MGMT101 Final Exam
Progressive disciplinary action
An approach to ensure that the minimum penalty appropriate to the offense is imposed
Proactive perspective of work design
An approach to job design in which employees take the initiative to change how their work is performed
Relational perspective of work design
An approach to job design that focuses on how people's tasks and jobs are increasingly based on social relationships
Job analysis
An assessment that defines jobs and the behaviors necessary to perform them
Verbal intonation
An emphasis given to words or phrases that conveys meaning
Job satisfaction
An employee's general attitude toward his or her job
Charismatic leader
An enthusiastic, self-confident leader whose personality and actions influence people to behave in certain ways
Resilience
An individual's ability to overcome challenges and turn them into opportunities
Self-efficacy
An individual's belief that he or she is capable of performing a task
Self-esteem
An individual's degree of like or dislike for himself or herself
SWOT Analysis
An nalysis of the organization's strengths, weaknesses, opportunities and threats
Virtual organization
An organization that consists of a small core of full-time employees and outside specialists temporarily hired as needed to work on projects
Small business
An organization that is independently owned, operated, and financed; has fewer than 100 employees; doesn't necessarily engage in any new or innovative practices; and has relatively little impact on its industry
Labor union
An organization that represents workers and seeks to protect their interests through collective bargaining
Lean organization
An organization that understands what customers want, identifies customer value by analyzing all activities required to produce products, and then optimizes the entire process from the customer's perspective
First Mover
An organization that's first to bring a product innovation to the market or to use a new process innovation
Boundaryless organization
An organization whose design is not defined by, or limited to, the horizontal, vertical, or external boundaries imposed by a predefined structure
Resources
An organization's assets including financial, physical, human, intangible, and structural/cultural that are used to develop, manufacture, and deliver products to its customers
Resources
An organization's assets—including financial, physical, human, intangible, and structural/cultural—that are used to develop, manufacture, and deliver products to its customers
Capabilities
An organization's skills and abilities in doing the work activities needed in its business
Functional structure
An organizational design that groups together similar or related occupational specialties
Organic organization
An organizational design that's highly adaptive and flexible
Mechanistic organization
An organizational design that's rigid and tightly controlled
Simple structure
An organizational design with little departmentalization, wide spans of control, centralized authority, and little formalization
Competitive Strategy
An organizational strategy for how an organization will compete in its businesses
Corporate Strategy
An organizational strategy that determines what businesses a company is in or wants to be in, and what it wants to do with those businesses
Project structure
An organizational structure in which employees continuously work on projects
Team structure
An organizational structure in which the entire organization is made up of work teams
Divisional structure
An organizational structure made up of separate, semiautonomous units or divisions
Matrix structure
An organizational structure that assigns specialists from different functional departments to work on one or more projects
distributive
Anika is disturbed to learn that she is only receiving a 2% merit pay increase when her cubicle mate is receiving 3%. She most likely believes that ________ justice has not been achieved in giving out raises.
Strengths
Any activities the organization does well or its unique resources
Noise
Any disturbances that interfere with the transmission, receipt, or feedback of a message
Cognitive dissonance
Any incompatibility or inconsistency between attitudes or between behavior and attitudes
Learning
Any relatively permanent change in behavior that occurs as a result of experience
Employee theft
Any unauthorized taking of company property by employees for their personal use
Sexual harassment
Any unwanted action or activity of a sexual nature that explicitly or implicitly affects an individual's employment, performance, or work environment
characteristics
Attempts to identify ________ that separated leaders from non-leaders were the foundation of leadership trait theories.
Line authority
Authority that entitles a manager to direct the work of an employee
Chapter #11 / Question #8 Which organizational structure did Jack Welch use at GE to eliminate vertical and horizontal lines within GE and to break down external barriers between the company and its customers and suppliers? A. Team structure B. Boundaryless organization C. Divisional structure D. Virtual organization E. Matrix structure
B. Boundaryless organization
Chapter #9 / Question #14 Pasta Pronto is planning to grow by adding a location and increasing its delivery radius. What type of strategy is Pasta Pronto using? A. A stability strategy B. Concentration C. A renewal strategy D. Vertical integration E. Horizontal integration
B. Concentration
Chapter #12 / Question #15 ________ is the extent to which a selection tool produces consistent results over time. A. Validity B. Reliability C. Uniformity D. Favorability E. Veracity
B. Reliability
Chapter #11 / Question #4 At a delicatessen, one employee greets patrons and takes their orders. Another employee assembles the sandwiches. A third employee wraps the sandwiches and operates the cash register. Which element of organizational design does this illustrate? A. Departmentalization B. Work specialization C. Chain of command D. Decentralization E. Staff authority
B. Work specialization
Chapter #9 / Question #13 What sets an organization apart from its competitors is known as its ________. A. functional strategy B. competitive advantage C. corporate strategy D. business model E. core competencies
B. competitive advantage
Chapter #11 / Question #9 A small, private college groups employees together by the work specialty, such as academic affairs, financial aid, food service, and campus security. This college appears to have a ________ structure. A. simple B. functional C. network D. divisional E. matrix
B. functional
Chapter #11 / Question #11 Jolene owns her own marketing design consulting business. There are only five employees, so the organization has a flat hierarchy, and Jolene retains full authority. Jolene's company would best be described as a ________ structure. A. functional B. simple C. divisional D. matrix E. network
B. simple
Chapter #9 / Question #3 When managers develop the strategies for the organization for how it will compete successfully, they are engaged in ________. A. environmental scanning B. strategic management C. controlling D. organizing E. SWOT analysis
B. strategic management
Chapter #12 / Question #13 Which performance appraisal method solicits performance feedback from multiple persons with whom the employee interacts on a regular basis, such as peers, subordinates, customers, and supervisors? A. MBO B. 360-degree appraisal C. BARS D. Multi-person comparison E. Critical incident
B. 360-degree appraisal
expectancy
Bao is confident that, if he puts in a few late nights at the library, he'll be able to complete his research paper on time. In terms of expectancy theory, this is an example of ________.
