Multiple Choice Answers

The process of assigning meaningful authority and responsibility to managers and employees lower in the hierarchy called:
Accountability
Responsibility
Delegation
Position power

2. ____ Group activities around a defined regional location
Functional structures
Conglomerates
Matrix organizations
Geographic divisions

3. Which of the following permits suits against employers for punitive damages in cases of intentional discrimination?
Civil rights act
COBRA
ERISA
Sarbanes-Oxley Act

4. The Myers-Briggs Type Indicator is considered a _____ test
Job routine
Performance
Personality
Validity

5. Which of the following is NOT an example of an employee benefit?
Sick days
Health club memberships
Legal advice
Workers compensation

6. A change in response to problems or opportunities is called a
Reactive change
Incremental change
Proactive change
Process change

7. More companies are forging strategic alliances with other firms. This is an example of a ____ change.
Market
Social
Demographic
Political

8. Maslow’s levels of needs in order from basic to highest level, are :
Self-actualization, esteem, belongingness, safety, and physiological
Self-actualization, belongingness, esteem, safety, and physiological
Physiological, safety, esteem, belongingness, and self-actualization
Physiological, safety, belongingness, esteem, and self-actualization.

9. According to Herzberg theory, the first thing managers should do is:
Provide opportunities for achievement
Publicly recognize good performance
Make sure pay levels and company policies are reasonable
Create opportunities for personal growth

10. According to the job characteristics model, skill variety, task identity and task significance combine to affect:
Knowledge of results
Meaningfulness of work
Responsibility for results
Autonomy

11. According to Kotter, management and leadership are considered
Opposites
Parallel to each other
Complementary to each other
Equal to each other

12. The three least favored influence tactics, according to a survey of employees, were:
Inspirational appeals, rational persuasion, and consultation
Rational persuasion, pressure, and exchange
Rational persuasion, coalition tactics, and upward appeals
Consultation, pressure, and legitimating

13. The model that an effective leader clarifies how subordinates can achieve personal and organizational objectives is
Fiedler’s contingency model
House’s path-goal model
Blake and Mouton’s managerial grid
Hersey and Blanchard’s situational leadership model

14. The abstract ideals that guide a person’s thinking and behavior across all situations are called:
Goals
attitudes
Values
Perceptions

15. The extent to which an employee identifies with an organization and is committed to its goals is called:
Job involvement
Job performance
Organizational commitment
Job satisfaction

16. If a manager has subordinates that are low in self-efficacy, the manager should
Give them boring, tedious, easy jobs
Leave them along to learn new tasks
Create extremely challenging goals for everyone
Reward small successes

17. During the forming stage, the leader should:
Establish permanent control
Empower team members
Allow people to become acquainted
Encourage disagreement

18. To prevent group think, a manager should
Reinforce how good the group is
Never admit errors to outsiders
Bring outsiders into the group regularly
Express high confidence in the group’s decisions
19. ____is designed to elicit different opinions without inciting people’s personal feelings.
Programmed conflict
Social loafing
Storming
Dysfunctional conflict

20. The study of the meaning words is called
Lexicology
Rhetoric
Semantics
Morphology

21. Gossip and rumor are part of the ____, the organization’s____ communication channel.
Culture; informal
Organization chart ; informal
Grapevine ; informal
Organization chart; formal

22. When you want your reader to take a logical action, you should lay out your ideas in writing by:
Most important to least important
Least controversial to most controversial
Positive to negative
Least important to most important

23. ___is defined as monitoring performance, comparing it with goals, and taking corrective action as needed.
Organizing
Controlling
Leading
Planning

24. To establish standards, managers often use ____, which provides four indicators for progress.
The balanced scorecard
A strategic map
Measurement management
Evidence-based management

25. TQM holds to two core principles:
Financial health and financial stability
People orientation and improvement orientation
Management and leadership
Employees satisfaction and commitment

26 Which of the following is one of the behavioral viewpoints?
Human resource management
Human relations
Operations management
Administrative theory