Q&A Hero

Q: Organizational culture is the collection of shared beliefs, values, rituals, stories, and myths that foster a feeling of community among organizational members.

Q: Every organization has its own distinct organizational culture that makes it unique.

Q: A major function of group membership is that it satisfies social needs.

Q: Career success is often a reflection of the strength in one's interpersonal skills.

Q: Employees rather than organizations benefit from a commitment to total person development.

Q: Individuals who remain employed after a round of downsizing experience stronger "survivor" morale after the process.

Q: Mergers, and downsizing have increased the value of having good interpersonal skills.

Q: The quality of one's work is related to one's ability to cope with family problems.

Q: Case 1.1 John and Mabel's company, High-Tech Solutions, is a medium-sized high-tech firm with a core employee group of highly skilled professionals. Around this core is a group of twice as many part-time contract programmers and other computer professionals. As they win programming contracts, they hire contract workers. When work slows, they let the part-timers go but keep their core group. Their target industries are facing increasing government scrutiny and possible regulation due to the number of firms that are doing poor work and causing long-term problems for customers. John believes, when hiring for either the core group or for the part-time work force, they need to look not only at each candidate's technical work skills and competency but also think about other factors as well: the candidate's emotional control, team orientation, self-awareness, self-esteem, and what the company has to offer them in terms of family support. Mabel agrees to a degree. She thinks that the key to productivity and quality is through their people, but she wants to focus more on technical competencies and less on the other areas John mentions. High-Tech Solutions uses teams extensively. Employees are trained how to work in teams, handle conflict, work cooperatively, etc. Joan, a five-year veteran at High-Tech, plays softball in a church league with several of her coworkers. She has asked for investment advice from a couple of the work-group members who are heavily into the stock market. She, in general, highly enjoys her work because of the relationships she has with her coworkers. In sharp contrast, one of the new employees is having a hard time with her supervisor. She wants greater independence and more affirming feedback. The supervisor wants to be sure the new employee can do her job, so he is supervising closely and is giving a lot of corrective feedback. Refer to Case 1.1. This example illustrates the need for strong interpersonal relation skills by alluding to the contemporary business-world trend(s) of a. customer service orientation b. team organization c. increasing use of temporary and part-time workers d. all of these

Q: Case 1.1 John and Mabel's company, High-Tech Solutions, is a medium-sized high-tech firm with a core employee group of highly skilled professionals. Around this core is a group of twice as many part-time contract programmers and other computer professionals. As they win programming contracts, they hire contract workers. When work slows, they let the part-timers go but keep their core group. Their target industries are facing increasing government scrutiny and possible regulation due to the number of firms that are doing poor work and causing long-term problems for customers. John believes, when hiring for either the core group or for the part-time work force, they need to look not only at each candidate's technical work skills and competency but also think about other factors as well: the candidate's emotional control, team orientation, self-awareness, self-esteem, and what the company has to offer them in terms of family support. Mabel agrees to a degree. She thinks that the key to productivity and quality is through their people, but she wants to focus more on technical competencies and less on the other areas John mentions. High-Tech Solutions uses teams extensively. Employees are trained how to work in teams, handle conflict, work cooperatively, etc. Joan, a five-year veteran at High-Tech, plays softball in a church league with several of her coworkers. She has asked for investment advice from a couple of the work-group members who are heavily into the stock market. She, in general, highly enjoys her work because of the relationships she has with her coworkers. In sharp contrast, one of the new employees is having a hard time with her supervisor. She wants greater independence and more affirming feedback. The supervisor wants to be sure the new employee can do her job, so he is supervising closely and is giving a lot of corrective feedback. Refer to Case 1.1. Joan's satisfaction on the job is likely due to which of the following? a. Satisfied social needs and emotional support from her colleagues b. Good stock market advice c. Excellent relations with her supervisors d. Status as a core employee