Role
Behavior patterns expected of someone occupying a given position in a social unit
Sharing economy
Business arrangements that are based on people sharing something they own or providing a service for a fee
Chapter #12 / Question #6 Aleena's mother is seriously ill in another state, and Aleena has requested leave from her employer to care for her mother. Which law or ruling is most applicable to this scenario? A. Patient Protection and Affordable Care Act B. Worker Adjustment and Retraining Notification Act C. Family and Medical Leave Act Your answer is correct. D. Vocational Rehabilitation Act E. Consolidated Omnibus Reconciliation Act
C. Family and Medical Leave Act
Chapter #11 / Question #5 In an organic organization, which of the following would you most likely see? A. Standardized jobs B. Structured rules and regulations C. High degree of decentralization D. Multiple layers of management E. Direct supervision
C. High degree of decentralization
Chapter #11 / Question #6 Joan is a manufacturing engineer who works on a new product development team along with members from design, engineering, production, purchasing, finance, marketing, and quality assurance. Joan still has responsibilities to the Manager of Manufacturing Engineering, but simultaneously reports to the new product development team leader. What type of organizational design does this describe? A. Project structure B. Virtual organization C. Matrix structure D. Functional structure E. Network organization
C. Matrix structure
Chapter #10 / Question #1 The creation of ATMs in the 1960s paved the way for today's online banking. According to Peter Drucker, the creation of ATMs is an example of which potential source of opportunity? A. The unexpected B. Changes in perception C. The process need D. The incongruous E. The Internet
C. The process need
Chapter #12 / Question #3 When Jason applied for a job as a heating and air conditioning technician, he was given a malfunctioning compressor and was asked to diagnose the problem. What type of selection tool does this represent? A. Interview B. Assessment center C. Work sampling D. Application form E. Personality test
C. Work sampling
Chapter #12 / Question #1 Locating, identifying, and attracting qualified applicants is the HR process referred to as ________. A. orientation B. selection C. recruitment D. attrition E. decruitment
C. recruitment
Chapter #9 / Question #5 One of GTO Industries' key suppliers is in the midst of a labor dispute and workers have gone on strike. In terms of an internal/external analysis, this would be an example of a(n) ________. A. resource B. opportunity C. threat D. weakness E. strength
C. threat
Chapter #11 / Question #1 Alec works on a new product development team at GTO Industries. His team is composed of members from engineering, quality, manufacturing, marketing, purchasing, and accounting. This describes a ________. A. simple structure B. matrix structure C. cross-functional team D. divisional structure E. network structure
C. cross-functional team
Chapter #12 / Question #12 A job ________ describes the content, environment, and conditions of employment, whereas a job ________ states the minimum qualifications a person must possess to successfully perform the job. A. specification; description B. specification; analysis C. description; specification D. analysis; description E. analysis; specification
C. description; specification
enlargement
Carmen is a receptionist at a medical practice. She checks patients in for their appointments, schedules new appointments, and calls patients to remind them of their appointments. Her job has been redesigned so that she can now accept payments from patients and issue receipts. This change would best describe job ________.
exhibited by enthusiastic and self-confident leadership
Charismatic leadership is ________.
punishment capabilities
Coercive power is best described as power based on ________.
Employee-oriented
Colin has always had an open-door policy with his staff. They consider him a friend and know that they can come to him with any problem they have, personal or work-related. Colin is unfailingly supportive and will advocate for them with upper management when needed. According to the University of Michigan studies, what type of leadership behavior does Colin demonstrate?
Interpersonal communication
Communication between two or more people
Diagonal communication
Communication that cuts across work areas and organizational levels
Downward communication
Communication that flows downward from a manager to employees
Upward communication
Communication that flows upward from employees to managers
Ethical communication
Communication that includes all relevant information, is true in every sense, and is not deceptive in any way
Informal communication
Communication that is not defined by the organization's structural hierarchy
Lateral communication
Communication that takes place among any employees on the same organizational level
Formal communication
Communication that takes place within prescribed organizational work arrangements
Nonverbal communication
Communication transmitted without words
Relationship conflict
Conflict based on interpersonal relationships
Process conflict
Conflict over how work gets done
Task conflict
Conflicts over content and goals of the work
Dysfunctional conflicts
Conflicts that prevent a group from achieving its goals
Functional conflicts
Conflicts that support a group's goals and improve its performance
Reinforcers
Consequences immediately following a behavior, which increase the probability that the behavior will be repeated
Feedback control
Control that takes place before a work activity is done.
Concurrent control
Control that takes place while a work activity is in progress
Encoding
Converting a message into symbols
Immediate corrective action
Corrective action that corrects problems at once to get performance back on track
Basic corrective action
Corrective action that looks at how and why performance deviated before correcting the source of deviation
Organizational design
Creating or changing an organization's structure
Chapter #9 / Question #9 Because of its sheer size and the volume of products it purchases from its vendors, Walmart can dictate the prices it will pay. Which of Porter's five competitive forces does this represent? A. Threat of new entrants B. Threat of substitutes C. Current rivalry D. Bargaining power of buyers E. Bargaining power of suppliers
D. Bargaining power of buyers
Chapter #10 / Question #4 Which of the following describes a feasibility study? A. It contains little evaluation of the entrepreneurial idea itself. B. It can be done in a short amount of time. C. It seldom includes competitor information. D. It can serve as a basis for a business plan. E. It is seldom structured.
D. It can serve as a basis for a business plan.
Chapter #9 / Question #7 Which of the following corporate strategies would be used by an organization to address declining performance? A. Functional strategy B. Growth strategy C. Stability strategy D. Renewal strategy E. First mover strategy
D. Renewal strategy
Chapter #9 / Question #15 A major appliance manufacturer that has been purchasing electronic controls from a supplier makes the decision to design and develop the controls in-house. What type of corporate strategy does this represent? A. Horizontal integration B. Concentration C. A stability strategy D. Vertical integration E. A renewal strategy
D. Vertical integration
Chapter #10 / Question #8 In identifying personality characteristics of entrepreneurs, it is likely that entrepreneurs ________. A. have less self confidence B. have lower risk propensity levels C. have a low need for autonomy D. are more proactive E. are more focused on producing family income
D. are more proactive
Chapter #9 / Question #10 Barbara's Bridals does not want to be "all things to all people." The company serves a niche market of plus-sized brides who want to purchase high-end, designer wedding gowns. Barbara's Bridals is pursuing a ________ strategy. A. cost leadership B. retrenchment C. functional D. focus E. stuck in the middle
D. focus
Chapter #10 / Question #10 When an organization has a competitive advantage, ________. A. other organizations usually have the same advantages B. it was usually easy to gain C. it is always sustainable D. it has something that other companies don't, does something better than other organizations, or does something that others can't E. it is not considered at the stage when the entrepreneur begins researching the venture's feasibility
D. it has something that other companies don't, does something better than other organizations, or does something that others can't
Chapter #12 / Question #11 A ________ is an assessment that defines jobs and the behaviors necessary to perform them. A. job specification B. performance appraisal C. job description D. job analysis E. position assessment
D. job analysis
Chapter #12 / Question #7 The biggest health care cost for companies is ________. A. smoking B. diabetes C. flu-related illnesses D. obesity E. dementia
D. obesity
Chapter #10 / Question #3 The first step for an entrepreneur in successfully managing a downturn is ________. A. turning it around B. controlling for continued growth C. drafting severance packages D. recognizing that a crisis is brewing E. planning the layoff of employees
D. recognizing that a crisis is brewing
Chapter #9 / Question #1 In terms of an internal/external analysis, loyal employees, low turnover, and a well-trained workforce would be examples of a ________. A. opportunity B. threat C. weakness D. strength E. capability
D. strength
Chapter #12 / Question #4 Which training method do experts believe that organizations will increasingly rely on to deliver important information and to develop employees' skills? A. Classroom lectures and experiential exercises B. Mentoring and coaching Your answer is not correct. C. Video-conferencing and teleconferencing D. E-learning and mobile learning E. Workbooks and manuals
D. E-learning and mobile learning
Chapter #10 / Question #14 The two primary factors affecting an entrepreneur's choice of legal ownership for a venture are ________ and ________ A. stock price; taxes B. legal liability; personal control C. personal control; taxes D. taxes; legal liability E. choice of partner; legal liability
D. taxes; legal liability
Scheduling
Detailing what activities have to be done, the order in which they are to be completed, who is to do each, and when they are to be completed
The University of Michigan studies
Determined two dimensions of leadership behavior are employee orientated and production oriented.
