MGT test 1

_______ ethics are the guiding practices and beliefs through which a particular firm and its managers view their responsibilities to stakeholders. A) Societal B) Occupational C) Individual D) Organizational E) Governmental

d- Organizational

Chapter 5 Explain both distributive and procedural justice. Differences and similarities.

- Distributive justice- A moral principle calling for fair distribution of pay, promotions, and other organizational resources based on meaningful contributions that individuals have made and not personal characteristics over they can't control. Managers must make sure distributive justice exists. There is also a legal obligation to treat all employees fairly. - Procedural justice- moral principle calling for the use of fair procedures to determine how to distribute outcomes to organizational members. Procedural justice exists when managers praise performance, takes into account environmental obstacles, and ignores personal characteristics like age or ethnicity.

Chapter 2 Webber's principles of bureaucracy- What were his 5 principles, explain them.

- Principle 1: Formal authority derives from one's position inside the organization. - Obedience is owed to the manager because their position has a level of authority and responsibility. - Principle 2: Individuals occupy positions because of their performance. - Some organizations are still influenced by personal relations. - Principle 3: Each individual's authority and responsibilities are specified by the organization. - Managers and workers know what is expected from them and others. - Principle 4: Authority is exercised effectively when positions are arranged hierarchically. - The hierarchy makes it clear who workers should report to if conflicts arise. - Principle 5: Rules of the organization are followed and control individual behavior. - Rules are specific actions that should be taken to reach a goal, SOP's are instructions, and norms are unwritten codes. Rules, SOP's, and norms specify the best way to accomplish organizational tasks.

_______ is the set of values and the norms of behavior which are approved or sanctioned by a particular society. A) National culture B) Social stratification C) Cultural pluralism D) Organizational culture E) Social structure

a- National culture

_______ is/are your company's views on its duty or obligation to make decisions that protect, enhance, and promote the welfare and well-being of stakeholders and society as a whole. A) Social responsibility B) Ethical performance C) Stakeholder mandate D) Legal scrutiny E) Organizational ethics

a- Social responsibility

_______ ethics are the standards that govern how members of a society should deal with one another in matters involving issues such as fairness, justice, poverty, and individual rights. A) Societal B) Occupational C) Individual D) Organizational E) Governmental

a- Societal

1) What benefits does the global environment offer organizations? A) The global environment provides organizations with opportunities to increase efficiency and effectiveness. B) The global environment is easy to operate within and is constant, straightforward, and predictable. C) Fluctuating sociocultural factors do not affect the performance of organizations that function at a global level. D) Organizations are faced with fewer challenges and risks when they grow to prominence internationally. E) Organizations that operate globally seldom need to compete for scarce and valuable resources.

a- The global environment provides organizations with opportunities to increase efficiency and effectiveness.

_______ is a person's confidence and faith in another person's goodwill. A) Trust B) Reputation C) Social responsibility D) Moral standing E) Emotional value

a- Trust

In a(n) _______ culture, managers are likely to establish clear reporting relationships with their employees and constantly monitor employees. A) conservative B) traditional C) strong D) innovative E) hierarchical

a- conservative

When organizational members are not strongly committed to a shared system of values, beliefs, and routines, organizational _______ is/are weak. A) culture B) tradition C) relations D) routines E) socialization

a- culture

1) What is the definition of diversity? A) differences among people due to age, gender, race, ethnicity, religion, sexual orientation, socioeconomic background, or other characteristics B) differences in the levels of job satisfaction and organizational commitment among managers in different countries because they face different economic, political, and sociocultural forces in their organizations' general environments C) the extent to which an individual has a strong desire to perform challenging tasks well and to meet personal standards for excellence D) the extent to which an individual is concerned about establishing and maintaining good interpersonal relations, being liked, and having the people around him or her get along with one another E) the extent to which an individual desires to control or influence others

a- differences among people due to age, gender, race, ethnicity, religion, sexual orientation, socioeconomic background, or other characteristics

