MGMT101 Final Exam
Feasibility study
An analysis of the various aspects of a proposed entrepreneurial venture designed to determine its feasibility
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
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
Counterproductive workplace behavior
Any intentional employee behavior that is potentially damaging to the organization or to individuals within the organization
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
Line authority
Authority that entitles a manager to direct the work of an employee
Chapter #16 / Question #8 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? A. Feedback B. Autonomy C. Task significance D. Skill variety E. Task identity
B. Autonomy
Chapter #15 / Question #17 Meghan has always been a "nervous Nellie." She worries constantly about seemingly everything and is almost always tense and upset. Which personality dimension of the Big Five Model does this illustrate? A. Openness to experience B. Emotional stability C. Extraversion D. Agreeableness E. Conscientiousness
B. Emotional stability
Chapter #16 / Question #6 Which of the following statements is NOT true concerning the challenges of managing cross-cultural motivation? A. Managers cannot automatically assume motivation programs that work in one geographic location are going to work in others. B. Group work is likely to be more motivating when the country's culture scores low on the nurturing criterion. C. Most current motivation theories were developed in the US by Americans and about Americans. D. Maslow's hierarchy of needs aligns with American culture, but may have questionable alignment with countries like Japan and Mexico. E. The most blatant pro-American characteristics in the motivation theories is the strong emphasis on individualism and achievement.
B. Group work is likely to be more motivating when the country's culture scores low on the nurturing criterion.
Chapter #16 / Question #4 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? A. Energy B. Persistence C. Direction D. Autonomy E. Esteem
B. Persistence
Chapter #16 / Question #9 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? A. Autonomy B. Task significance C. Skill variety D. Task identity E. Feedback
B. Task significance
Chapter #17 / Question #14 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. A. employee-oriented B. autocratic C. initiating structure D. democratic E. laissez-faire
B. autocratic
Chapter #16 / Question #14 Adding tasks to an existing job is referred to as job ________. A. enrichment B. enlargement C. depth D. rotation E. empowerment
B. enlargement
Chapter #18 / Question #11 Productivity is defined as the formula of ________ divided by inputs for a specified period of time. A. sales B. outputs C. revenue D. assets E. labor
B. outputs
Chapter #17 / Question #15 According to situational leadership theory (SLT), the optimal combination of task and relationship behaviors depends on the ________ of followers to accomplish a specific task. A. training B. readiness C. experience D. aptitude E. motivation
B. readiness
Chapter #17 / Question #7 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? A. Production-oriented B. Employee-oriented C. Consideration behavior D. Democratic E. Autocratic
B. Employee-oriented
Chapter #17 / Question #8 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. A. delegating B. relationship-oriented C. achievement-oriented D. task-oriented E. democratic
B. relationship-oriented
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 #17 / Question #5 Reliability, predictability, and good judgment in handling situations would best describe which dimension of trust? A. Competence B. Loyalty C. Consistency D. Integrity E. Openness
C. Consistency
Chapter #16 / Question #10 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? A. Increase sales during the next 6 months. B. Do your best. C. Increase sales by 10% during the next quarter. D. Try to improve sales. E. Triple sales.
C. Increase sales by 10% during the next quarter.
Chapter #18 / Question #6 Which of the following has contributed to the escalating problem of employee theft in all kinds and sizes of organizations? A. Poor hiring practices B. Lack of background checks C. Loose financial controls at start-ups and small companies D. Poor compensation E. Poor management
C. Loose financial controls at start-ups and small companies
Chapter #18 / Question #8 Which of the following is NOT true concerning the process of control? A. Whether goals are effective is determined by how well they help employees and managers achieve their goals. B. Controlling is the process of monitoring, comparing, and correcting work performance. C. Managers do not need to control whether their units are performing as planned. D. Control is important because it is the only way managers know whether organizational goals are being met. E. Effective controls ensure that activities are completed in ways that lead to goal attainment.
