %eha$ior is moti$ational to the e3tent that it ma+es the satisfaction of su%ordinates* needs contingent on effecti$e performance and pro$ides the coaching, guidance, support, and re&ards that are necessary for effecti$e performance To test these statements, 9ouse identified four leadership %eha$iors a irecti$e leader – lets su%ordinates +no& &hat*s e3pected of them, schedules &or+ to %e done, and gi$es specific guidance on ho& to accomplish tas+s % .upporti$e leader – is friendly and sho&s concern for the needs of follo&ers c ;articipati$e leader – consults &ith group mem%ers and uses their suggestions %efore ma+ing a decision d )chie$ement oriented leader – sets challenging goals and e3pects follo&ers to perform at their highest le$el !moderate" C5TTI2K#K# );;JO)C9#. TO #)#J.9I;
1A8
1B8 In a short essay, discuss ho& $isionary leadership differs from charismatic leadership Include a discussion of the fi$e characteristics of charismatic leaders and three ualities that are related to effecti$eness in the $isionary leader*s role )ns&er ) charismatic leader is an enthusiastic, selfconfident leader &hose personality and actions influence people to %eha$e in certain &ays The most comprehensi$e analysis of personal characteristics of the charismatic leaders are charismatic leaders ha$e a $ision, are a%le to articulate that $ision, are &illing to ta+e ris+s to achie$e that $ision, are sensiti$e to %oth en$ironmental constraints and follo&er needs, and e3hi%it %eha$iors that are out of the ordinary There*s an increasing %ody of e$idence that sho&s impressi$e correlation %et&een charismatic leadership and high performance and satisfaction among follo&ers )lthough the term $ision is often lin+ed &ith charismatic leadership, $isionary leadership goes %eyond charisma since it*s the a%ility to create and articulate a realistic, credi%le, and attracti$e $ision of the future that impro$es upon the present situation This $ision, if properly selected and implemented, is so energizing that it Din effect 6umpstarts the future %y calling forth the s+ills, talents, and resources to ma+e it happen Once the $ision is identified, these $isionary leaders appear to ha$e three ualities that are related to effecti$eness in their $isionary roles First is the a%ility to e3plain the $ision to others The $isionary leader needs to ma+e the $ision clear in terms of reuired goals and actions through clear oral and &ritten communication The second s+ill needed is the a%ility to e3press the $ision not 6ust $er%ally %ut through %eha$ior This s+ill reuires %eha$ing in &ays that continually con$ey and reinforce the $ision The third s+ill $isionary leaders need is the a%ility to e3tend or apply the $ision to different leadership conte3ts For instance, the $ision ha$e to %e as meaningful to the people in accounting as to those in production !difficult" 1B? In a short essay, list and discuss the four specific leadership roles that focus on the priorities of the leader*s 6o% )ns&er a First, team leaders are liaisons with e(ternal constituencies' These may include upper management, other organizational &or+ teams, customers, or suppliers The leader represents the team to other constituencies, secures needed resources, clarifies others* e3pectations of the team, gathers information from the outside, and shares that information &ith team mem%ers % 2e3t, team leaders are trou#leshooters' (hen the team has pro%lems and as+s for assistance, team leaders sit in on meetings and try to help resol$e the pro%lems Trou%leshooting rarely in$ol$es technical or operational issues %ecause the team mem%ers typically +no& more a%out the tas+s %eing done than does the team leader The leader is most li+ely to contri%ute %y as+ing penetrating uestions, helping the team tal+ through pro%lems, and getting needed resources to tac+le pro%lems c Third, team leaders are conflict managers' (hen disagreements arise, they help process the conflict They help identify issues such as the source of the conflict, &ho*s in$ol$ed, the issues, the resolution options a$aila%le and the ad$antages and disad$antages of each 7y getting team mem%ers to address uestions such as these, the leader minimizes the disrupti$e aspects of intrateam conflicts d Finally, team leaders are coaches' They clarify e3pectations and roles, teach, offer support, cheerlead, and do &hate$er else is necessary to help team mem%ers +eep their &or+ performance le$els high !easy" CO2T#M;OJ)JH I..5#. I2 #)#J.9I; 1B In a short essay, list and discuss fi$e sources in &hich leader po&er has %een identified Include specific e3amples of each source of po&er to support your ans&er )ns&er a egitimate po&er – represents the po&er a leader has as a result of his or her position in the organization ;eople in positions of authority are also li+ely to ha$e re&ard or coerci$e po&er, %ut legitimate po&er is %roader than the po&er to coerce and re&ard 7ecause of their legitimate po&er, &hen school principals, 1A?
