Question 1

Which of the following is true of the perceptual-motor approach to job design?

Accepted Answer

A) The perceptual-motor approach increases the information-processing requirements of incumbents. 
B) The perceptual-motor approach designs jobs based on the most capable worker. 
C) The perceptual-motor approach has its roots in ergonomics. 
D) The perceptual-motor approach has its roots in human-factor literature. 
E) The perceptual-motor approach challenges employees to go beyond their mental abilities. 
A) The perceptual-motor approach increases the information-processing requirements of incumbents. 
B) The perceptual-motor approach designs jobs based on the most capable worker. 
C) The perceptual-motor approach has its roots in ergonomics. 
D) The perceptual-motor approach has its roots in human-factor literature. 
E) The perceptual-motor approach challenges employees to go beyond their mental abilities. D

Question 2

_____ provides a longitudinal overview of the dynamic relationships by which inputs are converted into outputs.

Accepted Answer

A) Job analysis 
B) Organization structure 
C) Organizational dynamics 
D) Work-relationship analysis 
E) Work-flow design 
A) Job analysis 
B) Organization structure 
C) Organizational dynamics 
D) Work-relationship analysis 
E) Work-flow design E

Question 3

Adding more decision-making authority to a job to increase its motivational potential is known as _____.

Accepted Answer

A) job enlargement 
B) job rotation 
C) job involvement 
D) job enrichment 
E) job engagement 
A) job enlargement 
B) job rotation 
C) job involvement 
D) job enrichment 
E) job engagement D

Question 4

Which of the following structures typically have employees that have a weak conceptualization of the organization's overall mission?

Accepted Answer

A) Mechanistic structure 
B) Divisional structure 
C) Modular structure 
D) Network structure 
E) Functional structure 
A) Mechanistic structure 
B) Divisional structure 
C) Modular structure 
D) Network structure 
E) Functional structure

Question 5

When it comes to examining and understanding skill levels for a particular job, _____ may be the best source.

Accepted Answer

A) external job analysts 
B) supervisors 
C) job incumbents 
D) in-house quality analysts 
E) internal efficiency experts 
A) external job analysts 
B) supervisors 
C) job incumbents 
D) in-house quality analysts 
E) internal efficiency experts

Question 6

Job analysis refers to the process of getting detailed information about jobs.

Accepted Answer

A) True 
 B)False

Question 7

The motivational approach views attitudinal variables and behavioral variables as the most important outcomes of job design.

Accepted Answer

A) True 
 B)False

Question 8

When decision-making authority resides at the top of the organizational chart as opposed to being distributed throughout lower levels, an organization has a _____ decision making structure.

Accepted Answer

A) divisional 
B) democratic 
C) centralized 
D) collective 
E) distributed 
A) divisional 
B) democratic 
C) centralized 
D) collective 
E) distributed

Question 9

The productivity measurement and evaluation system (ProMES)focuses on identifying _____ and specifying performance level required for different levels of effectiveness.

Accepted Answer

A) work-unit finances 
B) work-unit processes 
C) work-unit inputs 
D) work-unit relationships 
E) work-unit outputs 
A) work-unit finances 
B) work-unit processes 
C) work-unit inputs 
D) work-unit relationships 
E) work-unit outputs

Question 10

Centralization refers to the degree to which work units are grouped based on functional similarity or similarity of workflow.

Accepted Answer

A) True 
 B)False

Question 11

Divisional structures are more appropriate than functional structures when:

Accepted Answer

A) demand can be well anticipated. 
B) the environment is stable and predictable. 
C) flexible responsiveness is required. 
D) the organization competes on costs. 
E) the consumer base is heterogeneous. 
A) demand can be well anticipated. 
B) the environment is stable and predictable. 
C) flexible responsiveness is required. 
D) the organization competes on costs. 
E) the consumer base is heterogeneous.

Question 12

_____ entails matching an individual's skills and aspirations with opportunities that are or may become available in the organization.