C. Managers do not need to control whether their units are performing as planned.
Chapter #16 / Question #13 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 ________. A. achievement B. esteem C. affiliation D. power E. self-actualization
C. affiliation
Chapter #17 / Question #1 A leader is defined as someone who ________. A. has definitive behaviors that are effective across all situations B. is not needed in all organizations C. can influence others and who has managerial authority D. seldom is the one who makes things happen E. is always formally designated by the organization to exert influence
C. can influence others and who has managerial authority
Chapter #17 / Question #4 The manager who says, "Do it my way or hit the highway" is exercising ________ power. A. legitimate B. referent C. coercive D. reward E. expert
C. coercive
Chapter #17 / Question #12 The vertical axis of the managerial grid measures ________, whereas the horizontal axis measures ________. A. consideration behavior; initiating structure B. initiating structure; consideration behavior C. concern for people; concern for production D. concern for production; concern for people E. production orientation; employee orientation
C. concern for people; concern for production
Chapter #18 / Question #9 The balanced scorecard approach provides top management with a comprehensive view of organizational performance via four indicators: people/innovation/growth assets, financial, internal processes, and ________. A. employee engagement B. strategy C. customers D. industry competition E. corporate governance
C. customers
Chapter #18 / Question #15 Elena has been absent without excuse twice during the past month. Her manager calls her into his office and issues a written warning, advising her that another unexcused absence will result in immediate termination. This is an example of ________. A. a feedforward control B. basic corrective action C. disciplinary action D. employee retention E. immediate corrective action
C. disciplinary action
Chapter #18 / Question #3 Every morning before the start of the shift, Tom and his automotive service team at a large auto dealership have a five-minute "stand-up" meeting to make sure everyone knows which vehicles are scheduled for service and approximately how long each service appointment should last, and to identify any potential trouble spots. This would best be described as ________. A. benchmarking B. basic corrective action C. feedforward control D. concurrent control E. management by walking around
C. feedforward control
Chapter #15 / Question #16 Marianna voluntarily gives up her lunch hour to help her colleague who is struggling to finalize an important report. This is an example of ________. A. a self-serving bias B. shaping behavior C. organizational citizenship behavior D. social learning theory E. the halo effect
C. organizational citizenship behavior
Chapter #17 / Question #3 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. A. transformational B. charismatic C. transactional D. laissez-faire E. democratic
C. transactional
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 #17 / Question #2 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? A. Experience B. Formal authority system C. Task structure D. Locus of control E. Perceived ability
D. Locus of control
Chapter #18 / Question #10 Which of the following is the first step in the control process? A. Identifying the problem B. Comparing performance against standards C. Analyzing alternatives D. Measuring actual performance E. Taking corrective action
D. Measuring actual performance
Chapter #17 / Question #13 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? A. R3 B. R5 C. R1 D. R2 E. R4
D. R2
Chapter #18 / Question #4 The process of determining who is the best, who sets the standards, and what those standards are, is known as ________. A. corporate governance B. the acid test C. a balanced scorecard approach D. benchmarking E. organizational performance
D. benchmarking
Chapter #16 / Question #3 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. A. restorative B. retributive C. procedural D. distributive E. interactional
D. distributive
Chapter #16 / Question #1 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 ________. A. equity B. instrumentality C. valence D. expectancy E. a reinforcer
D. expectancy
Chapter #18 / Question #12 A stamping machine begins turning out components that are out of tolerance. The manager removes the machine from service to ensure that more defective components are not produced and notifies maintenance to repair the machine. This is an example of ________. A. corporate governance B. disciplinary action C. basic corrective action D. immediate corrective action E. benchmarking
D. immediate corrective action
Chapter #17 / Question #11 Walt Disney said, "If you can dream it, you can do it." This quote best describes ________ leadership. A. transactional B. autocratic C. laissez-faire D. visionary E. charismatic
D. visionary
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
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 #18 / Question #14 When does feedforward control take place? A. During review of the work activity B. When the work activity has been completed C. After discipline has been administered D. While the work activity is in progress E. Before a work activity occurs
E. Before a work activity occurs
Chapter #18 / Question #13 Linette Enterprises is a start-up company seeking financing. The loan officer is most concerned with whether the company has enough resources to pay its debts over the next 12 months. Which financial ratio should most likely be examined? A. Return on investent B. Total asset turnover C. Inventory turnover D. Debt to assets E. Current ratio
E. Current ratio
Chapter #15 / Question #18 Yumi is an outgoing, high-energy person, and her friends often describe her as the "life of the party." According to the Big Five Model, which personality trait would this describe? A. Emotional stability B. Agreeableness C. Openness to experience D. Conscientiousness E. Extraversion
