A theory that suggests that employees compare their inputs and outcomes from a job to
the ratio of input to outcomes of relevant others is known as______ .
action motivation
goal setting
reinforcement theory
equity theory
Which of the following is the basic difference between multidomestic corporations and
global companies?
Multidomestic corporations typically do business with more countries than global
companies do.
Multidomestic corporations are run by global companies but must be owned by a
local, national company.
Multidomestic corporations decentralize management to the local country, while
global companies centralize management in the home country.
Multidomestic corporations pay more in taxes than global companies do.
A key technology investment for an organization pursuing value chain management, an
enterprise resource planning (ERP) software system serves the function of _________.
identifying and educating potential customers through Internet technologies
linking all of an organization's activities
alerting maintenance when machinery needs to be serviced
communicating with suppliers to keep inventory levels at a minimum
Which of the following is important to remember in evaluating the effectiveness of the
decision-making process?
You should ignore criticism concerning the decision-making process.
You may have to start the whole decision process over.
You will have to restart the decision-making process if the decision is less than 50
percent effective.
Ninety percent of problems with decision making occur in the implementation step.
The need for such factors as status, recognition, attention, self-respect, autonomy, and
achievement are examples of which of the following needs according to Maslow's
hierarchy of needs?
physiological
esteem
social
self-actualization
The distinction between a managerial position and a nonmanagerial position is ________.
planning the work of others
coordinating the work of others
controlling the work of others
organizing the work of others
The concept that defines the number of subordinates that report to a manager and that
indirectly specifies the number of levels of management in an organization is called
________.
authorized line of responsibility
unity of command
responsibility factor
span of control
An organization is said to have ________ when it has several different businesses
that are independent and that formulate their own strategies.
operational units
strategic business units
competitive advantages
legal subunits
The need for such factors as status, recognition, attention, self-respect, autonomy, and
achievement are examples of which of the following needs according to Maslow's
hierarchy of needs?
physiological
esteem
social
self-actualization
The degree to which jobs are standardized and guided by rules and procedures is
called ________.
work specialization
centralization
decentralization
formalization
Which of the following management functions from the mid-1950s is no longer
included in the basic functions of management?
planning
staffing
leading
controlling
Global competition, accelerated product development by competitors, and increased
demands by customers for better service have encouraged organizations to become
more ________.
organic
mechanistic
technologically pure
task oriented
An individual who would enjoy taking on the challenge of personally redesigning the
work flow of a manufacturing line to improve employee productivity would probably
be rated high on which of the following?
need for affiliation
need for impact
need for achievement
need for power
Effective communication in a customer service setting relies upon customer service
personnel recognizing the three key components in any service delivery process:
________.
the customer's expectations, the customer's desires, and the customer's satisfaction
the customer, the service organization, and the individual service provider
the customer's expectations, the customer's perceptions of the quality of the service,
and customer satisfaction
finding out the customer's needs, meeting their needs, and following up
Management by objectives (MBO) is a management system in which the first step is
setting specific performance goals that are ________.
established that can be easily accomplished
jointly determined by employees and their managers
determined by top management with clarity so that the objectives are clear to even
the most incompetent employee
developed in such a manner that the employees are self-directed and do not need
supervision
When a decision maker chooses an alternative under perfect rationality,
she ________ her decision, whereas under bounded rationality she chooses
a ________ decision.
minimizes; satisficing
satisfices; maximizing
maximizes; satisficing
maximizes; minimizing
Which of the following statements is true concerning problem identification?
Problems are generally obvious.
A symptom and a problem are basically the same.
Well-trained managers generally agree on what is considered a problem.
The problem must be such that it exerts some type of pressure on the manager to
act.
Strategic plans are plans that apply to the entire organization, establish the
organization's overall goals, and ________.
guide the organization toward maximizing organizational profits for the
stockholders
attempt to satisfy all government regulations while maximizing profits
satisfy the organization's stakeholders
seek to position the organization in terms of its environment
Mary has been asked by the company president to change the organizational culture to
reflect the company's new organizational goals. As executive vice president, she certainly
understands the goals, but is really not sure that she understands what to do about the
culture.
Mary asked employees if they knew what constituted "good employee behavior." She
found that very few understood, and most had a variety of ideas. This is one indication
that her company ________ .
has a strong culture
has a weak culture
has no culture
must have high turnover
Mary has been asked by the company president to change the organizational culture to
reflect the company's new organizational goals. As executive vice president, she certainly
understands the goals, but is really not sure that she understands what to do about the
culture.
