MGT Exam 1

Communication media is often classified in terms as to the "richness" of the media. The richness is the media's ability to carry nonverbal cues, speed of feedback, conveyance of personality traits, and the support of natural language. Which of the following are the four things the textbook uses to describe the richness of the media? 1. Conveys a broad set of concepts and ideas using a variety of languages, such as color, video, music, graphs, words, etc. 2. Allows the expression of emotions and other social cues. Richer media allow for more personal focus. 3. Ability of the media to transmit multiple cues at the same time, such as voice inflection, or physical presence 4. Interactivity and the speed of feedback 5. The cost of the connection helps determine the richness of the media. As the name indicates, "Richness of media" refers directly to how much cost the manager has to spend to have the communication. 6. Clarity of the video and speed of the connection. The higher the bandwidth of the connection to the Internet, the richer the media channel.

1. Conveys a broad set of concepts and ideas using a variety of languages, such as color, video, music, graphs, words, etc. 2. Allows the expression of emotions and other social cues. Richer media allow for more personal focus. 3. Ability of the media to transmit multiple cues at the same time, such as voice inflection, or physical presence 4. Interactivity and the speed of feedback

During a meeting you notice someone texting their friend and someone else using their computer to check a news feed while your boss is delivering instructions for this months marketing campaign. Unofficially Professor Hillman calls this "backgrounding" and it is considered rude and unprofessional, but in a technical sense, it is considered what in the communication process? 1. Noise - Noise can block or distort messages. Managers should try to eliminate any noise in the environment before they deliver a message. 2. Feedback - The staff are providing the manager feedback on the message they are receiving. The manager should recognize that their message got through because the staff are able to start doing other things. 3. Channel - Texting and using your computer are just different ways to deliver the message. In this case, the manager should use alternative channels 4. Message - The message being delivered by the manager is being enhanced with information from outside resources.

1. Noise - Noise can block or distort messages. Managers should try to eliminate any noise in the environment before they deliver a message.

There are many parts of the communication process which the manager must be aware of because if any are not properly handled, the information the manager is trying to deliver will likely be garbled and/or undeliverable. The staff person won't have the information they need to complete the task(s) assigned to them. Which of the following ARE part of the communication process, (hint: some are not) 1. Interference 2. Noise 3. Channel 4. Compression 5. Feedback 6. Encoding 7. Decoding

2. Noise 3. Channel 5. Feedback 6. Encoding 7. Decoding

Of the various places your manager may place information for your department to access, read, and act upon, which of these networks are they most likely to utilize to communicate with their staff? 1. Home Network 2. Intranet 3. Extranet 4. Internet

4. Internet

The textbook describes a number of ways information flows through the organization. The author describes them in depth as to the advantages and disadvantages of each. According to the book, which is the most important flow of information in an organization?

4. The textbook doesn't highlight the importance of one flow over another

There are three ways Managers have to convey information to their staff. A well-trained manager will know how to balance the use of these three methods to be most effective in delivering the messages they want their staff to have. What are these types and what percentage of the total message do they deliver when a manager is able to have a one-on-one, face-to-face meeting with a staff person? 1. Words 38%, Vocal Intonation 7%, body language 55% 2. Facial 10%, Intention 35%, Volume 30%, Attitude 25% 3. Volume 10%, Intention 35%, Attitude 30%, Facial 25% 4. Non-verbal 55%, vocal intonation 38%, words 7% 5. Vocal intonation 55%, words 38%, body language 7%

4.Non-verbal 55%, vocal intonation 38%, words 7%

The book lays out several reasons why companies might want to seek a diverse workforce. What are some of the reasons listed? A. A group of diverse employees gives the group a wider range of access to information and expertise. B. Most companies pursue a diverse workforce because state law, particularly here in Michigan, requires a company to have a diverse workforce. C. According to one study, having women in top management positively affects the performance of companies pursuing an innovation strategy. D. Diverse groups have far more opposing opinions and the conflict arising from these different opinions will weed out the bad ideas. E. Some studies have found that diverse work teams make better decisions over time than do homogeneous teams. F. Diverse groups use their different backgrounds to develop a more comprehensive view of a problem and a broader list of solutions. G. If a company has a diverse workforce, it will generate between 10-25% more profit than a company with a heterogeneous workforce.

