Question 1

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 2

The most common source of error in the job analysis process results from job descriptions being _____.

Accepted Answer

A) outdated 
B) narrow 
C) untested 
D) vague 
E) elaborate 
A) outdated 
B) narrow 
C) untested 
D) vague 
E) elaborate

Question 3

Job evaluation is the process of getting information about how well each employee is performing in order to reward those who are effective and improve the performance of those who are ineffective.

Accepted Answer

A) True 
 B)False

Question 4

Which stage in a work-unit activity analysis focuses on the product produced or service provided?

Accepted Answer

A) Raw inputs 
B) Equipment 
C) Output 
D) Activity 
E) Human resource input 
A) Raw inputs 
B) Equipment 
C) Output 
D) Activity 
E) Human resource input

Question 5

Self-cannibalization is most likely to happen in _____ structures.

Accepted Answer

A) functional 
B) divisional 
C) centralized 
D) bureaucratic 
E) mechanistic 
A) functional 
B) divisional 
C) centralized 
D) bureaucratic 
E) mechanistic

Question 6

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

Accepted Answer

A) True 
 B)False

Question 7

The perceptual-motor approach generally increases the job's cognitive demands.

Accepted Answer

A) True 
 B)False

Question 8

Teams have to be given the autonomy to make their own decisions in order to maximize the flexible use of their skill and time.

Accepted Answer

A) True 
 B)False

Question 9

The perceptual-motor approach to job design focuses on:

Accepted Answer

A) physical capabilities and limitations. 
B) mental capabilities and limitations. 
C) behavioral patterns and attitudinal variables. 
D) efficiency and time management. 
E) meaningfulness and job satisfaction. 
A) physical capabilities and limitations. 
B) mental capabilities and limitations. 
C) behavioral patterns and attitudinal variables. 
D) efficiency and time management. 
E) meaningfulness and job satisfaction.

Question 10

Work-flow design is the process of:

Accepted Answer

A) allocating resources required for completing a task. 
B) assigning the task to a particular job category or person. 
C) analyzing the tasks necessary for the production of a product. 
D) evaluating the resource input and the actual output of a task. 
E) comparing the results of a task with its objectives. 
A) allocating resources required for completing a task. 
B) assigning the task to a particular job category or person. 
C) analyzing the tasks necessary for the production of a product. 
D) evaluating the resource input and the actual output of a task. 
E) comparing the results of a task with its objectives.

Question 11

Which of the following is a part of a job description and can be observed in employees' actions?

Accepted Answer

A) Knowledge 
B) Skills 
C) Abilities 
D) Responsibilities 
E) Persistence 
A) Knowledge 
B) Skills 
C) Abilities 
D) Responsibilities 
E) Persistence

Question 12

Discuss the three activities performed as part of a work-flow analysis.

Accepted Answer

The three activities performed as part o

Question 13

Which of the following sources is most appropriate for providing accurate information regarding the importance of job duties?

Accepted Answer

A) Supervisors 
B) Incumbents 
C) Customers 
D) Subordinates 
E) External job analysts 
A) Supervisors 
B) Incumbents 
C) Customers 
D) Subordinates 
E) External job analysts

Question 14

List and describe the six sections of a position analysis questionnaire (PAQ).

Accepted Answer

The six sections of a PAQ include:
(1)In

Question 15

_____ 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

Question 16

Functional structures help support organizations that compete on differentiation or innovation, because flexible responsiveness is central to making this strategy work.

Accepted Answer

A) True 
 B)False

Question 17

Which of the following questions should be addressed right after the inputs required for production have been established?

Accepted Answer

A) What materials, data, and information are needed? 
B) What special equipment, facilities, and systems are needed? 
C) What knowledge, skills, and abilities are needed by those performing the tasks? 
D) What tasks are required in the production of the output? 
E) What product, information, or service is provided? 
A) What materials, data, and information are needed? 
B) What special equipment, facilities, and systems are needed? 
C) What knowledge, skills, and abilities are needed by those performing the tasks? 
D) What tasks are required in the production of the output? 
E) What product, information, or service is provided?

