QUESTION 17 Negotiation is the process of making joint decisions when the partie

Question

QUESTION 17

Negotiation is the process of making joint decisions when the parties involved have similar preferences.

True

False

1.25 points   

QUESTION 18

_____ focuses on win-lose claims made by each party for certain preferred outcomes.

Principled negotiation

Substantive negotiation

Collaborative negotiation

Distributive negotiation

Integrative negotiation

1.25 points   

QUESTION 19

A lack of communication transparency is evident when managers try to hide information and restrict access to it by organizational members.

True

False

1.25 points   

QUESTION 20

According to McClelland, people with a high need for power:

put their competencies to work.

must be able to master complex tasks.

behave in ways that have a clear impact on other people.

seek satisfying interpersonal relationships.

take moderate risks in competitive situations.

1.25 points   

QUESTION 21

Which of the following is an advantage of a divisional structure?

Reduced costs because of common resources and efforts across divisions

No scope for unhealthy rivalries within the organization

Expertise focused on specific customers, products, and regions

Emphasis on the goals of the organization as a whole

Economies of scale with efficient use of resources

1.25 points   

QUESTION 22

A person with a Type A personality:

never interrupts the speech of others.

is oriented toward extreme patience.

believes in taking breaks during work.

believes in doing one task at a time.

is oriented toward extreme achievement and perfectionism.

1.25 points   

QUESTION 23

Which of the following is an integrating device used to help manage conflicts between groups?

Rearranging facilities, work space, or workflows

Making more resources available to everyone

Transferring one or more of the conflicting parties

Changing reward systems

Setting up cross-functional teams

1.25 points   

QUESTION 24

Which of the following is involved in the HRM task of developing a quality workforce?

Employee recruitment

Employee selection

Employee orientation

Retention and turnover

Compensation and benefits

1.25 points   

QUESTION 25

Which of the following is a symptom of groupthink?

Emphasis on centralized communication

Decrease in team size

Self-serving behavior

High team diversity

Illusions of invulnerability

1.25 points   

QUESTION 26

Wendy was against the use of animals for testing cosmetics. She believed that it amounted to cruelty toward animals. She worked in a particular organization that was known for using alternative testing methods. When a special investigative team revealed that the firm actually used animals for testing purposes, she experienced a psychological discomfort. This discomfort that Wendy experienced is an example of _____.

constructive stress

workplace rage

cognitive dissonance

mood contagion

destructive stress

1.25 points   

QUESTION 27

The _____ overestimates internal factors and underestimates external factors as influences on someone's behavior.

stereotyping effect

self-serving bias

fundamental attribution error

halo effect

projection error

1.25 points   

QUESTION 28

Michael has been a manager at Rexgen Systems for two years. He is known to be a risk-taker and always waits for the next big project. He is a hard worker and takes initiative to handle critical issues. Michael is a _____.

passive manager

change leader

benevolent autocrat

status quo manager

group thinker

1.25 points   

QUESTION 29

Which of the following management traits would a laissez-faire leader have?

Low concern for people; high concern for production

Balanced and equal concern for people and production

Low concern for production; low concern for people

High concern for people; low concern for production

High concern for production; high concern for people

1.25 points   

QUESTION 30

Stock options:

offer workers to purchase stock in their employing companies whenever they chose to.

are nonmonetary forms of compensation.

provide one-time or lump-sum payments to employees who meet specific performance targets.

give an owner the right to buy shares of stock at a future date at a fixed price.

do not lose value even if the stock price ends up lower.

1.25 points   

QUESTION 31

In McClelland's view, the successful executive is likely to possess a high need for social power that is greater than an otherwise strong need for affiliation.

True

False

1.25 points   

QUESTION 32

A manager who is cooperative and assertive, and is trying to fully satisfy everyone's concerns by working through their differences, is an adherent of the _____ approach to conflict management.

avoidance

competition

collaboration

compromise

accommodation

1.25 points   

QUESTION 33

Which of the following best describes a committee?

It is designated to work on a special task on a continuing basis.

It is a team whose members work and solve problems through computer-based interactions.

It is a team whose members have the tendency to avoid responsibility by “free-riding” in groups.

It is unofficial and emerges from relationships and shared interests among members.

It is convened for a specific purpose and disbands when its task is completed.

