Question 1

Which of the following is true of bureaucratic control and standardization?

Accepted Answer

A)  Reducing standardization can reduce the level of learning in an organization. 
B)  Bureaucratic control is not useful for routine, well-understood organizational activities. 
C)  Too many rules can stop employees from thinking for themselves. 
D)  Bureaucratic control leads to production of goods and services of inconsistent quality. 
E)  Rules and SOPs increase misunderstandings over responsibility and the use of power. 
A)  Reducing standardization can reduce the level of learning in an organization. 
B)  Bureaucratic control is not useful for routine, well-understood organizational activities. 
C)  Too many rules can stop employees from thinking for themselves. 
D)  Bureaucratic control leads to production of goods and services of inconsistent quality. 
E)  Rules and SOPs increase misunderstandings over responsibility and the use of power.

Question 2

Bureaucratic rules constrain and standardize behavior and encourage people to think for themselves.

Accepted Answer

A) True 
 B)False

Question 3

MBO starts when top managers:

Accepted Answer

A)  determine subordinates' goals. 
B)  review subordinates' progress toward meeting goals. 
C)  resort to direct supervision. 
D)  establish organizational objectives. 
E)  link performance evaluations to rewards. 
A)  determine subordinates' goals. 
B)  review subordinates' progress toward meeting goals. 
C)  resort to direct supervision. 
D)  establish organizational objectives. 
E)  link performance evaluations to rewards.

Question 4

A change that is gradual, in which managers at all levels work together to develop a detailed plan for change, is called a(n) __________.

Accepted Answer

A)  top-down change 
B)  radical change 
C)  bottom-up change 
D)  stagnation change 
E)  restructuring change 
A)  top-down change 
B)  radical change 
C)  bottom-up change 
D)  stagnation change 
E)  restructuring change

Question 5

Which of the following is true of direct supervision?

Accepted Answer

A)  It is an expensive form of behavior control. 
B)  It is the least potent form of behavior control. 
C)  Direct supervision is preferred to output control. 
D)  Close scrutiny motivates employees to make their own decisions. 
E)  Personal control through direct supervision is feasible for all jobs. 
A)  It is an expensive form of behavior control. 
B)  It is the least potent form of behavior control. 
C)  Direct supervision is preferred to output control. 
D)  Close scrutiny motivates employees to make their own decisions. 
E)  Personal control through direct supervision is feasible for all jobs.

Question 6

The control exerted on individuals and groups in an organization by shared values, norms, standards of behavior, and expectations is called:

Accepted Answer

A)  output control. 
B)  clan control. 
C)  procedural control. 
D)  feedback control. 
E)  culture control. 
A)  output control. 
B)  clan control. 
C)  procedural control. 
D)  feedback control. 
E)  culture control.

Question 7

Which of the following steps of the control process involves goal setting?

Accepted Answer

A)  Measuring actual performance 
B)  Comparing actual performance against chosen standards 
C)  Evaluating the results of comparison 
D)  Establishing the standards of performance 
E)  Initiating corrective action 
A)  Measuring actual performance 
B)  Comparing actual performance against chosen standards 
C)  Evaluating the results of comparison 
D)  Establishing the standards of performance 
E)  Initiating corrective action

Question 8

At the input stage, managers use feedback control to anticipate problems before they arise.

Accepted Answer

A) True 
 B)False

Question 9

Which of the following steps of the organizational change process includes benchmarking?

Accepted Answer

A)  Introducing and managing change 
B)  Assessing the need for change 
C)  Deciding on the change to make 
D)  Implementing the change 
E)  Evaluating the change 
A)  Introducing and managing change 
B)  Assessing the need for change 
C)  Deciding on the change to make 
D)  Implementing the change 
E)  Evaluating the change

Question 10

The subjectivity of financial measures of performance is the reason why managers use them to measure the efficiency and effectiveness of their organizations.

Accepted Answer

A) True 
 B)False

Question 11

Which of the following types of controls do managers use during the conversion stage to gain feedback on the conversion process?

