MGMT 311 Quiz 2

ch.8 - Stephen needs to decide about whether or not to promote his firm's new sportswear line. He knows that his sportswear company's ad campaign will result in the firm earning profits of $575,000. He also knows that if he doesn't run the ad campaign, his company will earn only $100,000. What type of condition is he operating under? a. condition of certainty b. condition of risk c. condition of uncertainty d. condition of suboptimizing

a. condition of certainty

ch.8 - Which term refers to the ability of an individual to generate new ideas? a. creativity b. contingent thinking c. empowerment d. decision making

a. creativity

ch.8 - Divergent thinking is a skill that allows people to see __________ situations, phenomena, or events. a. differences among b. similarities among c. a meaningful subset of information about d. the limits and benefits of

a. differences among

ch. 9 - What term refers to the encoded information of the communication process? a. message b. decoding c. feedback d. channel

a. message

ch. 7 - A team of Americans and Koreans are working on resolving problems at Korean Air. Tim, an American and a team leader from Houston, understands in advance that there will be cultural challenges in this arrangement. What should he be sensitive to in dealing with his Korean counterparts? a. The Koreans may not openly disagree with Tim because of his position of authority. b. The Koreans will want to get closure each day and move on to the next agenda item. c. The Koreans will be willing to directly answer questions about their preferences. d. The Koreans are more likely to bypass senior managers and freely express their ideas

a. The Koreans may not openly disagree with Tim because of his position of authority.

ch.8 - According to prospect theory, people are more strongly motivated by __________ than by __________. a. potential losses, potential gains b. potential gains, potential losses c. ethics, personal gains d. personal gains, ethics

a. potential losses, potential gains

ch. 6 - Which of the following is NOT a method companies use to improve job design? a. raising pay for most standardized jobs b. giving employees more control over tasks c. shifting employees from one job to another d. introducing a wider variety of tasks

a. raising pay for most standardized jobs

ch.8 - Carla and John disagree about production goals for their office furniture manufacturing company. Carla, the marketing manager, believes the company will be most profitable with a wide variety of desk and chair models that are produced in short runs. John, the production floor supervisor, argues that the production of one model at a time makes the most sense and is, therefore, most profitable. They end up agreeing to do longer runs of fewer models, while still maintaining a modest variety of models to offer their customers. What type of behavioral approach does this decision represent? a. suboptimizing b. administrative modeling c. bounded rationality d. satisficing

a. suboptimizing

ch. 6 - What is the central feature of a 360-degree feedback system? a. wide-ranging feedback, as well as subjective measures of performance b. objective and easily measurable performance standards c. a one-on-one meeting between the employee and the supervisor d. both constructive feedback and destructive criticism

a. wide-ranging feedback, as well as subjective measures of performance

ch. 7 Angelina is trying to decide how large a group she should put together to address a fairly complex problem her company faces. Which of her following assumptions is correct? a. A large group will be the most efficient because members will set agendas and follow them. b. A culturally similar group will get off to a smoother start and require less management attention. c. If Angelina chooses a larger group size, there's likely to be less social loafing and more productivity. d. Complex problems are solved more effectively with homogenous groups due to lack of conflict.

b. A culturally similar group will get off to a smoother start and require less management attention.

ch. 6 - You manage a work group of ten secretaries who take turns answering phones, sorting mail, and typing and filing correspondence. Using the job characteristics theory, how can you assure that this team is happy and productive? a. Promote the best workers into lower-level management positions. b. Give them autonomy in deciding how to organize the workload. c. Provide bonuses for low absenteeism and for staying with the company. d. Break the job down into small component tasks and standardize them.

b. Give them autonomy in deciding how to organize the workload.

ch. 9 - Leon is a new human resources manager who has been charged with expanding the sales force. Which of the following ideas should he implement for running effective job interviews? a. Open the interview by asking the candidate to tell you something about themselves. b. Make any necessary accommodations if candidates have disabilities. c. Conduct the interview in a conference room where you can sit across the table from the candidate. d. Emphasize staff problems and corporate shortcomings so the candidate has a realistic impression of the workplace

b. Make any necessary accommodations if candidates have disabilities.

