Which of the following represents the line of authority extending from upper organizational

levels to lower levels, which clarifies who reports to whom?

a. Chain of Command
b. Unity of Command
c. Responsibility
d. Authority
e. Power
A. chain of command
Which of the following involves making decisions about how specialized jobs should be, the
rules to guide employees' behaviors, and at what level decisions are to be made?
a. centralization
b. work specialization
c. formalization
d. departmentalization
e. organizational design
e. organizational design
What is the primary benefit of the functional structure?
a. global vision
b. accountability
c. specialization
d. focuses on results
e. formalization
c. specialization
What is a cross-functional team?
a. a team made up of employees working in multiple departments
b. a team made up of contingent workers
c. a team of workers in one department performing the same function
d. a team of workers in one department who perform separate functions
a. a team made up of employees working in multiple departments
Which of the following describes how standardized an organization's jobs are and the extent to
which employee behavior is guided by rules and procedures?
a. formalization
b. centralization
c. chain of command
d. work specialization
e. departmentalization
a. formalization
Which of the following structural designs typically uses an organic model?
a. cost control strategy
b. more than 2,000 employees
c. dynamic environment
d. routine technology
e. mass production
Dynamic environment
Which scenario best depicts a mechanistic organization?
a. a small hair salon
b. a local mechanic's shop
c. a multinational corporation
d. a family-run restaurant
e. an advertising agency using a team structure
c. a multinational corporation
What type of organization serves as a contracting service, hiring consulting workers on a project-
to-project basis?
a. learning
b. organic
c. network
d. virtual
e. mechanistic
d. virtual
Which of the following describes an organization whose design is not defined by, or limited to,
boundaries imposed by a predefined structure?
a. functional
b. boundary less
c. divisional
d. geographic
e. product
b. boundary less
Which of the following describes an organization that has developed the capacity to continuously
learn, adapt, and change?
a. learning
b. matrix
c. bureaucratic
d. mechanistic
e. centralized
a. learning
A reaction to a changing environmental dynamic that involves the use of primarily contracted,
non-full-time employees uses _________.
a. job-sharing
b. compressed workweek
c. flextime
d. telecommuting
e. contingent workforce
e. contingent workforce
Which of the following involves making decisions about how specialized jobs should be, the
rules to guide employee's behaviors, and at what level decisions are to be made?
a. departmentalization
b. centralization
c. organizational design
d. formalization
e. work specialization
c. organizational design
Which of the following is a characteristic of a mechanistic organization?
a. wide span of control
b. informal communication
c. decentralized decision making
d. few rule
e. high specialization
e. high specialization
Which of the following is a work scheduling option in which employees are required to work a
specific number of hours per week but can vary when they work those hours within certain
limits?
a. job sharing
b. telecommuting
c. flextime
d. compressed work week
e. contingent employees
c. flextime
The original ideas about organizational design formulated by Fayol and Waber are now largely
obsolete.
a. True
b. False
b. False
Which of the following would likely be found in mechanistic organizations?
a. decentralized responsibility
b. empowered employees
c. wide span of control
d. standardized jobs
d. standardized jobs
Employees in an organization with a matrix design can have two bosses for the same job.
a. True
b. False
A. true
Avoiding redundancy is a strength of which structure?
a. divisional
b. simple
c. functional
d. corporate
c. functional
Organizational learning can't take place without ________.
a. complete privacy for employees
b. a stable structure or hierarchy
c. a clear chain of command
d. a shared vision of the future
d. a shared vision of the future
Which of the following is not one of the Human Resource processes?
a. performance management
b. selection
c. leadership
d. recruitment
e. compensation and benefits
c. leadership
Which of the following statements is correct regarding Human Resource management?
a. employment laws protect most employees whose religious beliefs require a specific style of
dress
b. EEO initiatives guarantee women and minorities receive preferential hiring
c. Laws and regulations have significantly increased management's discretion in Human
Resources
d. all employment laws are consistent within a country, but they vary from country to country
e. the age discrimination act prohibits discrimination against employees 21 years and older
a. employment laws protect most employees whose religious beliefs require a specific style of
dress
Which of the following is typically regarded as the best means for recruitment?
a. Employee referrals
b. job fairs
c. temp agencies
d. newspaper advertising
e. internet advertising
a. employee referrals
Which of the following is a possible cost of reject errors?
