In most self-directed work teams, the supervisor assigns tasks that individual team
members perform.
Organizations with adaptive cultures are unable to maintain a stable value system and,
consequently, tend to perform poorly in the long run.
The rational choice paradigm selects the choice with the highest utility through the
calculation of objective expected utility.
Employees with high levels of affective commitment tend to engage in more
organizational citizenship behaviors.
The typical employee is very engaged with the organization.
Decision makers typically look at alternatives sequentially and compare each
alternative with an implicit favorite.
Distributive justice refers to fairness of the procedures used to decide the distribution of
resources.
Cycle time is the time required to complete the task before starting over with another
item or client.
Research indicates that Baby Boomers and Generation-X employees bring the same
values and expectations to the workplace.
Departmentalization establishes interdependencies among employees and subunits and
frames the membership of formal work teams.
People who have more power over others engage in more automatic rather than mindful
thinking.
Resistance is a form of conflict that should be viewed as relationship conflict.
Team cohesion can cause team members to suppress dissenting opinions, except when a
strong team norm is related to the issue of dissent.
Which strategy for merging two distinct cultures is most appropriate when the two
merging companies are in unrelated industries or operate in different countries, because
the most appropriate cultural values tend to differ by industry and national culture?
A. Deculturation
B. Assimilation
C. Separation
D. Integration
E. Negotiation
Which of these statements about shared assumptions is true?
A. They are not taken-for-granted perceptions, but rather conscious decisions.
B. They are so deeply embedded they probably cannot be discovered by surveying
employees.
C. They are the same as espoused values.
D. They are revealed through corporate value statements.
E. They rise to the surface only when employees let them.
Standardizing work through job descriptions and procedures:
A. is a form of coordination.
B. is more common when the work is complex and ambiguous.
C. tends to reduce quality and consistency.
D. is unnecessary in large organizations.
E. is more common in organic rather than mechanistic structures.
Which of the following is NOT a source of power in a social network?
A. Information
B. Visibility
C. Referent power
D. Isolation
E. Expertise
Which of the following is an example of the influence tactic of forming coalitions?
A. Employees get together to show management that they collectively request that the
company purchase new computer equipment.
B. Some employees of an airline threaten to go on strike just a few weeks before the
company begins its busiest season and most profitable part of the year.
C. A new executive immediately posts her diplomas and awards on the office wall for
others to see.
D. To demonstrate that cost overrun errors aren’t due to production employees, the
production manager privately shows senior executives examples of how the marketing
manager makes mistakes on orders.
E. Employees present facts and logical arguments to change the attitude of their boss.
Which of the following is true about using the strategy of integration for merging
different corporate cultures?
A. It works best when people realize that their existing cultures are good enough, which
motivates them to stick to their dominant values.
B. It is the fastest strategy for merging different corporate cultures.
C. It is potentially safe because neither party is preserving the existing culture.
D. It should be considered when the merging companies have strong cultures and
distinct cultures.
E. It creates a new composite culture that preserves the best features of the previous
cultures.
Which of the following explicitly identifies neuroticism?
A. MARS model
B. Schwartz’s Values Circumflex model
C. The Five-Factor model of personality
D. Holland’s theory of vocational choice
E. Myers-Briggs Type Indicator
Sunshine ManufacturingJafina works for a Sunshine Manufacturing, where her team
shares a machine and materials with another team that works a different shift. Each
team is responsible for ensuring that the machine is in working order and the work area
is fully stocked before handing it over to the other team at shift change. While working,
Jafina begins the manufacturing process, then passes her work along to her teammate,
Georgia, to complete the next step of the process. After this, Georgia passes it along to
Jeremy to complete the process.The two teams sharing a work space and machine is
known as:
A. reciprocal interdependence.
B. sequential interdependence.
C. complete interdependence.
D. pooled interdependence.
E. collective interdependence.
People with a high need for affiliation tend to:
A. rely on persuasive communication.
B. be more effective at allocating scarce resources.
C. choose tasks with a moderate degree of risk.
D. actively support others.
E. be highly motivated by money.
Which of the following statements was NOT considered by the needs hierarchy theory?
A. Everyone is naturally motivated to reach their full potential.
B. Higher-order needs are influenced by personal and social influences.
C. Basic needs are more essential to individuals than their socialization needs.
D. People’s physiological needs are stronger than their esteem needs.
E. Needs are strongly influenced by each individual’s self-concept.
Third-party dispute resolution activities are classified in terms of their:
A. arbitrariness and firmness.
B. level of process control and level of decision control.
C. assertiveness and cooperativeness.
D. differentiation and interdependence.
E. consequences for the organization.