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Q:
Greg, a manager at Loop & Holes Inc., decides to introduce storytelling to communicate values the organization seeks to embody. What techniques should Greg employ to instill great storytelling skills?
Q:
Which generation places more value on global awareness and heroism?
A. Traditionalists
B. Busters
C. Xers
D. Millennials
E. Boomers
Q:
_____ are the first generation to be truly surrounded by technology and a media-driven world.
A. Boomers
B. Traditionalists
C. Busters
D. Xers
E. Millennials
Q:
Which of the following generations focuses on loyalty not to the company but to relationship with others?
A. Boomers
B. Traditionalists
C. Generation Y
D. Xers
E. Millennials
Q:
_____ work values tend to focus on quality of life and nonconformance.
A. Traditionalists'
B. Busters'
C. Xers'
D. Millennials'
E. Boomers'
Q:
Which of the following generations embraces strong work ethic values?
A. Boomers
B. Traditionalists
C. Baby Busters
D. Xers
E. Millennials
Q:
Which of the following is true about stereotyping?
A. It is based on differences verified by empirical research on actual intergroup differences.
B. It allows for individual differences.
C. It assumes a higher probability that members of a group share the traits of the group.
D. It views cultural differences as neutral.
E. It ascribes motives for group members' behavior.
Q:
Which of the following is true of a manager who is diversity aware?
A. His/her decisions are based on false assumptions and anecdotal evidence.
B. He/she judges traits of a group as positive or negative.
C. He/she assumes characteristics thought to be common to a group apply uniformly to every member of that group.
D. He/she views cultural differences as neutral.
E. He/she ascribes motives for group members' behavior.
Q:
Why is group functioning in diverse groups more difficult?
A. Diverse groups are less likely to see situations in similar ways.
B. It is hard for the team to avoid groupthink.
C. More time is available for work performance because group process is ignored.
D. Behaviors of individual team members do not conform to the averages.
E. Diverse groups lack the potential to achieve positive outcomes.
Q:
Which dimension of national culture is characteristic of informal business attitude?
A. High power distance
B. Low masculinity
C. High long-term orientation
D. Low individualism
E. Low uncertainty avoidance
Q:
Which of the following characteristics is true about a low long-term orientation?
A. Family is the basis of society
B. Parents and men have more authority than young people and women
C. Strong work ethic
D. High creativity, individualism
E. High value placed on education and training
Q:
Which dimension of national culture is characteristic of having supervisors and employees treated as equals?
A. Low individualism
B. Low power distance
C. High long-term orientation
D. High power distance
E. High individualism
Q:
Which of the following characteristics is true about high individualism?
A. An enjoyment of challenges, and an expectation of rewards for hard work.
B. Disregard for privacy.
C. Emphasis on mastery and competence.
D. Work for intrinsic rewards.
E. Harmony more important than honesty.
Q:
_____ refers to the degree to which people accept economic and social differences in wealth, status, and well-being as natural and normal.
A. Individualism
B. Achievement orientation
C. Power distance
D. Uncertainty avoidance
E. Long-term orientation
Q:
Which of the following is true about a matrix form of departmentation?
A. It is also called the self-contained form of departmentation.
B. It maximizes coordination and communication.
C. It is rather rigid and slow to respond.
D. Specialized functional knowledge has to be developed.
E. The departments are staffed by a specialist in an organizational function.
Q:
Which of the following is true about a divisional form of organization?
A. It groups people by function for a specific project or line of business.
B. It lessens work involvement.
C. It promotes skill specialization.
D. It promotes delegation of authority and responsibility.
E. It is used in small- to medium-sized organizations.
Q:
Which of the following is true about a functional form of organization?
A. It promotes clear career ladders in large departments.
B. The activities are grouped based on the company's products and services.
C. It leads to duplication of resources.
D. Employees are grouped on the basis of function for a specific project.
E. It creates a highly flexiblerapid response environment.
Q:
Due to the sudden change in the market environment, with the dual focus of technical specialization and faster information processing, Horla & Co., a pioneer in the field of medical supplies, moved from grouping its activities based on its products to grouping its employees based on its functions. What form of departmentation has the company adopted?
A. Divisional
B. Functional
C. Matrix
D. Specialist
E. Involuntary
Q:
The goals of Secure LLC., a company offering secure wireless installations, are product specialization and innovation. The functions of the company are grouped on the basis of the products it offers to its customers. Which of the following organizational forms has been adopted by the company?
A. Matrix
B. Involuntary
C. Functional
D. Specialist
E. Divisional
Q:
Loty Shoes Inc., is a medium-sized shoe-manufacturing company, using routine technology to achieve its goals of efficiency. The company hires only specialists in shoe designing to staff its production department. What form of departmentation is the company demonstrating?
