Simply answer true or false no explanation needed

this is from organizational behavior

1. Performance evaluation is the area within HR management that defines the strategy for selection, recruiting, and hiring processes, and helps the organization fight the war for talent during good times and bad.
2. Succession planning is the HR function/process which reviews key roles and determines the readiness levels of potential internal -0 and external candidates to fill these roles.
3. Regarding the rating of an employees performance and potential, potential is overall a more objective rating than potential.
4. The organization, World at Work coined the term total rewards strategy. It includes compensation, benefits, work-life balance, talent development, recognition, but does not include performance management.
5. A 360-assessment collects feedback from the employees manager(s), peers, direct reports (if any), and customers/clients.
6. World at Work is the worlds largest HR professional society, with over 250, 000 members in more than 165 countries.
7. Most organizations try to implement a pay for performance compensation program.
8. Making certain that the organization does all that it can to avoiding legal troubles is the exclusive function of the organizations legal department. HR has no such role in fact, it should stay in its lane.
9. Compliance with laws and regulations is the exclusive function of an organizations legal department that is, HR has no role to play.
10. The Americans with Disabilities Act (ADEA) of 1967 protects individuals who are 21 years of age or older from employment discrimination based on age.
11. Bill Gates while he ran Microsoft - introduced the 20-70-10, rank and yank model of performance evaluation.
12. Covenants not to compete (non-competes) are provisions that are frequently included in employment contracts. They are legal and enforceable in California IF they are reasonable in duration and geographic extent.
13. The matrix organizational structure originated during negotiations between the U.S. federal government (Department of Defense) and aerospace manufacturers.
14. In class, Zuckerman told a story in which he described himself as decades ago - a project manager in a strong matrix system.
15. Under Max Webers bureaucratic model of organizational structure, the degree to which people are organized into subunits based on their expertise is called span of control.
16. A mechanistic bureaucratic structure relies on the ability of the workforce (managers and non-managerial employees) to self-organize and make decisions with little direction, so they can respond quickly and effectively to changing circumstances.
17. In a mechanistic bureaucratic structure, it is common to see a horizontal organizational structure (one in which many persons across the system have the power to make organizational decisions).
18. Frequently, mechanistic organizations have highly vertical organizational (tall) structures, as they have several management levels.
19. An organization with a horizontal structure is often called a flat organization.
20. There are various approaches/methods of organizational change, including appreciative inquiry and complex adaptive systems. One big similarity between these two approaches is that they both heavily rely on a step-by-step process for creating change.
21. The Kotter Change Model - comprised of eight stages/steps - and is particularly useful where (a) the organizations desired change is reasonably predictable and (b) leaders have the power to drive the change down through an organization.
22. Regarding organizational change, as disturbances can create tension within a workforce, managers must always avoid them/stamp them out.
23. A matrix structure groups people by function and by product team simultaneously. employees
24. Organizational design is the process that managers use to define organizational structure, but not organizational culture.
25. Peter Drucker famously said: Organizational strategy eats organizational culture for breakfast.
26. The term span of control refers to the scope of work for which any one person in the organization is responsible.
27. Top=down change relies on mechanistic assumptions about an organizations nature.
28. A tall or vertical organization refers to an organization with a structure that allows for many persons -across the entire pool of managers- to make organizational decisions.
29. Frequently, adopting/implementing new technologies forces an organization to change.
30. The term participatory management is a synonym for Theory X management.
31. An organizational design consultant is always an external expert that he/she is not an employee of the organization but, instead, an outside person that the organization pays to help/advise the organization set up organizational structures to address the organizations needs.
32. The emergent (aka (bottom-up approach to organizational change is consistent et with Theory Y management.
33. In practice AND theory, top-down and bottom-up approaches do not work together (at least, they are never effective as a combination).
34. Our text discusses Walter S. Neffs well-known book, Work and Human Behavior. In nis book, Neff identifies five types of individuals who have problems adjusting to work (Types I -V). However, only one of these types s exhibits a motivational problem.
35. Continuing with Neffs book, it appears that - at a minimum three of Neffs five reasons for a persons failure to adjust to work concern the extent to which the job stresses the individual and causes him/her to want to withdraw
36. Out text defines stress as psychological/physiological damage (chronic fatigue, high blood pressure, etc.)
37. Our book defines strain as a physical/emotional reaction to potentially threatening aspects of the environment.
38. Am strong majority of physicians and psychologists have reached the following conclusion: Stress by definition is necessarily bad.
