Complete the mcq:
1 . The process of dividing work activities into separate job tasks is known as ________.
• work specialization
• differentiation
• chain of command
• span of control
2 . The process of grouping jobs together is known as ________.
• departmentalization
• centralization
• formalization
• decentralization
3 . The line of authority that extends from upper organizational levels to lower levels, clarifying who reports to whom, is known as the ________.
• employee power distance
• unity of command
• span of control
• chain of command
4 . Which of the following is a characteristic of a mechanistic organization?
• Cross-functional teams
• Free flow of information
• Wide spans of control
• Clear chain of command
5 . Which of the following structures is highly adaptive, loose, and flexible?
• Organic
• Centralized
• Vertical
• Mechanistic
6 . Companies would become more ________ if they allowed professionals to set the priorities and allocate the resources for their departments.
• bureaucratic
• mechanistic
• diversified
• organic
7 . In a ________ structure, no clear chain of command exists.
• team
• project
• mechanistic
• functional
8 . Which organizational design increases the complexity of assigning people to projects?
• Matrix structure
• Team structure
• Boundaryless structure
• Learning structure
9 . In which of the following organizational designs are employees most likely to experience communication difficulties?
• Team structures
• Matrix structures
• Project structures
• Boundaryless structures
10 . A company brings team members together to collaborate on resolving mutual problems that affect each of their areas. This is an example of the use of ________.
• cross-functional teams
• task forces
• communities of practice
• cross-cultural teams
11 . A temporary committee formed to address a specific short-term problem that affects several departments is known as a ________.
• task force
• community of practice
• strategic partnership
• joint venture
12 . Which of the following will help in making communities of practice successful?
• Conducting face-to-face meetings, instead of online meetings
• Having clear accountability and managerial oversight
• Encouraging members to nurture competing goals
• Focusing on simple and routine issues that can be easily tackled
13 . The ________ stage in the group development process is complete when members begin to think of themselves as part of a group.
• forming
• storming
• norming
• performing
14 . During the ________ stage of the group development process, a relatively clear hierarchy of leadership and agreement on the group's direction emerge.
• forming
• storming
• norming
• performing
15 . The ________ stage of the group development process is one in which close relationships develop and the group becomes cohesive.
• norming
• forming
• storming
• performing
16 . In which of the following conflict-management techniques are conflicts resolved by seeking an advantageous solution for all the parties involved?
• Collaborating
• Compromising
• Forcing
• Accommodating
17 . Conflicts can be resolved by withdrawing from them or suppressing them. This conflict-management technique is known as ________.
• compromising
• forcing
• accommodating
• avoiding
18 . Which of the following lists are the five conflict-management options available to managers?
• Accommodating, Asserting, Avoiding, Compromising, and Cooperating
• Avoiding, Collaborating, Cooperating, Compromising, and Forcing
• Accommodating, Avoiding, Collaborating, Cooperating, and Forcing
• Accommodating, Avoiding, Collaborating, Compromising, and Forcing
19 . Behavior patterns expected of someone occupying a given position in a social unit is called a ________.
• role
• status
• profile
• persona
20 . Which of the following is a negative aspect of group norms?
• Being part of a group has the ability to increase an individual's antisocial actions.
• The most widespread norms are those related to dress codes.
• Groups become dysfunctional when they maintain strict norms.
• Norms do not influence employees' performance.
21 . Which of the following is an accurate statement regarding status systems?
• Anything can have status value if others in the group evaluate it that way.
• Status is a weak employee motivator even though it has behavioral consequences.
• Status can only be formally conferred on individuals.
• Status systems are independent of aspects such as prestige and grading.