Accepted Answer

A)  Feedforward control 
B)  Bureaucratic control 
C)  Concurrent control 
D)  Feedback control 
E)  Clan control 
A)  Feedforward control 
B)  Bureaucratic control 
C)  Concurrent control 
D)  Feedback control 
E)  Clan control

Question 12

Which of the following is true of revolutionary change?

Accepted Answer

A)  It is gradual 
B)  It is incremental 
C)  It is narrowly focused 
D)  It is a constant attempt to improve 
E)  It is dramatic 
A)  It is gradual 
B)  It is incremental 
C)  It is narrowly focused 
D)  It is a constant attempt to improve 
E)  It is dramatic

Question 13

According to the force-field theory:

Accepted Answer

A)  a manager cannot evaluate the forces at work when observing the performance of workers such as doctors, research scientists, or engineers. 
B)  a wide variety of forces arise from the way an organization operates that make organizations resistant to change. 
C)  forces that support clan control are significantly different from the forces that form the foundation of organizational culture. 
D)  the forces of evolutionary change and revolutionary change are equal and complement each other. 
E)  an organization is in a state of inertia when it reduces the forces for change and increases resistance to change. 
A)  a manager cannot evaluate the forces at work when observing the performance of workers such as doctors, research scientists, or engineers. 
B)  a wide variety of forces arise from the way an organization operates that make organizations resistant to change. 
C)  forces that support clan control are significantly different from the forces that form the foundation of organizational culture. 
D)  the forces of evolutionary change and revolutionary change are equal and complement each other. 
E)  an organization is in a state of inertia when it reduces the forces for change and increases resistance to change.

Question 14

A control system must be rigid in order to be effective.

Accepted Answer

A) True 
 B)False

Question 15

An organization monitors the number of customer returns for each product model as a part of an attempt to recognize defective products. This is an example of:

Accepted Answer

A)  feedforward control. 
B)  concurrent control. 
C)  clan control. 
D)  feedback control. 
E)  bureaucratic control. 
A)  feedforward control. 
B)  concurrent control. 
C)  clan control. 
D)  feedback control. 
E)  bureaucratic control.

Question 16

Evolutionary change involves a bold attempt to quickly find new ways to be effective.

Accepted Answer

A) True 
 B)False

Question 17

Which of the following is an important reason for subordinates to participate in goal setting?

Accepted Answer

A)  It strengthens subordinates' commitment to achieving goals and meeting budgets. 
B)  It centralizes the responsibility of setting goals and achieving those goals. 
C)  It enables direct supervision and close scrutiny of employees. 
D)  It enables complete evaluation of employees over relatively short periods. 
E)  It enables manages to set goals that are slightly above an employee's reach. 
A)  It strengthens subordinates' commitment to achieving goals and meeting budgets. 
B)  It centralizes the responsibility of setting goals and achieving those goals. 
C)  It enables direct supervision and close scrutiny of employees. 
D)  It enables complete evaluation of employees over relatively short periods. 
E)  It enables manages to set goals that are slightly above an employee's reach.

Question 18

According to Lewin's force-field theory, what must an organization do to change?

Accepted Answer

A)  Increase the forces for change and resistance to change 
B)  Decrease the forces for change and resistance to change 
C)  Increase the forces for change and reduce resistance to change 
D)  Increase resistance to change 
E)  Decrease the forces for change 
A)  Increase the forces for change and resistance to change 
B)  Decrease the forces for change and resistance to change 
C)  Increase the forces for change and reduce resistance to change 
D)  Increase resistance to change 
E)  Decrease the forces for change

Question 19

The _____ shows whether an organization can pay claims of short-term creditors without selling inventory.

Accepted Answer

A)  quick ratio 
B)  current ratio 
C)  days sales outstanding ratio 
D)  inventory turnover ratio 
E)  profit ratio 
A)  quick ratio 
B)  current ratio 
C)  days sales outstanding ratio 
D)  inventory turnover ratio 
E)  profit ratio

Question 20

The times-covered ratio, which measures the degree to which managers use debt or equity to finance ongoing operations, is a type of _____.

Accepted Answer

A)  current ratio 
B)  liquidity ratio 
C)  leverage ratio 
D)  activity ratio 
E)  profit ratio 
A)  current ratio 
B)  liquidity ratio 
C)  leverage ratio 
D)  activity ratio 
E)  profit ratio

Which of the following is true of bureaucratic control and standardization?

