Đề 3

Part 1 (5 points) Multiple choice

1) Which of the following questions best helps understand an employee's organizational

commitment? 3

A) Do you feel you have a good working relationship with team members?

B) Do you feel the organization will take care of you and your family in times of need?

C) Do you enjoy your work even in the face of challenges?

D) Does the organization provide valuable feedback to help you increase productivity?

E) Do you believe in the organization's objective on sustainable work practices?

2) Which of the following statements is true regarding work specialization? 15

A) Work specialization indicates to what degree will there be rules and formalized
regulations to direct employees and managers.

B) Work specialization decreases the time spent in changing tasks

C) Work specialization increases the cost of finding and training workers to do specific and
repetitive tasks.

D) Work specialization decreases efficiency and productivity

E) Work specialization hinders efficient use of employee skills.

Explanation: Work specialization indicates the degree to which activities in the subdivided
into separate jobs. Work specialization makes the most efficient use of e Less time is spent in
changing tasks, putting away tools and equipment from a prior ready for another.

3) Which of the following statements, if true, would support the argument favoring
increased span of control? 15

A) Mike's team consists of highly experienced and skilled labor.

B) Porco Rosso recently became the world's leading aircraft manufacturer

C) Mike is receiving increasing complaints about interpersonal conflicts within the team

D) Mike's team is highly dependent on his guidance, even on minor issues.

E) When additional workers were assigned to Mike on a previous occasion, it had led to
unfavorable results.

Explanation: John's team consists of highly experienced and skilled labor.

As John's team consists of highly experienced and skilled labor, his managerial abilities
would complement his team's abilities and certainly improve the average productivity.

- Anfield becoming the leading aircraft manufacturer is simply stating a mere and
irrelevant fact.

- If John is receiving increasing complaints about interpersonal conflicts within his team,
then he isn't doing a very good job to begin with and hence must not be assigned more
workers.

- If John's team is highly dependent on his guidance, his hands are already full and
assigning more workers certainly wouldn't be advised. As it had led to unfavorable
results the previous time

- Additional workers were assigned to John, it shows that he is incapable of handling

more than the present number

4) Which of the following statements, if true, would weaken the argument favoring
increased span of control? 15

A) Mike has a reputation of handling interpersonal conflicts effectively.

B) Performance reports from the last few years show that teams that were monitored closely
had higher productivity.

C) Porco Rosso recently launched its latest engine model, the PR-4.

D) Market trends indicate that the demand for aircraft is expected to increase substantially
over the next few years.
E) When additional workers were assigned to Mike on a previous occasion, it had led to
favorable and productive results.

5) Anna's company needs to dramatically cut costs, speed decision making, and increase
flexibility. Which of the following structural decisions will help her achieve the desired
objectives? 15

A) increasing the span of control

B) decreasing the unity of command

C) increasing the degree of formalization

D) decentralizing management decisions

E) departmentalizing the company on the basis of products

6) The question of span of control determines 15

A) the employee grievance policy of the organization

B) the number of levels and managers in an organization

C) where decisions are made

D) how jobs will be grouped

E) how employees will be compensated

7) While observing the departments in his division, Gordon notices that some managers
with wide spans of control seem to perform more effectively than other managers with
similarly sized spans of control. Which of the following statements is most likely to be
true regarding the high-performing managers? 14

A) These managers are paid higher salaries than the low-performing

B) These managers have external locus of control.

C) The employees within their departments tend to compete to reach productivity goals,
which boosts performance.

D) The employees within their departments score high on agreeableness.

E) The employees within their departments are highly skilled and very knowledgeable about
their jobs.

Explanation: To ensure performance doesn't suffer because of these wider spans,

organizations have to invest heavily in employee training. Managers recognize they can
handle a wider span when employees know their jobs inside and out or can turn to co-workers
when they have questions.

