MGMT Final

According to Skinner, __________ strengthens a behavior by making the avoidance of an undesirable consequence contingent on its occurrence. Select one: a. negative reinforcement b. punishment c. positive reinforcement d. extinction Feedback

A

At ABC International, Jason works with members who come from different functional units of the organization to work on a specific task. Jason works in a(n): Select one: a. informal group. b. interest group. c. cross-functional team. d. vertically integrated team.

C

Competition and compromise are forms of: Select one: a. win-win conflict. b. lose-lose conflict. c. win-lose conflict. d. equal conflict.

C

A cultural attitude marked by the tendency to regard one's own culture as superior to others is called: a. ethnocentrism. b. polycentrism. c. geocentrism d. technocentrism. e. none of these.

a

According to Hofstede's dimensions of national cultures, __________ is the degree to which a society tolerates risk and uncertainty. Select one: a. uncertainty avoidance b. individualism-collectivism c. power distance d. time orientation

a

According to Vroom's expectancy theory, in order to maximize expectancy, a manager should do all of the following EXCEPT: Select one: a. assume that people will work hard to get promoted. b. select people with the right abilities for the jobs to be done. c. provide workers with the best training and development. d. support workers with resources.

a

An unofficial group that emerges from spontaneous relationships among people with common interests is called a(n) __________. Select one: a. informal group b. virtual network c. unofficial team d. formal team

a

In Maslow's hierarchy of needs theory, the __________ states that people try to satisfy lower-level needs first and then move step-by-step up the hierarchy. Select one: a. progression principle b. existence principle c. frustration-regression principle d. deficit principle

a

The removal of an unpleasant consequence following a desired behavior is referred to as: a. avoidance learning. b. punishment. c. positive reinforcement. d. extinction. e. inefficient management.

a

Thorndike's ________ states that behavior followed by pleasant consequences is likely to be repeated, while behavior followed by unpleasant consequences is not. Select one: a. law of effect b. law of equity c. expectancy theory d. goal setting theory

a

Which of the following conditions occurs when glass ceilings and other obstacles cause qualified and high-performing women to drop out of upward career paths? Select one: a. The leaking pipeline problem b. The revolving door syndrome c. The double-bond dilemma d. The glass closet problem

a

_______ refers to high turnover among minorities and women. A. The revolving door syndrome B. The glass ceiling effect C. Ethnocentrism D. An organizational subculture

a

__________ refers to high turnover among minorities and women. Select one: a. The revolving door syndrome b. The glass ceiling effect c. Ethnocentrism d. An organizational subculture

a

A culture that includes nonverbal signals and context when interpreting communication is classified as a(n) __________. Select one: a. individualistic culture b. high-context culture c. collectivistic culture d. low-context culture

b

According to Vroom's expectancy theory, in order to have high and positive valences, people must: Select one: a. believe in their abilities. b. value the outcomes associated with high performance. c. perceive rewards as being equitable. d. perceive that their performance accomplishments will be followed by desired work outcomes.

b

All of the following are satisfier factors EXCEPT: Select one: a. recognition. b. salary. c. personal growth. d. achievement.

b

Bill is at a business dinner meeting in India. When his Indian associates light up a cigarette after the meal, he feels offended as his cultural values discourage such practices. He then lectures his colleagues on the evils of smoking and walks out of the restaurant. In this scenario, Bill is guilty of __________. Select one: a. subcultural preference b. ethnocentrism c. monochronic behavior d. polychronic behavior

b

Jana has a high tolerance for the unstructured, the unclear, and the unpredictable. She can best be described as having: a. high uncertainty avoidance. b. low uncertainty avoidance. c. high degree of individualism. d. low degree of individualism. e. low level of power distance.

b

Layla Fox is a creative, imaginative, artistically sensitive individual who loves to take on new opportunities. She is a successful manager who believes that she makes her own destiny through hard work and listening to people. Her personal problem solving style is intuitive-thinking. Layla can best be described using which of these Big Five personality factors? a. Agreeableness b. Openness to experience c. Conscientiousness d. Extroversion e. Emotional stability

b

The degree to which a job has substantial impact on the lives or work of other people elsewhere in an organization or in the external environment is called __________. Select one: a. autonomy b. task significance c. task identity d. skill variety

b

To have ________, people must perceive that their performance accomplishments will be followed by desired work outcomes. Select one: a. low instrumentalities b. high instrumentalities c. high valence d. low valence

b

_____ is the ability to influence people toward the attainment of organizational goals. a. Motivation b. Leadership c. Persuasion d. Commitment e. Organizational citizenship

b

Building a successful team with positive performance norms would include all of the following EXCEPT: Select one: a. Leaders acting as positive role models. b. Leaders training new members to adopt desired behaviors. c. Leaders making individual decisions to avoid conflict. d. Leaders holding regular meetings to discuss ways of improving.

