MGT 3120 midterm 1

1. A business owner makes a decision to reduce a plant's workforce by 10% to cut costs and be able to save jobs for the other 90% of employees. This decision could be justified as ethical by using the _________ approach to moral reasoning. (a) utilitarian (b) individualism (c) justice (d) moral rights

a

When a person's words say one thing but his or her body language suggests something quite different, the person is sending ______ . (a) a mixed message (b) noise (c) social capital (d) destructive feedback

a

When the intended meaning of the sender and the interpreted meaning of the receiver are the same, communication is _______. (a) effective (c) passive (b) persuasive (d) efficient

a

11. If a team leader wants to tap the advantages of participatory planning, what type of decision- making method should he or she use? (a) Authority (b) Quantitative (c) Group (d) Zero-based

c

7. If a manager takes a lot of time explaining to a subordinate why he did not get a promotion and sincerely listens to his concerns, this is an example of an attempt to act ethically according to _________ justice. (a) utilitarian (b) commutative (c) interactional (d) universal

c

Issues of "respect" and "integrity" are associated with ______ in communication. (a) noise (b)filtering (c)credibility (d)ethnocentrism

c

15. What organizational stakeholder would most likely get top priority attention if a corporate board is having a serious discussion regarding how the firm could fulfill its obligations in respect to sustainable development? (a) Owners or investors (b) Customers (c) Suppliers (d) Future generations

d

If a visitor to a foreign culture makes gestures commonly used at home even after learning that they are of offensive to locals, the visitor can be described as __________ . (a) a passive listener (b) ethnocentric (c) more efficient than effective (d) an active listener

v

1. A management consultant who advises managers to carefully study jobs, train workers to do them with efficient motions, and tie pay to job performance is using ideas from _________. (a) scientific management (b) contingency thinking (c) Henri Fayol (d) Theory Y

a

10. A person's desires for a comfortable life and family security represent _________ values, whereas his or her desires to be honest and hard working represent _________ values. (a) terminal; instrumental (b) instrumental; terminal (c) universal; individual (d) individual; universal

a

10. If the direction in managerial work today is away from command and control, what is it toward? (a) Coaching and facilitating (b) Telling and selling (c) Pushing and pulling (d) Carrot and stick

a

10. In a hierarchy of objectives, plans at lower levels are supposed to act as _________ for accomplishing higher-level plans. (a) means (b) ends (c) scenarios (d) benchmarks

a

10. In which decision environment does a manager deal with probabilities regarding possible courses of action and their consequences? (a) Risk (b) Certainty (c) Uncertainty (d) Optimal

a

10. When a worker is a responsible parent, makes car payments, and is active in local organizations, how might Argyris explain her poor work performance? (a) She isn't treated as an adult at work. (b) Managers are using Theory Y assumptions. (c) Organizational subsystems are inefficient. (d) She doesn't have the right work skills.

a

11. A manager who decides against hiring a new employee that just graduated from Downstate University because the last person hired from there turned out to be a low performer is falling prey to _________ error. (a) availability (b) adjustment (c) anchoring (d) representativeness

a

12. The big interest today in _________ refers to the management practice of using mathematics and computing power to examine "big data" for insights on business. (a) continuous improvement (b) Theory X (c) analytics (d) total quality management

a

12. When a team leader clarifies desired work targets and deadlines for a work team, he or she is fulfilling the management function of _________. (a) planning (b) delegating (c) controlling (d) supervising

a

15. Which of the following is a responsibility that is most associated with the work of a CEO, or chief executive officer, of a large company? (a) Aligning the company with changes in the external environment (b) Reviewing annual pay raises for all employees (c) Monitoring short-term performance of lower level task forces and committees (d) Conducting hiring interviews for new college graduates

a

2. The benefits of planning often include _________. (a) improved focus (b) less need for controlling (c) more accurate forecasts (d) guaranteed success

a

3. If a manager approaches problems in a rational and analytical way, trying to solve them in step-by-step fashion, he or she is well described as a/an _________. (a) systematic thinker (b) intuitive thinker (c) problem seeker (d) behavioral decision maker