Jared, a regional manager for a pet supply chain, is responsible for keeping his employees updated on changes in diversity policies. Jared plays the role of a _______ in managing diversity. A) disseminator B) leader C) liaison D) figurehead E) communicator

a- disseminator

Rashad consistently went above and beyond to meet his personal deadlines and to help other team members to ensure a recent product launch was completed on time. His manager was impressed and offered Rashad the opportunity for a coveted leadership position on the next-generation product team. The manager's action is consistent with _______ justice. A) distributive B) restorative C) customary D) reparative E) frontier

a- distributive

In an organization that follows Weber's principles of bureaucracy, positions are arranged A) hierarchically. B) by functional departments. C) by skills. D) by salary level. E) in a flat line.

a- hierarchically.

When Marta encounters a problem in her work, she is determined to find a way to solve it. Marta is A) high on conscientiousness. B) low on competence. C) low on perseverance. D) high on negligence. E) low on openness to experience.

a- high on conscientiousness.

Organizational performance is most likely to A) increase with an increase in efficiency and effectiveness. B) increase with a decrease in efficiency and effectiveness. C) remain unchanged with a decrease in efficiency and effectiveness. D) decrease with an increase in efficiency and effectiveness. E) remain unchanged with an increase in efficiency and effectiveness.

a- increase with an increase in efficiency and effectiveness.

A hiring manager can be described as exhibiting overt discrimination if she is A) knowingly and willingly denying diverse individuals access to opportunities and outcomes in the organization. B) focusing attention on individuals who are conspicuously different from herself. C) perceiving individuals with high social status more positively than those with low social status. D) perceiving others who are similar to herself more positively than those who are different. E) using information about others in ways that result in inaccurate perceptions.

a- knowingly and willingly denying diverse individuals access to opportunities and outcomes in the organization.

1) Sally works on a production line. Her manager moves several of her coworkers around to achieve the right worker-task specialization and to link people and tasks by the speed of the production line. If successful, the manager will A) lower costs. B) increase workplace monotony. C) increase job satisfaction. D) decrease organizational output. decrease mechanization of the work process

a- lower costs.

The outcome of the control process is the ability to A) measure performance accurately and regulate organizational efficiency and effectiveness. B) formulate effective business strategies and plan the allocation of resources. C) attract customers by producing goods and services more cheaply than any competitor. D) motivate employees to perform at a high level. E) decide what organizational goals to pursue.

a- measure performance accurately and regulate organizational efficiency and effectiveness.

China is a highly efficient manager. This implies that she A) minimizes the amount of input resources without compromising quality. B) is slow to respond to change and perceives organizational change as harmful. C) does not favor flexibility in planning. D) chooses appropriateness goals. E) works for longer hours than do most of her colleagues.

a- minimizes the amount of input resources without compromising quality

Emily is seldom in a bad mood and is always optimistic about herself and others. It can be said that Emily is low on A) negative affectivity. B) agreeableness. C) affiliation. D) positive affectivity. E) extraversion.

a- negative affectivity.

The most potentially threatening force that managers must deal with in the task environment is A) rivalry between competitors. B) managing the global supply chain. C) negotiating and administering agreements with unions and their representatives. D) a reliable supply of input resources. E) a distributor demands that the company reduces the prices of its goods and services.

a- rivalry between competitors.

1) Frederick W. Taylor is best known for defining the techniques of A) scientific management. B) administrative management. C) behavioral management. D) management science. E) organizational management.

a- scientific management.

All decisions and actions of managers are based on their A) subjective perceptions. B) objective determination. C) schemas. D) gender schemas. E) overt discrimination.

a- subjective perceptions.

