MGT 310/ 310 QUIZ 3 (100%) A+++ - 92954

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Question 1 of 25 4.0/ 4.0 Points A disadvantage of formalization in organization structure is: A. Decision making is at a faster pace B. Formalized structure is associated with increased motivation and job satisfaction C. Strategic decision making occurs often D. Reduced innovativeness occurs because employees are used to behaving in a certain manner Answer Key: Question 2 of 25 0.0/ 4.0 Points Despite potential benefits, the disadvantages of a matrix structure include which of the following?: In A. Power struggles or turf wars among managers are lessened, taking away an important source of new ideas and innovation. B. Managers will spend less effort coordinating their work, believing that someone else can pick-up the slack. C. Role ambiguity or role conflict is very low D. There is potential for interpersonal conflict with team members as well as with leaders Answer Key: Question 3 of 25 4.0/ 4.0 Points Organizational change can take the form of which of the following?: A. Structure, strategy, policies, or culture B. Change should be planned on quarterly basis and measured for progress C. Fundamentally, organizational change is a process that involved effective products or services D. Change should moderate so as to not disrupt corporate cultural norms. Answer Key: Question 4 of 25 4.0/ 4.0 Points Organizational culture is related to the POLC function of: A. Planning B. Organizing C. Leading D. Controlling Answer Key: Question 5 of 25 4.0/ 4.0 Points It is more common to see rewards tied to performance indicators as opposed to seniority or loyalty in companies whose cultures are: A. Aggressive B. Innovative C. Outcome-oriented D. Team-oriented Answer Key: Question 6 of 25 4.0/ 4.0 Points The primary reason managers who start a new job fail, or either voluntarily leave or are fired, report not being able to: A. Form effective relationship with colleagues B. The company did not have a systematic approach to on boarding C. Did not seek feedback D. Did not gain understanding of whether their behavior fit with the company culture. Answer Key: Question 7 of 25 4.0/ 4.0 Points MySpace, Facebook, and LinkedIn are examples of: A.Websites for everyone B.Tools for the organization to learn about the employees C.Social networks D.Invisible networks Answer Key: Question 8 of 25 4.0/ 4.0 Points Research shows that employees can realize their innovations and make them catch on more quickly if they are: A. Networked employees B. Non-networked employees C. Creative and intelligent D. None of the above Answer Key: Question 9 of 25 4.0/ 4.0 Points In the POLC framework, social networks are a key ingredient in the component: A. Planning B. Organizing C. Leading D. Controlling Answer Key: Question 10 of 25 4.0/ 4.0 Points A network of people outside your control who will enable you to reach key organizational objectives is called: A. Tactical network B. Operational network C. Personal network D. Strategic network Answer Key: Question 11 of 25 0.0/ 4.0 Points According to Goleman, in what way are effective leaders different from ineffective leaders?: A. They differ in their ability to control the emotions of others B. They differ in years of management experience C. They differ in their understanding of other people’s emotions D. They differ in their understanding of the mission of the company motivation Answer Key: Question 12 of 25 4.0/ 4.0 Points Employees engage in higher levels of conflict when leaders use which of the following decision making style? A. Authoritarian B. Democratic C. Laissez-faire D. Authoritarian and laissez-faire Answer Key: Question 13 of 25 4.0/ 4.0 Points The leadership style that involves employees in the making of important decisions is: A. Supportive leadership B. Participative leadership C. Directive leadership D. Achievement oriented leadership Answer Key: Question 14 of 25 4.0/ 4.0 Points The leadership approach that defines the leader’s role as serving the needs of others is called: A. LMX B. Authentic leadership C. Servant leadership D. Transformational leadership Answer Key: Question 15 of 25 4.0/ 4.0 Points Making strategic, tactical and operational decisions is an integral part of which function of the P-O-L-C framework? A. Planning B. Organizing C. Leading D. Controlling Answer Key: Question 16 of 25 4.0/ 4.0 Points Kahnemann and Tversky found that individuals are influenced in making decisions by which of the following? A. De-escalation B. Overconfidence C. Decision bias D. Constructing bias Answer Key: Question 17 of 25 4.0/ 4.0 Points Despite its popularity within organizations, group decision making suffers from which of the following? A. Groups commonly outperform their best member, which can lead to intra-group rivalries. B. Group decision making is not a thorough process for some management decisions C. Groups can suffer from social isolation D. Groups may suffer from the tendency to avoid critical evaluation of ideas the group favors Answer Key: Question 18 of 25 0.0/ 4.0 Points The following statements regarding tall structures in an organization are true EXCEPT: A. Tall structures are better at satisfying security needs of employees then in flat structures B. Number of employees reporting to each manager tends to be smaller in tall structures C. Employees feel a greater sense of job security in tall structures D. In all structures, there is a greater level of freedom of action for each employee Answer Key: Question 19 of 25 4.0/ 4.0 Points Why do employees who participate in planning change efforts tend to have more positive opinions about the change? A. They have the opportunity to reject the proposed change B. They will have the opportunity to know more than others about the change C. They will be able to convince customers the change was the right thing to do D. They will feel a sense of ownership of planned change and are more likely to be on board. Answer Key: Question 20 of 25 4.0/ 4.0 Points A company which has a policy such as “all pricing decisions of merchandise will be made at corporate headquarters” is likely to have a culture that is: A. Aggressive B. Centralized C. Outcome-oriented D. Detail-oriented Answer Key: Question 21 of 25 4.0/ 4.0 Points 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: A. Researchers B. Experts C. Producers D. Idea generators Answer Key: Question 22 of 25 4.0/ 4.0 Points Ethical decision making guidelines includes which of the following? A. Consider implications for key personnel only. B. Consider alternatives C. Establish consensus D. Consider the values of the corporation Answer Key: Question 23 of 25 4.0/ 4.0 Points The style that involves a high level of manager involvement and is used when employees are highly motivated but have limited skills is: A. Telling/directing B. Selling/coaching C. Participating/supporting D. Delegating Answer Key: Question 24 of 25 4.0/ 4.0 Points Groupthink is characterized by which of the following symptoms? A. Invulnerability B. Collective modeling C. NGT is used more often than it should D. Stereotyped views of out-groups are seen when groups discount rivals’ abilities to make effective responses Answer Key: Question 25 of 25 4.0/ 4.0 Points The tendency to accept the first alternative that meets minimum criteria is called: A. Bounded rationality model B. Intuitive decision-making model C. Satisfice D. Analysis paralysis Answer Key:
Solution Description

