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(21 exact duplicates found)

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5 Written Questions

4 Matching Questions

  1. behavioral substitution and addition
  2. All of these are reasons why teamwork can be more satisfying than traditional work.
  3. core capabilities
  4. false
  1. a According to the stakeholder model of social responsibility, no stakeholder groups are more or less important than any other.
  2. b When using ____techniques to change organizational culture, the key to success is to choose behaviors that are central to and symbolic of the old culture that is changing and the new culture you want to create.
  3. c In any organization, the ____ are the less visible, internal decision-making routines, problem-solving processes, and organizational cultures that determine how efficiently inputs can be turned into outputs.
  4. d Which of the following is a reason teamwork can be more satisfying than traditional work?

5 Multiple Choice Questions

  1. Because of Eli Whitney's ideas for increasing production in a gun-manufacturing operation, most products are manufactured today using standardized, interchangeable parts.
  2. ____ is the degree to which an organization's external environment has an abundance or scarcity of critical organizational resources.
  3. Typical responsibilities for ____ include coordinating and linking groups, departments, and divisions within a company.
  4. One of the most commonly used operations management tools is cognitive mapping which is used to better understand the psychology of the workers.
  5. When companies are performing above or better than their strategic reference points, top management is more likely to choose a daring, risk-taking strategy.

5 True/False Questions

  1. trueAccording to Fayol's 14 principles of management, esprit de corps is a source of major organizational conflict.


  2. falseConflicts and disagreements often characterize the second stage of team development, which is called storming.


  3. problemA ____ exists when there is a gap between a desired state (what managers want) and an existing state (the situation that the managers are facing).


  4. falseAdvocacy groups cannot directly regulate organization practices.


  5. trueThe rational decision-making model assumes that managers make decisions under conditions of uncertainty.


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