Cooperation across organizations is being fostered by:
A) the need to develop long-term relationships with suppliers.
B) the increase in mergers and acquisitions in American business.
C) declining competition in stable and mature markets.
D) stable business environmental conditions.
The process of using the consensus of expert judges collected by letter or e-mail to
make decisions is known as:
A) the electronic meeting system.
B) the nominal group technique.
C) the Delphi technique.
D) the Stepladder technique.
Hiring outside firms to perform non-core functions is known as:
A) compression.
B) downsizing.
C) outsourcing.
D) core competency.
When individuals share information one on one, either formally or informally, this is
known as:
A) interpersonal communication.
B) group-level communication.
C) organizational communication.
D) inter-organizational communication.
During new employee orientation, the facilitator explains how the founder of the
company came from overseas with no money and unable to speak the language, but by
hard work was able to build this company in 15 years to its current size. This is example
of the organizational culture transmission tool:
A) statements of principle.
B) symbols.
C) experiences of shared meaning.
D) stories.
Mary learns that she can avoid a fight with her supervisor by not taking too long a lunch
break. This is an example of which of the following in operation?
A) Negative reinforcement
B) Positive reinforcement
C) Punishment
D) Extinction
Happy employees are ________ than less happy people.
A) less inclined to resign
B) more inclined to resign
C) less highly paid
D) working for less profitable organizations
In traditional work groups, leaders:
A) tell people what to do.
B) take all the credit.
C) relate to others individually.
D) All of the above.
Table 9.3
Jane has been tasked with the responsibility for opening the communication channels
between employees and management. She implements a simple system quickly, where
employees can share their good ideas about how to improve the organization by
submitting their ideas in writing and being rewarded for the ideas that are used by the
company. Corporate executives like the idea but they want broader participation. They
would like feedback from all employees if possible. Once they have that feedback, they
want to informally meet with selected employees to discuss the issues the broader
outreach raises.
Refer to Table 9.3. The tool that will get the executives what they want once they have
the broadest possible input would be a/an:
A) corporate hotline.
B) suggestion system.
C) employee survey.
D) brown bag meeting.
Gates, Inc., a producer of automated gates for companies and is now competing against
an Australian firm offering similar quality at a better price with better service. Gates
quickly adds more service technicians and drops prices 5%. This is an example of
________ forcing unplanned change.
A) advances in technology
B) shifting employee demographics
C) government regulation
D) global economic competition
A flexwork program that permits regular part-time work where the duties for one job
are divided between two people is called:
A) a flextime program.
B) job sharing.
C) compressed work weeks.
D) voluntarily reduced work time programs.
Faster delivery of packages is considered an example of what target of innovation?
A) Service innovation
B) Process innovation
C) Product innovation
D) Supply chain innovation
Once a strategy has been developed in strategic planning it must be:
A) implemented.
B) communicated.
C) evaluated.
D) integrated.
Joe believes that most of his company’s employees are fairly aware of cultural
differences among the diverse workforce. But he feels they need some help in
alleviating misunderstandings that may come from those differences. To help this
problem he should implement what type of training?
A) Cross-cultural understanding
B) Intercultural communication
C) Facilitation skills
D) Flexibility and adaptability
Accuracy in perceiving others is known as:
A) impression management.
B) persuasion and social influence.
C) social adaptability.
D) social perception.
Establishing client relationships can enhance the core job dimension of:
A) autonomy.
B) skill variety.
C) task identity.
D) feedback.
When a manager introduces the idea that change is necessary by suggesting that an
impending crisis is likely, he/she is using an approach called:
A) unfreezing.
B) doomsday management.
C) first-order change.
D) second-order change.
In a matrix design, there are three management roles. The ________ has the authority
over both the functional and product lines of authority.
A) top leader
B) functional boss
C) matrix boss
D) dual authority boss
According to equity theory, if Sam believes that the ratio of his outcomes/inputs is
greater than the ratio of Joe’s outcomes/inputs, then Sam will:
A) experience guilt.
B) lower his inputs.
C) raise his outcomes.