a

4. If your local bank or credit union is a complex system, then the loan-processing department of the bank would be considered a _________. (a) subsystem (b) closed system (c) learning organization (d) bureaucracy

a

4. Someone who exposes the ethical misdeeds of others in an organization is usually called a/an _________. (a) whistleblower (b) ethics advocate (c) ombudsman (d) stakeholder

a

6. Costs, benefits, timeliness, and _________ are among the recommended criteria for evaluating alternative courses of action in the decisionmaking process. (a) ethical soundness (b) past history (c) availability (d) simplicity

a

7. When a manager denies promotion to a qualified worker simply because of personally disliking her because she is Hispanic, this is an example of _________. (a) discrimination (b) accountability (c) self-management (d) a free-agent economy

a

7. When a manager is asked to justify a new budget proposal on the basis of projected activities rather than as an incremental adjustment to the prior year's budget, this is an example of _________. (a) zero-based budgeting (b) strategic planning (c) operational planning (d) contingency planning

a

9. If an organization was performing poorly, what would Henri Fayol most likely advise as a way to improve things? (a) teach managers to better plan, organize, lead, and control (b) give workers better technology (c) promote only the best workers to management (d) find ways to improve total quality management

a

9. In respect to the link between bad management and ethical behavior, research shows that _________. (a) managers who set unrealistic goals can cause unethical behavior (b) most whistleblowers just want more pay (c) only top managers really serve as ethics role models (d) a good code of ethics makes up for any management deficiencies

a

Ch 16: When members of minority cultures feel that they have to behave similar to the ways of the majority culture, this tendency is called____. (a) biculturalism (b) particularism ' (c) the glass ceiling effect (d) multiculturalism

a

Ch 16: When members of the marketing department stick close to one another, as well as share jokes and even a slang language, the likelihood is that a (a) occupational (b) generational (c) gender (d) ethnic

a

Ch 16: When someone experiences culture shock on a study abroad trip, the first stage is likely to be one of anxiety caused by confusion in the new cultural setting. What is the next stage in culture shock? (a) Experiencing a sense of confidence from small victories in dealing with differences. (b) Displaying outright irritation and anger at the ways of this new culture. (c) Wanting to give up and go home immediately. (d) Accepting reality and enjoying the good and bad aspects.

a

The negative effects of status differences on communication between lower and higher levels in organizations show up in the form of _______. (a) filtering (b) MBWA (c) ethnocentrism (d) passive listening

a

Who is responsible for encoding a message in the communication process? (a)sender (b)receiver (c)observer (d)consultant

a

1. A manager who is reactive and works hard to address problems after they occur is described as a _________. (a) problem seeker (b) problem solver (c) rational thinker (d) strategic opportunist

b

11. A proponent of the classical view of corporate social responsibility would most likely agree with which of these statements? (a) Social responsibility improves the public image of business. (b) The primary responsibility of business is to maximize profits. (c) By acting responsibly, businesses avoid government regulation. (d) Businesses should do good while they are doing business.

b

12. From a time management perspective, which manager is likely to be in best control of his or her time? One who _________. (a) tries to never say "no" to requests from others (b) works on the most important things first (c) immediately responds to instant messages (d) always has "an open office door"

b

12. The triple bottom line of organizational performance would include measures of financial, social, and _________ performance. (a) philanthropic (b) environmental (c) legal (d) economic

b

12. Which decision-making error is most associated with the old adage: "If you don't succeed, try and try again"? (a) Satisficing (b) Escalating commitment (c) Confirmation (d) Too late to fail

b

14. If an organization is considered an open system, work activities that turn resources into outputs are part of the _________ process. (a) input (b) transformation (c) output (d) feedback

b

14. The best planning goals or objectives would have which of the following characteristics? (a) Easy enough so that no one fails to reach them (b) Realistic and possible to achieve, while still challenging (c) Open ended, with no clear end point identified (d) No set timetable or due dates

b

15. The last step in the decision-making process is to _________. (a) choose a preferred alternative (b) evaluate results (c) find and define the problem (d) generate alternatives

b

15. When managers make decisions based on solid facts and information, this is known as _________. (a) continuous improvement (b) evidence-based management (c) Theory Y (d) The scalar chain

