MGMT101 Final Exam

Feasibility study

An analysis of the various aspects of a proposed entrepreneurial venture designed to determine its feasibility

Progressive disciplinary action

An approach to ensure that the minimum penalty appropriate to the offense is imposed

Proactive perspective of work design

An approach to job design in which employees take the initiative to change how their work is performed

Relational perspective of work design

An approach to job design that focuses on how people's tasks and jobs are increasingly based on social relationships

Job analysis

An assessment that defines jobs and the behaviors necessary to perform them

Verbal intonation

An emphasis given to words or phrases that conveys meaning

Job satisfaction

An employee's general attitude toward his or her job

Charismatic leader

An enthusiastic, self-confident leader whose personality and actions influence people to behave in certain ways

Resilience

An individual's ability to overcome challenges and turn them into opportunities

Self-efficacy

An individual's belief that he or she is capable of performing a task

Self-esteem

An individual's degree of like or dislike for himself or herself

SWOT Analysis

An nalysis of the organization's strengths, weaknesses, opportunities and threats

Virtual organization

An organization that consists of a small core of full-time employees and outside specialists temporarily hired as needed to work on projects

Small business

An organization that is independently owned, operated, and financed; has fewer than 100 employees; doesn't necessarily engage in any new or innovative practices; and has relatively little impact on its industry

Labor union

An organization that represents workers and seeks to protect their interests through collective bargaining

Lean organization

An organization that understands what customers want, identifies customer value by analyzing all activities required to produce products, and then optimizes the entire process from the customer's perspective

First Mover

An organization that's first to bring a product innovation to the market or to use a new process innovation

Boundaryless organization

An organization whose design is not defined by, or limited to, the horizontal, vertical, or external boundaries imposed by a predefined structure

Resources

An organization's assets including financial, physical, human, intangible, and structural/cultural that are used to develop, manufacture, and deliver products to its customers

Resources

An organization's assets—including financial, physical, human, intangible, and structural/cultural—that are used to develop, manufacture, and deliver products to its customers

Capabilities

An organization's skills and abilities in doing the work activities needed in its business

Functional structure

An organizational design that groups together similar or related occupational specialties

Organic organization

An organizational design that's highly adaptive and flexible

Mechanistic organization

An organizational design that's rigid and tightly controlled

Simple structure

An organizational design with little departmentalization, wide spans of control, centralized authority, and little formalization

Competitive Strategy

An organizational strategy for how an organization will compete in its businesses

Corporate Strategy

An organizational strategy that determines what businesses a company is in or wants to be in, and what it wants to do with those businesses

Project structure

An organizational structure in which employees continuously work on projects

Team structure

An organizational structure in which the entire organization is made up of work teams

Divisional structure

An organizational structure made up of separate, semiautonomous units or divisions

Matrix structure

An organizational structure that assigns specialists from different functional departments to work on one or more projects

Strengths

Any activities the organization does well or its unique resources

Noise

Any disturbances that interfere with the transmission, receipt, or feedback of a message

Cognitive dissonance

Any incompatibility or inconsistency between attitudes or between behavior and attitudes

Counterproductive workplace behavior

Any intentional employee behavior that is potentially damaging to the organization or to individuals within the organization

Learning

Any relatively permanent change in behavior that occurs as a result of experience

Employee theft

Any unauthorized taking of company property by employees for their personal use

Sexual harassment

Any unwanted action or activity of a sexual nature that explicitly or implicitly affects an individual's employment, performance, or work environment

Line authority

Authority that entitles a manager to direct the work of an employee

Chapter #16 / Question #8 Which core job dimension in the job characteristics model​ (JCM) describes the degree to which a job provides substantial​ freedom, independence, and discretion to the individual in scheduling the work and determining task​ procedures? A. Feedback B. Autonomy C. Task significance D. Skill variety E. Task identity

B. Autonomy

Chapter #11 / Question #8 Which organizational structure did Jack Welch use at GE to eliminate vertical and horizontal lines within GE and to break down external barriers between the company and its customers and​ suppliers? A. Team structure B. Boundaryless organization C. Divisional structure D. Virtual organization E. Matrix structure

B. Boundaryless organization

Chapter #9 / Question #14 Pasta Pronto is planning to grow by adding a location and increasing its delivery radius. What type of strategy is Pasta Pronto​ using? A. A stability strategy B. Concentration C. A renewal strategy D. Vertical integration E. Horizontal integration

B. Concentration

Chapter #15 / Question #17 Meghan has always been a​ "nervous Nellie." She worries constantly about seemingly everything and is almost always tense and upset. Which personality dimension of the Big Five Model does this​ illustrate? A. Openness to experience B. Emotional stability C. Extraversion D. Agreeableness E. Conscientiousness

B. Emotional stability

Chapter #16 / Question #6 Which of the following statements is NOT true concerning the challenges of managing​ cross-cultural motivation? A. Managers cannot automatically assume motivation programs that work in one geographic location are going to work in others. B. Group work is likely to be more motivating when the​ country's culture scores low on the nurturing criterion. C. Most current motivation theories were developed in the US by Americans and about Americans. D. ​Maslow's hierarchy of needs aligns with American​ culture, but may have questionable alignment with countries like Japan and Mexico. E. The most blatant​ pro-American characteristics in the motivation theories is the strong emphasis on individualism and achievement.

B. Group work is likely to be more motivating when the​ country's culture scores low on the nurturing criterion.

Chapter #14 / Question #6 When Lucinda interviewed a job candidate who was from​ Japan, she was disconcerted by his lack of eye​ contact, unaware that many Japanese are uncomfortable with direct eye contact. This demonstrates which barrier to effective​ communication? A. Selective perception B. National culture C. Faulty expression D. Information overload E. Filtering

B. National culture

Chapter #16 / Question #4 Alicia is determined to finish her research paper. If that means she has to put in some late nights over the next few​ weeks, she is willing to do so because​ she's not going to give up after all the work she has already put into the paper. This willingness to continue on with the project represents which element of​ motivation? A. Energy B. Persistence C. Direction D. Autonomy E. Esteem

B. Persistence

Chapter #13 / Question #12 ​________ conflict refers to disagreements about how the work should get done. A. Task B. Process C. Functional D. Interpersonal E. Relationship

B. Process

Chapter #12 / Question #15 ​________ is the extent to which a selection tool produces consistent results over time. A. Validity B. Reliability C. Uniformity D. Favorability E. Veracity

B. Reliability

Chapter #13 / Question #13 If group cohesiveness is high and the alignment of the group and organizational goals is​ high, which of the following would you expect to​ see? A. Significant decrease in productivity B. Strong increase in productivity C. Moderate increase in productivity D. Decrease in productivity E. No significant effect on productivity

B. Strong increase in productivity

Chapter #16 / Question #9 Amira's job as the director of the humane shelter is exhausting and can be heartbreaking at​ times, but she loves her job because she knows that she makes a difference in the lives of thousands of homeless animals every year. Which dimension of the job characteristics model does this​ describe? A. Autonomy B. Task significance C. Skill variety D. Task identity E. Feedback

B. Task significance

Chapter #11 / Question #4 At a​ delicatessen, one employee greets patrons and takes their orders. Another employee assembles the sandwiches. A third employee wraps the sandwiches and operates the cash register. Which element of organizational design does this​ illustrate? A. Departmentalization B. Work specialization C. Chain of command D. Decentralization E. Staff authority

B. Work specialization

Chapter #13 / Question #1 Jacquie and her colleague disagreed about how to approach a project.​ Finally, Jacquie​ said, "I give​ up, we'll do it your​ way." Jacquie's approach illustrates​ a(n) ________ conflict management technique. A. compromising B. accommodating C. forcing D. collaborating E. avoiding

B. accommodating

Chapter #17 / Question #14 Gina is known to run a tight ship in her department. She sets very strict rules of conduct and expects everyone to follow them perfectly. No one in the department doubts that she is in complete charge at all times. According to the University of Iowa​ studies, Gina has​ a(n) ________ style. A. ​employee-oriented B. autocratic C. initiating structure D. democratic E. ​laissez-faire

B. autocratic

Chapter #15 / Question #7 Attitudes are composed of three​ components: ________,​ affect, and behavior. A. feelings B. cognition C. perceptions D. emotions E. consensus

B. cognition

Chapter #9 / Question #13 What sets an organization apart from its competitors is known as its​ ________. A. functional strategy B. competitive advantage C. corporate strategy D. business model E. core competencies

B. competitive advantage

Chapter #16 / Question #14 Adding tasks to an existing job is referred to as job​ ________. A. enrichment B. enlargement C. depth D. rotation E. empowerment

B. enlargement

Chapter #11 / Question #9 A​ small, private college groups employees together by the work​ specialty, such as academic​ affairs, financial​ aid, food​ service, and campus security. This college appears to have a​ ________ structure. A. simple B. functional C. network D. divisional E. matrix

B. functional

Chapter #14 / Question #14 The sales manager meets with the accounting manager in order to clarify aspects of the sales compensation program. This meeting is an example of​ ________ communication. A. diagonal B. lateral C. informal D. downward E. upward

