Goal-setting theory is closely tied to the self-management concept of:
A) self-monitoring.
B) self-efficacy.
C) self-esteem.
D) None of the above.
In equity theory:
A) is as bad to overpay employees as to underpay them.
B) underpayment can be justified to employees.
C) it is better to overpay than underpay.
D) few employees care about the issue of overpayment or underpayment.
An organization is restructuring its sales division because it has consistently not met its
goals. This is an example of unplanned change due to:
A) economic competition.
B) government regulation.
C) performance gaps.
D) changes in administrative services.
Organizational behavior:
A) is a social science that examines people’s behavior in society, like physics or
sociology.
B) studies how organizations compete and applies that knowledge to improve the
organization’s quality.
C) is an intuitive, qualitative approach to the understanding of group behavior both on
and off the job.
D) is a discipline based in science that studies human behavior in organizations.
Which of the following is an organizational barrier to change?
A) Economic insecurity
B) Work group inertia
C) Second-order resistance
D) Fear of the unknown
In the transmission of organizational culture, material objects that connote meanings
that extend beyond their intrinsic content are called:
A) statements of principle.
B) symbols.
C) experiences of shared meaning.
D) stories.
Interviewing people in both organizations to determine “who really knows what to do
and how to do it” is a part of what activity of the cultural due diligence analysis?
A) Assess ing intellectual capital
B) Auditing the prevailing culture
C) Involving different people from both companies in designing the new enterprise
D) Communicating early and often
Unsolicited commercial e-mails are known as:
A) computer snoot.
B) feedback.
C) noise.
D) spam.
If you are suffering from information anxiety, you feel:
A) bombarded by information.
B) guilty because you lack important information.
C) worried that you may be caught not knowing something that others know.
D) Any of the above.
A type of personal power that is based on both expertise and personal qualities is:
A) referent power.
B) legitimate power.
C) expert power.
D) charisma power.
Exposure to other cultures helps people to become
A) less parochial and more ethnocentric.
B) more parochial and less ethnocentric.
C) less parochial and less ethnocentric.
D) more parochial and more ethnocentric.
________ focuses on the nature of groups, the variables that govern their development,
formation, structure, performance, etc.
A) Group dynamics
B) Teamwork
C) Social facilitation
D) Drive theory
People who are high in achievement motivation seek:
A) extremely difficult tasks.
B) to be in charge.
C) close, friendly relationships.
D) moderately difficult tasks.
The internalized set of rules and images regarding how to interpret something that has
occurred is known as:
A) decision frames.
B) honeymoon effect.
C) social information processing.
D) turnover.
Studies show that people tend to perform well when:
A) they have a high A-type personality and strong organizational skills.
B) they have low self-efficacy but high self-monitoring.
C) there is a match between their personalities and the characteristics of the jobs they
perform.
D) they exhibit a Type B personality with a high emotional intelligence quotient.
Overt reactions that express feelings about events are called:
A) moods.
B) expressions.
C) emotions.
D) All of the above.
Table 12.3
G.C.I. is a company with a highly political environment. To survive, managers must be
adept at organizational politics. The company has clear lines of authority, operating
procedures, and company policies. But the CEO confers favors based on whom he likes
at the moment. Performance goals are not clear, career paths are confusing, and what
constitutes success for the company is never clarified; profit, market share, quality,
customer satisfaction, or what. The new marketing director sees that production and
finance have a great deal of power. So he approaches the production director and offers
to work closely with him to avoid creating demand he can’t meet. When the marketing
director has an open personnel position and knows that the production director
desperately needs an assistant, the marketing director surrenders his position to the
production director. Seeing this relationship develop, the finance director begins to give
marketing only direct, selected information. He avoids meeting the marketing director
except in group meetings where there is no opportunity to talk one-on-one. The
marketing director immediately understands what is happening. He decides to enlist the
production director, the sales manager, and the human resource director in a plan to
reduce the finance director’s power or even get him fired.
Refer to Table 12.3. The finance director’s political response to the marketing director’s
actions with the production director is an example of:
A) blaming and attacking others.
B) aligning oneself with more powerful others.
C) playing political games.
D) controlling access to information.
Bank of America has been described as very conservative and slow to innovate or try
new ideas; in contrast, employees at The Limited are discouraged from making ‘safe”
choices. This difference represents which aspect of organizational culture?
A) Willingness to take risks
B) Interest in having employees generate ideas
C) Openness of available communication
D) Sensitivity to the needs of customers and employees
If two programmers pool their efforts to help meet an important deadline, their action
reflects:
A) organizational citizenship.
B) competition.
C) cooperation.
D) collectivism.