The _______ is the idea that the pursuit of self-interest with no consideration for societal interests leads to disaster. A) tragedy of the commons B) ethical dilemma C) moral dilemma D) credo E) concept of individual ethics

a- tragedy of the commons

1) Which manager is performing the managerial role of leading? A) Fred, who creates a system that coordinates and organizes the organization's members to work together to achieve goals B) Babette, who energizes employees and enables them to understand the part each of them plays in achieving organizational goals C) Horace, who decides which strategies the organization should pursue D) Hiroto, who takes corrective action needed to improve the performance of the organization E) Darlene, who decides how best to organize the human resources of the organization

b- Babette, who energizes employees and enables them to understand the part each of them plays in achieving organizational goals

_______ refers to a grouping of people based on some shared characteristic such as national origin, language, or culture. A) Heritage B) Ethnicity C) Ancestry D) Regionality E) Race

b- Ethnicity

Which statement explains how the task environment differs from the general environment? A) Threats in the general environment are easier to respond to than threats in the task environment. B) Forces in the task environment have a more immediate and direct effect on managers than forces in the general environment. C) Opportunities in the task environment are less easy to identify than opportunities in the general environment. D) Unlike the task environment, the general environment deals with conditions that affect an organization's ability to obtain inputs and dispose of outputs. E) Unlike the general environment, the task environment includes the global, economic, sociocultural, political, and legal forces that affect an organization.

b- Forces in the task environment have a more immediate and direct effect on managers than forces in the general environment.

_______ are the attitudes or stereotypes that affect our understanding, actions, and decisions in an unconscious manner. A) Conceptions B) Implicit biases C) Gender schemas D) Assumptions E) Perceptions

b- Implicit biases

_______ involves encouraging all employees to perform at a high level to help the organization achieve its vision and goals. A) Planning B) Leading C) Reviewing D) Controlling E) Organizing

b- Leading

What did Frank and Lillian Gilbreth discover in their study of fatigue in the workplace? A) Fatigue occurs less often with specialization of tasks. B) Lighting and the color of the walls had an effect on fatigue. C) There was not a strong correlation between fatigue and job performance. D) The more quickly a job could be done, the less fatigue was experienced. E) Job stress did not lead to fatigue.

b- Lighting and the color of the walls had an effect on fatigue.

In addition to prohibiting discrimination in employment, the Civil Rights Act of 1991 A) specifically protects the rights of women in matters related to pregnancy and childbirth. B) allows for the awarding of punitive and compensatory damages in cases of intentional discrimination. C) prohibits discrimination against disabled individuals. D) requires that men and women be paid equally if they are performing equal work. E) requires that employers provide 12 weeks of unpaid leave.

b- allows for the awarding of punitive and compensatory damages in cases of intentional discrimination.

Organizational _______ is the collection of feelings and beliefs that managers have about their organization as a whole. A) culture B) commitment C) structure D) emotion E) citizenship behavior

b- commitment

Administrative management is the study of how to A) control the organization's relationship with its external environment. B) create an organizational structure that leads to high efficiency and effectiveness. C) tap into the feelings, thoughts, and behavior of work-group members and managers that affect worker performance. D) determine characteristics of the work setting that affect worker performance. E) motivate employees and encourage them to take on tasks outside their job title.

b- create an organizational structure that leads to high efficiency and effectiveness.

Planning in an organization involves A) establishing task relationships that allow people to work together. B) developing strategies for how to achieve high performance. C) motivating individuals to achieve organizational goals. D) establishing accurate measuring and monitoring systems. E) measuring how well the organization has achieved its goals.

b- developing strategies for how to achieve high performance.

Job specialization refers to the process by which A) each position's formal authority in an organizational hierarchy is established. B) division of labor occurs as different workers gain expertise in tasks. C) employees receive orders and report to only one superior. D) members of different departments work together in cross-departmental teams to accomplish projects. E) employees explore new ways to improve how tasks are performed.

b- division of labor occurs as different workers gain expertise in tasks.

Inflation is an example of a(n) _______ force in an organization's environment. A) social B) economic C) demographic D) ergonomic E) legal

b- economic

As a manager who is high on the extraversion continuum, Farid is likely to A) have a less optimistic outlook on life. B) feel good about himself and other people. C) be socially inept and avoid interacting with other people. D) be ineffective in situations which call for high levels of social interaction. be less outgoing and friendly than other people

b- feel good about himself and other people.