Q: Case 1.1 John and Mabel's company, High-Tech Solutions, is a medium-sized high-tech firm with a core employee group of highly skilled professionals. Around this core is a group of twice as many part-time contract programmers and other computer professionals. As they win programming contracts, they hire contract workers. When work slows, they let the part-timers go but keep their core group. Their target industries are facing increasing government scrutiny and possible regulation due to the number of firms that are doing poor work and causing long-term problems for customers. John believes, when hiring for either the core group or for the part-time work force, they need to look not only at each candidate's technical work skills and competency but also think about other factors as well: the candidate's emotional control, team orientation, self-awareness, self-esteem, and what the company has to offer them in terms of family support. Mabel agrees to a degree. She thinks that the key to productivity and quality is through their people, but she wants to focus more on technical competencies and less on the other areas John mentions. High-Tech Solutions uses teams extensively. Employees are trained how to work in teams, handle conflict, work cooperatively, etc. Joan, a five-year veteran at High-Tech, plays softball in a church league with several of her coworkers. She has asked for investment advice from a couple of the work-group members who are heavily into the stock market. She, in general, highly enjoys her work because of the relationships she has with her coworkers. In sharp contrast, one of the new employees is having a hard time with her supervisor. She wants greater independence and more affirming feedback. The supervisor wants to be sure the new employee can do her job, so he is supervising closely and is giving a lot of corrective feedback. Refer to Case 1.1. John's approach to hiring is an example of the concept of hiring a. the total person. b. a diverse work force. c. an internationally oriented work force. d. through structured interviewing.

Q: Case 1.1 John and Mabel's company, High-Tech Solutions, is a medium-sized high-tech firm with a core employee group of highly skilled professionals. Around this core is a group of twice as many part-time contract programmers and other computer professionals. As they win programming contracts, they hire contract workers. When work slows, they let the part-timers go but keep their core group. Their target industries are facing increasing government scrutiny and possible regulation due to the number of firms that are doing poor work and causing long-term problems for customers. John believes, when hiring for either the core group or for the part-time work force, they need to look not only at each candidate's technical work skills and competency but also think about other factors as well: the candidate's emotional control, team orientation, self-awareness, self-esteem, and what the company has to offer them in terms of family support. Mabel agrees to a degree. She thinks that the key to productivity and quality is through their people, but she wants to focus more on technical competencies and less on the other areas John mentions. High-Tech Solutions uses teams extensively. Employees are trained how to work in teams, handle conflict, work cooperatively, etc. Joan, a five-year veteran at High-Tech, plays softball in a church league with several of her coworkers. She has asked for investment advice from a couple of the work-group members who are heavily into the stock market. She, in general, highly enjoys her work because of the relationships she has with her coworkers. In sharp contrast, one of the new employees is having a hard time with her supervisor. She wants greater independence and more affirming feedback. The supervisor wants to be sure the new employee can do her job, so he is supervising closely and is giving a lot of corrective feedback. Refer to Case 1.1. By focusing on the competencies of the worker, with which behavior-influencing force is Mabel concerned? a. Family influence b. Personal characteristics c. Work group influence d. Job influence

Q: Case 1.1 John and Mabel's company, High-Tech Solutions, is a medium-sized high-tech firm with a core employee group of highly skilled professionals. Around this core is a group of twice as many part-time contract programmers and other computer professionals. As they win programming contracts, they hire contract workers. When work slows, they let the part-timers go but keep their core group. Their target industries are facing increasing government scrutiny and possible regulation due to the number of firms that are doing poor work and causing long-term problems for customers. John believes, when hiring for either the core group or for the part-time work force, they need to look not only at each candidate's technical work skills and competency but also think about other factors as well: the candidate's emotional control, team orientation, self-awareness, self-esteem, and what the company has to offer them in terms of family support. Mabel agrees to a degree. She thinks that the key to productivity and quality is through their people, but she wants to focus more on technical competencies and less on the other areas John mentions. High-Tech Solutions uses teams extensively. Employees are trained how to work in teams, handle conflict, work cooperatively, etc. Joan, a five-year veteran at High-Tech, plays softball in a church league with several of her coworkers. She has asked for investment advice from a couple of the work-group members who are heavily into the stock market. She, in general, highly enjoys her work because of the relationships she has with her coworkers. In sharp contrast, one of the new employees is having a hard time with her supervisor. She wants greater independence and more affirming feedback. The supervisor wants to be sure the new employee can do her job, so he is supervising closely and is giving a lot of corrective feedback. Refer to Case 1.1. The new employee's difficulty with her supervisor is an example of a. a current growing trend that makes human relations skills important in the workplace. b. sexual harassment. c. the challenge of managing one of the key human relationships each of us has. d. the concept of providing a supportive work environment for today's employee.

