MGMT Test 3 Chp. 9-12
A key difference between affirmative action and diversity is that _____. a. diversity has a broader focus, while affirmative action does not b. affirmative action has a narrower span of management, while diversity does not c. diversity requires a wider span of management, while affirmative action does not d. diversity is legally mandated in all private companies, while affirmative action does not e. affirmative action does not alter organizational structures, while diversity does
A
A team finally matures into a fully functioning team at the _____ stage of development. a. performing b. conforming c. norming d. de-norming e. de-storming
A
A(n) _____ can be best defined as an activity that contributes directly to creating or selling a company's products. a. line function b. organic function c. charted function d. staff function e. mechanistic function
A
Affirmative action programs are typically designed to _____. a. compensate for past discrimination b. create homogeneous diversity c. eliminate organizational plurality d. protect white, non-Hispanic Americans e. guarantee diversity
A
An advantage of _____ is that it broadens workers' skills and increases their capabilities while also making their work more varied and interesting. a. cross-training b. on-the-job training c. niche jobs d. job enlargement e. job specialization
A
Bona fide occupational qualifications are most likely to be included in a(n) _____. a. job specification b. task inventory c. labor resource guide d. employee assignment list e. job description
A
Due to an increase in the amount of employment turnover in a company, the company decided to be very thorough with gathering accurate information about the job applicants. They decided to uncover all job-related information not provided by the applicants in order to hire only those employees who do not have an inconsistent employment history. In this context, the company has decided to perform a _____. a. background check b. job evaluation c. needs assessment d. performance appraisal e. 360-degree feedback
A
From a legal perspective, the two kinds of sexual harassment are _____. a. quid pro quo and hostile work environment b. adverse impact and disparate treatment c. adverse impact and role playing d. hostile work environment and dominant minority e. quid pro quo and criminal background
A
How do companies typically fare when they are accused of discrimination and must go to court to defend themselves? a. Companies lose, on average, two-thirds of the discrimination cases brought against them. b. Potential employees cannot accuse a company of discrimination, but concerned employees can file a lawsuit on their behalf. c. Companies usually lose in local courts and win in appeals court. d. The money spent by companies for discrimination cases is very negligible. e. Companies typically cannot justify the discrimination from a monetary standpoint.
A
If a CEO opens a nationwide sales force meeting with a crude sexually explicit joke, it would be an example of a(n) _____. a. sexual harassment b. demographic discrimination c. disparate treatment d. unwelcome sexual advance e. adverse impact discrimination
A
The purposeful steps taken by an organization to create employment opportunities for minorities and women is called _____. a. affirmative action b. organizational plurality c. discretionary diversity d. acculturation e. cultural proaction
A
Under a sales _____ plan, salespeople are paid a percentage of the purchase price of items they sell. a. commission b. appraisal c. promotion d. increment e. hierarchy
A
What are the four dimensions of surface-level diversity that many managers use to form initial impressions which can sometimes lead to discrimination? a. Physical capabilities, gender, race/ethnicity, and age b. Values, attitudes, personality, and gender c. Race/ethnicity, age, personality, and beliefs d. Gender, physical capabilities, age, and attitudes e. Gender, personality, age, and values
A
Which of the following approaches to job redesign entails more than simply providing variety in job tasks? a. The job characteristics model b. The job rotation plan c. The task breakdown plan d. The task specialization map e. The job enrichment plan
A
Which of the following factors is necessary for stretch goals to effectively motivate teams? a. Bureaucratic immunity b. Minority dominance c. Stonewalling d. Administrative reciprocity e. Formalized rules and regulations
A
Which of the following statements about federal employment laws is true? a. The intent of these laws is to make factors such as gender, race, or age irrelevant in employment decisions. b. This body of law has not changed during the last two decades. c. These laws prohibit the use of gender, race, and age as the basis for employment decisions under all circumstances. d. All federal laws are administered by the Department of Labor. e. They do not deal with training and development activities.
