MGT 321 Quiz Ch. 1 (Exam 1)

The remedy for the slippery slope is: root out conflicts of interest. when handing off work, ask if the assignment might invite unethical behavior. reward solid decision processes, not just good outcomes. be alert for even trivial ethical infractions and address them immediately. brainstorm unintended consequences.

Be alert for even trivial ethical infractions and address them immediately

The remedy for ill-conceived goals is: root out conflicts of interest. when handing off work, ask if the assignment might invite unethical behavior. reward solid decision processes, not just good outcomes. be alert for even trivial ethical infractions and address them immediately. brainstorm unintended consequences.

Brainstorm unintended consequences

Which of the following is not a soft skill? Active listening Financial analysis Problem solving Decision making Critical thinking

Financial analysis

A person can build his/her social capital by: being trained in new skills. getting a mentor. shadowing a higher-level manager. learning a new language. identifying new career opportunities outside the organization.

Getting a mentor

In being hired for a job, the most important factor is likely to be _____, but to be promoted, a person needs _______. hard skills; soft skills soft skills; hard skills hard skills; technical skills soft skills; team skills team skills; technical skills

Hard skills; soft skills

Which of the following statements is true? Human capital is more important than social capital. Social capital is more important than human capital. Human and social capital are both extremely important. Neither human nor social capital are very important. Research has not studied this topic, so no one knows how important either form of capital is.

Human and social capital are both extremely important

Pascal is a customer service representative who handles phone inquiries. He has a goal of handling 12 calls per hour. When he gets a customer with a complex situation, he tends to become short with that person to keep the call short. This is an example of: ill-conceived goals. motivated blindness. indirect blindness. the slippery slope. overvaluing outcomes.

Ill-conceived goals

When we set goals and incentives to promote a desired behavior, but they encourage a negative one, the cause of the resulting unethical behavior is called: ill-conceived goals. motivated blindness. indirect blindness. the slippery slope. overvaluing outcomes.

Ill-conceived goals

When we hold others less accountable for unethical behavior when it's carried out through third parties, this is called: ill-conceived goals. motivated blindness. indirect blindness. the slippery slope. overvaluing outcomes.

Indirect blindness

Harriet saw Josephine cheating on a test in their OB class. However, she did not report this because Josephine is on her team in the class and she feared that Josephine might be kicked out of the class and that this would hurt her team's chances of doing well on their project. Harriet is experiencing: ill-conceived goals. motivated blindness. indirect blindness. the slippery slope. overvaluing outcomes.

Motivated blindness

When we overlook an unethical behavior of another when it's in our interest to remain ignorant, this is called: ill-conceived goals. motivated blindness. indirect blindness. the slippery slope. overvaluing outcomes.

Motivated blindness

Soft skills are: less valuable than hard skills. needed to interact with, influence, and perform with others. not relevant to jobs above first-level supervision. not portable, that is, they can't be carried from one job to the next. useful only in the middle and late stages of a career.

Needed to interact with, influence and perform with others

When we give a pass to unethical behavior if the outcome is good, this is called: ill-conceived goals. motivated blindness. indirect blindness. the slippery slope. overvaluing outcomes.

Overvaluing outcomes

The remedy for overvaluing outcomes is: root out conflicts of interest. when handing off work, ask if the assignment might invite unethical behavior. reward solid decision processes, not just good outcomes. be alert for even trivial ethical infractions and address them immediately. brainstorm unintended consequences.

Reward solid decision processes, not just good outcomes

The remedy for motivated blindness is: root out conflicts of interest. when handing off work, ask if the assignment might invite unethical behavior. reward solid decision processes, not just good outcomes. be alert for even trivial ethical infractions and address them immediately. brainstorm unintended consequences.

Root out conflicts of interest

Research shows that, in general: social capital decreases organizational performance. social capital can improve operations. social capital decreases work group integration. social capital increases group conflict. social capital can decrease job satisfaction.

Social capital can improve operations

Which of the following statements is false? The contingency approach is just common sense. Common sense excels in well-known scenarios with predictable outcomes. Common sense requires less effort than finding the real problem. Common sense can be overly subjective. Common sense is weak in unexpected situations.

The contingency approach is just common sense

Auditors at XYZ Company accept a client firm's questionable financial statements when the infractions have occurred over time. This is an example of: ill-conceived goals. motivated blindness. indirect blindness. the slippery slope. overvaluing outcomes.

The slippery slope

The remedy for indirect blindness is: root out conflicts of interest. when handing off work, ask if the assignment might invite unethical behavior. reward solid decision processes, not just good outcomes. be alert for even trivial ethical infractions and address them immediately. brainstorm unintended consequences.

When handing off work, ask if the assignment might invite unethical behavior