Organizational citizenship behavior (OCB)
Discretionary behavior that is not part of an employee's formal job requirements, but which promotes the effective functioning of the organization
Work specialization
Dividing work activities into separate job tasks
Chapter #11 / Question #7 In which of the following organizations would an organic structure likely be most appropriate? A. An organization that relies on employees at all levels being in lockstep with directives from top management B. A company that manufactures a high-volume product using a well-established manufacturing process C. A large company that is the cost leader in the market and needs to focus on efficiency and cost control D. A well-established company that operates in a predictable, relatively stable environment E. A company pursuing unique innovations in a dynamic, rapidly changing industry
E. A company pursuing unique innovations in a dynamic, rapidly changing industry
Chapter #11 / Question #10 Laura is a billing clerk in a medium-sized manufacturing company. She reports to the Supervisor of Accounts Payable, who in turn reports to the Manager of Accounting. The Manager of Accounting is accountable to the Chief Financial Officer, who reports to the company president. Which element of organizational design does this illustrate? A. Decentralization B. Staff authority C. Work specialization D. Departmentalization E. Chain of command
E. Chain of command
Chapter #9 / Question #11 Which of the following is NOT true of strategic management? A. Both business organizations and not-for-profit organizations use strategic management. B. Strategic management can make a difference in how well an organization performs. C. The strategic management process helps companies cope with uncertainty. D. Organizations that use strategic management have higher levels of performance. E. The economic viability of the organization's business model is seldom a factor in the strategic management process.
E. The economic viability of the organization's business model is seldom a factor in the strategic management process.
Chapter #12 / Question #8 Which of the following is NOT true of sexual harassment? A. Sexual harassment can occur between members of the same sex. B. Sexual harassment is a global issue. C. If managers don't know what makes employees uncomfortable, it's important to ask. D. Sexual harassment can include offensive remarks about a person's sex. E. The victim must be the person harassed.
E. The victim must be the person harassed.
Chapter #9 / Question #4 A major appliance manufacturer that has been purchasing electronic controls from a supplier makes the decision to design and develop the controls in-house. From the supplier's perspective, which of Porter's five competitive forces does this represent? A. Bargaining power of buyers B. Threat of substitutes C. Bargaining power of suppliers D. Current rivalry E. Threat of new entrants
E. Threat of new entrants
Chapter #11 / Question #12 The president of Adam's company rules with an iron fist. All decisions must first be approved by the president, regardless of how small or insignificant they are. This suggests that there is a high degree of ________ within the company. A. departmentalization B. formalization C. work specialization D. decentralization E. centralization
E. centralization
Chapter #10 / Question #12 An entrepreneur has decided to structure her business as a distinct legal entity with its own charter. She wants to be sure the business entity is separate from herself as owner and separate from her managers. Which of the basic types of ownership has she chosen? A. S corp. B. general partnership C. sole proprietorship D. LLP E. corporation
E. corporation
Chapter #9 / Question #8 RGH Enterprises is able to produce a wide line of garden tools and sells a high volume, and thus can capitalize on economies of scale and charge lower prices than its competitors. RGH Enterprises is using the ________ strategy. A. stuck in the middle B. differentiation C. retrenchment D. focus E. cost leadership
E. cost leadership
Chapter #10 / Question #13 The process of starting new businesses, generally in response to opportunities, is ________. A. sustainability B. harvesting C. innovation D. valuation E. entrepreneurship
E. entrepreneurship
Chapter #10 / Question #5 In comparison to large firms, small firms ________. A. employ more than half of the US workforce B. produce significantly fewer patents per employee C. are approximately equal in patents generated D. create far fewer jobs E. generate nearly three times the number of patents per research and development dollar spent
E. generate nearly three times the number of patents per research and development dollar spent
Chapter #9 / Question #6 The ability to anticipate, envision, maintain flexibility, think strategically, and work with others in the organization to initiate changes that will create a viable and valuable future for the organization is known as ________. A. strategic flexibility B. competitive advantage C. innovation D. questioning assumptions E. strategic leadership
E. strategic leadership
Chapter #12 / Question #9 A group of nominated or elected employees who must be consulted when management makes decisions involving personnel is known as a ________. A. personnel alliance B. labor union C. board representative D. worker coalition E. work council
E. work council
Chapter #12 / Question #14 Howard is hired by ABC Manufacturing as an assembly technician trainee at minimum wage. After successfully completing two core workshops in safety and quality, Howard receives a $.50 per hour raise. He then completes a workshop on line restocking and another on burr removal, and his pay is increased an additional $.65 per hour. Which of the following does this best illustrate? A. Piece-rate pay B. Seniority pay C. Variable pay D. Salary E. Skill-based pay
E. Skill-based pay
Board representatives
Employees who sit on a company's board of directors and represent the interests of the firm's employees
Perceived organizational support
Employees' general belief that their organization values their contribution and cares about their well-being
Events
End points that represent the completion of major activities in a PERT network
Human resource planning
Ensuring that the organization has the right number and kinds of capable people in the right places and at the right times
Charismatic leaders
Enthusiastic, self-confident leaders whose personalities and actions influence people to behave in certain ways.
Equity theory
Eric has put a lot of effort into his job performance because he is up for promotion this year. However, his coworker Jacob has put in what he would consider to be a very minimal effort this past year. Nonetheless, Jacob gets the promotion, leaving Eric feeling disappointed and unrewarded for his hard work. What motivation theory is best representative of this situation?
Performance management system
Establishes performance standards used to evaluate employee performance
Attitudes
Evaluative statements, either favorable or unfavorable, concerning objects, people, or events
open-book management
Every month, senior managers at Acme Bicycle hold an informational meeting with employees at all levels within the organization. They share copies of financial statements with the employees and encourage them to share the data with other employees and use it in their daily work. To help employees better understand the data, the accounting manager holds an informal brown-bag lunch training session every week in which a few items from the financial statements are explained in-depth. This illustrates the motivational approach known as ________.
Harvesting
Exiting a venture when an entrepreneur hopes to capitalize financially on the investment in the venture
Venture capitalists
External equity financing provided by professionally managed pools of investor money
Hygiene factors
Factors that eliminate job dissatisfaction, but don't motivate
Motivators
Factors that increase job satisfaction and motivation
asserts that task-oriented leaders perform best in very unfavorable situations
Fiedler's model ________.
Quantitative forecasting
Forecasting that applies a set of mathematical rules to a series of past data to predict outcomes
Qualitative forecasting
Forecasting that uses the judgment and opinions of knowledgeable individuals to predict outcomes
affiliation
Gabriela, a university professor, likes to conduct research and publish articles in her field of expertise, but what she enjoys most is her time in the classroom, interacting with her students. She especially relishes the one-on-one time that she has with students during academic advising. According to the three-needs theory, Gabriela has a high need for ________.
