MGMT 301
All of the following are important tenets of the symbolic frame except: a. Trust is secret of success b. A Specialized Language fosters cohesion and commitment c. Example, not command, holds a team together d. Ritual and Ceremony life spirits and reinforce group identity
A.
As illustrated in the doll-manufacturing experiment, a fourth barrier blocking the progress of job enrichment is that when a redesign or improvement works: A. It leads to pressures for a system wide change B. Effort diminishes due to the increase in efficiency C. Employees become complacent D. Supervisors create unrealistic expectations
A.
Hanna is just starting as a floor manager at Target. Although most of the team has welcomed her as a leader, James has trouble trusting her leadership skills. He ignores her requests and constantly interrupts her with his own suggestions during team huddles. What could Hanna do to deal with James? a. Use Block's strategy to "let go of them" b. Follow Burn's conception of positive politics c. Act with greatness around him d. Pressure him to accept her authority
A.
In Chapter Fourteen's deliberation of Organization as Theater, Mintzberg's insightful book, "The Rise and Fall of Strategic Planning", questions the link between ________________ and its stated _______________. a) Strategic planning, objectives b) Strategic planning, benefits c) Executives, plans d) Corporations, policies
A.
In addition to great pay and benefits, Google provides its employees with many other free amenities to meet their various needs. These include child care services, fitness centers, language classes, and a shuttle service. This is an example of Google's: A. Human resource management B. Group Dynamics C. Leadership Practice D. Informal networks
A.
In response to California's drought, a recent trend in California restaurants has been to only offer water to customers who request it. According to the political frame, which views organizational structure as theater, how will this affect the state's restaurant industry? a. More and more restaurants will adopt this policy b. It will lead to a substitution of "props" (other beverages will be switched out for water) c. Restaurants who follow this policy will be more important "actors" than those who do not d. It will have no effect on the restaurant industry
A.
John, the manager for "Shift A," consistently approaches those he manages to strike up casual conversations. He is interested in the well-being of his employees, and takes notice when one of the workers has a demeanor that appears "off." James, the manager for "Shift B," casually inquires about employees and their lives outside of work, but often appears to be insincere in his asking. John in exhibiting the managerial skill of __________, a skill that includes the awareness of self and others and the ability to handle relationships. A. Emotional Intelligence B. Skilled incompetence C. Self-protection D. Mutual influence
A.
Mike, the manager of a diner, is upset with the rise in customer complaints about the food ever since he hired George, the new chef. George is college student trying to pay his own way through college. Although the problem is getting worse, Mike believes it is good to stay out of George's way in the kitchen to allow him to gain confidence and comfort in his workplace. Because George never hears about the complaints from Mike, he assumes he is doing a great job. This using of well-practiced skills to produce the opposite of what you intend is called: A. Skilled incompetence B. Interpersonal incompetence C. Negative empathy D. Emotional Limitation
A.
Organizations are greatly contingent upon their environment in order to obtain necessary support and resources. This results in the creation of which of the following forms of ecosystems? a.) Public Policy, Business-Government, Society b.) Public Policy, Arenas, Government c.) Arenas, Political Agents, Barbarians At The Gate d.) Nature, Maze, Authoritative
A.
Organizations consist of many relationships, but one relationship in particular that focuses on power is that of authority and partisans. An example of authority can be parents and an example of partisans can be children. With that in mind, many social scientists have tried to identify different sources of power that this relationship utilizes. Which of the following is not one of these sources of power? a. Meeting deadlines b. Control of Rewards c. Reputation d. Information and expertise
A.
The human resource concept of teams overlaps with which other approach to teams? A. The structural approach B. The political approach C. The autonomous approach D. The symbolic approach
A.
Thinkol, the engineers for the Challenger, did their best to warn NASA that the flight was in danger due to the cold temperatures. After the explosion, many questions needed to be answered regarding the politics of the situation, including who to hold responsible. For example, should Thinkol be praised for their persistence or be blamed for failure to persuade their bosses? Was Thinkol demonstrating loyalty or disloyalty when publicly criticizing the aftermath? Looking at this example, which is not true about politics in the work place? a. Subjectively judging a situation causes more harm and benefit b. Assessing performance in the work place is oppressed by ambiguity c. We need positive and productive ways to play the political game d. The performance of the individual and group should be evaluated together
A.