A
Which of the following types of tests accurately predicts job performance in almost all kinds of jobs? a. Cognitive ability tests b. Work sample tests c. Achievement tests d. Specific ability tests e. Personality tests
A
_____ can be best defined as the process of finding, developing, and keeping the right people to form a qualified work force. a. Human resource management b. Work force forecasting c. Employee recruiting d. Functional resource planning e. Human resource implementation
A
_____ is a legal doctrine that requires employers to have a job-related reason to terminate employees. a. Wrongful discharge b. Needs assessment c. Bona fide occupational qualification d. Validation e. Job specification
A
_____ is unintentional discrimination that occurs when members of a particular race, sex, or ethnic group are unintentionally harmed or disadvantaged because they are hired, promoted, or trained (or any other employment decision) at substantially lower rates than others. a. Adverse impact b. Bona fide discrimination c. Demographic discrimination d. Disparate treatment e. Unsolicited discrimination
A
_____ means providing opportunities for employees to develop the job-specific skills, experience, and knowledge they need to do their jobs or improve their performance. a. Training b. Mediating c. Supervising d. Directing e. Recruiting
A
A _____ is a purposeful, systematic process for collecting information on the important work-related aspects of a job. a. job specification b. job analysis c. job validation d. job description e. job appraisal
B
A violation of the _____ used by the courts and federal agencies to determine whether there is evidence of adverse impact occurs when the members of a particular race, sex, or ethnic group are unintentionally harmed or disadvantaged because they are hired, promoted, or trained (or any other employment decision) at substantially lower rates than others. a. disparate treatment rule b. 80 percent rule c. dominant minority rule d. dysfunctional turnover rule e. two-fifths rule
B
Amethyst Inc. is a manufacturer of acrylic and latex gloves. It sells the gloves to medical laboratories, chemical factories, micro-tech equipment manufacturing companies, and cleaning services. The work and workers at Amethyst Inc. are organized to better satisfy the needs of each of its four target markets. As such, Amethyst Inc. most likely uses _____. a. product departmentalization b. customer departmentalization c. geographic departmentalization d. matrix departmentalization e. functional departmentalization
B
In order to be considered _____, recruitment, selection, training, performance appraisals, and employee separations must be valid and be directly related to the important aspects of the job, as identified by a careful job analysis. a. competitive b. job related c. reliable d. employee related e. concrete
B
In the stages of team development, a team first moves from growth to decline during the _____ stage. a. de-storming b. de-norming c. reforming d. storming e. de-forming
B
Organizational authority is traditionally characterized by _____. a. behavioral informality b. chain of command c. reengineering d. autonomy e. empowerment
B
The term _____ can be best defined as the collection of activities that transform inputs into outputs that customers value. a. organizational structure b. organizational process c. organizational hierarchy d. product position e. product management
B
The term _____ refers to both the financial and nonfinancial rewards organizations give employees in exchange for their work. a. salary b. compensation c. benefit d. wage e. fee
B
When the world's biggest manufacturer of locks looked at its employee composition, it discovered that its workers were either of ages over 50 or under 30. This age difference brought conflicts on important decisions which the company identified as a threat to its growth. _____ was needed to get these two groups to respect each other's work abilities. a. discrimination heterogeneity b. social integration c. acculturation d. organizational plurality e. an integrative locus of control
B
Which of the following factors is considered while conducting an objective performance measure? a. Cognitive ability of an employee b. Output of an employee c. Economic background of an employee d. Behavior of an employee e. Autocratic personality of an employee
B
Which of the following is NOT an example of a pay-variability decision used to motivate employee performance? a. Stock options b. Hierarchical pay c. Profit sharing d. Sales commission e. Piecework pay
B
Which of the following is the most commonly used paradigm for managing diversity? a. The affirmative action paradigm b. The discrimination and fairness paradigm c. The access and legitimacy paradigm d. The personal integration paradigm e. The learning and effectiveness paradigm
B
Which of the following scenarios is an example of matrix departmentalization? a. Durawear Corp., a company that manufactures plastic preparation, storage, and serving containers, has different factories and warehouses for manufacturing and storing small, medium, and large containers. b. InsureClef Inc., an insurance company, has departments that focus on major commercials and small businesses and also has departments that focus on the different products that the company offers across its clientele. c. Buzzband Inc., an internet service provider, has divided operations according to cities and has an office in every city to which it provides services. d. Quad Fibre Works, a company that manufactures electrical wiring, has divided its departments as fabrication, assembly, and packaging. e. Nyda Pharmaceuticals maintains different offices for managing orders for public hospitals, military hospitals, as well as local pharmacies.