D) experience anger.
A two-year study that traced the levels of job satisfaction and absenteeism of
health-care workers revealed that ________.
A) absenteeism declined when satisfaction rose, and absenteeism rose when satisfaction
declined
B) absenteeism rose when satisfaction rose, and absenteeism declined when satisfaction
declined
C) the relationship between levels of job satisfaction and absenteeism could not be
measured
D) changes in the levels of satisfaction had no appreciable effect on rates of
absenteeism
A example of a high-power distance culture is:
A) India.
B) The U.S.
C) Mexico.
D) Poland.
Tim is the CEO of Doc.com, a information search Internet company. A manager comes
in saying that he’s been trying to get the information services manager to meet with him
to discuss a new product, but the IS manager keeps claiming he’s too busy. Tim calls the
IS manager and asks him to come to his office. The IS manager shows up, Tim tells him
to meet with the other manager and do so now. The meeting happens. Tim’s power to do
this is an example of:
A) rational persuasion.
B) charisma.
C) expert power.
D) position power.
Research on feedback and goal setting has shown that job performance is:
A) enhanced more by feedback than by goal setting.
B) enhanced more by goal setting than by feedback.
C) enhanced most when feedback and goal setting are used together.
D) not affected by feedback when goal setting is used.
The ability to visualize three-dimensional forms in space is:
A) numerical ability.
B) space visualization.
C) numerical reasoning.
D) symbolic reasoning.
The results of 30 years of affirmative action programs are:
A) not clear.
B) women and minorities are in a worse position than they were.
C) minorities have advanced but women have not.
D) they have been effective in bringing women and minorities into the workforce.
Table 12.1
Lee is the vice-president of a large department. He has a number of projects to assign to
his managers, who are already overworked and understaffed. While they are capable
and willing, one more project is going to push some of them to the breaking point.
Before assigning any projects, he calls a meeting of all his managers to discuss the
current situation and the new projects that have been given to him. He asks his
managers for their help in getting through this workload crisis and points out that they
were able to do it before. A couple of managers complain to Lee, saying it isn’t fair to
expect so much, and they can’t keep going at this pace. In response, Lee points out that
the company has always been this way. He told them about the workload when he
interviewed them, and they have been through this kind of push before. Lee decides to
give the Techno 2120 project to Joan. As he tells her about it, he explains that this
project will contribute directly to the company’s bottom line, and that it is something
similar to her last project, making her the best manager for the job. With Hoa, Lee
begins by making some small talk and asking him how his golf game is going. Lee
expresses admiration for Hoa’s skill as a golfer and his ability to balance his work and
personal life so well. Then Lee explains how Hoa is the only one who can handle the
project he is getting. As his best project manager because of his great past results, Hoa
is the one for the job.
Refer to Table 12.1. Lee’s social influence tactic with Hoa was:
A) personal appeal.
B) exchange.
C) coalition building.
D) ingratiating.
When employees are empowered, managers are more likely to exercise:
A) expert power.
B) charisma power.
C) coercive power.
D) any type of position power.
Strain is different from stress in that:
A) strain is less serious than stress.
B) strain is a reaction to stress.
C) strain is a cause of stress.
D) strain refers to physical reactions, while stress refers to mental reactions.
Empowerment requires managers to:
A) exercise charismatic-based power.
B) share expert information.
C) control communication channels.
D) tell workers exactly what to do.
Informal gender-segregated communication networks are known as the ________.
A) old-boys network
B) glass ceiling
C) grapevine
D) division of labor
Suppose Larry has been looking for another job, but his boss and co-workers pressure
him to stay. If Larry stays, it is an example of:
A) affective commitment.
B) normative commitment.
C) hygiene commitment.
D) continuance commitment.
The concept of personality is important in organizational behavior because:
A) it is a relatively easy way to gather information about people helpful to matching
them to jobs.
B) it invalidates certain management practices such as contingency management,
showing them not to be effective.
C) it helps group people into teams as managers strive for a balance of personalities.
D) it helps us understand how individual characteristics combine with situations.