Management BUS 211-212 Week 2 - Quiz

Quiz Each Friday there will be a quiz to see how much you have learned and remembered from the past week. If you do not score over 70%, then you have a lot of work to do! No books or notes are allowed. There are 20 questions. You must take the quiz without help from your friends.

Question 1 1 What is an organogram? a A diagram to show the structure of an organisation b A diagram to show the individuals in an organisation c A diagram to show where parts of the body are d A diagram showing the best way to the cake shop

Question 2 2 What is “work specialization”? a A special job for a special person b The degree to which one needs specialist knowledge to do a job c The degree to which a job is important d The degree to which tasks in the organisation are subdivided into separate jobs

Question 3 3 What is centralization? a

Question 4 4 Which of these structures best suits a cost minimization strategy? a Mechanistic b Simple c Matrix

Question 5 5 What are simple, vertical, horizontal and spatial used to describe? a Types of building b Types of people c Types of structure d Types of strategy

Question 6 6 List 3 contemporary organisation designs a b c

Question 7 7 What is a “cross-functional” team? a An angry work team b A team from different organisations c A work team from one office d A work team composed of individuals from various functional specialties

Question 8 8 What is a “community of practice”? a A group of people working on a project together b A group of people with a common interest who share and deepen their knowledge with one another c A group of people who practice a topic repeatedly to improve their skills d A place where people live together

Question 9 9 Name two types of flexible working a b

Question 10 10 Name 3 types of contingency worker a b c

Question 11 11 Name the five stages of group development a b c d e

Question 12 12 What is “groupthink”? a Thinking together as a group about a problem b Behaving the same way as others in a group in order to conform c Behaving differently to others in a group to be individual d Talking in a group about a problem

Question 13 13 What is the ideal size for a group or team? a 5-7 b 7-9 c 9-15 d 100

Question 14 14 What is the Interactionist view of conflict? a Some conflict is necessary for good performance b All conflict is necessary for good performance c All conflict is bad for performance

Question 15 15 Name 2 of the 5 methods for managing conflict a b

Question 16 16 Name 4 of the 7 characteristics of organisational culture a b c d

Question 17 17 Where does culture begin? a At home b Middle managers c Founders d Retirement

Question 18 18 Name 2 types of culture you can create a b

Question 19 19 Name 3 things that help create a spiritual workplace a b c

Question 20 20 Give 3 examples of the “external environment” which affects organisations. a

Answers 1-10 Q Answers 1 a. A diagram to show the structure of an organisation 2 d. 3 The degree to which decision making is concentrated at a single point in the organisation. 4 a. Mechanistic 5 c. Types of structure 6 Any of these: Team, Matrix, Project, Boundaryless, Virtual, Network, Learning 7 d. A work team composed of individuals from various functional specialties 8 b. A group of people with a common interest who share and deepen their knowledge with one another 9 Telecommuting, compressed workweek, flexi-time, flexi hours, job sharing

Answers Q Answers 10 Temporary, freelance, contract 11 Forming, storming, norming, performing, adjourning 12 b. Behaving the same way as others in a group in order to conform 13 a. 5-7 14 a. Some conflict is necessary for good performance 15 Forcing, collaborating, compromising, accommodating, avoiding 16 Innovation and risk taking, attention to detail, outcome orientation, people orientation, team orientation, aggressiveness, stability 17 c. Founders 18 Customer responsive, innovation

Answers Q Answers 19 Challenge and involvement, freedom, trust and openness, idea time, playfulness humour, conflict resolution, debates, risk taking 20 Politics, economics, technology