A. A group of diverse employees gives the group a wider range of access to information and expertise.. C. According to one study, having women in top management positively affects the performance of companies pursuing an innovation strategy. E. Some studies have found that diverse work teams make better decisions over time than do homogeneous teams. F. Diverse groups use their different backgrounds to develop a more comprehensive view of a problem and a broader list of solutions.

The savvy manager knows in order to keep their employees motivated, they may need to "flex" on some of the traditional work arrangements. Which of the following are suggested in the textbook as ways managers might enhance their staff's motivation and performance? A. Couples who have young children to get ready for school appreciate managers who allow flexible work schedule. Flex time environments require an employee to be in their office or at their desk during core time, but they can decide where and when to work during flex time. This allows one parent to get the kids on the bus, and the other parent to be home at the end of the day, while still completing a full work schedule for both parents. B. Some companies know that the friction between employees and their bosses can be highly unproductive. As such, the book suggests "rotating supervisors" where the employee gets a chance to pick the person they want to report to on a weekly or monthly basis. C. The highly experienced manager recognizes that flexibility in pay can be highly motivating for many employees. The textbook describes "flexible salary and benefits" which allows an employee to set their own pay and benefits on a quarterly basis. If they feel they have been particularly productive, they might give themselves a raise, but if they have had difficulty making deadlines, employees will reduce their pay for the following quarter. D. When the cost of transitioning between one employee and another is quite costly, like starting and stopping employees on an offshore drilling platform, a company might use an extended work schedule. The employee might work 12 hours per day for a month, and then have several weeks off in free time, until they return to the job. E. Traditionally work has been from 8:00 a.m. to 5:00 p.m. in the USA. Some companies allow an employee to use a compressed work schedule, which might be four 10 hour days with three days off. This is an example of a variable work schedule.

A. Couples who have young children to get ready for school appreciate managers who allow flexible work schedule. Flex time environments require an employee to be in their office or at their desk during core time, but they can decide where and when to work during flex time. This allows one parent to get the kids on the bus, and the other parent to be home at the end of the day, while still completing a full work schedule for both parents. D. When the cost of transitioning between one employee and another is quite costly, like starting and stopping employees on an offshore drilling platform, a company might use an extended work schedule. The employee might work 12 hours per day for a month, and then have several weeks off in free time, until they return to the job. E. Traditionally work has been from 8:00 a.m. to 5:00 p.m. in the USA. Some companies allow an employee to use a compressed work schedule, which might be four 10 hour days with three days off. This is an example of a variable work schedule.

Emotional Intelligence (EI) is one of the most important skills a manager can develop. Which of the following statements are true about EI? A. EI is defined as the capacity recognizing one's own feelings, and those of others, for motivating ourselves, and managing emotions in ourselves and in our relationships. B. Daniel Goleman defines 5 components of emotional intelligence, self-awareness, self-regulation, motivation, empathy, and social skills. C. Someone is born with a certain level of emotional intelligence, and it cannot change over the course of your life. D. Emotional Intelligence is scored like Intelligent Quotient or IQ. 100 is average , 80 is below average and someone with an EI score of 130 or above is considered an emotional genius.

A. EI is defined as the capacity recognizing one's own feelings, and those of others, for motivating ourselves, and managing emotions in ourselves and in our relationships. B. Daniel Goleman defines 5 components of emotional intelligence, self-awareness, self-regulation, motivation, empathy, and social skills.

