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________ refers to staying with a decision even when there is clear evidence it's wrong.
A) Escalation of commitment
B) Fundamental attribution error
C) Randomness error
D) Risk aversion
E) Availability bias
Daphne is one of the three project managers at Virgo Inc., an art and design studio.
Raymond and Gabriel, the other two project managers, are unhappy working with
Daphne as she always selects projects that suit her area of expertise and avoids projects
which require more ambiguous work, have tight deadlines, and represent a low
probability of success. Raymond and Gabriel feel that they deserve greater credit than
Daphne for being open and accepting different work demands and situations, as
opposed to Daphne, who always takes a conservative and risk-averse approach. Daphne
is using the defensive behavior of ________ here.
A) scapegoating
B) ingratiating
C) stalling
D) retaliating
E) playing safe
Wanda Elder works as a human resource executive. Being helpful is inherent in her
nature, and she regularly interacts with employees, helping them understand their needs
and easing difficulties. She reads emotional cues of people with ease and knows how to
express her emotions without violating organizational norms. Which of the following is
Elder characterized by?
A) high cognitive dissonance
B) low self-esteem
C) high emotional dissonance
D) high emotional intelligence
E) low job satisfaction
Porco Rosso, an aircraft manufacturer with a strong presence in the United States, is
looking to expand its market overseas. The firm currently sells its aircraft to several
airlines in the United Kingdom but now wants to establish manufacturing units there as
well in order to acquire a bigger share in the European market. Hence, it plans to merge
with QueenAir, a British aircraft manufacturer. Which of the following, if true, would
weaken the company's decision to merge with QueenAir?
A) Merging with QueenAir would increase its profits considerably.
B) There is increasing economic uncertainty in its U.S. market.
C) The preferences of airline customers in Europe and the U.S. are similar.
D) There is a striking difference in the organizational cultures of the two firms.
E) A competitor in the U.S. market recently went out of business.
Mike Ford is a senior accountant at Coleman and Co., which is a financial management
company. Mike has wanted to be on the board of representatives of his company for a
long time, but the company stipulates a minimum number of years an employee must
work at the organization before he or she makes it to the board. Mike is unwilling to
work two more years to reach that stipulated experience and so he found a way to
transgress this rule. He met up with one of the existing board members who was having
problems accounting for allocated funds that went missing and offered to settle that for
him in his department provided he nominate Mike to the board. Which of the following
power tactics is being used here?
A) ingratiation
B) legitimacy
C) inspirational appeals
D) pressure
E) exchange
During the design step of appreciative inquiry, participants ________.
A) find a common vision of how the organization will look in the future
B) use information from the discovery phase to speculate on possible futures
C) identify the organization's strengths
D) recount times they felt the organization worked best
E) write action plans and develop implementation strategies
________ is a dimension of intellectual ability which refers to the ability to do speedy
and accurate arithmetic.
A) Number aptitude
B) Verbal comprehension
C) Deductive reasoning
D) Spatial visualization
E) Amodal perception
Timothy Jenkins had been working for six years at Hartford Mills, a company that takes
a strong stand against unionization. Though Timothy's designation was that of a
production supervisor, as the company grew, he also took on additional duties like
keeping a check on employee safety, ensuring that legal measures are followed, and
implementing programs for labor welfare that the company planned. Many believed
that Timothy was doing a great job for the company, and so it came as a surprise when
Timothy was rumored to face severe disciplinary action, as he was encouraging the
workers to join a union. However, he was let off with a mere warning. Timothy argued
that he was only doing his job-a job in which he had responsibility for improving the
welfare of employees. Which of the following, if true, would help Hartford Mills avoid
such situations in the future?
A) ensuring the provision of a retaliatory policy for employees who go against the
company
B) holding town hall meetings to explain to employees why Timothy was suspected
C) enlisting the support of popular employees like Timothy to discharge the employee
welfare duties
D) engaging in collective bargaining as it is the only way to motivate employees to
work efficiently
E) specifying the permissible and prohibited aspects of an employee's formal role in the
organization
Family issues, economic problems, and personality characteristics are examples of the
________ factor of potential stress.
A) social
B) environmental
C) structural
D) psychological
E) personal
Which of the following is true with regard to use of individuals and teams?
A) Teams and individuals can be used interchangeably for all kinds of jobs without any
significant impact seen on effectiveness.
B) Teamwork requires less time and resources when compared to individual work.
C) Individuals have increased communication, supervision, and conflict-management
demands when compared to teams.
D) Individuals are bound by a collective common purpose that is organizationally
determined, and this typically reduces their performance.
E) Task complexity and requirement of different perspectives must be used as criteria
when assigning work to teams over individuals and vice versa.
Will Cears works at Mesner Corp. as a middle-level manager. Will recognizes that his
firm is plagued by organizational politics. Since he is not good at playing games, he
frequently engages in defensive behaviors in order to protect himself and his interests.
Will is frustrated because he believes that he has little control over his environment and
his environment is uncomfortable to him. He has had some success at establishing a
sense of control for himself by appearing to be cooperative and supportive to his
colleagues. However, he continues to hold his reservations against politicking and does
not engage in it. This is an example of ________ in order to avoid action, blame, or
change.
A) buffing
B) buck passing
C) scapegoating
D) misrepresenting
E) stalling
The more the lower-level personnel provide input or are actually given the discretion to
make decisions, the ________ within that organization.
A) higher is the degree of formalization
B) lower is the level of empowerment
C) lower is the degree of work specialization
D) higher is the degree of departmentalization
E) higher is the degree of decentralization
The physical ability that allows a body to maintain equilibrium despite opposing forces
is known as ________.
A) stamina
B) extent flexibility
C) static strength
D) body coordination
E) balance
Joe Sullivan and Mark Holland, members of the top management at EuAir, a European
airlines, were preparing for a meeting to discuss strategies to combat the recent rise in
fuel prices. Before the meeting began, Joe and Mark were discussing how oil prices
significantly impact the health of the world economy. Joe spoke of how higher oil
prices since 1999, partly the result of OPEC supply management policies, contributed
to the global economic downturn in 2000-2001. Mark agreed but added that the right
kind of strategy could help them overcome this challenge, and that they could even use
the situation to hike fares and generate additional revenues. Which of the following
statements, if true, would weaken the argument that Mark experienced groupshift in the
meeting?
A) Mark argued that implementing a price rise was necessary to recover the costs in
operating the flights.
B) Mark stated that the company should increase operations but at lower fares so they
can regain control over the market share.
C) Mark believed that most of their clientele was not price sensitive.
D) Mark stated that oil suppliers were going to pressure them even more in the future
and the company had to resort to alternatives like bio fuels.
E) Mark recommended that the company should establish a fuel hedging contract with
its key suppliers to ensure protection from fuel price rises.
Which of the following is a self-focused impression management technique?
A) flattery
B) enhancement
C) apologies
D) excuses
E) conformity
