Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

Management: An Interactive Approach, 1e (Mollica)

Chapter 1

Management and Ethics in a Global World

1) Terrell is excited to begin his new position as a manager for Cheddar's Restaurant. As a manager, what is Terrell's primary task?

A) Creating an advertising campaign for the restaurant chain B) Administering a new health insurance plan during open enrollment C) Developing a new software program for promotion D) Guiding employees toward achievement of the organization's goals Answer: D Learning Objective: 1.1 Describe what management is and why having great managers is important.

Topic/Concept: What Is Management?

Difficulty level: Challenging AACSB: Application of knowledge 2) As a new manager in his department, Mauricio is focused on getting things done quickly by using the least amount of resources and producing minimal waste. Mauricio's primary focus is on: A) efficiency.

B) effectiveness.

C) quality control.

D) financing.

Answer: A Learning Objective: 1.1 Describe what management is and why having great managers is important.

Topic/Concept: What Is Management?

Difficulty level: Moderate AACSB: Application of knowledge 3) Jeff is looking for a new job. On his resume, Jeff details his ability to get things done quickly and using the least amount of resources such as money and employee effort. On Jeff's resume, he focuses on: A) effectiveness.

B) efficiency.

C) administration.

D) functional expertise.

Answer: B Learning Objective: 1.1 Describe what management is and why having great managers is important.

Topic/Concept: What Is Management?

Difficulty level: Moderate AACSB: Application of knowledge

Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

4) Omar was hired as a consultant for a multinational corporation. He determines that the organization needs help getting things done quickly and using the least amount of resources such as money and employee effort. Omar's recommendation for the organization would be to improve: A) effectiveness.

B) efficiency.

C) administration.

D) functional expertise.

Answer: B Learning Objective: 1.1 Describe what management is and why having great managers is important.

Topic/Concept: What Is Management?

Difficulty level: Moderate AACSB: Application of knowledge 5) Breanna is conducting performance appraisals with her employees. One of her employees has not been meeting expectations with his level of performance. As Breanna meets with this employee, her discussion includes the difference between efficiency and effectiveness. How should Breanna explain efficiency and effectiveness to her employee?

A) Efficiency means developing a universal program for all newly hired candidates; effectiveness means being the best in the industry.

B) Efficiency means focusing on future goals as a way to profitability; effectiveness means creating development plans.

C) Efficiency means creating a sustainable competitive advantage; effectiveness means accomplishing value, importance, and objectivity.

D) Efficiency means getting things done quickly with the least amount of resources; effectiveness means achieving important goals.

Answer: D Learning Objective: 1.1 Describe what management is and why having great managers is important.

Topic/Concept: What Is Management?

Difficulty level: Challenging AACSB: Application of knowledge 6) On a recent job interview, Tara was asked about her effectiveness as a manager. What should Tara include in her response to this question?

A) Tara should include her ability to get things done quickly.

B) Tara should include her ability to use the least amount of resources.

C) Tara should include her ability to achieve important goals.

D) Tara should include all of these.

Answer: C Learning Objective: 1.1 Describe what management is and why having great managers is important.

Topic/Concept: What Is Management?

Difficulty level: Challenging AACSB: Application of knowledge

Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

7) In a recent departmental meeting, Cynthia was asked to make a recommendation to the management team on the organization's effectiveness. Which of the following is the best way for Cynthia to describe effectiveness to the management team?

A) Getting things done quickly B) Using the least amount of resources C) Producing minimal waste D) Achieving important goals Answer: D Learning Objective: 1.1 Describe what management is and why having great managers is important.

Topic/Concept: What Is Management?

Difficulty level: Moderate AACSB: Application of knowledge 8) Victor was asked to complete a self-assessment prior to his performance appraisal with his manager. He would like to discuss his ability to get things done quickly using the least amount of resources and producing minimal effort. Victor's focus on his self-assessment is on: A) effectiveness.

B) efficiency.

C) administration.

D) functional expertise.

Answer: B Learning Objective: 1.1 Describe what management is and why having great managers is important.

Topic/Concept: What Is Management?

Difficulty level: Moderate AACSB: Application of knowledge 9) Katelyn is developing her LinkedIn profile and wants to include her effectiveness on past projects in her organization. Which of the following should Katelyn include as a measure of her effectiveness?