a. Costs generated because of the employee's incompetence
b. Subsequent cost of additional recruiting
c. Cost of training the employee
d. Cost of severance
e. Employment discrimination lawsuit
E. Employment discrimination lawsuit
Which of the following downsizing options describes attrition?
a. Not filling openings created by voluntary resignations or normal retirements
b. providing incentives to older and more-senior employees for retiring before their normal
retirement date
c. Temporary involuntary termination; may last only a few days
d. permanent involuntary termination
e. having employees work fewer hours per week, share jobs, or through furloughs perform their
jobs on a part-time basis
A. not filling openings created by voluntary resignations or normal retirements
Which of the following is considered an on-the-job training method?
a. vestibule training
b. videos
c. job rotation
d. simulation exercises
e. classroom lectures
c. job rotation
What is the paired comparison approach for employee evaluation?
a. the evaluator compares each employee against every other employee individually in a given
criteria
b. the evaluator places employees into a particular classification
c. the evaluator lists employees in order from highest to lowest performance levels
d. the evaluator compares an employee's current performance to performance in a previous
evaluation
e. the evaluator compares performance of two separate teams
a. the evaluator compares each employee against every other employee individually in a given
criteria
Which of the following is a major benefit of employee orientation programs?
a. lowers the likelihood of poor work performance
b. limiting job training
c. increase the probability of a surprise resignation by the new employee
d. limiting candidates for selection
e. establishing a job analysis
a. lowers the likelihood of poor work performance
_________ is a learning experience that seeks a relatively permanent change in employees by
improving their ability to perform on the job.
a. job specification
b. performance management system
c. employee training
d. realistic job preview
e. discipline
c. employee training
Which of the following is false regarding controlling Human Resource costs?
a. it is illegal for a company to eliminate its employee pension program
b. many companies use some type of positive incentives aimed at encouraging healthy behavior
c. the biggest healthcare cost for companies is obesity
d. new federal health care mandates are expected to increase healthcare costs
e. HR costs are skyrocketing, especially those associated with employee healthcare and
employee pensions.
a. It is illegal for a company to eliminate its employee pension program
What does layoff-survivor sickness usually involve?
a. Lack of workplace diversity
b. concerns over poor performance appraisals
c. retaliation for reporting sexual harassment
d. reduction of health benefits
e. concerns over job security
e. concerns over job security
Which of the following identifies the purpose of EEO initiatives?
a. strive to ensure that everyone has an equal opportunity based on their qualifications
b. allow employees to form unions
c. guarantee that women and minorities receive preferential hiring
d. Protect the rights of physically challenged employees
e. enforce laws requiring employees to speak English in the workplace
a. strive to ensure that everyone has an equal opportunity based on their qualifications
Which of the following shows that the selection device is directly related to successful job
performance?
a. reliability
b. performance management system
c. 360-degree appraisal
d. validity
e. orientation
d. validity
What is typically not involved in a job orientation session?
a. provide an introduction to coworkers
b. inform the new employee about the organization's goals, history, philosophy, procedures, and
rules
c. correct any unrealistic expectations new employees might hold about the job
d. provide a tour of the physical facilities of the company
e. clarify relevant HR policies such as work hours, pay procedures, overtime requirements, and
benefits
c. correct any unrealistic expectations new employees might hold about the job
A medium-sized company is performing its annual evaluations. In order to make what it believes
is the best evaluation possible, the company gets feedback from the employee's direct supervisor,
but also from several of his co-workers. In addition, the employee is also asked to evaluate
himself. What type of evaluation is this?
a. 360-degree appraisal
b. adjective rating scales
c. critical incidents
d. behaviorally anchored rating scale
e. variable pay
a. 360-degree appraisal
This is the goal of employment planning
a. selecting high-performing employees only
b. selecting competent employees
c. obtaining competent employees with up-to-date skills
d. obtaining competent and high-performing employees
b. selecting competent employees
Keena's company was expanding. After a period of downsizing, the company had decided to
increase organizational profitablity by gaining market share, which meant a need for more
people. As assistant manager of human resources, she was in the process of evaluating what
would be the most effective means of gaining new employees who were qualified, were cost
efficient, and could help maintain the company's commitment to a diversified workforce.