c

In the storming stage of team development, team members __________. Select one: a. coordinate their efforts as a working unit and operate with shared rules of conduct b. focus on getting acquainted and establishing interpersonal relationships c. start to clarify task agendas and understand one another d. creatively deal with complex tasks and interpersonal conflicts

c

James attends a class on cross-cultural business management where he learns about the use of appropriate manners and behaviors in cross-cultural situations. In this case, James has learnt about __________. Select one: a. ethnocentricity b. positive feedback c. cultural etiquette d. active listening

c

Johan, an employee at Petro Refining Center, was found smoking in the refinery. His manager imposed a wage cut on him for violating major safety rules. The wage cut in this scenario best exemplifies __________. Select one: a. valence b. extinction c. a punishment d. a reward

c

John tends to avoid responsibility by free-riding in groups. This tendency is called: Select one: a. incivility. b. redundancy. c. social loafing. d. work avoidance.

c

Researchers at the Ohio State University identified two major behaviors called: a. commitment and consideration. b. commitment and initiation. c. consideration and initiating structure. d. initiating structure and commitment. e. consideration and concern for people

c

The tendency to consider one's culture superior to any and all others is called __________. Select one: a. culturalism b. cultural etiquette c. ethnocentrism d. bad manners

c

A __________ is an unfulfilled physiological or psychological desire. Select one: a. motivator b. satisfier c. hygiene factor d. need

d

A behavior, rule, or standard expected to be followed by team members is called a __________. Select one: a. law b. cohesive component c. decision d. norm

d

According to Herzberg, __________ that are part of job context are working conditions, organizational policies, and salary. Select one: a. satisfier factors b. intrinsic factors c. physiological factors d. hygiene factors

d

High performance teams are typically characterized by all of the following EXCEPT: Select one: a. clear and elevating goals. b. a result-oriented focus. c. standards of excellence in a collaborative team culture. d. little recognition for their accomplishments.

d

In which of the following cultures do people tend to do one thing at a time? Select one: a. Individualistic cultures b. High-context cultures c. Low-context cultures d. Monochronic cultures

d

Johnny wants to learn about the ways people use and communicate with space. He should study __________. Select one: a. information technology b. channel richness c. space technology d. proxemics

d

Layla Fox is a creative, imaginative, artistically sensitive individual who loves to take on new opportunities. She is a successful manager who believes that she makes her own destiny through hard work and listening to people. Her personal problem solving style is intuitive-thinking. Layla appears to have a: a. high external locus of control. b. high Mach personality. c. high authoritarian style. d. high internal locus of control. e. low extroversion characteristic.

d

Susan, a manager at ABC International, focuses on authority and obedience, delegates little, and acts in a unilateral command-and-control fashion. Susan can be described as a(n) __________. A. democratic leader B. human relations leader C. laissez-faire leader D. autocratic leader

d

Sylvia is a member of a team that uses e-mail, instant messaging, and blogging to communicate. Although she sees members of her team on breaks and at lunch, Sylvia does not interact with them face-to-face in a professional setting. Sylvia's team can best be described as a: a. project team. b. global team. c. focus group. d. virtual team. e. self-directed team.

d

Teams that have the authority to make decisions about how they share and complete their work are called __________. Select one: a. quality circles b. informal groups c. employee involvement teams d. self-managing teams

d

The confusion and discomfort that a person experiences when in an unfamiliar culture is called __________. Select one: a. cultural diversity b. ecological fallacy c. proxemics d. culture shock

d

The most individualistic country, according to Hofstede's sample, is __________. Select one: a. Japan b. Germany c. China d. the United States

d

The stages of adjusting to a new culture do NOT include: Select one: a. irritation and anger. b. honeymoon. c. reality. d. power and distance.

d

Two leadership styles used by Fiedler in his contingency theory were: a. employee-centered and job-centered. b. consideration and initiating structure. c. concern for people and concern for production. d. relationship-oriented and task-oriented. e. employee-oriented and relations-oriented

d

Which of the following is NOT a stage in the team development process? Select one: a. Forming b. Storming c. Norming d. Taming

d

Which of the following is not a dividend of management of workplace diversity? a. Reduced costs associated with high turnover, absenteeism, and lawsuits. b. Increased understanding of the marketplace. c. Better use of employee talent. d. Increased costs associated with high turnover, absenteeism, and lawsuits. e. Enhanced quality of team problem solving.

d

__________ is the practice of designing jobs rich in content that offers opportunities for higher-order need satisfaction. Select one: a. Job hunting b. Job design c. Job manipulation d. Job enrichment

d

__________ refers to the efforts of the leadership in an organization toward committing the organization to hiring and advancing minorities and women. Select one: a. Diversity exclusion b. Ethnocentrism c. Pluralism d. Affirmative action

d

_______________ is the tendency for highly cohesive teams to lose their evaluative capabilities. Select one: a. Decision avoidance b. Communication drift c. Centralized communication d. Groupthink

d