The basic premise of Victor Vroom's expectancy theory is that employees' level of motivation depends on how much we want something and how likely we are going to get it. There is a clear linear path to this theory. Place these concepts in order to properly convey how the theory works. A. Effort to performance expectancy B. Instrumentality, or how our performance will lead to the expected outcome. C. Outcomes, anything that might result from our performance D. Valence, how much we value the outcome, or the attractiveness of the outcome.

A. Effort to performance expectancy B. Instrumentality, or how our performance will lead to the expected outcome. C. Outcomes, anything that might result from our performance D. Valence, how much we value the outcome, or the attractiveness of the outcome.

The six parts of the model of communication process are listed below. Please place them in the proper order. AnswersSelected AnswerA. Encoding A. Encoding B. Message C. Channel D. Decoding E. Feedback F. Noise

A. Encoding B. Message C. Channel D. Decoding E. Feedback F. Noise

The textbook identified five categories of important leadership skills in a virtual team. Effective communication and using the right technology is one category for virtual team leadership. Coordinating and collaborating across organizational boundaries is another one of the five categories. What are the other three? A. Establishing a shared vision B. Building a community between members based on trust and respect. C. Ensuring everyone knows the formal reporting structure. D. Leading by example

A. Establishing a shared vision B. Building a community between members based on trust and respect. D. Leading by example

The textbook identified five categories of important leadership skills in a virtual team. Effective communication and using the right technology is one category for virtual team leadership. Coordinating and collaborating across organizational boundaries is another one of the five categories. What are the other three? A. Establishing a shared vision B. Building a community between members based on trust and respect. C. Ensuring everyone knows the formal reporting structure D. Leading by example

A. Establishing a shared vision B. Building a community between members based on trust and respect. D. Leading by example

Federick Herzberg's "Two-Factor Theory" is a motivational theory very misunderstood. The textbook gives a number of key concepts for managers to understand. Of the five following statements, which three are true? A. Factors that are motivating, according to Herzberg, are achievement, recognition, responsibility, and growth. B. Herzberg's theory is just that, theoretical. It has never been promoted in real businesses and so it is unknown how it would work when applied to real employees. C. Money, according to Herzberg, is a highly motivating factor and not just a satisfying/dissatisfying component. D. Addressing hygiene issues such as job safety, working conditions, and company policies might make employees satisfied, but they will not motivate people to work harder. E. There isn't just one category in Herzberg's theory. There are motivating factors in one category and hygiene factors in another category. They don't cancel each other out but work independently to determine how to address the needs of employees.

A. Factors that are motivating, according to Herzberg, are achievement, recognition, responsibility, and growth. D. Addressing hygiene issues such as job safety, working conditions, and company policies might make employees satisfied, but they will not motivate people to work harder. E. There isn't just one category in Herzberg's theory. There are motivating factors in one category and hygiene factors in another category. They don't cancel each other out but work independently to determine how to address the needs of employees.

Managers get paid to manage and improve the performance of their staff. From the following five statements, which three are true about a manager's ability to improve performance? A. If someone lacks the ability to do the job, normally we can send them to training to acquire the skills. Getting training, while sometimes costly, can typically be effective for most employees. B. Of the formula, P = M + A + E, the "M" or the motivation component is the most difficult to manage. C. Managers know that money is always a motivator, but they also have to contain costs. However, when necessary, they can always increase the pay of the employee to motivate them to work harder. D. Providing a great environment (E) with a lot of supporting training to increase the employee's ability (A) will always motivate (M) the employee to be as productive as they can possibly be. E. If motivation is deficient, the good manager is faced with the difficult task of trying to figure out what will motivate their employee. Because it can be different for everyone, the manager must work with the employee to determine what motivates the person and then structure the task to utilize that motivation.

