31. The _____ are the activities that members of a work unit engage in to produce a given output.
A. work outputs
B. work analyses
C. work inputs
D. work processes
Work processes consist of operating procedures that specify how things should be done at each stage of the development of a product.
32. Identify the exception among the following statements with regard to the benefits of team-based job design.
A. Team members can back each other up.
B. Team members can point out each other’s mistakes.
C. Team members can share work in case a member is overloaded.
D. Some members lean too much on other team members.
In addition to providing a wider set of skills, team members can back each other up, share work when any member becomes overloaded, and also catch each other’s errors.
33. If work is organized around teams, then:
A. highly complex work should be assigned to single individuals.
B. team bonuses need to play a major role in terms of defining rewards.
C. individual pay raises need to play a major role in terms of defining rewards.
D. decision-making power should be centralized.
For teams to be effective, it is essential that the level of task interdependence matches the level of outcome interdependence. And team bonuses play a major role in terms of defining rewards.
34. When a work group’s workload lightens, then:
A. members may take on tasks that do not relate to the work unit’s product in an effort to appear busy.
B. members will offload the remaining work onto other team members.
C. members will stop coming to work.
D. the work group will decrease in size by letting go of additional members.
Often, when workloads increase, a group will grow by adding positions to meet new requirements. However, when work load lightens a member may take on unrelated tasks to appear busy.
35. How much teams share a reward for task accomplishment is known as:
A. member heterogeneity.
B. potency.
C. outcome interdependence.
D. task interdependence.
For teams to be effective, it is essential that the level of task interdependence (how much they have to cooperate) matches the level of outcome interdependence (how much they share the reward for task accomplishment).
36. The final stage of a work-flow analysis is analyzing the:
A. work outputs.
B. work inputs.
C. work processes.
D. work relationships.
The final stage in work-flow analysis is to identify the work inputs. They further may be broken down into the raw materials, equipment, and human skills needed to perform the tasks.
37. The final inputs in the work flow process are the:
A. raw materials.
B. technology and machinery.
C. human skills and effort.
D. quality control measures.
Work inputs can be broken down further into the raw materials, equipment, and human skills needed to perform the tasks.
38. Assume that you are writing a report for your class. You do not possess good writing skills, and because of this deficiency, your paper receives a grade of D. In which part of the work-flow process was the deficiency?
A. Raw material inputs
B. Equipment
C. Human skills
D. Activity
Human skills and efforts are considered an input in the work-flow process and are necessary to perform tasks.
39. Creating a good fit between the skills and values of employees and _______ is a powerful determinant of organizational success.
A. the environment in which they work
B. their co-workers
C. the culture of the department
D. the tasks and mission they are assigned
A good fit between the skills and values of employees and the tasks assigned is important for organizational success and cannot be taken lightly.
40. When decision-making authority resides at the top of the organizational chart as opposed to being distributed throughout lower levels, an organization is:
A. divisional.
B. mechanistic.
C. centralized.
D. decentralized.
Centralized authority is decision-making authority residing at the top of the organizational chart. And when authority is distributed through the lower levels an organization has a decentralized authority.
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