E. Extraversion
Chapter #16 / Question #15 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? A. Autonomy B. Task identity C. Task significance D. Skill variety E. Feedback
E. Feedback
Chapter #15 / Question #15 Karl tends to be an imaginative "big picture" person. He trusts his hunches and likes to look at possibilities rather than mundane details. Which MBTI dimension or orientation does this describe? A. Extraversion B. Judging C. Thinking D. Feeling E. Intuition
E. Intuition
Chapter #15 / Question #20 Jadon doesn't believe that "luck happens." He believes that you make your own luck in life. Which personality trait does this describe? A. Machiavellianism B. Resilience C. Emotional intelligence D. Self-esteem E. Locus of control
E. Locus of control
Chapter #17 / Question #6 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? A. Delegating B. Telling C. Initiating D. Selling E. Participating
E. Participating
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 #18 / Question #7 During which stage in the process of transforming inputs into finished goods and services would concurrent control be used? A. Upon review of performance data B. At the conclusion of the work shift C. Before operations begin D. After a problem has occurred E. When production is being carried out
E. When production is being carried out
Chapter #15 / Question #13 Marcus is very health-conscious and believes that smoking is harmful. When a coworker lights a cigarette after lunch, he asks her to put out the cigarette because he doesn't want to be exposed to second-hand smoke. This represents the ________ component of his attitude. A. affective B. cognitive C. social D. perceptual E. behavioral
E. behavioral
Chapter #17 / Question #9 According to the Fiedler contingency model, the three contingency dimensions that define situational control are ________. A. follower readiness, leader-member relations, and position power B. position power, reward power, and coercive power C. initiating structure, task structure, and consideration behavior D. task structure, leader-member relations, and referent power E. leader-member relations, task structure, and position power
E. leader-member relations, task structure, and position power
Chapter #16 / Question #5 Which of the following were identified by David McClelland as acquired needs that are major motives in work? A. Accomplishment, power, and affiliation B. Power, actualization, and achievement C. Affiliation, power, and autonomy D. Achievement, esteem, and power E. Achievement, power, and affiliation
E. Achievement, power, and affiliation
Chapter #16 / Question #12 ________ refers to an individual's belief that he or she is capable of successfully performing a task. A. Self-actualization B. Self-monitoring C. Self-awareness D. Self-esteem E. Self-efficacy
E. Self-efficacy
Chapter #15 / Question #19 When Angelica becomes upset with another person or situation, she is able to keep her impulses in check and rein in frustration or anger by taking a deep breath and counting slowly to ten before she responds. This is an example of which dimension of emotional intelligence? A. Empathy B. Social skills C. Self-awareness D. Self-motivation E. Self-management
E. Self-management
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
Performance management system
Establishes performance standards used to evaluate employee performance
Attitudes
Evaluative statements, either favorable or unfavorable, concerning objects, people, or events
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
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
Body language
Gestures, facial configurations, and other body movements that convey meaning
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
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
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)
Transformational leaders
Leaders who stimulate and inspire (transform) followers to achieve extraordinary outcomes
Behavioral theories
Leadership theories that identify behaviors that differentiate effective leaders from ineffective leaders
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
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
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
Decoding
Retranslating a sender's message
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
Autocratic style
A leader who dictates work methods, makes unilateral decisions, and limits employee participation
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
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
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
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
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 #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 #13 / Question #7 Which conflict management style is characterized by a low degree of cooperativeness but a high degree of assertiveness? A. Forcing B. Collaborating C. Accommodating D. Compromising E. Avoiding
A. Forcing
Chapter #18 / Question #5 Which of the following is a recommended feedforward control for workplace violence? A. Provide EAPs to help employees with behavioral problems. B. Investigate incidents and take appropriate action. C. Review company policies and change them, if necessary, following an incident. D. Communicate openly about incidents and what is being done about them. E. Use quick and decisive intervention during incidents.
A. Provide EAPs to help employees with behavioral problems.
Chapter #17 / Question #10 According to the path-goal theory, under which of the following circumstances is a directive leadership style most appropriate? A. Tasks are ambiguous, and subordinates are inexperienced. B. Tasks are structured and/or routine, and subordinates have considerable experience. C. Subordinates have an internal locus of control. D. Tasks are structured and/or routine, and subordinates are inexperienced. E. Formal authority relationships are clearly established, and tasks are redundant.
