GROUP 7

Specialized 1. According to this notion, boundaries should be there to promote the

growth of _________talents.

Deliberate 2. According to this principle, all completed tasks should be coordinated as a

single unit. It makes sense to coordinate because it is a ___________ procedure.

Most 3. According to this principle, tasks should be given to the team or individual who is
the ________ qualified.

Michael E. Porter 4. _______ proposed that organizations can compete through lower cost
or through the ability to offer distinctive products and services which command a
premium price.

Simple-complex dimension 5. It is the degree to which external factors influence the

organization and competition.

Large Organizations 6. _________ create value through efficiencies, have a global reach
and brand, a more stable market, and put more emphasis on managers.

Strategy 7. This is the most important influencing factor of organizational structure and
design.

Stable-unstable dimension 8. This refers to the elements in the environment that are
dynamic,

Small Organization 9. This type of organization are usually responsive, flexible, flat,
organic, and entrepreneurial.

Principle of Innovation and Adaptation 10. According to this principle, organizational

structures ought to be adaptable enough to keep up with technology.

II.

TECHNOLOGY 1. A key enabler for decision making which enables organizations to

become more decentralized, improve horizontal coordination and external
collaboration.

CULTURE 2. These are values, assumptions, beliefs, attitudes, feelings, stories, heroes,
symbols, language, and habits.

STRATEGY 3. It dictates the strategic priorities of an organization.

SMALL AND LIFE CYCLE 4. It classifies organizations as small and large which go through
different stages of development.

ENVIRONMENT 5. The most important factor and its stability comprise two dimensions
called simple-complex dimension and stable-unstable dimension.
III
FALSE 1. Goal approach utilize internal health and economic efficiency

TRUE 2. Examining the input and determining whether the business successfully secures
the resources required for high performance is called Resource-base approach.

TRUE 3. There are 3 effective approaches in Organization Design

FALSE 4. The ability to achieve its goals is called effective approach

FALSE 5. Organization Design's effective approaches are Research and Development,
Internal Process Approach and Goal Approach

GROUP 5
PART 1: TRUE OR FALSE

1.In the Early 1980’s, business expressed a far more intense interest in organizational
behavior than in other aspects of culture.

2. During 1980’s, interest in organization culture was clearly NOT restricted to

academic researchers. Besides, many expressed a far more intense interest in it.

3. Social Psychology is most closely related to the study of culture and cultural
phenomena out of all the social science disciplines.

4. Organizational climate is not easily manipulated by management to directly

affect the behavior of employees.

5. Initiate Implementation Strategies is the step four in creating an organizational

culture.

6. According to Ouchi, there are eight (8) points of comparison in understanding

organizational culture.

7. Inside Entrepreneurship requires all the complex aspects of innovation process.

8. Formulate strategic values, develop cultural values, and create vision are the only
steps in creating organization culture.

9. Socialization is the process through which employees learn about their

organization’s culture and pass their knowledge and understanding on to others.
10. As studied by psychologists, socialization is the process through which children
learn to become adults in a society.

PART 2: MULTIPLE CHOICE QUESTIONS (A, B, C, D)

1. It is a group of people who tends to work together in an organized course of action

for joint or shared purpose(s).
A. Culture
B. Organization Culture
C. Organization
D. Organizational Culture

2. The following are examples of published articles in early 1980’s except:

A. Business week
B. Fortunne
C. Business periodicals
D. Other Business Periodicals

3. It is referred to as a variety of tools that managers can use to create some

economic advantage for the organization.

A. Sociological Contribution
B. Organizational Contribution
C. Economic Contribution
D. Anthropological Contribution

4. It gives emphasis on the creation and manipulation of symbols and lends itself
naturally to the analysis of organizational culture.