b

2. The Hawthorne studies were important in management history because they raised awareness about the influence of _________ on productivity. (a) organization structures (b) human factors (c) physical work conditions (d) pay and rewards

b

3. The first step in the planning process is to _________. (a) decide how to get where you want to go (b) define your objectives (c) identify possible future conditions or scenarios (d) act quickly to take advantage of opportunities

b

3. The process of building and maintaining good working relationships with others who may someday help a manager implement his or her work agendas is called _________. (a) governance (b) networking (c) emotional intelligence (d) entrepreneurship

b

4. According to Robert Katz, _________ skills are more likely to be emphasized by top managers than by first-line managers. (a) human (b) conceptual (c) informational (d) technical

b

4. As a first step to help implement her firm's strategic plans, the CEO of a business firm would want marketing, manufacturing, and finance executives to develop clear and appropriate _________. (a) procedures (b) operational plans (c) zero-based budgets (d) forecasts

b

5. An effective manager is someone who helps others to achieve high levels of both _________ and _________. (a) pay; satisfaction (b) performance; satisfaction (c) performance; pay (d) pay; quality of work life

b

6. Which ethical position has been criticized as a source of "ethical imperialism"? (a) Individualism (b) Absolutism (c) Utilitarianism (d) Relativism

b

6. Which of the following is one of the characteristics of Weber's ideal bureaucracy? (a) Few rules and procedures (b) Impersonality (c) Promotion by privilege not by merit (d) Ambiguous hierarchy of authority

b

7. The _________ decision model views managers as making optimizing decisions, whereas the _________ decision model views them as making satisficing decisions. (a) behavioral; judgmental heuristics (b) classical; behavioral (c) judgmental heuristics; ethical (d) crisis; routine

b

8. At what Kohlberg calls the _________ level of moral development, an individual can be expected to act consistent with peers, meet obligations, and follow rules of social conduct. (a) postconventional (b) conventional (c) preconventional (d) nonconventional

b

8. One of the conclusions from the Hawthorne studies was that _________. (a) motion studies could improve performance (b) groups can sometimes restrict the productivity of their members (c) people respond well to monetary incentives (d) supervisors should avoid close relations with their subordinates

b

9. When managers use benchmarking in the planning process, they usually try to _________. (a) set up flexible budgets (b) identify best practices used by others (c) find the most accurate forecasts that are available (d) use expert staff planners to set objectives

b

A manager who understands the influence of proxemics in communication is likely to _______ (a) avoid sending mixed messages (b) arrange work spaces to encourage interaction (c) be very careful choosing written words (d) send frequent e-mail messages to team members

b

Ch 16: Among the three leadership approaches to diversity identified by Thomas, which on is primarily directed at making sure that minorities and women are hired by the organization? (a) Equal employment opportunity (b) Affirmative action (c) Valuing diversity (d) Managing diversity

b

Ch 16: Pluralism and the absence of discrimination and prejudice in policies and practices are two important hallmarks of____. (a) the glass ceiling effect (b) a multicultural organization (c) exclusive organizational cultures (d) affirmative action

b

Ch 16: The beliefs that older works are not creative and prefer routine, low stress jobs are stereotypes that might create bad feelings among members of different___ subcultures in organizations. (a) gender (b) generational (c) functional (d) ethnic

b

When a worker receives an e-mail memo from the boss with information about changes to his job assignment and ends up confused because he doesn't understand it, the boss has erred by making a bad choice of _______ for communicating the message. (a) words (b) channels (c) nonverbals (d) filters

b

11. The manager's role in the "upside-down pyramid" view of organizations is best described as providing _________ so that operating workers can directly serve _________. (a) direction; top management (b) leadership; organizational goals (c) support; customers (d) agendas; networking

c

11. _________ management assumes people are complex, with widely varying needs. (a) Classical (b) Neoclassical (c) Behavioral (d) Modern

c

13. The highest level in Maslow's hierarchy is _________. (a) safety (b) esteem (c) self-actualization (d) physiological

c

13. The research of Mintzberg and others concludes that most managers _________. (a) work at a leisurely pace. (b) have blocks of private time for planning. (c) always live with the pressures of performance responsibility. (d) have the advantages of short workweeks.

