Multiple Choice Answers

Question 1
The tendency to perceive individuals differently based on their position or job is called the __________ effect.
similar-to-me
social status
salience
ombudsman
proactive
Question 2
A manager prefers to work with subordinates who think like that manager under the belief that “Birds of a feather flock together.” This is an example of __________.
the social status effect
the salience effect
the similar-to-me effect
the glass ceiling
quid pro quo harassment
Question 3
Which of the following is NOT mentioned in the textbook as a firm that adopts the proactive approach to social responsibility?
McDonald’s
Ben and Jerry’s
Target
Wal-Mart
Green Mountain Coffee
Question 4
Title VII of the Civil Rights Act prohibits discrimination on the basis of all of the following EXCEPT:
sex.
religion.
gender.
national origin.
disability.
Question 5
The __________ rule states that an ethical decision is one that produces the greatest good for the greatest number of people.
Justice
Moral Rights
Utilitarian
Practical
Question 6
Ford Motor Co. assigns female engineers to an automobile design team to make sure that the needs of potential female customers are met in the design of the car. This is an example of __________.
bias
stereotyping
managing diversity
the ombudsman effect
quid pro quo
Question 7
Under the __________ rule, an ethical decision is the one that best maintains people’s fundamental privileges.
Justice
Moral Rights
Utilitarian
Practical
Question 8
Companies that go out of their way to learn about the needs of different stakeholders and use organizational resources to promote their interests are using the __________ approach.
accommodative
proactive
defensive
obstructionist
offensive
Question 9
People or groups who supply a company with its productive resources are called __________.
suppliers
top management
shareholders
stockholders
stakeholders
Question 10
A female subordinate is offended by posters in her supervisor’s office that she feels are degrading to women. This supervisor has exhibited __________.
the similar-to-me effect
the glass ceiling
the salience effect
quid pro quo sexual harassment
a hostile work environment
 

Next Set

 

Question 1
When selecting a business-level strategy plan the “Stuck in the Middle” approach:
is no longer preferred.
combines the two approaches of “low cost & differentiation.”
usually forces a choice between “low cost & differentiation.”
means a decision cannot be made until more information is obtained.
is biased toward prior information.
Question 2
Firestone Tire and Rubber Company set up a chain of Firestone retail stores to sell its tires to American consumers. This is an example of:
forward vertical integration.
a global strategy.
a focused-differentiation strategy.
a multidomestic strategy.
backward vertical integration.
Question 3
Managers in biotechnology know that new drugs have a 10% chance of passing advanced clinical trials. This is an example of __________.
risk
uncertainty
bounded rationality
incomplete information
satisficing
Question 4
When an organization enters a new type of industry that is not similar in any way to the current businesses of the organization, this is known as a(n) ____________ strategy.
concentration on a single business
unrelated diversification
international expansion
related diversification
vertical integration
Question 5
An organization creates a list of possible future forecasts of business situations and creates a plan to respond to each of these forecasts. This is known as __________ planning.
synergy
ad hoc
divisional-level
scenario
functional
Question 6
After hearing one member describe a problem to be addressed, all members of a group first write down ideas and solutions. After this, everyone shares those suggestions without criticism. The group, one by one, clarifies, critiques, and discusses the alternatives. Finally, each member ranks all the alternatives, and the highest-ranking alternative is chosen. This process is called __________.
Delphi technique
dialectical inquiry
brainstorming
nominal group technique
programmed decision making
Question 7
When managers cannot assign probabilities of future occurrence to possible alternatives to a decision, this is known as __________.
certainty
risk
bounded rationality
uncertainty
dialectical inquiry
Question 8
According to the administrative model of decision making, if managers cannot possibly specify all of the possible alternatives to a decision, this is the result of:
incomplete information.
bounded rationality.
an optimum decision.
brainstorming.
Question 9
In the classical model of decision-making, the most appropriate decision given the likely future consequences to the organization is known as the ______________ decision.
intuitive
creative
heuristic
obvious
optimum
 