A. Matrix
B. Functional
C. Involuntary
D. Self-contained
E. Specialist
Q:
Which of the following is true about a company with the adhocracy culture?
A. There is a high value placed on stability and control.
B. Increased formalization rules the organization.
C. Risk taking is encouraged and innovation is valued in the company.
D. The leaders' role mainly consists of organizing, monitoring, measuring, and evaluating the activities of subordinates.
E. Most promotions occur from within the organization.
Q:
Which of the following is true about an organization advocating the market culture?
A. There is a strong value placed upon flexibility.
B. A high degree of individual development exists.
C. Leaders fill the role of a mentor rather than a task master.
D. Driven and competitive people thrive in this culture.
E. Company spends a great deal of time and effort in developing their next generation leaders.
Q:
Which of the following is true about a company with a hierarchical culture?
A. Increased formalization rules the organization.
B. The company is directed toward competing in its market segments.
C. Flexibility within the organization is highly valued.
D. Leaders exhibit an entrepreneurial role than one of controlling.
E. The company's focus is externally directed.
Q:
The values of discretion and dynamism with a focus outside of the organization is the culture most prevalent in Kofi & T Inc., a company providing networking solutions. According to Quinn's Competing Values Model, what organizational culture does the company exhibit?
A. Clan
B. Adhocracy
C. Market
D. Hierarchy
E. Traditional
Q:
H&P Inc., a company supplying hardware components to some of the biggest automobile manufactures worldwide, is geared toward competing in its market segments. The senior managers, therefore, use strict measures of performance to control subordinate behavior. According to Quinn's Competing Values Model, what organizational culture exists in the company?
A. Adhocracy
B. Clan
C. Hierarchy
D. Market
E. Traditional
Q:
A company specializing in automotive engineering, Derl Inc., places a premium on stability and control with a focus on integrity and unity within the organization. According to Quinn's Competing Values Model, what organizational culture exists in the company?
A. Hierarchy
B. Collaboration
C. Clan
D. Market
E. Adhocracy
Q:
Which of the following is true about a company with the clan culture?
A. The leadership role primarily consists of organizing, monitoring, measuring, and evaluating the activities of the subordinates.
B. High value is placed on stability with a focus outside of the organization.
C. Employee performance is the most important factor for promotion.
D. Driven and competitive people thrive in this culture.
E. Major number of promotions occurs from within the company.
Q:
Tear & Stitch LLC, a company specializing in media and technology, strongly believes in the existence of dynamism and integration within the organization. According to Quinn's Competing Values Model, what organizational culture exists in the company?
A. Market
B. Hierarchy
C. Clan
D. Tradition
E. Adhocracy
Q:
Which of the following is true about the rites of integration? It serves to:
A. reinforce the company's norms and values.
B. help employees learn and internalize the company's norms and values.
C. motivate commitment to norms and values.
D. change the company's norms and values.
E. build common norms and values amongst the employees.
Q:
In an organizational culture, companies often employ the rites of passage to:
A. build common norms and values.
B. learn and internalize the company's norms and values.
C. change the company's norms and values.
D. motivate commitment to norms and values.
E. reinforce the company's norms and values.
Q:
As part of its culture preservation drive, Lorn Inc., an event management firm, selects and rewards an Employee of the Year' during its annual performance appraisal with a view to motivating its employees' commitment to the company's norms and values. This is an example of the company following the rites of:
A. internalization.
B. passage.
C. degradation.
D. enhancement.
E. integration.
Q:
In order to communicate status, executives and managers often have huge computer monitors and up-to-date new computers, while employees, who use their computers for most of the day, have smaller screens and slower computers.
Q:
To communicate status in an organization, managers have cubicles, executives have offices, and others have corner offices.
Q:
To communicate status, executives have reserved spaces while others use an open lot.
Q:
Managers wear yellow hard hats in plants, while workers wear white to communicate status.
Q:
Xers place more value on global awareness, heroism, and goal achievement.
Q:
Surface-level diversity refers to differences that are easily seen and generally verifiable.
Q:
A company that values inclusiveness has fewer talented workers to choose from.
Q:
It is critical that the most senior managers live and breathe inclusiveness.
Q:
In a low masculine culture, there exists a well-defined distinction between men's work and women's work.
Q:
Countries that allow inequalities to exist or believe they are natural are high in power distance.
Q:
Aggressiveness is the degree to which organizational activities emphasize maintaining the status quo in contrast to growth.