A. Social Psychology Theory

B. Social Psychological Theory
C. Social Psychosocial Theory
D. Social Physiology Theory

5. This researcher was the first researcher who focused explicitly on analyzing the
cultures of a limited group of firms. He analyzed the organization cultures of three (3)
groups of firms, which he characterized as (1) typical U.S. firms, (2) typical Japanese firms,
and (3) Type Z U.S. firms.
A. William G. Ouchi
B. Henry G. Ouchi
C. Wiliam G. Ouchi
D. Tom Peters

6. Setting is the first stage. These fundamental notions of an

organization's external environment inform its strategy.
A. values
B. reinforcement
C. strategic values
D. vision

7. This type of innovation is also called "breakthrough innovation" that changes or

creates whole industries.
A. System Innovation
B. Incremental Innovation
C. Disruptive Innovation
D. Radical Innovation

8. Who focused more explicitly than Ouchi on the relationship between organization
culture and performance?
A. Tom Peters and Robert Waterman
B. Tom Waterman and Robert Peters
C. Robert Peterson and Tom Walker
D. William James and Robert Pattinson

9. The three elements of managing organization culture includes the following,

except:
A. Teaching the organization culture
B. Describing the organization culture
C. Changing the organization culture
D. Taking advantage of the existing culture

10. The important elements of cultural change process includes the following, except:
A. Stability of symbols
B. Difficulty of change
C. Managing symbols
D. Stability of change

GROUP 6

🔰 TEST 1- TRUE OR FALSE

1. Planning is an essential element of management.

Answer: TRUE

2. Integration is the process of coordinating the various tasks and roles to achieve goal
accomplishment.

Answer: TRUE

3. The size of the Administrative hierarchy is directly related to the span of control.

Answer: FALSE

4. Geographic departmentalization plays a vital role in reaching out targeted audiences

residing in different areas.

Answer: TRUE

5. Managers can take on the responsibility of others but cannot shed their own
responsibility onto those below them in the hierarchy.

Answer: TRUE

6. Authority is an obligation to do something with the expectation that some act or output
will result.

Answer: FALSE

7. The "overlapping work groups" principle states that work groups are linked, with
managers serving as "linking pins".

Answer: TRUE

🔰 TEST 2 - MULTIPLE CHOICE

1. It is the opposite end of centralization in which decision are made throughout the
hierarchy. It allows the lower-level employees participate in making decisions.
Answer: Decentralization

2. It is the system of reporting relationships in the organization, from the first level up
through the president or CEO.

Answer: Administrative Hierarchy

3. Father of Scientific Management

Answer: Fredrick Winslow Taylor

4. It is similar to functional departmentalization except that the focus is much more on

specific jobs grouped according to activity.

Answer: Departmentalization by process

5. This is often used in very large organizations with more complex structures.

Answer: Mixed Departmentalization Scheme

6. It is the process of dividing labor and tasks throughout an organization.

Answer: Differentiation

🔰 TEST 3 - IDENTIFICATION

1. German sociologist in early 1900s when organizations were inherently inefficient

Answer: MAX WEBER

2. It is a popular movement that has been part of a reaction to the complexity that comes
with increasing organization size.

Answer: DOWNSIZING

3. It defines the size of the organization’s work groups.

Answer: SPAN OF CONTROL

4. It is a system of task, reporting, and authority relationships within which the work of the
organization is done.

Answer: ORGANIZATION STRUCTURE

5. It is a collection of people working together to accomplish something better than they

could working separately.

Answer: ORGANIZATION

6. It is the manner in which divided tasks are combined and allocated to work groups. It
is a consequence of division of labor, if coordinated action is to be achieved.

Answer: DEPARTMENTALIZATION

7. He developed this approach ‘Human Organization’ to organization structure in the

1960s.

Answer: RENSIS LIKERT

GROUP 1

⭐️ENUMERATION

Enumerate one (1) benefits of shifting from a hierarchical culture to a team-based culture

- QUALITY CIRCLES

- WORK TEAMS

- PROBLEM-SOLVING TEAMS

- MANAGEMENT TEAMS

- PROJECT DEVELOPMENT TEAMS

- VIRTUAL TEAMS

Enumerate one (1) reward system that is common in a team organization.

