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In integrative bargaining, the parties in conflictperceive that they canincrease the
resource pie by finding a creative solution to the conflict.
A. True
B. False
Human resource management is simple because organizations need not adhere tostate
or national laws.
A. True
B. False
Cultures whose values and norms fail to motivate or inspire employees and lead to
stagnation and, often, failure over time, are referred to as:
A. aggressive cultures.
B. flexible cultures.
C. inert cultures.
D. normative cultures.
E. adaptive cultures.
Norms and values in an organizational culture might inadvertently promote
dysfunctionally high levels of conflict that are difficult to resolve.
A. True
B. False
The process of designing the machine€worker interface to increase operating system
efficiency is called _____.
A. facilities layout
B. flexible manufacturing
C. process reengineering
D. customer relationship management
E. materials management
Which of the following is true of extrinsic motivation?
A. The source of motivation is the consequences of the behavior, not the behavior itself.
B. The source of motivation lies with executing the tasks with maximum efficiency and
efficacy.
C. The motivation is fueled bya person's need for achievement and self-actualization.
D. The motivation is fueled by a person's desire to ensure the welfare of other people.
E. The source of motivation lies with the sense of satisfaction that performing well
brings.
Handling conflicts through accommodation, avoidance, or competition is ineffective
from an organizational point of view because the parties do not cooperate with each
other.
A. True
B. False
In a flat, decentralized structure, people have little personal autonomy, and norms that
focus on being cautious emerge because predictability and stability are desired goals.
A. True
B. False.
Organizations with culturally homogeneous management teams are best equipped to
tailor their management systems to meet the requirements of different cultures.
A. True
B. False
Carrow is a manager who believes thatmaintaining control over his employees is more
importantthan maintaining cordial relationships with them. According to McClelland's
three-needs theory, Carrow has a:
A. high need for power and low need for affiliation.
B. high need for power and high need for affiliation.
C. low need for power and low need for achievement.
D. low need for achievement and high need for affiliation
E. low need for power and low need for affiliation
Recruiting processes conducted by anorganization to find people outside the
organization who have not worked for the organization previously are known as _____.
A. internal recruiting
B. lateral recruiting
C. external recruiting
D. transferring
E. promoting
According to the expectancy theory, the term instrumentality refers to how desirable
each of the outcomes available from a job or organization is to a person.
A. True
B. False
The ways in which men communicate emphasize _____.
A. similarities
B. status differences
C. comradeship
D. team spirit
E. companionship
The local communities in which an organization operates are seldom considered as
stakeholders of the organization.
A. True
B. False
