The underlying principle of scientific management was to: A) structure organizations for the efficient management of people. 8) apply statistical analysis to the design of jobs C) get people to do more work in less time. D) eliminate the need for first-line supervisors c 2 Chi. L The human relations movement A. Emphasized the importance of employee training and development. B. Encouraged employee participation in organizational decision making. C. Rejected the primary’ economic orientation of scientific management.
D. Concentrated on redesigning the workplace to eliminate safety hazards. C 3 Chi. 2 The culture of the organization, the behavior of the leaders, and group norms collectively impact an employee’s A) behavior. B) moral values. C) standards of conduct. D) ethics. 4 Chi. 2 In terms of unethical thinking, the “bottom-line” mentality reasons that A) financial success is the only value to be considered. B) anything is right if the public can be made to see it as right. C) good ethics is good business. D) what is ethical is dependent upon the consequences of the actions. A 5 Chi.
Research has consistently found that job dissatisfaction affects A) employee withdrawal. B) organizational commitment. C) employee violence. D) job performance. 6 Chi. 5 Research has consistently found that satisfied employees A) have lower involuntary turnover. B) perform better on their jobs. C) exhibit organizational citizenship behaviors. D) score higher on organizational commitment survey 7 Chi. 3 Personality is defined as A) the genetic makeup of human beings that distinguish them from other forms of life. B) the unique and relatively stable pattern of behavior, thoughts, ND emotions shown by individuals.
C) the unconscious inner forces that generate patterns of behavior in individuals. D) the behavioral inclinations of individuals resulting from reinforced practice or experience. B 8 Chi. 7 Organizational citizenship behaviors are defined as A) actions that exceed the formal requirements of one’s job. B) activities directed at helping the firm meet its strategic objectives. C) always doing a fair day’s work for a fair day’s pay. D) protecting the health, safety, and security of organizational members. A 9 Chi. 10 The phenomenon called corruption is more likely to occur when A) ropes attempt to achieve the benefits of individual creativity.
B) members of cohesive groups suspend their individual judgments to maintain group unity. C) a problem is presented to group members with instructs to submit ideas anonymously. D) all group deliberations are held in public to avoid the appearance of secret deals. B 10 Charisma, self-confidence, vision, inspiration, morality are all characteristics of a transformational leader. 1. True 2. False TRUE 11 Chi. 12 Which of the following is true about an organization with a strong culture? A) Very little time is spent communicating the organization’s values and beliefs. B) Prospective employees are closely screened for fit with values.
C) There are many subcultures within the organization. D) There is no need for a written creed or statement of values. B 12 Chi. 13 In a centralized organizational structure A) the staff personnel are given more status and authority. B) a few powerful individuals hold most of the decision-making power. C) all of the organization’s employees are located in one central place. D) people are permitted to make decisions that affect their daily activities. 3 In a traditional organization, a wide span of control was preferred because permitted management to exercise greater control over the employees. 1 .
True FALSE 14 Chi. 14 For change to be accepted, it is necessary to A) facilitate direction from the senior management of the company. 8) establish a system of rewards and punishments linked to participation. C) win the support of the most powerful and influential individuals in the company. D) reward the individuals who contribute the most to the strategy C (Topic: Organizational Culture and Change, Chi. 15 and Chi. 16 Book 1) Change happens. Today’s business environment throws managers and their teams into a constant state of flux. The sues Zion is no longer “Should we change? ” but “How will we deal with change? In many attempts to change organizations, such efforts are usually met with “resistance to change”. A) Explain the meaning of “resistance to change”? B) Explain why “resistance to change” often occurs in organizations? C) What can managers do in order to overcome the “resistance to change”? Mention at least three different ways. Individuals resist change because the change may threaten their economic security, they fear the unknown, the hanger threatens their social relationships, they are comfortable in the current way of doing things, and they fail to recognize the need for change.
Organizations resist change due to structural inertia, work group inertia, threats to the existing balance of power, and experience with previously unsuccessful change efforts. Resistance to change may be overcome by (1) shaping political dynamics, (2) by educating the workforce, and by (3) selling the change. All these require good communication skills. In addition the organization should involve the employees in the change effort, reward constructive behaviors, stress the urgency of change, create relentless discomfort with the status quo, and create a learning organization.