%an+ presidents, or army captains as+ for something to %e done, teachers, tellers, and lieutenants listen and usually comply % Coerci$e po&er – the po&er that rests on the leader*s a%ility to punish or control Follo&ers react to this po&er out of fear of the negati$e results that might occur if they did not comply )s a manager, you typically ha$e some coerci$e po&er, such as %eing a%le to suspend or demote employees or to assign them &or+ they find unpleasant or undesira%le c Je&ard po&er – the po&er to gi$e positi$e %enefits or re&ards These re&ards can %e anything that another person $alues In an organizational conte3t, that might include money, fa$ora%le performance appraisals, promotions, interesting &or+ assignments, friendly colleagues, and preferred &or+ shifts d #3pert po&er – influence that*s %ased on e3pertise, special s+ills, or +no&ledge )s 6o%s ha$e %ecome more specialized, managers ha$e %ecome increasingly dependent on staff De3pertsE to achie$e the organization*s goals If an employee has s+ills, +no&ledge, or e3pertise that*s critical to the operation of a &or+ group, that person*s e3pert po&er is enhanced For instance, in many organizations, indi$iduals &ho ha$e good computer s+ills and are seen as De3pertsE &hen computer pro%lems arise ha$e the a%ility influence %ecause of their +no&ledge and s+illsthat is, they ha$e e3pert po&er e Jeferent po&er – the po&er that arises %ecause of a person*s desira%le personal traits Jeferent po&er de$elops out of admiration of another and a desire to %e li+e that person If you admire someone to the point of modeling your %eha$ior and attitudes after him or her, that person has referent po&er o$er you !moderate" 1BN In a short essay, list and discuss si3 suggestions of ho& leaders can see+ to %uild trust )ns&er a ;ractice openness – mistrust comes as much from &hat people do not +no& as from &hat they do +no& Openness leads to confidence and trust Geep people informed, ma+e the criteria on ho& decisions are made o$ertly clear, e3plain the rationale for your decisions, %e candid a%out pro%lems, and fully disclose rele$ant information % 7e fair – %efore ma+ing decisions or ta+ing actions, consider ho& others &ill percei$e them in terms of o%6ecti$ity and fairness Ki$e credit &here credit is due, %e o%6ecti$e and impartial in performance appraisals, and pay attention to euity perceptions in re&ard distri%utions c .pea+ your feelings – leaders &ho con$ey only hard facts come across as cold, distant, and uncaring If your share your feelings, others &ill see you as real and human They &ill +no& &ho you are, and their respect for you &ill increase d Tell the truth – if honesty is critical to credi%ility, you must %e percei$ed as someone &ho tells the truth ;eople are generally more tolerant of learning something negati$e than of finding out that their leader lied to them e .ho& consistency –Mistrust comes from not +no&ing &hat to e3pect Ta+e the time to thin+ a%out your $alues and %eliefs Then let them consistently guide your decisions and actions f Fulfill your promises Trust reuires that people %elie$e you are dependa%le Geep your &ord ;romises made must %e promises +ept g Maintain confidences – you trust people &hoa re discreet and upon &hom you can rely If people ma+e themsel$es $ulnera%le %y telling you something in confidence, they need to feel assured that you &on*t discuss it &ith others or %etray that confidence h emonstrate competence – de$elop the admiration and respect of others %y demonstrating technical and professional a%ility ;ay particular attention to de$eloping and practicing effecti$e communication, negotiation, and other interpersonal s+ills !moderate" 1B> In a short essay, define trust and list and discuss the fi$e dimensions that ma+e up the concept of trust )ns&er Trust is identified as the %elief in the integrity, character, and a%ility of a leader Follo&ers &ho trust a leader are &illing to %e $ulnera%le to the leader*s actions %ecause they are confident that their rights and interests &ill not %e a%used The fi$e dimensions that ma+e up the concept of trust are as follo&s 1A