8) Publishing representatives who call on college professors to inform them of their

company's new publications have a great deal of freedom in their jobs. They have only a
general sales pitch, which they tailor as needed. Based on this information, we can say
that the job of these publishing representatives 15

A) scores low on the degree of work specialization

B) scores low on the degree of decentralization

C) scores high on the degree of departmentalization

D) scores high on the degree of centralization

E) scores low on the degree of formalization

9) Mark is the owner of a local shoe business. He has fifteen employees who report
directly to him and he makes all the decisions regarding the type and quality of shoes
and looks after the shop's finances. Which type of organizational structure does Mark
have? 15

A) bureaucracy (An organization structure with highly routine operating tasks achieved through
specialization, very formalized rules and regulations, tasks that are grouped into functional departments,
centralized authority, narrow spans of control, and decision making that follows the chain of command.)

B) virtual structure (A small, core organization that outsources major business functions)

C) matrix structure

D) boundaryless structure (An organization that seeks to eliminate the chain of command, have
limitless spans of control, and replace departments with empowered teams)

E) simple structure (An organization structure characterized by a low degree of departmentalization,

wide spans of control, authority centralized in a single person, and little formalization.)

10) Which one of the following problems is most likely to occur in a matrix structure?
14
A) decreased response to environmental change

B) increased social loafing

C) loss of economies of scale

D) increase in groupthink

E) employees receiving conflicting directives

11) You are the CEO of Achilles Incorporation. You have decided to hire other
organizations to perform many of the basic functions of your business. You have hired
an accounting firm to keep your records, a recruiting firm to handle human resource
functions, and a computer firm to handle all records. To keep costs down, you are
looking for other areas in which to outsource operations. You have chosen to operate
your business as a 15

A) matrix organization

B) virtual organization

C) highly centralized organization

D) highly formalized organization

E) bureaucracy

12) You have recently started your business with a small capital investment. Your
business needs a very high degree of flexibility so that you can quickly respond to
environmental changes and you are also interested in minimizing costs. Which of the
following types of organizations is best suitable for your business? 15

A) a highly centralized organization

B) a virtual organization

C) a formalized organization

D) a bureaucracy

E) a hierarchical organization
13) A(n) …. model is generally synonymous with the bureaucracy in that it has highly
standardized processes for work, high formalization, and more managerial hierarchy.
15

A) mechanistic

B) organic

C) network

D) boundaryless

E) pyramidal

Explanation: Exhibit 15-7 recaps our discussions by presenting two extreme models of
organizational design. One we’ll call the mechanistic model. It’s generally synonymous with
the bureaucracy in that it has highly standardized processes for work, high formalization, and
more managerial hierarchy. The other extreme, the organic model, looks a lot like the
boundaryless organization. It’s flat, has fewer formal procedures for making decisions, has
multiple decision makers, and favors flexible practices.

14) A(n) … model is a structure that is flat, uses cross-hierarchical and cross-functional
teams, has low formalization, possesses a comprehensive information network, and
relies on participative decision making 15

A) mechanistic
B) organic

C) boundaryless

D) network

E) pyramidal

15) Work specialization contributes to higher employee productivity but at the price of
15

A) reduced economies of scale

B) increased cost

C) reduced job satisfaction

D) restricted flow of information

E) increased complexity

16) Norman has been working in the sales division for a large manufacturing company
for four months. In this short period of time, Norman has learned that Mr. Hill, his
manager, keeps increasing monthly targets significantly, and though each time the
target appears unrealistic, Norman has been able to achieve them throughout the last
four months. Mr. Lee's approach of leading employees to work more efficiently by
setting successively higher targets is an example of his ……... leadership. 12

A) employee-oriented (Emphasizes interpersonal relations, takes a personal interest in the needs of

employees, and accepts individual differences among members. )

B) consideration-based (The extent to which a leader is likely to have job relationships characterized by
mutual trust, respect for subordinates’ ideas, and regard for their feelings.)

C) person-oriented

D) production-oriented (A leader who emphasizes technical or task aspects of the job.)