A) Her ability to achieve important goals B) Her ability to get things done quickly C) Her ability to use the least amount of resources D) Her ability to produce minimal waste Answer: A Learning Objective: 1.1 Describe what management is and why having great managers is important.

Topic/Concept: What Is Management?

Difficulty level: Moderate AACSB: Application of knowledge

Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

10) Kalani is interviewing for her first job as a manager. What will likely be one of Kalani's key responsibilities as a manager?

A) Develop a business plan for a new product B) Raise the necessary capital from financial and nonfinancial institutions C) Guide employees to achieve organizational goals D) Export the company's main product into international markets Answer: C Learning Objective: 1.1 Describe what management is and why having great managers is important.

Topic/Concept: What Is Management?

Difficulty level: Easy AACSB: Application of knowledge 11) Sunanda is giving a presentation to a group of businesspeople in her community. The topic of her presentation is management. How should Sunanda describe management so that businesspeople in her audience understand?

A) The ability to persuade others to buy the product B) Collaborating with others to create a brand image C) Creating a unique selling proposition D) The practice of getting work done through others Answer: D Learning Objective: 1.1 Describe what management is and why having great managers is important.

Topic/Concept: What Is Management?

Difficulty level: Easy AACSB: Application of knowledge 12) Lionel wants to increase the extent his employees feel emotionally connected to their jobs and the organization. In this example, Lionel wants to increase his employees': A) engagement.

B) profitability.

C) development.

D) mobility.

Answer: A Learning Objective: 1.1 Describe what management is and why having great managers is important.

Topic/Concept: Why Is Having Great Managers Important?

Difficulty level: Easy AACSB: Application of knowledge

Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

13) One of the strategic goals of Marissa's organization is to increase employee engagement.

Employee engagement is best described as the: A) likelihood of merit increases based on performance.

B) tendency to create equity among team members.

C) ability to increase motivating and hygiene factors.

D) extent of emotional connection and commitment to job and organization.

Answer: D Learning Objective: 1.1 Describe what management is and why having great managers is important.

Topic/Concept: Why Is Having Great Managers Important?

Difficulty level: Challenging AACSB: Application of knowledge 14) As a manager with many years of experience, Derrick understands that it's important to keep his employees engaged so that they will be committed to their jobs and the organization. Which of the following should Derrick do to keep his employees engaged?

A) Define outcomes to be achieved B) Provide feedback on how well employees are doing their jobs C) Give frequent recognition for achievements and good work D) All of these Answer: D Learning Objective: 1.1 Describe what management is and why having great managers is important.

Topic/Concept: Why Is Having Great Managers Important?

Difficulty level: Easy AACSB: Application of knowledge 15) Ashley works hard to ensure that her employees feel emotionally connected and committed to their job and the organization. In doing so, Ashley encourages: A) delegation.

B) downsizing.

C) employee engagement.

D) all of these.

Answer: C Learning Objective: 1.1 Describe what management is and why having great managers is important.

Topic/Concept: Why Is Having Great Managers Important?

Difficulty level: Moderate AACSB: Application of knowledge

Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

16) Justin recently completed an employee survey to assess the level of employee engagement.

The results of the survey indicate that some employees do not feel actively engaged in their job or in the organization. What could top management at Justin's organization do to keep employees engaged?

A) Top management could downsize the organization.

B) Top management could give employees more time off.

C) Top management could restructure to a mechanistic organizational structure.

D) Top management could listen to and care about employees.

Answer: D Learning Objective: 1.1 Describe what management is and why having great managers is important.

Topic/Concept: Why Is Having Great Managers Important?

Difficulty level: Challenging AACSB: Application of knowledge 17) Kimberly tries to listen to and care about each of her employees so that they will feel committed to the organization and perform their best work. Kimberly encourages: A) delegation.

B) downsizing.

C) employee engagement.

D) all of these.

Answer: C Learning Objective: 1.1 Describe what management is and why having great managers is important.

Topic/Concept: Why Is Having Great Managers Important?

Difficulty level: Moderate AACSB: Application of knowledge 18) Helena recognizes that employee commitment is important to a productive organization and wants her employees to feel committed to their jobs and the organization. One of the strategies Helena should use to keep her employees engaged is: A) require financial oversight of employee purchases over $1,000.

B) understand what employees do best and get them into roles where they can use their talents and strengths.