a Integrity – honesty and truthfulness % Competence – technical and interpersonal +no&ledge and s+ills c Consistency – relia%ility, predicta%ility, and good 6udgment in handling situations d oyalty – &illingness to protect a person, physically and emotionally e Openness – &illingness to share ideas and information freely !easy" M)2)KI2K HO5J C)J##J 1@ In a short essay, list and discuss fi$e suggestions that can %e used to impro$e an indi$idual*s political effecti$eness )ns&er a Frame arguments in terms of organizational goals – effecti$e politic+ing reuires camouflaging your self interests ;eople &hose actions appear to %latantly further their o&n interests at the e3pense of the organization are almost uni$ersally denounced, are li+ely to lose influence, and may e$en %e e3pelled from the organization % e$elop the right image – +no& your organization*s culture: understand &hat the organization &ants and $alues from its employees 7ecause the assessment of your performance is not a fully o%6ecti$e process, your must pay attention to style as &ell as su%stance c Kain control of organizational resources – the control of scarce and important organizational resources is a source of po&er Gno&ledge and e3pertise are particularly effecti$e resources to control d Ma+e yourself appear indispensa%le – if the organization*s +ey decision ma+ers %elie$e that there is no ready su%stitute for &hat you %ring to the organization, they are li+ely to go to great lengths to ensure that your desires are satisfied e 7e $isi%le – ma+e your %oss and those in po&er a&are of your contri%utions Joutinely highlight your successes in reports, ha$e satisfied customers e3press their satisfaction to your managers, %e seen at company social functions, %e acti$e in your professional associations, and de$elop po&erful allies &ho spea+ positi$ely a%out your accomplishments f e$elop po&erful allies – it helps to ha$e po&erful people on your side Culti$ate contacts &ith potentially influential people a%o$e you, at your o&n le$el, and at lo&er organizational le$els These allies can pro$ide you &ith important information that might not other&ise %e a$aila%le g )$oid DtaintedE mem%ers – in e$ery organization, there are indi$iduals &hose status is uestiona%le Their performance and/or loyalty is suspect Geep your distance from such indi$iduals so that your o&n effecti$eness isn*t compromised h .upport your %oss – your immediate future is in your %oss*s hands .ince he or she e$aluates your performance, try to do &hate$er is necessary to ha$e your %oss on your side Ma+e e$ery effort to help your %oss loo+ good and succeed, support your %oss, and find out &hat criteria &ill %e used to assess your effecti$eness on*t spea+ negati$ely of your %oss to others and definitely don*t undermine your %oss !moderate" Chapter 1N – Foundations of Control True/False (9)T I. CO2TJO4 B
Managers should %e in$ol$ed in the control function e$en if things are going as planned True !moderate"
The three different approaches to designing control systems are cultural, domestic, and international False !moderate" 1AN
A
;rice competition is one mechanism for utilizing mar+et control True !moderate"
8
Mar+et control uses e3ternal mar+et mechanisms to esta%lish standards used in the control system True !moderate"
?
7ureaucratic control emphasizes go$ernmental regulation False !moderate"
Clan control emphasizes organizational authority False !moderate"
(9H I. CO2TJO IM;OJT)2T4 N
In reality, management is an ongoing process, and controlling acti$ities pro$ide the critical lin+ %ac+ to planning True !moderate"
>
.tandards are created during the organizing process False !easy"
T9# CO2TJO ;JOC#.. 1@ The control process is a threestep process that includes unfreezing the system, changing the system, and refreezing the system False !moderate" 11
The first step in the control process is comparing actual performance against a standard False !moderate"
1B
;ersonal o%ser$ation is one method for measuring actual performance True !easy"
1
(hat &e measure is more critical to the control process than ho& &e measure True !moderate"
1A
The range of $ariation is the accepta%le parameters of $ariance %et&een actual performance and the ideal False !moderate"
18
e$iations that e3ceed the range of $ariation need the manager0s attention True !easy"
1?
oing nothing is not an accepta%le managerial action in the control process False !moderate"
1
Je$ising unrealistically high standards is one method of managerial action in the control process True !moderate"
1N
7asic correcti$e action is correcting an acti$ity at once in order to get performance %ac+ on trac+ False !easy"
1>
The control process is essentially a continuous flo& %et&een measuring, comparing, and managerial action True !moderate"
TH;#. OF CO2TJO B@
The most desira%le type of control is concurrent control False !moderate" 1A>
B1
Feedfor&ard control pre$ents anticipated pro%lems True !moderate"
BB
Concurrent control ta+es place after an acti$ity has %een completed False !easy"
B
The +ey to feed%ac+ control is ta+ing managerial action %efore a pro%lem occurs False !moderate"
BA
The %est form of concurrent control is direct super$ision True !easy"
B8
The most popular type of control relies on feed%ac+ True !easy"
B?