To reach the largest possible audience, Keena should consider _______ as a source of potential
candidates
a. school placement
b. employee referrals
c. private employment agencies
d. advertisements
With regard to costs to HRM, which choice would probably be best for Keena?
a. employee leasing
b. private employment agency
c. advertisement
d. internal search

Keena;s company needs to increase the diversity of its workforce. Which might this requirement
rule out?
a. private employment agency
b. school placement
c. advertising
d. employee referral
1. d. advertisements
2. d. internal search
3. d. employee referral
The only goal of a performance management system is to assess training needs

True
False
False
A 360-degree feedback process differs from other appraisal methods in that it includes
________.
a. a written essay
b. honest feedback
c. feedback from an employee's supervisor
d. feedback from the employee
d. feedback from the employee
you forgot Ch 8
review that chapter everything from
Type A and B
Organizational development
Coercsion and the rest
internal and external forces of change
just everything
Types of Organizations:

Formal Organizations
Informal Organizations

& which one does management & psychology tend to focus on more?
Formal: Exists to fulfill some explicitly stated purpose

Informal: Exists to fulfill some purpose, purpose is less explicit

Focuses on Formal
What are the elements of modern organizational structure? (7)
-Specialization
-Departmentalization
-Authority & Responsibility
-Span of Control
-Centralization vs Decentralization
-Formalization
Work Specialization
Each person performs a separate task
Departmentalization
-Functional
-Product
-Customers
-Geographic
-Process
Departmentalization: The ways in which jobs can be grouped together

Functional: Group employees based on work performance

Product: Group based on major product areas
Customers: Group based on customer needs
Geographic: Group based on locations served
Process: Group based on work flow
What is authority?
The rights inherent in a position to give orders and expect them to be followed
What is power?
The ability to influence other people
5 Bases of power:
-Referent
-Expert
-Legitimate
-Reward
-Coercive
Referent: Based on identification of liking a leader (i.e Bill Snyder)
Expert: Based on perceptions of skill (Bill Nye)
Legitimate: Based on ones position or authority (A judge)
Reward: Based on ability to provide/withhold rewards
Coercive: Based on ability to punish others
What is responsibility?
An obligation to do a job or duty
Span of Control
Refers to how many employees a manager supervises
Difference between Centralized and Decentralized companies?
Decentralized companies give more authority to lower level employees, giving a sense of
empowerment
Formalization
How standardized an organizations jobs are
or
the extent to which employee behavior is guided by rules and procedures
Organizational design: Shape

Wide vs Narrow
Wide: a lot of people at each level
Narrow: Few people at each level
Organizational design: Shape

Tall vs Flat
Tall: Many levels of management

Flat: Few levels

Mechanistic Organization
Fixed duties
Many Rules
Formalized communication channels
Centralized decision authority
Taller structures
Organic Organization
Collaboration
Adoptable duties
Few Rules
Informal Communication
Decentralized decision authority
Flatter Structures
Organizational Designs (5) hint: what goes with organic and mechanistic structures?
Strategy
Size of organization
Technology
Level of environmental uncertainty
Beliefs & assumptions of leadershipp
Choosing a Design: Strategy
-Structure should help reach organization goals
-Simple strategy = simple structure
-Elaborate strategy = elaborate structure
-Focus on creativity/innovation = organic
-Focus on cost productivity = mechanistic
Choosing a Design: Size of Orgnaization
Large ( >= 2000) = mechanistic
Tend to be more bureaucratic
small (<2000) = organic
Choosing a Design: Techonology
-Refers to the way inputs are transferred into outputs
-Technology typically established before org. structure/design
-Technology & org. design should be compatible
-Large mechanistic org. with assembly lines vs small organic org. making things by hand
Choosing a Design: Level of environmental uncertainty
-Influences speed of adapting to external conditions
Stable environment = mechanistic
Unstable environment = organic
-Number of years an org. has been in existence
-Level of competition/rivalry
-Whether markets influenced by external factors (PESTEL)
Choosing a Design: Beliefs & assumptions of leaderhship
-Typically founders & CEO's
-Can employees be trusted?
-Are employees skilled enough?
What are the performance standards?
Traditional organizational designs
-Simple
-Bureaucracy
-Matrix
Traditional organizational designs: Simple

Describe & strengths/weakness

-low departmentalization
-wide spans of control
-authority centralized in a single person
-little formalization
-example: small business/ new companies

Strengths: Fast; flexible; inexpensive to maintain; clear accountability

Weaknesses: Not appropriate as organization grows; reliance on one person is risky
Traditional organizational designs: Bureaucracy (functional)
Describe & strengths/weakness
-Highly routine tasks
-Formalize rules
-Tasks grouped into functional departments
-Centralized decision making & authority
-Narrow span-of-control
-Decision making that follows chain of command