Next Set

 

Question 10
When an organization updates its five-year plan annually in order to take into account changing conditions within the organization and in the organization’s external environment, this is known as which type of plan?
Inflexible
Functional
Rolling
Scenario
SWOT
Question 1
In which type of organizational design are employees correctly referred to as “two-boss employees?”
Product structure
Matrix structure
Geographic structure
Functional structure
Divisional structure
Question 2
In general, the more stable the organization’s environment, the __________ complex its strategy; the less skilled its workforce, the __________ likely that the organization will use a formal organizational structure.
more; more
more; less
less; more
less; less
Question 3
__________ technologies are characterized by __________ task variety and __________ task analyzability.
Routine; low; high
Routine; high; low
Nonroutine; high; high
Nonroutine; low; low
Question 4
Which is NOT an integrating mechanism that organizations can use to increase coordination?
Direct contact
Liaisons
Task forces
Ombudsmen
Cross-functional teams
Question 5
A counselor who works with the families of teenagers who are drug-dependent has ________________ than a worker who washes the left side of automobiles as they come through a car wash service.
lower task significance
less autonomy
less skill variety
less task identity
higher task significance
Question 6
In the TQM process, once a measure has been set for comparison, the next step is to:
begin production.
focus on the customer.
design a marketing strategy.
set a challenging quality goal and create incentives for reaching that goal.
Question 7
In a ___________ layout, workstations are not organized in a fixed sequence, rather, each workstation is relatively self-contained and a product goes to whichever workstation is needed.
process
permanent-position
facilities
product
flexible manufacturing
Question 8
One way organizations can keep their hierarchy flat is to:
decrease the span of control.
increase the number of levels of management.
decentralize authority.
enlarge jobs.
decrease autonomy.
Question 9
The way in which machines, robots, and people are grouped together affects how ___________ they can be.
futuristic
productive
complex
high-tech
 

Next Set

 

Question 10
The number of new problems that a manager experiences in performing his or her job is known as:
task analyzability.
task variety.
continuous-process technology.
job design.
small-batch technology.
Question 1
A division manager is told to “maximize the sales of the division” and is then evaluated on the basis of the net sales generated by the division. This is an example of a(n) __________ budget approach.
profit
revenue
expense
cash flow
capital
Question 2
An HR specialist gives a personality test to applicants for a factory-worker position. This is an example of _______________.
trait appraisal
ability testing
situational testing
interviewing
role-playing
Question 3
The final step in the control process is to:
initiate corrective action.
measure actual performance.
establish the standards of performance.
compare actual performance to the standards.
Question 4
A job applicant calls a professor who taught him in college and asks him to write a letter to her prospective employer commenting on her classroom performance. This is an example of __________.
background-checking
recruiting
training
development
a request for a reference
Question 5
At the __________ stage of the process of transforming raw materials into finished goods, managers typically use __________ control procedures to obtain immediate feedback about how efficiently the raw materials are being transformed into finished goods.
conversion; concurrent
input; feedback
output; feedforward
input; concurrent
output; concurrent
Question 6
When managers attempt to fill open positions with workers who are already working for the organization in some other capacity, they are engaging in _______________.
development
external recruiting
walk-in recruiting
outsourcing
internal recruiting
Question 7
Prior to designing a training and development program for managers, a human resource specialist attempts to determine which managers need training and what types of skills and knowledge these managers need to develop. This process is known as __________.
job validation
RJP validation
recruitment
needs assessment
Question 8
Recruiting outside of an organization to find workers who have not worked for the organization previously is known as __________.
internal recruiting
walk-in recruiting
external recruiting
selection
development
Question 9
The component of an HRM system that focuses on helping managers to develop the skills and abilities that will enable them to perform their jobs successfully is ___________________.
training and development
recruitment
selection
performance appraisal
feedback
Question 10
An organization sets up a management information system (MIS) that gives managers information about changes in the task environment that may impact the organization later on. This is an example of _____________ control.
feedforward
concurrent
feedback
bureaucratic
MBO
 