Q: Self-disclosure is considered a major theme of interpersonal relations because a. the ability to express anger is the best way to resolve conflicts. b. it helps stop rumors in the workplace. c. the opportunity to express frustration will result in improved customer service. d. it helps eliminate unnecessary guessing games.

Q: The flow of information in a company declines when human relations is lacking a. conflict resolution. b. self-disclosure. c. trust. d. self-assessment.

Q: The major theme of interpersonal relations that deals with an individual understanding of how his/her behavior affects others is a. communication. b. self-awareness. c. motivation. d. trust.

Q: In general, the means by which we come to an understanding of ourselves and others is a. organizational culture. b. trust. c. self-acceptance. d. communication.

Q: The Hawthorne studies contributed to the development of interpersonal relations through the discovery a. of the characteristics of effective managers. b. that breaking jobs into isolated specialized tasks increased worker productivity. c. of the informal organization network that exists among workers. d. that workers need training to be effective in their jobs.

Q: Frederick Taylor's scientific management theory basically argued that a. productivity could be improved by breaking jobs into isolated specialized tasks and assigning workers to each task. b. the informal organization that workers formed through their relationships was the key to productivity. c. there were other ways besides human relations to humanize the workplace. d. organizations needed to determine how to tap workers' desire to perform.

Q: The Industrial Revolution had a profound effect on a. management structure. b. the role of the worker. c. benefit costs. d. family dynamics.

Q: Over time, the human relations movement a. focused more on plant layout and mechanical processes b. had little effect on improvements in productivity. c. offered a simplified perception of employees. d. reflected a shift in values and concerns, from things to people.

Q: Christine is a manager at a consumer electronics retailer. She often works 12-15 hour days and pushes herself and the employees she oversees to work towards perfection. They feel that in order to succeed, they must adopt the same work behaviors, despite feeling stressed and burnt out. Work behavior of the employees is most influenced by a. their personal characteristics. b. the organizational culture. c. supervisory-management personnel. d. work group membership.

Q: In Whole Foods Market, the organization and employees value their customers and consistently strive to provide service that "satisfies and delights." In return, employees' efforts are valued and their results are rewarded. In this example, work behavior is influenced by a. organizational culture. b. job influence. c. family influence. d. motivation.

Q: From an interpersonal relations perspective, major forces that influence work behavior include a. the general state of the economy. b. the organizational culture, supervisory-management personnel, and group cohesiveness. c. the physical characteristics of the workplace environment. d. the technological methods and infrastructure used to accomplish an organization's work processes.

Q: Organizations that address conditions in employees' personal lives and offer programs in total personal development discover a. distraction from organizational vision. b. lower worker productivity. c. increased worker commitment and efficiency. d. higher employee turnover.

Q: Peter's workplace contains a gym and on-grounds day care service. The company also offers employees monthly seminars on a wide range of topics such as stress management and living on a budget. Peter's employer demonstrates an appreciation for developing the concept of a. the total person. b. diversity. c. group membership. d. values.

Q: Individuals can achieve greater satisfaction from their careers and personal lives when they are supported and strive to manage a. the relationships with their personal selves. b. their one-to-one relationships. c. their group member relationships. d. all of these.