A. If someone lacks the ability to do the job, normally we can send them to training to acquire the skills. Getting training, while sometimes costly, can typically be effective for most employees. B. Of the formula, P = M + A + E, the "M" or the motivation component is the most difficult to manage. E. If motivation is deficient, the good manager is faced with the difficult task of trying to figure out what will motivate their employee. Because it can be different for everyone, the manager must work with the employee to determine what motivates the person and then structure the task to utilize that motivation.

Specifying jobs down to the smallest tasks and movements can yield great efficiencies and increased productivity, but it can also lead to boredom, monotony leading to poor motivation. Which of the following were listed in the textbook as alternatives to job specialization?

A. Job Enlargement B. Job Enrichment C. Job Estimating D. Job Rotation E. Job Efficiency

Most companies use several different types of rewards for their employees. Which of the following are the types discussed in the textbook? A. Paid membership to a golf club, personal use of a company jet, providing a company car and driver. These are all considered "perks" or perquisites and can increase employee satisfaction and reduce turnover. B. Access to improved technology. Companies that provide new cell phones or faster computers to access company databases can be seen as a form of reward as management has to spend money on this. Buying new office chairs or faster copiers would fall into this category as well. C. Incentive systems like profit-sharing plans, merit plans, or even piece work programs. D. Awards such as perfect attendance, seniority, zero defects, customer service. E. PTO, Unemployment Compensation, Health Insurance, 401(k) contributions, These are all referred to as indirect compensation. F. Wages and Salaries

A. Paid membership to a golf club, personal use of a company jet, providing a company car and driver. These are all considered "perks" or perquisites and can increase employee satisfaction and reduce turnover. C. Incentive systems like profit-sharing plans, merit plans, or even piece work programs. D. Awards such as perfect attendance, seniority, zero defects, customer service. E. PTO, Unemployment Compensation, Health Insurance, 401(k) contributions, These are all referred to as indirect compensation. F. Wages and Salaries

Managers look to see if their staff has a fit. The textbook talks about four different types of fit for the employee. Which of these is the type of fit discussed in the book? A. Person-Job fit B. Person-Vocation Fit C. Person-Group Fit D. Person-Supervisor Fit E. Person-Organization Fit F. Person-Colleague Fit

A. Person-Job fit B. Person-Vocation Fit C. Person-Group Fit E. Person-Organization Fit

Locus of Control is a key attribute that managers look for in their staff. Which of the following statements are true about locus of control? A. Someone with an internal locus of control believes that they, themselves, are the primary reason they succeed or fail in business. B. A person who believes fate, luck, chance , or other people's behavior determines what happens to them is said to have an external locus of control. C. The locus of control is either inside or outside the organization and each individual inside the company must determine this for themselves. D. Control is either internal, external, or neutral. The locus of control is the place a supervisor places the control within the department, either internally to the department, outside the department, or nowhere at all. E. Someone who relies on good luck and fate to help them succeed in business is said to have an internal locus of control

A. Someone with an internal locus of control believes that they, themselves, are the primary reason they succeed or fail in business. B. A person who believes fate, luck, chance , or other people's behavior determines what happens to them is said to have an external locus of control.

Another theory put forth for managers to consider is called the "acquired needs framework" as presented by David McClelland. Which of the following are the needs that McClelland called out for this framework? A. achievement, affiliation, power B. Affiliation, productivity, and assimilation C. power, accommodation, and achievement D. Assassination, Plumbing, and Assimilation. E. Affiliation, passion, and achievement

A. achievement, affiliation, power

Abraham Maslow's Hierarchy of Needs has long been used as a foundation for understanding several motivational theories. Place his needs in proper order from the highest at Level A, and the lowest at level E. A. Self-Actualization B. Esteem C. Belonging (Social) D. Security (Safety) E. Physiological

A. Self-Actualization B. Esteem C. Belonging (Social) D. Security (Safety) E. Physiological

Geert Hofstede, a Dutch researcher, developed a model to measure 5 different elements of national culture. Which of these elements are included in his model? A. Political vs. Non-Political B. Collectivism vs Individualism C. Power Distance D. Assertiveness or Materialism (also called Masculinity) E. Short-term vs Long Term Thinking F. Hard Working vs. Relaxation G. Risk Avoidance