B. lateral

Chapter #18 / Question #11 Productivity is defined as the formula of​ ________ divided by inputs for a specified period of time. A. sales B. outputs C. revenue D. assets E. labor

B. outputs

Chapter #17 / Question #15 According to situational leadership theory​ (SLT), the optimal combination of task and relationship behaviors depends on the​ ________ of followers to accomplish a specific task. A. training B. readiness C. experience D. aptitude E. motivation

B. readiness

Chapter #11 / Question #11 Jolene owns her own marketing design consulting business. There are only five​ employees, so the organization has a flat​ hierarchy, and Jolene retains full authority.​ Jolene's company would best be described as a​ ________ structure. A. functional B. simple C. divisional D. matrix E. network

B. simple

Chapter #9 / Question #3 When managers develop the strategies for the organization for how it will compete​ successfully, they are engaged in​ ________. A. environmental scanning B. strategic management C. controlling D. organizing E. SWOT analysis

B. strategic management

Chapter #12 / Question #13 Which performance appraisal method solicits performance feedback from multiple persons with whom the employee interacts on a regular​ basis, such as​ peers, subordinates,​ customers, and​ supervisors? A. MBO B. ​360-degree appraisal C. BARS D. ​Multi-person comparison E. Critical incident

B. ​360-degree appraisal

Chapter #17 / Question #7 Colin has always had an​ open-door policy with his staff. They consider him a friend and know that they can come to him with any problem they​ have, personal or​ work-related. Colin is unfailingly supportive and will advocate for them with upper management when needed. According to the University of Michigan​ studies, what type of leadership behavior does Colin​ demonstrate? A. ​Production-oriented B. ​Employee-oriented C. Consideration behavior D. Democratic E. Autocratic

B. ​Employee-oriented

Chapter #17 / Question #8 According to the Fiedler contingency​ model, a leader who scores 64 or above on the​ least-preferred coworker​ (LPC) questionnaire would be described as having​ a(n) ________ leadership style. A. delegating B. ​relationship-oriented C. ​achievement-oriented D. ​task-oriented E. democratic

B. ​relationship-oriented

Role

Behavior patterns expected of someone occupying a given position in a social unit

Sharing economy

Business arrangements that are based on people sharing something they own or providing a service for a fee

Chapter #14 / Question #2 How can managers best encourage ethical​ communications? A. Avoid a focus on how the communication will appear in the​ future; focus on the present B. Write all communications themselves C. Clearly define what is considered ethical and unethical communication D. Avoid being sidetracked by a consideration of why a message is being communicated E. Review all communications written by others

C. Clearly define what is considered ethical and unethical communication

Chapter #17 / Question #5 Reliability, predictability, and good judgment in handling situations would best describe which dimension of​ trust? A. Competence B. Loyalty C. Consistency D. Integrity E. Openness

C. Consistency

Chapter #12 / Question #6 ​Aleena's mother is seriously ill in another​ state, and Aleena has requested leave from her employer to care for her mother. Which law or ruling is most applicable to this​ scenario? A. Patient Protection and Affordable Care Act B. Worker Adjustment and Retraining Notification Act C. Family and Medical Leave Act D. Vocational Rehabilitation Act E. Consolidated Omnibus Reconciliation Act

C. Family and Medical Leave Act

Chapter #11 / Question #5 In an organic​ organization, which of the following would you most likely​ see? A. Standardized jobs B. Structured rules and regulations C. High degree of decentralization D. Multiple layers of management E. Direct supervision

C. High degree of decentralization

Chapter #16 / Question #10 A sales manager wants to establish a goal that will result in maximum motivation and superior performance for his sales staff. Which of the following would be the most effective​ goal? A. Increase sales during the next 6 months. B. Do your best. C. Increase sales by​ 10% during the next quarter. D. Try to improve sales. E. Triple sales.

C. Increase sales by​ 10% during the next quarter.

Chapter #18 / Question #6 Which of the following has contributed to the escalating problem of employee theft in all kinds and sizes of​ organizations? A. Poor hiring practices B. Lack of background checks C. Loose financial controls at​ start-ups and small companies D. Poor compensation E. Poor management

C. Loose financial controls at​ start-ups and small companies

Chapter #15 / Question #3 In order to get the edge in being promoted to a higher level management​ position, Ted spread a false rumor about a colleague. He figured that ultimately he was better for the​ job, and he was merely helping the company make the​ "right" decision. Which personality trait does this​ demonstrate? A. ​Self-monitoring B. Locus of control C. Machiavellianism D. Resilience E. Emotional intelligence

C. Machiavellianism

Chapter #18 / Question #8 Which of the following is NOT true concerning the process of​ control? A. Whether goals are effective is determined by how well they help employees and managers achieve their goals. B. Controlling is the process of​ monitoring, comparing, and correcting work performance. C. Managers do not need to control whether their units are performing as planned. D. Control is important because it is the only way managers know whether organizational goals are being met. E. Effective controls ensure that activities are completed in ways that lead to goal attainment.

C. Managers do not need to control whether their units are performing as planned.

Chapter #13 / Question #11 Which of the following is NOT true concerning global​ teams? A. Groupthink tends to be less of a problem in global teams. B. Social loafing has a western​ bias; it is not consistent with collectivist cultures. C. Managing teams is​ universal; it is not necessary for mangers to understand he cultural characteristics of their groups. D. In global​ teams, cohesiveness is more difficult to achieve. E. The importance of status varies between cultures.

C. Managing teams is​ universal; it is not necessary for mangers to understand he cultural characteristics of their groups.

Chapter #11 / Question #6 Joan is a manufacturing engineer who works on a new product development team along with members from​ design, engineering,​ production, purchasing,​ finance, marketing, and quality assurance. Joan still has responsibilities to the Manager of Manufacturing​ Engineering, but simultaneously reports to the new product development team leader. What type of organizational design does this​ describe? A. Project structure B. Virtual organization C. Matrix structure D. Functional structure E. Network organization

C. Matrix structure

Chapter #14 / Question #1 ________ communication consists of messages sent outside of the written or spoken word. A. Lateral B. Downward C. Nonverbal D. Diagonal E. Informal

C. Nonverbal

Chapter #10 / Question #1 The creation of ATMs in the 1960s paved the way for​ today's online banking. According to Peter​ Drucker, the creation of ATMs is an example of which potential source of​ opportunity? A. The unexpected B. Changes in perception C. The process need D. The incongruous E. The Internet

C. The process need

Chapter #12 / Question #3 When Jason applied for a job as a heating and air conditioning​ technician, he was given a malfunctioning compressor and was asked to diagnose the problem. What type of selection tool does this​ represent? A. Interview B. Assessment center C. Work sampling D. Application form E. Personality test

C. Work sampling

Chapter #16 / Question #13 Gabriela, a university​ professor, likes to conduct research and publish articles in her field of​ expertise, but what she enjoys most is her time in the​ classroom, interacting with her students. She especially relishes the​ one-on-one time that she has with students during academic advising. According to the​ three-needs theory, Gabriela has a high need for​ ________. A. achievement B. esteem C. affiliation D. power E. ​self-actualization

C. affiliation

Chapter #10 / Question #11 Many​ start-ups today​ ________. A. avoid making social change B. opt for​ non-profit status C. are integrating​ revenue-generating and philanthropy D. forego sustainable business models in favor of strict philanthropy E. have little awareness of global issues and social concerns

C. are integrating​ revenue-generating and philanthropy

Chapter #14 / Question #10 All of the following are active listening behaviors EXCEPT​ ________. A. nodding and displaying appropriate facial expressions B. paraphrasing what the speaker has said C. avoiding eye contact with the speaker D. showing empathy with the speaker E. asking questions of the speaker

C. avoiding eye contact with the speaker

Chapter #17 / Question #1 A leader is defined as someone who​ ________. A. has definitive behaviors that are effective across all situations B. is not needed in all organizations C. can influence others and who has managerial authority D. seldom is the one who makes things happen E. is always formally designated by the organization to exert influence

C. can influence others and who has managerial authority

Chapter #17 / Question #4 The manager who​ says, "Do it my way or hit the​ highway" is exercising​ ________ power. A. legitimate B. referent C. coercive D. reward E. expert

C. coercive

Chapter #17 / Question #12 The vertical axis of the managerial grid measures​ ________, whereas the horizontal axis measures​ ________. A. consideration​ behavior; initiating structure B. initiating​ structure; consideration behavior C. concern for​ people; concern for production D. concern for​ production; concern for people E. production​ orientation; employee orientation

C. concern for​ people; concern for production

Chapter #18 / Question #9 The balanced scorecard approach provides top management with a comprehensive view of organizational performance via four​ indicators: people/innovation/growth​ assets, financial, internal​ processes, and​ ________. A. employee engagement B. strategy C. customers D. industry competition E. corporate governance

C. customers

Chapter #18 / Question #15 Elena has been absent without excuse twice during the past month. Her manager calls her into his office and issues a written​ warning, advising her that another unexcused absence will result in immediate termination. This is an example of​ ________. A. a feedforward control B. basic corrective action C. disciplinary action D. employee retention E. immediate corrective action