The salience effect is the tendency to A) perceive others who are like ourselves more positively than we perceive people who are different. B) focus attention on individuals who are conspicuously different from others in a group. C) perceive individuals with a higher position in the social hierarchy more positively than we perceive those with a lower position in the social hierarchy. D) perceive individuals with disabilities as noncontributors to society. E) focus attention on individuals who see themselves more positively than others around them.

b- focus attention on individuals who are conspicuously different from others in a group.

Which managerial task does a manager perform when he/she articulates a clear organizational vision for the organization's members to accomplish? A) organizing B) leading C) staffing D) controlling E) planning

b- leading

Parul's job is to use planning, organizing, leading, and controlling resources to achieve the goals of her company. Parul is performing the four essential _______ tasks. A) marketing B) management C) finance and accounting D) operations E) entrepreneurial

b- management

Bo gives a talk to his employees about standards that govern how members of their profession should conduct themselves. He is talking about _______ ethics. A) societal B) occupational C) individual D) organizational E) governmental

b- occupational

Wanda's doctor put her on a new medication because he gets a kickback from the pharmaceutical company for every prescription he writes, in spite of the fact that it isn't the best medication for Wanda. Her doctor violated his _______ ethics. A) environmental B) occupational C) individual D) organizational E) governmental

b- occupational

When interviewing job candidates, Anka's first impression was more favorable to Gabriella, who dressed in designer clothes and attended an expensive college, over Wanda, who dressed more conservatively and graduated from a local college. Anka's implicit bias toward Gabriella was influenced by A) the salience effect. B) perception of social status. C) the glass ceiling. D) stereotyping. E) gender schema.

b- perception of social status.

A _______ is an organization that is NOT presently in a task environment but has the resources to enter if it so chooses. A) potential supplier B) potential competitor C) distributor D) supplier E) competitor

b- potential competitor

A company that has a high level of efficiency and effectiveness is most likely to produce a A) product that customers want, but that is too expensive for them to buy. B) quality product customers want and at a price they can afford. C) product that is expensive and nondurable. D) high-quality product that customers do not want. E) low-quality product that customers do not want.

b- quality product customers want and at a price they can afford.

Job _______ is the collection of feelings and beliefs that managers have about their current jobs. A) affiliation B) satisfaction C) agreeability D) acceptance E) evaluation

b- satisfaction

_______ is the power to hold workers accountable for their actions and to make decisions about the use of organizational resources. A) Initiative B) Synergy C) Authority D) Bureaucracy E) Empowerment

c- Authority

_______ justice is basing employees' promotions on their meaningful contributions, independent of ethnicity, age, or gender. A) Reparative B) Frontier C) Distributive D) Restorative E) Environmental

c- Distributive

_______ are organizations that help other organizations sell their goods or services directly to customers. A) Producers B) Suppliers C) Distributors D) Manufacturers E) Processors

c- Distributors

_______ measures the appropriateness of the goals selected by management for the organization and the degree to which the organization accomplishes these goals. A) Efficiency B) Task management C) Effectiveness D) Diversification E) Differentiation

c- Effectiveness

1) Which act requires that men and women be paid the same if they are performing the same work? A) Civil Rights Act of 1991 B) Title VII of the Civil Rights Act C) Equal Pay Act D) Age Discrimination in Employment Act E) Gender Equality Act

c- Equal Pay Act

_______ are the moral principles and beliefs about what is the right or appropriate way to behave. A) Societal norms B) Laws and regulations C) Ethics D) Values and norms E) Individual values

c- Ethics

The most widely used personality instrument is the A) DiSC Inventory Profile. B) Rorschach. C) Myers-Briggs Type Indicator. D) 16Personalities. E) Strengths Finder.

c- Myers-Briggs Type Indicator.