Accepted Answer

A) Human resource planning 
B) Work-flow analysis 
C) Performance evaluation 
D) Training 
E) Career planning 
A) Human resource planning 
B) Work-flow analysis 
C) Performance evaluation 
D) Training 
E) Career planning

Question 13

Divisional structures tend to be more flexible and innovative because of:

Accepted Answer

A) their work-flow focus. 
B) the preference employees have for centralized decision-making. 
C) their proximity to a heterogeneous customer base. 
D) the high level of centralization in the structure. 
E) the tendency to ignore opportunities. 
A) their work-flow focus. 
B) the preference employees have for centralized decision-making. 
C) their proximity to a heterogeneous customer base. 
D) the high level of centralization in the structure. 
E) the tendency to ignore opportunities.

Question 14

If an organization decides to compete on costs, and hires low-cost labor, it needs to have a decentralized structure to enable autonomy in decision making by the workers.

Accepted Answer

A) True 
 B)False

Question 15

Jim, an efficiency expert, proposes the "just-in-time" inventory method to Roger, the CEO of Neptune Inc. If Roger is to accept the proposal, which of the following changes is he most likely to implement in Neptune Inc.?

Accepted Answer

A) He is likely to avoid made-for-order method of manufacturing. 
B) He is likely to create a larger storage space for inventories. 
C) He is likely to introduce processes that support lean production. 
D) He is likely to manufacture mass products well ahead of demand. 
E) He is likely to stock a backup of supplies for emergency. 
A) He is likely to avoid made-for-order method of manufacturing. 
B) He is likely to create a larger storage space for inventories. 
C) He is likely to introduce processes that support lean production. 
D) He is likely to manufacture mass products well ahead of demand. 
E) He is likely to stock a backup of supplies for emergency.

Question 16

Discuss the standardized frameworks used to assess the nature of teams.

Accepted Answer

As work design increasingly relies on te

Question 17

According to the "Job Characteristics Model," _____ is the degree to which a job requires completing a "whole" piece of work from beginning to end.

Accepted Answer

A) skill variety 
B) task identity 
C) autonomy 
D) task significance 
E) feedback 
A) skill variety 
B) task identity 
C) autonomy 
D) task significance 
E) feedback

Question 18

Functional structures are more appropriate than divisional structures when:

Accepted Answer

A) the environment is unstable. 
B) it is difficult to anticipate the demand. 
C) coordination requirements between jobs are inconsistent. 
D) the organization competes on costs. 
E) the environment is unpredictable. 
A) the environment is unstable. 
B) it is difficult to anticipate the demand. 
C) coordination requirements between jobs are inconsistent. 
D) the organization competes on costs. 
E) the environment is unpredictable.

Question 19

Which of the following is required for teams to be effective?

Accepted Answer

A) The level of task interdependence should be higher than the level of outcome interdependence. 
B) The level of sharing rewards for task accomplishment should be higher than the level of cooperation. 
C) Individual pay raises need to play a major role in terms of defining rewards. 
D) Individual accountability of behavior should be a critical indicator of performance. 
E) Teams should not be given autonomy or allowed to be flexible in how they use their time and skills. 
A) The level of task interdependence should be higher than the level of outcome interdependence. 
B) The level of sharing rewards for task accomplishment should be higher than the level of cooperation. 
C) Individual pay raises need to play a major role in terms of defining rewards. 
D) Individual accountability of behavior should be a critical indicator of performance. 
E) Teams should not be given autonomy or allowed to be flexible in how they use their time and skills.

Question 20

Which of the following is the primary role of an efficiency expert?

Accepted Answer

A) Looking for additional resources to increase productivity 
B) Implementing a system that can store excess inventories 
C) Introducing new equipment that will increase output 
D) Removing every bit of waste in production operations 
E) Employing more people to complete a task quicker 
A) Looking for additional resources to increase productivity 
B) Implementing a system that can store excess inventories 
C) Introducing new equipment that will increase output 
D) Removing every bit of waste in production operations 
E) Employing more people to complete a task quicker

Which of the following is true of the perceptual-motor approach to job design?

_____ provides a longitudinal overview of the dynamic relationships by which inputs are converted into outputs.

Adding more decision-making authority to a job to increase its motivational potential is known as _____.

Which of the following structures typically have employees that have a weak conceptualization of the organization's overall mission?