C. disciplinary action

Chapter #18 / Question #3 Every morning before the start of the​ shift, Tom and his automotive service team at a large auto dealership have a​ five-minute "stand-up" meeting to make sure everyone knows which vehicles are scheduled for service and approximately how long each service appointment should​ last, and to identify any potential trouble spots. This would best be described as​ ________. A. benchmarking B. basic corrective action C. feedforward control D. concurrent control E. management by walking around

C. feedforward control

Chapter #14 / Question #4 Pete was reluctant to reveal the business​ unit's dismal financial​ performance, so when he was asked to report in the operations​ review, he smiled and​ stated, "Given our initial high​ expectations, results have been somewhat less than​ anticipated." This is an example of​ ________. A. body language B. verbal intonation C. filtering D. selective perception E. jargon

C. filtering

Chapter #13 / Question #15 A group formed by people seeking friendship or pursuing common interests that has no official leader or specific organizational goals is referred to as​ a(n) ________. A. ​self-managed team B. command group C. informal group D. formal group E. ​cross-functional team

C. informal group

Chapter #13 / Question #9 ​Frank's team went through some early conflict when people were trying to sort out their​ roles, but they are beginning to develop some camaraderie with one another.​ Frank's team is in the​ ________ stage of group development. A. storming B. performing C. norming D. forming E. adjourning

C. norming

Chapter #15 / Question #12 The argument that behavior is a function of its consequences is reflected in​ ________. A. the​ self-serving bias B. attribution theory C. operant conditioning D. social learning theory E. learning

C. operant conditioning

Chapter #15 / Question #16 Marianna voluntarily gives up her lunch hour to help her colleague who is struggling to finalize an important report. This is an example of​ ________. A. a​ self-serving bias B. shaping behavior C. organizational citizenship behavior D. social learning theory E. the halo effect

C. organizational citizenship behavior

Chapter #13 / Question #2 ​Andrea's team is​ "running on all​ cylinders." Members trust each other and are mutually committed to the​ team's goals. They not only appreciate each​ other's differences, but also are able to work together in such a way that they capitalize on those differences.​ Andrea's team appears to be in the​ ________ stage of team development. A. adjourning B. norming C. performing D. storming E. forming

C. performing

Chapter #12 / Question #1 Locating, identifying, and attracting qualified applicants is the HR process referred to as​ ________. A. orientation B. selection C. recruitment D. attrition E. decruitment

C. recruitment

Chapter #13 / Question #4 The college formed a group of faculty​ members, current and former​ students, area​ employers, and community leaders to study student retention and completion rates and identify strategies for increasing graduation rates for students. This group is an example of​ a(n) ________. A. informal group B. virtual team C. task group D. ​problem-solving team E. ​cross-functional team

C. task group

Chapter #9 / Question #5 One of GTO​ Industries' key suppliers is in the midst of a labor dispute and workers have gone on strike. In terms of an​ internal/external analysis, this would be an example of​ a(n) ________. A. resource B. opportunity C. threat D. weakness E. strength

C. threat

Chapter #17 / Question #3 A leader who focuses on clarifying​ employees' roles and task expectations and then provides rewards​ and/or punishments based upon their performance would be described as a​ ________ leader. A. transformational B. charismatic C. transactional D. ​laissez-faire E. democratic

C. transactional

Chapter #15 / Question #4 ​Overall, Luciana is pleased with herself. She perceives herself as a caring​ person, a good mother to her two​ children, and a​ trustworthy, dependable employee. This would describe which of​ Luciana's personality​ traits? A. Resilience B. Machiavellianism C. ​Self-esteem D. ​Self-monitoring E. Locus of control

C. ​Self-esteem

Chapter #11 / Question #1 Alec works on a new product development team at GTO Industries. His team is composed of members from​ engineering, quality,​ manufacturing, marketing,​ purchasing, and accounting. This describes a​ ________. A. simple structure B. matrix structure C. ​cross-functional team D. divisional structure E. network structure

C. ​cross-functional team

Chapter #12 / Question #12 A job​ ________ describes the​ content, environment, and conditions of​ employment, whereas a job​ ________ states the minimum qualifications a person must possess to successfully perform the job. A. ​specification; description B. ​specification; analysis C. ​description; specification D. ​analysis; description E. ​analysis; specification

C. ​description; specification

Interpersonal communication

Communication between two or more people

Diagonal communication

Communication that cuts across work areas and organizational levels

Downward communication

Communication that flows downward from a manager to employees

Upward communication

Communication that flows upward from employees to managers

Ethical communication

Communication that includes all relevant information, is true in every sense, and is not deceptive in any way

Informal communication

Communication that is not defined by the organization's structural hierarchy

Lateral communication

Communication that takes place among any employees on the same organizational level

Formal communication

Communication that takes place within prescribed organizational work arrangements

Nonverbal communication

Communication transmitted without words

Relationship conflict

Conflict based on interpersonal relationships

Process conflict

Conflict over how work gets done

Task conflict

Conflicts over content and goals of the work

Dysfunctional conflicts

Conflicts that prevent a group from achieving its goals

Functional conflicts

Conflicts that support a group's goals and improve its performance

Reinforcers

Consequences immediately following a behavior, which increase the probability that the behavior will be repeated

Feedback control

Control that takes place before a work activity is done.

Concurrent control

Control that takes place while a work activity is in progress

Encoding

Converting a message into symbols

Immediate corrective action

Corrective action that corrects problems at once to get performance back on track

Basic corrective action

Corrective action that looks at how and why performance deviated before correcting the source of deviation

Organizational design

Creating or changing an organization's structure

Chapter #15 / Question #5 Which personality trait in the Big Five Model would reflect the degree to which an individual is​ good-natured, cooperative, and​ trusting? A. Openness to experience B. Conscientiousness C. Emotional stability D. Agreeableness E. Extraversion

D. Agreeableness

Chapter #9 / Question #9 Because of its sheer size and the volume of products it purchases from its​ vendors, Walmart can dictate the prices it will pay. Which of​ Porter's five competitive forces does this​ represent? A. Threat of new entrants B. Threat of substitutes C. Current rivalry D. Bargaining power of buyers E. Bargaining power of suppliers

D. Bargaining power of buyers

Chapter #10 / Question #4 Which of the following describes a feasibility​ study? A. It contains little evaluation of the entrepreneurial idea itself. B. It can be done in a short amount of time. C. It seldom includes competitor information. D. It can serve as a basis for a business plan. E. It is seldom structured.

D. It can serve as a basis for a business plan.

Chapter #17 / Question #2 Which subordinate contingency factor identified by the​ path-goal theory describes the degree to which followers believe that they are the masters of their​ fates? A. Experience B. Formal authority system C. Task structure D. Locus of control E. Perceived ability

D. Locus of control

Chapter #18 / Question #10 Which of the following is the first step in the control​ process? A. Identifying the problem B. Comparing performance against standards C. Analyzing alternatives D. Measuring actual performance E. Taking corrective action

D. Measuring actual performance

Chapter #17 / Question #13 Shawn's landscape company has grown significantly over the past year. Most of his workers are inexperienced and unsure of what they are expected to​ do, but eager to learn. According to situational leadership theory​ (SLT), at what stage of follower readiness are these​ workers? A. R3 B. R5 C. R1 D. R2 E. R4

D. R2

Chapter #9 / Question #7 Which of the following corporate strategies would be used by an organization to address declining​ performance? A. Functional strategy B. Growth strategy C. Stability strategy D. Renewal strategy E. First mover strategy

D. Renewal strategy

Chapter #14 / Question #9 Which of the following refers to the emphasis someone gives to words or phrases in order to convey​ meaning? A. Semantics B. Jargon C. Filtering D. Verbal intonation E. Body language

D. Verbal intonation

Chapter #9 / Question #15 A major appliance manufacturer that has been purchasing electronic controls from a supplier makes the decision to design and develop the controls​ in-house. What type of corporate strategy does this​ represent? A. Horizontal integration B. Concentration C. A stability strategy D. Vertical integration E. A renewal strategy

D. Vertical integration

Chapter #15 / Question #2 Marcus is very​ health-conscious and believes that smoking is harmful. He becomes upset when a coworker lights a cigarette after their lunch together. This represents the​ ________ component of his attitude. A. behavioral B. cognitive C. social D. affective E. perceptual

D. affective

Chapter #10 / Question #8 In identifying personality characteristics of​ entrepreneurs, it is likely that entrepreneurs​ ________. A. have less self confidence B. have lower risk propensity levels C. have a low need for autonomy D. are more proactive E. are more focused on producing family income

D. are more proactive

Chapter #18 / Question #4 The process of determining who is the​ best, who sets the​ standards, and what those standards​ are, is known as​ ________. A. corporate governance B. the acid test C. a balanced scorecard approach D. benchmarking E. organizational performance

D. benchmarking

Chapter #14 / Question #5 The impact of IT on the work environment has​ ________. A. made it more difficult for employees to have complete information B. created fewer opportunities for accessibility C. created fewer opportunities for collaboration D. created an opportunity for a​ 24/7 environment E. made it more difficult for managers to monitor individual performance

