The managers wanted and needed something they could actually use as a tool for redesigning the jobs in their departments. They had now sat through four days of management training, but so far, with all of the fancy theories, they had not received any specific guidance in this area. Finally, on the last day of the training, they learned about the job characteristics model. Sure, it still had all of the theory and other academic jargon, but it also provided some specific steps to help improve the core job dimensions.

1-The model also suggests that ________ will increase employee "ownership" of the work and help them view their work as meaningful. *

A-establishing client relationships

B-expanding jobs vertically

C-combining tasks

D-creating natural work units

2-One suggestion, ________, encourages putting existing fragmented tasks back together to increase skill variety and task identity. *

A-creating natural work units

B-establishing client relationships

C-expanding jobs vertically

D-combining tasks

3________ partially closes the gap between the "doing" and the "controlling" aspects of the job and increases employee autonomy. *

A-Expanding jobs vertically

B-Establishing client relationships

C-Combining tasks

D-Creating natural work units

4-one of the suggestions is to increase the range of tasks employees are responsible about, thus employees will learn new abilities and knowledge. this characteristic is known as: *

A-Autonomy

B-Skill Variety

C-Significance

D-Task Identity

5-Another suggestion, ________, allows employees to judge the level of their performance. *

A-combining tasks

B-establishing client relationships

C-opening feedback channels

D-creating natural work units