C) create cross-functional teams in virtual organizations.

D) increase the availability of medical, dental, and vision insurance.

Answer: B Learning Objective: 1.1 Describe what management is and why having great managers is important.

Topic/Concept: Why Is Having Great Managers Important?

Difficulty level: Moderate AACSB: Application of knowledge

Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

19) Alaina's employees responded that they do not feel engaged at work on a recent employee survey. What could Alaina do to encourage employee engagement in her organization?

A) Alaina can require employees to create individual development plans.

B) Alaina can encourage employees to gain additional certifications.

C) Alaina can ensure employees have adequate medical insurance and benefits.

D) Alaina can ask employees for their opinions and input.

Answer: D Learning Objective: 1.1 Describe what management is and why having great managers is important.

Topic/Concept: Why Is Having Great Managers Important?

Difficulty level: Moderate AACSB: Application of knowledge 20) Rajee's primary responsibilities are to develop a strategic plan for her organization, make decisions on the overall direction of the business, formulate company-wide policies, and steer the organization toward achieving its goals. Rajee would be considered a: A) mid-level manager.

B) top-level manager.

C) lower-level manager.

D) community liaison.

Answer: B Learning Objective: 1.1 Describe what management is and why having great managers is important.

Topic/Concept: What Are the Levels and Types of Managers?

Difficulty level: Moderate AACSB: Application of knowledge 21) Emilio is participating in a networking activity with members of his industry to see if he can make connections and find a new job as a lower-level manager. As a lower-level manager, what would Emilio's responsibilities include?

A) Assigning tasks to hourly workers B) Developing company-wide policies C) Formulating the company's long-term strategy D) Resolving conflicts among the various company divisions Answer: A Learning Objective: 1.1 Describe what management is and why having great managers is important.

Topic/Concept: What Are the Levels and Types of Managers?

Difficulty level: Challenging AACSB: Application of knowledge

Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

22) Stuart is developing his LinkedIn profile to highlight his performance in his current position.

On the LinkedIn profile, Stuart details that he has experience assigning tasks to hourly employees in his department, ensuring work gets done on schedule, and providing performance feedback to employees. Stuart is most likely a: A) mid-level manager.

B) top-level manager.

C) lower-level manager.

D) community liaison.

Answer: C Learning Objective: 1.1 Describe what management is and why having great managers is important.

Topic/Concept: What Are the Levels and Types of Managers?

Difficulty level: Challenging AACSB: Application of knowledge 23) Which of the following is an example of a mid-level manager?

A) Chief Operating Officer B) Chief Information Officer C) Sales Manager D) Crew Leader Answer: C Learning Objective: 1.1 Describe what management is and why having great managers is important.

Topic/Concept: What Are the Levels and Types of Managers?

Difficulty level: Easy AACSB: Application of knowledge 24) Giles is excited to be applying for a mid-level manager in his organization. What are the primary responsibilities of a mid-level manager?

A) Oversee different departments of the organization B) Formulate company-wide policies C) Engage in strategic planning D) Provide performance feedback Answer: A Learning Objective: 1.1 Describe what management is and why having great managers is important.

Topic/Concept: What Are the Levels and Types of Managers?

Difficulty level: Moderate AACSB: Application of knowledge

Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

25) Olivia, Jacob, Brianna, and Brendan are working on a team to measure OSHA requirements in their organization. Olivia's role is to determine what needs to be accomplished today, tomorrow, and in the future. Olivia is focused on in her team project.

A) organizing B) controlling C) planning D) monitoring Answer: C Learning Objective: 1.2 Identify managerial functions, roles, and skills.

Topic/Concept: Planning Difficulty level: Moderate AACSB: Application of knowledge 26) As a top-level manager, Emma works to develop goals for the organization's future as part of overall strategy. Which of the following factors should Emma consider as she plans for her organization?

A) The economy B) The organization's customers C) The organization's competitors D) All of these Answer: D Learning Objective: 1.2 Identify managerial functions, roles, and skills.

Topic/Concept: Planning Difficulty level: Challenging AACSB: Application of knowledge 27) As a manager in his organization, Nigel is responsible for deciding how to allocate people to jobs, clustering jobs into departments and teams, and coordinating work across the organization.

Nigel's primary responsibility is in: A) organizing.