D. created an opportunity for a​ 24/7 environment

Chapter #16 / Question #3 Anika is disturbed to learn that she is only receiving a​ 2% merit pay increase when her cubicle mate is receiving​ 3%. She most likely believes that​ ________ justice has not been achieved in giving out raises. A. restorative B. retributive C. procedural D. distributive E. interactional

D. distributive

Chapter #16 / Question #1 Bao is confident​ that, if he puts in a few late nights at the​ library, he'll be able to complete his research paper on time. In terms of expectancy​ theory, this is an example of​ ________. A. equity B. instrumentality C. valence D. expectancy E. a reinforcer

D. expectancy

Chapter #9 / Question #10 ​Barbara's Bridals does not want to be​ "all things to all​ people." The company serves a niche market of​ plus-sized brides who want to purchase​ high-end, designer wedding gowns.​ Barbara's Bridals is pursuing a​ ________ strategy. A. cost leadership B. retrenchment C. functional D. focus E. stuck in the middle

D. focus

Chapter #18 / Question #12 A stamping machine begins turning out components that are out of tolerance. The manager removes the machine from service to ensure that more defective components are not produced and notifies maintenance to repair the machine. This is an example of​ ________. A. corporate governance B. disciplinary action C. basic corrective action D. immediate corrective action E. benchmarking

D. immediate corrective action

Chapter #10 / Question #10 When an organization has a competitive​ advantage, ________. A. other organizations usually have the same advantages B. it was usually easy to gain C. it is always sustainable D. it has something that other companies​ don't, does something better than other​ organizations, or does something that others​ can't E. it is not considered at the stage when the entrepreneur begins researching the​ venture's feasibility

D. it has something that other companies​ don't, does something better than other​ organizations, or does something that others​ can't

Chapter #12 / Question #11 A​ ________ is an assessment that defines jobs and the behaviors necessary to perform them. A. job specification B. performance appraisal C. job description D. job analysis E. position assessment

D. job analysis

Chapter #15 / Question #9 An employee strongly identifies with her​ job, actively participates in​ it, and believes that her job performance is important to her​ self-worth. This is an example of​ ________. A. organizational commitment B. organizational citizenship behavior C. perceived organizational support D. job involvement E. assumed similarity

D. job involvement

Chapter #12 / Question #7 The biggest health care cost for companies is​ ________. A. smoking B. diabetes C. ​flu-related illnesses D. obesity E. dementia

D. obesity

Chapter #10 / Question #3 The first step for an entrepreneur in successfully managing a downturn is​ ________. A. turning it around B. controlling for continued growth C. drafting severance packages D. recognizing that a crisis is brewing E. planning the layoff of employees

D. recognizing that a crisis is brewing

Chapter #9 / Question #1 In terms of an​ internal/external analysis, loyal​ employees, low​ turnover, and a​ well-trained workforce would be examples of a​ ________. A. opportunity B. threat C. weakness D. strength E. capability

D. strength

Chapter #14 / Question #13 When evaluating the most effective communication method for a​ message, a manager wants to use a method that affords the receiver the most control over when the message is dealt with. This is referred to as​ ________. A. confidentiality B. scanability C. encoding ease D. time of consumption E. decoding ease

D. time of consumption

Chapter #17 / Question #11 Walt Disney​ said, "If you can dream​ it, you can do​ it." This quote best describes​ ________ leadership. A. transactional B. autocratic C. ​laissez-faire D. visionary E. charismatic

D. visionary

Chapter #12 / Question #4 Which training method do experts believe that organizations will increasingly rely on to deliver important information and to develop​ employees' skills? A. Classroom lectures and experiential exercises B. Mentoring and coaching C. ​Video-conferencing and teleconferencing D. ​E-learning and mobile learning E. Workbooks and manuals

D. ​E-learning and mobile learning

Chapter #15 / Question #6 Emotional intelligence​ (EI) involves a​ person's ability to​ ________ and​ ________ emotional cues and information. A. ​display; control B. ​influence; control C. ​conceal; master D. ​notice; manage E. ​perceive; manipulate

D. ​notice; manage

Chapter #13 / Question #8 ​Toni, a business professor at a private​ university, is a member of the Distance Learning​ Committee, which is composed of faculty members from different disciplines within the university. This​ committee's purpose is to improve the effectiveness of online courses at the university. This committee is most likely an example of​ a(n) ________. A. informal group B. ​self-managed work team C. virtual team D. ​problem-solving team E. ​cross-functional team

D. ​problem-solving team

Chapter #10 / Question #14 The two primary factors affecting an​ entrepreneur's choice of legal ownership for a venture are​ ________ and​ ________ A. stock​ price; taxes B. legal​ liability; personal control C. personal​ control; taxes D. ​taxes; legal liability E. choice of​ partner; legal liability

D. ​taxes; legal liability

Scheduling

Detailing what activities have to be done, the order in which they are to be completed, who is to do each, and when they are to be completed

Organizational citizenship behavior (OCB)

Discretionary behavior that is not part of an employee's formal job requirements, but which promotes the effective functioning of the organization

Work specialization

Dividing work activities into separate job tasks

Chapter #11 / Question #7 In which of the following organizations would an organic structure likely be most​ appropriate? A. An organization that relies on employees at all levels being in lockstep with directives from top management B. A company that manufactures a​ high-volume product using a​ well-established manufacturing process C. A large company that is the cost leader in the market and needs to focus on efficiency and cost control D. A​ well-established company that operates in a​ predictable, relatively stable environment E. A company pursuing unique innovations in a​ dynamic, rapidly changing industry

E. A company pursuing unique innovations in a​ dynamic, rapidly changing industry

Chapter #18 / Question #14 When does feedforward control take​ place? A. During review of the work activity B. When the work activity has been completed C. After discipline has been administered D. While the work activity is in progress E. Before a work activity occurs

E. Before a work activity occurs

Chapter #11 / Question #10 Laura is a billing clerk in a​ medium-sized manufacturing company. She reports to the Supervisor of Accounts​ Payable, who in turn reports to the Manager of Accounting. The Manager of Accounting is accountable to the Chief Financial​ Officer, who reports to the company president. Which element of organizational design does this​ illustrate? A. Decentralization B. Staff authority C. Work specialization D. Departmentalization E. Chain of command

E. Chain of command

Chapter #18 / Question #13 Linette Enterprises is a​ start-up company seeking financing. The loan officer is most concerned with whether the company has enough resources to pay its debts over the next 12 months. Which financial ratio should most likely be​ examined? A. Return on investent B. Total asset turnover C. Inventory turnover D. Debt to assets E. Current ratio

E. Current ratio

Chapter #15 / Question #18 Yumi is an​ outgoing, high-energy​ person, and her friends often describe her as the​ "life of the​ party." According to the Big Five​ Model, which personality trait would this​ describe? A. Emotional stability B. Agreeableness C. Openness to experience D. Conscientiousness E. Extraversion

E. Extraversion

Chapter #16 / Question #15 According to the job characteristics​ model, which core job dimension directly contributes to the critical psychological state of knowledge of the actual results of the work​ activities? A. Autonomy B. Task identity C. Task significance D. Skill variety E. Feedback

E. Feedback

Chapter #15 / Question #15 Karl tends to be an imaginative​ "big picture" person. He trusts his hunches and likes to look at possibilities rather than mundane details. Which MBTI dimension or orientation does this​ describe? A. Extraversion B. Judging C. Thinking D. Feeling E. Intuition

E. Intuition

Chapter #13 / Question #10 Which of the following characterizes a work team rather than a work​ group? A. Work is decided upon by the group leader and delegated to individual group members. B. Members are accountable only to themselves. C. One leader is clearly in charge. D. Work is done individually. E. Leadership is shared.

E. Leadership is shared.

Chapter #15 / Question #20 Jadon​ doesn't believe that​ "luck happens." He believes that you make your own luck in life. Which personality trait does this​ describe? A. Machiavellianism B. Resilience C. Emotional intelligence D. ​Self-esteem E. Locus of control

E. Locus of control

Chapter #17 / Question #6 Which leadership style identified by situational leadership theory​ (SLT) is characterized by a low level of task behavior and a high level of relationship​ behavior? A. Delegating B. Telling C. Initiating D. Selling E. Participating

E. Participating

Chapter #9 / Question #11 Which of the following is NOT true of strategic​ management? A. Both business organizations and​ not-for-profit organizations use strategic management. B. Strategic management can make a difference in how well an organization performs. C. The strategic management process helps companies cope with uncertainty. D. Organizations that use strategic management have higher levels of performance. E. The economic viability of the​ organization's business model is seldom a factor in the strategic management process.

E. The economic viability of the​ organization's business model is seldom a factor in the strategic management process.

Chapter #12 / Question #8 Which of the following is NOT true of sexual​ harassment? A. Sexual harassment can occur between members of the same sex. B. Sexual harassment is a global issue. C. If managers​ don't know what makes employees​ uncomfortable, it's important to ask. D. Sexual harassment can include offensive remarks about a​ person's sex. E. The victim must be the person harassed.