When employees at Zappos are asked about their best work experiences at the company, their stories often include "good feelings" stories. They speak of achievements, recognition, responsibility, advancement, and learning. According to Frederick Herzberg, these are called: A. Motivators B. Personal satisfaction indicators C. Job enrichment factors D. Hygiene factors
A.
91 The constant back-and-forth public battle between management and labor present in many organizations can be seen as a type of public negotiation tactic. This type of "negotiation is a carefully crafted performance that delivers the show various audiences demand." This serves as an example of: a. Power play b. Collective bargaining c. Organizational role play d. Evaluation
B.
BMW prides itself on having a process that allows buyers to select engine types, interior configuration, and trim, customizing almost every key feature. Buyers are allowed to change their minds up to five hours before the car is assembled. BMW has grown to become the world's largest premium carmaker. The sheer size of the company now makes the company susceptible to which vulnerability? a. Losing ability to mass produce custom designed cars b. Losing its culture c. Losing commitment of its employees d. Losing its title as the most reputable company in the world
B.
Christa McAuliffe is a teacher from New Hampshire and represented the American public on the Challenger space shuttle flight. Christa attracted much media attention, as in the past years there has been a lack of diversity on these space flights, mainly being white male pilots. NASA and Congress viewed this media attention as very positive, as it helped them gain support from the public. Christa's attendance on the Challenger is a good example of a. Political agenda setting b. An organization acting as a coalition c. An organization adding a third, neutral party d. The relationship between authorities and partisans
B.
During the process of networking and coalition building, companies see managers, stakeholders, collaborators, and customers in one-on-one meetings to give them a chance to influence the project. In exchange for their input, the company will give rewards. These techniques are called: I. Finding support II. Making cheerleaders III. Horse Trading IV. Selling Monkeys a. I, III and IV b. II and III c. I and III d. I, II, III and IV
B.
Eagle group was a group of engineers from the 1970s who created a new computer in record time. Even though resources and support was limited, they succeed on their goal. Which of the following is one of the reasons for their success? a. Team members were treated with dignity b. They had a good group's structure c. Financial rewards where a motivation factor d. Project members were extraordinary
B.
Ed, a journalist, is writing an article about the distribution of power. He began by interviewing the top five largest organizations in California. During his investigation he made sure to not only interview employees of each company but members of the general public. Ed wanted to understand how decisions made by the business were influenced by the community and the government. Ed views organizations as predominantly what type of ecosystem? a.) Business-Government b.) Society c.) Cultural d) Public Policy
B.
Groups often think that they have to focus on one thing to be successful. On what do the most successful groups concentrate? a. Seriousness b. Humor and Play c. Financial Success d. Rule Following
B.
In 1966, Frederick Herzog asked employees about their best and worst work experiences. "Bad Feelings" stories clustered around: i. Company policy and administration ii. Responsibility iii. Working conditions A. i & ii B. i & iii C. i, ii, & iii D. ii & iii
B.
In The External Control of Organizations, Pfeffer & Salancik describe which of the following political roles for managers: i. A responsive role in which managers adjust the organization's activities to comply with pressures from the environment ii. A discretionary role in which they seek to alter the organization's activities to comply with pressures from the environment iii. A symbolic role arising from the widely accepted myth that managers make a difference. iv. A analytical role where managers address the needs of their employees rather than the community a.) All of the above b.) i, ii, & iii c.) i & ii d.) i, ii, & iv
B.
It is said that having playful employees can lead to innovation. James G. March suggested some guidelines that organizations can use to encourage play. Which of the following is NOT one of the suggestions? A. Treat hypocrisy as transition B. Treat goals as something that is set in stone, non-flexible C. Treat experiences as theory D. Treat memory as an enemy
B.
John lives in a small town and in this town he owns a bakery, which has been in his family for over 50 years. Along with John's bakery there are a few other small shops, which locals enjoy, everyday. Recently though it has been announced that the city has allowed Walmart to build a location in this small plaza. John and the other small business owners know the consequences this will have on their businesses and decide to form coalition to fight Wal-Mart from coming. What political initiative are they taking in this endeavor? a.) Top-down b.) Bottom-up c.) Internal d.) External
B.
Many government agencies are limited in their effectiveness by regulation as well as their relationships with private citizens and businesses. This interplay is an example of which ecosystem? a.) Society b.) Public Policy c.) External d.) Internal
B.
