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1. The process by which managers design the working relationship among the workers of the organization is known as: (Points: 3);planning.;leading.;organizing.;controlling.;the span of control.;Reason - Establishing the structure and working relationship.;2. Which type of technology is used to manufacture small quantities of customized products and is based on the skills of workers? (Points: 3);Mass-production technology;Large-batch technology;Small-batch technology;Continuous-process technology;Task force technology;3. A manager can enrich the job of a subordinate by: (Points: 3);empowering the subordinate to re-design his or her job.;encouraging the subordinate to develop new job skills.;giving the subordinate the responsibility to decide what to do in an unexpected situation.;allowing the subordinate to monitor his or her own job performance.;all of the above;4. The extent to which a job requires the worker to use a wide range of knowledge and abilities is known as: (Points: 3);task identity.;task significance.;autonomy.;skill variety.;feedback.;5. The relationship between all of the departments of the organization is called which type of structure of the organization? (Points: 3);Small-batch structure;Continuous-process structure;Geographic structure;Market structure;Functional structure;6. In the design of an organization, another name for "market structure" is: (Points: 3);product structure.;geographic structure.;customer structure.;functional structure.;divisional structure.;This is the kind of structure that is based on the different divisions in the organization;7. The relative authority that each manager in the organization has from the CEO down to the lowest-level manager is called: (Points: 3);the market structure of the organization.;the customer structure of the organization.;the product structure of the organization.;the geographic structure of the organization.;the chain of command of the organization.;8. All of the following are likely examples of intrinsic motivators EXCEPT: (Points: 3);Interesting work;A feeling of accomplishment;Praise;Autonomy;Responsibility;Reason ? Autonomy does not motivate an employee to work harder.;9. Which of the following is an example of a manager's input to the organization? (Points: 3);Education;Experience;Skills;Work behaviors;All of the above;10. Managers can boost an employee's expectancy by: (Points: 3);Providing training;Expressing confidence in the employee;Setting reasonable goals;Building the employee's self-esteem;All of the above;11. An employer can attempt to meet employees' safety needs by providing: (Points: 3);Adequate pay;Company social events;Promotions;Medical benefits;Opportunity to grow;12. The theory that suggests that distinctions between needs related to work itself from those related to the context of the work is: (Points: 3);Maslow's Hierarchy Theory;Inequity Theory;Herzberg's Motivator-Hygiene Theory;McClelland's Needs Theory;Equity Theory;13. Which of the following is NOT a need proposed in McClelland's work? (Points: 3);power;self-actualization;achievement;affiliation;all of the above were proposed by McClelland;14. The most motivating goals are: (Points: 3);specific and easy;general and easy;specific and difficult;specific and easy;specific and out of reach;Reason ? Because specific does not cause confusion and if goals are easy then employees are more interested in reaching at them.;15. The person who inspires, motivates, and directs the activities of others so that they work toward organizational goals is known as a(n): (Points: 3);Follower;Leadership substitute;Coercive leader;Leader;Manager;16. The ability of a leader to get others to act in certain ways is known as that leader's: (Points: 3);Power;Initiating structure;Consideration;Task orientation;Task structure;17. A manager of workers engaged in creative activity should manage them with a(n) __________ style. (Points: 3);Directive;Supportive;Participative;Achievement-oriented;Both participative and achievement-oriented;18. Which of the following statements is true? (Points: 3);Transformational leaders are rarely transactional.;Transactional leaders use operant conditioning.;Transactional leaders punish subordinates but do not reward them.;Transformational leaders reward subordinates but do not punish them.;Transactional leaders see the ?big picture.?;19. A manager who is a transactional leader: (Points: 3);relies heavily on reinforcement;communicates vision to subordinates;intellectually stimulates subordinates;encourages subordinates to grow;none of the above;20. Which of the following statements is true, based on research? (Points: 3);Men and women are equally effective as leaders.;Men are better leaders than women are.;Women are better leaders than men are.;No research has been done on this topic.;Women are better leaders than men only in positions where nurturing is important.;21. Emotional intelligence: (Points: 3);is not important in leader effectiveness;helps leaders motivate subordinates;has no effect on organizational identity;causes leaders to be weak because they overemphasize consideration behaviors;tends to be mistrusted by subordinates;22. In attempting to promote innovation in a work group, the supervisor should do all of the following EXCEPT: (Points: 3);Provide guidance to the group;Provide coaching to the group;Provide detailed procedures to the group;Provide the resources the group needs;Provide assistance to the group;Reason ? It will reduce the innovative skills of the employees as they will get easily what they want.;23. A group of college professors from the School of Business who meet for social interaction purposes once a week for lunch is known as: (Points: 3);A formal group;A virtual team;An informal group;A command group;A self-managed work team;24. Teams that are