MGMT Chapter 13

Which of the following generations embraces strong work ethic values? A. Boomers B. Traditionalists C. Baby Busters D. Xers E. Millennials

B: Traditionalists

_____ work values tend to focus on quality of life and nonconformance. A. Traditionalists' B. Busters' C. Xers' D. Millennials' E. Boomers'

E: Boomers

Which of the following is true about stereotyping? A. It is based on differences verified by empirical research on actual intergroup differences. B. It allows for individual differences. C. It assumes a higher probability that members of a group share the traits of the group. D. It views cultural differences as neutral. E. It ascribes motives for group members' behavior.

E: It ascribes motives for group members' behavior

Which of the following is true about a company with the clan culture? A. The leadership role primarily consists of organizing, monitoring, measuring, and evaluating the activities of the subordinates. B. High value is placed on stability with a focus outside of the organization. C. Employee performance is the most important factor for promotion. D. Driven and competitive people thrive in this culture. E. Major number of promotions occurs from within the company.

E: Major number of promotions occurs from within the company.

_____ are the first generation to be truly surrounded by technology and a media-driven world. A. Boomers B. Traditionalists C. Busters D. Xers E. Millennials

E: Millennials

A functional form of organization is used when the environment is stable, and the organization is small to medium-sized.

True

In a market culture, an employee's current contribution or performance is the most important factor for employee payment or promotion.

True

It is critical that the most senior managers live and breathe inclusiveness.

True

Which of the following characteristics is true about high individualism? A. An enjoyment of challenges, and an expectation of rewards for hard work. B. Disregard for privacy. C. Emphasis on mastery and competence. D. Work for intrinsic rewards. E. Harmony more important than honesty.

A: An enjoyment of challenges, and an expectation of rewards for hard work.

Why is group functioning in diverse groups more difficult? A. Diverse groups are less likely to see situations in similar ways. B. It is hard for the team to avoid groupthink. C. More time is available for work performance because group process is ignored. D. Behaviors of individual team members do not conform to the averages. E. Diverse groups lack the potential to achieve positive outcomes.

A: Diverse groups are less likely to see situations in similar ways.

Which of the following is true about a company with a hierarchical culture? A. Increased formalization rules the organization. B. The company is directed toward competing in its market segments. C. Flexibility within the organization is highly valued. D. Leaders exhibit an entrepreneurial role than one of controlling. E. The company's focus is externally directed.

A: Increased formalization rules the organization

Which of the following is true about a functional form of organization? A. It promotes clear career ladders in large departments. B. The activities are grouped based on the company's products and services. C. It leads to duplication of resources. D. Employees are grouped on the basis of function for a specific project. E. It creates a highly flexible—rapid response environment.

A: It promotes clear career ladders in large departments.

The values of discretion and dynamism with a focus outside of the organization is the culture most prevalent in Kofi & T Inc., a company providing networking solutions. According to Quinn's Competing Values Model, what organizational culture does the company exhibit? A. Clan B. Adhocracy C. Market D. Hierarchy E. Traditional

B: Adhocracy

Which of the following is true about a matrix form of departmentation? A. It is also called the self-contained form of departmentation. B. It maximizes coordination and communication. C. It is rather rigid and slow to respond. D. Specialized functional knowledge has to be developed. E. The departments are staffed by a specialist in an organizational function.

B: It maximizes coordination and communication

Which dimension of national culture is characteristic of having supervisors and employees treated as equals? A. Low individualism B. Low power distance C. High long-term orientation D. High power distance E. High individualism

B: Low Power Distance

_____ refers to the degree to which people accept economic and social differences in wealth, status, and well-being as natural and normal. A. Individualism B. Achievement orientation C. Power distance D. Uncertainty avoidance E. Long-term orientation

C: Power Distance

Which of the following is true about a company with the adhocracy culture? A. There is a high value placed on stability and control. B. Increased formalization rules the organization. C. Risk taking is encouraged and innovation is valued in the company. D. The leaders' role mainly consists of organizing, monitoring, measuring, and evaluating the activities of subordinates. E. Most promotions occur from within the organization.

C: Risk taking is encouraged and innovation is valued in the company.

Which of the following is true of a manager who is diversity aware? A. His/her decisions are based on false assumptions and anecdotal evidence. B. He/she judges traits of a group as positive or negative. C. He/she assumes characteristics thought to be common to a group apply uniformly to every member of that group. D. He/she views cultural differences as neutral. E. He/she ascribes motives for group members' behavior.

D: He/she views cultural differences as neutral.

Which of the following characteristics is true about a low long-term orientation? A. Family is the basis of society B. Parents and men have more authority than young people and women C. Strong work ethic D. High creativity, individualism E. High value placed on education and training

D: High creativity, individualism

Teams composed of individuals with diverse backgrounds have potential advantages that can enhance their performance. Justify

Diverse teams do have the potential to achieve better outcomes than homogeneous teams because their wider range of human resources enables them to invent more options and create more solutions. Diversity makes it easier for teams to consider more ideas, avoid groupthink, and actively attend to fellow team members' ideas and contributions. Diversity is most advantageous for teams facing ambiguous and creative tasks. On the other hand, diversity is most challenging for teams facing implementation-type tasks that require reliable, fluid, and frequent interaction.