ch. 7 - You are worried about some of the costs associated with shifting to a team approach. Which of the following factors is a legitimate concern? a. It can be hard to attract younger workers, who tend to prefer workplaces with traditional manager-based systems. b. Some employees may feel concerned that their jobs are in jeopardy. c. Teams take a fair amount of work but have a relatively short lifespan. d. Managers may take their desirable new skills as coaches to a competitor.

b. Some employees may feel concerned that their jobs are in jeopardy.

ch.6 - When might a company best choose to use an extended work schedule? a. The employees need the time to master difficult tasks. b. There's a high cost of transitioning between employees. c. It allows for a larger and more diversified workforce. d. The employees are strongly committed to the firm

b. There's a high cost of transitioning between employees.

ch. 7 - Which of the following is a core strength of problem-solving teams? a. Employees can bond from long-standing relationships. b. They take advantage of employees' expertise by grouping employees who do the actual work. c. They save the company money by communicating using the Internet and other information technologies. d. They can come up with creative products and solutions by operating semi-autonomously.

b. They take advantage of employees' expertise by grouping employees who do the actual work.

ch.8 - Which of the following is NOT true regarding the difference between decision making and problem solving? a. When making a decision, you must evaluate various outcomes in terms of a goal. b. When solving a problem, you must choose from among various alternatives. c. When solving a problem, you must find the answer to a question. d. When making a decision, you must choose from among various alternatives.

b. When solving a problem, you must choose from among various alternatives.

ch. 9 - Which of the following enables users to see who is logged on and to chat with them in real time? a. telecommuting b. instant messaging c. filtering d. email

b. instant messaging

ch. 7 - Changing the shape of a team is known as __________. a. adaptation b. structural intervention c. social facilitation d. managerial intervention

b. structural intervention

ch.8 - Which of the following statements is true about escalation of commitment? a. It outlines how a group escalates into a cycle of generate, discuss, and vote. b. It describes the tendency for a group's average post-discussion attitudes to be more extreme than its average pre-discussion attitudes. c. It is also known as the sunk cost fallacy. d. It describes how people are quick to change incorrect decisions

c. It is also known as the sunk cost fallacy.

ch. 9 - What is one way to enhance horizontal communication? a. CEOs can visit various worksites for face-to-face communication. b. Subordinates can engage in daily informal contacts with managers. c. Online videos, wikis, or blogs can be made available to employees. d. Have managers provide regular performance reports and updates.

c. Online videos, wikis, or blogs can be made available to employees.

ch. 9 - Which of the following barriers to communication is an example of selective perception? a. Something blocks, changes, or distorts the message. b. Information is intentionally withheld, ignored, or distorted. c. The message is seen and heard based on expectations. d. A message isn't decoded the way the sender intended it.

c. The message is seen and heard based on expectations.

ch.6 - Why does the work teams approach tend to be more effective in countries such as Japan and Sweden? a. They are more effective at empowerment. b. They emphasize individual responsibility. c. Their work and rewards are team centered. d. They offer an extended work schedule.

c. Their work and rewards are team centered.

ch.7 - Which of the following is NOT one of the five basic group performance factors? a. informal leadership b. cohesiveness c. cooperation d. composition

c. cooperation

ch. 9 - What type of communication occurs when top-level executives in an organization seek feedback from white-collar employees at all levels of the organization? a. upward communication b. horizontal communication c. diagonal communication d. downward communication

c. diagonal communication

ch.6 - The extent to which goals are challenging, attainable, and require effort is known as goal ___________. a. acceptance b. commitment c. difficulty d. specificity

c. difficulty

ch. 6 - What term refers to the degree to which employees have the authority to set their own work goals, make decisions, and solve problems? a. collaboration b. participation c. empowerment d. expectancy

c. empowerment

ch. 9 - Relationships with coworkers, bosses, and others we know because of the roles we hold are known as __________. a. intranets b. diagonal ties c. formal ties d. informal ties

c. formal ties

ch. 6 - Pensions are an example of __________. a. perquisites b. a profit-sharing plan c. indirect compensation d. an award