Financial statements are an e3ample of concurrent controls False !moderate"
T9I2GI2K CJITIC)H )7O5T #T9IC. B )ccording to the %o3ed feature, DThin+ing Critically )%out #thics,E #ric Mc+enzie de$ised a &or+place policy for his political consulting company in &hich employees only had to tell their super$isor a%out their actions if they too+ home more than S of office supplies in a &ee+ True !moderate" BN
Technologically ad$anced countries, such as the 5.,
M)2)KI2K I2 )2 #75.I2#.. (OJ B> )ccording to the %o3ed feature, DManaging in an #%usiness (orld,E duplication of effort is mentioned as a ma6or type of controlling issue that managers in e%usinesses ha$e to deal &ith False !moderate" @
It is estimated that 1 percent of )ortune *+++ companies use monitoring soft&are of some type True !moderate"
Multiple Choice ) M)2)K#J*. I#MM) 1
)ccording to the company profile in D) Manager*s ilemma,E &hat is the pro%lem facing Mustafa*s Company4 a 9o& to moti$ate employees % 9o& to reduce theft in the stores c 9o& to reduce theft on the company*s &e%site !moderate" d 9o& to hire more ualified employees e 9o& to e$aluate the competition
(9)T I. CO2TJO4 B
(hat managers should %e in$ol$ed in the control process4 a upper management % middle managers c systems managers d firstline managers e all managers !moderate" 18@
(hich of the follo&ing terms is associated &ith the definition of control4 a monitoring !moderate" % moti$ation c communication d high tech e personality
A
In the control process, to &hat factor is actual performance compared in order to properly assess the situation4 a last year0s performance % competitors0 outcomes c desired standards !moderate" d last month0s efforts e management opinion
8
The ultimate criterion to determine the control system effecti$eness is ho& &ell it facilitates -------------- a management desires %organizational goals !moderate" c employee satisfaction d increased mar+et share e lo&ering production defects
?
(ould different organizations, such as I7M, Che$rolet, and ;izza 9ut, ha$e different control systems4 a )ll organizations utilize a traditional control system design % )ll organizations must ha$e their o&n uniue control system c )ll organizations pro%a%ly &ould not ha$e the same control system !difficult" d Organizations function &ith one of fi$e different control systems, according to (illiam Ouchi e Organizations in similar industries all use the same type of control system )ccording to the te3t, &hich of the follo&ing is 2OT mentioned as one of the three different approaches to designing control systems4 a mar+et % domestic !easy" c %ureaucratic d clan N
-------------- control is an approach that emphasizes the use of e3ternal mechanisms, such as price competition and mar+et share to esta%lish standards a Mar+et !moderate" % Traditional c 7ureaucratic d .trategic e Clan
>
(hat type of control system is typically used &hen a firm0s ser$ices or products are clearly specific and distinct4 a %ureaucratic % strategic c mar+et !moderate" d clan e traditional
A@
In the -------------- control system, company di$isions are turned into corporate profit centers for e$aluation a mar+et !moderate" % clan c traditional d %ureaucratic e strategic 181
A1
(hich of Ouchi0s control systems is used in an organization %y emphasizing organizational authority4 a clan % strategic c mar+et d%ureaucratic !easy" e traditional
AB
(hat type of organizational control system relies on regulations, procedures, and policies4 a strategic %%ureaucratic !easy" c traditional d mar+et e clan
A
.tandardization of acti$ities, &elldefined 6o% descriptions, and %udgets &ould %e sources depended on %y &hat type of organizational control system4 a %ureaucratic !moderate" % strategic c clan d traditional e mar+et AA )ccording to your te3t, &hich of the follo&ing organizations pro$ides a good e3ample of a %ureaucratic control system4 a Mconald0s % ;izza 9ut c 7ritish ;etroleum )moco !easy" d 9e&lett ;ac+ard e Ford Motor Company A8
(hat type of organizational control system is regulated %y norms4 a clan !moderate" % traditional c mar+et d strategic e %ureaucratic
A?