Mary Kay Cosmetics hosts annual seminars to gather new and old members and keep the faith and optimism in the Mary Kay family alive. Posthumous personal messages from Mary Kay are shared with the thousands who attend. At these events achievements of successful sales people are shared and celebrated. What sort of organizational symbol is Mary Kay Cosmetics showing? A. Value B. Ceremony C. Ritual D. Performances
B.
Over the last few years business in the technology world has gotten more competitive. Since this has caused companies to thin out their resources more than they would like, many have decided to rely on one another in order to progress their own individual products. These companies were able to bond in order to surpass the competition and created what is known as a(n)? a.) Agreement b.) Ecosystem c.) Community d.) Division
B.
Suppose two co-workers are forced to work together on a project. According to the Myers-Briggs Type Indicator, one of them is an ENFP and the other one is an ISTJ. What is one way that these two personality types can create a peaceful yet productive work environment? A. Ask to be removed from the project so as to work with co-worker that has a more similar personality type B. Recognize their differences and utilize each of their unique skills C. Choose the stronger leader between the two and comply with their skill set D. Determine whose tactics will be more beneficial to the project's final outcome and utilize those specific skills
B.
Susan has recently been promoted to manager at a retail store. She has been given the duty of closing down the store at night, which includes counting the registers, restocking the floor, and resetting the merchandise on the sales floor. Susan spends the vast majority of her time closing down the registers because she is inexperienced and won't admit to her senior manager that she doesn't know the proper closing procedures. The morning manager has noticed for the past week that the store has been under stocked and messy when he has arrived to open the store. When he approaches Susan about the issue, she quickly blames the sales associates that have recently been hired, saying that they must not understand their tasks for closing. Susan is demonstrating: A. Emotional Intelligence B. Self-protection C. Skilled incompetence D. Organizational awareness
B.
Symbols come in many forms when looking at organizations. They could even be looked at as different frames. One such example is myths, vision and: a.) Stories b.) Values c.) Heroes d.) Thought
B.
The owner of a local grocery store in a small town in Northern California convinces the town that there are only three bottles left of his bestselling red wine. He also states that there won't be any more bottles in stock for the next 6 months. Therefore, he raises the price of from $15.00 per bottle to $40.00 per bottle. The customers automatically race to be the first in line in order to purchase the last three bottles. Which of Cialdini's six techniques that skilled practitioners often use to influence others is the grocery store owner using? a. Reciprocation b. Scarcity c. Social proof d. Authority
B.
The senior executives of Company XYZ plan private retreats to international locations twice a year and have weekly dinners totaling over hundreds of dollars each time. These executives expense their retreats and dinners to the company. Company XYZ has had to make budget cuts this year, and many employees have had to take pay cuts. The executives refuse to make compromises for the company. What principle of moral judgment are they missing? a. Mutuality b. Caring c. Generality d. Openness
B.
The top managers at Rachel Inc. launched a new initiative to replace manual records with an automated paperless system. The managers made the decision not knowing how work typically got done, nor did they ask middle managers and employees about their opinions on a paperless system. The changes were met with resistance from many key employees. How could the managers at Rachel Inc. avoided this conflict most effectively? a. Implement the paperless system gradually over time. b. Create an objective political map before they made their decision. c. Put their employees through a training course on the automated paperless system. d. Reward those who do not respond opposingly.
B.
Through several years of travel and work with a non-profit in India, Aruna Roy recruited allies who shared a similar vision, and together they built a support base. As Aruna and her allies continued to press for better village conditions in the poor rural area of India, they came to realize that money intended for the cause was often disappearing. She campaigned for more government transparency, and as the government tried to shut the hearings down, it only intensified support for her campaign. It took years of hard work, but in 2005, India enacted the National Right to Information Act. Aruna's ability to mobilize power, assemble coalitions, and champion a noble cause is an example of a. Agenda setting b. The manager as politician c. Coercive power d. The relationship between authorities and partisans
B.
When conflicts are not addressed, parties can engage in active sabotage. One way this can occur is through spreading rumors. In highly politicized situations like this, human resource theorists maintain that: A. You should never cave to the other's demands because it will make you appear weak B. Constructive personal responses are always possible C. One party can spoil the possibility for reconciliation D. A mediator is never beneficial because nobody is impartial
B.