E. The victim must be the person harassed.

Chapter #9 / Question #4 A major appliance manufacturer that has been purchasing electronic controls from a supplier makes the decision to design and develop the controls​ in-house. From the​ supplier's perspective, which of​ Porter's five competitive forces does this​ represent? A. Bargaining power of buyers B. Threat of substitutes C. Bargaining power of suppliers D. Current rivalry E. Threat of new entrants

E. Threat of new entrants

Chapter #18 / Question #7 During which stage in the process of transforming inputs into finished goods and services would concurrent control be​ used? A. Upon review of performance data B. At the conclusion of the work shift C. Before operations begin D. After a problem has occurred E. When production is being carried out

E. When production is being carried out

Chapter #15 / Question #13 Marcus is very​ health-conscious and believes that smoking is harmful. When a coworker lights a cigarette after​ lunch, he asks her to put out the cigarette because he​ doesn't want to be exposed to​ second-hand smoke. This represents the​ ________ component of his attitude. A. affective B. cognitive C. social D. perceptual E. behavioral

E. behavioral

Chapter #11 / Question #12 The president of​ Adam's company rules with an iron fist. All decisions must first be approved by the​ president, regardless of how small or insignificant they are. This suggests that there is a high degree of​ ________ within the company. A. departmentalization B. formalization C. work specialization D. decentralization E. centralization

E. centralization

Chapter #10 / Question #12 An entrepreneur has decided to structure her business as a distinct legal entity with its own charter. She wants to be sure the business entity is separate from herself as owner and separate from her managers. Which of the basic types of ownership has she​ chosen? A. S corp. B. general partnership C. sole proprietorship D. LLP E. corporation

E. corporation

Chapter #9 / Question #8 RGH Enterprises is able to produce a wide line of garden tools and sells a high​ volume, and thus can capitalize on economies of scale and charge lower prices than its competitors. RGH Enterprises is using the​ ________ strategy. A. stuck in the middle B. differentiation C. retrenchment D. focus E. cost leadership

E. cost leadership

Chapter #10 / Question #13 The process of starting new​ businesses, generally in response to​ opportunities, is​ ________. A. sustainability B. harvesting C. innovation D. valuation E. entrepreneurship

E. entrepreneurship

Chapter #10 / Question #5 In comparison to large​ firms, small firms​ ________. A. employ more than half of the US workforce B. produce significantly fewer patents per employee C. are approximately equal in patents generated D. create far fewer jobs E. generate nearly three times the number of patents per research and development dollar spent

E. generate nearly three times the number of patents per research and development dollar spent

Chapter #13 / Question #6 Team leaders or managers should encourage constructive criticism and seek other perspectives to help a team avoid​ ________. A. cohesiveness B. norms C. social loafing D. functional conflict E. groupthink

E. groupthink

Chapter #14 / Question #8 While Hong is on the phone with a​ supplier, she hears the chimes of her​ e-mail, alerting her to a message. While she is scanning the​ message, a colleague knocks on her door and tells her​ she's late for the staff meeting. At the same​ moment, she gets a text message from her husband. This scenario best illustrates the barrier to communication referred to as​ ________. A. jargon B. faulty expression C. selective perception D. filtering E. information overload

E. information overload

Chapter #14 / Question #7 All of the following are elements of the interpersonal communication process EXCEPT​ ________. A. decoding B. noise C. encoding D. feedback E. jargon

E. jargon

Chapter #17 / Question #9 According to the Fiedler contingency​ model, the three contingency dimensions that define situational control are​ ________. A. follower​ readiness, leader-member ​relations, and position power B. position​ power, reward​ power, and coercive power C. initiating​ structure, task​ structure, and consideration behavior D. task​ structure, leader-member ​relations, and referent power E. leader-member ​relations, task​ structure, and position power

E. leader-member ​relations, task​ structure, and position power

Chapter #15 / Question #1 The behavior shaping method of rewarding a response by eliminating or withdrawing something unpleasant is referred to as​ ________. A. extinction B. punishment C. retribution D. positive reinforcement E. negative reinforcement

E. negative reinforcement

Chapter #15 / Question #11 New employees at Zappos go through an intensive​ four-week training program that immerses them in company​ culture, strategy, and processes. At the end of the first​ week, the company tells the new hires that if they​ quit, Zappos will pay them for the amount of time they have worked plus up to a​ $5000 bonus. Only 2-​3% of people take the offer. The other​ 97% demonstrate​ ________. A. assumed similarity B. perceived organizational support C. job involvement D. organizational citizenship behavior E. organizational commitment

E. organizational commitment

Chapter #9 / Question #6 The ability to​ anticipate, envision, maintain​ flexibility, think​ strategically, and work with others in the organization to initiate changes that will create a viable and valuable future for the organization is known as​ ________. A. strategic flexibility B. competitive advantage C. innovation D. questioning assumptions E. strategic leadership

E. strategic leadership

Chapter #15 / Question #8 Frank noticed that Anna missed making their monthly sales quotas at a large auto dealer. He thinks this happened because she lacks basic people​ skills, not because a competing dealership is offering attractive sales rebates. This is an example of​ ________. A. stereotyping B. the halo effect C. shaping behavior D. the​ self-serving bias E. the fundamental attribution error

E. the fundamental attribution error

Chapter #14 / Question #3 Communication is the transfer and​ ________ of meaning. A. retranslation B. decoding C. inference D. encoding E. understanding

E. understanding

Chapter #13 / Question #14 A work team that uses technology to link physically dispersed members in order to achieve a common goal is referred to as​ a(n) ________. A. informal group B. ​self-managed work team C. ​problem-solving team D. ​cross-functional team E. virtual team

E. virtual team

Chapter #12 / Question #9 A group of nominated or elected employees who must be consulted when management makes decisions involving personnel is known as a​ ________. A. personnel alliance B. labor union C. board representative D. worker coalition E. work council

E. work council

Chapter #16 / Question #5 Which of the following were identified by David McClelland as acquired needs that are major motives in​ work? A. ​Accomplishment, power, and affiliation B. ​Power, actualization, and achievement C. ​Affiliation, power, and autonomy D. ​Achievement, esteem, and power E. ​Achievement, power, and affiliation

E. ​Achievement, power, and affiliation

Chapter #16 / Question #12 ​________ refers to an​ individual's belief that he or she is capable of successfully performing a task. A. ​Self-actualization B. ​Self-monitoring C. ​Self-awareness D. ​Self-esteem E. ​Self-efficacy

E. ​Self-efficacy

Chapter #13 / Question #3 Which of the following allows employees to​ plan, organize, and control their work activities with little or no direct involvement of a​ higher-level supervisor? A. ​Cross-functional team B. ​Problem-solving team C. Virtual team D. Command group E. ​Self-managed work team

E. ​Self-managed work team

Chapter #15 / Question #19 When Angelica becomes upset with another person or​ situation, she is able to keep her impulses in check and rein in frustration or anger by taking a deep breath and counting slowly to ten before she responds. This is an example of which dimension of emotional​ intelligence? A. Empathy B. Social skills C. ​Self-awareness D. ​Self-motivation E. ​Self-management

E. ​Self-management

Chapter #12 / Question #14 Howard is hired by ABC Manufacturing as an assembly technician trainee at minimum wage. After successfully completing two core workshops in safety and​ quality, Howard receives a​ $.50 per hour raise. He then completes a workshop on line restocking and another on burr​ removal, and his pay is increased an additional​ $.65 per hour. Which of the following does this best​ illustrate? A. ​Piece-rate pay B. Seniority pay C. Variable pay D. Salary E. ​Skill-based pay

E. ​Skill-based pay

Board representatives

Employees who sit on a company's board of directors and represent the interests of the firm's employees

Perceived organizational support

Employees' general belief that their organization values their contribution and cares about their well-being

Events

End points that represent the completion of major activities in a PERT network

Human resource planning

Ensuring that the organization has the right number and kinds of capable people in the right places and at the right times

Performance management system

Establishes performance standards used to evaluate employee performance

Attitudes

Evaluative statements, either favorable or unfavorable, concerning objects, people, or events

Harvesting

Exiting a venture when an entrepreneur hopes to capitalize financially on the investment in the venture

Venture capitalists

External equity financing provided by professionally managed pools of investor money

Hygiene factors

Factors that eliminate job dissatisfaction, but don't motivate

Motivators

Factors that increase job satisfaction and motivation

Quantitative forecasting

Forecasting that applies a set of mathematical rules to a series of past data to predict outcomes

Qualitative forecasting

Forecasting that uses the judgment and opinions of knowledgeable individuals to predict outcomes

Body language

Gestures, facial configurations, and other body movements that convey meaning

Employee empowerment

Giving employees more authority (power) to make decisions

Work councils

Groups of nominated or elected employees who must be consulted when management makes decisions involving personnel

Work teams

Groups whose members work intensely on a specific, common goal using their positive synergy, individual and mutual accountability, and complementary skills

Business Model

How a company is going to make money

Formalization

How standardized an organization's jobs are and the extent to which employee behavior is guided by rules and procedures

Self-employment

Individuals who work for profit or fees in their own business, profession, trade, or farm

Town hall meeting

Informal public meetings where information can be relayed, issues can be discussed, or employees can be brought together to celebrate accomplishments