Strengths: Cost-saving advantages from specialization; employees are grouped with others who
have similar tasks
Weaknesses: Pursuit of functional goals can cause managers to lose sight of what's best for the
overall organization; functional specialists become insulated and have little understanding of
what other units are doing
Traditional organizational designs: Matrix
Describe & strengths/weakness
-Combines 2 different forms of departmentalizations
Functional: putting specialists together
Product: responsibility for product-related activities
-Dual chain of command
-Role ambiguity
-Project focused

Strengths: Fluid and flexible design that can respond to environmental changes. Faster Decision
making.
Weaknesses: Complexity of assigning people to projects. Task and personality conflicts.
New Design Organization Options
Team
Virtual
Boundaryless
Learning
Team Organization
The entire org. is made up of work teams that do the org. work
Virtual Organization
-Small core-set of employees
-Management outsources primary functions of business
-Spend most time coordinating external activities
Boundaryless Organization
-Seeks to eliminate traditional boundaries
Horizontal: departments
Vertical: management
External: Stakeholders
Learning Organization
Organization that has adopted capacity to learn, adopt, and change
-Can an organization learn?
-Org. personification
What does HRM focus on?
-Recruiting
-Selecting
-Training
-Motivating
-Appraising performance
-Firing
-Compensation & benefits
-Workplace safety & health
What is a Job Analysis?
A way for collecting information about a job
FOUNDATION FOR ALL HR FUNCTIONS
Approaches to Job Analysis: Job oriented approach (our main focus)
Examining the tasks performed on the job
-specific to each job
Approaches to Job Analysis: Worker-oriented approach
Examining human characteristics that lead to successful job performance
Approaches to Job Analysis: Hybrid method
Combination of job-oriented approach and work oriented approach
What are the steps for gathering job information with the Job Oriented approach?
1. Identify the tasks performed
2. Write task statements
3. Rate task statements
4. Determine essential KSAOs needed to perform tasks
What do task statements contain?
Who, When, Where, Why, How
Rate Tasks based on....
frequency & importance
When using task ratings, when do you include a task in the final list?
Average rating is >= .5 for both or the combined rating is >= 2
What does KSAO stand for?
Knowledge Skills Abilities and Other Characteristics
Personnel Selection

Selection practices should be based on What?

Beyond Job analysis, what major external factor influences selection practices?
Job analysis

Legal requirements
What does it mean to be reliable?
Consistent
What does it mean if something is valid?
We think of it as true
Decision theory

Base rate: what does it tell us?

r = validity
The proportion of successful people to the whole group

Official def: Proportion of people exhibiting certain psychological characteristics or behaviors

(in the same population)
Decision theory

Selection ratio:
r = validity
proportion of people identified to be hired on average
Validity of special selection tests
Job aptitude tests (customer service) r = .54
Cognitive ability (intelligence) r = .53
Conscientiousness r = .31
Structured interviews r = .57
Unstructured interviews r = .20
*Do NOT use unstructured interviews
theres nothing to put here
What is organizational change?
An alteration of an organizations
People: attitudes, expectations, perceptions, or behaviors
Structures: any aspect of structure: division, degree of centralization, organizational design,
Technology: Modifications in how work is done or equirpment used
What is organizational development?
Planned change that focuses on:
-Enhancing individual development
-Improving organizational performance
Why do organizations change?
-Poor performance
-Develop employees
-Anticipation of environmental changes
-Self improvement
Forces of Change

External Factors
-Marketplace
-Government laws & Regulations
-Technology
-Labor Markets
-Economic Changes
Forces of Change

Internal Factors
-Strategy
-Composition of workforce
-Employee attitudes
What are change agents and who can be them?
People who act as catalysts and assume the responsibility for managing the change process

any manager and any non manager can be a change agent

Difference between type A and type B personality?
Type A: chronic sense of time urgency, excessive competitive drive, difficulty accepting and
enjoying leisure time, more likely to show symptoms of stress

Type B: People who are relaxed and easy going and accept change easily
What are idea champions?
People who actively and enthusiastically support new ideas, building support, overcoming
resistance, and ensuring that innovations are implemented. They are high self-confidence, high
energy, persistence, high risk taking individuals.
What is Lewins 3 step change process?
unfreezing, changing, and freezing
goes hand in hand with calm waters metaphor
Explain how to manage resistance to change
Education & Communication: educating employees about and communicating to them the need
for the change
Participation: allowing employees to participate in the change process
Facilitation & support: giving employees the support they need to implement the change
Negotiation: exchanging something of value to reduce resistance
Manipulation & Co-optation: using negative actions to influence
Coercion: using direct threats or force
What are affirmative action programs?
Programs the ensure the decisions and practices, enhance the employment, upgrading, and
retention of members of protected groups