c. indirect compensation

ch. 7 - Informational diversity has a __________ impact on team performance; demographic diversity often has a __________ impact. a. positive, positive b. negative, positive c. positive, negative d. negative, negative

c. positive, negative

ch. 7 - What term refers to the performance improvements that occur because people work together rather than independently? a. cohesiveness b. team efficacy c. process gain d. process loss

c. process gain

ch.6 - According to goal-setting theory, which of the following strategies is NOT likely to result in improved performance? a. holding employees accountable for goals they were involved in setting b. setting goals that are challenging and require effort c. setting unspecified goals so that workers can establish their own measures d. establishing goals that will encourage worker acceptance

c. setting unspecified goals so that workers can establish their own measures

ch.8 - The Delphi technique is a method that allows people to __________. a. generate ideas and then discuss them and vote until reaching consensus b. see differences among situations, phenomena, or events c. systematically gather the judgments of experts to develop forecasts d. analyze the benefits of situations, phenomena, or events

c. systematically gather the judgments of experts to develop forecasts

ch.8 - A contingency plan specifies what will be done if __________. a. the primary plan is successful b. it is necessary to satisfice c. the primary plan is disrupted d. there is post-decision dissonance

c. the primary plan is disrupted

ch. 9 - Abby has been charged with creating a media strategy with a high level of richness. Currently, her firm uses mainly email and formal written correspondence. Abby's goals are to increase interactivity and the firm's ability to communicate multiple cues to customers. Of the following communication media, which could Abby adopt because they are very high in richness? a. personal written and telephone b. telephone and email c. videoconferences and face-to-face d. email and instant messaging

c. videoconferences and face-to-face

ch. 7 - What distinguishes a command group from an affinity group? a. A command group is impermanent and has an informal reporting relationship. An affinity group is permanent but isn't really part of the formal organization structure. b. A command group is impermanent and isn't required to report until its work is done. An affinity group is permanent and each of its members has a special role. c. A command group is permanent and has a formal reporting relationship. An affinity group is impermanent and meets whenever members choose to. d. A command group is permanent and has a formal reporting relationship. An affinity group is permanent but isn't really part of the formal organization structure.

d. A command group is permanent and has a formal reporting relationship. An affinity group is permanent but isn't really part of the formal organization structure.

ch. 7 - After management at Cascade Geotechnical decided to adopt a teams approach to problem solving, the firm benefitted in many ways. Which of the following items was an organizational benefit? a. Absenteeism and turnover both declined significantly. b. Employees had the opportunity to be self-determining. c. There was less use of employee assistance programs. d. It eliminated redundant layers of bureaucracy.

d. It eliminated redundant layers of bureaucracy.

ch. 9 - Which of the following is true about media richness? a. Immediate feedback reduces richness by promoting irrelevant and tangential commenting. b. Videoconferencing is a good way to save travel time and expense during negotiations. c. The more concrete and specific the message, the higher the level of richness that is needed. d. Media that are low in number of cues and language variety are low in richness.

d. Media that are low in number of cues and language variety are low in richness.

ch. 9 - Which is a useful email guideline that managers can follow to improve business communications? a. Respond to each question in an email in separate responses. b. Send group emails regularly to keep people informed. c. Write elaborate and descriptive message lines for clarity. d. Reread emails to check for spelling and grammar before sending them.

d. Reread emails to check for spelling and grammar before sending them.

ch.8 - Some experts believe that groupthink contributed to the failure of NASA's Challenger mission. If this is correct, then which of the following statements is NOT likely true about the Challenger team members? a. They ignored the ethical implications of their decisions. b. They were insulated against opposing outside information. c. They believed they were invulnerable against failure. d. They fought constantly and couldn't agree on anything.

d. They fought constantly and couldn't agree on anything.

