The process of dividing work activities into separate job tasks is known as ________.
A) work specialization
B) organizational design
C) differentiation
D) span of control
Question 2Michelle is very concerned about the formal framework by which job tasks are divided, grouped, and coordinated within her unit. This implies that she is concerned about ________.
A) the chain of command
B) the organizational structure
C) the organizational design
D) decentralization
Question 3Organizational design is a process that involves decisions about ________.
A) work specialization and cost-leadership
B) chain of command and span of control
C) centralization and differentiation
D) departmentalization and diversification
Question 4________ is the formal arrangement of jobs within an organization.
A) Departmentalization
B) Organizational design
C) Organizational structure
D) Work specialization
Question 5What are the various organizational approaches toward managing stress?
What will be an ideal response?
Question 6Elaine is very good at what she does, but she is constantly stressed by internal deadlines assigned to co-workers, obligatory meetings, and time lost in unrelated idle cubicle chatter.
Today, after a meeting with her supervisor, she has been given more responsibility for her work, is able to set her own deadlines, decline attendance to various department meetings, and telecommute two days a week. Elaine's boss is using which of the following organizational strategies to reduce her stress?
A) job redesign
B) organizational communication
C) employee involvement
D) organizational development
E) process reengineering
Question 7Organizationally supported programs that focus on the employee's total physical and mental condition, such as helping them quit smoking or control alcohol use, are called ________ programs.
A) job redesign
B) relaxation
C) employee involvement
D) organizational development
E) wellness
Question 8Which of the following statements is not true regarding organizational approaches to managing stress?
A) With goal-setting in the organization, individuals perform better when they have specific and challenging goals and receive feedback on their progress toward these goals.
B) Redesigning jobs to give employees more responsibility, more meaningful work, more autonomy, and increased feedback can reduce stress.
C) Managers should consider decreasing employee involvement in decision making because evidence clearly shows that decreases in employee empowerment reduce psychological strain.
D) Increasing formal organizational communication with employees reduces uncertainty.
E) Some employees need an occasional escape from the pace of their work.
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