Q: People skills are usually described as having the following abilities a. internal motivation and general enthusiasm b. managing time effectively and teamwork c. techincal ablities and good interaction with people d. good interaction with people and thinking skills

Q: Studies have shown that more people fail at their jobs because a. they were not trained b. their job descriptions did not match expectations c. they had demonstrated abrasive personalities d. their technical skills were lacking

Q: The increase in workplace incivility particularly threatens which of the essentials of good interpersonal relations? a. Teamwork and group relations b. Assembly productivity c. Appropriate use of workplace technology d. Relationships between supervisors and subordinates

Q: Many companies are improving interpersonal relations by a. attempting to establish a strong financial structure to ensure employee satisfaction. b. using technology to enhance employee involvement in management decisions. c. organizing their workers into teams in which each employee plays a part. d. offering more services to stockholders.

Q: One reason that the importance of interpersonal relations in business is increasing is a. organizations' ability to demonstrate bottom-line results. b. the increasing isolation of the work through the use of computer technology. c. organizations' increasing customer service orientation. d. the decreasing costs of implementing human relations programs.

Q: The study of human relations broadly analyzes a. workplace relations, dilemmas, and strategies. b. human behavior, prevention strategies, resolution of behavioral problems, and self-development. c. the relationship between human behavior and technological advances. d. individual behavior patterns.

Q: Valuing differences::a. Is also called awareness training b. Is a form of diversity training c. Respects each person's cultural differencesd. All of these are true about valuing differences

Q: In 2010 the number of sex-based discrimination charges filed is:a. Over 50,000 b. Unknown - no one tracks this c. Essentially zerod. Over 10.000

Q: Access discrimination occurs when:a. Minorities are rejected when they apply for job b. Training is not offered to females c. Pay raises are not given to minoritiesd. Females are harassed at work

Q: Programs that focus on the needs of working mothers include: a. Flexible work schedules b. Child care programs c. Elder-care programs d. All of the above could help many working mothers

Q: A managing diversity approach requires all of the following except: a. Some one-shot diversity training programs b. Long term commitment to change c. A substantive change in culture d. Modified definitions of leadership and management

Q: Diversity training is: a. Common among organizations today b. Required by law c. Declining in importance as fewer women and minorities enter the workforce d. Required by Executive order

Q: Which of the following is not a step in meeting affirmative action guidelines; a. Analyze the surrounding labor market b. Prepare a policy statement on equal employment opportunity c. Develop goals to correct underrepresented groups d. Hire women and minorities no matter what their qualifications for a job

Q: Sexual harassment is a form of:a. Access discrimination b. Treatment discrimination c. Fun - it is not discrimination at alld. Glass ceiling discrimination

Q: Quid quo pro sexual harassment means that: a. Sexual conduct is used as the basis of an employment decision b. A hostile work environment was created c. Employees are unhappy with jokes and remarks d. Employees just feel uncomfortable with someone's remarks

Q: Cultural diversity is: a. Mandated by the EEOC b. People from different cultures in a work place c. Legal is you have an affirmative action plan d. Dictated by Title VII

Q: A hostile work environment is:a. The way life is b. Legal if job related c. A form of illegal sexual harassmentd. Illegal only based on sexual preference

Q: Treatment discrimination means:a. Not making jobs available to minorities b. Not having an affirmative action plan c. Not promoting white malesd. Not training women for upper level jobs

Q: Women and minorities are::a. Not being hired by US companies b. Being hired but not promoted as quickly to upper management positions c. Being promoted very quickly to upper management positionsd. Women are promoted very rapidly, but minorities are not being promoted as quickly

Q: To raise the awareness of cultural differences which of the following is true? a. Give a humorous lecture b. Separate groups by culture when training them c. Some questions that generate discussion need to be asked d. Show some exciting videos

Q: Diversity management differs from affirmative action in that affirmative action is: a. Focuses primarily on women and people of color b. proactive c. inclusive d. focused on building diverse teams

Q: Executive Order 11246 issued by President Johnson requires federal contractors to undertake affirmative action processes. This impacts federal contracts that are over:a. $1,000 b. $10,000 c. $100,000d. $1,000,000

Q: The main federal EEO law is derived from:a. Civil Rights Acts of 1991 b. Title IX c. Title VII of the Civil Rights Act of 1964d. The Taft-Hartley Act