- SKILL-BASED PAY

- GAIN-SHARING SYSTEMS
- TEAM BONUS PLANS

Enumerate one (1) benefit of teams in organization.

- ENHANCED PERFORMANCE

- EMPLOYEE BENEFITS

- REDUCED COST

- ORGANIZATIONAL ENHANCEMENT

Enumerate one (1) essential element in the change from a traditional organizational
structure to a team-based approach

- PLANNING THE CHANGE

- MAKING THE DECISION

- PREPARING FOR IMPLEMENTATION

Enumerate one (1) phase of implementation

- START UP

- REALITY AND UNREST

- LEADER-CENTERED TEAMS

- TIGHTLY FORMED TEAMS

- SELF-MANAGING TEAMS

⭐️IDENTIFICATION

Small groups of employees who meet weekly or monthly for the purpose of discussing
and resolving problems that may occur in the organization or workplace.

QUALITY CIRCLES

Its purpose is to attack specific problems in a workplace. Once the work is done, they will
be disbanded.

PROBLEM-SOLVING TEAMS
Other benefits of shifting from a hierarchical, directive culture to a team-based culture
includes improved invention, creativity, and collaboration, flexibility.

ORGANIZATIONAL ENHANCEMENT

It is the benefit of teams in organization that Reduced waste, fewer mistakes, fewer
worker compensation claims, and lower absenteeism and turnover are all resulting in
considerable cost savings.

REDUCED COST

It is the most important element of organizations. They are the groups expected to deliver
high performance when the organization requires it.

TEAM

⭐️TRUE or FALSE

Organizational Enhancement increases production, quality and customer service which

allows workers to avoid wasting effort and respond more effective to customers.

FALSE

Employee benefits allow individuals to grow and achieve respect and dignity by
managing themselves, making work decisions, and truly making a difference in the
environment around them.

TRUE

Virtual Teams is the type of teams in an organization wherein the team members do not
meet personally and their activities take place on the computer through online
conference meetings.

TRUE

Quality Circles are permanent teams while Work teams are not.

FALSE
The change to a team-based organization to a team-based structure requires significant
planning, preparation, and training.

TRUE

⭐️MULTIPLE-CHOICE QUESTIONS

What is NOT an important role in Top Management? -C

(A) Must decide to go to a team-based organization for sound business performance-

related reasons

(B) Instruments to be used in communicating the reasons for the change to the rest of
the organization

(C) Assign tasks unrelated to their job description

(D) Support the change effort during difficult periods

It is a combination of work teams and problem-solving teams that create new designs for
products and services that will satisfy customer needs. -A

A. PROJECT DEVELOPMENT TEAMS

B. PROBLEM-SOLVING TEAMS

C. WORK TEAMS

D. MANAGEMENT TEAMS

They do not meet personally and their activities take place on the computer through
online conference meetings. -B

A. WORK TEAMS

B. VIRTUAL TEAMS

C. QUALITY CIRCLES (QC)

D. PROBLEM-SOLVING TEAMS

Teams that consist of managers from different areas where in their job is to coach and
counsel other teams. -D
A. PROJECT DEVELOPMENT TEAMS

B. PROBLEM-SOLVING TEAMS

C. WORK TEAMS

D. MANAGEMENT TEAMS

Which is not part of the phases of implementation? -D

A. START-UP

B. LEADER-CENTERED TEAMS

C. REALITY AND UNREST

D. CHANGING MEMBERSHIP

GROUP 4

TRUE OR FALSE

Emphasizing superordinate goals is one of the Structural Approaches to Conflict

Management. TRUE

As people develop common experiences and beliefs, they become more unmotivated
to coordinate activities and resolve their disputes through constructive discussion. FALSE

An obvious way to reduce conflict caused by resource scarcity is to decrease the

amount of resources available. FALSE

A buffer is any mechanism that loosens the coupling between two or more people or
work units. TRUE

