Q&A Hero

Q: The Manager as a Person _____ values signify what an organization and its employees are trying to accomplish. A. Instrumental B. Terminal C. Intrinsic D. Nominal E. Extrinsic

Q: The Manager as a Person Why can hiring people through the attraction-selection-attrition (ASA) framework be disadvantageous? A. Like-minded employees have difficulty offering fresh perspective. B. Like-minded employees prefer working in dynamic ever-changing environments. C. Like-minded employees do not have an external locus of control. D. Like-mindedness prevents the emergence of a dominant personality profile. E. Like-minded employees are the least likely to stay in an organization for a long period of time.

Q: The Manager as a Person The model developed to explain the role that founders personal characteristics play in determining organizational culture is known as the _____ framework. A. avoidance-selection-attribution B. attraction-selection-attrition C. aptitude-strategy-attitude D. ability-skills-attitude E. attitude-socialization-assimilation

Q: The Manager as a Person The attraction-selection-attrition framework suggests that the founders of organizations tend to be attracted to and select employees _____. A. with similar educational qualifications B. with diverse interests and skills C. whose personalities are similar to theirs D. whose need for power is high E. whose need for achievement is low

Q: The Manager as a Person When people belong to the same organization, they tend to share certain beliefs and values that lead them to act in similar ways. This is known as _____. A. organizational socialization B. organizational culture C. emotional intelligence D. conscientiousness E. emotional integration

Q: The Manager as a Person _____ reflects the distinctive ways in which organization members perform their jobs and relate to others inside and outside the organization. A. Organizational culture B. Emotional intelligence C. Organizational control D. Negative affectivity E. Conscientiousness

Q: The Manager as a Person Which of the following statements demonstrates that Jonathan, the general manager of Dawson and Co., has low emotional intelligence? A. He has no trouble handling his own moods. B. He is able to understand the challenges and frustrations faced by his employees. C. He cannot identify or interpret the moods of his employees. D. His emotions seldom interfere with his decision making. E. His ability to empathize with his employees creates strong interpersonal ties.

Q: The Manager as a Person Which of the following statements demonstrates that Amanda, the general manager of Waterworks Ltd., has high emotional intelligence? A. She has trouble handling her own moods satisfactorily. B. She is able to interpret the moods of her employees with no difficulty. C. She cannot identify or manage the moods of her employees. D. Her emotions often interfere with her decision making. E. She cannot understand the frustrations and challenges her employees sometimes face.

Q: The Manager as a Person George is an efficient and effective manager who has a hard time managing his own moods and understanding those of his employees. This shows that he is low on _____. A. introversion B. conscientiousness C. negative affectivity D. emotional intelligence E. organizational citizenship behavior

Q: The Manager as a Person Tony is a manager with the ability to understand and gauge the moods and feelings of his employees with little difficulty. Tony displays high _____. A. emotional intelligence B. negative affectivity C. organizational socialization D. introversion E. organizational integration

Q: The Manager as a Person _____ helps managers maintain their enthusiasm and confidence and energize subordinates to help the organization attain its goals. A. Negative affectivity B. Introversion C. An external locus of control D. A high need for power E. Emotional intelligence

Q: The Manager as a Person Which of the following is true of moods and emotions? A. Moods last longer than emotions. B. Emotions last longer than moods. C. Changes in mood do not affect judgment. D. Changes in emotion do not affect judgment. E. Moods and emotions do not influence each other.

Q: The Manager as a Person In what way do moods differ from emotions? A. Unlike emotions, moods are extremely intense and are directly linked to a cause. B. Unlike emotions, moods do not affect ethical decision making. C. Unlike moods, emotions are relatively short-lived. D. Unlike moods, emotions never linger after being dealt with. E. Unlike moods, emotions can result in increased creativity, whether positive or negative.

Q: The Manager as a Person Which of the following is true of emotions? A. Emotions have no effect on moods. B. Emotions persist over long periods of time. C. Emotions that have been dealt with never linger. D. Emotions play important roles in ethical decision making. E. Emotions do not affect judgment.

Q: The Manager as a Person _____ are intense and relatively short-lived feelings. A. Moods B. Emotions C. Attitudes D. Norms E. Values

Q: The Manager as a Person People who are high on negative affectivity are especially likely to experience _____. A. enthusiasm B. elation C. distress D. satisfaction E. contentment

Q: The Manager as a Person People who are high on extraversion are especially likely to experience _____. A. fear B. hostility C. distress D. enthusiasm E. nervousness

Q: The Manager as a Person Which of the following is true of people who are high on negative affectivity? A. They experience positive moods frequently. B. They are very optimistic and friendly. C. They are incapable of feeling happy. D. They experience negative moods frequently. E. They are incapable of being pessimistic.

