Job enlargement is largely a response to:
A. decreases in productivity
B. a need to overcome the limitations of overspecialized work
C. a need to re-engineer jobs due to an increase in the utilization of technology
D. the disappointing affects of job rotation
The problem of overspecialization has been addressed by:
A. increasing the variety in jobs
B. increasing participation
C. increasing authority at lower levels
D. a renewed emphasis on integration
Enlarging a job is most closely associated with which of the following core job characteristics?
A. task significance
B. job autonomy
C. task identity
D. skill variety
Which of the following is NOT a basic premise of the social information processing mode and the interpersonal aspects of work design?
A. Other people help us judge what is important ill our jobs.
B. Other people tell us how they see our jobs.
C. Other people’s positive and negative feedback helps us understand our feelings about our jobs.
D. Other people’s reactions to our job-related behaviors provide us with important cognitive cues as to determine whether we fit the overall culture.
The study reported in your text on task complexity with respect to the social information processing perspective of job design revealed that:
A. objective task complexity must be distinguished from the subjective task complexity experienced by the employee
B. the cognitive information processing capability of an individual determines the objective, complexity of a task
C. the cognitive information processing capability and, particularly, the cognitive weights given to job characteristics determines the subjective complexity of the task
D. objective and subjective task complexity vary as a result of individual cognitive complexity
Lower job satisfaction, motivation, and higher absenteeism will be negative outcomes that should be anticipated with which one of the following interdisciplinary approaches to job design?
A. perceptual/motor approach
B. biological approach
C. motivational approach
D. mechanistic approach
All of the following are important components or approaches to the interdisciplinary approach to job design except:
A. social aspects of the work environment
B. biological aspects of the work environment
C. mechanistic approach
D. motivational approach
The sociotechnical system gives:
A. equal attention to technical and social considerations in job design
B. technology and engineering the most weight in job design decisions
C. human considerations the most importance in job design decisions
D. industrial efficiency the greatest weight and is used most often in Scandinavia
If you were to redesign jobs to increase the health and well-being of your workforce, similar to Scandinavian concerns, which of the following set of job characteristics would be the most beneficial?
A. increase worker control, job enlargement, and job enrichment
B. reduce worker uncertainty, increase worker control, and job enlargement
C. reduce worker uncertainty, increase worker control, and manage conflict
D. increase pay, reduce worker uncertainty, and job enlargement
An alternative work arrangement in which employees must be present to perform job duties during a required core time but starting and ending work times can vary is:
A. job sharing
B. compressed workweek scheduling
C. task restructuring
Given the nature or structure of our economy with respect to the degree of service jobs, what type of job skills may be most important?
A. technical skills
B. interpersonal skills
C. conceptual skills
D. strategic skills
The Royal Bank of Canada decided to move its loan-processing work from headquarters to branch banks in order to avoid bottlenecks. This is an example of:
The faculty of a university comprises which of Mintzberg’s fundamental elements of the organization?
A. support staff
B. technical staff
C. middle level
D. operating core
A major league baseball team most closely approximates a/an:
B. simple structure
C. professional bureaucracy
D. machine bureaucracy
For an organization to take advantage of its larger size into the 21st century, it must become:
A. centerless with a global core
B. centralized with a technology criticl mass
C. cellular with strong elements of the horizontal form
D. more like an adhocracy
All of the following are forces causing managers to go beyond traditional frameworks except:
B. rapid changes in information technology
C. shorter life cycles
The most visible and accessible levels of culture are known as:
D. socialization processes
“Leadership that epitomizes the stated standards of ethical behavior,” a statement from the Levi Strauss Aspirations Statement is a/an:
B. Espoused value
C. Enacted value
A company’s espoused values can be found in all of the following except:
A. annual reports
B. monthly financial statements
C. quarterly employee newsletters
D. employee handbooks
Which of the following is NOT a basic function of corporate culture?
A. control mechanism for shaping behavior
B. the building of strong corporate mentality and unquestioned employee support
C. a sense-making device for employees
D. enhances employee motivation
The fit perspective of culture argues that:
A. a culture is “ good” only if it fits the industry’s or the firm’s strategy
B. a culture is appropriate when it fits BOTH market characteristics and the approach or strategy to the market
C. an organization adapts the strategy of an organization to its culture
D. the lean or flat organization is the most appropriate culture
According to the study by Kotter and Heskett on adaptive cultures, the adaptive culture facilitates change to meet the needs of all of the following groups except:
According to Edgar Schein, leaders play crucial roles in shaping and reinforcing culture. Which of the following is NOT one of the elements considered important to a leader’s management of culture?