B
Which of the following statements is true regarding discrimination based on sex? a. Sex discrimination is the sole reason for the slow rate at which women have been promoted to middle and upper levels of management and corporate boards. b. Although progress is being made, sex discrimination continues to operate via the glass ceiling at higher levels in organizations. c. Discrimination is considered the least significant factor behind the lack of women at top levels of management. d. Women's career and job choices are often driven by the search for higher pay and advancement and not by jobs or careers that give them a greater sense of accomplishment and control. e. Women are less likely than men to prioritize family over work in their careers.
B
Which of the following statements is true regarding the discrimination and fairness paradigm? a. It fails to bring about fairer treatment of employees. b. It focuses only on surface-level dimensions of diversity. c. It focuses on integrating deep-level diversity differences, such as personality, attitudes, beliefs, and values, into the actual work of the organization. d. It is the least common approach to managing diversity. e. It decreases demographic diversity.
B
With surface-level diversity, differences are immediately observable, easy to measure, and _____. a. time-activated b. typically unchangeable c. inconsistent d. culturally specific e. irrelevant to work behavior
B
_____ are often used to develop new products, significantly improve existing products, roll out new information systems, or build new factories or offices within a specific time, following which the team members either move on to the next project or return to their functional units. a. Traditional work groups b. Project teams c. Standing committees d. Joint committees e. Virtual teams
B
_____ can be best defined as a method of subdividing work and workers into separate organizational units that are responsible for completing particular tasks. a. Centralization b. Departmentalization c. Standardization d. Specialization e. Authorization
B
_____ can be best defined as fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical measures of performance such as cost, quality, service, and speed. a. Reorganizing b. Reengineering c. Pooling interdependence d. Repositioning e. Reciprocating interdependence
B
_____ can be best defined as solving problems by consistently applying the same rules, procedures, and processes. a. Innovation b. Standardization c. Mechanization d. Specialization e. Reengineering
B
_____ can be best defined as the assignment of direct authority and responsibility to a subordinate to complete tasks for which the manager is normally responsible. a. Centralization of authority b. Delegation of authority c. Decentralization of authority d. Matrix functionality e. Staff functionality
B
_____ is the relatively stable set of behaviors, attitudes, and emotions displayed over time that makes people different from each other. a. Disposition b. Personality c. Self-concept d. Cognitive activity e. Motivation
B
_____ occurs when people are treated differently because of their gender. a. Racial discrimination b. Sex discrimination c. Ethnic discrimination d. Age discrimination e. Disability discrimination
B
_____ refers to the emotional reactions that can occur when disagreements become personal rather than professional. a. Normative conflict b. Affective conflict c. Cognitive conflict d. High cohesiveness e. Behavioral conflict
B
A(n) _____ is defined as a group that has the authority to make decisions and solve problems related to the major tasks of producing a product or service. a. traditional work group b. self-designing team c. semi-autonomous work group d. conventional work team e. employee involvement team
C
A(n) _____ is defined as a small number of people with complementary skills who hold themselves mutually accountable for pursuing a common purpose, achieving performance goals, and improving interdependent work processes. a. mob b. organization c. work team d. work crew e. crowd
C
An individual's _____ refers to his or her tendency to respond to situations and events in a predetermined manner. a. personality b. motivation c. disposition d. locus of control e. extraversion
C
Functional departmentalization can be most accurately defined as: a. organizing work and workers into separate units responsible for doing business in particular geographic areas. b. a hybrid structure in which two or more forms of departmentalization are used together. c. organizing work and workers into separate units responsible for particular business operations or areas of expertise. d. organizing work and workers into separate units responsible for producing particular products or services. e. organizing work and workers into separate units responsible for particular kinds of customers.
C
People with high degree of _____ respond well under stress. a. openness to experience b. agreeableness c. emotional stability d. extraversion e. conscientiousness
C
The finance team of a start-up company has a majority of white employees. It, however, plans to hire more people from various other ethnic backgrounds in the near future. The organization is trying to increase its _____. a. aggregated creativity b. structural accommodation c. team diversity d. group norms e. collectivism
C
The least amount of autonomy is found in ____. a. self-managing teams b. autonomous teams c. traditional work groups d. ad hoc committees e. semi-autonomous work groups
C
The three types of task interdependence are: a. pooled, delegated, and systematic. b. sequential, delegated, and pooled. c. pooled, sequential, and reciprocal. d. integrated, reciprocal, and synergistic. e. delegated, integrated, and combined.
