Q&A Hero

Q: Which of the following is TRUE about self-managed teams (SMTs)? a. SMTs requires little organizational change b. SMTs have authority beyond TQM teams c. SMTs work only in small organizations d. SMTs are part of the larger organizational transformation

Q: The most prestigious award recognizing quality in an organization is known as:a. Department of Commerce Award b. Malcolm Forbes Award c. Malcolm Baldrige Awardd. Harvard Business School Award

Q: Which of the following is NOT an example of an alternative work schedule?a. compressed work week b. job narrowing c. flex timed. flex schedule

Q: The change manager:a. oversees the design process b. determines the need for change c. needs a broad range of HRD knowledged. can never be an internal HRD person

Q: When individuals perceive a replacement of one paradigm with another that contains new variables, this is known as:a. alpha change b. beta change c. gamma (a) changed. gamma (b) change

Q: All of the following are limitations of research supporting OD Theories EXCEPT: a. lack of true experimental designs b. lack of resources available to OD practitioners c. limitations of field research designs d. OD is a relatively new field, so there hasn't been time to do research

Q: Team building programs: a. are used to improve a work group's problem-solving ability and effectiveness b. are up to management alone to implement c. have always been found to be legal by the U.S. Supreme Court d. always require a new union contract

Q: In a learning organization: a. HRD is responsible for all learning that takes place b. top management decides who gets training c. everyone works on solving problems and improving task performance d. most decisions are made only by management

Q: Which of the following is NOT a common characteristic of an effective self-managed team?a. team members are told what to do by their supervisorb. team members have the skills to perform several tasksc. the team receives feedback on performanced. members have discretion over work assignments, schedules and other work issues

Q: What role should senior management take in a TQM program?a. hands-off - it is the workers' program b. they need to guide the implementation of the program c. they need to facilitate the TQM trainingd. none

Q: Job enrichment programs involve: a. paying people more money to make them happier b. giving employees more work to do - they like work c. varying the tasks to increase job satisfaction d. having employees produce more profits for the company

Q: In organizational development, a cooperative agreement between unions and management:a. takes the place of the labor contractb. give the unions what they what with nothing given back on the part of the unionsc. is not needed - management runs the organizationd. requires trust on both sides - but is essential for organizational change to take place in a unionized organization

Q: Job enrichment involves changing:a. The jobs title b. The jobs pay structure c. One or more of the job's characteristicsd. The scope of responsibility of the job

Q: In OD the action plan specifies:a. Who will be the manager b. The intervention strategy c. The evaluation strategyd. How to do the needs assessment

Q: The role of the change agent is all of the following except:a. Fact finder b. Alternative identifier c. Production Managerd. Technical specialist

Q: What are the two primary roles an HRD practitioner can play in the design of OD interventions?a. Assessor and critic b. Change agent and evaluator c. Change agent and implementerd. Trainer and planner

Q: The change agent: a. oversees the evaluation of the process b. determines the need for the change c. needs a broad range of knowledge of OD theories d. can never be an internal HRD person

Q: An organizations paradigm is: a. Its generally accepted view or belief based on unexamined assumptions b. Its corporate rule book c. Its accounting method d. None of the above

Q: To change an organization and its people can be very difficult. According to the Schein 3-stage model, the first step in this process is to: a. unfreeze them - motivate them to look at something new b. restructure them - give them a mentor for change c. take them to the woods (threaten punishment) to get their attention d. have management issue a new operating manual

Q: Organizational development is designed to enhance a. Individual employees only b. Only the organization c. Both the individual employee and the organization d. Neither the individual employee nor the organization

Q: An Intervention strategy is a. the primary means for organizational change and improvement b. an unplanned corporate event c. a new government regulation d. a major problem encountered for the first time by an organization

Q: Organization development appears to be currently in a state of flux.

Q: The culture of an organization has no impact on organization learning.

Q: Strategic interventions may be needed when an organization is faced with internal pressures to change and adapt.

Q: Survey feedback is simply interviewing a lot of people about their jobs.

Q: The model of planned changed (by Porras and Silvers) distinguishes two sets of target variables: vision variables and work setting variables.

Q: An SMT is a self-managed team

Q: Two types of alternative work schedules are flextime and compressed work week.

Q: Job enlargement moves people into different jobs.

Q: HRD generally has little impact on OD changes.

Q: A high performing work system is based on eight core principles.

Q: An HPWS is a high performing work system.

Q: To change an organization and its people can be very difficult. According to the Schein 3-stage model, the first step in this process is to restructure them.

Q: OD enhances the effectiveness of the organization.

Q: OD enhances the well-being of the members of the organization.

Q: OD generally uses spontaneous (non-planned) interventions to accomplish its goals.

Q: Research has shown that organizational learning is very effective.

Q: The change agent needs a knowledge of OD theories.

