Rutgers Intro to Management Exam COMPLETE QUESTIONS AND CORRECT DETAILED ANSWERS (VERIFIED ANSWERS) |ALREADY GRADED A+||BRAND NEW VERSION!!

Rutgers Intro to Management Exam COMPLETE QUESTIONS AND CORRECT DETAILED ANSWERS (VERIFIED ANSWERS) |ALREADY GRADED A+||BRAND NEW VERSION!! Job Design - Answer- creating jobs in an organization that can be done effectively and efficiently while providing meaningful work for the employees Who created the job characteristics model? - Answer- Hackman and Oldham Job Characteristics Model - Answer- to better explain how job design can impact employee satisfaction and job performance Skill Variety - Answer- extent to which a job requires a worker to use a wide range of different abilities and skills Task Identity - Answer- extent to which the job requires the worker to perform all the tasks needed to fully complete the task Task Significance - Answer- extent to which the job requires the lives of other people Autonomy - Answer- the extent to which the employees is allowed to make choices about scheduling and how best to perform tasks Feedback - Answer- extent to which the employees receives clear & direct information on how well they are performing the task Contingency Factors: - Answer- pre-conditions for the model to be predictive Organizational Structure - Answer- the grouping together of jobs into work groups, the delegation of authority & responsibility within the organization & the formal reporting relationships of employees to supervisors Functional Structure - Answer- groups jobs that require similar skills & experience together into a single work group reporting to the leader of the organization Divisional Structure - Answer- groups jobs together with people of diverse skills & experience who collectively focus on either providing specific products or or serving specific groups of customers or serving specific geographic areas Matrix Structure - Answer- groups jobs together simultaneously by function and by division Delegation of Authority - Answer- ultimate authority for decision rests with the shareholders of the business Centralized Organizational Structure - Answer- most decisions are made by the senior executives at the top of the organization Decentralized Organizational Structure - Answer- many decisions are delegated to lower levels of management with those managers accountable for the consequences of their decisions Span of Control - Answer- refers to the number of direct reports assigned to a a manager Broader the span of control.. - Answer- more direct reports Narrower span of control.. - Answer- fewer direct reports Levels of Hierarchy - Answer- refers to the number of managerial levels between the top and bottom of an organization Flatter the organization= - Answer- fewer hierarchical levels Taller the organization= - Answer- more hierarchical levels Liaisons - Answer- individuals appointed with the responsibility to coordinate the activities of their group with the activities of 1 or more other groups Task Forces - Answer- made up of members of multiple groups who are assembled to address a specific need for coordination (used for developing new product) Cross Functional Teams - Answer- made up of members of multiple groups who are assembled with ongoing responsibility for managing a key activity of the organization Integrating Roles - Answer- individuals that in addition to their other responsibilities are charged with being a coordinator of activities with other groups Dimensions of Culture - Answer- content, consensus, intensity of feelings Levels of Organization Culture - Answer- artifacts values assumptions artifacts - Answer- includes things that can be observed in the organization Values - Answer- the espoused and documented norms, ideologies, charters, philosophies, that compromise the apparent values of the organization Assumptions - Answer- the underlying, taken-for-granted, & usually unconscious thoughts of members of the organization that determine perceptions, thought processes, feelings and behaviors. ROOT Weak Organizational Culture - Answer- lack of uniformity around the many aspects of culture Strong Organizational Culture - Answer- the majority of employees share the same norms and values Strategic Human Resources Management - Answer- identification of current & future talent requirements necessary to support the goals & strategies of the organization as well as the developments and implementation of the plans & programs to assure the organization recruits, trains, develops, supports, & retains that talent Succession Planning - Answer- the process of identifying likely candidates for future openings in key position in the organization as well as evaluating each employee's potential for taking an added responsibility 5 Key Activities Coordinated by the Human Resources (HR) Function - Answer- -Recruitment & Selection -Training and Development -Performance Appraisal & Feedback -Compensation and Benefits -Employee Relations Recruitment & Selection - Answer- a process for identifying, pursuing & hiring qualified candidates to fill current & future available positions within an organization Training - Answer- teaching employees the skills necessary to perform effectively in their current job Development - Answer- preparing employees to take on additional responsibilities for future roles or expanded responsibilities in their current role Performance Appraisal & Feedback - Answer- a process of employee evaluation & communication with the goal of providing timely & beneficial information to the employee and organization , on the value of contributions of the employee to organization as well as identifying opportunities for improving employee performance Compensation & Benefits - Answer- a program & process for providing competitive pay & other incentives to employees in support of the organization's goals, strategy & values Employee Relations - Answer- various programs, services, activities & communications enacted by the organization to foster a positive relationship between the organization & its employees