C
Two of the most important results of a job analysis are _____. a. rater training and selection validation b. recruiting guidelines and selection boundaries c. job descriptions and job specifications d. employee-needs assessment and job mapping e. employee-needs assessment and performance appraisal evaluation
C
Which of the following is an example of deep-level diversity? a. Age b. Gender c. Attitudes d. Race e. Physical capabilities
C
Which of the following job positions most likely requires people with high degree of extraversion? a. Software programmer b. Bookkeeper c. Salesperson d. Computer technician e. Market researcher
C
Which of the following might account for the disparities between the percentages of African, Hispanic, and Asian Americans among the general population and their smaller representation in management positions? a. Affirmative action programs b. Federal Trade Commission regulations c. Racial or ethnic discrimination in the workplace d. Watchdog advocacy groups e. Congressional lobbying
C
Which of the following statements about disabilities is true? a. Accommodations for disabilities are quiet expensive. b. Individuals with self-care disabilities generally have the highest employment rate. c. People with disabilities have better safety records. d. Disparities between those with and without disabilities is because of how well people with disabilities can do their jobs. e. Individuals with sensory disabilities generally have the lowest employment rate.
C
Which of the following statements about performance appraisals is true? a. They should not be used for decisions based on performance ratings. b. Most employees and managers like the performance appraisal process. c. Performance appraisals are used for making administrative decisions. d. Performance appraisals are primarily used as a basis for determining who needs further training. e. Performance appraisals should not be used for evaluating human resource programs.
C
_____ is the number, kind, and variety of tasks that individual workers perform in their jobs. a. Job placement b. Job initiation c. Job design d. Task transfer e. Task innovation
C
_____ is the process of gathering information about job applicants to decide who should be offered a job. a. Recruiting b. Job inventorying c. Selection d. Pool enrichment e. Job validation
C
Darlene Jespersen used to work in a sports bar. She was an outstanding employee, but she did not wear makeup because she felt it "took away her credibility" and interfered with her ability to be an effective bartender, which sometimes required her to deal with unruly, intoxicated guests. This changed when the sports bar implemented a "beverage department image transformation" program. Female employees were told they would be fired if they did not wear makeup. Since male employees did not have to wear makeup, Darlene contended it. This is an example of _____. a. deliberate negative reinforcement b. the four-fifths rule c. adverse harassment d. disparate treatment e. minority dominance
D
Disadvantages of _____ include difficulty in cross-departmental coordination, slow decision making, and managers and workers with narrow experience and expertise. a. product departmentalization b. customer departmentalization c. geographic departmentalization d. functional departmentalization e. hierarchical departmentalization
D
In the autonomy continuum, the correct sequence, from low team autonomy to high team autonomy, is: a. employee involvement teams, traditional work groups, semi-autonomous work groups, self-managing teams, and self-designing teams. b. traditional work groups, employee involvement teams, self-managing teams, semi-autonomous work groups, and self-designing teams. c. self-designing teams, traditional work groups, employee involvement teams, semi-autonomous work groups, and self-managing teams. d. traditional work groups, employee involvement teams, semi-autonomous work groups, self-managing teams, and self-designing teams. e. employer-mandated teams, traditional work groups, employee involvement teams, project teams, and self-managing teams.
D
The _____ interview uses only standardized, job-related interview questions that are prepared ahead of time so that all candidates are asked the same questions. a. scripted b. informal c. unconventional d. structured e. piecework
D
The chain of command can be best defined as the: a. vertical line of authority that negotiates conflict between different managers at the same level. b. matrix structure that groups together two or more forms of departmentalization. c. horizontal line of authority that requires very little coordination throughout various departments. d. vertical line of authority that clarifies who reports to whom throughout an organization. e. horizontal line of authority that indicates at which level of management an individual belongs.