A company that values inclusiveness has fewer talented workers to choose from.

False, A company that values inclusiveness expands its pool of potential applicants; companies that do not have fewer talented workers to choose from.

According to Quinn's Competing Values Model, a company that places strong value upon flexibility and internal focus of the organization has a hierarchical culture.

False, According to Quinn's Competing Values Model, a company that places strong value upon flexibility and internal focus of the organization has a clan culture.

In a very strong culture, there is a great deal of variance in the way people think and behave within the organization.

False, In a weak culture, there is a great deal of variance in the way people think and behave within the organization. In very strong cultures, this variance is much less.

Organizational culture can best be defined as the work roles and authority relationships in an organization.

False, Organizational culture represents a shared way of being, acting, and interpreting life in the company. Organizational structure can best be defined as the work roles and authority relationships in an organization.

Organizational structure represents a shared way of being, acting, and interpreting life in the company.

False, Organizational structure can best be defined as the work roles and authority relationships in an organization. Organizational culture represents a shared way of being, acting, and interpreting life in the company.

Person-organization fit represents a shared way of being, acting, and interpreting life in the company.

False, Person-organization fit represents the extent to which a person's values, personality, and work needs are aligned with an organization's culture.

The height of an organization is the number of people that report directly to a single manager.

False, The height of an organization is the number of hierarchical levels in an organization, determined by the span of control of the management members.

The best inclusiveness strategy is to be blind to all differences.

False, The objective reality is that people do differ in many meaningful ways and the goal should be to recognize and effectively utilize those differences, rather than engage in a futile attempt to dismiss or ignore them.

Xers place more value on global awareness, heroism, and goal achievement.

False, Xers developed a new sense of values about the world of work, which included some cynicism toward organizations, a focus on work-life balance, flexibility, and loyalty not to the company but to relationships with others. Millennials place more value on global awareness, heroism, and goal achievement.

Countries that allow inequalities to exist or believe they are natural are high in power distance.

True

From a behaviorist's view, trying to change culture without changing the reward system is an absolutely futile exercise.

True

Discuss the five dimensions identified by Geert Hofstede along which people from national cultures tend to differ

• Power distance: Hofstede used power distance to refer to the degree to which people accept economic and social differences in wealth, status, and wellbeing as natural and normal. • Individualism versus collectivism: This dimension focuses on the values that govern relationships between individuals and groups. • Achievement orientation versus nurturing orientation: Countries that are achievement-oriented value assertiveness, performance, success, and competition, and are results-oriented. Countries that are nurturing-oriented value quality of life, warm personal relationships, and service and care for the weak. • Uncertainty avoidance: People from different countries have been found to differ in their tolerance for uncertainty and their willingness to take risks. Countries low on uncertainty avoidance are relatively easygoing and comfortable with ambiguity. Those high in uncertainty avoidance tend to be more rigid and intolerant of differences. • Long-term versus short-term orientation: The last dimension that Hofstede identified concerns whether citizens of a country have a long- or short-term orientation toward life and work.

Elucidate any four characteristics of an inclusive culture

• A formal corporate statement: While it hardly guarantees action, in today's world the lack of a formal organizational commitment supporting inclusiveness can be seen as conspicuous by its absence. • Symbols, rituals, and stories: Organizations that are serious about inclusiveness effectively integrate inclusive principles into all aspects of the organization, including designing structures and practices that support diversity, coordinating marketing efforts that consistently focus on creating, understanding, and serving diverse market segments, and thoughtfully managing international operations to insure they are in compliance with cultural norms and expectations. • Provide opportunities for networks and support: Employee networks are excellent tools to foster inclusion in the workplace. Networks add more to an employee's work experience, fostering communication and relationship building. • Carefully considered and customized training opportunities: To be effective, training needs to be customized to a particular organizational audience and avoid simple lecturing and "preaching" and rather include a variety of training methods—role play, classroom-style, Q & A, and Web-based learning.

Draw the differences between diversity awareness and stereotyping.

• Being based on differences verified by empirical research on actual intergroup differences. • Viewing cultural differences as neutral. • Assuming a higher probability that members of a group share the traits of the group, but allows for individual differences. Stereotyping is characterized by: • Frequently being based on false assumptions and anecdotal evidence or even impressions, without any direct experience with a group. • Judging traits of a group as positive or negative, or ascribing motives for group members' behavior. • Assuming characteristics thought to be common to a group apply uniformly to every member of that group.

What steps of action should a manager take to make a diverse team productive?

• Heighten attention to good management fundamentals: A good manager must focus on job-related behaviors and earn the trust and respect of others by treating them with respect and dignity. • Actively challenge assumptions: A good manager will recall that the best managerial outcomes come from treating people as individuals and seeking to understand their unique styles, values, and motives. He/she will also discuss with each team member their expectations—what they need and do not need and how he/she can be most helpful to them. • Increase interaction and inclusion: Increasing interaction between individuals reduces the influence of stereotypes and improves team functioning. As people get to know others, stereotypes are replaced by more accurate knowledge of each other, which can result in reduced prejudice and greater cohesion.