MGT 521 Week 3 Knowledge Check

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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

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

Concept: Mechanistic and Organic Structures

Mastery : 100% Questions : • 4

• 5• 6

Materials on the concept:

• Mechanistic and Organic Structures

• Basic Organizational Design

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

Concept: Types of Contemporary Organizational Designs

Mastery : 100% Questions : • 7

• 8• 9

Materials on the concept:

• Contemporary Organizational Designs

• Adaptive Organizational Design

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

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

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

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

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

Concept: Five Conflict Management Techniques

Mastery : 100% Questions : • 16

• 17

• 18

Materials on the concept:

• Conflict Management

• Managing Teams

• Group Structure

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

Concept: Six Aspects of Group Structure

Mastery : 100% Questions : • 19

• 20

• 21

Materials on the concept:

• Managing Teams

• Group Structure

• Roles

• Norms

• Status Systems

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.
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