B. Collectivism vs Individualism C. Power Distance D. Assertiveness or Materialism (also called Masculinity) E. Short-term vs Long Term Thinking G. Risk Avoidance

Organizational behavior is used virtually everywhere inside an organization, but the textbook points out it is especially relevant to which function? A. Finance B. Human Resource Management C. Marketing D. Accounting E. Engineering F. Sales

B. Human Resource Management

The textbook lists at least seven (7) barriers to effective communication. Which of the following are some of those that are listed? A. Silence B. Information overload C. Cultural barriers D. Failure to Properly Encode E. Selective perception F. Channel confusion

B. Information overload C. Cultural barriers E. Selective perception

The book layouts out what appears to be a formula, indicating the importance of motivation. What does M + A + E = P mean? A. M = materials to do the job; A = activity level of the employee; E = environment of the work place. Add all these together and you will be the Productivity of the employee. B. Performance is derived from the level of motivation an employee has to do the job well, plus the ability to do the job effectively, plus the resources and equipment in the environment to do the job. C. You can't put performance or productivity into a formula. When you are dealing with human beings and workplaces, there are far too many variables involved to have a formulaic answer to calculating performance. D. Motivation + Activity + Energy will lead to high Performance

B. Performance is derived from the level of motivation an employee has to do the job well, plus the ability to do the job effectively, plus the resources and equipment in the environment to do the job.

The textbook lays out several skills a successful manager must master. The textbook lays out four of the skills, but only three are listed below. Which three of these skills are part of the four that managers must master?] A. Political Skills B. Technical Skills C. Communication Skills D. Diagnostic Skills E. Interpersonal Skills F. Leadership Skills

B. Technical Skills D. Diagnostic Skills E. Interpersonal Skills

Good managers realize the impact the size of the group or team can have on the performance. Membership can be too many or too few. Which of the following statements are true about group size? A. The smart manager knows to always place a strong member with no more than three members in a group. This ratio of 1/3 should be maintained whenever deciding group size. B. The larger the group, the more formal the communications will be required. Very large groups require meeting minutes, agendas, and frequent status communications. C. Large groups may allow some members to be more comfortable with absenteeism or they may stop trying to make meaningful contributions. D. When placed into a larger group, some members might participate in social loafing, an attitude where they wouldn't put as much effort as they would if they were working alone. E. Groups of greater than one dozen should always be avoided as this is too many people to manage, control and communicate with and still be effective. F. A group with many members has more resources available and might be able to complete a large number of independent tasks.

B. The larger the group, the more formal the communications will be required. Very large groups require meeting minutes, agendas, and frequent status communications. C. Large groups may allow some members to be more comfortable with absenteeism or they may stop trying to make meaningful contributions. D. When placed into a larger group, some members might participate in social loafing, an attitude where they wouldn't put as much effort as they would if they were working alone. F. A group with many members has more resources available and might be able to complete a large number of independent tasks.

Good managers realize the impact the size of the group or team can have on the performance. Membership can be too many or too few. Which of the following statements are true about group size? A. The smart manager knows to always place a strong member with no more than three members in a group. This ratio of 1/3 should be maintained whenever deciding group size. B. The larger the group, the more formal the communications will be required. Very large groups require meeting minutes, agendas, and frequent status communications. C. Large groups may allow some members to be more comfortable with absenteeism or they may stop trying to make meaningful contributions. D. When placed into a larger group, some members might participate in social loafing, an attitude where they wouldn't put as much effort as they would if they were working alone. E. Groups of greater than one dozen should always be avoided as this is too many people to manage, control and communicate with and still be effective. F. A group with many members has more resources available and might be able to complete a large number of independent tasks.

