Reference no: EM133213209

Assignment:

1. "We are certainly in a better position in terms of diversity management than we were five years ago," said the CEO of Home Health Solutions. "We certainly have a more diverse employee population, and we have taken steps to involve people from different backgrounds in our business operations. However, I expect us to do more. We must be an organization where diversity not only exists, but is valued. We must __________."

• encourage minority group members to adopt the norms of the majority
• fully integrate minority group members, both formally and informally
• strive to build a more homogeneous employee population
• focus primarily upon employees' visible differences, like race or sex
• encourage more intergroup productive conflict

2. Fiona Hughes, the international manager of marketing, is traveling on business in a foreign country. She is negotiating a large contract with the ministry of agriculture, and the minister's deputy is asking for a "facilitation fee" of $250 USD to relax certain contractual requirements. At this point, Fiona should

• pay the deputy because the value of the contract is significant.
• accuse the deputy of unethical behavior and immediately return home.
• counter with a smaller amount, for example, $225 USD.
• comply with her company's ethics program, telephoning the ethics officer or legal counsel as needed.
• contact law enforcement authorities in the foreign country

3. According to Geert Hofstede's model, managers should be aware of a culture's level of individualism or collectivism; or the extent to which

• people act as individuals or part of a group.
• power within the society is distributed equally.
• quantity of life is valued over quality of life.
• people are able to easily assimilate.
• people feel threatened by ambiguous situations.

4. _________ is the entire process of understanding and appreciating employee differences to build a more effective and profitable company.

• Crowdsourcing
• Managing diversity
• Affirmative action
• Assimilation
• Standardization

5. __________ is one of the goals of diversity training.

• Maintaining a homogenous team
• Identifying and reducing hidden biases toward minority groups
• Increasing instances of groupthink
• Decreasing cultural integration
• Encouraging minority group members to adopt the norms of the majority

6. Academic research shows that __________ lead(s) to higher organizational performance.

• a good product and marketing of that product
• a clear vision and communication of that vision
• strong employees and good customer service
• a matrix organization and career ladder
• a consumer focus and a hierarchy

7. Research indicates that the performance and maintenance dimensions of leadership are

• unrelated to employee satisfaction.
• independent of each other.
• neither dependent nor independent on each other.
• strongly interdependent.
• unrelated to task efficacy

8. The __________ approach downplays personal characteristics in favor of the actual conduct that leaders exhibit.

• trait
• behavioral
• strategic
• situational
• shared

9. "Dr. Redstone, welcome to Doctors Without Borders," said the program administrator. "I will serve as your organizational manager 'in name only,' as we both know that I will not be providing much management, much less leadership, to your team in a foreign country. I'm confident, however, that you will not lack for leadership. After all, you will be working closely with several highly experienced professional colleagues in an environment that demands the close cooperation of a tight-knit group. Furthermore, the rules and procedures that govern your work are rigid, so your operating flexibility will be limited." In this case, the program administrator is counting upon __________ to provide a positive influence on Dr. Redstone.

• directive leadership
• substitutes for leadership
• task-oriented behavior
• day-to-day supervision
• autocratic leadership

10. In Fiedler's contingency model of leadership effectiveness, leadership styles were measured with an instrument assessing the leader's

• drive.
• psychological maturity.
• self-confidence.
• task orientation.
• least preferred coworker.

11. For a workplace goal to be motivating, it

• has to be provisional.
• has to be subjective.
• has to be easy to achieve.
• should not be quantifiable.
• has to be acceptable to employees.

12. __________ create a workplace that enhances employee well-being and satisfaction.

• Implicit contracts
• Psychological contracts
• Quality of work life (QWL) programs
• Motivation programs
• Union contracts

13. _________ involves the instances of withdrawing or failing to provide a reinforcing consequence.

• Negative reinforcement
• Positive reinforcement
• Extinction
• Expectancy
• Egocentrism

14. After a rough week and against her better judgment, Leesa tells Tarik she is tired of arguing with him over trip reports. She makes an exception for him and, against policy, says he no longer needs to fill them out. A week later, another sales rep comes to her and asks to stop preparing reports, just like Tarik. Why do you think Leesa now has a managerial problem?

• She misused expectancy theory with Tarik.
• She failed to consider two-factor theory.
• She failed to provide procedural justice.
• She administered job enrichment unfairly.
• She provided an intrinsic reward to Tarik.

15. Viktor's work performance has greatly improved over the course of the past two months, so his boss decided to upgrade his status from that of a temporary employee to that of a permanent employee. This is an example of

• negative reinforcement.
• punishment.
• extinction.
• glass ceiling.
• intrinsic reward

16. In a new team work environment, rewards are based on

• avoiding risk taking behaviors.
• individual performance and contributions to team performance.
• management success.
• individual performance.
• promoting groupthink among members.