ch.6 - What is a reason why management by objectives (MBO) efforts can sometimes fail? a. MBO stimulates organization-wide communication. b. MBO allows individual goals to determine policy. c. The firm tries too hard to clarify rewards. d. Top management's goals aren't represented

d. Top management's goals aren't represented

ch.7 - The Green River Furniture Company has a group comprised of the managers of the sales, warehousing, manufacturing, and shipping departments. It has a group manager and is not included in the company's organization chart. This type of group is known as a __________. a. functional group b. common interest group c. command group d. affinity group

d. affinity group

ch.6 - Which approach to performance management identifies financial and nonfinancial performance measures and organizes them into a single model? a. the two-factor theory b. the human relations approach c. 360-degree feedback d. balanced scorecard

d. balanced scorecard

ch.6 - Albert works as a salesperson making $18 an hour plus 5% of every sale he makes. He receives two weeks of paid vacation a year, as well as 50% matching in a 401K retirement fund. In this scenario, $18 an hour represents Albert's __________. a. commissions b. compensation package c. perquisites d. base pay

d. base pay

ch. 9 - Amy has been told she needs to improve her active listening skills. Which strategy would help her to do this? a. avoid making too much eye contact so the other person isn't nervous b. ask basic yes/no questions to show signs of comprehension c. increase the level of background noise to tune out distractions d. closely observe the speaker for changes in tone and body language

d. closely observe the speaker for changes in tone and body language

ch.8 - Nonprogrammed decisions require managers to use good judgment and __________. a. procedures b. decision rules c. clear and specific goals d. creativity

d. creativity

ch.8 - The third step in the rational decision-making approach is to __________. a. identify the problem b. state the situational goal c. generate alternatives d. determine the decision type

d. determine the decision type

ch.6 - What is the second step in the performance appraisal process? a. communication b. compensation c. evaluation d. documentation

d. documentation

ch.8 - Which of the following identifies post-decision dissonance? a. more extreme post-discussion attitudes b. staying with a decision even when it appears wrong c. an innate belief about something without conscious consideration d. doubt about a choice that has been made

d. doubt about a choice that has been made

ch. 7 - Which of the following factors is associated with a high level of group cohesiveness? a. individualism b. large size c. recent composition d. external threats

d. external threats

ch.8 - If you decide to take a break and go for a hike in order to focus less consciously on the creative process, which stage in the creative process are you experiencing? a. verification b. preparation c. insight d. incubation

d. incubation

ch. 6 - What makes job specialization difficult to implement, even though it seems as if it would be highly effective? a. high level of expertise required to fulfill each task b. high cost of dividing labor among tasks c. increased demands placed on each worker d. monotony associated with each task

d. monotony associated with each task

ch. 7 - Elliot finds himself in a discussion about politics and current events in a group meeting. Everyone else joins in because they want to understand more about each other and share opinions. In which stage of group development is this most likely to occur? a. control and organization b. motivation and productivity c. communication and decision making d. mutual acceptance

d. mutual acceptance

ch. 7 - At what phase of team implementation is performance usually above prior levels? a. phase 1 b. phase 2 c. phase 3 d. phase 4

d. phase 4

ch.8 - What is the goal of brainstorming? a. provide the resolution to a problem or a decision b. gather judgments from noted experts to help develop forecasts c. identify "mindguards" who can protect the group from adverse information d. produce new ideas and solutions by stimulating group members' creativity

d. produce new ideas and solutions by stimulating group members' creativity

ch.6 - Brett and Lina work in different departments, but both receive 3% raises. Most of Brett's coworkers receive a 5% raise. Most of Lina's coworkers receive a 1% raise. Brett is unhappy with his raise, but Lina is happy with hers. Brett and Lina have different reactions to their raises because their raises have different _________. a. objective worth b. financial implications c. surface value d. symbolic value

d. symbolic value

ch. 9 - Which of the following defines communication? a. anything that blocks, distorts, or changes a sender's message b. the transmission of information from one person to another in order to agree on something c. the conversion of information into a message in the form of symbols, pictures, or words d. the transmission of information between people that creates a shared understanding and feeling

d. the transmission of information between people that creates a shared understanding and feeling

ch. 7 - Implementation of teams is a five-phase process. At one phase in the process, there is a danger that a team will become so internally focused that it may stop communicating with other teams or even develop rivalries with other teams. At which step is this likely to occur? a. reality and unrest b. leader-centered c. start-up d. tightly formed

d. tightly formed