Q: Techno-structural intervention theory focuses on job competencies..

Q: Which type of manager plays the role of strategist for the organization, coordinator of transactions across national borders and architect for asset configuration?a. business manager b. country manager c. inter-continental managerd. corporate manager

Q: According to your text, which of the following is associated with the integrated competency model of management training?a. planning b. organizing c. controllingd. leadership

Q: What is TRUE about action learning? a. it uses cases developed by universities like Harvard b. it is basically a case study approach ( where the case is a problem existing in your own organization c. it is 'hypothetical' and not real to the managers d. it is losing popularity in today's leaner organizations

Q: The four-dimensional model depicts the managerial role as having all of the following dimensions except:a. 6 function b. 4 roles c. 5 targetsd. 12 managerial styles

Q: The integrated competency model focuses on:a. Education b. Experiences c. Competenciesd. Traits

Q: Corporate colleges or universities are: a. seldom used in the U.S. b. generally offered by Harvard University on weekends c. reflective of past (older) training concepts d. expensive, comprehensive, and often very effective

Q: Which of the following is not a component of management development?a. Mentoring and coaching b. Management education c. Management trainingd. On-the-job experiences

Q: Based on the need for globally competent managers, Bartlett and Ghoshal argue that the role of a country manager is to: a. be leaders and talent scouts b. develop new products c. sense local threats/opportunities and build local resources d. coordinate transactions across national borders

Q: Research studies done in the 1970's and earlier found: a. An environment very similar to today's world b. A very stable environment, unlike today's world c. A rapidly changing environment d. None of the above

Q: The definition of management development includes all of the following except: a. Providing managers with opportunities to learn and grow b. A conscious effort by the organization c. A hope for increasing long term skill levels d. An analysis of needs

Q: Your text made all of the following points concerning management development EXCEPT: a. it must be specific to each organization b. to be effective, it should be outsourced c. it must provide employees a chance to learn and grow d. it must be linked to the organization's business strategy

Q: What common team and group incentive rewards may be used by organizations?

Q: Business degrees are the most popular undergraduate degrees offered in the US.

Q: How should an organization evaluate performance-enhancement techniques?

Q: The characteristics approach involves interviewing managers.

Q: Describe the two most common alternate work schedules.

Q: A lot of what we have learned about Management came from the 1970's and the world has changed since then.

Q: Consider the job of cashier in a supermarket. How could a supermarket manager use the job characteristics approach to improve the design of the cashier position?

Q: When globalizing organizations 4 categories of managers are needed. These types include both business managers and functional managers.

Q: A transformational leader offers us a vision and inspires us to pursue that vision.

Q: Would you rather work for a Christian, faith-based organization or a Muslim, Sharia-based organization? Why?

Q: One method for improving performance feedback is to provide more of it during regular feedback interviews.

Q: When globalizing organizations 4 categories of managers are needed.

Q: Group reward systems can be difficult to manage when group members do not contribute equally at work.

Q: Needs assessment is unimportant in management development programs.

Q: A Scanlon plan is based on the notion that cost savings will be passed on to employees in the form of bonuses.

Q: Behavior modeling typically involves five steps. These five steps include: lecture, taking notes, memorization, repeating and learning.

Q: Incentive compensation is one of the oldest forms of performance-based rewards.

Q: A potential disadvantage to short courses offered by colleges and universities is a perceived lack of relevance and practical orientation.

Q: Flexible work hour plans allow employees to plan when they report to and leave work.

Q: Corporate colleges or universities are seldom used in the U.S.

Q: Needs assessment in management training is critical to program success.

Q: Job rotation involves moving employees from one position to another in an effort to enhance learning and flexibility.

Q: Over one-half of tall raining dollars are spent training nonexempt employees.

Q: When evaluating performance-enhancement, there is no clear rationale for why one index should be favored over the others, and each provides useful information for a firm trying to measure its success.

Q: According to Allred and colleagues which of the following is not a skill managers will need in the 21st Century?a. A knowledge based technical speciality b. Cross-functional and international experience c. Self-management skillsd. Computer programming knowledge

Q: Human resource professionals know that when evaluating performance-enhancement program indicators, many of these indicators can be affected by a wide variety of factors so that changes in any one index may not be a good measure of how effective the intervention has really been.

Q: Complaints about pregnancy-related work discrimination have decreased since 2000.

Q: Prospector, developed by Spreitzer and others is designed to do what?a. Identify managers with the greatest potential to be international executives b. Identify potential supervisors c. Identify managers for US jobsd. Find new managers for an organization

Q: It appears that Western ideas about effective HR practices are quite consistent with Muslim values and law.

Q: The definition of Management development contains all of the following except:a. It is specific to the organization b. A conscious effort by the organization c. A link to organizational strategyd. A cost effective method of training