A. Tasks are ambiguous, and subordinates are inexperienced.
Chapter #16 / Question #2 According to Herzberg's two-factor theory, which of the following would be considered a motivator? A. The work itself B. Status C. Relationship with supervisor D. Salary E. Supervision
A. The work itself
Chapter #15 / Question #14 Tanya is opposed to drinking alcohol, but she has been offered a lucrative job with a beer company. She is tempted to take the job because the pay is nearly double what she is currently earning, but she feels hypocritical. Tanya is experiencing ________. A. cognitive dissonance B. emotional intelligence C. organizational commitment D. the fundamental attribution error E. the self-serving bias
A. cognitive dissonance
Chapter #16 / Question #11 The process of combining tasks in order to form complete jobs is referred to as job ________. A. design B. scope C. enlargement D. depth E. enrichment
A. design
Chapter #16 / Question #7 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 ________. A. enlargement B. empowerment C. depth D. rotation E. enrichment
A. enlargement
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 #13 / Question #5 The final project in Brent's management class is a group research paper. He likes group work because he knows that even if he doesn't do much work on the paper, the other members will probably pick up the slack so that they don't get a bad grade. This is an example of ________. A. social loafing B. group cohesiveness C. process conflict D. norms E. groupthink
A. social loafing
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 #18 / Question #2 UPS calculates that a driver will drive approximately 140 miles on an assigned route. However, recognizing that the driver may have to make changes due to traffic, road construction, or detours, mileage will not be flagged for further investigation if it is not less than 120 miles nor more than 160 miles. This is an example of ________. A. the range of variation B. benchmarking C. deviation disparity D. immediate corrective action E. feedback control
A. the range of variation
Chapter #14 / Question #12 The interpersonal communication process begins with ________. A. the sender B. the receiver C. feedback D. decoding E. the channel
A. the sender
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
Chapter #18 / Question #1 Feedback control is ________-oriented, whereas feedforward control is ________-oriented. A. past; future B. future; past C. future; present D. present; future E. past; present
A. past; future
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
Organizational communication
All the patterns, networks, and systems of communication within an organization
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 #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 #14 / Question #15 In response to some recent customer complaints about poor service, Francesca prepares a training presentation and manual for customer service representatives that outlines expected behaviors and the consequences of infractions. This best demonstrates the ________ function of communication. A. control B. information C. exchange D. motivation E. emotional expression
A. control
Chapter #15 / Question #10 The aspect of attribution in which we determine if the behavior exhibited by a person is unusual is referred to as ________. A. distinctiveness B. consent C. consistency D. continuity E. consensus
A. distinctiveness
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 #14 / Question #11 Drew is distracted from the professor's lecture because his girlfriend keeps sending him text messages about their weekend plans. This is an example of ________ in the communication process. A. noise B. decoding C. filtering D. the channel E. feedback
A. noise
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 #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 #14 / Question #6 When Lucinda interviewed a job candidate who was from Japan, she was disconcerted by his lack of eye contact, unaware that many Japanese are uncomfortable with direct eye contact. This demonstrates which barrier to effective communication? A. Selective perception B. National culture C. Faulty expression D. Information overload E. Filtering
B. National culture
Chapter #13 / Question #12 ________ conflict refers to disagreements about how the work should get done. A. Task B. Process C. Functional D. Interpersonal E. Relationship
B. Process
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 #13 / Question #13 If group cohesiveness is high and the alignment of the group and organizational goals is high, which of the following would you expect to see? A. Significant decrease in productivity B. Strong increase in productivity C. Moderate increase in productivity D. Decrease in productivity E. No significant effect on productivity
B. Strong increase in productivity
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 #13 / Question #1 Jacquie and her colleague disagreed about how to approach a project. Finally, Jacquie said, "I give up, we'll do it your way." Jacquie's approach illustrates a(n) ________ conflict management technique. A. compromising B. accommodating C. forcing D. collaborating E. avoiding
B. accommodating
Chapter #15 / Question #7 Attitudes are composed of three components: ________, affect, and behavior. A. feelings B. cognition C. perceptions D. emotions E. consensus
B. cognition
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 #14 / Question #14 The sales manager meets with the accounting manager in order to clarify aspects of the sales compensation program. This meeting is an example of ________ communication. A. diagonal B. lateral C. informal D. downward E. upward
B. lateral
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
Chapter #14 / Question #2 How can managers best encourage ethical communications? A. Avoid a focus on how the communication will appear in the future; focus on the present B. Write all communications themselves C. Clearly define what is considered ethical and unethical communication D. Avoid being sidetracked by a consideration of why a message is being communicated E. Review all communications written by others
C. Clearly define what is considered ethical and unethical communication
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 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 #15 / Question #3 In order to get the edge in being promoted to a higher level management position, Ted spread a false rumor about a colleague. He figured that ultimately he was better for the job, and he was merely helping the company make the "right" decision. Which personality trait does this demonstrate? A. Self-monitoring B. Locus of control C. Machiavellianism D. Resilience E. Emotional intelligence
C. Machiavellianism
Chapter #13 / Question #11 Which of the following is NOT true concerning global teams? A. Groupthink tends to be less of a problem in global teams. B. Social loafing has a western bias; it is not consistent with collectivist cultures. C. Managing teams is universal; it is not necessary for mangers to understand he cultural characteristics of their groups. D. In global teams, cohesiveness is more difficult to achieve. E. The importance of status varies between cultures.
