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departmentalization is used more in recent years to better monitor the




1) ________ departmentalization is used more in recent years to better monitor the;needs of customers and to respond to changes in those needs.;a. Functional;b. Needs-based;c. Customer;d. Process;2) In recent years, there has been a movement to make organizations more fl exible and;responsive through ________.;a. decentralization;b. customer-based structure;c. centralization;d. alternative organizational structure;3) In describing the relationship between structure and strategy, it can be said that;a. strategy follows structure in smaller organizations;b. structure follows strategy;c. strategy follows structure;d. strategy and structure are always handled equally;4) Joan Woodward?s study of the relationship between technology and structure is based;upon her study of small manufacturing fi rms in ________.;a. the south of Wales;b. France;c. southern England;d. the northeastern United States;5) In Joan Woodward?s study of the relationship between technology and structure, the;structure that was the most technically complex was ________.;a. unit production;b. mass production;c. technological production;d. process production;6) The strength of a ________ structure is based on results of managers, but it has a;weakness because duplication can occur easily within the organization.;a. functional;b. simple;c. divisional;d. matrix;7) What type of organizational structure is made up of autonomous, self-contained;units?;a. divisional;b. bureaucratic;c. simple;d. functional;8) Researchers have concluded that the structures and strategies of organizations worldwide;are ________ and the behavior within them is ________.;a. dissimilar, consistent with the individual cultures;b. dissimilar, similar;c. similar, consistent with the individual cultures;d. similar, also similar;You Can Take That to the Bank (Scenario);Changes in banking regulations, a series of loan defaults by dotcom customers and a;decline in the California real estate market have forced Western Bank, a large regional;West Coast bank, to downsize in an effort to improve profi tability and bolster its sagging;stock price. Susan Q., a regional branch supervisor for the Sacramento district, has been;tasked with preparing a management report concerning how these cuts are affecting bank;operations and customer service. Susan believes that the most important problem that;has emerged concerns span of control and decision-making authority within the bank. In;the past, bank policy was that no manager should supervise more than six subordinates;and only managers could make decisions for their individual units. However, with many;of the cuts coming in middle management, upper management has increased its span;of control while still insisting on managerial-only decision making at the unit level. The;result is that upper managers spend all of their time putting out fi res and subordinates;feel they are getting answers too slowly. As a result, lower level employees are requesting;greater authority to make decisions on their own. However, they are not as experienced at;making decisions as upper-level managers. Susan Q believes that structural changes must;be made that refl ect Western Bank?s new situation.;9) Susan believes that Western Bank should be more highly adaptive and fl exible. She;would like Western Bank to possess more of a(n) ________ structure?;a. mechanistic;b. technological;c. formalized;d. organic;10) ________ familiarizes the employee with the goals of the work unit, clarifi es how his;or her job contributes to the unit goals, and includes an introduction to his or her;new co-workers.;a. An assessment center;b. Procedural orientation;c. Work unit orientation;d. Organizational orientation;11) If a training event includes learning to be a better listener or learning to interact;effectively with team members and customers, it is attempting to teach ________.;a. observational skills;b. problem-solving skills;c. interpersonal skills;d. technical skills;12) Skill-based pay systems rely on the employee?s job ________ to defi ne his or her pay;category.;a. performance;b. skills;c. description;d. title;13) Which of the following statements is true of current situations in human resource;management?;a. Recent research has shown that diversity makes moving into a workforce harder for;women and minorities.;b. To improve workforce diversity, managers need to narrow their approach to recruiting.;c. Once a diverse pool of applicants is defi ned, a manager does not need to address;discrimination as a problem.;d. Some organizations are aggressively pursuing diversity efforts.;14) Why are workplace romances potentially problematic for organizations?;a. couples tend to act as their own team;b. fl irting on the job affects productivity;c. an increased work-family life imbalance;d. the potential for sexual harassment accusations;Human Resources Selection (Scenario);Dennis, the manager of selection in the human resources department, had been asked;by Stephen, his boss, and the vice president of human resources, to review the selection;methods their fi rm had been using and to recommend methods for future use. It seems;that recent hires have not been working out, and this caused friction between the human;resources group and the front-line managers, who had to utilize the talent sent to them.;Additionally, there was also a need to hire executives in the company, and due to the;responsibility these positions carry, the company wanted to ensure they selected the best possible people. Dennis reviewed written tests as a selection method.;15) Dennis also reviewed ________, in which applicants are presented with a miniature;replica of a job and are asked to perform tasks central to that job.;a. written tests;b. intelligence tests;c. work sampling;d. job-related interviews;16) Which of the following would be considered;a formal group?;a. task force for employee birthday celebrations;b. bowling team;c. reading group;d. bringing people from various functions to solve a business dilemma;17) Norming occurs when ________.;a. close relationships develop and the group demonstrates cohesiveness;b. individuals demonstrate their own cohesiveness;c. storming ends;d. leadership is team focused;The Retreat (Scenario);The fi rst-line managers were sent on a retreat to Silver Falls for their inaugural strategic;planning meeting. Few people knew each other, but their task was clear: design a new;performance appraisal system for subordinates that will be effective and usable. Their;years of complaining about the old system