1. Sandra is the warehouse manager at a bottling company.

Employees are on a four-week schedule

during which each employee spends one week loading trucks, unloading trucks, verifying invoices,
and pulling inventory from storage. Sandra is using the job _____ approach to job design.
 rotation
 specialization
 enrichment
 centralization

2. Job _____ attempts to increase both the number of tasks a worker does and the control the worker
has over the job.
 enlargement
 enrichment
 rotation
 specialization

3. What is delegation?
 the process of systematically retaining power and authority in the hands of higher-level managers
 power that has been legitimized by the organization
 the process of systematically delegating power and authority throughout the organization to middle and
lower-level managers
 the process by which a manager assigns a portion of his or her total workload to others

4. James is the human resource manager at a large bottle manufacturing company. Ten years ago,
when the business moved to its current location, the company structured operations by grouping
together jobs that involved the same or similar activities. What type of departmentalization
structure is this?
 functional
 product
 customer
 location

5. At a car rental agency, reservations has to provide greeters with information about how many cars
are being rented and returned each day and at what time. The maintenance staff responsible for
cleaning and fueling the cars, as well as performing other routine maintenance, need to know
which cars to prepare and when. If any of these groups does not do its jobs properly, the others
will be affected. This is an example of _____ interdependence.
 reciprocal
  sequential
 structural
 electronic

6. Which dimension of the job characteristics approach deals with the perceived importance of the
task?
 task identity
 skill variety
 task significance
 autonomy

7. When Lawrence opened his accounting firm with his wife Laura, it was just both of them. Over the
years, Lawrence gained expertise and a reputation in the area of auditing, while Laura handled
administrative tasks for him. Lawrence's firm is now the largest of its kind in the state of Nebraska,
but unmanaged growth has led to massive inefficiencies and disorganization. Lawrence has
decided he needs a legitimate and formal system of authority at his firm. The type of
organizational model Lawrence needs to establish for his firm is a(n) _____.
 bureaucracy
 sequential interdependence
 decentralization
 delegation

8. The best examples of bureaucracies today include:

 government agencies
 family-owned retail stores
 online businesses
 small businesses

9. Which of the following is a characteristic of the ideal bureaucracy?

 Flexible rules
 Informal office relations
 Arbitrary dismissal
 A hierarchy of positions

10. Ben's Beef Barn takes one order at a time and custom grills burgers or steaks to the customer's
specifications. Ben's Beef Barn uses _____ technology.
 small-batch
  continuous process
 large-batch
 mass-production

11. When Lawrence opened his accounting firm, he faced a great deal of uncertainty. Over the years,
Lawrence developed a specialization in auditing and his business environment stabilized.
Lawrence's firm is now the largest of its kind in the state of Nebraska. Even though he has over 40
associates, Lawrence retains the majority of power and authority as the founding manager.
Lawrence's accounting firm is a(n) _____ organization.
 mechanistic
 organic
 decentralized
 continuous-process

12. The conglomerate design used by an organization made up of a set of unrelated businesses is also
called the _____ design.
 H-form
 X-form
 U-form
 M-form

13. Two advantages of a _____ design are that it enhances flexibility and gives employees considerable
opportunities to learn new skills.
 divisional
 matrix
 functional
 conglomerate

14. Delta Destinations is an international business operating in over 20 countries. It began as a

regional hotel chain and then expanded into travel and vacation planning services. Delta
Destinations' functional employees are continually transforming the way they work within their
departments to respond to evolving customer expectations. The company evaluates employees on
their demonstrated ability for continuously improved performance. Delta Destinations uses a
_____ organization to maximize the company's ability to adapt to its changing environment.
 team
 virtual
 functional
 learning
15. In a team organization:
 there is underlying functional hierarchy.
 all business is conducted online.
 people float from project to project.
 the focus is on continuously upgrading employee skill.

16. An example of an internal force that drives an organization toward change is:
 workers' demand for a change in working hours.
 a rise in consumer demand for a company's products.
 a change in prices of competitors' products.
 suppliers offering new product lines.

17. Chartab's analysis has indicated that the market for its products should grow three to five percent
each of the next five years. To prepare for this, Chartab is making arrangements to expand its
manufacturing facility and increase staff to meet the increased demand. In this scenario, Chartab is
making a(n) _____ change.
 planned
 external
 reactive
 internal

18. Changes in car emissions standards forced automakers to design and build more fuel efficient
vehicles. In this situation, the automakers are responding to a(n) _____ force for change.
 technological
 internal
 sociocultural
 external

19. The Fed lowered adjusted interest rates, making it difficult for Chartab to get the loans needed to
expand certain operations. Chartab had to adjust its production and sales forecasts accordingly. In
this scenario, Chartab is responding to an external force for change in the _____ dimension.
 technological
 economic
 political
 sociocultural
20. The new CEO at Chartab is a big believer in functional organization structure and has begun
implementing changes in the organization to match this structure. In this situation, Chartab is
responding to a(n) _____ force for change.
 technological
 internal
 sociocultural
 external

21. Which of the following is an external force that drives an organization toward change?
 Workers' attitudes toward the organization
 A demand by a firm's employees for higher compensation
 Technological innovations in the market
 Human resource policies of the organization

22. Education and communication is a particularly useful method for overcoming which source of
resistance to change?
 feelings of loss
 uncertainty
 different perceptions
 threatened self-interest

23. For years, Martin's purchasing department has used a cycle counting system to monitor inventory
levels. Upper management has decided to convert to an automated perpetual inventory system
that will reduce costs and improve accuracy. Martin is aware of his employees' anxiety about the
change. During the conversion, he made only the necessary changes, announced those changes
well in advance, and allowed time for employees to adjust to new ways of doing things. This _____
technique was an effective way for Martin to overcome resistance to change.
 unfreezing
 refreezing
 facilitation
 reengineering