B) controlling.

C) planning.

D) leading.

Answer: A Learning Objective: 1.2 Identify managerial functions, roles, and skills.

Topic/Concept: Organizing Difficulty level: Moderate AACSB: Application of knowledge

Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

28) Jordan is looking for a new position at a competitor's organization. In his new position, Jordan wants to be able to set a clear vision for his organization and use communication, motivation, power, and influence to lead his employees toward the achievement of that vision.

Which managerial function is Jordan focusing on?

A) Organizing B) Controlling C) Planning D) Leading Answer: D Learning Objective: 1.2 Identify managerial functions, roles, and skills.

Topic/Concept: Leading Difficulty level: Moderate AACSB: Application of knowledge 29) Everett is a consultant for a pharmaceutical company. As part of his monthly report, Everett details how to set performance standards, monitors how well employees' activities are meeting performance standards, and takes corrective action when standards aren't met. Everett's report focuses on: A) organizing.

B) controlling.

C) planning.

D) leading.

Answer: B Learning Objective: 1.2 Identify managerial functions, roles, and skills.

Topic/Concept: Controlling Difficulty level: Moderate AACSB: Application of knowledge 30) Karyn wants to create control mechanisms for her organization so she can monitor how well employees are meeting performance standards. For which of the following objectives is a control mechanism needed?

A) Sales B) Profits C) Production quotas D) All of these Answer: D Learning Objective: 1.2 Identify managerial functions, roles, and skills.

Topic/Concept: Controlling Difficulty level: Moderate AACSB: Application of knowledge

Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

31) Alondra is writing a research paper on the roles of managers for an upcoming conference.

She knows that there are 10 different types of roles. Which of the following is an example of an informational role?

A) Figurehead B) Disseminator C) Leader D) Liaison Answer: B Learning Objective: 1.2 Identify managerial functions, roles, and skills.

Topic/Concept: Managerial Roles Difficulty level: Moderate AACSB: Application of knowledge 32) Sayeed is reviewing his job description so that he can perform effectively in his role as midlevel manager. His job description highlights primarily the informational roles of the manager position. Which of the following are informational roles that Sayeed would perform?

A) Figurehead, leader, liaison B) Entrepreneur, distance handler, negotiator C) Resource allocator, liaison, leader D) Monitor, disseminator, spokesperson Answer: D Learning Objective: 1.2 Identify managerial functions, roles, and skills.

Topic/Concept: Managerial Roles Difficulty level: Challenging AACSB: Application of knowledge 33) Sebastian wants to learn more about the interpersonal roles that managers perform. He is especially interested in the figurehead role. Which of the following best describes the figurehead role?

A) Social, ceremonial, and legal responsibilities B) Hire, train, develop, and reward employees C) Communicate and network with internal and external contacts D) Seek information related to the organization Answer: A Learning Objective: 1.2 Identify managerial functions, roles, and skills.

Topic/Concept: Managerial Roles Difficulty level: Challenging AACSB: Application of knowledge

Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

34) Anushka wants to increase her ability to act in a decisional role in her organization. She believes that she would be a talented negotiator. What are Anushka's responsibilities as a negotiator?

A) Generate new ideas B) Hire, train, and develop employees C) Seek information related to the organization D) Get buy-in from employees and customers Answer: D Learning Objective: 1.2 Identify managerial functions, roles, and skills.

Topic/Concept: Managerial Roles Difficulty level: Moderate AACSB: Application of knowledge 35) Maya is studying to become a healthcare services manager. She knows she needs to improve her technical skills so she can be effective in her organization. Which of the following best describes technical skills?

A) Specialized knowledge, analytical ability, and competency in using tools and techniques B) Interpersonal ability to interact with people C) Effective communication to transition to new businesses D) Ability to think abstractly with ideas and concepts Answer: A Learning Objective: 1.2 Identify managerial functions, roles, and skills.

Topic/Concept: Managerial Roles Difficulty level: Moderate AACSB: Application of knowledge 36) Tristan needs to hire a new member of his team in his department. He is looking for a candidate who has the ability to think abstractly, work with ideas and concepts, and view the organization holistically. Tristan should look for a candidate who has skills.

A) interpersonal B) conceptual C) communication D) technical Answer: B Learning Objective: 1.2 Identify managerial functions, roles, and skills.