Body language
Gestures, facial configurations, and other body movements that convey meaning
autocratic
Gina is known to run a tight ship in her department. She sets very strict rules of conduct and expects everyone to follow them perfectly. No one in the department doubts that she is in complete charge at all times. According to the University of Iowa studies, Gina has a(n) ________ style.
Employee empowerment
Giving employees more authority (power) to make decisions
Work councils
Groups of nominated or elected employees who must be consulted when management makes decisions involving personnel
Work teams
Groups whose members work intensely on a specific, common goal using their positive synergy, individual and mutual accountability, and complementary skills
Business Model
How a company is going to make money
Formalization
How standardized an organization's jobs are and the extent to which employee behavior is guided by rules and procedures
Open-book management involves sharing financial information with workers to help them see how their efforts affect profits.
In regard to reward programs, which of the following statements is true?
Self-employment
Individuals who work for profit or fees in their own business, profession, trade, or farm
Town hall meeting
Informal public meetings where information can be relayed, issues can be discussed, or employees can be brought together to celebrate accomplishments
Emotions
Intense feelings that are directed at someone or something
Orientation
Introducing a new employee to his or her job and the organization
Need for affiliation
Johan wants to make friends and develop close working relationship at the sandwich shop he works at. This is an example of which of the needs from three-needs theory?
visionary
John Scully, former CEO of Apple, has said, "The future belongs to those who see possibilities before they become obvious." This quote would BEST describe ________ leadership.
Task identity
Juan feels that in his job as an artist he is able to create a complete work on his own. This an example of the job characteristics model job dimension of ________.
Stereotyping
Judging a person based on a perception of a group to which that person belongs
Authentic leadership
Leaders who know who they are, know what they believe in, and act on those values and beliefs openly and candidly
Transactional leaders
Leaders who lead primarily by using social exchanges (or transactions)
Transactional leaders
Leaders who lead primarily by using social exchanges (or transactions).
Transformational leaders
Leaders who stimulate and inspire (transform) followers to achieve extraordinary outcomes
Transformational leaders
Leaders who stimulate and inspire (transform) followers to achieve extraordinary outcomes.
Visionary leaders
Leaders with the ability to create and articulate a realistic, credible, and attractive vision of the future that improves upon the present situation.
influencing a group to accomplish objectives
Leadership is best defined as the process of ________.
Behavioral theories
Leadership theories that identify behaviors that differentiate effective leaders from ineffective leaders
led researchers to determine that having certain traits only made it more likely that a person would be an effective leader
Leadership trait theories ________.
Active listening
Listening for full meaning without making premature judgments or interpretations
Recruitment
Locating, identifying, and attracting capable applicants
Organizing
Management function that involves arranging and structuring work to accomplish the organization's goals
Controlling
Management function that involves monitoring, comparing, and correcting work performance
Hierarchy of needs theory
Maslow's theory that human needs—physiological, safety, social, esteem, and self-actualization—form a sort of hierarchy
Threats
Negative trends in the external environment
Individual productivity
Nicoh Corporation is in the early stages of developing a pay-for-performance program. On which of the following factors should the firm base rewards in order for employees to achieve maximum motivation?
Position power
One of Fiedler's situational contingencies and the degree of influence a leader has over activities such as hiring, firing, discipline, promotions, and salary increases.
Task structure
One of Fiedler's situational contingencies and the degree to which job assignments are formalized and structured
Task structure
One of Fiedler's situational contingencies and the degree to which job assignments are formalized and structured.
Leader-member relations
One of Fiedler's situational contingencies that describes the degree of confidence, trust, and respect employees have for their leader
Position power
One of Fiedler's situational contingencies that describes the degree of influence a leader has over activities such as hiring, firing, discipline, promotions, and salary increases
Task structure
One of Fiedler's situational contingencies that describes the degree to which job assignments are formalized and structured
Skill variety
One of the things that Alexis enjoys about her job is that no two days are the same. Every day, she encounters new situations that require her to utilize different abilities and talents. Which element of the job characteristics model does this illustrate?
Open innovation
Opening up the search for new ideas beyond the organization's boundaries and allowing innovations to easily transfer inward and outward
Affirmative action
Organizational programs that enhance the status of members of protected groups
Service organizations
Organizations that produce nonphysical products in the form of services
Manufacturing organizations
Organizations that produce physical goods
Entrepreneurial ventures
Organizations that pursue opportunities, are characterized by innovative practices, and have growth and profitability as their main goals
Distributive justice
Perceived fairness of the amount and allocation of rewards among individuals
Procedural justice
Perceived fairness of the process used to determine the distribution of rewards
Conflict
Perceived incompatible differences that result in interference or opposition
Employee recognition programs
Personal attention and expressing interest, approval, and appreciation for a job well done
Big Five Model
Personality trait model that includes extraversion, agreeableness, conscientiousness, emotional stability, and openness to experience
Staff authority
Positions with some authority that have been created to support, assist, and advise those holding line authority
Opportunities
Positives trends in the external environment
Referent power
Power that arises because of a person's desirable resources or personal traits
Expert power
Power that's based on expertise, special skills, or knowledge
Forecasts
Predictions of outcome
Zero-base budgeting (ZBB)
Process starting with an established point of zero rather than using the current budget as the basis for adding, modifying, or subtracting resources
Incremental budgeting
Process starting with the current budget from which managers decide whether they need additional resources and the justification for requesting them
Intellectual property
Proprietary information that's critical to an organization's efficient and effective functioning and competitiveness
Mass customization
Providing customers with a product when, where, and how they want it
Decruitment
Reducing an organization's workforce
Consistency
Reliability, predictability, and good judgment in handling situations would best describe which dimension of trust?
Decoding
Retranslating a sender's message
Directive leader
Samir called his line workers into the office and said, "I want to put the rules on the table so there's no misunderstanding. If you're late, you lose a half-day's pay. If you miss your production quota more than twice in one week, you're fired." How would Samir's leadership style be characterized using the path-goal theory?