Mary also found out that in order to build a strong new culture, she should do all but
which of the following?
hire employees who fit in with the company's culture
develop socialization practices to build culture
encourage a high turnover rate among employees
have management make organizational values clear
Mary has been asked by the company president to change the organizational culture to
reflect the company's new organizational goals. As executive vice president, she certainly
understands the goals, but is really not sure that she understands what to do about the
culture.
Mary was surprised to find that most organizational cultures are ________.
weak
weak to moderate
moderate to strong
strong
Mary has been asked by the company president to change the organizational culture to
reflect the company's new organizational goals. As executive vice president, she certainly
understands the goals, but is really not sure that she understands what to do about the
culture.
External environment refers to ________.
forces outside the organization that limit the organization's performance
factors and forces outside the organization that affect the organization's
performance
forces and institutions inside the organization that affect the organization's
performance
forces inside the organization that increase the organization's performance
Leeann has been hired as an intern at BNR, a small custom embroidery and design
business. She is amazed at the many uses her manager has found for technology. She is able
to draft customer designs using software, and her manager has even told her about
machines that can move and see like human beings. The embroidery machines are so
sophisticated that in order to change from one product to another, Leeann only has to
change the computer program, BNR sells many of its products over the Internet, so there is
no intermediary.
BNR transforms its embroidery inputs into outputs using its human resources
and ________.
a just-in-time (JIT) system
technology
robotics
quality control
Leeann has been hired as an intern at BNR, a small custom embroidery and design
business. She is amazed at the many uses her manager has found for technology. She is able
to draft customer designs using software, and her manager has even told her about
machines that can move and see like human beings. The embroidery machines are so
sophisticated that in order to change from one product to another, Leeann only has to
change the computer program, BNR sells many of its products over the Internet, so there is
no intermediary.
BNR uses a system of ________, the machines that can move and see like human
beings and are able to perform complex operations.
e-manufacturing
technology investment
robotics
kanban
Leeann has been hired as an intern at BNR, a small custom embroidery and design
business. She is amazed at the many uses her manager has found for technology. She is able
to draft customer designs using software, and her manager has even told her about
machines that can move and see like human beings. The embroidery machines are so
sophisticated that in order to change from one product to another, Leeann only has to
change the computer program, BNR sells many of its products over the Internet, so there is
no intermediary.
BNR has used new Internet technology to ensure that what is produced meets its
pre-established standards. BNR is concerned about ________.
quality control
just-in-time (JIT) inventory
value chain management
technology
Carlos has been a team leader for three years. As a team leader, he spends a
considerable amount of his time performing, as he sees it, about four to five types of
functions in support of his team members. This morning he spent two hours in budget
hearings and another hour meeting with a vendor of an important component and
engineering. His team had discovered the problem yesterday and knows it's a critical aspect
to the product. On a typical day scenario, he will spend about 30 percent of his day
contending with influences from groups both inside and outside the company. This
afternoon he is scheduled to meet with the team for two hours to consider the vendor's
solution offered this morning at the meeting with engineering. Later in the afternoon, he
will be mediating a dispute between three team members who are bickering about overtime
assignments. The rest of the time, Carlos visits employees at their work area as he walks to
or from a meeting, or when he goes out to the floor to "chat" about the day or a change
order in tomorrow's shop schedule.
While attending the budget meeting and the vendor meeting with engineering this
morning, he was performing which of the following roles?
conflict manager
liaison with external constituencies
coach
troubleshooter
Carlos has been a team leader for three years. As a team leader, he spends a
considerable amount of his time performing, as he sees it, about four to five types of
functions in support of his team members. This morning he spent two hours in budget
hearings and another hour meeting with a vendor of an important component and
engineering. His team had discovered the problem yesterday and knows it's a critical aspect
to the product. On a typical day scenario, he will spend about 30 percent of his day
contending with influences from groups both inside and outside the company. This
afternoon he is scheduled to meet with the team for two hours to consider the vendor's
solution offered this morning at the meeting with engineering. Later in the afternoon, he
will be mediating a dispute between three team members who are bickering about overtime
assignments. The rest of the time, Carlos visits employees at their work area as he walks to
or from a meeting, or when he goes out to the floor to "chat" about the day or a change
order in tomorrow's shop schedule.