c

13. You go to your boss and ask for a pay raise. She says: "Well, let's take a look first at what you are making now." The risk you face in this situation is that your boss's decision will be biased because of _________. (a) a framing error (b) escalating commitment (c) anchoring and adjustment (d) strategic opportunism

c

14. Emotional intelligence helps us to manage ourselves and our relationships effectively. Someone that is high in emotional intelligence will have the capacity to _________, an ability to think before acting and to control potentially disruptive emotions and actions. (a) set agendas (b) show motivation (c) self-regulate (d) act as a leader

c

14. In a social responsibility audit of a business firm, positive behaviors meeting which of the following criteria would measure the highest level of commitment to socially responsible practices? (a) Legal—obeying the law (b) Economic—earning a profit (c) Discretionary—contributing to community (d) Ethical—doing what is right

c

15. The planning process isn't complete until _________. (a) future conditions have been identified (b) stretch goals have been set (c) plans are implemented and results evaluated (d) budgets commit resources to plans

c

2. A problem is a discrepancy between a/an _________ situation and a desired situation. (a) unexpected (b) risk (c) actual (d) uncertain

c

2. If a manager fails to enforce a late-to-work policy for all workers—that is, by allowing some favored employees to arrive late without penalties—this would be considered a violation of _________. (a) human rights (b) personal values (c) distributive justice (d) cultural relativism

c

2. The management function of _________ is being activated when a bookstore manager measures daily sales in the magazine section and compares them with daily sales targets. (a) planning (b) agenda setting (c) controlling (d) delegating

c

3. If Douglas McGregor heard an instructor complaining that her students were lazy and irresponsible, he would say these assumptions _________. (a) violated scientific management ideas (b) focused too much on needs (c) would create a negative self-fulfilling prophecy (d) showed contingency thinking

c

4. The first step in the decision-making process is to _________. (a) generate a list of alternatives (b) assess the costs and benefits of each alternative (c) identify and define the problem (d) perform the ethics double-check

c

5. Two employees are talking about ethics in their workplaces. Jay says that ethics training and codes of ethical conduct are worthless; Maura says they are the only ways to ensure ethical behavior by all employees. Who is right, and why? (a) Jay—no one really cares about ethics at work. (b) Maura—only the organization can influence ethical behavior. (c) Neither Jay nor Maura—training and codes can encourage but never guarantee ethical behavior. (d) Neither Jay nor Maura—only the threat of legal punishment will make people act ethically.

c

5. When a manager puts Danté in a customer relations job because he has strong social needs and gives Sherrill lots of daily praise because she has strong ego needs, he is displaying _________. (a) systems thinking (b) Theory X (c) contingency thinking (d) administrative principles

c

6. Having a clear sexual harassment policy won't help an organization much unless it is accompanied by clear _________ that let all members know for sure how it will be implemented. (a) contingencies (b) benchmarks (c) procedures (d) budgets

c

8. One reason why certainty is the most favorable environment for problem solving is because the problems can be addressed by using _________ decisions. (a) satisficing (b) optimizing (c) programmed (d) intuitive

c

9. A common mistake made by managers facing crisis situations is _________. (a) trying to get too much information before responding (b) relying too much on group decision making (c) isolating themselves to make crisis decisions alone (d) forgetting to use their crisis management plan

c

9. The intellectual capital equation states: Intellectual Capital = _________ X Commitment. (a) Diversity (b) Confidence (c) Competency (d) Communication

c

A/An_____is higher in channel richness than a/an (a) memo; voice mail (b) letter; video conference (c) chat message; e-mail (d) voice mail; telephone conversation

c

Ch 16: Which statement is most consistent with arguments that diversity is good for organizations? (a) Having a diverse workforce guarantees success. (b) Diversity is easy to manage because it is already valued by all people. (c) Diverse workforce help organizations deal with diverse customers. (d) When workforce are diverse, organizations canspend less on training.