Question 18

Which of the following approaches views job satisfaction as one of the most important outcomes of job design?

Accepted Answer

A) Administrative approach 
B) Mechanistic approach 
C) Biological approach 
D) Perceptual-motor approach 
E) Motivational approach 
A) Administrative approach 
B) Mechanistic approach 
C) Biological approach 
D) Perceptual-motor approach 
E) Motivational approach

Question 19

Which of the following is true of an organization that follows the mechanistic approach?

Accepted Answer

A) The jobs are complex and meaningful. 
B) The job design is such that only highly skilled workers can work on the tasks. 
C) The job design makes the organization dependent on individual workers. 
D) Individual workers are viewed as irreplaceable. 
E) New employees can be quickly and inexpensively trained for the job. 
A) The jobs are complex and meaningful. 
B) The job design is such that only highly skilled workers can work on the tasks. 
C) The job design makes the organization dependent on individual workers. 
D) Individual workers are viewed as irreplaceable. 
E) New employees can be quickly and inexpensively trained for the job.

Question 20

Which of the following is likely to happen when a private equity group hires an efficiency expert?

Accepted Answer

A) Overburdening people by removing machines 
B) Modifying production processes to support excess inventories 
C) Increasing the number of employees involved in a particular task 
D) Limiting procedures that streamline operations 
E) Decreasing movements that create no value 
A) Overburdening people by removing machines 
B) Modifying production processes to support excess inventories 
C) Increasing the number of employees involved in a particular task 
D) Limiting procedures that streamline operations 
E) Decreasing movements that create no value

Divisional structures are more appropriate than functional structures when:

The most common source of error in the job analysis process results from job descriptions being _____.

Job evaluation is the process of getting information about how well each employee is performing in order to reward those who are effective and improve the performance of those who are ineffective.

Which stage in a work-unit activity analysis focuses on the product produced or service provided?

Self-cannibalization is most likely to happen in _____ structures.

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

The perceptual-motor approach generally increases the job's cognitive demands.

Teams have to be given the autonomy to make their own decisions in order to maximize the flexible use of their skill and time.

The perceptual-motor approach to job design focuses on:

Work-flow design is the process of:

Which of the following is a part of a job description and can be observed in employees' actions?

Discuss the three activities performed as part of a work-flow analysis.

Which of the following sources is most appropriate for providing accurate information regarding the importance of job duties?

List and describe the six sections of a position analysis questionnaire (PAQ).

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

Functional structures help support organizations that compete on differentiation or innovation, because flexible responsiveness is central to making this strategy work.

Which of the following questions should be addressed right after the inputs required for production have been established?

Which of the following approaches views job satisfaction as one of the most important outcomes of job design?

Which of the following is true of an organization that follows the mechanistic approach?

Which of the following is likely to happen when a private equity group hires 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

Exam 4: The Analysis and Design of Work

Divisional structures are more appropriate than functional structures when:

The most common source of error in the job analysis process results from job descriptions being _____.

Job evaluation is the process of getting information about how well each employee is performing in order to reward those who are effective and improve the performance of those who are ineffective.

Which stage in a work-unit activity analysis focuses on the product produced or service provided?

Self-cannibalization is most likely to happen in _____ structures.

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

The perceptual-motor approach generally increases the job's cognitive demands.

Teams have to be given the autonomy to make their own decisions in order to maximize the flexible use of their skill and time.

The perceptual-motor approach to job design focuses on:

Work-flow design is the process of:

Which of the following is a part of a job description and can be observed in employees' actions?

Discuss the three activities performed as part of a work-flow analysis.

Which of the following sources is most appropriate for providing accurate information regarding the importance of job duties?

List and describe the six sections of a position analysis questionnaire (PAQ).

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

Functional structures help support organizations that compete on differentiation or innovation, because flexible responsiveness is central to making this strategy work.

Which of the following questions should be addressed right after the inputs required for production have been established?

Which of the following approaches views job satisfaction as one of the most important outcomes of job design?

Which of the following is true of an organization that follows the mechanistic approach?

Which of the following is likely to happen when a private equity group hires 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