Q: The Manager as a Person Which of the following is true of organizational commitment? A. It is the process by which individuals enter, advance within, and leave organizations. B. It helps managers perform their figurehead and spokesperson roles. C. It is of the same intensity across all countries and is unaffected by sociocultural factors. D. It is the process by which newcomers internalize an organization's values and norms. E. It contributes little toward the formation of a strong organizational culture.

Q: The Manager as a Person Organizational commitment can be defined as _____. A. the collection of feelings and beliefs that managers have about their organization as a whole B. the process by which individuals internalize the values and expectations of an organization C. the training received by newcomers which teaches them the norms of the organization D. the collection of terminal and instrumental values that are held by an organization E. the rites of passage that determine how individuals enter, advance within, and leave organizations

Q: The Manager as a Person Which of the following employees exhibits organizational citizenship behavior? A. Gary: An efficient manager who doesn't work beyond the minimum hours stipulated by his company B. Morgan: An efficient manager who, as a matter of principle, never consents to work on weekends C. Kelly: A hardworking employee who is willing to work overtime for her company if a project necessitates it D. Sam: An astute employee who is always on the lookout for better jobs E. Vivian: An agreeable manager with a high need for affiliation and a low need for achievement

Q: The Manager as a Person The collection of feelings and beliefs that managers have about their current jobs is known as job _____. A. affiliation B. satisfaction C. agreeability D. acceptance E. evaluation

Q: The Manager as a Person _____ values help explain what managers are striving to achieve in their organizations and what they will focus their efforts on. A. Terminal B. Nominal C. Strategic D. Instrumental E. Extrinsic

Q: The Manager as a Person _____ is an example of an instrumental value. A. Self-discipline B. Security C. Prosperity D. Equality E. Inner-harmony

Q: The Manager as a Person Which of the following is an instrumental value? A. Contentedness B. Salvation C. Social recognition D. Responsibility E. Freedom

Q: The Manager as a Person Which of the following is a terminal value? A. Ambition B. Honesty C. Freedom D. Courage E. Responsibility

Q: The Manager as a Person Which of the following is true of value systems? A. They are the terminal and instrumental values that are guiding principles in an individuals life. B. They are reward systems that encourage valued employees to set high standards for themselves. C. They highlight valuable contributions employees have made toward organizations in the past. D. They are the rules valued by organizations by which employees are expected to abide. E. They are the personality traits of employees valued by organizations.

Q: The Manager as a Person Which of the following is true of norms? A. They are standards for personal excellence set by people with a high need for achievement. B. They are formalized codes of conduct that govern the behavior of employees in corporate organizations. C. They are ever-changing rules that govern the daily activities of organizations. D. They are unwritten codes of conduct considered important by most members of a group. E. They are laws set down by the government that affect the way nongovernmental organizations function.

Q: The Manager as a Person A(n) _____ value is a personal conviction about desired modes of conduct or ways of behaving. A. terminal B. strategic C. nominal D. extrinsic E. instrumental

Q: The Manager as a Person Sandra, an employee of SilverStone Inc., is extremely ambitious and insists on working on important projects by herself. According to McClelland, she has a high need for _____. A. affiliation B. power C. agreeableness D. socialization E. achievement

Q: The Manager as a Person Kenneth, the CEO of Dewberry Inc., is very particular about establishing and maintaining good interpersonal relations with his employees. He also has high standards for personal excellence and works hard to accomplish his goals. According to McClelland, this indicates that Kenneth has a _____. A. high need for power and low need for affiliation B. high need for control and low need for affiliation C. high need for power and low need for achievement D. high need for affiliation and high need for achievement E. low need for power and low need for achievement

Q: The Manager as a Person 56. According to McClelland, the extent to which a person has a strong desire to control and to influence others is known as _____. A. the need for affiliation B. the need for agreeableness C. the need for power D. the need for conscientiousness E. the need for achievement

Q: The Manager as a Person According to McClelland, the extent to which a person is concerned with being liked and having others get along well with one another is called _____. A. the need for power B. the need for control C. the need for independence D. the need for achievement E. the need for affiliation

Q: The Manager as a Person According to McClelland, the extent to which people have strong desires to perform challenging tasks and to meet personal standards of excellence is known as _____. A. the need for affiliation B. the need for achievement C. the need for power D. the need for acceptance E. the need for solidarity

Q: The Manager as a Person People with an external locus of control _____. A. believe that outside forces are responsible for what happens to and around them B. believe that their actions always make a difference C. believe that they themselves are responsible for the events in their life D. tend to solve problems easily E. tend to be highly ethical and extremely helpful

Q: The Manager as a Person People with an internal locus of control _____. A. believe that outside forces are responsible for events in their life B. do not make attempts to solve problems or change situations C. tend to be highly unethical and unhelpful D. believe that they are responsible for their own fate E. believe that their actions make no difference to the events around them

Q: The Manager as a Person Jim has been employed at Fortis Services for nearly 15 years. Which of the following statements, if true, would imply that Jim is low on openness to experience? A. Jim is known for being unconventional and daring in his business plans. B. Jim is never conservative in his decision-making approaches. C. Jim often comes up with and implements radical ideas. D. Jim is not open to a wide range of stimuli. E. Jim does not have narrow, conservative interests.

