MGT521 Week Three Knowledge Check

MGT521 Week Three Knowledge Check

Question – Week 3 Knowledge Check _x000D_
1.The process of dividing work activities into separate job tasks is known as _x000D_
________. _x000D_ specialization _x000D_
B.differentiation _x000D_
C.chain of command _x000D_
D.span of control _x000D_
2. The process of grouping jobs together is known as ________. _x000D_
A.departmentalization _x000D_
B.centralization _x000D_
C.formalization _x000D_
D.decentralization _x000D_
3. The line of authority that extends from upper organizational levels to lower levels, _x000D_
clarifying who reports to whom, is known as the ________. _x000D_
A.employee power distance _x000D_
B.unity of command _x000D_ …Read Moren of control _x000D_
D.chain of command _x000D_
4. Which of the following is a characteristic of a mechanistic organization? _x000D_
A.Cross­functional teams _x000D_
B.Free flow of information _x000D_
C.Wide spans of control _x000D_
D.Clear chain of command _x000D_
5. Which of the following structures is highly adaptive, loose, and flexible? _x000D_
A.Organic _x000D_
B.Centralized _x000D_
C.Vertical _x000D_
D.Mechanistic _x000D_
6. Companies would become more ________ if they allowed professionals to set the _x000D_
priorities and allocate the resources for their departments. _x000D_
A.bureaucratic _x000D_
B.mechanistic _x000D_
C.diversified _x000D_ _x000D_
7. In a ________ structure, no clear chain of command exists. _x000D_ _x000D_
B.project _x000D_
C.mechanistic _x000D_
D.functional _x000D_
8. Which organizational design increases the complexity of assigning people to _x000D_
projects? _x000D_
A.Matrix structure _x000D_
B.Team structure _x000D_
C.Boundaryless structure _x000D_
D.Learning structure _x000D_
9. In which of the following organizational designs are employees most likely to _x000D_
experience communication difficulties? _x000D_
A.Team structures _x000D_
B.Matrix structures _x000D_
C.Project structures _x000D_
D.Boundaryless structures _x000D_
10. A company brings team members together to collaborate on resolving mutual _x000D_
problems that affect each of their areas. This is an example of the use of ________. _x000D_
A.cross­functional teams _x000D_
B.task forces _x000D_
C.communities of practice _x000D_
D.cross­cultural teams _x000D_
11. A temporary committee formed to address a specific short­term problem that _x000D_
affects several departments is known as a ________. _x000D_
A.task force _x000D_ of practice _x000D_
C.strategic partnership _x000D_
D.joint venture _x000D_
12. Which of the following will help in making communities of practice successful? _x000D_
A.Conducting face­to­face meetings, instead of online meetings _x000D_
B.Having clear accountability and managerial oversight _x000D_
C.Encouraging members to nurture competing goals _x000D_
D.Focusing on simple and routine issues that can be easily tackled _x000D_
13. The ________ stage in the group development process is complete when members _x000D_
begin to think of themselves as part of a group. _x000D_
A.forming _x000D_
B.storming _x000D_
C.norming _x000D_
D.performing _x000D_
14. During the ________ stage of the group development process, a relatively clear _x000D_
hierarchy of leadership and agreement on the group’s direction emerge. _x000D_
A.forming _x000D_
B.storming _x000D_
C.norming _x000D_
D.performing _x000D_
15. The ________ stage of the group development process is one in which close _x000D_
relationships develop and the group becomes cohesive. _x000D_
A.norming _x000D_
B.forming _x000D_
C.storming _x000D_
D.performing _x000D_
16. In which of the following conflict­management techniques are conflicts resolved _x000D_
by seeking an advantageous solution for all the parties involved. _x000D_
A.Collaborating _x000D_
B.Compromising _x000D_
C.Forcing _x000D_
D.Accommodating _x000D_
17. Conflicts can be resolved by withdrawing from them or suppressing them. This _x000D_
conflict­management technique is known as ________. _x000D_

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