Conflicts that arise from ambiguities can be minimized by establishing rules and
procedures. TRUE
Cognitive Approaches recognize that negotiators often depart from perfect rationality
during negotiation, it tries to predict how and when negotiation will make these
departures. TRUE

Win-win negotiation was developed by Ross Reck and his associates, this approach treats
negotiation as a game in which there are winners and losers. FALSE

Conflict is a process resulting in the perceptions of two parties that they are working in
opposition to each other in ways that result in feelings of discomfort and/or animosity.
TRUE

Discomfort or animosity must occur in order for the conflict to be real. TRUE

A moderate degree of focused conflict can never stimulate new ideas, promote healthy
competition, and energize behavior. FALSE

Employees must know when to stimulate conflict and when to resolve if they are to avoid
its potentially disruptive effects. FALSE

Conflict Stimulation is the creation and constructive use of conflict by manager. Its
purpose is to bring about situations in which differences of opinion are exposed for
examination by all. TRUE

MULTIPLE CHOICE

1. It occurs when an interaction is relatively unimportant to either party's goals, and

the goals are incompatible. - B

a. Accommodation

b. Avoidance

c. Competition
d. Collaboration

2. It occurs when the goals are compatible, but the interactions are not considered
important to overall goal attainment. - A

a. Accommodation

b. Avoidance

c. Competition

d. Collaboration

3. It occurs when the goals are incompatible, and the interactions are important to
each party's meeting its goals. - C

a. Accommodation

b. Avoidance

c. Competition

d. Collaboration

4. It occurs when the interaction between groups is very important to goal

attainment, and the goals are compatible. - D

a. Accommodation

b. Avoidance

c. Competition

d. Collaboration

5. It occurs when the interactions are moderately important to goal attainment, and
the goals are neither completely compatible nor completely incompatible. - C
a. Collaboration

b. Competition

c. Compromise

d. Accommodation

6. Which among the following is not part of the four steps in the win-win approach as
illustrated in the PRAM model? - C

a. Maintenance

b. Planning

c. Responsibility

d. Agreement

IDENTIFICATION

Refers to conflict regarding the goals and content of work.

TASK CONFLICT

Occurs when the parties agree on the goals and content of work, but

disagree on how to achieve the goals and actually do the work.

PROCESS CONFLICT

Conflict between two or more individuals in almost certain to occur in the same
organization, given the great variety in perceptions, goals, attitudes, and so forth among
its members.

INTERPERSONAL CONFLICT

Two people vying for the same job, for example,

may resort to political behavior in an effort to gain an advantage.

EXCESS COMPETITIVENESS

Lowest level of interdependence, least amount of conflict.

POOLED INTERDEPENDENCE

Is the process in which two or more parties (people or groups) reach an agreement on
an issue even though they have different preferences regarding that issue.

NEGOTIATION

It requires that every alternative and outcome be analyzed with probabilities and
numerical outcomes reflecting the preferences for each outcome.

GAME THEORY

GROUP 3

A detailed tasks constitute that the leader's discretion is still necessary.

Answer: FALSE

The factors which makes the leader's leadership unnecessary or irrelevant is called
leadership subscription

Answer: FALSE

As to group, leader would merely constitute "title" and not "exercise".

Answer: TRUE

Transformational leadership is the ability to inspire others toward higher levels of

performance and to instill deep levels of commitment, trust, and satisfaction.

Answer: FALSE

The path-goal theory states that a leader’s behavior is contingent on the satisfaction,
motivation, and performance of their employees.
Answer: TRUE

Vroom’s approach concerns itself with only a single aspect of leader behavior
subordinate participation in decision making.

Answer: TRUE

As a process, leadership is the set of characteristics attributed to those who are perceived
to use such influence successfully.

Answer: FALSE

There are five Emerging Issues in Leadership, namely, Ethical, Strategic, Virtual, Emotional
intelligence, and Democratic Leadership.

Answer: FALSE

Among the good leaders are Andrea Jung, Michael Dell, and Lafley.