Selection
Screening job applicants to ensure that the most appropriate candidates are hired
Persuasion skills
Skills that enable a person to influence others to change their minds or behavior
Reading skills
Skills that entail an understanding of written sentences and paragraphs in work-related documents
Writing skills
Skills that entail communicating effectively in text as appropriate for the needs of the audience
Speaking skills
Skills that refer to the ability to communicate information and ideas in talking so others will understand
A leader
Someone who can influence others and who has managerial authority
Leader
Someone who can influence others and who has managerial authority
Jargon
Specialized terminology or technical language that members of a group use to communicate among themselves
Norms
Standards or expectations that are accepted and shared by a group's members
Attitude surveys
Surveys that elicit responses from employees through questions about how they feel about their jobs, work groups, supervisors, or the organization
Contingent workers
Temporary, freelance, or contract workers whose employment is contingent on demand for their services
Behavioral component
That part of an attitude that refers to an intention to behave in a certain way toward someone or something
Cognitive component
That part of an attitude that's made up of the beliefs, opinions, knowledge, or information held by a person
Affective component
That part of an attitude that's the emotional or feeling part
Quality
The ability of a product or service to reliably do what it's supposed to do and to satisfy customer expectations
Strategic Leadership
The ability to anticipate, envision, maintain flexibility, think strategically, and work with others in the organization to initiate changes that will create a viable and valuable future for the organization
Visionary leadership
The ability to create and articulate a realistic, credible, and attractive vision of the future that improves upon the present situation
Emotional intelligence (EI)
The ability to notice and to manage emotional cues and information
Strategic Flexibility
The ability to recognize major external changes, to quickly commit resources, and to recognize when a strategic decision was a mistake
Range of variation
The acceptable parameters of variance between actual performance and the standard
Organizational performance
The accumulated results of all the organization's work activities
Behavior
The actions of people
Productivity
The amount of goods or services produced divided by the inputs needed to generate that output
Slack time
The amount of time an individual activity can be delayed without delaying the whole project
Theory Y
The assumption that employees are creative, enjoy work, seek responsibility, and can exercise self-direction
Theory X
The assumption that employees dislike work, are lazy, avoid responsibility, and must be coerced to perform
Assumed similarity
The assumption that others are like oneself
Departmentalization
The basis by which jobs are grouped together
Trust
The belief in the integrity, character, and ability of a leader
Trust
The belief in the integrity, character, and ability of a leader.
Job depth
The degree of control employees have over their work
Task significance
The degree to which a job has a substantial impact on the lives or work of other people
Autonomy
The degree to which a job provides substantial freedom, independence, and discretion to the individual in scheduling work and determining the procedures to be used in carrying it out
Skill variety
The degree to which a job requires a variety of activities so that an employee can use a number of different skills and talents
Task identity
The degree to which a job requires completion of a whole and identifiable piece of work
Organizational commitment
The degree to which an employee identifies with a particular organization and its goals and wishes to maintain membership in that organization
Job involvement
The degree to which an employee identifies with his or her job, actively participates in it, and considers his or her job performance to be important to self-worth
Feedback
The degree to which carrying out work activities required by a job results in the individual's obtaining direct and clear information about his or her performance effectiveness
Centralization
The degree to which decision making is concentrated at upper levels of the organization
Credibility
The degree to which followers perceive someone as honest, competent, and able to inspire
Credibility
The degree to which followers perceive someone as honest, competent, and able to inspire.
Group cohesiveness
The degree to which group members are attracted to one another and share the group's goals
Decentralization
The degree to which lower-level employees provide input or actually make decisions
Filtering
The deliberate manipulation of information to make it appear more favorable to the receiver
Need for affiliation (nAff)
The desire for friendly and close interpersonal relationships
Operating agreement
The document that outlines the provisions governing the way an LLC will conduct business
Need for achievement (nAch)
The drive to succeed and excel in relation to a set of standards
energy
The element of motivation that is a measure of an individual's drive, intensity, and vigor to attain a goal is referred to as ________.
Performance
The end result of an activity
Value chain
The entire series of organizational work activities that add value at each step from raw materials to finished product
Initiating structure
The extent to which a leader defines his or her role and the roles of group members in attaining goals
Consideration
The extent to which a leader has work relationships characterized by mutual trust and respect for group members' ideas and feelings
Consideration
The extent to which a leader has work relationships characterized by mutual trust and respect for group members' ideas and feelings.
Readiness
The extent to which people have the ability and willingness to accomplish a specific task
Readiness
The extent to which people have the ability and willingness to accomplish a specific task.
Absenteeism
The failure to show up for work
Adjourning
The final stage of group development for temporary groups during which group members are concerned with wrapping up activities rather than task performance
Initial public offering (IPO)
The first public registration and sale of a company's stock
Forming stage
The first stage of group development in which people join the group and then define the group's purpose, structure, and leadership
competence; openness
The five dimensions that make up the concept of trust are integrity, consistency, loyalty, ________, and ________.
Organizational structure
The formal arrangement of jobs within an organization
Performing stage
The fourth stage of group development when the group is fully functional and works on group task
Job enlargement
The horizontal expansion of a job by increasing job scope
Grapevine
The informal organizational communication network
coercive
The leader who says, "Do this or you're fired" is exercising ________ power.
Situational leadership theory
The leadership model developed by Paul Hersey and Ken Blanchard that has gained a strong following among management development specialists
Leader-member exchange theory (LMX)
The leadership theory that says leaders create in-groups and out-groups and those in the in-group will have higher performance ratings, less turnover, and greater job satisfaction
leader-member exchange theory
The leadership theory that says leaders create in-groups and out-groups and those in the in-group will have higher performance ratings, less turnover, and greater job satisfaction.
Chain of command
The line of authority extending from upper organizational levels to the lowest levels, which clarifies who reports to whom
Critical path
The longest sequence of activities in a PERT network
Unity of command
The management principle that each person should report to only one manager
coercive
The manager who says, "Do it my way or hit the highway" is exercising ________ power.
Channel
The medium a message travels along
Two-factor theory (motivation-hygiene theory)
The motivation theory that intrinsic factors are related to job satisfaction and motivation, whereas extrinsic factors are associated with job dissatisfaction
Three-needs theory
The motivation theory that says three acquired (not innate) needs—achievement, power, and affiliation—are major motives in work
Need for power (nPow)
The need to make others behave in a way that they would not have behaved otherwise
Job scope
The number of different tasks required in a job and the frequency with which those tasks are repeated
Span of control
The number of employees a manager can efficiently and effectively manage
Responsibility
The obligation or expectation to perform any assigned duties
Core Competencies
The organization's major value-creating capabilities that determines its competitive weapons
Social network structure
The patterns of informal connections among individuals within a group
Value
The performance characteristics, features, and attributes, and any other aspects of goods and services for which customers are willing to give up resources
Referents
The persons, systems, or selves against which individuals compare themselves to assess equity
Downsizing
The planned elimination of jobs in an organization
Strategies
The plans for how the organization will do what its in business to do, how it will compete successfully, and how it will attract and satisfy its customers in order to achieve its goals
Legitimate power
The power a leader has as a result of his or her position in the organization
Reward power
The power a leader has to give positive rewards
Coercive power
The power a leader has to punish or control
Job sharing
The practice of having two or more people split a full-time job
Motivation
The process by which a person's efforts are energized, directed, and sustained toward attaining a goal
Budgeting
The process of allocating resources to pay for designated future costs
design
The process of combining tasks in order to form complete jobs is referred to as job ________.