39. The general adaptation syndrome GAS) refers to our general physiological response to stress
40. The GAS is comprised of five basic stages.
41. Although there are many ways to categorize/classify stress, our text suggests that managers focus on two forms: Frustration and anxiety.
42. Frustration is a feeling of inability to cope /deal with anticipated harm. It is characterized by a sense of dread (foreboding) and a persistent apprehension (fear) of the future.
43. Anxiety is when individuals react to an obstruction in their instrumental activities (day-to-day activities) or their pursuit of goal-related conduct.
44. Industrial psychologists have discovered that many work environment -related factors impact the extent to which workers experience stress in the workplace. According to our text, evidence points to four factors as being especially strong influences on stress. One of these four factors is role underutilization.
45. Studies in both the U.S. and Canada reveal that employees consistently have more ulcers and experience more hypertension than their managers/supervisors.
46. Our text defines role ambiguity as the simultaneous occurrence of two (or more) sets of pressures or expectations; compliance with one would make it difficult to comply with the other.
47. The most prevalent feature of role underutilization is monotony a situation where the worker performs the same routine task/tasks over and over.
48. Regarding the relationship between role underutilization and stress, (a) it is inverted ( U-shaped), and (b) workers experience the least stress at the point where an employees abilities and skills are in balance with his/her jobs requirements.
49. Those of us who have an internal locus of control (internals) as opposed to those of us who have an external locus of control (externals) feel that we control much of what occurs in our lives.
50. Internals are more likely to be upset by threats to their personal control of surrounding events than externals.
51. Externals are much less involved in/upset by a constrained work environment, and do not react as emotionally to organizational stress factors.
52. Almost 50 years ago, two San Francisco cardiologists (Friedman and Rosenman), in a best-selling book, entitled Type A Behavior and Your Heart, characterized the Type A personality as dangerous personal influence as it increases stress and subsequent physical harm, including the higher risk of heart disease.
53. The most successful top executives tend to be Type A.
54. Another personal influence on the degree to which we experience stress is the rate of life change that we experience.
55. According to our text, the human bodys provides the energy that we need to cope with life changes. However, when the rate of change surpasses a given level, the endocrine system undergoes overload and malfunctions. The result? We have a lowered defense against viruses and disease.
56. Managers should be aware of the importance of creating and maintaining supportive work groups especially, among workers who are most subject to stress.
57. Studies have revealed that managers with the personal characteristic of hardness were far more susceptible to illness after prolonged stress.
58. Typically, high degrees of stress are accompanied by each of the following: severe anxiety, high blood pressure, and low cholesterol levels.
59. In addition to heart disease, high job stress contributes to several other ailments.
60. Studies indicate that at very low/no stress levels, workers usually perform their best - that is, they reach their performance limits.
61. Burnout is a general feeling of exhaustion that sometimes develops when a person simultaneously is unchallenged (too few sources of pressure) and has too few sources of satisfaction.
62. Our text discusses the following individual strategies to help cope with continuing high stress: Developing self -awareness (learning to know our own limits and recognize signs of potential trouble); developing outside interests (to take our minds off work); leaving the organization (no explanation required); finding a personal/unique situation (there are so many such personal solutions to coping with stress jumping on a trampoline ( safely!), using a punching bag, etc); engaging in physical exercise ( I know this works!), and changing our cognitive perspective (too bad our book uses this term but does not define it. It means changing the way we consider stressors perceiving them as opportunities and not negatives).
63. Our book sets forth the following managerial (as opposed to individual) strategies for dealing with work-related stress: Personnel selection and placement, skills training, job redesign, company-sponsored counseling programs, increased participation and personal control, work group cohesiveness, improved communication and health promotion programs.
64. There are several types of entrepreneurships. and entrepreneurs.
65. Most entrepreneurs share all of the following traits: Ambitious, independent, self-confident, risk -averse, visionary, creative, energetic, passionate, and committed.
66. Our text describes 10 building blocks of a building model canvass (BMC). A BMC is a tool to describe and evaluate a business model, which, in turn, is a rationale (set of reasons) for how an organization will create, deliver, and capture value.
67. Bootstrapping is the process of raising new venture funds virtually from the Internet.
68. Crowdfunders are individual investors /groups of experienced investors who provide venture financing from their own funds.
69. Debt capital is the owners investment in the company it has no specific repayment date.