You are the manager of the company Zeta which is one of the biggest international car company. You know that if you want to satisfy your shareholders your have to make a $3 million sales revenue for 2015, to maintain this you have to make sure your cars are sold at the right price. You also heard your competitor, Delta, is bringing a new car in the market with the same characteristics as your best selling car, but much cheaper. Which major skill do you need to handle this situation? a. Decision making b. Agenda Setting c. Mapping the political terrain d. Networking and forming coalitions
B.
) Multiple different symbols exist throughout the culture of organizational processes. Which of the following is a symbol easily recognized from an organization? a.) Little Caesar's Pizza b.) Pottery Barn's Couch c.) Target's Bulls-Eye d.) Microsoft's use of the color red
C.
A group of four co-workers were assigned to work together as a team 3 months ago. Mary has led the group's meetings, keeping everyone focused on developing a plan to complete the team's tasks. Joe is committed to ensuring that the group's actions are aligned with their organization's vision and long-term goals. Erica is usually a quiet observer during meetings, however, when she does offer her opinion she tends to ask her team members tough questions and encourages taking risks when appropriate to avoid adhering to the status quo. When the group is struggling to make decisions, Richard always steps in to facilitate a constructive discussion of their options to try and reach a consensus. What informal role has each of the members of this group assumed? A. Mary is the extrovert, Joe is the judger, Erica is the introvert, and Richard is the perceiver. B. Mary is the communicator, Joe is the challenger, Erica is the contributor, and Richard is the collaborator. C. Mary is the contributor, Joe is the collaborator, Erica is the challenger, and Richard is the communicator. D. Mary is the extrovert, Joe is the sensor, Erica is the thinker, and Richard is the perceiver.
C.
A small branch of a national paper company would like to gain more funds in order to carry out an advertising campaign in their region. When they bring this idea to their regional director he tells them that he will consider it but that many other offices had made similar requests and before he can grant them any money he will first need them to put together a detailed plan outlining their goals. This situation most accurately depicts which symbolic role that plans have in an organization? a. Plans become advertisements b. Plans are symbols c. Plans become games d. Plans become excuses for interaction
C.
After the change to remove cardboard boxes from the packaging of deodorant, suppliers began removing the cardboard boxes from everyone shelf. This ultimately saved the companies a nickel apiece. This idea is the _____ effect which, influences consumers, vendors, employees, communities, and the environment. a. Umbrella b. Shelf c. Wal-mart d. Consumer
C.
After the tragic shootings occurred at Sandy Hook Elementary on December, 14 2012, President Obama gave a heartfelt speech addressing the horrible event. During his speech president Obama cried in an effort to express his deep sadness in the midst of the tragedy. Although one may believe that his tears were real and heartfelt they could also be seen as a way for President Obama to... a. Humiliate the person who committed the violent act against the children at Sandy Hook. b. Spark the attention of the public by displaying vulnerability. c. Skillfully manage impressions through a carefully crafted theatrical performance d. Appear more human and therefore more relatable through public display of emotion.
C.
Analysts credited the success of the U.S. Navy Polaris Missile Systems to the management's innovation, when, according to Sapolsky, the success was due to: a. PERT b. PPBS c. external myth of legitimacy and support of Navy, which creates breathing space for work to go forward and for participants' spirits and self-confidence to elevate d. A and B
C.
Costco and Fedex are excellent examples of companies who are well-known for promoting a high percentage of employees from within their own companies. Which of the following is not an advantage of promoting employees from within? A. It encourages management and employees to invest time and resources in upgrading skills B. It is a powerful performance incentive C. Employers will save money on recruiting costs D. It increases the likelihood that employees will think for the longer term and avoid impetuous, short sighted decisions
C.
George relies on money to garner loyalty from supporters, using political support as the basis for his campaign. George's opponent, John, expands his influence through his charisma and strong vision for the country. George is demonstrating _____ power, while John is using _____ power. a. Position; reputation b. Control of rewards; personal c. Coercive; personal d. Personal; alliances and networks
C.
In 2002 during the wake of scandals at Enron and other companies, Businessweek profiled six "good" CEOs. They were not media celebrities, or symbols of corporate greed. They were solid leaders who built time-tested companies and delivered results. In the profiles all six executives seem to embrace: a.) Their role in communicating unconscious conflicts b.) The launch of their businesses c.) Their symbolic role as cultural heroes d.) Their future vision of their companies
C.