Q: The glass ceiling is: a. barriers to women and minorities entering top management positions b. a planned way companies keep women and minorities out of top management c. the fancy ceiling in the executive wing of an office building d. usually part of the company policy manual

Q: Recent immigration patterns to the U.S. indicate that: a. Hispanic immigration peaked in the 1960s b. Mexicans represent the largest portion of the foreign born in the U.S. c. Asia is the source of most recent immigration d. none of the above is correct

Q: Equal employment law:a. covers situations where the opportunities for particular groups (such as women and minorities) are limited, e.g., they are not allowed into training programsb. applies only to hiring employees on a fair basisc. does not apply to the training of employeesd. includes training ( but only covers disability and age discrimination

Q: An organizational culture is BEST described as: a. a set of shared interests b. a set of shared values, beliefs, norms and patterns of behavior c. a set of shared activities and interests d. a set of values, beliefs, norms and patterns of behavior that are basically identical across all employees

Q: Traditionally, a key element in moving into higher level positions in organizations is having a mentor.

Q: Interpersonal distance do not vary for people from different cultures.

Q: Over one-half of US companies offer some form of cross-cultural training.

Q: The focus on a managing diversity program is on inclusion.

Q: Females have both moved up in organizations and achieved pay equity with men over the last 20 years.

Q: Artifacts and patterns of behavior play an important role in the socialization process.

Q: Organization culture includes a set of shared values and beliefs.

Q: The status of affirmative action plans is clear and unchallenged.

Q: Affirmative action can require organizations to practice preferential recruiting and hiring.

Q: Equal opportunity is the giving of preferences to women and minorities in employment decisions.

Q: The two forms of sexual harassment are quid quo pro and hostile work environment.

Q: In 2009 the US foreign born population exceeded 12 percent of the population..

Q: An organization may go through a strategic change due to all of the following except:a. Acquisition b. Merger c. A new management teamd. The legal environment

Q: The first step in designing an intervention strategy is to:a. Diagnose the environment b. Develop and action plan c. Design an evaluation pland. Develop a force field analysis

Q: An external change agent's role should be determined by the:a. President b. Change manager c. Union leaderd. HR Manager

Q: According to Trahant and Burke the strongest predictor of the success of an Organizational Transformation intervention is: a. Union acceptance b. Employee commitment at the lowest levels of the organization c. Committed leadership in the earliest stages of change d. Supervisor support

Q: A learning organization focuses on:a. Education b. Continuous learning by everyone c. Lots of training programsd. Having a good corporate library

Q: Organization culture is:a. A bunch of people from the same country b. Everyone is related to each other c. A group of "good old boys"d. A system with shared values and beliefs

Q: TQM and SMT interventions: a. Are basically the same thing b. Have some significant differences c. Quality is the only goal of both interventions d. Training of employees for both interventions is exactly the same

Q: A quality circles group consists of: a. A steering committee b. A facilitator c. The circle leaders d. All of these are members of a quality circles group

Q: Working 4 - 10 hours shifts in a week is an example of:a. Working overtime b. Flextime c. Compressed work weekd. Working exempt time

Q: Job enlargement:a. Provides greater variety in the job b. Provides varying tasks to employees c. Moves people into different jobsd. Increases the work load for the worker

Q: Group effectiveness depends on all of the following except: a. If the group likes each other b. If group output meets standard c. If the group members are learning to work independently d. If the groups efforts are adding to individual growth

Q: A cooperative agreement is a strategy between: a. The organization and the labor union b. The organization and the IRS c. The union and the EEOC d. The organization and a third party consultant

Q: The change manager: a. Makes forced changes in the organization structure b. Oversees the design of the intervention strategy c. Changes the pay structure of the organization d. Is always an external consultant

Q: A cooperative agreement between Management and a union means that: a. Both must be willing to make changes in accountability and the ways employees perform their jobs b. Both must agree on wage issues c. The union 'accepts' the way management wants work performed d. Management gives in to the union on important issues