D
The glass ceiling is most closely associated with _____. a. frequent rewards for achievements b. narrow spans of management and long chains of command c. broad spans of management, decentralization, and flat organizational structures d. ethnic, racial, and gender discrimination e. cultural diversity
D
The job design approach associated with _____ involves increasing the number of different tasks that a worker performs within one particular job and gives workers the authority and control to make meaningful decisions about their work. a. job enlargement b. job rotation c. job specialization d. job enrichment e. job variety
D
The managers of a company decided to lay off about twenty percent of their employees to cope with the financial loss they incurred over the year. This is an example of a(n) _____. a. voluntary separation b. profit declaration c. compensation d. involuntary separation e. job evaluation
D
The term _____ can be best defined as a feeling of intrinsic motivation, in which workers perceive their work to have meaning and perceive themselves to be competent, having an impact, and capable of self-determination. a. autonomy b. delegation c. reciprocity d. empowerment e. utility
D
When managers delegate work, three transfers occur. The three transfers are responsibility, authority, and _____. a. synergy b. reciprocity c. empathy d. accountability e. utility
D
Which of the following statements about mechanistic organizations is true? a. They are characterized by horizontal communication based on task knowledge. b. They rely on decentralized authority. c. They have a flexible chain of command. d. They work best in stable, unchanging business environments. e. They have broadly defined jobs.
D
Which of the following statements about team training is true? a. Team leaders typically do not require training. b. Organizations often overestimate the amount of training required to make teams effective. c. The most common type of training provided is training in technical skills. d. Cross-training is less appropriate for teams of highly skilled workers. e. The most common type of training provided is training in conceptual skills.
D
Which of the following statements regarding cohesiveness is true? a. Cohesive groups always perform better. b. Cohesive groups have trouble retaining their members. c. Cohesive groups engage in less cooperative behavior. d. Engaging in non-work activities as a team can help build cohesion. e. High group cohesiveness equates to low team motivation.
D
Which of the following types of conflicts is most strongly associated with improvements in team performance? a. Affective conflict b. Behavioral conflict c. Horizontal conflict d. Cognitive conflict e. Vertical conflict
D
Which of the following typically happens during the storming stage of team development? a. The comfort level of team members begins to decrease. b. Team members feel mutual accountability. c. Team members begin to settle into their roles as team members. d. Team members begin to work together, and different personalities and work styles clash. e. Team members engage in brainstorming.
D
With _____, most employees report to two bosses. a. product departmentalization b. geographic departmentalization c. customer departmentalization d. matrix departmentalization e. functional departmentalization
D
_____ are best defined as groups of geographically and/or organizationally dispersed coworkers who use a combination of telecommunications and information technologies to accomplish an organizational task. a. Ad hoc teams b. Semi-autonomous teams c. Self-managing teams d. Virtual teams e. Horizontally organized teams
D
_____ is the degree to which group members are psychologically attracted to working with each other to accomplish a common objective. a. Social attraction b. Norm cohesiveness c. Social cohesiveness d. Social integration e. Integrative focus
D
A manager who wants to give his team the highest amount of autonomy should select _____. a. self-managing teams b. employee involvement teams c. reciprocal work teams d. semi-autonomous work groups e. self-designing teams
E
A(n) _____ is an organization that is characterized by specialized jobs and responsibilities; precisely defined, unchanging roles; and a rigid chain of command based on centralized authority and vertical communication. a. homogenous organization b. democratic organization c. organic organization d. flat organization e. mechanistic organization
E
Group cohesion tends to be relatively strong at the _____ stage of team development. a. storming b. conforming c. forming d. informing e. norming
E
Self-managing teams are different from semi-autonomous work groups in that team members: a. are responsible for doing the work or executing the task, but they do not have direct responsibility or control over their work. b. offer advice and suggestions to the management, they do not have the authority to make decisions. c. control and change the design of the teams themselves, the tasks they do and how and when they do them, and the membership of the teams. d. have partial authority to make decisions that are typically made by supervisors and managers because their managers still play an important role. e. manage and control all of the major tasks directly related to production of a product or service without first getting approval from management.
E
Teams should NOT be used when: a. tasks require repeated interaction with others to complete. b. rewards can be provided for groups. c. tasks are complex. d. ample resources are available. e. there is no clear, engaging purpose.
E
The primary disadvantage of customer departmentalization is: a. that it organizes work based on business functions solely. b. its overspecialization of managers and workers. c. its overemphasis on customer needs. d. its inability to solve problems for specific customers. e. that it leads to duplication of resources.