Q: The Manager as a Person Donna is an efficient manager who is on very good terms with her employees. She is known for taking risks and being innovative in her planning and decision making. Which of the following statements is true about her? A. She is high on introversion. B. She is low on agreeableness. C. She is high on openness to experience. D. She is low on positive affectivity. E. She is low on conscientiousness.

Q: The Manager as a Person A manager who is organized and self-disciplined is _____. A. high on conscientiousness B. low on competence C. low on perseverance D. high on negligence E. low on determination

Q: The Manager as a Person Emily is seldom in a bad mood and is always optimistic about herself and others. It can be said that Emily is low on _____. A. negative affectivity B. agreeableness C. affiliation D. positive affectivity E. extraversion

Q: The Manager as a Person _____ is the tendency to be highly critical of oneself and of others. A. Agreeableness B. Extraversion C. Negative affectivity D. Affiliation E. Openness to experience

Q: The Manager as a Person Glenn is an effective and efficient manager. He, however, tends to be pessimistic and avoids social interactions. This implies that Glenn is low in _____. A. extraversion B. negative affectivity C. organizational commitment D. introversion E. conscientiousness

Q: The Manager as a Person People who tend to be sociable, outgoing, and friendly are low in _____. A. extraversion B. introversion C. openness to experience D. affiliation E. agreeableness

Q: The Manager as a Person Mario is the product manager of Lampshades Ltd. Which of the following, if true, supports the statement that he is sociable, affectionate, outgoing, and friendly? A. Mario is low on conscientiousness. B. Mario is low on openness to experience. C. Mario is high on introversion. D. Mario is high on extraversion. E. Mario is low on agreeableness.

Q: 40. The formal business attire that exemplifies the culture of an organization is also a part of organizational language. A. True B. False

Q: The socialization programs developed by organizations, which determine how individuals enter, advance within, and leave the organization, are examples of rites of integration. A. True B. False

Q: Rites of integration build common norms and values. A. True B. False

Q: New employees at the Raintree Amusement Park are required to attend a program where they are taught and then internalize the values and norms of the organization. This process is known as organizational commitment. A. True B. False

Q: Organizational socialization is the process by which newcomers learn an organization's values and norms and acquire the work behaviors necessary to perform jobs effectively. A. True B. False

Q: Briefly describe the different stages of an open system.

Q: Briefly describe the different types of organizational structures that Burns and Stalker proposed.

Q: Differentiate between an open and a closed system.

Q: Define management science theory. What are the different branches of management science?

Q: What are the disadvantages of centralization of authority?

Q: Discuss Fayols principles of management.

Q: Define administrative management and briefly discuss the principles developed by Max Weber.

Q: Explain how scientific management caused dissatisfaction in workers.

Q: What is meant by scientific management? What are the four principles of scientific management described by Frederick W. Taylor?

Q: Describe how the need to increase organizational efficiency guided the evolution of management theory.

Q: Mayfair Mobiles external environment is changing rapidly, and it responds by decentralizing decisions to lower-level managers so that the organization can react faster. Which of the following types of organizational structure allows this? A. A mechanistic structure B. A formal structure C. A bureaucratic structure D. An oligarchic structure E. An organic structure

Q: Which of the following statements indicates that Megabytes Inc. has implemented an organic structure? A. At Megabytes, employees are discouraged from taking up more responsibilities. B. At Megabytes, forming of cross-departmental or functional teams is discouraged. C. At Megabytes, employees are closely supervised and follow well-defined rules. D. At Megabytes, emphasis is placed on strict discipline and order. E. At Megabytes, authority is decentralized to middle and first-line managers.

Q: Which of the following is true of an organization with a mechanistic structure? A. The organization uses the structure only when neededwhen the organizational environment is unstable. B. A mechanistic structure requires more managerial time, money, and effort than an organic structure. C. Employees are closely supervised and follow well-defined rules and standard operating procedures. D. Authority is decentralized to middle and first-line managers to encourage them to take responsibility. E. Here, managers can react more quickly to a changing environment than can managers in an organic structure.

