Multiple Choice Identify the choice that best completes the statement or answers the question.

Multiple Choice

Identify the choice that best completes the statement or answers the question. This exam consists of 40 questions, and each question is worth .25 of a point. The total amount of points available in this exam equals 10 points.

____ 1. Strategy defines ____ to do (it) while organizing defines ____ to do (it).

a. how; what
b. how; why
c. what; how
d. what; why
e. when; what

____ 2. Louise works in the manufacturing department at Ice Sculptures. The work in Louise’s department is low in task specialization. As a result, Louise

a. usually performs a single task.
b. does a variety of tasks and activities.
c. is often bored.
d. is rarely challenged.
e. generally goofs-off.

____ 3. Jacob was recently looking at his company’s organization chart in an attempt to discover who reports to whom. Jacob is studying his organization’s

a. degree of formalization.
b. amount of differentiation.
c. degree of centralization.
d. chain of command.
e. division of labor.

____ 4. Dustin’s subordinates are highly trained and all perform similar tasks. Brittany’s subordinates are spread over two locations and she has little available in the way of support systems. Which of the following statements is most correct?

a. Nichole’s span of management can be larger than Kevin’s.
b. Nichole will have problems with unity of command.
c. Kevin’s span of management can be larger than Nichole’s.
d. Kevin has more problems with work specialization.
e. None of these.

____ 5. Which of the following factors is NOT associated with larger span of control?

a. Work performed by subordinates in stable and routine.
b. Subordinates perform similar work tasks.
c. Subordinates are located at various different locations.
d. Subordinates are highly trained and need little direction.
e. Rules and procedures defining task activities are available.

____ 6. Relative to a flat organizational structure, a tall structure has a ____ span of management and ____ hierarchical levels.

a. wide, fewer
b. narrow, fewer
c. narrow, wider
d. narrow, more
e. wide, more

____ 7. Barney and Betty work at Mountain Peak, Inc. Although they both work on the assembly line, they have the authority to make many decisions about their job. Mountain Peak can be said to have

a. a high degree of decentralization.
b. a wide span of management.
c. a high degree of centralization.
d. a narrow span of management.
e. no management.

____ 8. Kent works at the Tick Tock, Inc. He has two bosses, one a functional manager and the other a divisional manager. Tick Tock, Inc. has a

a. functional structure.
b. divisional structure.
c. geographic structure.
d. matrix structure.
e. product structure.

____ 9. Makai’s Marketing Mix (MMM) does not use its resources wisely. The employees at MMM spend too much time in meetings and not enough time focusing on the task at hand. MMM’s management should consider changing the organizational structure from ____ to ____.

a. horizontal, vertical
b. team based, horizontal
c. vertical, team based
d. mechanistic, rigid
e. team-based, virtual network

____ 10. Walt works for a large company. Recently, his organization began to contract out such functions as training, engineering, and computer service. This approach is consistent with a

a. functional structure.
b. team structure.
c. divisional structure.
d. virtual network structure
e. service structure.

____ 11. Advantages of the matrix structure include

a. it increases employee participation.
b. it makes efficient use of human resources.
c. it works well in a changing environment.
d. it develops both general and specialist management skills.
e. all of these.

____ 12. Shoshanna is manager of a customer service firm where she oversees five subordinates. To help her subordinates learn more about the different roles within the company, Shoshanna regularly assigns them tasks that are not part of their normal routine. This is an example of:

a. Responsibility
b. Delegation
c. Authority
d. Chain of command
e. Irrational decision making

____ 13. Successful change requires that organizations be capable of both creating and implementing ideas, which means the organization must learn to be

a. cordial.
b. rightsized.
c. ambidextrous.
d. compliant.
e. intra-focused.

____ 14. All of the following are characteristics of creative organizations EXCEPT

a. use of teams.
b. risk taking norms.
c. centralization.
d. long term horizon.
e. loose controls.

____ 15. Jackie, a new employee of yours, strikes you as curious, open-minded, and receptive to new ideas. Keep your eye on Jackie, for she may very well be

a. an outstanding performer.
b. an individual with a high need for achievement.
c. a satisfied employee.
d. a creative individual.
e. none of these.

____ 16. Which of the following refers to a major shift in the norms, values, attitudes, and mindset of the entire organization?

a. Organization change
b. Organization development
c. People change
d. Culture change
e. Artifact change

____ 17. Which of the following is defined by the text as the application of behavioral science knowledge to improve an organization’s health and effectiveness through its ability to cope with environmental changes, improve internal relationships, and increase problem-solving capabilities?

a. Conflict management
b. Organizational revitalization
c. Organizational development
d. Organizational linkage
e. Horizontal linkage

____ 18. There are many organizational development activities, which are effective in solving many different problems. ____ enhances the cohesiveness and success of organizational groups.

a. Team building
b. Survey feedback
c. Intergroup activities
d. Process-Consultation activities
e. Symbolic management

____ 19. Which of the following is the intervention stage of organization development in which individuals experiment with new workplace behavior?

a. Refreezing
b. Restating
c. Unfreezing
d. Changing
e. Jumping

____ 20. Cyrus’s Resort has proposed some major structural changes within their organization. Some of the employees fear that they will lose power with the changes. They begin voicing resistance to the changes. What barrier to change are they exhibiting?