In Chapter 14's there is a reference to a person inside the organization who ministers to spiritual needs. Informally these people hear confessions, maintain traditions, encounter ceremonies etc... a. Cleric b. Preacher c. Priest d. Monk
C.
In Chapter Fourteen's deliberation of Organization as Theater, Floden and Weiner argue, "Evaluation is a ritual whose function is to claim the anxieties of the citizenry and perpetuate an image of government rationality, efficiency, and accountability... Evaluations lend credence to this image even when programs are created to appease interest groups." These evaluations are related to which type of organization? a) Private organizations b) Non-profit organizations c) Public organizations d) Religious organizations
C.
In Reframing Organization, which of the following forms can an ecosystem take: i. Business and Society ii. social and economical iii. public policy and business-government a. i, ii, & iii b. i & ii c. i & iii d. ii & iii
C.
In the United States the relationships between banks and the government is complex. Banks promote their own self interests while tight government regulations are aimed at keeping consumers safe. Banks are an example of which type of firm? a.) Regulated b.) Controlled c.) Politically active d.) Private
C.
Jack Stack developed a concept called "open book management," in which he states that businesses can succeed with everyone's best efforts. The concept was built around the following principles: employees at every level should see and learn financial and performance measures, employees are encouraged to think like owners, and everyone gets a piece of the action. The plan worked for several reasons, including: i. It sends a clear signal that management trusts people ii. It creates a powerful incentive for employees to contribute iii. It furnishes the information they need to do a better job iv. Employees are more willing to stay with the company for the long term A. i and ii only B. ii and iii only C. i , ii and iii D. i, ii, iii, iv
C.
James, the manager of the B-to-B district for the Gamma company, did several things this month: he got to know his employees better to figure out who is interacting with one another, and who is the most connected in the company; he also had dinner with the product manager, who will be in charge of his next project and who will have an important role in decision making; and finally, he got in touch with suppliers to re-negotiate a contract in attempt to gain a comparative advantage over his competitors. Overall, what is James trying to do? a. Build a coalition b. Rise in hierarchy c. Develop a political map d. Plan decisions
C.
Jeff, the senior manager at XYZ headquarters never took the time to get to know his allies within the fashion industry, nor did he try and make friends with any of them. He also never acknowledged any of his employees/fellow coworkers during the ten years he had been employed by XYZ. As a result, he was less successful than many other senior managers within the fashion industry. The key difference that Kotter believes is what separates Jeff's success from other managers at his level can be explained by Jeff's lack of trying to create: a. Framing b. Access and control of agenda c. Alliances and networks d. Control of Rewards
C.
Joe is a CEO at a large firm looking to expand into a new industry, something the requires government approval and regulation. He has spent a lot of time in Washington DC furthering his company's interests and ingratiating himself with powerful politicians. This relationship that Joe is cultivating in order to further his firm's success in an example of which ecosystem? a.) Governmental b.) Political c.) Business-Government d.) Lobbying
C.
John, the manager at a Home Depot, believes himself to be an empathetic, understanding boss. His subordinates would not agree, but would never let him know this. John's inability to improve stems from the distinction the text makes between: A. Rational cognition and implicit cognition B. Self-awareness and relational awareness C. Espoused theories and theories-in-use D. Emotional depth and emotional width
C.
Joining a team involves more than a rational decision. It is a mutual choice marked by some form of ritual. In the Eagle Group, the process of becoming a member was referred to as: a. Giving up tour Personal Life b. Hopping on Board c. Signing Up d. A Suicide Mission
C.
Members of the marketing department of a company were sent to a two-week wilderness retreat after top management recognized how the department struggled to effectively work together to meet deadlines. The retreat program strategically organized activities that allowed for members to work with different groups of individuals with the goal that by the end of program all members would have collaborated with each other. Management observed who members interacted with the most in the week preceding the retreat and assigned a pair to share a room who had experienced minimal interaction in the department. What issue of group process did management try to address by sending members to this retreat? A. Leadership and decision making in groups B. Interpersonal conflict in groups C. Informal networks in groups D. Informal roles
C.
Not all iconic employees in businesses occupy executive tittles and sit at the top. Doing their regular day-to-day job people can perform outstanding deeds. They late Joe Vallejo, was a __________________ at a California high school. His influence reached everyone in the community, and when he retired a patio was named in his honor. a.) Coach b.) Bus Driver c.) Custodian d.) Principal
C.