B. The larger the group, the more formal the communications will be required. Very large groups require meeting minutes, agendas, and frequent status communications. D. When placed into a larger group, some members might participate in social loafing, an attitude where they wouldn't put as much effort as they would if they were working alone.

Before modifying the reward system for its employees, what are some of the important issues that smart thinking managers must evaluate? Select all that are mentioned in the textbook. A. Does the change in the reward system change the amount of time the human resource department has to spend to calculate it? Sometimes reward systems are so complex the manager has to decide how many more people to hire to implement it. B. When a company has a broad range of offerings, it is sometimes called a "cafeteria-style" plan. Should a company employ a flexible reward system? C. What if the company has a financial downturn while some of the employees hit or exceed their goals and earn a bonus? Can or should the company still pay the bonus? A skilled manager must carefully examine the company's ability to pay the reward in all financial conditions. D. Can the employee understand the new reward system? The smart-thinking manager knows that sometimes reward systems need to be structured in a way so that only those employees with the best knowledge and technology are in a position to calculate what they have earned as a result of their performance. This ensures only the best employees are rewarded and those that can't figure it out simply give up. E. Cash, credit or debit? How should the manager distribute the reward to the employee? The way it is delivered is an important issue to consider. F. Should employee pay be public or private? The issue of pay secrecy is incredibly important to consider.

B. When a company has a broad range of offerings, it is sometimes called a "cafeteria-style" plan. Should a company employ a flexible reward system? C. What if the company has a financial downturn while some of the employees hit or exceed their goals and earn a bonus? Can or should the company still pay the bonus? A skilled manager must carefully examine the company's ability to pay the reward in all financial conditions. F. Should employee pay be public or private? The issue of pay secrecy is incredibly important to consider.

Dr. Howard Gardner, famous psychologist, believed there was more than one way to measure intelligence. He developed seven (7) intelligences. Which of the following were part of the 7 intelligences developed by Gardner? A. Technical B. Political C. Bodily D. Spatial E. Interpersonal F. Musical

C. Bodily D. Spatial E. Interpersonal F. Musical

What does it mean when a company uses a BSC in their organization? A. When a company or non-profit does a financial internal survey of their employees compensation plans, it is called a BSC, or Benefits Survey Compilation. Well-run companies do a BSC at least once a year to understand where they stand with their employees. B. A balanced scorecard is a combination of the Profit & Loss Statement along with the Balance Sheet to present a complete picture to their banks, accountants, and others concerned about the financial stability of the company. C. It means the company uses both financial and non-financial goals to measure the performance of their employees, all combined into a single model. That model is called a balanced scorecard. D. BSC stands for balancing standard competencies. Upper management polls its various department heads to understand their own company's strengths and weaknesses in order to improve operational performance.

C. It means the company uses both financial and non-financial goals to measure the performance of their employees, all combined into a single model. That model is called a balanced scorecard.

According to your textbook, group norms serve 4 purposes. One is to help the group survive by rejecting deviant behavior. Norms also help make the behavior of group members more predictable. What are the other two purposes of group norms the book suggests? A. Norms serve the purpose of establishing the formal hierarchy and reporting structure of the group. Each department has its "norm chart" which should be on display just inside that department's workspace to show others who reports to whom. B. Norms decide the compensation and commission structure for each of the group members. C. Norms express the central core values of the group and help identify the group to others by way of dress, mannerisms, or behaviors. D. Norms help groups avoid embarrassing situations by helping members from damaging other member's self-image.

C. Norms express the central core values of the group and help identify the group to others by way of dress, mannerisms, or behaviors. D. Norms help groups avoid embarrassing situations by helping members from damaging other member's self-image.