Table 15.4
Five organizations in your community are being studied using Mintzberg’s perspective
on organizational design. One is a high-tech organization with a simple structure,
decentralized authority, and support staff is the dominant element in the organization. A
second company operates in a stable industry, each employee’s work is highly
specialized, and decision-making is concentrated at the top of the organization. There is
also a family medical practice with three doctors who are partners. The operating core
is the dominant element, and decision-making is vested in the doctors. Finally, there is a
retail dealer mall for antiques and collectibles, which is dominated by its strategic apex
element.
Refer to Table 15.4. The doctor’s medical practice is an example of Mintzberg’s:
A) simple structure.
B) machine bureaucracy.
C) professional bureaucracy.
D) adhocracy.
Table 6.1
Three middle managers are discussing their attitudes about work over lunch. Lee is
expressing how much he likes working for his boss, but he dislikes his current work
assignment, and he says it’s too tedious. He’s looking forward to its completion so he
can move on to more exciting work. Tim tells his luncheon partners that he’s convinced
he got his current position because his previous boss wanted to help him along in his
career. (Tim doesn’t know his previous boss couldn’t stand him and wanted to move him
out of his area.) Tim is very happy because he believes he has the right skill mix to be
successful in his new position. Andrea tells everyone that she is looking for another job.
She has been for several months, but “the right thing hasn’t come along yet.” She has
advanced her career by changing jobs every 12-18 months. Their fourth luncheon
partner, Leslie, is also unhappy on the job and looking for another position. She
believes that her current boss is threatened by her competence and is holding her back
from greater opportunities. Leslie wants to stay with the company but wants to work for
someone else.
Refer to Table 6.1. Based on research on job satisfaction and job changes, what results
might you predict for Leslie or Andrea when they change jobs?
A) They both will be much more satisfied in a new job.
B) Andrea will experience greater satisfaction because of her past success, while Leslie
will not because of her attitude toward her boss.
C) Their level of dissatisfaction will not change significantly.
D) None of these.
Job enrichment programs have a number of limitations including:
A) generally poor/weak job performance results.
B) poor acceptance by upper management.
C) a dramatic increase in compensation costs.
D) lack of employee acceptance.
Which of the following are ways to promote job satisfaction?
A) Improve the quality of supervision
B) Make fun jobs more difficult
C) Create pay systems based on seniority
D) Match people to jobs that differ from their interests
A person who has a deep concern for the organization and the development of the
workers, and is highly concerned about others’ achievement, mostly likely has a
________ decision style.
A) directive
B) analytical
C) conceptual
D) behavioral
Which of the following laws was enacted to guard against future accounting scandals?
A) Foreign Corrupt Practices Act
B) False Claims Act
C) Sarbanes-Oxley
D) Federal Sentencing Guidelines for Organizations
Table 15.5
INVEX, Inc. is a small manufacturer of low technology consumer goods. They want to
enter the Asian market but don’t know how. They form a strategic alliance with Asia
Today, a marketing firm specializing in marketing U.S. goods of all kinds in Asia.
INVEX, Inc. also has a relationship with another company, Small Things R’ Good, a
manufacturer of low technology consumer goods. They provide components to each
other and INVEX will bring that company into the alliance with Asia Today.
Refer to Table 15.5. The relationship of Small Things R’ Good and INVEX is what type
of strategic alliance?
A) A value-chain partnership
B) A joint venture
C) A mutual service consortium
D) A megacorporation
An example of an objective personality test would be:
A) drawing a picture test and explaining it to a trained psychologist.
B) completing a questionnaire.
C) a thematic appreciation test.
D) a test like the General Management Aptitude Test.
The results of training to promote justice have shown that:
A) employees of trained managers are less inclined to respond negatively.
B) employees of trained managers are more likely to engage in organizational
citizenship behaviors.
C) employees of trained managers are not impacted at all.
D) Both A and B.
The ________ asserts that groups go through two stages marked by the mid-point of the
group’s time together.
A) group contingency schematic
B) punctuated-equilibrium model
C) socialization transfer model.
D) congruence-productivity paradigm
In 2009, approximately how much did the EEOC recover in monetary benefits for the
charging parties of sexual harassment?
A) $15 million
B) $51 million
C) $78 million
D) $125 million
Which of the following is an example of destructive organizational deviance?
A) Workplace aggression
B) Violence
C) Whistleblowing
D) Both A and B.
Table 3.4
Ted is designing a training program for his company’s sales force. His training program
must permit quick learning with maximum retention. He has built an interactive
computer simulation for sales representatives to practice their sales skills. To evaluate
the results of the training,Ted has the sales representatives evaluate themselves, their
managers evaluate them, and their peers evaluate them.
Refer to Table 3.4. What principle must Ted incorporate into his training to ensure quick
learning and retention?
A) Participation
B) Repetition
C) Feedback
D) Transfer of learning