MGT 521 Week 3 Knowledge Check

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MGT 521 Entire Course Link
https://uopcourses.com/category/mgt-521/
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MGT 521
Week 3 Knowledge Check


The material presented below is not meant
to be a comprehensive list of all you need to know in the content area. Rather
it is a starting point for building your knowledge and skills. Additional study
materials are recommended in each area below to help you master the material.

Personalized Study Guide Results: 

Score: 21 / 21





Concepts


Mastery


Questions





Six key elements in determining organizational
structure


100%


·        
1
·        
2
·        
3




Mechanistic and Organic Structures


100%


·        
4
·        
5
·        
6




Types of Contemporary Organizational Designs


100%


·        
7
·        
8
·        
9




Types of Internal and External Collaboration


100%


·        
10
·        
11
·        
12




Stages of Group Development


100%


·        
13
·        
14
·        
15




Five Conflict Management Techniques


100%


·        
16
·        
17
·        
18




Six Aspects of Group Structure


100%


·        
19
·        
20
·        
21




Concept: Six
key elements in determining organizational structure





Mastery :


100%


Questions :


·        
1
·        
2
·        
3




Materials on the
concept:


·  Designing
Organizational Structure

·  Basic
Organizational Design

·  Work Specialization

·  Departmentalization

·  Chain of Command



窗体顶端



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



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2.

The process of grouping jobs together is
known as ________.

·        
A.

departmentalization

·        
B.

centralization

·        
C.

formalization

·        
D.

decentralization



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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



窗体底端



Concept: Mechanistic
and Organic Structures





Mastery :


100%


Questions :


·        
4
·        
5
·        
6




Materials on the
concept:


·  Mechanistic and
Organic Structures

·  Basic
Organizational Design



窗体顶端



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



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5.

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

·        
A.

Organic

·        
B.

Centralized

·        
C.

Vertical

·        
D.

Mechanistic



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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



窗体底端



Concept: Types
of Contemporary Organizational Designs





Mastery :


100%


Questions :


·        
7
·        
8
·        
9




Materials on the
concept:


·  Contemporary
Organizational Designs

·  Adaptive
Organizational Design



窗体顶端



7.

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

·        
A.

team

·        
B.

project

·        
C.

mechanistic

·        
D.

functional



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8.

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

·        
A.

Matrix structure

·        
B.

Team structure

·        
C.

Boundaryless structure

·        
D.

Learning structure



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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



窗体底端



Concept: Types
of Internal and External Collaboration





Mastery :


100%


Questions :


·        
10
·        
11
·        
12




Materials on the
concept:


·  Internal
Collaboration

·  Adaptive
Organizational Design

·  Cross-Functional
Teams

·  Task Forces

·  Communities of
Practice



窗体顶端



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



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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



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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



窗体底端



Concept: Stages
of Group Development





Mastery :


100%


Questions :


·        
13
·        
14
·        
15




Materials on the
concept:


·  Managing Teams

·  Stages of Group
Development

·  Groups and Group
Development



窗体顶端



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



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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



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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



窗体底端



Concept: Five
Conflict Management Techniques





Mastery :


100%


Questions :


·        
16
·        
17
·        
18




Materials on the
concept:


·  Conflict
Management

·  Managing Teams

·  Group Structure



窗体顶端



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



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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



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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



窗体底端



Concept: Six
Aspects of Group Structure





Mastery :


100%


Questions :


·        
19
·        
20
·        
21




Materials on the
concept:


·  Managing Teams

·  Group Structure

·  Roles

·  Norms

·  Status Systems



窗体顶端



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



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窗体顶端



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.



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窗体顶端



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.
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