According to your textbook, group norms serve 4 purposes. One is to help the group survive by rejecting deviant behavior. Norms also help make the behavior of group members more predictable. What are the other two purposes of group norms the book suggests? A. Norms serve the purpose of establishing the formal hierarchy and reporting structure of the group. Each department has its "norm chart" which should be on display just inside that department's workspace to show others who reports to whom. B. Norms decide the compensation and commission structure for each of the group members. C. Norms express the central core values of the group and help identify the group to others by way of dress, mannerisms, or behaviors. D. Norms help groups avoid embarrassing situations by helping members from damaging other member's self-image.

C. Norms express the central core values of the group and help identify the group to others by way of dress, mannerisms, or behaviors. D. Norms help groups avoid embarrassing situations by helping members from damaging other member's self-image.

Organizational behavior is studied so that employees can be better employees, and managers can be better managers. Which one of the following would the study of Organizational Behavior NOT help a manager be a better manager A. Managers who practice good OB skills understand what motivates their staff to perform to their best. B. Organizations have a culture themselves, and managers who know organization behavior theories can utilize the culture to help them achieve personal and organizational goals. C. OB helps managers design better products that customers want and will pay for D. Organizational behavior helps managers grow employees who are more engaged with the mission of the organization.

C. OB helps managers design better products that customers want and will pay for

It is important for a manager to know if they are dealing with a group or with a team. There are different ways to interact with a team, than with a group. Which of these phrases is the correct way to describe a group vs a team? A. A team is two or more people who share common interests, beliefs and values. A group is two or more people who work in the same area. B. A group are co-workers who have similar tasks and either sit next to each other or connect via Zoom on a regular basis. A team have essentially the same skills and knowledge and can replace each other and do each other's task if called upon. C. A team is comprised of at least three people, two people cannot be referred to as a team. A team has the same vision and goals. A group can exist with two, three, four, or more people and they may have some common goals but they also have things they do that don't involve the others at all. D. A group is two or more people who interact with each other in such a way as they influence the other. A team is an interdependent collection of at least two people who share a common goal and accountability to each other to achieve an outcome.

D. A group is two or more people who interact with each other in such a way as they influence the other. A team is an interdependent collection of at least two people who share a common goal and accountability to each other to achieve an outcome.

When a company uses a collaborative goal-setting process by which the company's goals cascade down throughout the company, it is called: A. Performance Management B. MBO - Management before Organizing C. Goal-Setting Theory D. MBO - Management by Objective

D. MBO - Management by Objective

The textbook highlights 5 items that force change to an organization and that an organization itself impacts as well. What are these five forces? A. Technology, Employment Relationships, Politics, Ethics, and Diversity B. Employment Relationships, Diversity, Globalization, Technology, and Corporate Social Responsibility C. Ethics, Technology, Employee Benefits, Globalization and Diversity D. Technology, Employment Relationships, Globalization, Ethics, and Diversity

D. Technology, Employment Relationships, Globalization, Ethics, and Diversity

Which of the following is NOT part of the big five personality traits? A. Agreeableness B. Extraversion C. Neuroticism D. Truthfulness

D. Truthfulness

It is important for a manager to know if they are dealing with a group or with a team. There are different ways to interact with a team, than with a group. Which of these phrases is the correct way to describe a group vs a team? A. A team is two or more people who share common interests, beliefs and values. A group is two or more people who work in the same area. B. A group are co-workers who have similar tasks and either sit next to each other or connect via Zoom on a regular basis. A team have essentially the same skills and knowledge and can replace each other and do each other's task if called upon. C. A team is comprised of at least three people, two people cannot be referred to as a team. A team has the same vision and goals. A group can exist with two, three, four, or more people and they may have some common goals but they also have things they do that don't involve the others at all. D. A group is two or more people who interact with each other in such a way as they influence the other. A team is an interdependent collection of at least two people who share a common goal and accountability to each other to achieve an outcome.

D. A group is two or more people who interact with each other in such a way as they influence the other. A team is an interdependent collection of at least two people who share a common goal and accountability to each other to achieve an outcome.

