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Question
The __________ model of decision making describes how managers actually make decisions in difficult situations, such as those characterized by nonprogrammed decisions, uncertainty, and ambiguity.
Answer
This answer is hidden. It contains 14 characters.
Related questions
Q:
List the four steps in the feedback control model.
Q:
The implementation of a large number of small, incremental improvements in all areas of the organization on an ongoing basis is referred to as __________.
Q:
Contingency factors that can influence the success of a TQM program in a negative way include all of the following, EXCEPT:
a. tasks make high skill demands on employees.
b. management expectations are unrealistically high.
c. middle managers are dissatisfied about loss of authority.
d. workers are dissatisfied with other aspects of organizational life.
e. managers wait for big, dramatic innovations.
Q:
According to the control model, after establishing standards of performance, the manager should:
a. compare performance to standards.
b. get the standards approved by the supervisors and subordinates.
c. measure actual performance.
d. take corrective action.
e. provide feedback.
Q:
Which of the following countries has the most secretive economy?
a. Russia
b. Nigeria
c. Mexico
d. Germany
e. Singapore
Q:
At LBK Industries, responsibility for quality control rests with a team of quality control inspectors and supervisors rather than with employees. LBK uses which of the following types of organizational control?
a. Matrix control
b. Hierarchical control
c. Decentralized control
d. Bottom-up control
e. Balanced control
Q:
The income statement shows revenues coming into the organization from all sources and subtracts all expenses.
a. True
b. False
Q:
Discuss the determinants of team cohesiveness and its consequences.
Q:
List three factors that can cause people to engage in conflict.
Q:
The __________ stage of development is a period of orientation and getting acquainted.
Q:
__________ is defined as the extent to which members are attracted to the team and motivated to remain in it.
Q:
Capacity to __________ refers to the ability of teams to bring greater knowledge and skills to job tasks and enhance the potential of the organization to respond to new threats or opportunities in the environment.
Q:
A team created outside the formal organization structure to undertake a project of special importance or creativity is known as a(n) __________.
Q:
Which of the following behaviors is NOT consistent with the socioemotional role?
a. Encourage
b. Energize
c. Harmonize
d. Compromise
e. Follow
Q:
Which of the following statements is true?
a. Morale is higher in cohesive teams.
b. Productivity is lower in cohesive teams.
c. Satisfaction is lower in cohesive teams.
d. Morale always suffers in cohesive teams.
e. Absenteeism rates are substantially higher with cohesive teams.
Q:
Sally is a member of a work team at Beauty-R-Us Corporation. She often proposes new solutions to team problems. This is an example of which task specialist role?
a. Harmonize
b. Seek information
c. Initiate ideas
d. Reduce tension
e. Compromise
Q:
Fred, a software engineer, is in charge of scrutinizing electronic communication patterns as part of his role within a virtual team at work. Freds role fulfills which of the following virtual team practices?
a. Using technology to build relationships
b. Shaping culture through technology
c. Monitoring progress and rewards
d. Administering rewards
e. Using global teams to develop technology
Q:
The stage of team development in which conflicts are resolved and members focus on problem solving is called reforming.
a. True
b. False
Q:
Team cohesiveness does not necessarily lead to higher team productivity.
a. True
b. False
Q:
A common dysfunction of teams is to be results oriented.
a. True
b. False
Q:
Diet Soda Company has teams with high cohesiveness. Additionally, the teams are normally focused on their commitment to quality performance. This combination can be expected to result in high productivity.
a. True
b. False
Q:
Two common behaviors of the socioemotional role are energizing and encouraging.
a. True
b. False
Q:
Virtual and global teams are particularly prone to communication breakdowns.
a. True
b. False
Q:
Traditional views of organizational design recommend a span of management of about 7 to 10 subordinates per manager.
a. True
b. False
Q:
Reengineering basically means preserving the past by establishing the sequence of activities by how work was done.
a. True
b. False
Q:
At Fox End, people are grouped together in departments by common skills and work activities, including a sales department and a production department. This is an example of vertical functional approach.
a. True
b. False
Q:
Compare decision conditions of certainty, risk, uncertainty, and ambiguity.
Q:
Compare and contrast authority, responsibility, accountability, and delegation.
Q:
Describe service technology.
Q:
List the advantages of the virtual network structure.