Organizations such as Google and software powerhouse SAS offer attractive benefits to attract and retain good employees. Firms such as these are more likely to offer work and family benefits such as daycare and flexible hours. Which type of human resource practice are firms such as these using to keep their employees? A. High involvement B. Extreme compensation C. High commitment D. Reward Systems
C.
Over the last quarter, Adidas has seen exponential growth in sales which has led to a surplus of profits. The board and CEO of the company has decided on implementing new technology into the factories. Managers of the factories and the employees working within them were shocked because it completely transformed their process which was so successful. In using this _______ approach, the company has gone on for 4 quarters of seeing losses. a.) Internal b.) Hierarchical c.) Top-down d.) External
C.
Peck, member from the Eagle Group, once offended one of the engineers by saying "You're an *******". He was ordered by his boss to apologize. What did Peck said to the engineer who was insulted? a. I'm sorry for calling you an ******* b. I didn't mean to offend you c. I'm sorry you're an ******* d. We are a team and I'll help you with the problem
C.
SEAL Team Six Red Squadron where bounded together as brothers, they shared the same culture and obligations; as a result they where a very successful team. Some of the sources for such success where mentioned on the book written by SEALs, which of them is not a source? a. Ritual b. Specialized language c. Communication skills d. Humor
C.
Southwest Airlines purposefully requested that pilot applicants change into Bermuda shorts for their interviews, and two applicants declined. These two applicants were not hired. This request was a way for Southwest to: A. Implement an HR philosophy B. Promote egalitarianism C. Hire the right people D. Promote from within
C.
Specialty Vans Company was having a dispute as to whether or not the company should open two new shops or only one new shop. The owner of the company decided to gather all of his employees in order to hear out their opinions regarding the two possible options. During the discussion, one particular employee's opinion stood out most and majority of the employees seemed to agree with her reasoning. The employee's name is Janet Foster. This wasn't of surprise to the owner of Specialty Vans because Janet very well liked by her fellow coworkers and she tends to always bring charm, humor, and ease to the company's discussions. Which wellspring of power is Janet exhibiting? a. Coercive power b. Positional power c. Personal Power d. Managerial Power
C.
The attacks on September 11th, 2001 is considered to be one of the worst tragedies on American soil. But that day the world was reminded of the heroism of the people of the United States, especially the NYPD and firefighters who risked their lives to save others. Everyday people go out of their way to help others or serve communities. As a result the "Above the Call" citizen award was created and its recognition is on par with the: a.) Purple Heart b.) Presidential Medal of Freedom c.) Congressional Medal of Honor d.) Congressional Gold Medal
C.
What is the challenge that institutional theorists say all organizations face regarding their dramaturgical retake on rational imagery? a. Top-down decision making vs. down-up decision making b. Resisting isomorphism c. Sustaining isomorphism d. Minimizing costs
C.
90 In Chapter 14's discussion of Organizational Process as Theater, as stated by March and Olsen, what kind of meetings "may not always produce rational discourse, sound plans, or radical improvements. But they serve as expressive occasions to clear the air and promote collective bonding"? a. Creative collaboration meetings b. Brainstorming c. Strategic Planning d. Improvisational garbage cans
D.
All of the following are ways to handle interpersonal conflict within groups except: A. Agree on basics B. Doubt your infallibility C. Experiment D. Search for unique interests
D.
Alliances are formed at every level in an organization due to common interests. In order for these common interests to be accomplished, these alliances need power. Which perspective emphasizes empowerment over power? a. Structural Theorists b. Organizational Theorists c. Power Thirsty Theorists d. Human Resource Theorists
D.
Cyert and March developed four, "relational concepts," implicit rules that firms use to make decisions more manageable. Which of the four is not one of these rules? a. Uncertainty Avoidance b. Quasi-resolution of conflict c. Organizational Learning d. Behavioral search
D.
Frederick Herzberg believed that attempting to motivate workers with better pay and fringe benefits, improved conditions, communications programs, or human relations training would "miss the point" of improving employee motivation. He concluded that giving workers more freedom and authority, more feedback, and greater challenges would ultimately deliver the desired motivation from employees. This term which is central to employee motivation is called what? A. Policy promotion B. Motivators C. Modern management D. Job enrichment
D.