Once he arrives at the meeting to mediate the employees' dispute, he will be performing
which of the following roles?
conflict manager
liaison with external constituencies
coach
troubleshooter
Carlos has been a team leader for three years. As a team leader, he spends a
considerable amount of his time performing, as he sees it, about four to five types of
functions in support of his team members. This morning he spent two hours in budget
hearings and another hour meeting with a vendor of an important component and
engineering. His team had discovered the problem yesterday and knows it's a critical aspect
to the product. On a typical day scenario, he will spend about 30 percent of his day
contending with influences from groups both inside and outside the company. This
afternoon he is scheduled to meet with the team for two hours to consider the vendor's
solution offered this morning at the meeting with engineering. Later in the afternoon, he
will be mediating a dispute between three team members who are bickering about overtime
assignments. The rest of the time, Carlos visits employees at their work area as he walks to
or from a meeting, or when he goes out to the floor to "chat" about the day or a change
order in tomorrow's shop schedule.
When Carlos is visiting with employees in n "chat," he is performing which of the
following roles?
conflict manager
liaison with external constituencies
coach
troubleshooter
Since the integration of two new stores in Littleville, U.S. Fred Fryer's Donuts, Inc.,
has recognized that there is a need for reengineering the entire organization. The main need
is to install new state-of-the-art kitchen equipment in the seven remaining stores, and then
dispose of all old equipment to a salvage dealer at three-fourths of the book value, or a loss
of $2,000 per store. This means that employees will have to be trained to operate the new
computer programmed equipment. Fred is setting up the main store as a training store.
Employees from the other stores will train at the main store for the five days that their
respective store's equipment is being converted. The regular employees from the main store
have the responsibility of instructing the classes or overseeing the installation of the new
equipment and testing its operation before that store's employees return from training. The
organization is also implementing teams to replace the old employee reporting system.
Ordering materials will now be done by an intranet among the stores and the corporate
purchasing function. Fred has promised that no one will lose his or her job because of the
reengineering organizational changes. He estimates that when the employees get to the
computer programming training, as many as 10 percent of the current employees will resign
or retire. The planned opening of a new store in Nowhere will absorb any "excess"
employees due to the efficiency of the new equipment.
Do the employees of Fred Fryer's Donuts, Inc., have reason to be concerned about the
reengineering or to resist the changes that Fred has announced?
No. They have been promised a job after training on the new equipment.
Maybe. They do have a few changes occurring in their job.
Yes. Their whole work life could be changing.
Definitely. Everything in their job is changing, even the town in which they may be
working.
Since the integration of two new stores in Littleville, U.S. Fred Fryer's Donuts, Inc.,
has recognized that there is a need for reengineering the entire organization. The main need
is to install new state-of-the-art kitchen equipment in the seven remaining stores, and then
dispose of all old equipment to a salvage dealer at three-fourths of the book value, or a loss
of $2,000 per store. This means that employees will have to be trained to operate the new
computer programmed equipment. Fred is setting up the main store as a training store.
Employees from the other stores will train at the main store for the five days that their
respective store's equipment is being converted. The regular employees from the main store
have the responsibility of instructing the classes or overseeing the installation of the new
equipment and testing its operation before that store's employees return from training. The
organization is also implementing teams to replace the old employee reporting system.
Ordering materials will now be done by an intranet among the stores and the corporate
purchasing function. Fred has promised that no one will lose his or her job because of the
reengineering organizational changes. He estimates that when the employees get to the
computer programming training, as many as 10 percent of the current employees will resign
or retire. The planned opening of a new store in Nowhere will absorb any "excess"
employees due to the efficiency of the new equipment.
What is the most successful way to deal with the human side of the reengineering to
help to change people and the nature and quality of their interpersonal work
relationships?
training and development
organizational development
reengineering training
give the employees a training manual
Since the integration of two new stores in Littleville, U.S. Fred Fryer's Donuts, Inc.,
has recognized that there is a need for reengineering the entire organization. The main need
is to install new state-of-the-art kitchen equipment in the seven remaining stores, and then
dispose of all old equipment to a salvage dealer at three-fourths of the book value, or a loss
of $2,000 per store. This means that employees will have to be trained to operate the new
computer programmed equipment. Fred is setting up the main store as a training store.
Employees from the other stores will train at the main store for the five days that their
respective store's equipment is being converted. The regular employees from the main store
have the responsibility of instructing the classes or overseeing the installation of the new
equipment and testing its operation before that store's employees return from training. The
organization is also implementing teams to replace the old employee reporting system.
Ordering materials will now be done by an intranet among the stores and the corporate
purchasing function. Fred has promised that no one will lose his or her job because of the
reengineering organizational changes. He estimates that when the employees get to the
computer programming training, as many as 10 percent of the current employees will resign
or retire. The planned opening of a new store in Nowhere will absorb any "excess"
employees due to the efficiency of the new equipment.