1.25 points   

QUESTION 34

Kenneth is a manager who prioritizes efficiency over everything else. To achieve this he micromanages his workers and assigns them their tasks. He doesn't allow his employees to make independent decisions or participate in the decision making process. What leadership style does Kenneth follow?

Directive leadership

Autocratic leadership

Laissez-faire leadership

Servant leadership

Achievement-oriented leadership

1.25 points   

QUESTION 35

The evaluation purpose of performance appraisal focuses on future performance.

True

False

1.25 points   

QUESTION 36

Which of the following is true of people high on conscientiousness?

They are often procrastinators.

They tend to be laid back.

They are always overachievers.

They always feel guilty about taking breaks.

They are self-disciplined.

1.25 points   

QUESTION 37

Under selective perception, information that makes us uncomfortable is screened out; comfortable information is allowed in.

True

False

1.25 points   

QUESTION 38

Locke's goal-setting theory states that task goals can be motivating when they are set through participatory means.

True

False

1.25 points   

QUESTION 39

In a restricted communication network:

all team members communicate directly with one another.

activities are coordinated and results pooled by a central point of control.

all members of a team contribute helpful task and maintenance behaviors.

polarized subgroups contest one another and may even engage in conflict.

self-serving behaviors that interfere with team effectiveness are promoted.

1.25 points   

QUESTION 40

When a leader practices an autocratic style of leadership, he or she:

acts with a “do the best you can and don't bother me” attitude.

lets team members make decisions.

shows little concern for a task.

acts in a command-and-control fashion.

emphasizes people over tasks.

1.25 points   

QUESTION 41

An authority-obedience manager focuses on _____.

minimum effort to get work done

people's needs and building relationships

building participation and support for a shared purpose

balancing work output and employee morale

efficiency of tasks and operations

1.25 points   

QUESTION 42

Higher levels of early job satisfaction, greater trust in an organization, and less inclination to quit prematurely are among the expected benefits of traditional recruitment practices.

True

False

1.25 points   

QUESTION 43

Self-serving bias creates a false sense of confidence.

True

False

1.25 points   

QUESTION 44

The finance and accounts team members in a company who are Europeans believe that they are the most important contributors to the organization. Which of the following concepts is best illustrated by this example?

Generational subcultures

Structural integration

Leaking pipeline problem

Pluralism

Ethnocentrism

1.25 points   

QUESTION 45

_____ refers to anything that interferes with the effectiveness of communication.

Obscurity

Haphazardness

Fluctuation

Noise

Deviation

1.25 points   

QUESTION 46

_____ is a reinforcement strategy that discourages behavior by making the removal of a desirable consequence contingent on its occurrence.

Extinction

Negative reinforcement

Positive reinforcement

Punishment

Vicarious modeling

1.25 points   

QUESTION 47

_____ takes place through gestures and body language.

Nonverbal communication

Communication transparency

Credible communication

Information filtering

Active listening

1.25 points   

QUESTION 48

_____ are intended to gather feedback from multiple sources in order to provide a comprehensive evaluation of an employee's performance.

360-degree appraisals

Trait-based performance appraisals

Results-based performance appraisals

Behavior-based performance appraisals

Critical-incident techniques

1.25 points   

QUESTION 49

Which of the following is a horizontal structure that brings together members from different departments such as marketing, production, and accounting?

Divisional structure

Cross-functional team

Product-oriented team

Functional structure

Process structure

1.25 points   

QUESTION 50

A matrix structure is characterized by poor customer service.

True

False

1.25 points   

QUESTION 51

Which of the following is an invisible barrier to advancement by women and minorities in organizations?

Glass ceiling

Ethnocentrism

Generational subcultures

Revolving door

Multiculturalism

1.25 points   

QUESTION 52

The law of immediate reinforcement states that:

an instant delivery of a reward after the occurrence of a desirable behavior enhances the reinforcing value of the reward.

a punishment should be administered in private.

a satisfied need can become activated when a higher level need is blocked.

a behavior that results in a pleasant outcome is likely to be repeated.

a satisfied need does not motivate behavior.

1.25 points   

QUESTION 53

Highly cohesive teams have a tendency of losing their critical evaluative capabilities.

True

False

1.25 points   

QUESTION 54

_____ involves a neutral third party who tries to improve communication between negotiating parties and keep them focused on relevant issues.