From the very beginning of Reframing Organizations, multiple different frames have been produced as ways to analyze and look at different organizations. Which frame has been relied on heavily by psychologists like Freud and Jung for looking at unconscious archetypes? a.) Political b.) Structural c.) Human Resources d.) Symbolic
D.
In the past, the managers at Toys R' Rachel relied heavily on reason when making corporate decisions. Recently, their decision-making strategy has been failing. Employees are not implementing new changes, things are not getting done, and sales have decreased. The managers have decided to change their strategy and focus on relationships rather than reason. Which of the following steps should the managers take when exercising their political influence? I. Figure out which players they need to influence. II. Determine where the leadership challenges will be. III. Hold their enemies close. IV. Save your more potent weapons until you really need them, but have a Plan B in case Plan A falls short. a. I and II b. I, II, and IV c. I, II, and III d. I, II, III, and IV
D.
In the text, Paul Maritz of Microsoft was able to focus on getting information, building relationships, and formulating an agenda while working on the new Windows NT operating system. Martiz' strategy is described as a. "Organizational excellence- a sophisticated type of social skill" b. "A chilling lesson about political pressures sidetracking momentous decisions" c. "A natural part of ongoing contests- those who get and use power to their advantage will be winners" d. "Planting seeds- leaving the kernel of an idea behind and letting it germinate and blossom"
D.
It is no doubt the process that comes with electing a president is a huge ceremony. Which of the following ceremonial activities does the presidential election include? I. Social Involvement II. Provides an outlet for people to express discontent or enthusiasm III. Provides an exciting adventure for people to participate in IV. Allows candidates the chance to provide the public with reassurance A. I only B. I and III only C. III and IV only D. I, II, III, and IV
D.
Just about everyone working for the Bavarian automaker—from the factory floor to the design studios to the marketing department—is encouraged to speak out. Ideas bubble up freely, and there is never a penalty for proposing a new way of doing things, no matter how outlandish. Much of BMW's success stems from an entrepreneurial culture that's rare in corporate Germany, where management in usually top-down and the gulf between workers and management is vast. BMW experiences high levels success due to how well they treat and respect their employees. The passage above illustrates which of the bedrock values at BMW? a. Openness b. Autonomy c. Flexiblity d. Innovation
D.
Leadership usually encourages two styles. Rasala, which is the head of the Hardy Boys, settled a certain style, which is: a. No meeting and everyone works independently b. Meeting regularly c. Celebrating success d. Both B and C
D.
Mahatma Gandhi was a leader in the Indian independence movement of India. He led India to independence from British rule and inspired civil rights movements around the world. His ethical judgment focused on the greatest good for the greatest number of people even if he didn't always follow the rules. According to Kohlberg's stages of moral reasoning, which stage did Gandhi operate on? a. Preconventional b. Nonconventional c. Conventional d. Postconventional
D.
Model I describes an organization in which employees presume the environment to be a dangerous place in which you have to look out for yourself or someone else may do you in. This assumption results in minimal learning, strained relationships, and deterioration in decision making because employees are typically on the offensive with their coworkers. Instead, Model II offers which of the following basic guidelines for interacting within an organization? i. Emphasize common goals and mutual influence ii. Communicate openly iii. Combine advocacy with inquiry A. i & iii B. ii & iii C. i & ii D. i, ii, & iii
D.
Nordstroms and Starbucks are two firms that continue to do well in customer service and surveys, but there have been complaints in recent years about rude clerks and poor service, suggest that the companies may be slipping. These negative complaints are said to be caused by? a. Providing services and products that aren't aligned with customers wants and needs b. An unhappy workplace environment for employees c. A poor brand image d. Growth and technological change
D.
Sandra notices that one of her employees, Parker, has increasingly become more lazy and haphazard with the jobs that he has been assigned. His work ethic has plummeted and his attitude around others has become both blunt and impolite. Sandra knows that she needs to talk to Parker about his behavior, but waits for the appropriate time to do so. Additionally, she suspects that some situational variables may have been the cause of his change in demeanor as opposed to personally attributing him with his negative actions. Sandra is displaying which type of characteristic? A. Primal leadership B. Interpersonal competence C. Social intelligence D. Emotional intelligence
D.
Social Psychologist Kurt Lewin pioneered the idea that change efforts regarding job enrichment should emphasize the _____ rather than the _______. A. individual, firm B. individual, group C. group, firm D. group, individual
D.