The installation of the new equipment at Fred Fryer's Donuts, Inc., is an example
of ________.
technological change
technological-automation change
technological-computerization change
technological-reengineering change
Since the integration of two new stores in Littleville, U.S. Fred Fryer's Donuts, Inc.,
has recognized that there is a need for reengineering the entire organization. The main need
is to install new state-of-the-art kitchen equipment in the seven remaining stores, and then
dispose of all old equipment to a salvage dealer at three-fourths of the book value, or a loss
of $2,000 per store. This means that employees will have to be trained to operate the new
computer programmed equipment. Fred is setting up the main store as a training store.
Employees from the other stores will train at the main store for the five days that their
respective store's equipment is being converted. The regular employees from the main store
have the responsibility of instructing the classes or overseeing the installation of the new
equipment and testing its operation before that store's employees return from training. The
organization is also implementing teams to replace the old employee reporting system.
Ordering materials will now be done by an intranet among the stores and the corporate
purchasing function. Fred has promised that no one will lose his or her job because of the
reengineering organizational changes. He estimates that when the employees get to the
computer programming training, as many as 10 percent of the current employees will resign
or retire. The planned opening of a new store in Nowhere will absorb any "excess"
employees due to the efficiency of the new equipment.
Which of the following should Fred and the team leaders practice if they need to
overcome employee resistance?
assure the employees that they will have a job after training
encourage the employees to talk with their coworkers
tell employees that the new system is the best way to make donuts
educate employees and communicate with them about the changes
Recently the employees of Chatterbox Enterprises, Inc., received a letter from the vice
president of operations explaining that a new production facility would be built in Chatland
City, AL. It was also stated that about one-fourth of the employees from the current Chatland
City facility would be transferred to the new facility and if employees wanted to volunteer for
the transfer, they could do so by going to the human resource office and filling out a request
form. Sam, a production supervisor, first went to Florence, the purchasing manager, who had
already volunteered to transfer, to discuss with her the possibility of becoming her inventory
control supervisor at the new facility. Florence told Sam that Ruth. the current inventory
control supervisor, would not be transferring and that she would consider his request.
The letter from the vice president to the employees is an example of which type of
organizational communication?
horizontal
formal
lateral
informal
Recently the employees of Chatterbox Enterprises, Inc., received a letter from the vice
president of operations explaining that a new production facility would be built in Chatland
City, AL. It was also stated that about one-fourth of the employees from the current Chatland
City facility would be transferred to the new facility and if employees wanted to volunteer for
the transfer, they could do so by going to the human resource office and filling out a request
form. Sam, a production supervisor, first went to Florence, the purchasing manager, who had
already volunteered to transfer, to discuss with her the possibility of becoming her inventory
control supervisor at the new facility. Florence told Sam that Ruth. the current inventory
control supervisor, would not be transferring and that she would consider his request.
When Sam went to the Human Resource office and applied for transfer to the new
facility, he was participating in which type of organizational communication?
formal
downward
diagonal
lateral
Recently the employees of Chatterbox Enterprises, Inc., received a letter from the vice
president of operations explaining that a new production facility would be built in Chatland
City, AL. It was also stated that about one-fourth of the employees from the current Chatland
City facility would be transferred to the new facility and if employees wanted to volunteer for
the transfer, they could do so by going to the human resource office and filling out a request
form. Sam, a production supervisor, first went to Florence, the purchasing manager, who had
already volunteered to transfer, to discuss with her the possibility of becoming her inventory
control supervisor at the new facility. Florence told Sam that Ruth. the current inventory
control supervisor, would not be transferring and that she would consider his request.
If Sam had talked with his co supervisors prior to going to talk with Florence, he would
have been involved in which type of organizational communication?
formal
internal
lateral
downward
Recently the employees of Chatterbox Enterprises, Inc., received a letter from the vice
president of operations explaining that a new production facility would be built in Chatland
City, AL. It was also stated that about one-fourth of the employees from the current Chatland
City facility would be transferred to the new facility and if employees wanted to volunteer for
the transfer, they could do so by going to the human resource office and filling out a request
form. Sam, a production supervisor, first went to Florence, the purchasing manager, who had
already volunteered to transfer, to discuss with her the possibility of becoming her inventory
control supervisor at the new facility. Florence told Sam that Ruth. the current inventory
control supervisor, would not be transferring and that she would consider his request.
When Sam went and talked with Florence, he was involved in which type of
organizational communication?
diagonal
upward
horizontal
lateral
Mr. Tyler Nail is president and CEO of a retail chain that is about to begin operations
in numerous major cities across the United States. The stores will sell home furnishings that
are considered moderately priced for the average-income buyer. During the last few months
he has been working to lay out directions for the managers of the stores. Mr. Nall and his
vice presidents have decided that each store should have sales equal to or greater than $100
per square foot per day.