Shaping behavior
The process of guiding learning in graduated steps using reinforcement or lack of reinforcement
Value chain management
The process of managing the sequence of activities and information along the entire value chain
Entrepreneurship
The process of starting new businesses, generally in response to opportunities
Process production
The production of items in continuous processes
Mass production
The production of items in large batches
Unit production
The production of items in units or small batches
Goal-setting theory
The proposition that specific goals increase performance and that difficult goals, when accepted, result in higher performance than do easy goals
Mission
The purpose of an organization
Authority
The rights inherent in a managerial position to tell people what to do and to expect them to do it
Benchmarking
The search for the best practices among competitors or noncompetitors that lead to their superior performance
Storming stage
The second stage of group development, characterized by intragroup conflict
Service profit chain
The service sequence from employees to customers to profit
Communication process
The seven elements involved in transferring meaning from one person to another
Strategic Business Unit (SBU)
The single independent businesses of an organization that formulate their own competitive strategies
Benchmark
The standard of excellence against which to measure and compare
Organizational behavior (OB)
The study of the actions of people at work
Corporate governance
The system used to govern a corporation so that the interests of corporate owners are protected
Project management
The task of getting a project's activities done on time, within budget, and according to specifications
Self-serving bias
The tendency for individuals to attribute their own successes to internal factors while putting the blame for failures on external factors
Social loafing
The tendency for individuals to expend less effort when working collectively than when working individually
Fundamental attribution error
The tendency to underestimate the influence of external factors and overestimate the influence of internal factors when making judgments about the behavior of others
has managerial authority
The textbook defines a leader as someone who can influence others and who ________.
managerial
The textbook focuses on a(n) ________ perspective when studying leadership.
Equity theory
The theory that an employee compares his or her job's input-outcomes ratio with that of relevant others and then corrects any inequity
Expectancy theory
The theory that an individual tends to act in a certain way based on the expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual
Reinforcement theory
The theory that behavior is a function of its consequences
Norming stage
The third stage of group development, characterized by close relationships and cohesiveness
energy, direction, and persistence
The three key elements of motivation are ________.
Activities
The time or resources needed to progress from one event to another in a PERT network
Communication
The transfer and understanding of meaning
Operations management
The transformation process that converts resources into finished goods and services
Personality
The unique combination of emotional, thought, and behavioral patterns that affect how a person reacts to situations and interacts with others
Communication networks
The variety of patterns of vertical and horizontal flows of organizational communication
concern for people; concern for production
The vertical axis of the managerial grid measures ________, whereas the horizontal axis measures ________.
Job enrichment
The vertical expansion of a job by adding planning and evaluating responsibilities
Traditional view of conflict
The view that all conflict is bad and must be avoided
Human relations view of conflict
The view that conflict is a natural and inevitable outcome in any group
Interactionist view of conflict
The view that some conflict is necessary for a group to perform effectively
Organizational chart
The visual representation of an organization's structure
Turnover
The voluntary and involuntary permanent withdrawal from an organization
Job design
The way tasks are combined to form complete jobs
Organizational processes
The ways that organizational work is done
The Fiedler model
The least-preferred coworker (LPC) questionnaire to gauge leadership style forms a fundamental part of which theory of leadership?
Group
Two or more interacting and interdependent individuals who come together to achieve specific goals
Pay-for-performance programs
Variable compensation plans that pay employees on the basis of some performance measure
consideration behavior
Wade is the kind of manager who has always been concerned not only with numbers, but also with people. He feels that a happy work crew is a productive work crew. According to the Ohio State studies, Wade would be high in ________.
visionary
Walt Disney said, "If you can dream it, you can do it." This quote best describes ________ leadership.
Directive, supportive, participative, and achievement-oriented
What are the four leadership behaviors identified by the path-goal model?
Competitive Advantage
What sets an organization apart; its distinctive edge
Groupthink
When a group exerts extensive pressure on an individual to align his or her opinion with others' opinions
Employee engagement
When employees are connected to, satisfied with, and enthusiastic about their jobs
Information overload
When information exceeds our processing capacity
expert
Whenever someone's computer goes down at Nicoh Enterprises, people call Gina. She is great at troubleshooting technical issues and always knows what to do to get their computers up and running again. Gina has ________ power.
Autonomy
Which core job dimension in the job characteristics model (JCM) describes the degree to which a job provides substantial freedom, independence, and discretion to the individual in scheduling the work and determining task procedures?
Someone with managerial authority who has the ability to influence others
Which definition best defines a leader?
Participating
Which leadership style identified by situational leadership theory (SLT) is characterized by a low level of task behavior and a high level of relationship behavior?
Herzberg's two-factor theory
Which motivational theory is considered universal for countries around the globe?
Fiedler's model attempted to define the best style to use in particular situations.
Which of the following contingency theories of leadership is described correctly?
Focusing on the use of one leadership style
Which of the following is LEAST likely an issue facing leaders today?
Communicator
Which of the following is NOT one of the four specified team leadership roles? A. Conflict manager B. Communicator C. Troubleshooter D. Liaison with external constituencies E. Coach
Motivating unique groups of workers
Which of the following is part of the three current motivation issues managers must cope with today?
The process by which a person's efforts are energized, directed, and sustained through attaining a goal
Which of the following is the BEST definition of motivation?
Persistence in accomplishing a goal is a key component of motivation.
Which of the following statements about motivation is true?
Transactional and transformational leadership are not necessarily mutually exclusive approaches to leadership.
Which of the following statements about transformational-transactional leadership is true?
Group work is likely to be more motivating when the country's culture scores low on the nurturing criterion.
Which of the following statements is NOT true concerning the challenges of managing cross-cultural motivation?
Job challenges tend to be good motivating factors for professionals because they are probably already highly paid.
Which of the following statements is correct concerning how managers deal with unique groups of workers?
Results showed that group members were more satisfied under a democratic leader than under an autocratic one.
Which of the following statements is correct regarding the University of Iowa studies and the leadership styles they identified?
The managerial grid focused on leaders' concern for production and concern for people.
Which of the following studies is correctly paired with its research focus?
The percentage of employees globally that are not excited about work is less than the percentage of employees in the U.S. alone.
Which of the following was NOT a finding of a Gallup poll about employee motivation?
Leadership traits theory
Which of the following was NOT one of the four main leader behavior studies?
Achievement, power, and affiliation
Which of the following were identified by David McClelland as acquired needs that are major motives in work?
A manager should be consistent.
Which statement about effective managers as leaders is correct?
Equity theory proposes that employees compare their outcomes to their inputs, and then compare their inputs-outcomes ratio with that of relevant others
Which statement about equity theory is true?
early in a relationship a leader categorizes a follower as either "in" or "out."
Which statement about leader-member exchange theory (LMX) is correct?
Herzberg's theory proposes that intrinsic factors are related to job satisfaction, while extrinsic factors are associated with job dissatisfaction.
Which statement is true about Herzberg's two-factor theory?
A motivated person both works hard and puts forth an effort when working towards a goal.
Which statement is true regarding the characteristics and results of motivation?
Locus of control
Which subordinate contingency factor identified by the path-goal theory describes the degree to which followers believe that they are the masters of their fates?
High-involvement work practices
Work practices designed to elicit greater input or involvement from workers
High-performance work practices
Work practices that lead to both high individual and high organizational performance
Open workplaces
Workplaces with few physical barriers and enclosures
Situational leadership theory
_______ is a leadership contingency theory that focuses on followers' readiness
Task structure
________ describes the degree to which job assignments are formalized and structured.
Democratic style
________ is a leader who involves employees in decision making, delegates authority, and uses feedback as an opportunity for coaching employees
Reward power
________ is the power a leader has to give positive rewards.
Transactional
________ leadership uses a quid pro quo ("this for that") approach and exchanges rewards for effort. If you do something well, you can expect to be rewarded; however, if you do something poorly, you can expect to be punished.
