Multiple Choice Answers

A firm systematically delegates power and authority throughout the organization to middle- and lower-level managers. This firm is practicing:
delegation.
authority replacement.
responsibility coordination.
decentralization.

The set of organizational activities directed at attracting, developing, and maintaining the effective workforce is called:
occupational relations and investment management.
human resource management.
labor relations management.
human capital investment.

An employee who says, “I feel very angry that I have been passed over for this promotion” is exhibiting which component of an attitude?
Affective component
Cognitive component
Intentional component
Cognitive dissonance component

A firm has decided to use alternative forms of work arrangements. These arrangements could include:
empowerment, participation, and recognition.
merit pay, incentive pay, and additional time off.
job sharing, telecommuting, and flexible work schedules.
stock options, gain sharing, and collective bargaining.

In a particular organization, the operations manager communicates with other managers in the organization, for example the marketing manager. This is an example of __________ communication in which communication occurs more among managers than among non-managers.
subordinate
departmental
vertical
horizontal

Sometimes conflict is used by management to force change on an organization. Conflict can be stimulated by:
matching work habits of employees.
hiring outsiders to shake things up.
compromise.
expanding the resource base

Companies may approach social responsibility through formal and informal dimensions such as:
strategic alliance, licensing, and direct investments.
legal compliance, philanthropic giving, and whistle blowing.
ethics, regulators, and rules for behavior.
committees, training, and common sense.
A firm operates multiple businesses that are not logically associated with one another. The firm is practicing:
multiple-product strategy.
single-product strategy.
related diversification.
unrelated diversification.

In the rational decision-making process, when a manager is considering the decision’s feasibility, satisfactoriness, and consequences, the manager is:
evaluating alternatives.
selecting an alternative.
recognizing and defining the decision situation.
identifying alternatives.

According to your textbook, the most common reasons that new business fail include:
lack of planning and unrealistic expectations for success.
bad luck, poor investments, and untrained personnel.
inexperience, neglect, weak control, and insufficient capital.
wasteful expenditures, indecisiveness in leadership, unethical behavior, and social irresponsibility.