1 . The process of dividing work activities into separate job tasks is known as ________.

• A. work specialization
• B. differentiation
• C. chain of command
• D. span of control

2 . The process of grouping jobs together is known as ________.

• A. departmentalization
• B. centralization
• C. formalization
• D. decentralization

3 . The line of authority that extends from upper organizational levels to lower levels, clarifying who reports to whom, is known as the ________.

• A. employee power distance
• B. unity of command
• C. span of control
• D. chain of command

4 . Which of the following is a characteristic of a mechanistic organization?

• A. Cross-functional teams
• B. Free flow of information
• C. Wide spans of control
• D. Clear chain of command

5 . Which of the following structures is highly adaptive, loose, and flexible?

• A. Organic
• B. Centralized
• C. Vertical
• D. Mechanistic

6 . Companies would become more ________ if they allowed professionals to set the priorities and allocate the resources for their departments.

• A. bureaucratic
• B. mechanistic
• C. diversified
• D. organic

7 . In a ________ structure, no clear chain of command exists.

• A. team
• B. project
• C. mechanistic
• D. functional

8 . Which organizational design increases the complexity of assigning people to projects?

• A. Matrix structure
• B. Team structure
• C. Boundaryless structure
• D. Learning structure

9 . In which of the following organizational designs are employees most likely to experience communication difficulties?

• A. Team structures
• B. Matrix structures
• C. Project structures
• D. Boundaryless structures

10 . A company brings team members together to collaborate on resolving mutual problems that affect each of their areas. This is an example of the use of ________.

• A. cross-functional teams
• B. task forces
• C. communities of practice
• D. cross-cultural teams

11 . A temporary committee formed to address a specific short-term problem that affects several departments is known as a ________.

• A. task force
• B. community of practice
• C. strategic partnership
• D. joint venture

12 . Which of the following will help in making communities of practice successful?

• A. Conducting face-to-face meetings, instead of online meetings
• B. Having clear accountability and managerial oversight
• C. Encouraging members to nurture competing goals
• D. Focusing on simple and routine issues that can be easily tackled

13 . The ________ stage in the group development process is complete when members begin to think of themselves as part of a group.

• A. forming
• B. storming
• C. norming
• D. performing

14 . During the ________ stage of the group development process, a relatively clear hierarchy of leadership and agreement on the group’s direction emerge.

• A. forming
• B. storming
• C. norming
• D. performing

15 . The ________ stage of the group development process is one in which close relationships develop and the group becomes cohesive.

• A. norming
• B. forming
• C. storming
• D. performing

16 . In which of the following conflict-management techniques are conflicts resolved by seeking an advantageous solution for all the parties involved?

• A. Collaborating
• B. Compromising
• C. Forcing
• D. Accommodating

17 . Conflicts can be resolved by withdrawing from them or suppressing them. This conflict-management technique is known as ________.

• A. compromising
• B. forcing
• C. accommodating
• D. avoiding

18 . Which of the following lists are the five conflict-management options available to managers?

• A. Accommodating, Asserting, Avoiding, Compromising, and Cooperating
• B. Avoiding, Collaborating, Cooperating, Compromising, and Forcing
• C. Accommodating, Avoiding, Collaborating, Cooperating, and Forcing
• D. Accommodating, Avoiding, Collaborating, Compromising, and Forcing

19 . Behavior patterns expected of someone occupying a given position in a social unit is called a ________.

• A. role
• B. status
• C. profile
• D. persona

20 . Which of the following is a negative aspect of group norms?

• A. Being part of a group has the ability to increase an individual’s antisocial actions.
• B. The most widespread norms are those related to dress codes.
• C. Groups become dysfunctional when they maintain strict norms.
• D. Norms do not influence employees’ performance.

21 . Which of the following is an accurate statement regarding status systems?

• A. Anything can have status value if others in the group evaluate it that way.
• B. Status is a weak employee motivator even though it has behavioral consequences.
• C. Status can only be formally conferred on individuals.
• D. Status systems are independent of aspects such as prestige and grading.