Hou &ould li+ely find an 'employee of the month' %onus plan under &hat type of organizational control system4 a mar+et % traditional c clan !difficult" d strategic e %ureaucratic
A
(hich of the organizational control systems is hea$ily dependent on the indi$idual, group, and the use of teams4 a strategic %clan !moderate" c %ureaucratic d traditional e mar+et
(9H I. CO2TJO IM;OJT)2T4 AN
Of the follo&ing, &hich is 2OT a reason &hy control systems are important4 a creation of organizational structure % facilitation and achie$ement of goals c employees can %e directed 18B
dgoals can %e guaranteed !moderate" e employees can %e moti$ated A>
Controls pro$ide a critical lin+ %ac+ to &hat organizational function4 a employee selection %planning !difficult" c organizational culture d manufacturing design e directing
T9# CO2TJO ;JOC#.. 8@
In the control process, &hich step follo&s 'measuring actual performance'4 a esta%lishing standards % o%taining employee input to performance gaps c comparing actual performance against a standard !moderate" d logging actual performance e chec+ing performance measurement for relia%ility
81
(hat is the final step in the control process4 a ad6usting measurement standards % re&arding/punishing employee performance c %enchmar+ing standards &ith a competitor dta+ing managerial action !moderate" e reengineering the process
8B
.tandards are created during the -------------- process a controlling % leading c organizing d measuring e planning !moderate"
8
)ccording to the te3t, &hich of the follo&ing is the first step in control4 a measuring actual performance !moderate" % changing the standard c ta+ing managerial action d comparing actual against the standard
8A
Of the follo&ing, &hich is 2OT a common source of information used %y managers to measure performance4 a personal o%ser$ation % oral reports c standardized tests !moderate" d statistical reports e &ritten reports
88
To get firsthand, intimate +no&ledge of actual &or+ acti$ities, managers might use -------------- a personal o%ser$ation !easy" % statistical reports c oral reports d &ritten reports
8?
(hat source of information used to measure performance pro$ides information that is not filtered through others4 a statistical reports %personal o%ser$ation !moderate" c standardized tests d &ritten reports 18
e oral reports 8
-------------- is a control techniue in &hich the manager is out in the &or+ area, interacting directly &ith employees and e3changing information a Management %y &al+ing around !moderate" % Management %y o%6ecti$es c eadership %y e3ample d Feedfor&ard control e Feed%ac+ control 8N Facial e3pression, tone of $oice, and the a%ility to 'read %et&een the lines' are %est pro$ided %y &hat source of information4 a oral reports % standardized tests c &ritten reports d statistical reports e personal o%ser$ation !easy" 8>
)ccording to the te3t, in a time &hen uantitati$e information suggests o%6ecti$ity, -------------- is often considered an inferior information source a oral reports % standardized tests c &ritten reports d statistical reports e personal o%ser$ation !easy"
?@
(hat informational source used to measure performance has the disad$antages of %eing su%6ect to personal %ias and consuming a lot of time4 a standardized tests % statistical reports c personal o%ser$ation !moderate" d &ritten reports e oral reports
?1
(hat type of information source used to measure performance may %e construed %y employees as o%trusi$e and may lead to feelings of mistrust4 a personal o%ser$ation !easy" % &ritten reports c oral reports d statistical reports e standardized tests
?B
The &idespread use of computers has led managers to rely increasingly on -------------- for measuring actual performance a oral reports % standardized tests c &ritten reports d statistical reports !moderate" e personal o%ser$ation
?
-------------- is !are" an effecti$e information source for sho&ing relationships %ut may ignore su%6ecti$e factors a Oral reports % ;ersonal o%ser$ation c .tandardized tests !moderate" d (ritten reports e .tatistical reports
18A
?A
(hich of the follo&ing is the %est &ay to +eep ta%s on &or+ performance in organizations &here employees &or+ in a $irtual en$ironment4 a Oral reports !moderate" % ;ersonal o%ser$ation c .tandardized tests d (ritten reports e .tatistical reports
?8
(hat type of information source allo&s for feed%ac+, is fast, %ut historically has a pro%lem of %eing una%le to document information for later reference4 a oral reports !moderate" % &ritten reports c statistical reports d personal o%ser$ation e standardized tests
??
-------------- is !are" considered slo&, easy to file and reference, and pro$ide greater comprehensi$eness and conciseness than oral reports a ;ersonal o%ser$ation % .tandardized tests c .tatistical reports d(ritten reports !easy" e (ordofmouth reports
?