Avoidance

Structural negotiation

Mediation

Bargaining

Collective bargaining

1.25 points   

QUESTION 55

While interviewing candidates for a job vacancy, an interviewer asked different questions with varying degrees of difficulty to different candidates. No pre-established list of questions was used during the interview. The interview described in this case is most likely to be an example of a(n) _____ interview.

behavioral

operational

structured

unstructured

situational

1.25 points   

QUESTION 56

Which of the following is a disadvantage of informal structures?

They are typified by the presence of complex formal communication flows.

They are characterized by the existence of “in” and “out” groups.

They are characterized by too many vertical layers of management.

They have very centralized systems that restrict employee freedom.

They discourage informal learning as people work and interact together throughout the workday.

1.25 points   

QUESTION 57

A status quo leader is a change leader who is forward-looking, proactive, supportive of new ideas, and open to criticism.

True

False

1.25 points   

QUESTION 58

Which of the following is an example of physical distractions in communication?

Mixed messages

Loss of meaning through translation

Information filtering

Language barrier

Lack of privacy

1.25 points   

QUESTION 59

The telling style of leadership has a _____ feature.

low-task, low-relationship

high-task, high-relationship

high-task, low-relationship

low-task, high-relationship

constantly changing task-relationship

1.25 points   

QUESTION 60

The revenues of Venus Media Inc. were low for the past few months. The marketing department of the firm believed that the financial meltdown in the nation was the primary reason for the poor performance of the firm. It failed to consider any other reason put forth by the other departments. Which of the following perceptual tendencies is displayed in this case?

Stereotype

Self-serving bias

Projection

Selective perception

Fundamental attribution error

1.25 points   

QUESTION 61

Which of the following is true of a formal structure?

A formal structure consists of vertical layers of management.

Formal structures are characterized by the existence of “in” and “out” groups.

Formal structures work only in organizations with diverse operations that extend across many products, customers, and work processes.

Lines in a formal structure are drawn from person to person according to frequency and type of relationship maintained.

The lines of the formal structure cut across levels and move from side to side.

1.25 points   

QUESTION 62

Feedback is useful and constructive as long as it satisfies some personal need of the sender.

True

False

1.25 points   

QUESTION 63

A _____ structure has a central core of full-time employees surrounded by outside contractors and partners that supply essential services.

network

functional

team

divisional

matrix

1.25 points   

QUESTION 64

Which of the following is true of conscientiousness?

Conscientiousness decreases performance in training programs.

Conscientiousness is the extent to which a person exhibits a high-Mach personality.

The job performance of conscientious individuals always tends to decrease over time.

Conscientiousness improves the job knowledge of employees.

Conscientious individuals pay less attention to the details of their jobs.

1.25 points   

QUESTION 65

Centralized communication networks work better on simple tasks.

True

False

1.25 points   

QUESTION 66

Perceiving work style refers to:

focusing on details while working.

relying on rules and regulations while working.

focusing on details while gathering data.

acting with order and control while working.

acting with flexibility and spontaneity while working.

1.25 points   

QUESTION 67

Zack Books Ltd., an international library headquartered in Alabama, has many branches across different countries. It uses information technology to be in regular contact with its various outside suppliers of books and magazines. Which of the following organizational structures is being used by the library?

Functional structure

Divisional structure

Team structure

Network structure

Matrix structure

1.25 points   

QUESTION 68

Which of the following is true of supportive leadership?

When job assignments are unclear, supportive leadership helps to clarify task objectives and expected rewards.

When a leader is short of ideas, supportive leadership encourages workers to give their suggestions.

When worker self-confidence is low, supportive leadership can increase confidence by emphasizing individual abilities and offering needed assistance.

When performance incentives are poor, supportive leadership might clarify individual needs and identify appropriate rewards.

When task challenge is insufficient in a job, supportive leadership helps to set goals and raise performance aspirations.

1.25 points   

QUESTION 69

The storming stage of team development is the stage:

when team members prepare to achieve closure and disband.

of total integration in which members are able to deal in creative ways.

of initial task orientation and interpersonal testing.

when shared rules of conduct emerge and the team feels a sense of leadership.

when subteams are formed around areas of agreement and disagreement.