The Challenger spacecraft launched on January 28th, 1986 from Cape Canaveral, Florida. The night before, temperatures hit a record low of 24 degrees, something that caused much concern for Thiokol, the engineer of the spacecraft. They feared the cold temperatures could cause the rubber rings that sealed the rocket motor joints to lose elasticity, ultimately causing the motor to blow up. However NASA was facing many pressures and could not afford to lose more time, money and credibility. Therefore they decided to continue the launch at the scheduled time, despite the warnings. Once launched, immediately the rubber rings failed and the flight exploded. What could an organization do to avoid the mistakes of NASA? a. Set ethical codes and standards to deter individual selfish motives b. Hire decision makers with more experience, knowledge, and intelligence c. Eliminate politics by firing people who cause conflict d. Simplify the goals at the top of an organization
D.
The Chief Marketing Officer of an organization schedules a meeting to discuss the creative goals and objectives of a new marketing campaign. The Chief Financial Officer of the same organization schedules a meeting at the same time on the same day to discuss budgeting issues. They each send out a memo asking anyone who is available at that time to attend their respective meetings. Which meeting will more people likely show up to? a. There is not enough information available to answer this question b. The finance meeting c. Both meetings will have roughly equal attendance d. The marketing meeting
D.
The Eagle project is one of these successful groups. Alsing wanted the Microkids to learn how to manipulate the computer, called Trixie. Which strategy did Alsing adopt? a. Played the humorist b. Played a game c. Gave a talk (without any commitment) d. Both A and B
D.
The U.S. Air Force, in the aftermath of the Vietnam War, embarked on a vigorous effort to reaffirm traditions and rebuild its culture. "__________" was added to the list of core values. a. Coherence is a principle of war b. Coherence is a principle of peace c. Cohesion is a principle of peace d. Cohesion is a principle of war
D.
The experience of the Eagle Group is not unusual. After extensive research on high-performing groups, Vaill (1982) concluded that _____ was at the core of every such group he studied. a. Heart b. Courage c. Enthusiasm d. Spirit
D.
The idea that winners may quickly become tomorrow's losers and vice versa goes with the idea that organizations constantly change and yet never change. in an organization or competitive sports jockeying for a position is constant and yesterday's elite may be tomorrow's also-ran. This brings up the idea that change and stability are _________. A Standard B Apparent C Homogeneous D Paradoxical
D.
The starting wage for an In-N-Out employee is $10 and managers can make over $100,000. Low level employees can go through "In-N-Out University," the managerial training program, meaning that many of the managers started out as line cooks, cashiers, or bussers. Which of the following human resource strategies does In-N-Out demonstrate? A. Keeping employees B. Promoting diversity C. Investing in employees D. Both A & C
D.
Though nearly all of Eagle Groups members were engineers each has unique skills and style. This brought a great deal of diversity to the team which can be considered: a. A Barrier to a Successful team b. A Competitive Edge c. A Negative Aspect of Teams d. A Competitive Advantage
D.
Two members of a group, Ellie and Michael, often disagree on how to achieve the team's tasks for the week. Ellie argues that the group needs the same leader each week no matter what the task involves to provide consistency and structure. Michael prefers that the group discusses at the beginning of each week how the skills and interests of each member are best suited to the completion of a task and who feels comfortable in effectively leading the team for that week. What can this group do to move beyond the stalemate of this interpersonal conflict? A. Allow Ellie to be the leader in order to minimize the conflict and keep her satisfied. B. The group should experiment with Ellie as the task leader and Michael serving as the process leader C. Michael should convince Ellie that he's right and that she is the problem in the group. D. Experiment by using a designated leader for two weeks and then experiment using Michael's suggestion for two weeks to see which method is more effective.
D.
When unions want better wages, benefits, and working conditions and management wants to keep costs down to maximize profits; labor and management negotiate to forge divisive standoffs into workable agreements. This process is called: a) Soft bargaining b) Strong-arm tactics c) Hostile takeover d) Collective bargaining
D.
Within the first hundred days in office, President Regan knew he had to act quickly on an agenda in order to gain the nation's approval. What did Regan do to win at the "agenda game" during his term? a. Began with a vision. b. Found someone else to provide strategic direction. c. Went in with his strategic plan already laid out. d. Answers A and B
D.