Course 14 test 5

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Redsfl
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243480
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Course 14 test 5
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2013-10-28 22:56:27
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14
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C14
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  1. Which organizational design is impersonal and relies on rules?
    Mechanistic Design
  2. Which organizational design has strict controls?
    Mechanistic Design
  3. Which organizational design is communication very efficient?
    Mechanistic Design
  4. Which organizational design has a predictable environment?
    Mechanistic Design
  5. Which organizational design has an extensive use of personal coordination?
    Organic Design
  6. Which organizational design are jobs and people grouped into functional units?
    Organic Design
  7. Which organizational design has a lot of interaction between shops?
    Organic Design
  8. Which organizational design leads to greater empowerment of its workers?
    Organic Design
  9. Which organizational design has a lot of flexibility?
    Organic Design
  10. Which organizational design has a constantly changing environment?
    Organic Design
  11. Which organizational design is perfect for a changing technology demand?
    Organic Design
  12. Which organizational design must have both organic and mechanistic design?
    Diverse Design
  13. Which organizational design has both control and flexibility?
    Diverse Design
  14. Which organizational design is used for special projects?
    Matrix Design
  15. Which organizational design has dual lines of authority?
    Matrix Design
  16. Name the four different stages of team building In order.
    • 1) Forming
    • 2) Storming
    • 3) Norming
    • 4) Performing
  17. Which step of team building is the period of uncertainty?
    Forming
  18. Which step of team building is where conflicts arise and cliques start to form?
    Storming
  19. Which step of team building is the team proficient in achieving their goals?
    Performing
  20. Which step of team building is where the team establishes commitment to the task?
    Norming
  21. Which phase is where the team is productive at a satisfactory level?
    During the phase when cliques are gaining strength and members are being more vocal. (Storming)
  22. What are the stages of team development in order, NOT TEAM BUILDING?
    • 1) People are unsure
    • 2) Needs to know the objective
    • 3) Cliques form
    • 4) Highly productive
  23. What is a BROAD statement describing a desired future condition without being specific about how much and when?
    Goal
  24. What is a Goal?
    A BROAD statement describing a desired future condition without being specific about how much and when.
  25. With clearly defined goals, your workers will: (three things)
    • 1) Be able to track their own progress
    • 2) Have a voice in determining what needs to be accomplished
    • 3) Learn how to establish and meet their goals
  26. What three things are needed for a good goal statement?
    • 1) General in nature
    • 2) Identify a desired condition
    • 3) Has an intended result
  27. What is a SPECIFIC statement of a desired SHORT term condition which includes measurable end results to be accomplished within a specific time limit?
    Objective
  28. What is an objective?
    A specific statement of a desired short term condition which includes measurable end results to be accomplished within a specific time frame.
  29. What are the five things needed to be an objective?
    • SMART
    • 1) Specific
    • 2) Measurable
    • 3) Agreed Upon
    • 4) Realistic
    • 5) Time Framed
  30. What is S.M.A.R.T.?
    • Specific
    • Measurable
    • Agreed Upon
    • Realistic
    • Time Framed
  31. What are the three ways for organizational conflicts?
    • 1) Communication
    • 2) Structural
    • 3) Behavior
  32. ORGANIZATIONAL CONFLICT MANAGEMENT
    High assertiveness, high stakes, and low cooperativeness best used in an emergency or unpopular actions.

    A) Accommodating
    B) Compromise
    C) Avoiding
    D) Collaborating
    E) Forcing
    E) Forcing
    (this multiple choice question has been scrambled)
  33. ORGANIZATIONAL CONFLICT MANAGEMENT
    Everything is high, the issue is to important to compromise, builds teamwork, takes a long time.
    A) Forcing
    B) Avoiding
    C) Collaborating
    D) Accommodating
    E) Compromise
    C) Collaborating
    (this multiple choice question has been scrambled)
  34. ORGANIZATIONAL CONFLICT MANAGEMENT
    Everything is moderate, give and take, can be a temporary solution.
    A) Forcing
    B) Avoiding
    C) Collaborating
    D) Accommodating
    E) Compromise
    E) Compromise
    (this multiple choice question has been scrambled)
  35. ORGANIZATIONAL CONFLICT MANAGEMENT
    Everything is low, best used on trivial issues or ones you can't win, tends to be easy.
    A) Compromise
    B) Forcing
    C) Accommodating
    D) Avoiding
    E) Collaborating
    D) Avoiding
    (this multiple choice question has been scrambled)
  36. ORGANIZATIONAL CONFLICT MANAGEMENT
    Low assertiveness, low stakes, high cooperation, helps people grow, used when you are wrong.
    A) Accommodating
    B) Compromise
    C) Avoiding
    D) Forcing
    E) Collaborating
    A) Accommodating
    (this multiple choice question has been scrambled)
  37. To pick the correct conflict management management you must know what three things?
    • 1) Who is involved
    • 2) Stakes - How important are the stakes.
    • 3) Situation - Is it an emergency
  38. ORGANIZATIONAL CHANGE
    What stage do you need to develop a "Felt need"?
    Unfreezing Stage
  39. ORGANIZATIONAL CHANGE
    What stage do you develop your change management plan?
    Unfreezing
  40. ORGANIZATIONAL CHANGE
    In what stage is where the change takes place and you observe behavior?
    Change stage
  41. ORGANIZATIONAL CHANGE
    In what stage do you cement attitudes?
    Refreezing Stage
  42. ORGANIZATIONAL CHANGE
    How do you cement attitudes?
    Use rewards or reinforcements
  43. When do you determine rewards?
    During the unfreezing stage
  44. What stage are rewards used?
    Refreezing
  45. What are the four steps, not stages, in change?
    • 1) Existing behavior
    • 2) Create a Felt need for the change
    • 3) Change
    • 4) Locking in expected outcomes
  46. Six steps in problem solving in order.
    • 1) Identify
    • 2) Conduct Analysis
    • 3) Develop Solutions
    • 4) Develop a Plan
    • 5) Act on the Plan
    • 6) Start Again or Look Elsewhere
  47. Conduct _________ solution at a time.
    One
  48. Most of the time when you discover a problem, you have......
    Only discovered a symptom of the real problem and not the true cause.
  49. What two things must your problem identification statement state?
    • 1) Identifies the true problem
    • 2) Desired future state

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