The textbook highlights many potentially dysfunctional behaviors employees might exhibit in their companies, but there are two have interested managers for many years. What are the two mentioned in the text? A. Insubordination B. Poor Productivity C. Absenteeism D. Turnover E. Drug Use

D. Turnover C. Absenteeim

There are five types of diversity listed in the textbook. Which of the following does the book say can have stronger effects on group and organizational performance than the other types of diversity listed? A. Variety B. Disparity C. Separation D. Surface-level E. Deep-level

E. Deep-level

There are four basic managerial functions for every manager. Which of these is NOT one of those functions? A. Controlling B. Controlling C. Leading D. Planning E. Personnel

E. Personnel

The beginning of management, and therefore or Organizational Behavior goes all the way back to the 1890's and the development of scientific management. Who is credited with being one of the pioneers of scientific management?

F. F.W. Taylor

Group norms are rules developed by the team lead that determine the tasks, roles, and compensation for each member of the group True False

False

Group norms are rules developed by the team lead that determine the tasks, roles, and compensation for each member of the group. True False

False

It is not possible for the formal leader of a group to also function in the role of the informal leader of the group True False

False

It is not possible for the formal leader of a group to also function in the role of the informal leader of the group True False

False

Organizational behavior principles when properly applied can significantly help a company increase its turnover rate and subtly lower its retention ratio. True False

False

Some students enjoy studying organizational behavior so much that they might major in it. Many are motivated to become a valued member of top management. Nearly every successful company has a Chief Financial Officer (CFO), Chief Operating Officer (COO), Chief Executive Officer (CEO), and Chief Organizational Behavior Officer (COBO). True False

False

The Hofstede model, introduced in Chapter 2, is a model to show managers which countries have better cultures to do business in that country. True False

False

The population in the USA is growing more diverse and older. Therefore, in the future, it is less and less likely that older workers will report to younger bosses. True False

False

Type A personalities tend to be relaxed, less assertive, and easygoing. Type B personalities are better salespeople as they are more competitive, aggressive, ambitious, and impatient. True False

False

when managers enable their workers to set their own goals, make decisions, and solve problems in their own areas of responsibility and skill set, this is call job expansion. True False

False

A key discovery in the field of management and in turn organizational behavior was the discovery of the "Hawthorne Effect." What is the effect?

In Cicero Illinois, just outside Chicago, the Hawthorne Works plant was used to study the productivity of workers. Either increasing or decreasing the lighting in the plant, the workers continued to increase their productive output. Later it was learned that simply paying attention to the workers caused them to work harder.

Active listening means becoming actively involved in the process of listening to what others are saying and clarifying messages' meaning. True False

True

F.W. Taylor, long considered the "Father of Management" is credited with the theory, Scientific Management. In it, he studied the movements of employees, in order to optimize their efforts, and standardize them across all employees doing the same task. This is referred to as job specialization. True False

True

Motivation is the set of forces that causes people to engage in one behavior over another. From the manager's perspective, the objective is to motivate people to behave in ways that are in the organization's best interest. True False

True

Suface-level diversity are things that we can see in people such as their gender, race, age, and physical abilities. True False

True

The EXACT definition of organizational behavior, according to the text book is this: The study of human behavior in organizational settings, the interface between human behavior and the organization, and the organization itself. True False

True

The Myers-Briggs Type Indicator (MBTI) is a very popular personality test many companies have their staff take in order that they might know them better. The MBTI is based on psychologist Carl Jung's work, and developed by Isabel Briggs Myers. True False

True

When a business or organization sets as one of their goals to work for the common good and value the human dignity of their employees, and other stakeholders beyond their own stockholders, this is often called Corporate Social Responsibility. True False

True

With texting, video conferences, instant messaging, Twitter and dozens of other ways for managers to communicate, it is surprising that email is still the primary way most businesses communicate and how staff should expect to communicate formally with their manager. True False

True