Mr. Nail's goal for each store of $100 per square foot per day has several of the
characteristics of a well-designed goal. First, it is written in terms of outcomes and not
actions. Second, this goal is measurable and quantifiable. What else can Mr. Nall do to
improve the design of this goal?
Specify a time frame for achieving this goal.
Ensure that the goal is attainable.
Communicate this goal to every single employee of the organization.
Make certain it will be achieved easily.
Mr. Tyler Nail is president and CEO of a retail chain that is about to begin operations
in numerous major cities across the United States. The stores will sell home furnishings that
are considered moderately priced for the average-income buyer. During the last few months
he has been working to lay out directions for the managers of the stores. Mr. Nall and his
vice presidents have decided that each store should have sales equal to or greater than $100
per square foot per day.
When setting goals for the plan, what should Mr. Nall do after he evaluates available
resources?
Review the organization's mission.
Write down the goals and communicate them to all who need to know.
Review the results and whether goals are being met.
Determine the goals individually or with input from others.
Paul Abdul Oil Corporation (PAOC)began as a relatively small oil company. However,
through the years it has grown to become an international corporation.
A sharp rise in oil prices helped PAOC's business expand. Abdul concluded that it was
impractical and inefficient for all decisions to continue flowing through his office. He
granted his key subordinates the authority and responsibility to manage others within their
areas of specialty. This organizational structure is best described as a ________ structure.
simple functional
functional
divisional
matrix
Paul Abdul Oil Corporation (PAOC)began as a relatively small oil company. However,
through the years it has grown to become an international corporation.
Mr. Abdul realizes that his company is taking on a life of its own and he wants to allow
people from all levels to work together in teams. This view grows to include employees
working actively with external agencies. This organizational design does not have a
predefined structure and is referred to as a ________.
learning organization
threatened organization
functional structure
boundaryless organization
Paul Abdul Oil Corporation (PAOC)began as a relatively small oil company. However,
through the years it has grown to become an international corporation.
Twenty years after founding PAOC, Abdul decides he is approaching retirement. He
wants PAOC to develop the capacity to adapt itself and change because each member
will take an active role in identifying and resolving work-related issues. Abdul wants
the firm to become a ________.
learning organization
threatened organization
functional structure
boundaryless organization
Paul Abdul Oil Corporation (PAOC)began as a relatively small oil company. However,
through the years it has grown to become an international corporation.
Several years after the retirement of Mr. Abdul, management at PAOC decided to sell
off its oil exploration and drilling supply holdings, and instead focus on the more
profitable distribution end of the business. In conjunction with this decision,
management decided to outsource most of its noncore functions, such as accounting,
payroll, and human resources. These moves are consistent with what type of
contemporary organizational design?
a virtual organization
a network organization
a modular organization
a matrix organization
Steve is hired to manage the human resources department of a local manufacturing
company, this company has the reputation of being the firm "where you work until you find
another job." Employee turnover is high and morale is low. Steve is determined to change
the situation and make the organization's human resources a competitive advantage and
source of pride for the firm.
Steve believes that achieving competitive success in business today requires that
managers change how they think about their employees and how they view the work
relationship. He hopes to initiate workplace programs geared toward improving
organizational commitment to improving the knowledge, skills, and abilities of
employees, increasing employee motivation, and enhancing retention of quality
employees. These traits have been found to be consistent with ________.
employee empowerment
high-performance work practices
the human resources management process
performance appraisal methods
Steve is hired to manage the human resources department of a local manufacturing
company, this company has the reputation of being the firm "where you work until you find
another job." Employee turnover is high and morale is low. Steve is determined to change
the situation and make the organization's human resources a competitive advantage and
source of pride for the firm.
Top management decides that the performance appraisal process is problematic. They
ask Steve to make a study of a new appraisal technique, ________, which rates
employees according to items along a numerical scale with examples of actual
behaviors on the job.
360-degree feedback
objectives
behaviorally anchored rating scale
management by objectives
Steve is hired to manage the human resources department of a local manufacturing
company, this company has the reputation of being the firm "where you work until you find
another job." Employee turnover is high and morale is low. Steve is determined to change
the situation and make the organization's human resources a competitive advantage and
source of pride for the firm.
As part of restructuring the organization's human resources, Steve decides that new
job ________, which state the minimum job qualifications that a person must possess
to successfully perform a given job, must be written for each position.
descriptions
specifications
analysis
satisfaction surveys
In a short essay, please identify three management issues that are related to service
science. Please provide a brief explanation to justify each issue you identify. Please
note that your essay should exceed 200 words.
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