Emotions

Intense feelings that are directed at someone or something

Orientation

Introducing a new employee to his or her job and the organization

Stereotyping

Judging a person based on a perception of a group to which that person belongs

Authentic leadership

Leaders who know who they are, know what they believe in, and act on those values and beliefs openly and candidly

Transactional leaders

Leaders who lead primarily by using social exchanges (or transactions)

Transformational leaders

Leaders who stimulate and inspire (transform) followers to achieve extraordinary outcomes

Behavioral theories

Leadership theories that identify behaviors that differentiate effective leaders from ineffective leaders

Active listening

Listening for full meaning without making premature judgments or interpretations

Recruitment

Locating, identifying, and attracting capable applicants

Organizing

Management function that involves arranging and structuring work to accomplish the organization's goals

Controlling

Management function that involves monitoring, comparing, and correcting work performance

Hierarchy of needs theory

Maslow's theory that human needs—physiological, safety, social, esteem, and self-actualization—form a sort of hierarchy

Threats

Negative trends in the external environment

Leader-member relations

One of Fiedler's situational contingencies that describes the degree of confidence, trust, and respect employees have for their leader

Position power

One of Fiedler's situational contingencies that describes the degree of influence a leader has over activities such as hiring, firing, discipline, promotions, and salary increases

Task structure

One of Fiedler's situational contingencies that describes the degree to which job assignments are formalized and structured

Open innovation

Opening up the search for new ideas beyond the organization's boundaries and allowing innovations to easily transfer inward and outward

Affirmative action

Organizational programs that enhance the status of members of protected groups

Service organizations

Organizations that produce nonphysical products in the form of services

Manufacturing organizations

Organizations that produce physical goods

Entrepreneurial ventures

Organizations that pursue opportunities, are characterized by innovative practices, and have growth and profitability as their main goals

Distributive justice

Perceived fairness of the amount and allocation of rewards among individuals

Procedural justice

Perceived fairness of the process used to determine the distribution of rewards

Conflict

Perceived incompatible differences that result in interference or opposition

Employee recognition programs

Personal attention and expressing interest, approval, and appreciation for a job well done

Big Five Model

Personality trait model that includes extraversion, agreeableness, conscientiousness, emotional stability, and openness to experience

Staff authority

Positions with some authority that have been created to support, assist, and advise those holding line authority

Opportunities

Positives trends in the external environment

Referent power

Power that arises because of a person's desirable resources or personal traits

Expert power

Power that's based on expertise, special skills, or knowledge

Forecasts

Predictions of outcome

Zero-base budgeting (ZBB)

Process starting with an established point of zero rather than using the current budget as the basis for adding, modifying, or subtracting resources

Incremental budgeting

Process starting with the current budget from which managers decide whether they need additional resources and the justification for requesting them

Intellectual property

Proprietary information that's critical to an organization's efficient and effective functioning and competitiveness

Mass customization

Providing customers with a product when, where, and how they want it

Decruitment

Reducing an organization's workforce

Decoding

Retranslating a sender's message

Selection

Screening job applicants to ensure that the most appropriate candidates are hired

Persuasion skills

Skills that enable a person to influence others to change their minds or behavior

Reading skills

Skills that entail an understanding of written sentences and paragraphs in work-related documents

Writing skills

Skills that entail communicating effectively in text as appropriate for the needs of the audience

Speaking skills

Skills that refer to the ability to communicate information and ideas in talking so others will understand

Leader

Someone who can influence others and who has managerial authority

Jargon

Specialized terminology or technical language that members of a group use to communicate among themselves

Norms

Standards or expectations that are accepted and shared by a group's members

Attitude surveys

Surveys that elicit responses from employees through questions about how they feel about their jobs, work groups, supervisors, or the organization

Contingent workers

Temporary, freelance, or contract workers whose employment is contingent on demand for their services

Behavioral component

That part of an attitude that refers to an intention to behave in a certain way toward someone or something

Cognitive component

That part of an attitude that's made up of the beliefs, opinions, knowledge, or information held by a person

Affective component

That part of an attitude that's the emotional or feeling part

Quality

The ability of a product or service to reliably do what it's supposed to do and to satisfy customer expectations

Strategic Leadership

The ability to anticipate, envision, maintain flexibility, think strategically, and work with others in the organization to initiate changes that will create a viable and valuable future for the organization

Visionary leadership

The ability to create and articulate a realistic, credible, and attractive vision of the future that improves upon the present situation

Emotional intelligence (EI)

The ability to notice and to manage emotional cues and information

Strategic Flexibility

The ability to recognize major external changes, to quickly commit resources, and to recognize when a strategic decision was a mistake

Range of variation

The acceptable parameters of variance between actual performance and the standard

Organizational performance

The accumulated results of all the organization's work activities

Behavior

The actions of people

Productivity

The amount of goods or services produced divided by the inputs needed to generate that output

Slack time

The amount of time an individual activity can be delayed without delaying the whole project

Theory Y

The assumption that employees are creative, enjoy work, seek responsibility, and can exercise self-direction

Theory X

The assumption that employees dislike work, are lazy, avoid responsibility, and must be coerced to perform

Assumed similarity

The assumption that others are like oneself

Departmentalization

The basis by which jobs are grouped together

Trust

The belief in the integrity, character, and ability of a leader

Job depth

The degree of control employees have over their work

Task significance

The degree to which a job has a substantial impact on the lives or work of other people

Autonomy

The degree to which a job provides substantial freedom, independence, and discretion to the individual in scheduling work and determining the procedures to be used in carrying it out

Skill variety

The degree to which a job requires a variety of activities so that an employee can use a number of different skills and talents

Task identity

The degree to which a job requires completion of a whole and identifiable piece of work

Organizational commitment

The degree to which an employee identifies with a particular organization and its goals and wishes to maintain membership in that organization

Job involvement

The degree to which an employee identifies with his or her job, actively participates in it, and considers his or her job performance to be important to self-worth

Feedback

The degree to which carrying out work activities required by a job results in the individual's obtaining direct and clear information about his or her performance effectiveness

Centralization

The degree to which decision making is concentrated at upper levels of the organization

Credibility

The degree to which followers perceive someone as honest, competent, and able to inspire

Group cohesiveness

The degree to which group members are attracted to one another and share the group's goals

Decentralization

The degree to which lower-level employees provide input or actually make decisions

Filtering

The deliberate manipulation of information to make it appear more favorable to the receiver

Need for affiliation (nAff)

The desire for friendly and close interpersonal relationships

Operating agreement

The document that outlines the provisions governing the way an LLC will conduct business

Need for achievement (nAch)

The drive to succeed and excel in relation to a set of standards

Performance

The end result of an activity

Value chain

The entire series of organizational work activities that add value at each step from raw materials to finished product

Initiating structure

The extent to which a leader defines his or her role and the roles of group members in attaining goals

Consideration

The extent to which a leader has work relationships characterized by mutual trust and respect for group members' ideas and feelings

Readiness

The extent to which people have the ability and willingness to accomplish a specific task

Absenteeism

The failure to show up for work

Adjourning

The final stage of group development for temporary groups during which group members are concerned with wrapping up activities rather than task performance

Initial public offering (IPO)

The first public registration and sale of a company's stock

Forming stage

The first stage of group development in which people join the group and then define the group's purpose, structure, and leadership

Organizational structure

The formal arrangement of jobs within an organization

Performing stage

The fourth stage of group development when the group is fully functional and works on group task

Job enlargement

The horizontal expansion of a job by increasing job scope

Grapevine

The informal organizational communication network

Leader-member exchange theory (LMX)

The leadership theory that says leaders create in-groups and out-groups and those in the in-group will have higher performance ratings, less turnover, and greater job satisfaction

Chain of command

The line of authority extending from upper organizational levels to the lowest levels, which clarifies who reports to whom

Critical path

The longest sequence of activities in a PERT network

Unity of command

The management principle that each person should report to only one manager

Channel

The medium a message travels along

Two-factor theory (motivation-hygiene theory)

The motivation theory that intrinsic factors are related to job satisfaction and motivation, whereas extrinsic factors are associated with job dissatisfaction

Three-needs theory

The motivation theory that says three acquired (not innate) needs—achievement, power, and affiliation—are major motives in work

Need for power (nPow)

The need to make others behave in a way that they would not have behaved otherwise

Job scope

The number of different tasks required in a job and the frequency with which those tasks are repeated

Span of control

The number of employees a manager can efficiently and effectively manage

Responsibility

The obligation or expectation to perform any assigned duties

Core Competencies

The organization's major value-creating capabilities that determines its competitive weapons

Social network structure

The patterns of informal connections among individuals within a group

Value

The performance characteristics, features, and attributes, and any other aspects of goods and services for which customers are willing to give up resources

Referents

The persons, systems, or selves against which individuals compare themselves to assess equity

Downsizing

The planned elimination of jobs in an organization

Strategies

The plans for how the organization will do what its in business to do, how it will compete successfully, and how it will attract and satisfy its customers in order to achieve its goals