_______ is the tendency to experience negative emotions and moods. A) Extraversion B) Agreeableness C) Negative affectivity D) Affiliation E) Openness to experience

c- Negative affectivity

_______ is the process through which people select, organize, and interpret sensory input to give meaning and order to the world around them. A) Abstraction B) Preconception C) Perception D) Stereotyping E) Internalization

c- Perception

Which statement explains how the task environment is similar to the general environment? A) They are both a set of geopolitical forces that are predictable and unchanging. B) They both present managers with few opportunities and risks when operating at a global level. C) They are both a set of forces and conditions that operate beyond an organization's boundaries. D) They both contain challenges that are easily identified and anticipated. E) They are both forces that are easy to control and have little impact on organizational performance.

c- They are both a set of forces and conditions that operate beyond an organization's boundaries.

A schema is A) the invisible barrier that prevents minorities and women from being promoted to top corporate positions. B) a person's preconceived notions about the nature of men and women and their traits. C) an abstract knowledge structure stored in memory, making possible the interpretation and organization of information about people, events, or situations. D) a collection of simplistic and often inaccurate beliefs about the typical characteristics of particular groups of people. E) a systematic tendency to use information about others in ways that result in biases.

c- an abstract knowledge structure stored in memory, making possible the interpretation and organization of information about people, events, or situations.

Northeast Woodworking is a small business run by skilled workers who produce customized and hand-manufactured furniture. This company engages in _______ production. A) mass B) flow C) crafts D) series E) mechanized

c- crafts

Gemstone designs and creates luxury items like jewelry and hair accessories. It sells its merchandise only through Francone's, a multinational retail store. Francone's acts as Gemstone's A) producer. B) supplier. C) distributor. D) manufacturer. E) processor.

c- distributor.

_______ is the measure of how productively an organization uses its resources to achieve a goal. A) Effectiveness B) Product differentiation C) Efficiency D) Empowerment E) Outsourcing

c- efficiency

When faced with an ethical dilemma as a manager, Sanjay tries to reflect on his upbringing to decide between right and wrong. Sanjay is reflecting on _______ ethics. A) societal B) occupational C) individual D) organizational E) religious

c- individual

Joan has been working in a bicycle factory for several months. The assembly process requires multiple tasks, and Joan's supervisor assigns her to apply the custom paint and add the decals. Adding the decals requires perfection, and Joan does it quickly and always performs the task well, so her supervisor decides to keep her in this position. This is an example of A) standard operating procedures. B) time-and-motion study. C) job specialization. D) the human relations movement. E) job rotation.

c- job specialization.

Selena facilitates a monthly forum that provides team members across various functions and locations throughout her company an opportunity to share ideas, concerns, and solutions related to the work environment. She is acting in the role of a _______ by enabling diverse individuals to coordinate their efforts. A) spokesperson B) disseminator C) liaison D) monitor E) negotiator

c- liaison

1) A(n) _______ is a collection of people who work together and coordinate their actions to achieve a wide variety of goals. A) control group B) talent pool C) organization D) focus group E) quality circle

c- organization

Sirita's manager is evaluating how well she uses available resources to satisfy customers and whether she is accomplishing organizational goals. This relates to Sirita's A) organizational input. B) diversification. C) organizational performance. D) product development. E) differentiation.

c- organizational performance

Maria, the HR manager of a landscape design company, has been asked to increase the level of efficiency at the workplace. She decides to restructure work relationships within the company and categorize people into departments according to the kinds of job-specific tasks they perform. Which managerial task is Maria performing? A) planning B) leading C) organizing D) controlling E) consolidating

c- organizing

Managers select appropriate goals for the organization while performing the ______ managerial task. A) organizing B) leading C) planning D) controlling E) restructuring

c- planning

_______ watch the company and its managers closely to ensure that management is working diligently to increase the company's profitability. A) Community members B) Suppliers C) shareholders D) Customers E) Distributors

c- shareholders

Jose is an employee of Carling company. Based only on this information, you know he must be a(n) A) manager. B) shareholder. C) stakeholder. D) owner. E) community member.

c- stakeholder.

Controlling is the managerial task that involves A) deciding what organizational goals to pursue. B) obtaining customers by producing goods and services more cheaply than any competitor. C) taking any corrective actions needed to maintain or improve performance. D) using personality to establish equilibrium in the workplace. E) motivating people to perform at a high level.

c- taking any corrective actions needed to maintain or improve performance.