Autocratic style
_________ is a leader who dictates work methods, makes unilateral decisions, and limits employee participation
Chapter #10 / Question #11 Many start-ups today ________. A. avoid making social change B. opt for non-profit status C. are integrating revenue-generating and philanthropy D. forego sustainable business models in favor of strict philanthropy E. have little awareness of global issues and social concerns
are integrating revenue-generating and philanthropy
Leader-member relations
the degree of confidence, trust, and respect employees have for their leader and one of the situational contingencies in Fiedler's contingency model.
R2
Shawn's landscape company has grown significantly over the past year. Most of his workers are inexperienced and unsure of what they are expected to do, but eager to learn. According to situational leadership theory (SLT), at what stage of follower readiness are these workers?
Self-efficacy
________ refers to an individual's belief that he or she is capable of successfully performing a task.
Scenario
A consistent view of what the future is likely to be
Renewal Strategy
A corporate strategy designed to address declining performance
Stability Strategy
A corporate strategy in which an organization continues to do what it is currently doing
Growth Strategy
A corporate strategy that's used when an organization wants to expand the number of markets served or products offered, either through its current businesses or through new businesses
Closely held corporation
A corporation owned by a limited number of people who do not trade the stock publicly
PERT network
A flowchart diagram showing the sequence of activities needed to complete a project and the time or cost associated with each
Limited liability partnership (LLP)
A form of legal organization consisting of general partner(s) and limited liability partner(s)
Sole proprietorship
A form of legal organization in which the owner maintains sole and complete control over the business and is personally liable for business debts
General partnership
A form of legal organization in which two or more business owners share the management and risk of the business
Limited liability company (LLC)
A form of legal organization that's a hybrid between a partnership and a corporation
Job characteristics model (JCM)
A framework for analyzing and designing jobs that identifies five primary core job dimensions, their interrelationships, and their impact on outcomes
Halo effect
A general impression of an individual based on a single characteristic
High-high leader
A leader high in both initiating structure and consideration behaviors
can influence others and who has managerial authority
A leader is defined as someone who ________.
Autocratic style
A leader who dictates work methods, makes unilateral decisions, and limits employee participation
transactional
A leader who focuses on clarifying employees' roles and task expectations and then provides rewards and/or punishments based upon their performance would be described as a ________ leader.
Democratic style
A leader who involves employees in decision making, delegates authority, and uses feedback as an opportunity for coaching employees
Laissez-faire style
A leader who lets the group make decisions and complete the work in whatever way it sees fit
Situational leadership theory (SLT)
A leadership contingency theory that focuses on followers' readiness
Fiedler contingency model
A leadership theory proposing that effective group performance depends on the proper match between a leader's style and the degree to which the situation allows the leader to control and influence
Fiedler contingency model
A leadership theory proposing that effective group performance depends on the proper match between a leader's style and the degree to which the situation allows the leader to control and influence.
Path-goal theory
A leadership theory that says the leader's job is to assist followers in attaining their goals and to provide direction or support needed to ensure that their goals are compatible with the goals of the group or organization
Situational Leadership Theory
A leadership theory that says the leader's job is to assist followers in attaining their goals and to provide direction or support needed to ensure that their goals are compatible with the goals of the group or organization.
Corporation
A legal business entity that is separate from its owners and managers
Linear programming
A mathematical technique that solves resource allocation problems
Organizational effectiveness
A measure of how appropriate organizational goals are and how well those goals are being met
Machiavellianism
A measure of the degree to which people are pragmatic, maintain emotional distance, and believe that ends justify means
Load chart
A modified Gantt chart that schedules capacity by entire departments or specific resources
Open-book management
A motivational approach in which an organization's financial statements (the "books") are shared with all employees
Budget
A numerical plan for allocating resources to specific activities
Project
A one-time-only set of activities that has a definite beginning and ending point in time
Variable pay
A pay system in which an individual's compensation is contingent on performance
Skill-based pay
A pay system that rewards employees for the job skills they can demonstrate
Employee productivity
A performance measure of both efficiency and effectiveness
Balanced scorecard
A performance measurement tool that looks at more than just the financial perspective
Self-actualization needs
A person's need to become what he or she is capable of becoming
Social needs
A person's needs for affection, belongingness, acceptance, and friendship
Physiological needs
A person's needs for food, drink, shelter, sexual satisfaction, and other physical needs
Esteem needs
A person's needs for internal factors such as self-respect, autonomy, and achievement, and external factors such as status, recognition, and attention
Safety needs
A person's needs for security and protection from physical and emotional harm
Locus of control
A personality attribute that measures the degree to which people believe they control their own fate
Proactive personality
A personality trait that describes individuals who are more prone to take actions to influence their environments
Self-monitoring
A personality trait that measures the ability to adjust behavior to external situational factors
"Boiled frog" phenomenon
A perspective on recognizing performance declines that suggests watching out for subtly declining situations
Status
A prestige grading, position, or rank within a group
Realistic job preview (RJP)
A preview of a job that provides both positive and negative information about the job and the company
Angel investors
A private investor (or group of private investors) who offers financial backing to an entrepreneurial venture in return for equity in the venture
Perception
A process by which we give meaning to our environment by organizing and interpreting sensory impressions
Leadership
A process of influencing a group to achieve goals
Leadership
A process of influencing a group to achieve goals.
Message
A purpose to be conveyed
Six Sigma
A quality program designed to reduce defects and help lower costs, save time, and improve customer satisfaction
Least-preferred coworker (LPC) questionnaire
A questionnaire that measures whether a leader is task or relationship oriented
Increase sales by 10% during the next quarter.
A sales manager wants to establish a goal that will result in maximum motivation and superior performance for his sales staff. Which of the following would be the most effective goal?