C. Managing teams is universal; it is not necessary for mangers to understand he cultural characteristics of their groups.
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 #14 / Question #1 ________ communication consists of messages sent outside of the written or spoken word. A. Lateral B. Downward C. Nonverbal D. Diagonal E. Informal
C. Nonverbal
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 #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
C. are integrating revenue-generating and philanthropy
Chapter #14 / Question #10 All of the following are active listening behaviors EXCEPT ________. A. nodding and displaying appropriate facial expressions B. paraphrasing what the speaker has said C. avoiding eye contact with the speaker D. showing empathy with the speaker E. asking questions of the speaker
C. avoiding eye contact with the speaker
Chapter #14 / Question #4 Pete was reluctant to reveal the business unit's dismal financial performance, so when he was asked to report in the operations review, he smiled and stated, "Given our initial high expectations, results have been somewhat less than anticipated." This is an example of ________. A. body language B. verbal intonation C. filtering D. selective perception E. jargon
C. filtering
Chapter #13 / Question #15 A group formed by people seeking friendship or pursuing common interests that has no official leader or specific organizational goals is referred to as a(n) ________. A. self-managed team B. command group C. informal group D. formal group E. cross-functional team
C. informal group
Chapter #13 / Question #9 Frank's team went through some early conflict when people were trying to sort out their roles, but they are beginning to develop some camaraderie with one another. Frank's team is in the ________ stage of group development. A. storming B. performing C. norming D. forming E. adjourning
C. norming
Chapter #15 / Question #12 The argument that behavior is a function of its consequences is reflected in ________. A. the self-serving bias B. attribution theory C. operant conditioning D. social learning theory E. learning
C. operant conditioning
Chapter #13 / Question #2 Andrea's team is "running on all cylinders." Members trust each other and are mutually committed to the team's goals. They not only appreciate each other's differences, but also are able to work together in such a way that they capitalize on those differences. Andrea's team appears to be in the ________ stage of team development. A. adjourning B. norming C. performing D. storming E. forming
C. performing
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 #13 / Question #4 The college formed a group of faculty members, current and former students, area employers, and community leaders to study student retention and completion rates and identify strategies for increasing graduation rates for students. This group is an example of a(n) ________. A. informal group B. virtual team C. task group D. problem-solving team E. cross-functional team
C. task group
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 #15 / Question #4 Overall, Luciana is pleased with herself. She perceives herself as a caring person, a good mother to her two children, and a trustworthy, dependable employee. This would describe which of Luciana's personality traits? A. Resilience B. Machiavellianism C. Self-esteem D. Self-monitoring E. Locus of control
C. Self-esteem
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
Chapter #15 / Question #5 Which personality trait in the Big Five Model would reflect the degree to which an individual is good-natured, cooperative, and trusting? A. Openness to experience B. Conscientiousness C. Emotional stability D. Agreeableness E. Extraversion
D. Agreeableness
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 #14 / Question #9 Which of the following refers to the emphasis someone gives to words or phrases in order to convey meaning? A. Semantics B. Jargon C. Filtering D. Verbal intonation E. Body language
D. Verbal intonation
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 #15 / Question #2 Marcus is very health-conscious and believes that smoking is harmful. He becomes upset when a coworker lights a cigarette after their lunch together. This represents the ________ component of his attitude. A. behavioral B. cognitive C. social D. affective E. perceptual
D. affective
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 #14 / Question #5 The impact of IT on the work environment has ________. A. made it more difficult for employees to have complete information B. created fewer opportunities for accessibility C. created fewer opportunities for collaboration D. created an opportunity for a 24/7 environment E. made it more difficult for managers to monitor individual performance
D. created an opportunity for a 24/7 environment
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 #15 / Question #9 An employee strongly identifies with her job, actively participates in it, and believes that her job performance is important to her self-worth. This is an example of ________. A. organizational commitment B. organizational citizenship behavior C. perceived organizational support D. job involvement E. assumed similarity