E) support-oriented

17) Maurice Harper is a friendly and warm manager who starts her day at work by
personally greeting her colleagues and subordinates. Maurice is often seen listening
sincerely to employees' concerns and problems. She takes the initiative to hold
programs to renew and improve the skills of current employees. Most of her employees
know that she is accessible for help and information at all times Maurice is a(n) …….
leader 12

A) achievement-oriented

B) transaction-oriented

C) employee-oriented

D) production-oriented

E) task-oriented

18) Maura Ruiz has been working in the e-learning industry for over eight years. She is
aware of the fact that in this industry, once an employee has learned his job, the work
becomes fairly automatic and competence can be achieved rapidly. She has been
noticing how in her team, this competence has come along with a lot of complacency;
the employees, though able, are unwilling to work hard. According to the situational
leadership theory, to rectify this situation, Maura would benefit the most if she uses the
…….. style of leadership. 12

A) task-oriented

B) production-oriented

C) participative (Participative management: A process in which subordinates share a significant degree

of decision-making power with their immediate superiors.) - Democratic - (Participative leadership is a
style of leadership in which all members of the organization work together to make decisions. Participative
leadership is also known as democratic leadership, as everyone is encouraged to participate.)

D) directive

E) autocratic

19) According to the LMX theory, a leader implicitly categorizes followers as "in" or
"out" ………. 12
A) after careful performance analysis

B) on a temporary basis

C) early in the interaction

D) because of political pressure

E) only after several months of working together

20) Which of the following statements is true regarding an organization's culture? 16-17

A) Organizational culture is evaluative rather than descriptive.

B) Large organizations rarely have subcultures.

C) A dominant culture expresses the core values shared by a majority of the organization's
members.

D) A strong culture reduces employee satisfaction and increases employee turnover.

E) Subcultures and dominant cultures do not share any common values.

Đề 5
Part 1 (5 points) Multiple choice

1) Which of the following characteristics of an organization's culture indicates the

degree to which management decisions take into consideration the effect of outcomes on
employees within the organization? 16

A) attention to detail

B) outcome orientation

C) team orientation

D) people orientation
E) stability

A Definition of Organizational Culture: refers to a system of shared meaning held by members that
distinguishes the organization from other organizations. Seven primary characteristics seem to capture
the essence of an organization’s culture:

1. Innovation and risk taking. The degree to which employees are encouraged to be innovative and take
risks.

2. Attention to detail. The degree to which employees are expected to exhibit precision, analysis, and
attention to detail.

3. Outcome orientation. The degree to which management focuses on results or outcomes rather than on
the techniques and processes used to achieve them.

4. People orientation. The degree to which management decisions take into consideration the effect of
outcomes on people within the organization.

5. Team orientation. The degree to which work activities are organized around teams rather than
individuals.

6. Aggressiveness. The degree to which people are aggressive and competitive rather than easygoing.

7. Stability. The degree to which organizational activities emphasize maintaining the status quo in
contrast to growth.

Each of these characteristics exists on a continuum from low to high. Appraising the organization on them,
then, gives a composite picture of its culture and a basis for the shared understanding members have
about the organization, how things are done in it, and the way they are supposed to behave

2) Which of the following statements best describes the difference between

organizational culture and job satisfaction?

A) Job satisfaction depends upon the level of "power distance" in the country but culture does
not.

B) Organizational culture is static, whereas job satisfaction is dynamic.

C) Job satisfaction is immeasurable, whereas organizational culture is measurable.

D) Organizational culture is descriptive, whereas job satisfaction is evaluative.

E) Job satisfaction depends on the structure of the organization but organizational culture
does not.
20) In terms of the full range of leadership models, which leadership behavior
represents the most active and effective approach for leaders?

A) contingent reward

B) idealized influence

C) management by exception (active)

D) individualized consideration

E) laissez-faire

Explanation: According to the full range of leadership models, idealized influence, wherein
a leader provides vision, establishes a sense of mission, and instills pride is the most active
and effective leadership behavior. By doing so, the leader gains respect and trust.

Transactional Leader:

● Contingent Reward: Contracts exchange of rewards for effort, promises rewards for good
performance, recognizes accomplishments.

● Management by Exception (active): Watches and searches for deviations from rules and
standards, takes correct action.

● Management by Exception (passive): Intervenes only if standards are not met.

● Laissez-Faire: Abdicates responsibilities, avoids making decisions.

Transformational Leader:

● Idealized Influence: Provides vision and sense of mission, instills pride, gains respect and trust.

● Inspirational Motivation: Communicates high expectations, uses symbols to focus efforts,

expresses important purposes in simple ways.

● Intellectual Stimulation: Promotes intelligence, rationality, and careful problem solving.

● Individualized Consideration: Gives personal attention, treats each employee individually,

coaches, advises.