Reference no: EM131421082

Assignment

1. According to Lewin's force-field theory of change, which of the following factors results in a change in an organization?
A stable task environment
A stable general environment
A decrease in resistance to change
A decrease in forces for change

2. Which of the following is a feature of a high-performing organization?
The organization produces a product that customers will want to buy but will not be able to afford.
The managers choose inappropriate goals but use resources effectively to achieve them.
The organization produces a low-quality but affordable product.
The managers choose the right goals to pursue and use resources appropriately to meet them.

3. An organization's return on investment is calculated by dividing:
its profit before interest and taxes by its total interest charges.
its operating profit by sales revenue.
its net income before taxes by its total assets.
its current assets by its current liabilities.

4. One way of pursuing a differentiation strategy is by:
introducing products that are replicas of a competitor's products.
investing more on research and development.
looking for new ways to reduce production costs.
offering specialized products at low-costs.

5. First-line managers in an organization are responsible for:
supervising nonmanagerial employees on a day-to-day basis.
assessing the appropriateness of organizational goals.
ensuring the smooth functioning of all departments.
helping middle managers set organizational goals.

6. Unlike leaders, managers are those who:
seek innovation rather than stability in their approach to fulfill organizational aspirations.
develop relationships with employees based on trust and mutual respect.
implement procedures and processes to ensure the smooth functioning of an organization.
encourage and motivate employees to work together to achieve a common vision.

7. Identify a challenge faced by managers during the shift from small-scale handmade manufacturing to large-scale mechanized production.
They were forced to provide employment to skilled workers from small-scale manufacturing.
They lacked skills required to face the social problems that emerged when many people worked together in a factory.
They lacked the necessary technical skills to handle large-scale production units.
They had to face low productivity as the workers had to handle specific tasks that deprived them of varied responsibilities.

8. __________ is the formal system of task and job reporting relationships that determines how employees utilize resources to achieve a company's goals.
Organizational culture
Organizational design
Organizational matrix
Organizational structure

9. __________ is the process by which managers choose and recognize appropriate goals and courses of action for an organization.
Controlling
Leading
Planning
Organizing

10. __________ is the process by which managers establish the structure of working relationships among employees to allow them to achieve a company's goals efficiently and effectively.
Planning
Organizing
Controlling
Leading

11. Which of the following statements is true of an evolutionary change in an organization?
It involves quickly finding new ways to be effective.
It helps the organization adapt to gradual changes in the environment.
It is effected through reengineering and innovation.
It is likely to result in a radically new structure for the organization.

12. __________ signify what an organization and its members are trying to accomplish.
Societal norms
Instrumental values
Shared norms
Terminal values

13. Which of the following models of leadership focused on identifying the characteristics of a person capable of being an effective leader?
House's path-goal model
The trait model
The behavioral model
Fiedler's contingency model

14. A __________ specifies the national markets and industries an organization plans to compete in and why it intends to do so.
department-level strategy
corporate-level strategy
business-level strategy
functional-level strategy

15. A low-cost strategy requires organizations to:
direct its efforts to cater to a particular kind of customer.
focus its attention on customers from a particular geographic area.
develop products that can be manufactured inexpensively compared to existing rival products.
increase the spending on research and development to differentiate its products from those of its competitors.

16. __________ is the process by which managers regulate and monitor how efficiently and effectively an organization as a whole works to achieve organizational goals.
Leading
Planning
Controlling
Organizing

17. Identify a true statement about an effective control system?
It provides managers with accurate information about organizational performance.
It is limited in its capacity to provide managers with information in a timely manner.
It is an informal system that helps managers make decisions.
It allows managers to take only programmed decisions.

18. Which of the following statements is true of transformational leaders?
They prefer to maintain the status quo in their organizations.
They engage with subordinates and motivate them to work toward organizational goals.
They use reward power and coercive power to command respect from their subordinates.
They hesitate to share information with their coworkers.

19. A __________ is an organizational structure constituted of all the departments that an organization requires to produce its goods or services.
product team structure
cross-functional structure
functional structure
divisional structure

20. A differentiation strategy is ideal for organizations that:
try to ensure flexibility in organizational culture.
intend to exercise strict control over various departments.
aim to produce new, innovative products.
want to ensure flawless coordination among multiple divisions.

21. A differentiation strategy can be employed by organizations to:
reduce costs in all their functions.
ensure strict control over various departments by a system of checks and balances.
achieve flexibility in organizational culture.
enhance the value consumers perceive in their products.

22. Which of the following statements is true of a corporate-level strategy?
It outlines a division's long-term goals.
It is used to identify an organization's strengths and weaknesses.
It provides the framework within which functional managers operate.
It is the primary responsibility of top managers.

23. _____ is a measure of how productively resources are utilized to meet a goal
Management
Product utilization
Centralization
Efficiency

24. How does an increase in job specialization lead to higher organizational performance?
Each worker specializes in a different set of tasks over a period of time.
Workers join different groups and each group performs the same task at increasing costs over a period of time.
Each worker becomes responsible for all the different tasks involved in producing a product thereby increasing productivity.
Workers performing specific tasks become much more skilled and produce a product faster while working in groups.

25. Which of the following is an advantage of group decision making?
It is easy to execute because getting two or more managers to agree on a solution is relatively simple.
It is unaffected by any kind of cognitive bias as it benefits from multiple perspectives.
It allows managers to take decisions within relatively short periods of time compared to individual decision makers.
It allows managers to process more information and rectify one another's errors.

26. According to Henry Fayol, the planning process in an organization is effective when:
it sets disparate, specific goals for each functional level.
it proposes multiple plans to achieve an organizational goal.
it produces plans that are static, thus avoiding confusion.
it allows plans to be designed and modified at all levels.

27. Which of the following statements is true of middle managers?
They are accountable for the overall performance of an organization.
They are responsible for assessing the appropriateness of organizational goals to increase effectiveness.
They set organizational goals with input from top management and are answerable to the shareholders of the company.
They occupy one of the lowest positions in the managerial hierarchy.

28. Which of the following scenarios illustrates the attraction-selection-attrition framework?
Serena wins the annual award for best employee of the year. She was selected from all likely candidates for her dedication to her work.
All the newly hired employees of Style Prints Inc. are encouraged to participate in team outings.
Miriam likes experimenting with new possibilities and taking risks. She hires like-minded people for her start-up.
The management of ThinkFree Inc. requires all prospective employees to attend a basic induction program.

29. Which of the following is an advantage of implementing a functional structure in an organization?
It allows functional managers to develop generic skills that help manage all aspects of production.
It enables employees who perform similar kinds of jobs to observe and learn from each other.
It helps managers specialize and develop expertise in only one product area.
It lets organizations choose the set of products that serves the needs of regional customers.

30. While generating alternatives before making a decision, a manager should:
determine the criteria that should influence the prioritization of alternatives.
view the issue under consideration from multiple perspectives.
assign subordinates to take follow-up decisions.
derive guidelines that will aid in future decision making.