E
The primary disadvantage of geographic departmentalization is _____. a. the lack of empowerment b. the absence of cross-departmental coordination c. broken chains of command d. spans of control that are too wide e. duplication of resources
E
The term _____ refers to the degree to which someone is organized, hardworking, responsible, persevering, thorough, and achievement oriented. a. locus of control b. emotional stability c. empathetic d. agreeableness e. conscientiousness
E
The two basic types of diversity training programs are _____. a. mentoring and role-playing b. organizational plurality and individual autonomy c. role-playing and computer simulation d. computer simulation and role-playing e. awareness and skills-based
E
Which of the following is NOT one of the core job characteristics in the job characteristics model (JCM)? a. Skill variety b. Task significance c. Task identity d. Autonomy e. Client relationships
E
Which of the following is the key difference between line authority and staff authority? a. Line authority is the right to command supporting activities of a company, whereas staff authority is the right to advise an activity that contributes directly to creating or selling a company's products. b. Line authority gives all employees the right to advice those who are not subordinates, whereas staff authority is generally exercised by employees at managerial levels. c. Line authority can only be exercised by employees at the lower levels of the chain of command, whereas staff authority empowers employees on every level. d. Line authority is the right to advise but not command those at the same level as them, whereas staff authority empowers employees to command those who are at the same level as them in the chain of command. e. Line authority is the right to command immediate subordinates, whereas staff authority is the right to advise but not command others who are not subordinates.
E
Which of the following should managers do in order to minimize the problems inherent in firing employees? a. They should only verbally report the reason for the firing to the human resource department. b. They should fire employees for all reasons, even if they are not job related. c. They should refrain from warning employees before they are fired. d. They should avoid firing employees in private. e. They should give employees a chance to change their behavior before firing them.
E
Which of the following statements about team compensation is generally true? a. In skill-based pay programs, companies share the financial value of performance gains, such as productivity increases, cost savings, or quality improvements, with their workers. b. Skill-based pay programs tend to be most effective when teams or team-based interventions, such as total quality management, are first introduced. c. Gainsharing programs pay employees for learning additional skills or knowledge. d. Skill-based pay works best in relatively stable environments where employees can focus on improving productivity, cost savings, or quality. e. Skill-based pay is more effective for self-directing teams performing complex tasks.
E
Which of the following statements explains why diversity makes good business sense? a. Diversity allows a company to act with economic responsibility. b. Diversity makes individuals whole by returning them to the condition or place they would have been had it not been for discrimination. c. Diversity increases an organization's retained earnings. d. Diversity eliminates glass ceilings. e. Diversity helps companies attract and retain talented employees.
E
Which of the following types of teams has the authority to change their composition as well as all of their tasks and work methods? a. Self-managing teams b. Semi-autonomous work groups c. Traditional work groups d. Employee involvement groups e. Self-designing teams
E
_____ can be best defined as the ability to change organizational structures, policies, and practices if doing so helps teams meet their stretch goals. a. Bureaucratic immunity b. Administrative reciprocity c. Self-designing d. Minority domination e. Structural accommodation
E
_____ consists of differences such as personality and attitudes that are learned only through extended interaction with others and are communicated through verbal and nonverbal behaviors. a. Organizational plurality b. Surface-level diversity c. Behavioral diversity d. Ego-driven heterogeneity e. Deep-level diversity
E
_____ is a term that describes a situation in organizations when there is a variety of demographic, cultural, and personal differences among the people who work there and the customers who do business there. a. Cultural proaction b. Affirmative differentiation c. Acculturation d. Cultural advantage e. Diversity
E
_____ is defined as a compensation system in which companies share the financial value of performance gains, such as increased productivity, cost savings, or improved quality, with their workers. a. Profit sharing b. Skill-based pay c. Piecework d. Structural accommodation e. Gainsharing
E
_____ is intentional discrimination that occurs when people are purposefully not given the same hiring, promotion, or membership opportunities because of their race, sex, age, ethnic group, national origin, or religious beliefs. a. The four-fifths rule b. Dysfunctional turnover c. Deliberate negative reinforcement d. Inequitable discrimination e. Disparate treatment
E
_____ is one of the disadvantages associated with the use of work teams. a. Outsourcing b. Storming behavior c. Specializing d. Stonewalling e. Social loafing
E