24. Which of the following is used to overcome resistance to organizational change?

 the Lewin model
 implementation of the change
 force-field analysis
 diagnosis of variables
25. Employees at Chartab Industries feel that they are underpaid. They took their complaint to
management. In response, management was able to collect data from the industry to show that
the firm pays a competitive wage and offers excellent benefits. In this scenario, Chartab
management is trying to change _____.
 culture
 perceptions
 overall design
 departmentalization

26. What type of OD technique is intended to promote overall group effectiveness?

 team building
 diagnostic activities
 third-party peacemaking
 survey feedback

27. In response to the Affordable Care Act, Chartab Industries had to make significant changes to the
health insurance segment of its employee benefits package. This is an example of a change in the
area of _____.
 technology and operations
 people
 organization structure and design
 work process

28. The management at BigWell Industries understands the need to innovate in order to remain
competitive. Unfortunately, BigWell does not have the creative personnel on staff to drive
innovations, and lacks the budget for any new hires this year. BigWell's failure to innovate can be
blamed on what?
 failure to recognize opportunities
 lack of resources
 resistance to change
 no reward system

29. EvruTech developed an innovative new way to deliver products to its customers. At this point,
most companies in the industry have access to this delivery method and are using it. EvruTech's
new delivery method is what type of innovation?
 physical
 product
 manufacturing
  process

30. _____ innovations are changes in the physical characteristics or performance of existing products
or services or the creation of brand-new products or services.
 Product
 Marketing
 Managerial
 Process

31. _____ reflects the organization's investment in attracting, retaining, and motivating an effective
workforce.
 Financial capital
 Adverse impact
 Title VII of the Civil Rights Act
 Human capital

32. Zero Defect Machinery (ZDM) is a mid-sized tool and die fabrication shop located in Peoria, IL. The
company services several large manufacturing accounts based in the Illinois River Valley. ZDM
must comply with multiple regulations associated with employee-employer relations. As part of its
cost-containment measures, all hourly employees are limited to a 40-hour work week so as not to
incur overtime pay. ZDM maintains these guidelines in order to satisfy requirements of the _____.
 National Labor Relations Act
 Equal Pay Act of 1963
 Fair Labor Standards Act
 Title VII of the Civil Rights Act

33. Benjamin needs to hire a new staff member. What selection tool should he use if he wants a
predictor of job success?
 replacement chart
 tests
 interviews
 application blank

34. Benjamin needs to hire a new staff member. Where can he get information about applicants'
previous work history and educational backgrounds?
 job description
 test results
 replacement chart
  application blank

35. How does BARS overcome some of the limitations of standard rating scales?
 Each point on the scale is accompanied by a behavioral anchor.
 The manager who is doing the rating circles the point on each scale that best reflects her or his assessment
of the employee on that scale.
 It considers information only from the employee's most recent performance.
 The employee's boss, peers, and subordinates all provide ratings.

36. Edna is a manager at TruTech Enterprises. She appraises her staff's performance by measuring
their actual output. What might keep those appraisals from being fair?
 360 degree feedback
 recency error
 opportunity bias
 halo error

37. At TruTech Enterprises, the managers are evaluated by their boss, their peers, and their
subordinates. This is known as _____.
 360-degree feedback
 performance feedback
 halo error
 recency effect

38. The _____ decision is a management policy decision about whether a firm wants to pay above, at,
or below the going rate for labor in the industry or the geographic area.
 wage structure
 job evaluation
 wage-level
 individual wage

39. _____ is an attempt to assess the worth of each job relative to other jobs.
 Job evaluation
 A benefit
 Compensation
 A cafeteria benefit plan
40. Tango Toppers is a chain of taco restaurants in the Midwest. Last year, management began
recruiting Hispanic chefs from U.S.-Mexico border states to help innovate the company's product
offering. Tim has been with the company for five years and has worked his way up to manager of
one of Tango Toppers more successful individual restaurants. Tim recently applied for a regional
manager position. When the job was given to one of those Hispanic chefs, a relatively recent hire,
who Tim felt has less managerial experience than he does and is far less qualified for the job, Tim
became angry and started causing trouble for the company. What is the primary source of this
conflict?
 Tim is prejudiced against Hispanics.
 Tim does not trust the organization.
 Tim feels the other individual was promoted because of his diversity status.
 Tim feels the Hispanic chefs is a personal threat to him.

41. _____ may arise if there is an environment of fear, distrust, or individual prejudice.
 Tolerance
 Conflict
 Communication
 Diversity

42. For employees to form a new local union, several things must occur. First, employees must become
interested in having a union. The second step is to:
 collect employees' signatures on authorization cards.
 sign labor contracts.
 undertake collective bargaining over the first labor contract.
 have the union sign up members and elect officers.

43. Part-time workers are:

 leased employees.
 contingent workers.
 on-call workers.
 independent contractors.

44. Delta Destinations is an international business operating in over 20 countries. It began as a

regional hotel chain and then expanded into travel and vacation planning services. Delta
Destinations needs to be a highly adaptable organization to respond to continually evolving
customer expectations. The company relies heavily on employees who add intellectual value,
 especially those with experience in digital and socially interactive technologies. Delta Destinations
relies heavily on _____ workers.
 contingent
 contract
 knowledge
 on-call

45. Which of the following is NOT a reason for diversity as a source of conflict?
 Conflict can arise if an individual thinks that someone is hired because of his/her diversity status.
 Conflict can arise when diversity is understood.
 Conflict can arise if there is an environment of fear.
 Conflict can arise when diversity is misinterpreted.