Next Set

 

Question 1
The ability of a leader to get others to act in certain ways is known as that leader’s __________.
power
initiating structure
consideration
task-orientation
task structure
Question 2
The power of a leader that comes from the respect and loyalty of subordinates is known as __________ power.
reward
legitimate
coercive
referent
position
Question 3
Leadership that makes subordinates aware of their jobs’ importance to the organization is called __________.
consideration
empowerment
transformational
transactional
path-goal leadership
Question 4
Leadership theories that propose that the effectiveness of a leader depends on the situation in which the leader finds herself are known as __________ models.
trait
contingency
empowerment
path-goal
leadership substitute
Question 5
Andrew Grove, CEO of Intel, holds a Ph.D. in chemical engineering and is very knowledgeable about the microprocessors that Intel produces. He advises an R&D scientist about a possible new product idea. Which type of power do we say Grove has?
Expert power
Empowerment power
Consideration power
Relationship-oriented power
Question 6
A supermarket manager schedules the workers in the supermarket to ensure that enough cash register clerks are available at different times during the day depending on the expected demand from customers. This manager has engaged in which type of behavior?
Relationship-oriented
Consideration
Initiating structure
Empowerment
Referent power
Question 7
People experiencing overpayment inequity are most likely to:
raise their perceptions of their own inputs.
ask for a raise.
work slower.
be absent more.
raise their perceptions of others’ outcomes.
Question 8
According to a recent study, about what percentage of medium- or large-size organizations use profit-sharing plans with their employees?
3 percent
7 percent
10 percent
16 percent
25 percent
Question 9
According to path-goal theory, when leading creative workers, a manager should be __________.
supportive and critical
supportive and uncritical
hands-off and critical
hands-off and uncritical
directive
Question 10
A subordinate changes his behavior from a dysfunctional to a functional behavior, and his manager then removes an undesired outcome. This is known as __________.
positive reinforcement
extinction
negative reinforcement
inequity
instrumentality
 

Next Set

 

Question 1
In the example in the textbook, when Adrian Hofbeck and Joseph Steinberg resolved their conflict, they resorted to __________.
competition
integrative bargaining
distributive negotiation
flipping a coin
adversarial language
Question 2
A manager tries to understand how the sender of a message feels and tries to interpret the message from the sender’s perspective. We say that this manager is attempting to __________.
be empathetic
reduce information richness
create a rumor
use jargon
use information distortion
Question 3
Linguistic style includes all of the following EXCEPT:
voice.
speed.
jokes.
eye contact.
use of pauses.
Question 4
Which of the following is NOT a factor in deciding what communication medium a manager should use?
Information richness of a medium
The manager’s personality
Time needed for communication
Need for a paper trail
Question 5
The paths along which information flows within the organization are called __________.
noise
communication networks
filtering paths
information richness
jargon
Question 6
Teams that rarely, if ever, interact with each other on a face-to-face basis are referred to as which type of teams?
Informal teams
Ad hoc teams
Virtual teams
Task forces
Interest groups
Question 7
Managers who ____________ are likely to see their ___________.
decrease uncertainty; power decrease
decrease uncertainty; power increase
increase uncertainty; power increase
decrease their power; uncertainty increase
increase their power; uncertainty increase.
Question 8
An assembly line of workers in a Ford Motor Co. factory that produces Ford Explorers is said to have:
pooled task interdependence.
a virtual team format.
synergy.
reciprocal task interdependence.
sequential task interdependence.
Question 9
A member of a task force does not do much work related to the goals of the task force. This member is confident that the other members of the task force “will take up the slack.” This group member is exhibiting __________.
an interest group role
synergy
a virtual team role
a role-making role
social loafing
Question 10
Teams that are empowered to take responsibility for acting autonomously on identifiable pieces of work are referred to as __________.
informal groups
interest groups
virtual groups
sequential task interdependence groups
self-managed work teams