1.25 points   

QUESTION 70

_____ is the economic value of people with job-relevant knowledge, skills, abilities, ideas, energies, and commitments.

Financial capital

Human capital

Venture capital

Operating capital

Risk capital

1.25 points   

QUESTION 71

In a functional structure, the functions become formalized not only on the organization chart, but also in the mind-sets of people.

True

False

1.25 points   

QUESTION 72

Workers in a matrix structure are allowed to be part of only one formal group at a time.

True

False

1.25 points   

QUESTION 73

According to Maslow's theory of human needs, _____ is a higher-order need.

physical comfort

safety

existence

social concern

esteem

1.25 points   

QUESTION 74

_____ satisfies lower-order physiological needs.

Adequate compensation and benefits

Friendly co-workers

Safe working conditions

Physical comfort on the job

Creative and challenging work

1.25 points   

QUESTION 75

Carson had promised to himself to jog every morning for a month to lose some weight. At the end of the month, he had gone for jogging for a total of seven days only. He reassured himself by saying, “I am not that overweight anyway”. Which of the following best describes Carson's behavior?

Cognitive dissonance

Halo effect

Fundamental attribution error

Withdrawal behavior

Self-serving bias

1.25 points   

QUESTION 76

Employee engagement refers to the willingness to “go beyond the call of duty” or “go the extra mile” in one's work.

True

False

1.25 points   

QUESTION 77

According to the hierarchy of needs theory, the lower-order needs focus on desires for psychological development and growth.

True

False

1.25 points   

QUESTION 78

_____ is the process through which people receive, organize, and interpret information from the environment.

Distortion

Projection

Conversion

Attribution

Perception

1.25 points   

QUESTION 79

Ruth works at a car assembling plant. The plant uses a lot of machines to complete most of the work. As a result, Ruth's work is highly standardized. Ruth needs to check the number and mounting of rubber hoses in a vehicle and replace dysfunctional ones. Which of the following does this signify?

Job loading

Job simplification

Job enrichment

Job enlargement

Job rotation

1.25 points   

QUESTION 80

_____ involves being honest in sharing accurate and complete information about the organization and workplace affairs.

Proxemics

Information filtering

Distributive negotiation

Ethnocentrism

Communication transparency

A.

Principled negotiation

B.

Substantive negotiation

C.

Collaborative negotiation

D.

Distributive negotiation

E.

Integrative negotiation

Explanation / Answer

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17. False;

- because the purpose that 2 parties enter into a negotiating meeting is to take a mutually agreeable decision by joint consent when both of them have varying or different preferences – E.g. Peter is recruiting a programmer for his consultancy company and John applies for it – Peter offers a salary of $60 per hour – but John wants $100 per hour – now they both have a different preferences – they can negotiate and come to a balance or amicable solution of $79 per hour – which both will agree

17+1). D Distributive negotiation

Distributive negotiation is the win-lose style while Integrative negotiation is the win – win style. When the resources are limited, when neither of the party can add their efforts to increase the size of the resource they are forced to enter Distributive negotiation or Distributive bargaining style. It happens in the water ways near the American borders as you cannot increase the size of the ocean.

19. True.

When a manager is keeping the cards close to his chest, he is hiding information, he is blocking the organizational members from getting access to the key information, then he is lacking in his communication transparency; he is not following the open book management style;

20. C – behave in ways that is clearly impacting other people and the events around them

People with the need for power like to control others in a productive way – they like being in charge of a situation and also like to get recognition for their responsible roles performed; They like to influence the behavior of people in their team or firm;

--

21.

Divisional structure is a way of putting together the people developing the same product (say accounting software), in the same geographical area (say Texas), with like or similar customers (say banks and financial institutions); this can also apply to team members working on the similar or the same type of the processes; Because decision making can be localized, it offers many benefits;

22. E.

Type A personality prefers extreme achievement and perfectionism in each and every activity.

Type A personality people are highly competitive, go getters, and are very critical towards themselves. They just want to get their goals achieved, they do not look for a happy sensation while doing the job, they do not balance the work and life, they tend to work too much, end up workaholics, and higher blood pressure and hypertension. They are always in a hurry, they chase the clock, they cannot tolerate delays, they cannot tolerate unproductive days or work places; They like multitasking;

They are not compassionate, get angry too soon; They are not like the type B who will just do one thing at a time – type A prefers to get many jobs done at once;

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