People Management

Question 1

Cutting temporary staff is not an alternative to employment downsizing for temporary downturns.

Answer 1

False

Question 2

Firms that downsize during temporary financial downturns perform better in the long-term than firms that do not downsize.

Answer 2

False

Question 3

Freezing salaries is not an alternative to employment downsizing for temporary downturns.

Answer 3

False

Question 4

Self-managed teams and decentralisation is an essential component of high performance work systems.

Answer 4

True

Question 5

Both downsizing and restructuring are disruptive.

Answer 5

True

Question 6

Managers who consider employees as assets to be developed tend to downsize during temporary financial downturns.

Answer 6

False

Question 7

Managers with an ‘expense’ mental model consider employees as costs to be cut.

Answer 7

True

Question 8

Managers who consider employees as costs to be cut are responsible restructurers.

Answer 8

False

Question 9

Both downsizing and restructuring are disruptive.

Answer 9

True

Question 10

Employment security is an essential component of high performance work systems.

Answer 10

True

Question 11

A performance measurement system is an example of an alignment mechanism.

Answer 11

True

Question 12

A permanent cross-unit group is a linking mechanism.

Answer 12

True

Question 13

A change in organisation design often requires a change in the way careers are designed.

Answer 13

True

Question 14

Organisational design involves strategic groupings, as well as linking and alignment mechanisms.

Answer 14

True

Question 15

An informal network is not considered to be an alignment mechanism

Answer 15

False

Question 16

Alignment in supporting systems and processes can pull people in different directions.

Answer 16

False

Question 17

There are six (6) basic strategic groupings in organisational design.

Answer 17

False

Question 18

Which of the following is NOT a basic strategic grouping structure:

Answer 18

Modular organisation structure.

Question 19

Pooled interdependence is the most difficult to manage.

Answer 19

False

Question 20

Managers who view employees as costs are inclined to see in employees the potential to grow their businesses.

Answer 20

False

Question 21

A permanent cross-unit group is a linking mechanism.

Answer 21

True

Question 22

An informal network is not considered to be an alignment mechanism.

Answer 22

False

Question 23

The strategic planning process is an alignment mechanism

Answer 23

False

Question 24

A manager who views employees as assets to be developed is inclined to see the workforce as a source of innovation and renewal.

Answer 24

True

Question 25

Obstacles to change can be, for example, people, organisation structure or systems.

Answer 25

True

Question 26

Which of the following is not on Kotter’s list of steps that should be undertaken to transform an organisation?

Answer 26

Avoid creating panic

Question 27

Kotter identified eight specific steps to transform an organisation.

Answer 27

True

Question 28

The organisational change process usually goes through a series of steps

Answer 28

True

Question 29

Dysfunctional organisational cultures are often the reason for large-scale change efforts.

Answer 29

True

Question 30

Transformational organisational change can usually be accomplished in a short period of time.

Answer 30

False

Question 31

The fewer people involved in the organisation change effort, the better the outcome.

Answer 31

False

Question 32

A pitfall of change is relegating team leadership to a function manager rather than to a senior line manager.

Answer 32

A pitfall of change is relegating team leadership to a function manager rather than to a senior line manager.

Question 33

The only time employees resist change is when they feel personally threatened by the change.

Answer 33

False

Question 34

The organisational change process usually goes through a series of steps

Answer 34

True

Question 35

During an organisational change initiative, managers should discourage risk taking.

Answer 35

False

Question 36

Which of the following is not on Kotter’s list of steps that should be undertaken to transform an organisation?

Consolidate improvements and still produce more change
Create a vision
Anchor changes in the organisation’s culture
Avoid creating panic
Form a powerful coalition

Answer 36

Avoid creating panic

Question 37

Top management commitment to a change initiative is only required in the initial stages of the initiative.

Answer 37

False

Question 38

Transformational change efforts are usually introduced rapidly.

Answer 38

False

Question 39

Virtual teams are less likely than face-to-face teams to share unique information.

Answer 39

False

Question 40

Team conflict can be avoided by engaging in conversations on team member expectations and preferences up front

Answer 40

True

Question 41

Team diversity likely hinders team performance.

Answer 41

False

Question 42

Debriefs after each performance episode are useful to review positive and negative aspects of coordination efficiency.

Answer 42

True

Question 43

There are six (6) core processes and emergent states, and three (3) influencing conditions important to team functioning.

Answer 43

True

Question 44

We hold perceptions of others based on our culture, beliefs and experiences.

Answer 44

True

Question 45

Team culture and climate can influence team performance.

Answer 45

True

Question 46

Teams are a distinguishable set of two or more people who interact, dynamically, interdependently, and adaptively, toward a common and valued goal / objective / mission.

Answer 46

True

Question 47

Which of the following is not a critical consideration for teamwork and collaboration?

Answer 47

Equanimity

Question 48

Teams that utilise routines and distribute responsibilities have been found to be more effective than those that do not.

Answer 48

True

Question 49

Leadership sharing in teams is beneficial to team performance.

Answer 49

True

Question 50

Team culture and climate can influence team performance.

Answer 50

True

Question 51

A psychologically safe climate is one in which team members feel comfortable sharing information, but are cautious of being open with one another for fear of repercussions.

Answer 51

False

Question 52

Individuals can draw on 10 critical considerations or guidelines to understand what is needed to ensure teamwork is successful.

Answer 52

False