The general environment includes A) opportunities and threats that are easier to identify and respond to than those in the task environment. B) the set of forces that originate with global suppliers, distributors, customers, and competitors. C) the wide-ranging global, technological, sociocultural, and political forces that affect organizations. D) the forces that have the most immediate effect on managers and their decisions. E) forces that have very little impact upon the performance of organizations.

c- the wide-ranging global, technological, sociocultural, and political forces that affect organizations.

The essential problem when solving moral dilemmas is A) ethics and laws are fixed principles. B) ethical beliefs remain constant as time passes. C) there are no absolute or indisputable rules or principles to decide whether an action is ethical. D) everyone agrees on what is ethical or unethical. E) ethics evolve over time, but laws related to ethical beliefs remain constant.

c- there are no absolute or indisputable rules or principles to decide whether an action is ethical.

_______ refers to a system of task and authority relationships that controls how employees use resources to achieve a company's goals. A) Bureaucracy B) A closed system C) An open system D) Organizational structure E) Organic structure

d- Organizational structure

_______ forces are outcomes of changes in the skills and equipment managers use to design, produce, or distribute goods and services. A) Cultural B) Political C) Demographic D) Technological E) Sociocultural

d- Technological

_______ gives managers the right to direct and control their employees' behavior to accomplish organizational goals. A) Entropy B) Synergy C) Bureaucracy D) Authority E) Equity

d- authority

It is the responsibility of the _______ to determine if a CEO has the experience and integrity needed to head a company and be entrusted with the capital and wealth of the organization. A) chief financial officer B) shareholders C) employees D) board of directors E) ethics ombudsperson

d- board of directors

Ramses is a highly effective manager. This implies that he A) is likely to spend lavishly on resources. B) is highly compliant. C) disfavors employee empowerment. D) chooses appropriate goals and then achieves them. is overly ambitious.

d- chooses appropriate goals and then achieves them.

A company with a high level of efficiency and a low level of effectiveness is most likely to produce a A) low-quality product that the company makes a profit on. B) high-quality product that the company makes a profit on. C) low-quality product that customers do not want. D) high-quality product that customers do not want. E) high-quality product that customers can afford.

d- high-quality product that customers do not want.

Some research suggests that moods and emotions A) are essentially the same thing. B) persist over long periods of time. C) never linger after they are acknowledged. D) may play important roles in ethical decision making. E) do not affect judgment.

d- may play important roles in ethical decision making.

An example of an instrumental value that is important to managers is A) self-esteem. B) a sense of accomplishment. C) social recognition. D) responsibility. E) freedom.

d- responsibility.

An example of a terminal value that is important to managers is A) ambition. B) competence. C) equality. D) self-discipline. E) responsibility.

d- self-discipline.

Organizational commitment leads to A) decreased company loyalty. B) increased lower management mobility. C) problems persuading stakeholders of company goals. D) strong organizational culture. E) employee criticism of corporate values.

d- strong organizational culture.

Johnson's Furniture Factory gets its raw material from the local timber yard. The timber yard acts as Johnson's A) competitor. B) distributor. C) retailer. D) supplier. E) consumer.

d- supplier.

Managers who are low on extraversion tend to A) experience positive moods and emotions frequently. B) be friendly, affectionate, and highly social. C) be highly ineffective and inefficient in jobs that require little social interaction. D) view the world and their life with little optimism. E) always feel good about themselves and other people.

d- view the world and their life with little optimism.

_______ have the right to expect a good return or reward by investing their human capital to improve a company's performance. A) Customers B) Distributors C) Suppliers D) The community E) Managers

e- Managers

What characteristic of perception explains why two different managers in a diverse environment may view an employee's potential very differently? A) Perceptions are based on objective facts about diversity characteristics. B) Perceptions change quickly depending on the mood of the manager. C) Perceptions are influenced by schemas rather than stereotypes. D) Perceptions are rarely accurate so they vary widely. E) Perceptions are subjective and lead to different interpretations.

e- Perceptions are subjective and lead to different interpretations.