Bureaucratic rules constrain and standardize behavior and encourage people to think for themselves.

MBO starts when top managers:

A change that is gradual, in which managers at all levels work together to develop a detailed plan for change, is called a(n) __________.

Which of the following is true of direct supervision?

The control exerted on individuals and groups in an organization by shared values, norms, standards of behavior, and expectations is called:

Which of the following steps of the control process involves goal setting?

At the input stage, managers use feedback control to anticipate problems before they arise.

Which of the following steps of the organizational change process includes benchmarking?

The subjectivity of financial measures of performance is the reason why managers use them to measure the efficiency and effectiveness of their organizations.

Which of the following types of controls do managers use during the conversion stage to gain feedback on the conversion process?

Which of the following is true of revolutionary change?

According to the force-field theory:

A control system must be rigid in order to be effective.

An organization monitors the number of customer returns for each product model as a part of an attempt to recognize defective products. This is an example of:

Evolutionary change involves a bold attempt to quickly find new ways to be effective.

Which of the following is an important reason for subordinates to participate in goal setting?

According to Lewin's force-field theory, what must an organization do to change?

The _____ shows whether an organization can pay claims of short-term creditors without selling inventory.

The times-covered ratio, which measures the degree to which managers use debt or equity to finance ongoing operations, is a type of _____.

Managers and Managing

The Evolution of Management

Values, Attitudes, Emotions, and Culture: The Manager As a Person

Ethics and Social Responsibility

Managing Diverse Employees in a Multicultural Environment

Managing in the Global Environment

Decision Making, Learning, Creativity, and Entrepreneurship

The Manager As a Planner and a Strategist

Value Chain Management: Functional Strategies for Competitive Advantage

Managing Organizational Structure and Culture

Human Resource Management

Motivation Performance

Leadership

Effective Groups and Teams

Promoting Effective Communication

Managing Conflict, Politics, and Negotiation

Used Advanced Information Technology to Increase Performance

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Exam 11: Organizational Control and Change

Which of the following is true of bureaucratic control and standardization?

Bureaucratic rules constrain and standardize behavior and encourage people to think for themselves.

MBO starts when top managers:

A change that is gradual, in which managers at all levels work together to develop a detailed plan for change, is called a(n) __________.

Which of the following is true of direct supervision?

The control exerted on individuals and groups in an organization by shared values, norms, standards of behavior, and expectations is called:

Which of the following steps of the control process involves goal setting?

At the input stage, managers use feedback control to anticipate problems before they arise.

Which of the following steps of the organizational change process includes benchmarking?

The subjectivity of financial measures of performance is the reason why managers use them to measure the efficiency and effectiveness of their organizations.

Which of the following types of controls do managers use during the conversion stage to gain feedback on the conversion process?

Which of the following is true of revolutionary change?

According to the force-field theory:

A control system must be rigid in order to be effective.

An organization monitors the number of customer returns for each product model as a part of an attempt to recognize defective products. This is an example of:

Evolutionary change involves a bold attempt to quickly find new ways to be effective.

Which of the following is an important reason for subordinates to participate in goal setting?

According to Lewin's force-field theory, what must an organization do to change?

The _____ shows whether an organization can pay claims of short-term creditors without selling inventory.

The times-covered ratio, which measures the degree to which managers use debt or equity to finance ongoing operations, is a type of _____.

Managers and Managing

The Evolution of Management

Values, Attitudes, Emotions, and Culture: The Manager As a Person

Ethics and Social Responsibility

Managing Diverse Employees in a Multicultural Environment

Managing in the Global Environment

Decision Making, Learning, Creativity, and Entrepreneurship

The Manager As a Planner and a Strategist

Value Chain Management: Functional Strategies for Competitive Advantage

Managing Organizational Structure and Culture

Human Resource Management

Motivation Performance

Leadership

Effective Groups and Teams

Promoting Effective Communication

Managing Conflict, Politics, and Negotiation

Used Advanced Information Technology to Increase Performance

Filters