ANSWER: TRUE

Influence is the ability to affect the perceptions, beliefs, attitudes, motivation, and/or
behavior of others.

ANSWER: TRUE

He developed the LPC theory of leadership that attempts to explain and reconcile both
the leader’s personality and the complexities of the situation.

FRED FIEDLER

Refers to the personal relationship that exists between subordinates and their leader.

LEADER-MEMBER RELATIONS
This model suggests no single leadership style is better than another. Instead of focusing
on workplace factors, the model suggests leaders adjust their styles to those they lead
and their abilities.

HERSEY-BLANCHARD MODEL

The results of this study suggested that there are two types of leader behavior— the job-
centered and employee-centered

THE MICHIGAN STUDIES

The results of this study found two similar kinds of leadership behavior which are the
"consideration" and "initiating structure" behaviors

THE OHIO STATE STUDIES

This tool provides a means for evaluating leadership styles and then training managers to
move toward an ideal style of behavior.

Leadership Grid

This theory explains that leaders form different kinds of relationships with various groups of
subordinates: in-group and out-group

The Leader-Member Exchange Model

It is used as a broad concept to encompass both international differences and diversity-

based differences within one culture.

Culture

One of the criteria for cross cultural leadership is

Communicate the expectations

According to Kotler’s Distinction Between Management and Leadership, in executting

the plan, management is motivating and inspiring. Energizing people to overcome major
political bureaucratic and resource barriers to change by satisfying very basic, but other
unfulfilled human needs.
Leadership
Part I: Choose the correct answers for the questions below.

Communication 1. It is the social process in which two or more parties exchange

information and share ideas, information, views, facts, feelings from one place,
person or entity to another through a common system of symbols, signs, or behavior.

To increase the productivity of an organization 2. What is the type of purpose of

communication in an organization that focuses on delivering adequate and needed
information at the appropriate moment?

To develop a good rapport 3. What is the purpose of communication in an

organization that benefits you and your organization relationships and further
determines your business growth and personal growth as well?

To create a comfortable work environment 4. What is the type of purpose of

communication in an organization that helps boost employee morale, retention, and
productivity?

Decoding 5. A process by which the receiver interprets the meaning of the message.

Transmission 6. A symbol that carry the message is being sent to the receiver.

Feedback 7. A receiver's response to the message.

Chain network 8. It is a type of communication in a vertical hierarchy.

Organizational Communication Network 9. It refers to how information flows within

the organization.

Organization Chart 10. It shows reporting relationships from the line worker up to the
CEO of the firm.
Part II - Identification

STANDARD LANGUAGE, DIALECT AND ACCENT 11. What are the important terms to know
when trying to understand how culture creates variations in language?

LANGUAGE ISSUES AND COORDINATION ISSUES 12. Communication is an element of

interpersonal relations that obviously is affected by what international
environments?

WRITTEN COMMUNICATION, ORAL COMMUNICATION AND NON-VERBAL

COMMUNICATION 13. The three primary methods of communicating in an
organization are:

DOWNWARD COMMUNICATION 14. It is the act of relaying important information in a

company or organization from higher levels to lower levels.

HORIZONTAL COMMUNICATION 15. It is the transmission of information between

people, divisions, departments or units within the same level of organizational
hierarchy.

PLANNING 16. One of the function of organizational structure that has the ability to
allocate resources, set deadlines, recalibrate when necessary on both a short and
long-term basis.

COMMUNICATION BARRIERS 17. It includes anything that prevents or disables

communicators to deliver the right message to the right person at the right time.

JARGONS 18. Specialized works and phrases for specific occupations or groups that
are usually designed to improve communication efficiency, but difficult to
understand by the other.

SOURCE 19. May intentionally withhold or filter information on the assumption that the
receiver does not need it to uderstand the communication.

FEEDBACK 20. The purpose of ______ is verification, in which the receiver sends a
message to the source indicating receipt of the message and the degree to which it
was understood.