c

One of the rules for giving constructive feedback is to make sure that it is always _______ . (a) general rather than specific (b) indirect rather than direct (c) given in small doses (d) delivered at a time convenient for the sender

c

The safest conclusion about privacy in electronic communications is _________ . (a) it's guaranteed by Jaw (b) it's not a problem (c) it really doesn't exist (d) it can be pas8'vord protected

c

What happens when a communication is persuasive? (a) The receiver understands the message. (b) The sender feels good about the message. (c) The receiver acts as the sender intended. (d) The sender becomes a passive listener.

c

1. If a sales department supervisor is held accountable by a middle manager for the department's performance, on whom is the department supervisor dependent in making this performance possible? (a) Board of directors (b) Top management (c) Customers or clients (d) Department salespersons

d

1. Planning is best described as the process of _________ and _________. (a) developing premises about the future; evaluating them (b) measuring results; taking corrective action (c) measuring past performance; targeting future performance (d) setting objectives; deciding how to accomplish them

d

13. A marketing plan in a business firm would most likely deal with _________. (a) production methods and technologies (b) money and capital investments (c) facilities and workforce recruiting (d) sales and product distribution

d

13. An amoral manager _________. (a) always acts in consideration of ethical issues (b) chooses to behave unethically (c) makes ethics a personal goal (d) acts unethically but does so unintentionally

d

14. Personal creativity drivers include creativity skills, task expertise, and _________. (a) strategic opportunism (b) management support (c) organizational culture (d) task motivation

d

3. According to research on ethics in the workplace, _________ is/are often a major and frequent source of pressures that create ethical dilemmas for people in their jobs. (a) Declining morals in society (b) Long work hours (c) Low pay (d) Requests or demands from bosses

d

5. When the members of a special task force are asked to develop a proposal for hitting very aggressive targets for the international sales of a new product, this problem most likely requires a _________ decision. (a) routine (b) programmed (c) crisis (d) nonprogrammed

d

5. _________ planning identifies alternative courses of action that can be quickly taken if problems occur with the original plan. (a) Benchmark (b) Participatory (c) Staff (d) Contingency

d

6. _________ is the active oversight by boards of directors of top management decisions in such areas as corporate strategy and financial reporting. (a) Value chain analysis (b) Productivity (c) Outsourcing (d) Corporate governance

d

7. Which principle states that a person should only receive orders from one boss in an organization? (a) Scalar (b) Contingency (c) Hawthorne (d) Unity of command

d

8. A company buys cloth in one country, has designs made in another country, has the garments sewn in another country, and sells the finished product in yet other countries. This firm is actively engaging in the practice of _________. (a) job migration (b) performance effectiveness (c) value creation (d) global sourcing

d

8. One of the expected benefits of participatory planning is _________. (a) faster planning (b) less need for forecasting (c) greater attention to contingencies (d) more commitment to implementation

d

Ch 16: When dealing with proxemics as a silent language of culture, what is the issue of most concern? (a) How people use the spoken word to communicate (b) How people use nonverbal to communicate ( c) How people use time to communicate (d) How people use space to communicate

d

Ch 16:___ means that an organization fully integrates members of minority cultures and majority cultures. (a) equal employment opportunity (b) affirmative action (c) revolving door syndrome (d) pluralism

d

How can a manager build credibility for persuasive communications? (a) Offer rewards for compliance with requests. (b) Clarify penalties for noncompliance with requests. (c) Remind everyone that she or he is the boss. (d) Work hard to establish good relationships with others.

d

When interacting with an angry co-worker who is complaining about a work problem, a manager skilled at active listening would most likely try to _______. (a) delay the conversation until a better time (b) point out that the conversation would be better held at another location (c) express displeasure in agreement with the coworker's complaint (d) rephrase the co-worker's complaint to encourage him to say more

d

Which is the best example of a team leader providing descriptive rather than evaluative feedback to a team member? {a) You are a slacker. {a) You are a slacker. (b) You are not responsible. (c) You cause me lots of problems. (d) You have been late to meetings three times this month.

d

Ch 16. In____ cultures, members tend to do one thing at a time; in ____cultures, members tend to do many things at once (a) monochronic: polychronic (b) universal; particular (c) collectivist; individualist (d) neutral; affective

q