_______ diversity requires that managers be sensitive and responsive to the needs and concerns of individuals who might not be as well off as others. A) Ethnic B) Gender C) Religious D) Educational E) Socioeconomic

e- Socioeconomic

Henri Fayol believed that in order to increase the efficiency of the management process, it is essential that A) authority is concentrated at the top of the chain of command. B) managers discourage creativity in employees so that they stay focused on their jobs. C) there are a greater number of levels in a managerial hierarchy. D) managers do not have the right to give orders to employees; they should only give polite instructions. E) all organizational members are treated with justice and respect.

e- all organizational members are treated with justice and respect.

Which approach would best help a manager respond to the differing needs of diverse employees while still enabling those employees to be effective contributors to an organization? A) suppressing personal styles in favor of group norms B) sticking with a consistent approach rather than trying different ways to do things C) relying on subjective performance indicators D) maintaining performance standards open to interpretation E) being open to different approaches and perspectives

e- being open to different approaches and perspectives

Managers are _______ when they evaluate how well the organization is accomplishing its goals. A) leading B) planning C) organizing D) disseminating E) controlling

e- controlling

1) Title VII of the Civil Rights Act prohibits discrimination A) against workers over the age of 40 and restricts mandatory retirement. B) against women in employment decisions on the basis of pregnancy, childbirth, and related medical decisions. C) against disabled individuals in employment decisions and requires that employers make accommodations for disabled workers to enable them to perform their jobs. D) in the areas of hiring and firing only. E) in employment decisions on the basis of race, religion, sex, color, or national origin.

e- in employment decisions on the basis of race, religion, sex, color, or national origin.

In which managerial task are work relationships structured to facilitate the interaction and cooperative efforts of organizational members, all of whom strive to achieve organizational goals? A) planning B) leading C) reviewing D) controlling E) organizing

e- organizing

To achieve distributive justice within an organization, managers should ensure that A) all members of an organization receive identical or similar outcomes. B) women consistently earn more than men. C) outcomes are distributed privately to avoid comparison across individuals or groups. D) traditionally oppressed groups receive the most favorable outcomes. E) outcomes are not distributed based on a person's personal characteristics like race or age.

e- outcomes are not distributed based on a person's personal characteristics like race or age.

Apple contracts with companies in Taiwan to make inputs such as the chips, batteries, and LCD displays that power its digital devices at lower costs. This strategy is an example of global A) exporting. B) franchising. C) importing. D) networking. E) outsourcing.

e- outsourcing.

1) The _______ theory was introduced in the latter part of the 19th century shortly after the industrial revolution had occurred in Europe and America. A) organizational environment B) management science C) behavioral management D) administrative management E) scientific management

e- scientific management

1) Frederick Taylor believed that written rules and standard operating procedures A) limited initiative and should be avoided. B) spelled out the division of labor and increased effectiveness. C) stifled esprit de corps. D) made workers like their jobs less. E) standardized and simplified jobs, making them more efficient.

e- standardized and simplified jobs, making them more efficient.

Organizations can have a strong organizational culture when A) managers have emotional intelligence. B) the organization and its employees have instrumental values. C) the organization and its employees have terminal values. D) managers perform organizational citizenship behaviors (OCBs). E) the organizational commitment is strong.

e- the organizational commitment is strong.

In a bureaucracy, a manager's formal authority derives from A) the manager's social standing and personal contacts. B) informal rule-of-thumb knowledge. C) intuitive knowledge. D) codifying the new methods of performing tasks into written rules. E) the position the manager holds in the organization.

e- the position the manager holds in the organization.

The task environment includes A) the wide-ranging global, technological, sociocultural, and political forces that affect organizations. B) the forces that have the least immediate effect on managers and their decisions. C) opportunities and threats that are harder to identify than those in the general environment. D) a framework of environmental policies that dictate the CSR policies of global organizations. E) the set of forces that originate with global suppliers, distributors, customers, and competitors.

e- the set of forces that originate with global suppliers, distributors, customers, and competitors.