0 Exact answers 0 Text answers 76 Multiple-choice answers
The scientific approach to management is sometimes referred to as:
Taylorism
Time studies approach
Principles of management
Productivity management
Hierarchy in an
organization is necessary for:
Communication
Decentralization
Unity of command
Centralization
Motion studies would not be conducive to which of the following jobs:
Personal tasks
Typing
Computer programming
Brick laying
Human resources management alignment means:
Integrate management and employee
performance goals
To integrate decisions about people with decisions about the results of anorganization
To integrate employees with goals, mission and vision
To integrate HR with the culture of the organization
The Dow Jones Sustainability index looks at competence in which of the following areas?
Customer loyalty
Technological
Employee retention
Financial
Examples of measures used in objectives include which of the following?
Financial goals
Staff morale
New product development
Stock price
Characteristics of MBO includes which of the following?
Systematic and organized approach
Used by managers to track their best customers
It improves communication by centralizes decision making
Aims to
improve employee morale
Among the top motivators driving corporations to engage in CSR include all of the following reasons EXCEPT:
Ethical considerations
Meeting or exceeding budget
Employee motivation
Innovation and learning
KPMG's 2008 Report on U.S. Firm CSR practices found the top drivers for CSR include which of the following?
Transparency and accountability
Experience of CEO
Innovation and learning
Nature of industry
Objectives typically include which of the following:
Reflect in the strategic plan
Be stated in
terms of the corporate mission
Be clear, concise, and understandable
Be related directly to the values of the company
Characteristics of the approach to setting and managing goals and objectives include which of the following?
More is better
Measures should be based around the needs of customers, shareholders and other key stakeholders
Measures should be linked to the
capabilities of each employee.
Measures should only include the present to ensure success
Goals are outcome statements that define what an organization is trying to
accomplish:
Internal
Both programmatically and organizationally
Organizationally
Programmatically
Goals and objectives are difficult to set because:
We lay out too many of them with the hope that at least we are covering all the bases
They are set by managers without the approval of employees
Objectives can proliferate in organizations because new ones are set, while old ones are not discarded
We
might not know what they should cover
The following is NOT considered a best practice when managing performance evaluations:
Determine how best to use the Balanced Scorecard
Ensure that all key staff are involved in the
development of the performance management processes
Plan to modify the performance management system over time
Provide additional training for supervisors on how to conduct the mid-year and year-end performance reviews
Why do
employees who participate in planning change efforts tend to have more positive opinions about the change?
They have the opportunity to reject the proposed change
They will feel a sense of ownership of planned change and are more likely to be on board.
They will have the opportunity to know more than others about the change
They will be able to convince customers the change was the right thing to do
Artifacts reflecting values of an organization include
Mission statements
An office layout that includes open spaces
Executive suites
Shared principles
Cultures that emerge within different departments, branches, or geographic locations are called:
Subcultures
Countercultures
Stable cultures
Bureaucratic cultures
Mechanistic structures include which of the following?
Structures where communication follows informal channels
Structures that are flexible and easy to change
Structures that are informal and decentralized.
Structures where employees are given specific job descriptions delineating their roles and responsibilities
Despite potential benefits, the disadvantages of a matrix structure include which of the
following?
There is potential for interpersonal conflict with team members as well as with leaders
Power struggles or turf wars among managers are lessened, taking away an important source of new ideas and innovation.
Managers will spend less effort coordinating their work, believing that someone else can pick-up the slack.
Role ambiguity or role conflict is very low
When leaders motivate employees through inspiration, corporate culture tends to be:
Competitive and performance-oriented
Outcome-oriented and competitive
More supportive and people-oriented
People or team-oriented
A disadvantage of formalization in organization structure is:
Flat hierarchy
Smaller
organization
No use for titles
Status distinctions tend to be downplayed
Organizational change can take the form of which of the following?
Structure, strategy, policies, or culture
Change should moderate so as to not disrupt corporate cultural norms..
Change should be planned on quarterly basis and measured for progress
Fundamentally, organizational change is a process that involved effective products or services
In an organization in which high-level managers make the effort to involve
others in decision making and seek opinions of others, corporate culture tends to be:
Outcome-oriented and competitive
Competitive and performance-oriented
People or team-oriented
More supportive and people-oriented
Research shows that employees can realize their innovations and make them catch on more quickly if they are:
Networked employees
Non-networked employees
Creative and intelligent
None of the above
The body of work associated with “how many degrees of separation are you from Kevin Bacon?” refers to which of the following?
Direct and indirect ties to everyone in a network
Jeffrey Travers and Stanley Milgram's research showing that our professional networks are more effective than our personal networks.
Each individual has a potential network of 3,000–10,0000 people
Research shows that our professional success has a minimal correlation to the number of people we know.
A network of kindred spirits outside your organization who can help you with personal achievement is called:
Operational network
Tactical network
Strategic network
Personal network
In innovation networks, those who prefer to come up with ideas believe that asking the right questions is more important than having the right answers are called:
Researchers
Idea generators
Experts
Producers
A network which indicates who goes to whom to engage in dialogue that helps people solve
problems at work is called:
Information network
Problem-solving network
Communication network
Social capital
A strategic network involves:
Kindred spirits outside your organization who can help you with personal advancement
Lateral and vertical ties to stakeholders inside and outside of the firm
People you need to accomplish your assigned, routine tasks
Coaches and mentors
In the POLC framework, social networks are a key ingredient in the component:
Leading
Organizing
Planning
Controlling
A network of people outside your control who will enable you to reach key organizational objectives is called:
Operational network
Strategic network
Personal network
Tactical network
Companies with an innovative culture are characterized by all of the following EXCEPT:
Flat hierarchy
Smaller organization
No use for titles
Status distinctions tend to be downplayed
Which of the following terms is best described as cultures that emerge within different departments branches or geographic locations within the same organization?
A culture that emerges within different departments, branches, or geographic locations is called a subculture.
Which of the following describes a positive organizational culture?
Which of the following describes a positive organizational culture? Emphasizes building on employee strengths, rewards more than it punishes, and emphasizes individual vitality and growth.
Which of the following is true regarding an organization's culture?
The correct answer is C) A dominant culture expresses the core values shared by most of the organization's members.
Which of the following is the most influential factor in creating an ethical organizational culture?
D the mere existence of the program ensures its success. _____________ is (are) part of the culture maintenance phase. Studies indicate that the most influential factor in creating an ethical culture is: A the reward system.