Legitimate power

The power a leader has as a result of his or her position in the organization

Reward power

The power a leader has to give positive rewards

Coercive power

The power a leader has to punish or control

Job sharing

The practice of having two or more people split a full-time job

Motivation

The process by which a person's efforts are energized, directed, and sustained toward attaining a goal

Budgeting

The process of allocating resources to pay for designated future costs

Shaping behavior

The process of guiding learning in graduated steps using reinforcement or lack of reinforcement

Value chain management

The process of managing the sequence of activities and information along the entire value chain

Entrepreneurship

The process of starting new businesses, generally in response to opportunities

Process production

The production of items in continuous processes

Mass production

The production of items in large batches

Unit production

The production of items in units or small batches

Goal-setting theory

The proposition that specific goals increase performance and that difficult goals, when accepted, result in higher performance than do easy goals

Mission

The purpose of an organization

Authority

The rights inherent in a managerial position to tell people what to do and to expect them to do it

Benchmarking

The search for the best practices among competitors or noncompetitors that lead to their superior performance

Storming stage

The second stage of group development, characterized by intragroup conflict

Service profit chain

The service sequence from employees to customers to profit

Communication process

The seven elements involved in transferring meaning from one person to another

Strategic Business Unit (SBU)

The single independent businesses of an organization that formulate their own competitive strategies

Benchmark

The standard of excellence against which to measure and compare

Organizational behavior (OB)

The study of the actions of people at work

Corporate governance

The system used to govern a corporation so that the interests of corporate owners are protected

Project management

The task of getting a project's activities done on time, within budget, and according to specifications

Self-serving bias

The tendency for individuals to attribute their own successes to internal factors while putting the blame for failures on external factors

Social loafing

The tendency for individuals to expend less effort when working collectively than when working individually

Fundamental attribution error

The tendency to underestimate the influence of external factors and overestimate the influence of internal factors when making judgments about the behavior of others

Equity theory

The theory that an employee compares his or her job's input-outcomes ratio with that of relevant others and then corrects any inequity

Expectancy theory

The theory that an individual tends to act in a certain way based on the expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual

Reinforcement theory

The theory that behavior is a function of its consequences

Norming stage

The third stage of group development, characterized by close relationships and cohesiveness

Activities

The time or resources needed to progress from one event to another in a PERT network

Communication

The transfer and understanding of meaning

Operations management

The transformation process that converts resources into finished goods and services

Personality

The unique combination of emotional, thought, and behavioral patterns that affect how a person reacts to situations and interacts with others

Communication networks

The variety of patterns of vertical and horizontal flows of organizational communication

Job enrichment

The vertical expansion of a job by adding planning and evaluating responsibilities

Traditional view of conflict

The view that all conflict is bad and must be avoided

Human relations view of conflict

The view that conflict is a natural and inevitable outcome in any group

Interactionist view of conflict

The view that some conflict is necessary for a group to perform effectively

Organizational chart

The visual representation of an organization's structure

Turnover

The voluntary and involuntary permanent withdrawal from an organization

Job design

The way tasks are combined to form complete jobs

Organizational processes

The ways that organizational work is done

Group

Two or more interacting and interdependent individuals who come together to achieve specific goals

Pay-for-performance programs

Variable compensation plans that pay employees on the basis of some performance measure

Competitive Advantage

What sets an organization apart; its distinctive edge

Groupthink

When a group exerts extensive pressure on an individual to align his or her opinion with others' opinions

Employee engagement

When employees are connected to, satisfied with, and enthusiastic about their jobs

Information overload

When information exceeds our processing capacity

High-involvement work practices

Work practices designed to elicit greater input or involvement from workers

High-performance work practices

Work practices that lead to both high individual and high organizational performance

Open workplaces

Workplaces with few physical barriers and enclosures

Scenario

A consistent view of what the future is likely to be

Renewal Strategy

A corporate strategy designed to address declining performance

Stability Strategy

A corporate strategy in which an organization continues to do what it is currently doing

Growth Strategy

A corporate strategy that's used when an organization wants to expand the number of markets served or products offered, either through its current businesses or through new businesses

Closely held corporation

A corporation owned by a limited number of people who do not trade the stock publicly

PERT network

A flowchart diagram showing the sequence of activities needed to complete a project and the time or cost associated with each

Limited liability partnership (LLP)

A form of legal organization consisting of general partner(s) and limited liability partner(s)

Sole proprietorship

A form of legal organization in which the owner maintains sole and complete control over the business and is personally liable for business debts

General partnership

A form of legal organization in which two or more business owners share the management and risk of the business

Limited liability company (LLC)

A form of legal organization that's a hybrid between a partnership and a corporation

Job characteristics model (JCM)

A framework for analyzing and designing jobs that identifies five primary core job dimensions, their interrelationships, and their impact on outcomes

Halo effect

A general impression of an individual based on a single characteristic

High-high leader

A leader high in both initiating structure and consideration behaviors

Autocratic style

A leader who dictates work methods, makes unilateral decisions, and limits employee participation

Democratic style

A leader who involves employees in decision making, delegates authority, and uses feedback as an opportunity for coaching employees

Laissez-faire style

A leader who lets the group make decisions and complete the work in whatever way it sees fit

Situational leadership theory (SLT)

A leadership contingency theory that focuses on followers' readiness

Fiedler contingency model

A leadership theory proposing that effective group performance depends on the proper match between a leader's style and the degree to which the situation allows the leader to control and influence

Path-goal theory

A leadership theory that says the leader's job is to assist followers in attaining their goals and to provide direction or support needed to ensure that their goals are compatible with the goals of the group or organization

Corporation

A legal business entity that is separate from its owners and managers

Linear programming

A mathematical technique that solves resource allocation problems

Organizational effectiveness

A measure of how appropriate organizational goals are and how well those goals are being met

Machiavellianism

A measure of the degree to which people are pragmatic, maintain emotional distance, and believe that ends justify means

Load chart

A modified Gantt chart that schedules capacity by entire departments or specific resources

Open-book management

A motivational approach in which an organization's financial statements (the "books") are shared with all employees

Budget

A numerical plan for allocating resources to specific activities

Project

A one-time-only set of activities that has a definite beginning and ending point in time

Variable pay

A pay system in which an individual's compensation is contingent on performance

Skill-based pay

A pay system that rewards employees for the job skills they can demonstrate

Employee productivity

A performance measure of both efficiency and effectiveness

Balanced scorecard

A performance measurement tool that looks at more than just the financial perspective

Self-actualization needs

A person's need to become what he or she is capable of becoming

Social needs

A person's needs for affection, belongingness, acceptance, and friendship

Physiological needs

A person's needs for food, drink, shelter, sexual satisfaction, and other physical needs

Esteem needs

A person's needs for internal factors such as self-respect, autonomy, and achievement, and external factors such as status, recognition, and attention

Safety needs

A person's needs for security and protection from physical and emotional harm

Locus of control

A personality attribute that measures the degree to which people believe they control their own fate

Proactive personality

A personality trait that describes individuals who are more prone to take actions to influence their environments

Self-monitoring

A personality trait that measures the ability to adjust behavior to external situational factors

"Boiled frog" phenomenon

A perspective on recognizing performance declines that suggests watching out for subtly declining situations

Status

A prestige grading, position, or rank within a group

Realistic job preview (RJP)

A preview of a job that provides both positive and negative information about the job and the company

Angel investors

A private investor (or group of private investors) who offers financial backing to an entrepreneurial venture in return for equity in the venture

Perception

A process by which we give meaning to our environment by organizing and interpreting sensory impressions

Leadership

A process of influencing a group to achieve goals

Message

A purpose to be conveyed

Six Sigma

A quality program designed to reduce defects and help lower costs, save time, and improve customer satisfaction

Least-preferred coworker (LPC) questionnaire

A questionnaire that measures whether a leader is task or relationship oriented

Gantt chart

A scheduling chart developed by Henry Gantt that shows actual and planned output over a period of time

Flextime (or flexible work hours)

A scheduling system in which employees are required to work a specific number of hours a week but are free to vary those hours within certain limits

ISO 9000

A series of international quality management standards that set uniform guidelines for processes to ensure products conform to customer requirements

Strategic Management Process

A six-step process that encompasses strategic planning, implementation and evaluation

S corporation

A specialized type of corporation that has the regular characteristics of a C corporation but is unique in that the owners are taxed as a partnership as long as certain criteria are met

BCG Matrix

A strategy tool that guides resources allocation decisions on the basis of market share and growth rate of SBUs

Functional Strategy

A strategy used by an organization's various functional departments to support the competitive strategy

Management information system (MIS)

A system used to provide management with needed information on a regular basis

Problem-solving team

A team from the same department or functional area that's involved in efforts to improve work activities or to solve specific problems

Breakeven analysis

A technique for identifying the point at which total revenue is just sufficient to cover total costs

Task force (or ad hoc committee)

A temporary committee or team formed to tackle a specific short-term problem affecting several departments

Management by walking around

A term used to describe when a manager is out in the work area interacting directly with employees

Operant conditioning

A theory of learning that says behavior is a function of its consequences

Social learning theory

A theory of learning that says people can learn through observation and direct experience

