Question;1. The process of dividing work activities;into separate job tasks is known as ________.;A. work specializationB. differentiationC. chain of commandD. span of control2. The process of grouping jobs;together is known as ________.;A. departmentalizationB. centralizationC. formalizationD. decentralization3. The line of authority that;extends from upper organizational levels to lower levels, clarifying who;reports to whom, is known as the ________.;A. employee power distanceB. unity of commandC. span of controlD. chain of command4. Which of the following is a;characteristic of a mechanistic organization?;A. Cross-functional teamsB. Free flow of informationC. Wide spans of controlD. Clear chain of command5. Which of the following;structures is highly adaptive, loose, and flexible?;A. OrganicB. CentralizedC. VerticalD. Mechanistic6. Companies would become more;if they allowed professionals to set the priorities and allocate the;resources for their departments.;A. bureaucraticB. mechanisticC. diversifiedD. organic7. In a ________ structure, no;clear chain of command exists.;A. teamB. projectC. mechanisticD. functional8. Which organizational design;increases the complexity of assigning people to projects?;A. Matrix structureB. Team structureC. Boundaryless structureD. Learning structure9. In which of the following;organizational designs are employees most likely to experience communication;difficulties?;A. Team structuresB. Matrix structuresC. Project structuresD. Boundaryless structures10. A company brings team members;together to collaborate on resolving mutual problems that affect each of their;areas. This is an example of the use of ________.;A. cross-functional teamsB. task forcesC. communities of practiceD. cross-cultural teams11. A temporary committee formed to;address a specific short-term problem that affects several departments is known;as a ________.;A. task forceB. community of practiceC. strategic partnershipD. joint venture12. Which of the following will;help in making communities of practice successful?;A. Conducting face-to-face meetings, instead of online;meetingsB. Having clear accountability and managerial oversightC. Encouraging members to nurture competing goalsD. Focusing on simple and routine issues that can be;easily tackled13. The ________ stage in the group;development process is complete when members begin to think of themselves as;part of a group.;A. formingB. stormingC. normingD. performing14. During the ________ stage of;the group development process, a relatively clear hierarchy of leadership and;agreement on the group?s direction emerge.;A. formingB. stormingC. normingD. performing15. The ________ stage of the group;development process is one in which close relationships develop and the group;becomes cohesive.;A. normingB. formingC. stormingD. performing16. In which of the following;conflict-management techniques are conflicts resolved by seeking an;advantageous solution for all the parties involved?;A. CollaboratingB. CompromisingC. ForcingD. Accommodating17. Conflicts can be resolved by;withdrawing from them or suppressing them. This conflict-management technique;is known as ________.;A. compromisingB. forcingC. accommodatingD. avoiding18. Which of the following lists;are the five conflict-management options available to managers?;A. Accommodating, Asserting, Avoiding, Compromising;and CooperatingB. Avoiding, Collaborating, Cooperating, Compromising;and ForcingC. Accommodating, Avoiding, Collaborating, Cooperating;and ForcingD. Accommodating, Avoiding, Collaborating, Compromising;and Forcing19. Behavior patterns expected of;someone occupying a given position in a social unit is called a ________.;A. roleB. statusC. profileD. persona20. Which of the following is a;negative aspect of group norms?;A. Being part of a group has the ability to increase an;individual's antisocial actions.B. The most widespread norms are those related to dress;codes.C. Groups become dysfunctional when they maintain;strict norms.D. Norms do not influence employees' performance.21. Which of the following is an;accurate statement regarding status systems?;A. Anything can have status value if others in the;group evaluate it that way.B. Status is a weak employee motivator even though it;has behavioral consequences.C. Status can only be formally conferred on;individuals.D. Status systems are independent of aspects such as;prestige and grading.
Paper#52065 | Written in 18-Jul-2015Price : $22