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| 1 | |
Which of the following best describes work-flow design? |
| | A) | It is the process of allocating resources required for a particular task. |
| | B) | It is the process of assigning tasks to employees based on their efficiency. |
| | C) | It is the process of classifying and assigning tasks into categories. |
| | D) | It is the process of analyzing tasks necessary for production of a product. |
| | E) | It is the process of evaluating performance and re-establishing standards. |
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| 2 | |
Organizations focus on facilities and systems during the _____ stage in a work-unit activity analysis. |
| | A) | raw input |
| | B) | equipment |
| | C) | HR input |
| | D) | activity |
| | E) | output |
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| 3 | |
Which of the following best describes centralization? |
| | A) | It is the degree to which work units are grouped based on functional similarity. |
| | B) | It is the degree to which decision-making authority is distributed throughout the lower levels of the organizational chart. |
| | C) | It is the degree to which decision-making authority resides at the top of the organizational chart. |
| | D) | It is the extent to which a job requires completing a "whole" piece of work from beginning to end. |
| | E) | It is the extent to which a person receives clear information about performance effectiveness from supervisors. |
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| 4 | |
_____ refers to the degree to which work units are grouped based on functional similarity or similarity of work flow. |
| | A) | Departmentalization |
| | B) | Centralization |
| | C) | Decentralization |
| | D) | Cannibalization |
| | E) | Job specification |
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| 5 | |
In an organization that has a functional structure, a centralized decision making mechanism: |
| | A) | ensures that work units can always be relied on to make decisions that are in the best interests of the organization as a whole. |
| | B) | guarantees that authority is distributed throughout the lower levels of the organization. |
| | C) | leads to work units that are semi-autonomous and do not receive any instruction from the top of the organization. |
| | D) | results in work units that are self-sufficient and not dependent on others. |
| | E) | helps in the resolution of conflict between sub-units. |
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| 6 | |
Divisional structures are characterized by: |
| | A) | a lack of departmentalization. |
| | B) | functional departmentalization. |
| | C) | low levels of centralization. |
| | D) | low levels of self-sufficiency. |
| | E) | a lack of decision-making autonomy. |
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| 7 | |
Which of the following is true of sub-units within an organization? |
| | A) | Organizations typically aim to have a minimal number of sub-units with each unit having a large number of people. |
| | B) | Employees feel more valued when they are a part of a larger sub-unit than a smaller one. |
| | C) | Employees within larger sub-units experience reduced feelings of individual accountability. |
| | D) | Smaller sub-units cause employees to experience lower levels of motivation. |
| | E) | Organizational performance tends to be lower when individual sub-units have fewer people. |
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| 8 | |
When compared to employees in larger sub-units, those in smaller sub-units experience: |
| | A) | lower motivation levels. |
| | B) | lesser distance between themselves and others in the unit. |
| | C) | lower levels of individual accountability. |
| | D) | low task significance. |
| | E) | lesser effect on improving organizational performance. |
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| 9 | |
Which of the following disadvantages is an organization with a functional structure most likely to face? |
| | A) | Self-cannibalization |
| | B) | Redundancy caused by too many specialists |
| | C) | Lack of coordination across divisions |
| | D) | Stand-alone decisions that are out of line with the organization's larger goals |
| | E) | Lack of sensitivity toward subtle differences in product or clients |
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| 10 | |
Providing a written justification for why an employee who has performed ineffectively should be disciplined is a part of _____. |
| | A) | work redesign |
| | B) | performance appraisal |
| | C) | selection |
| | D) | training |
| | E) | job evaluation |
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| 11 | |
Job analysis aids the performance appraisal process by: |
| | A) | identifying the behaviors and results that distinguish effective performance from ineffective performance. |
| | B) | providing information about the tasks performed in the job to ensure that training will prepare individuals to improve their skills. |
| | C) | providing information about different jobs to determine which jobs deserve higher pay than others. |
| | D) | providing accurate information about the levels of skill required in various jobs of the organization. |
| | E) | determining the tasks that will be performed by the individual hired and the knowledge, skills, and abilities the individual must have to perform the job effectively. |
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| 12 | |
The Position Analysis Questionnaire (PAQ) contains 194 items that represent work behaviors, work conditions, and _____. |
| | A) | work inputs |
| | B) | work quality |
| | C) | work descriptions |
| | D) | job characteristics |
| | E) | job inputs |
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| 13 | |
Decision-making autonomy, task significance, and interdependence characterize the _____ approach to job design. |
| | A) | motivational |
| | B) | perceptual |
| | C) | mechanistic |
| | D) | elementary |
| | E) | biological |
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| 14 | |
Job complexity, information processing, and equipment use are major elements of the _____ approach to job design. |
| | A) | motivational |
| | B) | perceptual |
| | C) | mechanistic |
| | D) | elementary |
| | E) | biological |
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| 15 | |
_____ is concerned with examining the interface between individuals' physiological characteristics and the physical work environment. |
| | A) | Centralization |
| | B) | Cannibalization |
| | C) | Taylorism |
| | D) | Ergonomics |
| | E) | Dejobbing |
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