Question 1 of 25

4.0/ 4.0 Points

A disadvantage of formalization in organization structure is:

A. Decision making is at a faster pace

B. Formalized structure is associated with increased motivation and job satisfaction

C. Strategic decision making occurs often

D. Reduced innovativeness occurs because employees are used to behaving in a certain manner

Answer Key:

Question 2 of 25

0.0/ 4.0 Points

Despite potential benefits, the disadvantages of a matrix structure include which of the following?:

In A. Power struggles or turf wars among managers are lessened, taking away an important source of new ideas and innovation.

B. Managers will spend less effort coordinating their work, believing that someone else can pick-up the slack.

C. Role ambiguity or role conflict is very low

D. There is potential for interpersonal conflict with team members as well as with leaders

Answer Key:

Question 3 of 25

4.0/ 4.0 Points

Organizational change can take the form of which of the following?:

A. Structure, strategy, policies, or culture

B. Change should be planned on quarterly basis and measured for progress

C. Fundamentally, organizational change is a process that involved effective products or services

D. Change should moderate so as to not disrupt corporate cultural norms.

Answer Key:

Question 4 of 25

4.0/ 4.0 Points

Organizational culture is related to the POLC function of:

A. Planning

B. Organizing

C. Leading

D. Controlling

Answer Key:

Question 5 of 25

4.0/ 4.0 Points

It is more common to see rewards tied to performan

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