Human Resource Management
Final Test Solutions
Course Introduction
Human Resource Management is a comprehensive course that explores the essential functions and strategies involved in effectively managing an organizations workforce. Students will examine topics such as recruitment and selection, training and development, performance management, compensation and benefits, labor relations, and the legal and ethical considerations in HR practices. Through a combination of theoretical frameworks and real-world case studies, the course equips learners with the skills necessary to address challenges in employee motivation, diversity management, and organizational change, preparing them for vital roles in human resources across diverse industries.
Recommended Textbook
Organization Theory and Design 10th Edition by Richard
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13 Chapters
1152 Verified Questions
1152 Flashcards
Source URL: https://quizplus.com/study-set/1094
Page 2
L. Daft
Chapter 1: Organizations and Organization Theory
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104 Verified Questions
104 Flashcards
Source URL: https://quizplus.com/quiz/21544
Sample Questions
Q1) Scientific management, pioneered by Frederick Taylor, claimed that decisions about organizations and job design should be based on:
A) Precise, scientific procedures after careful study of individual situations.
B) The insights of practitioners.
C) Leadership, motivation, and human resource management.
D) Management theory.
Answer: A
Q2) Contextual dimensions:
A) Represent only the external environment.
B) Are centralization and personnel ratios.
C) Represent only the organization characteristics.
D) Include size and environment.
Answer: D
Q3) Organizations today have rigid boundaries separating them from other organizations.
A)True
B)False
Answer: False
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Chapter 2: Strategy, Organization Design, and Effectiveness
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101 Verified Questions
101 Flashcards
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Sample Questions
Q1) Which of the following is true about Porter's competitive strategies:
A) Differentiation strategies address whether the market scope is broad or narrow.
B) Differentiation can be broken down into low cost or broad scope categories.
C) An airline using the differentiation strategy would be likely to offer travelers refreshments at a reasonable price, rather than serve bounteous meals.
D) Apple, Inc. is a company that has benefited from a differentiation strategy and never tried to compete on price because it likes being perceived as an "elite" brand.
Answer: D
Q2) Which of the following describes the organization's shared values and beliefs and its reason for being?
A) Strategic intent
B) Mission
C) Official goals
D) Organizational goals
Answer: B
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Chapter 3: Fundamentals of Organization Structure
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90 Verified Questions
90 Flashcards
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Sample Questions
Q1) Which of the following terms would best be linked with "full-time integrator?"
A) Brand manager
B) Task force
C) Direct contact
D) Vertical control
Answer: A
Q2) Explain why departments are created.
Answer: Departments are created within an organization to help streamline and organize the various functions and responsibilities of the business. By dividing the company into different departments, each with its own specific focus and expertise, it becomes easier to manage and coordinate the different aspects of the business. Departments also allow for specialization and expertise in specific areas, leading to increased efficiency and effectiveness in carrying out the organization's goals and objectives. Additionally, departments help to create clear lines of communication and accountability, as well as provide a framework for employees to understand their roles and responsibilities within the organization. Overall, departments are created to help the organization function more effectively and efficiently by dividing and organizing its various functions and responsibilities.
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Chapter 4: The External Environment
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95 Verified Questions
95 Flashcards
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Sample Questions
Q1) Organizations in which of the following types of industries would face the greatest amount of environmental uncertainty?
A) Beer distributors because of simplicity
B) Universities because of complexity
C) Airlines because of instability
D) Appliance manufacturers because of complexity
Q2) List and give examples of each of the general environment sectors.
Q3) Rather than establish buffer departments, a newer approach in many organizations is to drop the buffers and expose the technical core to its uncertain environment.
A)True
B)False
Q4) The organizational environment is defined as all elements that exist outside the boundary of the organization and have the potential to affect all or part of the organization.
A)True
B)False
Q5) What methods are suggested for dealing effectively with resource dependence?
Q6) Draw and label the contingency framework for environmental uncertainty and organizational responses.
Page 6
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Chapter 5: Interorganizational Relationships
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84 Verified Questions
84 Flashcards
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Sample Questions
Q1) Compare and contrast three types of institutional similarity.
Q2) What is an "organizational ecosystem?" How does this concept impact the changing role of management?
Q3) Mimetic forces refer to the similarity that is brought between organizations from environmental influences such as governmental laws and legislative requirements.
A)True
B)False
Q4) A system formed by the interactions of a community of organizations and their environment is referred to as a(n):
A) interorganizational relationships.
B) organizational ecosystem.
C) collaboration network.
D) institutional environment.
Q5) The ____ is composed of norms and values from stakeholders.
A) institutional environment
B) population ecology
C) organizational ecosystem
D) institutional isomorphism
Q6) Compare and contrast coercive forces and normative forces.
Page 7
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Chapter 6: Designing Organizations for the International Environment
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92 Verified Questions
92 Flashcards
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Sample Questions
Q1) ____ are typical in highly volatile environments.
A) Hybrid structures
B) Global geographic structures
C) Global matrix structures
D) Transnational structures
Q2) Reference Case 6.0. Describe how Ford's proposed structural changes are rather different from the usual progression resulting from international development. Describe how Ford's proposed structural changes parallel the new designs for domestic and global advantage.
Q3) When should a company begin using an international division? What problems are likely to be solved? As the company progresses in its international development, what problems will likely not be solved by this structure?
Q4) Stage two is the global stage which means the company takes exports seriously and begins to think multidomestically.
A)True
B)False
Q5) Which type of international strategic alliance, if any, would you recommend for a business that wanted to gain entry into China? Explain the reasons behind your choice.