(hich of the follo&ing is an accurate statement concerning utilization of different sources of information for performance measurement4 a In com%ination, personal o%ser$ation and &ritten reports are considered superior to other methods % .tatistical reports are the single most effecti$e method c Managers should use as many as three different methods &hen possi%le dManagers should use all four methods, if possi%le !moderate" e It is not ad$ised to utilize oral reports and personal o%ser$ation as dual methods
?N
Jegarding the control process, &hat is measured is -------------- than ho& &e measure it a less important % eually important c much less important dmore important !easy" e fi$e times more important
?>
(hich of the follo&ing is 2OT an e3ample of &hat can %e measured in the control process4 a turno$er %personal o%ser$ation !moderate" c a%senteeism d defects e employee satisfaction
@
In the control process, &hen a manager cannot find an o%6ecti$e and measura%le performance indicator he/she should -------------- a not measure the factor % use the most appropriate o%6ecti$e indicator c use a su%6ecti$e indicator !difficult" d use an o%6ecti$e indicator, %ut measure it se$eral times to ensure relia%ility e ignore the control function all together
1
The -------------- step determines the degree of $ariation %et&een actual performance and the standard a directing %comparing !moderate" c relia%ility 188
B
d $alidity e o%6ecti$e Jange of $ariation is a concept that is important in &hat management function4 a controlling !difficult" % leading c planning d organizing e structuring
The third and final step in the control process is -------------- a measuring actual performance % changing the standard c ta+ing managerial action !moderate" d comparing actual against the standard
A
In the control process, changing strategy is an e3ample of &hat course of action4 a do nothing % follo&ing competitors c correcting actual performance !moderate" d changing standards e determining standards
8
In the control process, &hat type of correcti$e action as+s uestions of '&hy' and 'ho&' performance has de$iated4 a immediate correcti$e action % cogniti$e correcti$e action c strategic correcti$e action d planned correcti$e action e %asic correcti$e action !moderate"
?
In the control process, constantly 'putting out fires' relates to &hat type of correcti$e action4 a planned correcti$e action % strategic correcti$e action c cogniti$e correcti$e action d immediate correcti$e action e %asic correcti$e action !moderate"
In the control process, if 'Cool Janch' fla$ored oritos chips are consistently selling more than &as predicted, &hat type of managerial action &ould %e &arranted4 a immediate correcti$e action %re$ise the standard !difficult" c %asic correcti$e action d increase the range of $ariation e decrease the range of $ariation
N
In the control process, if employees are constantly not meeting their sales uotas, &hat managerial action may %e &arranted4 a fire the employees % retrain the employees, %ut ne$er lo&er the standard c lo&er the standard !moderate" d ta+e immediate correcti$e action e increase the range of $ariation (hich of the follo&ing is 2OT true concerning the control process4 a .tandards e$ol$e out of o%6ecti$es % oing nothing is an accepta%le management course of action c Je$ising the standard may %e necessary &hen product demand changes d (hen standards are not met, attac+ing the standard is typically the first employee reaction e The control process is a linear flo& !moderate"
>
18?
TH;#. OF CO2TJO N@
(hich of the follo&ing is 2OT mentioned in the te3t as a type of control4 a cross sectional control !moderate" % feedfor&ard control c concurrent control d feed%ac+ control
N1
(hat type of control pre$ents anticipated pro%lems4 a feed%ac+ control % pro6ected control c feedfor&ard control !moderate" d definitional control e concurrent control
NB
Changing the oil and filter on your car e$ery ,@@@ miles is an e3ample of &hat +ind of control4 a concurrent control %feedfor&ard control !moderate" c definitional control d feed%ac+ control e pro6ected control
N
(hich of the follo&ing types of control pre$ents anticipated pro%lems since it ta+es place in ad$ance of the actual acti$ity4 a definitional control % pro6ected control c concurrent control d feed%ac+ control e feedfor&ard control !moderate"
NA
(hat type of control is most desira%le4 a definitional control % pro6ected control c concurrent control d feed%ac+ control e feedfor&ard control !moderate"
N8
(hat type of control is concerned &ith input4 a feed%ac+ control % pro6ected control c definitional control dfeedfor&ard control !moderate" e concurrent control N? (hat type of control ta+es place &hile the acti$ity is in progress, such as direct super$ision4 a feedfor&ard control %concurrent control !moderate" c definitional control d feed%ac+ control e pro6ected control N
(hat type of control can pre$ent ongoing pro%lem situations from %ecoming too costly4 a concurrent control !moderate" % definitional control c feedfor&ard control d feed%ac+ control e pro6ected control 18