D. job involvement
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 #14 / Question #13 When evaluating the most effective communication method for a message, a manager wants to use a method that affords the receiver the most control over when the message is dealt with. This is referred to as ________. A. confidentiality B. scanability C. encoding ease D. time of consumption E. decoding ease
D. time of consumption
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 C. Video-conferencing and teleconferencing D. E-learning and mobile learning E. Workbooks and manuals
D. E-learning and mobile learning
Chapter #15 / Question #6 Emotional intelligence (EI) involves a person's ability to ________ and ________ emotional cues and information. A. display; control B. influence; control C. conceal; master D. notice; manage E. perceive; manipulate
D. notice; manage
Chapter #13 / Question #8 Toni, a business professor at a private university, is a member of the Distance Learning Committee, which is composed of faculty members from different disciplines within the university. This committee's purpose is to improve the effectiveness of online courses at the university. This committee is most likely an example of a(n) ________. A. informal group B. self-managed work team C. virtual team D. problem-solving team E. cross-functional team
D. problem-solving team
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
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 #13 / Question #10 Which of the following characterizes a work team rather than a work group? A. Work is decided upon by the group leader and delegated to individual group members. B. Members are accountable only to themselves. C. One leader is clearly in charge. D. Work is done individually. E. Leadership is shared.
E. Leadership is shared.
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 #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 #13 / Question #6 Team leaders or managers should encourage constructive criticism and seek other perspectives to help a team avoid ________. A. cohesiveness B. norms C. social loafing D. functional conflict E. groupthink
E. groupthink
Chapter #14 / Question #8 While Hong is on the phone with a supplier, she hears the chimes of her e-mail, alerting her to a message. While she is scanning the message, a colleague knocks on her door and tells her she's late for the staff meeting. At the same moment, she gets a text message from her husband. This scenario best illustrates the barrier to communication referred to as ________. A. jargon B. faulty expression C. selective perception D. filtering E. information overload
E. information overload
Chapter #14 / Question #7 All of the following are elements of the interpersonal communication process EXCEPT ________. A. decoding B. noise C. encoding D. feedback E. jargon
E. jargon
Chapter #15 / Question #1 The behavior shaping method of rewarding a response by eliminating or withdrawing something unpleasant is referred to as ________. A. extinction B. punishment C. retribution D. positive reinforcement E. negative reinforcement
E. negative reinforcement
Chapter #15 / Question #11 New employees at Zappos go through an intensive four-week training program that immerses them in company culture, strategy, and processes. At the end of the first week, the company tells the new hires that if they quit, Zappos will pay them for the amount of time they have worked plus up to a $5000 bonus. Only 2-3% of people take the offer. The other 97% demonstrate ________. A. assumed similarity B. perceived organizational support C. job involvement D. organizational citizenship behavior E. organizational commitment
E. organizational commitment
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 #15 / Question #8 Frank noticed that Anna missed making their monthly sales quotas at a large auto dealer. He thinks this happened because she lacks basic people skills, not because a competing dealership is offering attractive sales rebates. This is an example of ________. A. stereotyping B. the halo effect C. shaping behavior D. the self-serving bias E. the fundamental attribution error
E. the fundamental attribution error
Chapter #14 / Question #3 Communication is the transfer and ________ of meaning. A. retranslation B. decoding C. inference D. encoding E. understanding
E. understanding
Chapter #13 / Question #14 A work team that uses technology to link physically dispersed members in order to achieve a common goal is referred to as a(n) ________. A. informal group B. self-managed work team C. problem-solving team D. cross-functional team E. virtual team
E. virtual team
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 #13 / Question #3 Which of the following allows employees to plan, organize, and control their work activities with little or no direct involvement of a higher-level supervisor? A. Cross-functional team B. Problem-solving team C. Virtual team D. Command group E. Self-managed work team
E. Self-managed work team
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