had landed them with this new responsibility.;They had 4 days to become brilliant, and everyone was a little on edge. The fi rst day, little;was accomplished except for the jockeying to see who would be the offi cial leader. Finally;Jim seemed to wrangle control and helped provide the fi rst real direction for the group. By;the second day, the group seemed to begin working well. They spent the morning deciding;how they would make decisions within the group and how to manage the idea-generation;process. On the third and fourth days, the new managers moved amazingly quickly, with;ideas fl owing freely. By the end of the fourth day, they had a workable system developed;Principles of Management and they felt satisfi ed. That night they all signed the new document to be presented to the;regional manager the next day. They all felt a twinge of regret at having to break up the;group and return to normal work life.;18) When the management group was deciding on their decision rules, they were in the;stage of group development.;a. forming;b. storming;c. norming;d. adjourning;The New Professor (Scenario);Dan Powell has recently received his Ph.D. and has begun teaching at a large university.;Prior to his fi rst day of class, Dan?s department head had lunch with him and explained;what was expected of a new professor in terms of maintaining discipline in his classroom;providing students with a challenging course, and keeping grades down. Later that week;Dan met with other professors in a faculty meeting. During that meeting, a number of;issues were discussed and, although Dan did not agree with all of them, he did not feel;comfortable discussing his position because he was a new assistant professor and the others;were more senior. However, in watching the reactions of other professors, he got the;feeling that some of them disagreed with a few issues, too, but did not want to say anything;because doing so might be disruptive.;19) In Dan?s fi rst faculty meeting, his reluctance to say anything because he was a new;professor reveals that he was conscious of his ________.;a. group;b. role;c. status;d. norms;Conflicting Opinions (Scenario);The two vice presidents were in heated debate. Celine feels that the traditional form of;marketing their company is using isn?t working any more and that loyal customers would;stay regardless. She feels the company needs to ?spice it up a bit? and go after new market;share. Merle disagrees vehemently. He feels the company is doing fi ne, they have a;good base of loyal customers, and new aggressive approaches may lose them without any guarantee of gaining new customers. Regardless of who is right, their battle was causing a stir in the organization. Some felt that confl ict like this hurt the company and made it;appear weak to employees and stockholders. Others felt that this confl ict over marketing;strategies was bound to occur eventually and may even help the company. Still others;even encouraged such confl ict. They think it keeps the company from getting stuck.;20) Those in the company who view the confl ict over the marketing strategy as natural;and inevitable have a ________ view of confl ict.;a. interactionist;b. strategic;c. conservative;d. human relations;21) Lewin?s theory is consistent with which view of organizational change?;a. Mayo?s;b. ?calm waters?;c. continuous;d. contemporary;22) The ________ is consistent with uncertain and dynamic environments.;a. contemporary metaphor;b. continuous metaphor;c. calm waters metaphor;d. white-water rapids metaphor;23) Managing in the dynamic, chaotic world of global competition, organizations must;create new products and services, ________.;a. and adopt state-of-the-art technology if they are to compete successfully;b. at competitive prices and in the correct location;c. and adopt teams as the best way to improve the organization;d. that offer the customer what they want;New Ideas Part II (Scenario);Although New Ideas, Inc., has been in business for 30 years, the company and its employees;seemingly have been in a constant state of change. Louis Snyder has been president;of New Ideas, Inc. for the last 15 years. During this time, he has had to change the;strategic focus of the company three times. It seems as though his competition is always;introducing new products into the market, and New Ideas, Inc.?s niche products are constantly;changing. Moreover, the government has been active in passing new legislation to;increase the control of the product packaging and product contents. The technology used;to manufacture the products has continually changed to make the process more effi cient.;24) New Ideas, Inc., focuses on new ideas, uses technology that changes frequently, and;has strong competition in the market, describes what metaphor of change?;a. a rapid water metaphor;b. a calm water metaphor;c. a white-water rapids metaphor;d. a black-water rapid metaphor;Fred?s Situation (Scenario);Fred was not handling the change in his department well. The company had recently;changed hands, and even though no jobs had been lost, people had been changing jobs;and were being asked to move to different locations. The new leadership had a completely;different outlook than management he had worked under for the past 21 years. Fred;found that he was unable to concentrate at work and generally felt like he did not like his;job anymore. At home he was getting headaches and having trouble sleeping, which only;enhanced his feeling that things were not going to work out well for him. When he thought;about it, he had always hated change. He had chosen this line of work partially because;it was considered stable (boring to some) and predictable. Fred?s new boss kept trying to;convince him that he was a valuable employee and that new opportunities, along with salary;increases, were in store in his future. Unfortunately, Fred felt like he never knew what;to expect from day to day and what Fred really wanted was to have things return to the;way they were.;25) Which of the following statements is not true concerning the stress Fred may be feeling?;a. Job-related factors may be part of Fred?s stress.;b. Stress may come from any change in Fred?s life.;c. Stress may come from personal factors.;d. Stress is not related to personality differences.;*I really like the way you work. I apologize but I will put all of my tutor credit towards this question. I will understand if it's not enough and you wont take the question. Thank You for all of your help.;Additional Requirements;Min Pages: 1;Level of Detail: Only answer needed


Paper#17863 | Written in 18-Jul-2015

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