Attribution theory

A theory used to explain how we judge people differently depending on what meaning we attribute to a given behavior

Control process

A three-step process of measuring actual performance, comparing actual performance against a standard, and taking managerial action to correct deviations or inadequate standards

Managerial grid

A two-dimensional grid for appraising leadership styles

Self-managed work team

A type of work team that operates without a manager and is responsible for a complete work process or segment

Virtual team

A type of work team that uses technology to link physically dispersed members in order to achieve a common goal

Telecommuting

A work arrangement in which employees work at home and are linked to the workplace by computer

Cross-functional team

A work team composed of individuals from various functional specialties

Compressed workweek

A workweek where employees work longer hours per day but fewer days per week

Business plan

A written document that summarizes a business opportunity and defines and articulates how the identified opportunity is to be seized and exploited

Job specification

A written statement of the minimum qualifications a person must possess to perform a given job successfully

Job description (position description)

A written statement that describes a job

Chapter #12 / Question #5 Which term refers to efforts to improve the educational​ and/or employment opportunities of members of groups that have not been treated fairly in the past because of their race or​ gender? A. Affirmative action B. Vocational rehabilitation C. Discrimination D. Downsizing E. Decruitment

A. Affirmative action

Chapter #12 / Question #2 LaToya has developed a progressive form of hearing loss. To ensure that she is still able to perform the essential functions of her​ job, her employer was required to make a reasonable accommodation and equip her office telephone with a specialized headset. Which law or ruling is most applicable to this​ scenario? A. Americans with Disabilities Act B. Vocational Rehabilitation Act C. Patient Protection and Affordable Care Act D. Occupational Safety and Health Act E. Worker Adjustment and Retraining Notification Act

A. Americans with Disabilities Act

Chapter #10 / Question #2 What is the first step in the entrepreneurial​ process? A. Exploring the entrepreneurial context B. Identifying possible competitive advantages C. Starting the venture D. Identifying opportunities E. Managing the venture

A. Exploring the entrepreneurial context

Chapter #13 / Question #7 Which conflict management style is characterized by a low degree of cooperativeness but a high degree of​ assertiveness? A. Forcing B. Collaborating C. Accommodating D. Compromising E. Avoiding

A. Forcing

Chapter #10 / Question #7 Martina has decided to structure her new business venture to provide liability protection while gaining tax benefits over alternative structures. Her attorney has prepared the operating agreement and advised her of the complexities and expense of setting up this structure. Which of the basic types of ownership has Martina​ chosen? A. LLC B. C corp. C. LLP D. sole proprietorship E. S corp.

A. LLC

Chapter #18 / Question #5 Which of the following is a recommended feedforward control for workplace​ violence? A. Provide EAPs to help employees with behavioral problems. B. Investigate incidents and take appropriate action. C. Review company policies and change​ them, if​ necessary, following an incident. D. Communicate openly about incidents and what is being done about them. E. Use quick and decisive intervention during incidents.

A. Provide EAPs to help employees with behavioral problems.

Chapter #9 / Question #2 Which of the following corporate strategies would be described as a status quo​ strategy? A. Stability strategy B. Growth strategy C. Renewal strategy D. Retrenchment strategy E. Turnaround strategy

A. Stability strategy

Chapter #17 / Question #10 According to the​ path-goal theory, under which of the following circumstances is a directive leadership style most​ appropriate? A. Tasks are​ ambiguous, and subordinates are inexperienced. B. Tasks are structured​ and/or routine, and subordinates have considerable experience. C. Subordinates have an internal locus of control. D. Tasks are structured​ and/or routine, and subordinates are inexperienced. E. Formal authority relationships are clearly​ established, and tasks are redundant.

A. Tasks are​ ambiguous, and subordinates are inexperienced.

Chapter #16 / Question #2 According to​ Herzberg's two-factor​ theory, which of the following would be considered a​ motivator? A. The work itself B. Status C. Relationship with supervisor D. Salary E. Supervision

A. The work itself

Chapter #10 / Question #15 How does the boiled frog phenomenon relate to​ entrepreneurs? A. They need to be alert to signals that the​ venture's performance may be worsening. B. They need to be aware of environmental issues. C. They are not aware of endangered species. D. They should continue to focus on sustainability issues. E. They must be more ethical in their business practices.

A. They need to be alert to signals that the​ venture's performance may be worsening.

Chapter #12 / Question #10 When Sarah started at the restaurant as a​ waitress, her boss spent the morning introducing her to​ coworkers, explaining the menu to​ her, and familiarizing her with the​ restaurant's procedures for waiting on customers. What type of training did Sarah​ receive? A. Work unit orientation B. Apprenticeship C. Organization orientation D. Job rotation E. Mentoring and coaching

A. Work unit orientation

Chapter #11 / Question #3 The rights inherent in a managerial position to tell people what to do and to expect them to do it is known as​ ________. A. authority B. span of control C. centralization D. responsibility E. chain of command

A. authority

Chapter #15 / Question #14 Tanya is opposed to drinking​ alcohol, but she has been offered a lucrative job with a beer company. She is tempted to take the job because the pay is nearly double what she is currently​ earning, but she feels hypocritical. Tanya is experiencing​ ________. A. cognitive dissonance B. emotional intelligence C. organizational commitment D. the fundamental attribution error E. the​ self-serving bias

A. cognitive dissonance

Chapter #14 / Question #15 In response to some recent customer complaints about poor​ service, Francesca prepares a training presentation and manual for customer service representatives that outlines expected behaviors and the consequences of infractions. This best demonstrates the​ ________ function of communication. A. control B. information C. exchange D. motivation E. emotional expression

A. control

Chapter #16 / Question #11 The process of combining tasks in order to form complete jobs is referred to as job​ ________. A. design B. scope C. enlargement D. depth E. enrichment

A. design

Chapter #15 / Question #10 The aspect of attribution in which we determine if the behavior exhibited by a person is unusual is referred to as​ ________. A. distinctiveness B. consent C. consistency D. continuity E. consensus

A. distinctiveness

Chapter #16 / Question #7 Carmen is a receptionist at a medical practice. She checks patients in for their​ appointments, schedules new​ appointments, and calls patients to remind them of their appointments. Her job has been redesigned so that she can now accept payments from patients and issue receipts. This change would best describe job​ ________. A. enlargement B. empowerment C. depth D. rotation E. enrichment

A. enlargement

Chapter #10 / Question #6 An​ entrepreneur's decision to exit the venture may be based on the fact that he or she hopes to capitalize financially on the investment in the venture. This is known as​ ________. A. harvesting B. asset valuation C. business valuation D. downsizing E. capitalization

A. harvesting

Chapter #10 / Question #9 In recruiting​ employees, entrepreneurs tent to focus on​ ________. A. matching the person to the organization B. matching the person to the job requirements C. ​short-term employees who can be easily replaced D. large base salaries without learning opportunities E. using traditional HRM practices

A. matching the person to the organization

Chapter #14 / Question #11 Drew is distracted from the​ professor's lecture because his girlfriend keeps sending him text messages about their weekend plans. This is an example of​ ________ in the communication process. A. noise B. decoding C. filtering D. the channel E. feedback

A. noise

Chapter #13 / Question #5 The final project in​ Brent's management class is a group research paper. He likes group work because he knows that even if he​ doesn't do much work on the​ paper, the other members will probably pick up the slack so that they​ don't get a bad grade. This is an example of​ ________. A. social loafing B. group cohesiveness C. process conflict D. norms E. groupthink

A. social loafing

Chapter #11 / Question #2 The organizational structure that is built around​ self-directed work groups that are responsible for all work performance results in their respective areas is a​ ________. A. team structure B. virtual organization C. matrix structure D. project structure E. network organization

A. team structure

Chapter #11 / Question #13 The formal arrangement of jobs within an organization is known as​ ________. A. the organizational structure B. decentralization C. the chain of command D. staff authority E. work specialization

A. the organizational structure

Chapter #18 / Question #2 UPS calculates that a driver will drive approximately 140 miles on an assigned route.​ However, recognizing that the driver may have to make changes due to​ traffic, road​ construction, or​ detours, mileage will not be flagged for further investigation if it is not less than 120 miles nor more than 160 miles. This is an example of​ ________. A. the range of variation B. benchmarking C. deviation disparity D. immediate corrective action E. feedback control

A. the range of variation

Chapter #14 / Question #12 The interpersonal communication process begins with​ ________. A. the sender B. the receiver C. feedback D. decoding E. the channel

A. the sender

Chapter #9 / Question #12 In terms of an​ internal/external analysis, the use of obsolete technology in an outdated facility would be considered​ a(n) ________. A. weakness B. strength C. resource D. opportunity E. threat

A. weakness

Chapter #18 / Question #1 Feedback control is​ ________-oriented, whereas feedforward control is​ ________-oriented. A. ​past; future B. ​future; past C. ​future; present D. ​present; future E. ​past; present

A. ​past; future

Disciplinary actions

Actions taken by a manager to enforce the organization's work standards and regulations

Weaknesses

Activities the organization does not do well or resources it needs but does not possesses

Organizational communication

All the patterns, networks, and systems of communication within an organization