Q: If a manager designs the organizational hierarchy based on the characteristics of the organizational environment, he is acting in accordance with _____. A. Equity theory B. Fayols theory C. Contingency theory D. Queuing theory E. Chaos theory

Q: The primary message of _____ is that there is no one best way to organize. A. Theory X B. administrative management theory C. contingency theory D. behavioral management theory E. management science theory

Q: _____ is the idea that the organizational structures and control systems that are chosen by managers depend on characteristics of the external environment in which the organization operates. A. Equity theory B. Contingency theory C. Theory X D. Theory Y E. Behavioral management theory

Q: _____ is the performance gain caused by two or more departments coordinating their efforts. A. Synergy B. Entropy C. Esprit de corps D. Order E. Equity

Q: _____ refers to the tendency of a closed system to lose its ability to control itself, and thus disintegrate. A. Synergy B. Entropy C. Esprit de corps D. Order E. Equity

Q: Which of the following is true of an open system? A. It is more likely to experience entropy than is a closed system. B. It uses resources from the external environment for internal processes, but does not return anything to the external environment. C. The input, process, and output stages in the production process are performed in the external environment. D. It is a self-contained system that is not affected by changes in its environment. E. It takes in resources from its external environment and converts them into goods that are then sent back to that environment for purchase by customers.

Q: A company that wishes to increase the quality of its products should opt for _____, a branch of management science that provides tools to analyze the companys input, conversion, and output activities. A. Quantitative management B. Operations management C. Total quality management D. Management information systems E. Numerical management

Q: The aspect of management theory that uses mathematical techniques such as modeling and simulation to help managers make better decisions is called: A. behavioral management. B. contingency management. C. quantitative management. D. administrative management. E. human relations management.

Q: The management theory that focuses on the use of rigorous quantitative techniques to assist managers to make the best use of organizational resources is called: A. contingency theory. B. management science theory. C. administrative management theory. D. behavioral management theory. E. human relations theory.

Q: In the context of the human relations movement and related studies, who among the following is a ratebuster? A. A person performing above the work-group performance norm B. A person performing below the work-group performance norm C. A person performing at the pace the manager requests D. A person performing below the company performance standard E. A person performing at a pace he feels matches his pay

Q: EZtronics approach to management is consistent with Theory Y because: A. managers at EZtronics control workers behavior by means of rewards and punishments. B. managers at EZtronics closely supervise their subordinates. C. managers at EZtronics do not believe in giving workers any autonomy in solving problems. D. managers at EZtronics have created a work setting that allows workers to exercise initiative. E. managers at EZtronics have created a work setting that reflects a belief that workers are lazy.

Q: Managers who accept the assumptions of Theory X: A. create a work setting that encourages commitment to organization goals. B. closely monitor workers to make sure that production is not affected. C. focus on giving employees opportunities to exercise initiative. D. provide opportunities for workers to be imaginative. E. view workers as motivated and capable of exercising self-control.

Q: Managers who accept the assumptions of Theory Y: A. create a work setting that encourages commitment. B. give little autonomy to workers. C. focus on developing rules and procedures. D. rely on rewards and punishments. E. view workers as lazy.

Q: Which of the following practices was advocated by Mary Parker Follett? A. Workers should not be allowed to participate in the work development process. B. Authority should go with hierarchical positions rather than knowledge. C. Managers should behave as monitors and supervisors. D. Workers should be allowed to exercise initiative in their everyday work lives. E. Members of each department should stick to their own department; cross-functioning should be discouraged.

Q: _____ is the study of the factors that have an impact on how individuals and groups respond to and act in organizations. A. Hawthorne studies B. Organizational behavior C. Management science D. Scientific management E. Administrative management

Q: Which of the following revelations from different research studies came to be known as the Hawthorne effect? A. Group members subjecting those workers who violate the group norms to sanctions B. Productivity increasing, regardless of the level of illumination in the workplace C. Workers concealing the true potential efficiency of a work system to protect their interests D. Workers productivity being affected more by the attention received from researchers than by the work setting E. Employees in a no-talking workplace developing ways of talking to one another out of the sides of their mouths

Q: The human relations movement advocates that: A. managers use punishments as a tool to elicit cooperation from employees. B. the level of work-group performance be controlled by workers. C. employees be monitored outside the workplace. D. supervisors be behaviorally trained to manage subordinates. E. supervisors make all the important decisions concerning the company.

Q: Which of the following best reflects Mary Parker Folletts views on management and leadership in an organization? A. Managers should avoid involving workers in analyzing their jobs to identify better ways to perform tasks, as this could lead to employees underperforming. B. If workers have the relevant knowledge, then workers, rather than managers, should be in control of the work process itself. C. The formal line of authority and vertical chain of command are the most essential steps to effective management. D. Members of different departments should avoid working together in cross-departmental teams to accomplish projects in order to minimize duplication of effort. E. Managers formal authority deriving from their position in the hierarchy should decide who will lead at any particular moment.