empowered to take responsibility for acting autonomously on identifiable pieces of work are referred to as: (Points: 3);Informal groups;Interest groups;Virtual teams;Sequential task interdependence groups;Self-managed work teams;25. Which of the following is the correct order of the stages of group development? (Points: 3);Forming, storming, performing, norming, adjourning;Forming, storming, norming, performing, adjourning;Forming, norming, storming, performing, adjourning;Forming, performing, norming, storming, adjourning;Forming, performing, storming, norming, adjourning;26. During the performing stage of group development, managers should: (Points: 3);make sure conflict does not arise;help members feel valued;encourage the formation of group norms;help members feel a part of the group;empower members;27. A person conforms to a group norm because: (Points: 3);He believes it's the right way to behave.;He doesn't want to be excluded from the group.;He is imitating other members.;He wants to be friends with group members.;All of the above;28. As group cohesiveness increases, (Points: 3);participation of members decreases.;members share more information.;members are less open with each other.;communication effectiveness declines.;team effectiveness increases.;Reason ? As the cohesiveness increases the group comes closer and thus results in greater efficiency and effectiveness.;29. The component of an HRM system that focuses on attempting to attract and hire employees who have the abilities and experiences to help the organization to achieve its goals is known as: (Points: 3);Training;Development;Recruitment and selection;Performance appraisal;Feedback;30. The set of activities in which managers engage to forecast the future human resource needs of their organization is known as: (Points: 3);Performance appraisal;Feedback;Human resource planning;Recruitment;Selection;31. An employee learns how to do her jobs as the result of performing the jobs. This is known as: (Points: 3);Simulation;Structured job interviewing;On-the-job training;Performance appraisal;Recruitment;32. A manager assesses a subordinate on personal characteristics that are relevant to the job performance of that subordinate. This is known as: (Points: 3);selection.;trait appraisal.;recruitment.;ability testing.;simulation.;33. An HR specialist gives a personality test to applicants for a factory-worker position. This is an example of: (Points: 3);a trait appraisal.;ability testing.;situational testing.;interviewing.;role-playing.;34. A performance appraisal by peers, subordinates, supervisors, and sometimes clients is referred to as (a): (Points: 3);RJP;MBO;Self-management;BARS;360 degree feedback;35. The act that made it legal for workers to organize into unions was the: (Points: 3);Fair Labor Standards Act;Equal Pay Act;National Labor Relations Act;Occupational Safety and Health Act;Equal Employment Opportunity Act;36. The law that made it legal for workers to organize into unions was passed in: (Points: 3);1900;1935;1950;1972;1966;37.;Data that are organized in a meaningful way are known as;(Points: 3);Networks;Applications software;Artificial intelligence;Information;All of the above;38.;The sharing of information between two or more people within the organization in order to reach a common understanding is known as;(Points: 3);Noise;Encoding;Communication;Filtering;Jargon;39. The exchange of information through a group of interlinked computers is known as: (Points: 3);Artificial intelligence;An expert system;Networking;Real-time information;Client serving;40. Client computers linked together to a server constitute a: (Points: 3);LAN;MIS;Mainframe;Internet;Personal computer;41. About when did computer transaction-processing systems begin to operate in the U.S.?(Points: 3);1960s;1970s;1980s;1990s;none of the above;42. The concept of "quality" refers to goods and services that are: (Points: 3);Dependable;Satisfying;Reliable;Able to do the job they were designed for;All of the above;43. In the typical organization, increased efficiency leads to __________ production costs and __________ profit. (Points: 3);lower, lower;higher, higher;lower, higher;higher, lower;none of the above;44. The stock of raw materials and component parts that an organization has on hand is known as: (Points: 3);kanban.;quality circles.;inventory.;facilities layouts.;flexible manufacturing systems.;45. The job of encouraging improvements by emphasizing the need for continuous improvement or reengineering is the role of: (Points: 3);Top management;Middle management;Frst-line supervisors;Workers;All of the above;46. The effect of introducing self-managed teams is often an increase of _______ or more.(Points: 3);10%;20%;30%;40%;50%;47. The people in the best position to identify opportunities for improving efficiency are: (Points: 3);top managers;staff managers;functional managers;workers;customers;Reason - Because they are directly in contact with the staff managers.;48. Achieving superior responsiveness to customers through improving quality and efficiency: (Points: 3);often requires a change in organizational culture;often requires a change in management philosophy-;is a significant challenge for managersmay result in great cost to employees;all of the above;Reason - Because thinking of management should change.;49. The radical redesign of the way work is done in order to achieve dramatic improvements in critical measures of performance is known as: (Points: 3);continuous improvement.;kanban.;kaizen.;process reengineering.;retrenchment.;50. The job of encouraging improvements by emphasizing the need for continuous improvement or reengineering is the role of: (Points: 3);top management;middle management;first-line supervisors;workers;all of the ab-ove


Paper#76418 | Written in 18-Jul-2015

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