When it comes to examining and understanding skill levels for a particular job, _____ may be the best source.

Job analysis refers to the process of getting detailed information about jobs.

The motivational approach views attitudinal variables and behavioral variables as the most important outcomes of job design.

When decision-making authority resides at the top of the organizational chart as opposed to being distributed throughout lower levels, an organization has a _____ decision making structure.

The productivity measurement and evaluation system (ProMES)focuses on identifying _____ and specifying performance level required for different levels of effectiveness.

Centralization refers to the degree to which work units are grouped based on functional similarity or similarity of workflow.

Divisional structures are more appropriate than functional structures when:

_____ entails matching an individual's skills and aspirations with opportunities that are or may become available in the organization.

Divisional structures tend to be more flexible and innovative because of:

If an organization decides to compete on costs, and hires low-cost labor, it needs to have a decentralized structure to enable autonomy in decision making by the workers.

Jim, an efficiency expert, proposes the "just-in-time" inventory method to Roger, the CEO of Neptune Inc. If Roger is to accept the proposal, which of the following changes is he most likely to implement in Neptune Inc.?

Discuss the standardized frameworks used to assess the nature of teams.

According to the "Job Characteristics Model," _____ is the degree to which a job requires completing a "whole" piece of work from beginning to end.

Functional structures are more appropriate than divisional structures when:

Which of the following is required for teams to be effective?

Which of the following is the primary role of an efficiency expert?

Human Resource Management: Gaining a Competitive Advantage

Strategic Human Resource Management

The Legal Environment: Equal Employment Opportunity and Safety

Human Resource Planning and Recruitment

Selection and Placement

Training

Performance Management

Employee Development

Employee Separation and Retention

Pay Structure Decisions

Recognizing Employee Contributions With Pay

Employee Benefits

Collective Bargaining and Labor Relations

Managing Human Resources Globally

Strategically Managing the HRM Function

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Exam 4: The Analysis and Design of Work

Which of the following is true of the perceptual-motor approach to job design?

_____ provides a longitudinal overview of the dynamic relationships by which inputs are converted into outputs.

Adding more decision-making authority to a job to increase its motivational potential is known as _____.

Which of the following structures typically have employees that have a weak conceptualization of the organization's overall mission?

When it comes to examining and understanding skill levels for a particular job, _____ may be the best source.

Job analysis refers to the process of getting detailed information about jobs.

The motivational approach views attitudinal variables and behavioral variables as the most important outcomes of job design.

When decision-making authority resides at the top of the organizational chart as opposed to being distributed throughout lower levels, an organization has a _____ decision making structure.

The productivity measurement and evaluation system (ProMES)focuses on identifying _____ and specifying performance level required for different levels of effectiveness.

Centralization refers to the degree to which work units are grouped based on functional similarity or similarity of workflow.

Divisional structures are more appropriate than functional structures when:

_____ entails matching an individual's skills and aspirations with opportunities that are or may become available in the organization.

Divisional structures tend to be more flexible and innovative because of:

If an organization decides to compete on costs, and hires low-cost labor, it needs to have a decentralized structure to enable autonomy in decision making by the workers.

Jim, an efficiency expert, proposes the "just-in-time" inventory method to Roger, the CEO of Neptune Inc. If Roger is to accept the proposal, which of the following changes is he most likely to implement in Neptune Inc.?

Discuss the standardized frameworks used to assess the nature of teams.

According to the "Job Characteristics Model," _____ is the degree to which a job requires completing a "whole" piece of work from beginning to end.

Functional structures are more appropriate than divisional structures when:

Which of the following is required for teams to be effective?

Which of the following is the primary role of an efficiency expert?

Human Resource Management: Gaining a Competitive Advantage

Strategic Human Resource Management

The Legal Environment: Equal Employment Opportunity and Safety

Human Resource Planning and Recruitment

Selection and Placement

Training

Performance Management

Employee Development

Employee Separation and Retention

Pay Structure Decisions

Recognizing Employee Contributions With Pay

Employee Benefits

Collective Bargaining and Labor Relations

Managing Human Resources Globally

Strategically Managing the HRM Function

Filters