A. how leaders hire and fire individuals
B. how leaders react to crisis
C. how leaders allocate rewards
D. how leaders develop strategy
The two key concerns in the anticipatory socialization stage are:
A. realism and encounter
B. encounter and acquisition
C. congruence and acquisition
D. realism and congruence
Corporate allegiance means:
A. shared employer and employee commitment to the goal of a project
B. financial and reputation rewards stemming from project outcomes
C. social relationships within corporate boundaries being actively encouraged
D. constant rearrangement of reporting relationships as projects required
RJPs result in all of the following except:
A. a more effective match
B. higher organizational commitment
C. higher job information
D. unrealistic expectations
The best attitude toward change in the new work environment is:
A. to develop change management skills
B. to think of organizational change not as a disruption to your work, but instead as the central focus of your work
C. to become a transformational leader
D. to appreciate that there are different models of change for different types of change
Which of the following type of person will NOT be successful in the new career paradigm?
B. tolerant of ambiguity
C. unable to tolerate ambiguity
Both are correct.
Newly hired managers flame out or fail within the first 8 months because they:
A. lack internal political skills
B. can’t achieve the two or three most important objectives of the new job
C. tend to be confused or uncertain about what their bosses expect
D. fail to build good relationships with peers and subordinates
Almost 40% of new managers fail within the first 18 months on the job because of:
A. a lack of organizational support
B. a lack of technical training that most importantly includes weak financial skills
C. a lack of human skills
D. poor socialization by the organization and unrealistic previews of what the job will entail
According to Levinson, an important personal life transition that includes beginning to separate from one’s parents and becoming less emotionally and financially dependent occurs during the career:
A. maintenance stage
B. advancement stage
C. establishment stage
D. separation stage
Which of the following organizations allows newcomers to design their own compensation systems, has done away with formal performance reviews, offers raises that have no limits and simply lets people go if they do not perform?
D. Parents in a Pinch
A relatively new source of work-home conflict is:
A. need for childcare
B. lack of transportation
C. neighborhood crime
D. need for eldercare
A common experience, or phenomenon, during the maintenance stage is:
A. lowered job performance and termination
B. demotion and downgrade job changes
C. transition to nonsupervisory positions
D. career plateau
Which of the following is NOT a term to describe the organizations that will succeed in meeting the competitive challenges that businesses face?
When the organization makes a large-scale change such as moving to a new structure, the change would be considered:
Internal change agents have certain advantages in managing the change process. Which of the following is NOT considered one of those stronger advantages?
A. They bring a fresh and new perspective to the change process because of their unique role.
B. They know the organization’s political system.
C. They understand the organization’s culture.
D. They will be careful because they have to live with the outcomes.
A. focuses primarily on the individual in bringing about change
B. emphasizes intervention at the lowest possible level of the organization
C. is a systematic approach that applies behavioral science theory and research in order to increase individual and organizational wellbeing and effectiveness.
D. is unstructured problem solving in organizations
An appropriate organization development technique when the organization is large and the objective is to reach as many employees as possible is:
A. management by objectives
B. team building
C. process consultation
D. survey feedback
Action learning is an effective individual-focused intervention that enhances:
A. leadership training
B. executive coaching
C. role negotiation
D. team building
Jobs in organizations are interdependent and designed to make a contribution to the organization’s overall mission and goals.
The human spirit’s response to job characteristics and work design is equally as important as the design of the work.
The horizontal linkages are built into the design of the organization by including liaison roles, task forces, integrator positions, and teams.
Technical and support staffs serve the hierarchy of authority in the professional bureaucracy, such as a large hospital.
The prime coordinating mechanism for the professional bureaucracy is standardization of skills.
Formalization, specialization, and standardization all tend to be greater in larger organizations because they are necessary to control activities within the organization.
Perrow’s nonroutine technology is characterized by ill-defined problems and many exceptions.
Organic forms of organization are simple, informal, and standardized.
A person may make several occupational choices during the establishment and maintenance career stages. (Not sure 100%)
Survey feedback can be used to determine other organization development techniques that may be appropriate to improve the performance of the organization.