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Chapter 7: Manufacturing and Service Technologies
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88 Verified Questions
88 Flashcards
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Sample Questions
Q1) Boundary roles are used extensively in manufacturing firms, but rarely used in service organizations.
A)True
B)False
Q2) Using Woodward's findings, compare the structures that are appropriate for each of the technologies she identified. Use at least the following elements of structure: supervisor span of control, worker skill level, centralization, and number of management levels.
Q3) More advanced technology tends to cause job enrichment.
A)True
B)False
Q4) Compare and contrast the configuration and structural characteristics of service organizations versus product organizations.
Q5) The heart of ____ is not machines, but employee involvement.
A) mass customization
B) FMS
C) lean manufacturing
D) CAD
Q6) Contrast the axes on Perrow's framework for department technologies.
Page 9
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Chapter 8: Using It for Coordination and Control
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84 Verified Questions
84 Flashcards
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Sample Questions
Q1) ____ are defined as the formal routines, reports, and procedures that use information to maintain or alter patterns in organization activities.
A) Management control systems
B) MIS
C) DSS
D) TPS
Q2) The impact of information technology on organization design includes:
A) larger size.
B) more decentralized organization structures.
C) technology is a substitute for professional staff, thereby decreasing the need for them.
D) decreased levels of employee participation.
Q3) The balanced scorecard is an information system used for making decisions.
A)True
B)False
Q4) Approaches of explicit knowledge management include the use of dialogue and communities of practice.
A)True
B)False
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Chapter 9: Organization Size, Life Cycle, and Decline
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83 Verified Questions
83 Flashcards
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Sample Questions
Q1) Why would a large organization tend to be more formalized?
Q2) Explain the patterns found in the study of personnel ratios for administrative, clerical, and professional support staff.
Q3) Despite the increasing size of many companies, the economic vitality of the U.S. is tied to small and midsize businesses.
A)True
B)False
Q4) Clan control is most often used in:
A) small, informal organizations or in organizations with a strong culture.
B) small, formal organizations or in organizations with a weak culture.
C) large, informal organizations or in organizations with a weak culture.
D) large, formal organizations or in organizations with a strong culture.
Q5) Explain the relationship between organizational size and at least three specific structural characteristics.
Q6) Weber believed that a well-managed bureaucracy would ensure efficient organizational functioning in both government and business settings.
A)True
B)False
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Chapter 10: Organizational Culture and Ethical Values
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80 Verified Questions
80 Flashcards
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Sample Questions
Q1) Some organizations have dress codes that limit individual freedom in the workplace. Do such rules inhibit the establishment of corporate culture?
Q2) When a student finishes his studies at a college, he goes through a graduation ceremony with the idea of soon finding a new social role. This is an example of a rite of:
A) passage.
B) enhancement.
C) renewal.
D) integration.
Q3) The adaptability culture encourages entrepreneurial values, norms, and beliefs that support the capacity of the organization to detect, interpret, and translate signals from the environment into new behavior responses.
A)True
B)False
Q4) Which of the following is (are) manifestation(s) of corporate culture?
A) Legends
B) Ceremonies
C) Stories
D) All of these
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Page 12
Chapter 11: Innovation and Change
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83 Verified Questions
83 Flashcards
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Sample Questions
Q1) The manager of R&D for PlasticWare, a kitchen products company, said that only 10% of their new products ever make a profit. He said that the industry average is 15%, but one company in the industry has a success rate of 90%. What advice would you give PlasticWare concerning organization structure?
Q2) Technical innovation is facilitated by a(n) ____ process and a(n) ____ structure, while administrative change best occurs as a result of a(n) ____ process and a(n) ____ structure.
A) top-down, organic - bottom-up, mechanistic
B) bottom-up, organic - top-down, mechanistic
C) strategic, mechanistic - tactical, organic
D) ambidextrous, product - OD intervention, functional
Q3) A(n) ____ provides a safe harbor where ideas from employees throughout the organization can be developed without interference from company bureaucracy or politics.
A) switching structure
B) idea incubator
C) idea champion
D) technical core
Q4) Discuss the forces for culture change.
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Chapter 12: Decision Making Processes
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85 Verified Questions
85 Flashcards
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Sample Questions
Q1) Based on the fact that the management science approach uses quantitative data, which are not rich, discuss limitations of the approach for organizational decision making.
Q2) Which stage of the organizational decision making process occurs when alternative courses of action are considered and one alternative is selected and implemented?
A) Problem consensus stage
B) Problem identification stage
C) Problem solution stage
D) Problem generation stage
Q3) ____ are repetitive and well-defined, and procedures exist for resolving the problem.
A) Programmed decisions
B) Incremental decisions
C) Nonprogrammed decisions
D) Irrational decisions
Q4) Describe the difference between programmed decisions and nonprogrammed decisions and provide an example of each.
Q5) What special considerations should a manager take who finds himself in a high-velocity environment?
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Chapter 13: Conflict, Power, and Politics
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83 Verified Questions
83 Flashcards
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Sample Questions
Q1) Describe the conditions under which a rational model of behavior could be operative. How does the rational model compare to the political model?
Q2) The advantage of intergroup consultation is that individuals become submerged in the values, attitudes, problems, and goals of the other department.
A)True
B)False
Q3) Which model of organization often prevails because each department has different interests it wants met and different goals it wants to achieve?
A) Political
B) Rational
C) Garbage Can
D) Incremental
Q4) Network centrality means that managers have access to information and people that are critical to the company's success, and thereby increase their power base.
A)True
B)False
Q5) What political tactics are recommended for using power?
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Page 15