a. Disagreements about the benefits
b. Self interests
c. A lack of understanding and trust
d. Uncertainty
e. Goals and rewards

____ 21. What is force field analysis?

a. The analysis of the forces that drive customers to a certain organization
b. The analysis of the forces that drive the organization of a company
c. The process of determining which forces drive and which resist a proposed change
d. The process by which an organization forces changes to occur
e. none of these

____ 22. Sandbox Sally’s, Inc. is making some changes to the work schedules of its employees. Some of the employees are not happy with the changes. As their manager, Harry tells them that they can accept it or leave. What approach to change implementation is Harry using?

a. Negotiation
b. Top management support
c. Participation
d. Coercion
e. Education

____ 23. Left-Right Industries employs a diverse set of individuals with strong personalities. Unfortunately, this means that there is a great deal of interpersonal disagreement among employees. What organizational tool would work best in this circumstance to manage conflict?

a. Organizational development
b. Skunkwork
c. Telecommuting
d. Downsizing
e. Small-group innovation

____ 24. The strategic approach to human resource management recognizes key elements. Which of the following is NOT an ingredient in successful human resource management?

a. All managers are human resource managers.
b. Employees are viewed as assets.
c. Human resource management is a matching process.
d. Only top-line managers are predominantly human resource managers.
e. All of these are examples of key ingredients in human resource management.

____ 25. Today, more than ever, strategic decisions are related to human resource considerations. Which of the following refers to the economic value of the knowledge, experience, skills, and capabilities of employees?

a. Human capital
b. Economic capital
c. Contingency assets
d. Capital assets
e. Economic assets

____ 26. Which of the following created the Equal Employment Opportunity Commission?

a. Americans with Disabilities Act
b. Civil Rights Act
c. Equal Pay Act
d. Vocational Rehabilitation Act
e. Immigration Reform and Control Act

____ 27. The hiring of applicants based on criteria that are not job-related is called

a. affirmative action.
b. equal employment opportunity.
c. discrimination.
d. reverse discrimination.
e. employment-at-will.

____ 28. The ____ prohibits discrimination against qualified individuals by employers for a demand of “reasonable accommodation.”

a. Civil Rights Act
b. American with Disabilities Act
c. Vocational Rehabilitation Act
d. Family and Medical Leave Act
e. Equal Pay Act

____ 29. ____ is part of the new social contract for employees.

a. Job security
b. A cog in the machine
c. Knowing
d. Employability, personal responsibility
e. Routine jobs

____ 30. A(n) ____ is a company that is highly attractive to potential employees because of human resources practices that focus on tangible and intangible benefits, and that embraces a long-term view to solving immediate problems.

a. Fortune 500 company
b. employer of choice
c. socially responsible firm
d. rural firm
e. family-owned corporation

____ 31. In the new workplace, ____ are people who work for an organization, but not on a permanent or full-time basis.

a. upper-level employees
b. direct-related workers
c. temporary employees
d. contingent workers
e. low-level employees

____ 32. Bryan, who works in the human resource department, is interested in gathering data on the projected number of resignations and retirements over the next ten years. He is most likely performing which of the following activities?

a. Choosing a recruiting source
b. Selecting an employment candidate
c. Human resource planning
d. Welcoming new employees
e. Downsizing

____ 33. Jenna has been given the assignment of determining how many new tellers her bank will need to hire over the next five years. Which of the following questions is irrelevant to her task?

a. How many tellers are expected to retire over the next five years?
b. What new technologies (e.g., automated teller machines) will be introduced over the next five years?
c. How many new branches does the bank expect to open over the next five years?
d. All of these are relevant
e. All of these are irrelevant

____ 34. ____ generates higher employee commitment, development, and satisfaction than does ____.

a. External recruiting, internal recruiting
b. External selection, internal selection
c. Internal recruiting, external recruiting
d. Internal recruiting, internal selection
e. Downsizing, monetary rewards

____ 35. ____ is a systematic process of gathering and interpreting information about the essential duties.

a. A job analysis
b. A job listing
c. A job requirement
d. A job description
e. A realistic job preview

____ 36. One of the newest ways of gauging whether a candidate is right for the company is by checking

a. previous places of employment.
b. with references.
c. trial employment period.
d. aptitude tests.
e. social networking sites.

____ 37. Pizza Deluxe University is an in-house center and education facility that offers broad-based learning opportunities for employees. Pizza Deluxe University would be considered a(n)

a. assessment center.
b. on-the-job training center.
c. orientation center.
d. corporate university.
e. learning community.

____ 38. The process of observing and evaluating an employee’s performance, recording the assessment, and providing feedback to the employee is referred to as

a. orientation training.
b. classroom training.
c. a paper-and-pencil test.
d. performance appraisal.
e. none of these.

____ 39. Which legal act establishes mandatory safety and health standards in organizations?

a. Occupational Safety and Health Act
b. Consolidated Omnibus Budget Reconciliation Act
c. Family and Medical Leave Act
d. Americans with Disabilities Act
e. Civil Rights Act

____ 40. Sandra, a human resources manager at an advertising firm, is currently in the process of determining the value and worth of advertising executive positions within the agency. This is referred to as:

a. Compensation
b. Rightsizing
c. Wage and salary surveying
d. Incentive pay
e. Job evaluation