17. A(n) __________ relationship is created when managers are called on to mediate conflict between two organizational units.

• service
• work-flow
• stabilization
• audit
• liaison

18. In __________, the first-line manager plans, organizes staffs, directs, and controls them, and other groups provide support activities, including quality control and maintenance.

• autonomous work groups
• self-designing teams
• self-managed teams
• traditional work groups
• semiautonomous work groups

19. _________ make or do things like manufacture, assemble, sell, or provide service.

• Work teams
• Focus groups
• Staff departments
• Quality circles
• Interest groups

20. _________ make or do things like manufacture, assemble, sell, or provide service.

• Work teams
• Focus groups
• Staff departments
• Quality circles
• Interest groups

21. _________ make or do things like manufacture, assemble, sell, or provide service.

• Work teams
• Focus groups
• Staff departments
• Quality circles
• Interest groups

22. Among the different working relationships of teams, __________ relationships are created when teams with problems call on centralized sources of expert knowledge.

• audit
• work-flow
• advisory
• stabilization
• service

23. Bill, an American sales manager, travels to Argentina to make a business presentation. His counterpart, Carlos, does not speak English very well. During the presentation, when Bill pauses after a question, Carlos takes a long time to respond. When he does respond, he uses poor grammar and mispronunciations. How should Carlos's reaction be interpreted?

• Carlos lacks experience in his field.
• Carlos is thinking slowly in his language.
• Carlos is not interested in the presentation.
• Carlos has poor knowledge of the topic.
• Carlos is stereotyping Bill.

24. A disadvantage of oral communication is that

• it is less persuasive than written communication.
• the sender lacks immediate and direct feedback.
• it can lead to spontaneous, regrettable responses.
• it requires the sender to record the message permanently.
• the message must be long enough to include answers to questions.

25. When you withhold, ignore, or distort information, you are using the process of

• filtering.
• encoding.
• perception.
• accommodation.
• verbal communication.

26. Amir has decided to work from home because his wife is ill. He uses e-mails and teleconferencing to communicate with his team members and customers. This system of working is an example of

• brainstorming.
• outsourcing.
• virtual offices.
• job rotation.
• job sharing.

27. A dark aspect of using digital communication channels is that it makes it easier to

• avoid nonessential direct contact with people.
• share data.
• lengthen negotiations.
• be intentionally hurtful.
• present opinions.

28. Select the relationship represented by the balance sheet.

• assets + liabilities + stockholders' equity = 0
• assets + liabilities = stockholders' equity
• assets = liabilities + stockholders' equity
• assets + stockholders' equity = liabilities
• assets = liabilities - stockholders' equity

29. Cole, an outside salesman for Rainforest Products, angrily told his supervisor, "I received a memo from our accounting department that, effective immediately, all employees and their managers will receive a monthly report measuring each employee's days-in-office statistics. And over the next 12 months, the days-in-office metric is expected to increase by 50 percent to reduce our firm's travel costs. How can I do outside sales, when I am expected to spend more days inside the office?" Cole is expressing a view that his firm is committing the "deadly sin" of __________ by measuring days-in-office for outside sales people.

• narcissism
• frivolity
• pettiness
• inanity
• vanity

30. Which statement is accurate regarding managing in an empowered world?

• "High-flex" organizations are based on obedience.
• Team performance and adding value to the customer should be emphasized.
• Information must police decision making.
• Close supervision, checks, and balances are recommended.
• Emphasis should be put on managing by numbers.

31. _________ motivates people and provides information that enables them to correct their own deviations from performance standards.

• Blaming
• Groupthink
• Management myopia
• Feedback
• Provincialism

32. In __________ control, instead of waiting for results and comparing them with goals, a manager or employees can exert control by limiting activities in advance.

• feedforward
• concurrent
• feedback
• market
• internal

33. Proactive organizations are those striving to create new opportunities to satisfy unarticulated needs.

• True
• False

34. "Microtech Industries does not want to sell the technology, but Microtech is willing to allow us to legally use the technology for a fee," said Nadia, a sales professional, "and I would like to use their technology in our proposed project for Aero International." The division manager replied, "OK. I'm fine with that. I will approve expenditure for a(n) __________ fee."

• transfer
• license
• customs
• patent
• development

35. During the __________ stage, management realizes that its current practices are no longer appropriate and the company must break out of its present mold by doing things differently.

• unfreezing
• moving
• refreezing
• molding
• force-field analysis

36. Marta has developed and patented a new process for recycling plastic. A number of companies have expressed an interest in buying her company in order to gain access to the technology. If she sells her company, the buyer will be obtaining the new technology through

• acquisition of the technology owner.
• research partnerships and joint ventures.
• technology trading.
• contracted development.
• internal development.

37. Leading change requires organizations to

• tolerate some complacency.
• focus on top-down communication.
• instill punishments for resistance.
• create guiding coalition.
• work around key stakeholders.