Q:
Person-organization fit represents a shared way of being, acting, and interpreting life in the company.
Q:
In a product form of organization, activities are grouped on the basis of a specific project, product, or line of business.
Q:
A matrix form of departmentation minimizes coordination and communication.
Q:
A functional form of organization is used when the environment is stable, and the organization is small to medium-sized.
Q:
The height of an organization is the number of people that report directly to a single manager.
Q:
Organizational structure represents a shared way of being, acting, and interpreting life in the company.
Q:
In a very strong culture, there is a great deal of variance in the way people think and behave within the organization.
Q:
According to research conducted, clans enjoyed superior performance when the industry was engaged in more dynamic competition and where barriers to entry were low.
Q:
From a behaviorist's view, trying to change culture without changing the reward system is an absolutely futile exercise.
Q:
An adhocracy culture is the opposite of a hierarchical culture.
Q:
In a market culture, an employee's current contribution or performance is the most important factor for employee payment or promotion.
Q:
Burn & Ashes Inc., a publishing and advertising company, places a high value on stability and control with a focus on integration and unity. This is an example of the existence of a hierarchical culture in an organization.
Q:
According to Quinn's Competing Values Model, a company that places strong value upon flexibility and internal focus of the organization has a hierarchical culture.
Q:
In order to build common norms and values, a company adopts the rites of integration.
Q:
Firing a top executive to reaffirm the company's norms and values is an example of rites of degradation.
Q:
The purpose behind the rites of passage is to motivate commitment to company's norms and values.
Q:
The elements of culture that are unseen and not identified or realized in everyday interactions between organizational members are called values.
Q:
Organizational culture can best be defined as the work roles and authority relationships in an organization.
Q:
The best inclusiveness strategy is to be blind to all differences.
Q:
Northlake Inc., is facing a voluntary employee turnover with many high performers quitting. What are the possible reasons for high performers quitting the company?
Q:
Integrity tests actually make accurate predictions of bad behavior at work. Justify the statement.
Q:
Carl, a manager at Aim & Dart, wants to test job candidates for their ability to learn and acquire cognitive skills. Given that increasing the minority representation at Aim & Dart is a top priority, what predictor(s) should Carl adopt and why?
Q:
Beyond the structured approaches, what are the other important interview reminders for interviewers?
Q:
What are the guiding principles to decide on the methods and the assessment for the most effective selection process?
Q:
"Selling" a job to applicants rarely works out. Providing little to no information about the job does not work either. What is the best way to give an accurate description of the job to reduce future turnover?
Q:
Managers are better recruiters than human resource and corporate recruiters. Present supporting claims to this statement.
Q:
Flaren & Co., a company providing superior marketing services in the U.S., discovers a pattern in the last two years' applicant profiles: 87 percent are males and majors. The manager of the company realizes the need to reflect the company's commitment to diversity. In order to attract more diverse applicants to the organization, what steps should the manager implement?
Q:
Well & Healthy, a big pharmaceutical chain in Chicago, wishes to attract applicants to fill various job vacancies at many of its branches. What strategies should the company employ to attract the best talent?
Q:
As the manager of Buckle & Buckle Inc., how would you go about recruiting recent graduates for your company?
Q:
What benefits does a company enjoy if it establishes the decision-making process before it decides to hire an employee?
Q:
List the key guidelines to avoid disparate treatment and adverse impact under the employment law.
Q:
Characterize a good job description.
Q:
Explain the two important aspects of employee success targeted in a selection process.
Q:
Good recruiters "sell" their organizations to good candidates. Contradict the statement.
Q:
With regard to the relationship between satisfaction and job aspects for different performance levels, _____ are least satisfied compared to other categories of performers with respect to learning new skills.
A. high-performing quitters
B. low-performing quitters
C. high-performing stayers
D. low-performing stayers
E. average performers
Q:
_____ turnover occurs when separation is initiated by the organization due to poor performance or downsizing.
A. Dysfunctional
B. Unavoidable
C. Involuntary
D. Functional
E. Avoidable
Q:
During an interview, Graham asks the applicant, Jack, "Do you believe you are too honest to steal at work?" What test is Graham using?
A. Personality-based integrity test
B. General mental ability test
C. Psychometric test
D. Overt integrity test
E. Simulation test
Q:
Integrity tests are those that:
A. measure a person's ability to learn and acquire intellectual skills.
B. detect and predict deviant behaviors of candidates on the job.
C. test the applicant's capability for doing a particular job.
D. attempt to objectively measure aspects of the candidate's physical ability or personality.
E. test aspects like leadership, teamwork skills, extraversion, and creativity.