Assignment:
1. According to Lewin's force-field theory of change, which of the following factors results in a change in an organization?
• A stable task environment
• A stable general environment
• A decrease in resistance to change
• A decrease in forces for change
2. Which of the following is a feature of a high-performing organization?
• The organization produces a product that customers will want to buy but will not be able to afford.
• The managers choose inappropriate goals but use resources effectively to achieve them.
• The organization produces a low-quality but affordable product.
• The managers choose the right goals to pursue and use resources appropriately to meet them.
3. An organization's return on investment is calculated by dividing:
• its profit before interest and taxes by its total interest charges.
• its operating profit by sales revenue.
• its net income before taxes by its total assets.
• its current assets by its current liabilities.
4. One way of pursuing a differentiation strategy is by:
• introducing products that are replicas of a competitor's products.
• investing more on research and development.
• looking for new ways to reduce production costs.
• offering specialized products at low-costs.
5. First-line managers in an organization are responsible for:
• supervising nonmanagerial employees on a day-to-day basis.
• assessing the appropriateness of organizational goals.
• ensuring the smooth functioning of all departments.
• helping middle managers set organizational goals.
6. Unlike leaders, managers are those who:
• seek innovation rather than stability in their approach to fulfill organizational aspirations.
• develop relationships with employees based on trust and mutual respect.
• implement procedures and processes to ensure the smooth functioning of an organization.
• encourage and motivate employees to work together to achieve a common vision.
7. Identify a challenge faced by managers during the shift from small-scale handmade manufacturing to large-scale mechanized production.
• They were forced to provide employment to skilled workers from small-scale manufacturing.
• They lacked skills required to face the social problems that emerged when many people worked together in a factory.
• They lacked the necessary technical skills to handle large-scale production units.
• They had to face low productivity as the workers had to handle specific tasks that deprived them of varied responsibilities.
8. __________ is the formal system of task and job reporting relationships that determines how employees utilize resources to achieve a company's goals.
• Organizational culture
• Organizational design
• Organizational matrix
• Organizational structure
9. __________ is the process by which managers choose and recognize appropriate goals and courses of action for an organization.
• Controlling
• Leading
• Planning
• Organizing
10.__________ is the process by which managers establish the structure of working relationships among employees to allow them to achieve a company's goals efficiently and effectively.
• Planning
• Organizing
• Controlling
• Leading
11. Which of the following statements is true of an evolutionary change in an organization?
• It involves quickly finding new ways to be effective.
• It helps the organization adapt to gradual changes in the environment.
• It is effected through reengineering and innovation.
• It is likely to result in a radically new structure for the organization.
12. __________ signify what an organization and its members are trying to accomplish.
• Societal norms
• Instrumental values
• Shared norms
• Terminal values
13. Which of the following models of leadership focused on identifying the characteristics of a person capable of being an effective leader?
• House's path-goal model
• The trait model
• The behavioral model
• Fiedler's contingency model
14. A __________ specifies the national markets and industries an organization plans to compete in and why it intends to do so.
• department-level strategy
• corporate-level strategy
• business-level strategy
• functional-level strategy
15. A low-cost strategy requires organizations to:
• direct its efforts to cater to a particular kind of customer.
• focus its attention on customers from a particular geographic area.
• develop products that can be manufactured inexpensively compared to existing rival products.
• increase the spending on research and development to differentiate its products from those of its competitors.
16. __________ is the process by which managers regulate and monitor how efficiently and effectively an organization as a whole works to achieve organizational goals.
• Leading
• Planning
• Controlling
• Organizing
17. Identify a true statement about an effective control system?
• It provides managers with accurate information about organizational performance.
• It is limited in its capacity to provide managers with information in a timely manner.
• It is an informal system that helps managers make decisions.
• It allows managers to take only programmed decisions.
18. Which of the following statements is true of transformational leaders?
• They prefer to maintain the status quo in their organizations.
• They engage with subordinates and motivate them to work toward organizational goals.
• They use reward power and coercive power to command respect from their subordinates.
• They hesitate to share information with their coworkers.
19. A __________ is an organizational structure constituted of all the departments that an organization requires to produce its goods or services.
• product team structure
• cross-functional structure
• functional structure
• divisional structure
20. A differentiation strategy is ideal for organizations that:
• try to ensure flexibility in organizational culture.
• intend to exercise strict control over various departments.
• aim to produce new, innovative products.
• want to ensure flawless coordination among multiple divisions.
21. A differentiation strategy can be employed by organizations to:
• reduce costs in all their functions.
• ensure strict control over various departments by a system of checks and balances.
• achieve flexibility in organizational culture.
• enhance the value consumers perceive in their products.
22. Which of the following statements is true of a corporate-level strategy?
• It outlines a division's long-term goals.
• It is used to identify an organization's strengths and weaknesses.
• It provides the framework within which functional managers operate.
• It is the primary responsibility of top managers.
23. _____ is a measure of how productively resources are utilized to meet a goal
• Management
• Product utilization
• Centralization
• Efficiency
24. How does an increase in job specialization lead to higher organizational performance?
• Each worker specializes in a different set of tasks over a period of time.
• Workers join different groups and each group performs the same task at increasing costs over a period of time.
• Each worker becomes responsible for all the different tasks involved in producing a product thereby increasing productivity.
• Workers performing specific tasks become much more skilled and produce a product faster while working in groups.
25. Which of the following is an advantage of group decision making?
• It is easy to execute because getting two or more managers to agree on a solution is relatively simple.
• It is unaffected by any kind of cognitive bias as it benefits from multiple perspectives.
• It allows managers to take decisions within relatively short periods of time compared to individual decision makers.
• It allows managers to process more information and rectify one another's errors.
26. According to Henry Fayol, the planning process in an organization is effective when:
• it sets disparate, specific goals for each functional level.
• it proposes multiple plans to achieve an organizational goal.
• it produces plans that are static, thus avoiding confusion.
• it allows plans to be designed and modified at all levels.
27. Which of the following statements is true of middle managers?
• They are accountable for the overall performance of an organization.
• They are responsible for assessing the appropriateness of organizational goals to increase effectiveness.
• They set organizational goals with input from top management and are answerable to the shareholders of the company.
• They occupy one of the lowest positions in the managerial hierarchy.
28. Which of the following scenarios illustrates the attraction-selection-attrition framework?
• Serena wins the annual award for best employee of the year. She was selected from all likely candidates for her dedication to her work.
• All the newly hired employees of Style Prints Inc. are encouraged to participate in team outings.
• Miriam likes experimenting with new possibilities and taking risks. She hires like-minded people for her start-up.
• The management of ThinkFree Inc. requires all prospective employees to attend a basic induction program.
29. Which of the following is an advantage of implementing a functional structure in an organization?
• It allows functional managers to develop generic skills that help manage all aspects of production.
• It enables employees who perform similar kinds of jobs to observe and learn from each other.
• It helps managers specialize and develop expertise in only one product area.
• It lets organizations choose the set of products that serves the needs of regional customers.
30. While generating alternatives before making a decision, a manager should:
• determine the criteria that should influence the prioritization of alternatives.
• view the issue under consideration from multiple perspectives.
• assign subordinates to take follow-up decisions.
• derive guidelines that will aid in future decision making.