NN
)ccording to the te3t, the %est+no&n form of -------------- is direct super$ision a definitional control % pro6ected control c concurrent control !moderate" d feed%ac+ control e feedfor&ard control
N>
(hat type of control is most popular4 a feedfor&ard control %feed%ac+ control !moderate" c pro6ected control d concurrent control e definitional control
>@
The ma6or dra&%ac+ of -------------- is that %y the time the manager has the information, the pro%lems ha$e already occurred leading to &aste or damage4 a definitional control % pro6ected control c concurrent control !moderate" d feed%ac+ control e feedfor&ard control
>1
Financial statements are an e3ample of &hat type of control4 a concurrent control % definitional control c feed%ac+ control !moderate" d pro6ected control e feedfor&ard control
T9I2GI2K CJITIC)H )7O5T #T9IC. >B )ccording to the %o3ed feature, DThin+ing Critically )%out #thics,E #ric McGenzie de$ised a &or+place policy that employees only ha$e to tell their super$isors a%out their actions if they ta+e home more than -------------- of office supplies in a &ee+ a S !moderate" % SB c S8 d S e S1@ >
(hat type of control pro$ides information on planning effort effecti$eness and can enhance employee moti$ation4 a concurrent control % definitional control c feedfor&ard control dfeed%ac+ control !moderate" e pro6ected control
>A
(hat control system uality reflects &hether the system is relia%le and produces $alid data4 a timeliness %accuracy !easy" c understanda%ility d fle3i%ility e multiple criteria
>8
If a control system can change as the times and conditions of the organization change, it &ould %e considered a!n" -------------- control system a accurate 18N
% understanda%le c fle3i%le !moderate" d strategic e correcti$e >?
If an organization placed a control on maintenance costs that is @1 percent of operating costs %ut did not place a control on cost of ra& goods that is @ percent of costs, they &ould %e failing on &hat uality of an effecti$e control system4 a fle3i%ility % economy c accuracy d reasona%le criteria e strategic placement !difficult"
>
-------------- must %e used as a characteristic in a control system %ecause managers cannot control all acti$ities a Jesponsi%le criteria % Multiple criteria c #mphasis on the e3ception !moderate" d )ccuracy e 5nderstanda%ility
>N
'Ifthen guidelines' are part of &hat uality of an effecti$e control system4 a correcti$e action !moderate" % strategic placement c accuracy d economy e fle3i%ility
>>
)ccording to the te3t, &hich of the follo&ing is 2OT mentioned as a contingency factor that &ill affect the design of an organization*s control system4 a The location of the organization !moderate" % The size of the organization c One*s position and le$el in the organizational hierarchy d e$el in hierarchy e Importance of an acti$ity
1@@ (hich of the follo&ing is true a%out ad6usting controls for national differences4 a The control process should %e identical across all organizational geographic areas % )ll cultures tend to respond similarly to control systems c Managers of foreign operations tend to %e less closely controlled %y the home office dTechnologically ad$anced nations tend to use indirect control de$ices !difficult" e ess technologically ad$anced nations tend to %e highly decentralized M)2)KI2K I2 )2 #75.I2#.. (OJ 1@1 )ccording to the %o3ed feature, DManaging in an #%usiness (orld,E &hich of the follo&ing is 2OT mentioned as important controlling issue that managers in e%usinesses ha$e to deal &ith4 a duplication of effort % distractions at &or+ !moderate" c employee moti$ation d employee a%senteeism 1@B )ccording to the te3t, it is estimated that ----------- of all companies use monitoring soft&are of some type a B8 percent % percent 18>
c A8 percent !moderate" d 8 percent e 8 percent 1@ (hich of the follo&ing forms of electronic monitoring is the most commonly used among employers4 a store and re$ie& employee email messages % store and re$ie& computer files c trac+ telephone calls !moderate" d log computer time and +eystro+es entered e record and re$ie& telephone con$ersations 1@A )ll of the follo&ing are considered e3amples of concurrent control measures used for deterring or reducing employee theft or fraud #C#;TL a in$ol$ing employees in &riting policies !moderate" % use $ideo sur$eillance euipment if conditions &arrant c install Dloc+outE options on computers, telephones, and email d use corporate hotlines for reporting incidences e set a good e3ample 1@8 (hich of the follo&ing control measures for deterring or reducing &or+place $iolence is considered a feed%ac+ control measure4 a careful prehiring screening % ne$er ignore threats c clearly communicate policies to employees d re$ie& company policies and change, if necessary e %e a good role model in ho& you treat others .cenarios and Questions Types of Control !.cenario" .liders Ice Cream, in order to %e