Gantt chart
A scheduling chart developed by Henry Gantt that shows actual and planned output over a period of time
Flextime (or flexible work hours)
A scheduling system in which employees are required to work a specific number of hours a week but are free to vary those hours within certain limits
ISO 9000
A series of international quality management standards that set uniform guidelines for processes to ensure products conform to customer requirements
Strategic Management Process
A six-step process that encompasses strategic planning, implementation and evaluation
S corporation
A specialized type of corporation that has the regular characteristics of a C corporation but is unique in that the owners are taxed as a partnership as long as certain criteria are met
BCG Matrix
A strategy tool that guides resources allocation decisions on the basis of market share and growth rate of SBUs
Functional Strategy
A strategy used by an organization's various functional departments to support the competitive strategy
Management information system (MIS)
A system used to provide management with needed information on a regular basis
Problem-solving team
A team from the same department or functional area that's involved in efforts to improve work activities or to solve specific problems
Breakeven analysis
A technique for identifying the point at which total revenue is just sufficient to cover total costs
Task force (or ad hoc committee)
A temporary committee or team formed to tackle a specific short-term problem affecting several departments
Management by walking around
A term used to describe when a manager is out in the work area interacting directly with employees
Operant conditioning
A theory of learning that says behavior is a function of its consequences
Social learning theory
A theory of learning that says people can learn through observation and direct experience
Attribution theory
A theory used to explain how we judge people differently depending on what meaning we attribute to a given behavior
Control process
A three-step process of measuring actual performance, comparing actual performance against a standard, and taking managerial action to correct deviations or inadequate standards
Managerial grid
A two-dimensional grid for appraising leadership styles
Self-managed work team
A type of work team that operates without a manager and is responsible for a complete work process or segment
Virtual team
A type of work team that uses technology to link physically dispersed members in order to achieve a common goal
Telecommuting
A work arrangement in which employees work at home and are linked to the workplace by computer
Cross-functional team
A work team composed of individuals from various functional specialties
Compressed workweek
A workweek where employees work longer hours per day but fewer days per week
Business plan
A written document that summarizes a business opportunity and defines and articulates how the identified opportunity is to be seized and exploited
Job specification
A written statement of the minimum qualifications a person must possess to perform a given job successfully
Job description (position description)
A written statement that describes a job
Chapter #12 / Question #5 Which term refers to efforts to improve the educational and/or employment opportunities of members of groups that have not been treated fairly in the past because of their race or gender? A. Affirmative action B. Vocational rehabilitation C. Discrimination D. Downsizing E. Decruitment
A. Affirmative action
Chapter #12 / Question #2 LaToya has developed a progressive form of hearing loss. To ensure that she is still able to perform the essential functions of her job, her employer was required to make a reasonable accommodation and equip her office telephone with a specialized headset. Which law or ruling is most applicable to this scenario? A. Americans with Disabilities Act B. Vocational Rehabilitation Act C. Patient Protection and Affordable Care Act D. Occupational Safety and Health Act E. Worker Adjustment and Retraining Notification Act
A. Americans with Disabilities Act
Chapter #10 / Question #2 What is the first step in the entrepreneurial process? A. Exploring the entrepreneurial context B. Identifying possible competitive advantages C. Starting the venture D. Identifying opportunities E. Managing the venture
A. Exploring the entrepreneurial context
Chapter #10 / Question #7 Martina has decided to structure her new business venture to provide liability protection while gaining tax benefits over alternative structures. Her attorney has prepared the operating agreement and advised her of the complexities and expense of setting up this structure. Which of the basic types of ownership has Martina chosen? A. LLC B. C corp. C. LLP D. sole proprietorship E. S corp.
A. LLC
Chapter #9 / Question #2 Which of the following corporate strategies would be described as a status quo strategy? A. Stability strategy B. Growth strategy C. Renewal strategy D. Retrenchment strategy E. Turnaround strategy
A. Stability strategy
Chapter #10 / Question #15 How does the boiled frog phenomenon relate to entrepreneurs? A. They need to be alert to signals that the venture's performance may be worsening. B. They need to be aware of environmental issues. C. They are not aware of endangered species. D. They should continue to focus on sustainability issues. E. They must be more ethical in their business practices.
A. They need to be alert to signals that the venture's performance may be worsening.
Chapter #12 / Question #10 When Sarah started at the restaurant as a waitress, her boss spent the morning introducing her to coworkers, explaining the menu to her, and familiarizing her with the restaurant's procedures for waiting on customers. What type of training did Sarah receive? A. Work unit orientation B. Apprenticeship C. Organization orientation D. Job rotation E. Mentoring and coaching
A. Work unit orientation
Chapter #11 / Question #3 The rights inherent in a managerial position to tell people what to do and to expect them to do it is known as ________. A. authority B. span of control C. centralization D. responsibility E. chain of command
A. authority
Chapter #10 / Question #6 An entrepreneur's decision to exit the venture may be based on the fact that he or she hopes to capitalize financially on the investment in the venture. This is known as ________. A. harvesting B. asset valuation C. business valuation D. downsizing E. capitalization
A. harvesting
Chapter #10 / Question #9 In recruiting employees, entrepreneurs tent to focus on ________. A. matching the person to the organization B. matching the person to the job requirements C. short-term employees who can be easily replaced D. large base salaries without learning opportunities E. using traditional HRM practices
A. matching the person to the organization
Chapter #11 / Question #2 The organizational structure that is built around self-directed work groups that are responsible for all work performance results in their respective areas is a ________. A. team structure B. virtual organization C. matrix structure D. project structure E. network organization
A. team structure
Chapter #11 / Question #13 The formal arrangement of jobs within an organization is known as ________. A. the organizational structure B. decentralization C. the chain of command D. staff authority E. work specialization
A. the organizational structure
Chapter #9 / Question #12 In terms of an internal/external analysis, the use of obsolete technology in an outdated facility would be considered a(n) ________. A. weakness B. strength C. resource D. opportunity E. threat
A. weakness
unable/unwilling; telling
According to Hersey and Blanchard's situational leadership theory, when a follower is ________ then a leader should use the ________ style.
readiness
According to situational leadership theory (SLT), the optimal combination of task and relationship behaviors depends on the ________ of followers to accomplish a specific task.
relationship-oriented
According to the Fiedler contingency model, a leader who scores 64 or above on the least-preferred coworker (LPC) questionnaire would be described as having a(n) ________ leadership style.
leader-member relations, taskstructure, and position power
According to the Fiedler contingency model, the three contingency dimensions that define situational control are ________.
Feedback
According to the job characteristics model, which core job dimension directly contributes to the critical psychological state of knowledge of the actual results of the work activities?
Tasks are ambiguous, and subordinates are inexperienced.
According to the path-goal theory, under which of the following circumstances is a directive leadership style most appropriate?
The work itself
According to Herzberg's two-factor theory, which of the following would be considered a motivator?
externally; internally
According to Maslow's hierarchy of needs theory, lower-order needs are predominantly satisfied ________, whereas higher-order needs are satisfied ________.
a Theory Y manager assumes people like to work and seek out responsibility
According to McGregor's Theory X and Theory Y, ________.
Disciplinary actions
Actions taken by a manager to enforce the organization's work standards and regulations
Weaknesses
Activities the organization does not do well or resources it needs but does not possesses
enlargement
Adding tasks to an existing job is referred to as job ________.
Persistence
Alicia is determined to finish her research paper. If that means she has to put in some late nights over the next few weeks, she is willing to do so because she's not going to give up after all the work she has already put into the paper. This willingness to continue on with the project represents which element of motivation?
psychological needs
All of the following are part of Abraham Maslow's hierarchy of needs theory, EXCEPT ________.
participation in setting goals
All of the following contingencies always influence the goal-performance relationship, EXCEPT ________.
Organizational communication
All the patterns, networks, and systems of communication within an organization
Task significance
Amira's job as the director of the humane shelter is exhausting and can be heartbreaking at times, but she loves her job because she knows that she makes a difference in the lives of thousands of homeless animals every year. Which dimension of the job characteristics model does this describe?
Feasibility study
An analysis of the various aspects of a proposed entrepreneurial venture designed to determine its feasibility
