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
Multiple ChoiceIdentify 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; whatb.how; whyc.what; howd.what; whye.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, Louisea.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’sa.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, fewerb.narrow, fewerc.narrow, widerd.narrow, moree.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 havea.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 aa.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, verticalb.team based, horizontalc.vertical, team basedd.mechanistic, rigide.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 aa.functional structure.b.team structure.c.divisional structure.d.virtual network structuree.service structure.____ 11. Advantages of the matrix structure includea.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.Responsibilityb.Delegationc.Authorityd.Chain of commande.Irrational decision making____ 13. Successful change requires that organizations
be capable of both creating and implementing ideas, which means the
organization must learn to bea.cordial.b.rightsized.c.ambidextrous.d.compliant.e.intra-focused.____ 14. All of the following are characteristics of
creative organizations EXCEPTa.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 bea.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 changeb.Organization developmentc.People changed.Culture changee.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 managementb.Organizational revitalizationc.Organizational developmentd.Organizational linkagee.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 buildingb.Survey feedbackc.Intergroup activitiesd.Process-Consultation activitiese.Symbolic management____ 19. Which of the following is the intervention
stage of organization development in which individuals experiment with new
workplace behavior?a.Refreezingb.Restatingc.Unfreezingd.Changinge.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 benefitsb.Self interestsc.A lack of understanding and trustd.Uncertaintye.Goals and rewards____ 21. What is force field analysis?a.The analysis of the forces that drive
customers to a certain organizationb.The analysis of the forces that drive
the organization of a companyc.The process of determining which
forces drive and which resist a proposed changed.The process by which an organization
forces changes to occure.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.Negotiationb.Top management supportc.Participationd.Coercione.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 developmentb.Skunkworkc.Telecommutingd.Downsizinge.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 capitalb.Economic capitalc.Contingency assetsd.Capital assetse.Economic assets____ 26. Which of the following created the Equal
Employment Opportunity Commission?a.Americans with Disabilities Actb.Civil Rights Actc.Equal Pay Actd.Vocational Rehabilitation Acte.Immigration Reform and Control Act____ 27. The hiring of applicants based on criteria
that are not job-related is calleda.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 Actb.American with Disabilities Actc.Vocational Rehabilitation Actd.Family and Medical Leave Acte.Equal Pay Act____ 29. ____ is part of the new social contract for
employees.a.Job securityb.A cog in the machinec.Knowingd.Employability, personal responsibilitye.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 companyb.employer of choicec.socially responsible firmd.rural firme.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 employeesb.direct-related workersc.temporary employeesd.contingent workerse.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 sourceb.Selecting an employment candidatec.Human resource planningd.Welcoming new employeese.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 relevante.All of these are irrelevant____ 34. ____ generates higher employee commitment,
development, and satisfaction than does ____.a.External recruiting, internal
recruitingb.External selection, internal selectionc.Internal recruiting, external
recruitingd.Internal recruiting, internal
selectione.Downsizing, monetary rewards____ 35. ____ is a systematic process of gathering and
interpreting information about the essential duties.a.A job analysisb.A job listingc.A job requirementd.A job descriptione.A realistic job preview____ 36. One of the newest ways of gauging whether a
candidate is right for the company is by checkinga.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 asa.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 Actb.Consolidated Omnibus Budget
Reconciliation Actc.Family and Medical Leave Actd.Americans with Disabilities Acte.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.Compensationb.Rightsizingc.Wage and salary surveyingd.Incentive paye.Job evaluation