successful, had to ha$e polite, effecti$e customer relations (hile they +ne& their product &as good, the relationships their employees %uilt &ith the customers &ould result in repeat customers In order to do this, they tried se$eral options First, they implemented a customer suggestion %o3 and pro$ided customers &ith cards as+ing them for their opinions of the ser$ice they had recei$ed They also tried ha$ing managers closely o%ser$e their employees0 %eha$ior and pro$ide suggestion to employees on ho& to %est handle difficult situations Finally, they decided to implement a training program during ne& employee orientation )nd, they had considered installing hidden cameras to o%ser$e employee %eha$ior &hile management &as not around %ut, in the end, decided against it 118 The customer suggestion and comment cards are considered a form of -------------- control a concurrent %feed%ac+ !moderate" c anticipatory d co$ert e feedfor&ard 11? The training program .liders implemented is considered a form of -------------- control a concurrent % feed%ac+ c anticipatory d co$ert e feedfor&ard !moderate" 11 9a$ing management o%ser$e and correct employee %eha$ior &hen it happens is a form of -------------- control a concurrent !moderate" % feed%ac+ c anticipatory d co$ert 1?@
e feedfor&ard #ssay Questions 1B1 In a short essay, define control and list and discuss the three different approaches to designing control systems )ns&er Control is the process of monitoring acti$ities to ensure that they are %eing accomplished as planned and or correcting any significant de$iations )n effecti$e control system ensures that acti$ities are completed in &ays that lead to the attainment of the organization*s goals The criterion that determines the effecti$eness of a control system is ho& &ell it facilitates goal achie$ement The more it helps managers achie$e their organization*s goals, the %etter the control system The three different approaches to designing control systems areL a Mar+et control an approach to control that emphasizes the use of e3ternal mechanisms, such as price competition and relati$e mar+et share, to esta%lish the standards used in the control system This approach is typically used %y organizations in &hich the firm*s products or ser$ices are clearly specified and distinct and &here there*s considera%le mar+etplace competition % 7ureaucratic control emphasizes organizational authority and relies on administrati$e rules, regulations, procedures, and policies This type of control depends on standardization of acti$ities, &elldefined 6o% descriptions, and other administrati$e mechanisms, such as %udgets, to ensure that employees e3hi%it appropriate %eha$iors and meet performance standards c Clan control employee %eha$iors are regulated %y the shared $alues, norms, traditions, rituals, %eliefs, and other aspects of the organization*s culture (hereas %ureaucratic control is %ased on strict hierarchical mechanisms, clan control is dependent on the indi$idual and the group !or clan" to identify appropriate and e3pected %eha$iors and performance measures !difficult" 1B In a short essay, list and discuss the three separate and distinct steps in the control process )ns&er a Measuring – to determine &hat actual performance is, a manager must acuire information a%out it The first step in control, then, is measuring Most 6o%s and acti$ities can %e e3pressed in tangi%le and measura%le terms (hen a performance indicator can*t %e stated in uantifia%le terms, managers should loo+ for and use su%6ecti$e measures Of course, any analysis or decisions %ased on su%6ecti$e criteria should recognize the limitations of such information % Comparing – this step determines the degree of $ariation %et&een actual performance and the standard .ome $ariation in performance can %e e3pected in all acti$ities It is critical, therefore, to determine the accepta%le range of $ariation e$iations that e3ceed this range %ecome significant and need the manager*s attention In the comparison stage, managers are particularly concerned &ith the size and direction of the $ariation c Ta+ing managerial action – the third and final step in the control process is ta+ing managerial action Managers can choose among three possi%le courses of actionL they can do nothing: they can correct the actual performance: or they can re$ise the standards If the source of the performance $ariation is unsatisfactory &or+, the manager &ill &ant to ta+e correcti$e action It*s also possi%le that the $ariance &as a result of an unrealistic standard In such cases, it*s the standard that needs correcti$e attention, not the performance !moderate" 1B? In a short essay, define and discuss feedfor&ard, concurrent, and feed%ac+ controls Include a specific e3ample of each to support your ans&er )ns&er a Feedfor&ard control – the most desira%le type of control that pre$ents anticipated pro%lems since it ta+es place in ad$ance of the actual acti$ity It is future directed For e3ample, &hen Mconald*s opened its 1?1
