Question 1 of 20 5.0 Points The starting point for all job design activities is determining the level of desired job: A. specialization. B. rotation. C. enlargement. D. enrichment. Reset Selection Mark for Review What’s This? Question 2 of 20 5.0 Points An assembly operation includes four different jobs. Bob spends three weeks on each of these jobs and then starts the cycle over again with the first job of the operation. This is an example of job: A. specialization. B. rotation. C. enlargement. D. enrichment. Reset Selection Mark for Review What’s This? Question 3 of 20 5.0 Points Which of the following alternatives to specialization gives individual workers more to do and keeps each worker on the same job all the time without giving more authority over and responsibility for the work? A. Job enlargement B. Job rotation C. Job enrichment D. Work teams Reset Selection Mark for Review What’s This? Question 4 of 20 5.0 Points According to the job characteristics approach, when task significance is high, workers: A. do many tasks as part of their job. B. believe the task is important. C. perform a complete portion of the total job. D. have a lot of control over the tasks.
Reset Selection Mark for Review What’s This? Question 5 of 20 5.0 Points Dell Computer Corporation sells virtually the same personal computers through any one of its three divisions: Personal, Business, and Education. This represents which type of departmentalization? A. Functional B. Product C. Customer D. Location Reset Selection Mark for Review What’s This? Question 6 of 20 5.0 Points __________ is defined as clear and distinct lines of authority among all positions in an organization. A. Span of control B. Job rotation C. Job enrichment D. Chain of command Reset Selection Mark for Review What’s This? Question 7 of 20 5.0 Points A wide span of management results in: A. a flat organization. B. many levels of management. C. a narrow organization. D. a tall organization. Reset Selection Mark for Review What’s This? Question 8 of 20 5.0 Points An organization where power and control are kept at the top levels of management is: A. specialized. B. centralized. C. decentralized. D. departmentalized. Reset Selection Mark for Review What’s This? Question 9 of 20 5.0 Points The process of linking together the activities of the various parts of an organization to promote harmonious movement toward organizational goals is called: A. centralization. B. specialization. C. decentralization. D. coordination. Reset Selection Mark for Review What’s This? Question 10 of 20 5.0 Points Which of the following is characteristic of the U-form design? A. Low requirement for coordination across departments B. Least effective for small organizations C. Responsibility for coordination and integration delegated to lower levels of management D. Departmentalization based on the kind of work being done Reset Selection Mark for Review What’s This?
Question 11 of 20 5.0 Points According to the Lewin model, the first step in change is called __________; in this step, individuals who will be affected by the impending change must be led to recognize why the impending change is necessary. A. unfreezing B. refreezing C. freezing D. change itself Reset Selection Mark for Review What’s This? Question 12 of 20 5.0 Points The manager’s role as monitor is essential to which step in the comprehensive approach to change? A. Recognizing the need for change B. Understanding how to implement change C. Setting goals for change D. Selecting a change technique Reset Selection Mark for Review What’s This? Question 13 of 20 5.0 Points Studies of the organization change process found that participation: A. reduces the need for communication. B. encourages employees to adopt differing perceptions. C. increases productivity and cooperation. D. increases productivity but has no effect on cooperation. Reset Selection Mark for Review What’s This? Question 14 of 20 5.0 Points In most change situations there are factors that will make the job of change more difficult and others that seem to ease the change process. The process by which the manager identifies and then eliminates as many of the forces against change as possible is called: A. facilitation. B. implementation. C. force-field analysis. D. participative development. Reset Selection Mark for Review What’s This? Question 15 of 20 5.0 Points When organizational change involves planned alteration of the work processes or work activities the change primarily involves the area of: Â A. people. B. technology and operations. C. social responsibility. D. strategy. Reset Selection Mark for Review What’s This? Question 16 of 20 5.0 Points Reengineering is needed when an organization: A. experiences entropy. B. is dominant in its market. C. changes its technology rapidly. D. wants to improve employee morale. Reset Selection Mark for Review What’s This? Question 17 of 20 5.0 Points When organization development consultants observe the communication patterns and methods of cooperation and conflict resolution in an organization they are using the intervention technique called: A. technostructural activities. B. process consultation. C. team building. D. coaching and counseling. Reset Selection Mark for Review What’s This? Question 18 of 20 5.0 Points The first stage of the organizational innovation process is: A. growing. B. applying. C. launching. D. developing. Reset Selection Mark for Review What’s This?
Question 19 of 20 5.0 Points When a large business attempts to revitalize its entrepreneurial spirit through the employment of creative individuals, this is called: A. intrapreneurship. B. new venture formation. C. creativity. D. entrepreneurship. Reset Selection Mark for Review What’s This? Question 20 of 20 5.0 Points A(n) __________ is usually a middle manager who learns about a new product or service idea and becomes committed to it. This manager helps the inventor overcome resistance to change and convinces others to take the innovation seriously. A. product champion B. inventor C. sponsor D. venture capitalist