Topic/Concept: Managerial Roles Difficulty level: Moderate AACSB: Application of knowledge

Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

37) Garrett wants to better understand bureaucratic management so that he can redesign the structure of his organization. What is the focus of bureaucratic management?

A) Power and control to maximize productivity B) Informal and passive approach C) Ability to exceed performance standards D) Workers choose best way to complete tasks Answer: A Learning Objective: 1.3 Describe historical and contemporary approaches to management and organizations.

Topic/Concept: Classical Approaches to Management Difficulty level: Moderate AACSB: Application of knowledge 38) Dimitry works in an organization that uses bureaucratic management to maximize productivity. Which of the following would likely be found in Dimitry's organization?

A) Clearly defined job responsibilities B) Hierarchy of authority C) Strictly enforced rules D) All of these Answer: D Learning Objective: 1.3 Describe historical and contemporary approaches to management and organizations.

Topic/Concept: Classical Approaches to Management Difficulty level: Easy AACSB: Application of knowledge 39) Sienna was asked to deliver a presentation to the sales team of her organization. The topic of Sienna's presentation is the principles of administrative management. Which of the following principles of administrative management would Sienna include in her presentation?

A) Division of work B) Efficiency of lower-level workers daily C) Proficiency of technical tasks D) Pay for performance Answer: A Learning Objective: 1.3 Describe historical and contemporary approaches to management and organizations.

Topic/Concept: Classical Approaches to Management Difficulty level: Challenging AACSB: Application of knowledge

Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

40) Darius's management style is based on his beliefs that employees should be involved in decision-making with the support of their managers, and that teamwork can be effective as it allows employees to combine their diverse talents. Darius's management style is best described as: A) administrative.

B) technical.

C) bureaucratic.

D) participative.

Answer: D Learning Objective: 1.3 Describe historical and contemporary approaches to management and organizations.

Topic/Concept: Classical Approaches to Management Difficulty level: Moderate AACSB: Application of knowledge 41) Vicky and Miranda are members of the leadership team in their organization. Vicky supports the systems approach to management, while Miranda prefers the contingency approach to management. The best way to describe the difference between the systems approach to management and the contingency approach to management is: A) the systems approach views the organization holistically; the contingency approach states that there is no one best way to manage people.

B) the systems approach builds a culture where learning is a priority; the contingency approach focuses on the advanced pace of change.

C) the systems approach understands change is an integral part of business; the contingency approach develops the talent of employees.

D) the systems approach transfers knowledge to modify behavior; the contingency approach shares employee expertise.

Answer: A Learning Objective: 1.3 Describe historical and contemporary approaches to management and organizations.

Topic/Concept: Management Science, Systems View, and Contingency Approach Difficulty level: Challenging AACSB: Application of knowledge 42) Carmen is talking with her coworker Judith about the benefits of management science. What does management science focus on?

A) Engaging employees through feedback and objective performance measures B) Recognizing that there is no one best way to manage employees C) Setting the tone for integrity and ethical behavior in organizations D) Improving organizational behavior based on quantitative data Answer: D Learning Objective: 1.3 Describe historical and contemporary approaches to management and organizations.

Topic/Concept: Management Science, Systems View, and Contingency Approach Difficulty level: Moderate AACSB: Application of knowledge

Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

43) Caleb is working on his organization's strategic plan for the next five years. One of the objectives of his organization's strategic plan is to effectively manage diversity. What does managing diversity refer to?

A) Managing diversity refers to organizational practices that seek to include and integrate the diverse perspectives of employees.

B) Managing diversity refers to quantitatively solving difficult problems and making objective decisions.

C) Managing diversity refers to the study of the human aspects of work.

D) Managing diversity refers to the unique motivational needs of each employee.

Answer: A Learning Objective: 1.4 Discuss the impact of workplace diversity, globalization, and culture on management.

Topic/Concept: What Do Managers Need to Know About Diversity, Globalization, and Culture?

Difficulty level: Challenging AACSB: Application of knowledge 44) Heidi's organization is committed to diversity and has instituted several policies to effectively manage the diversity in her organization. What can be the benefits of a diverse organization?

A) More innovation B) Increased creativity C) Effective problem solving D) All of these Answer: D Learning Objective: 1.4 Discuss the impact of workplace diversity, globalization, and culture on management.

Topic/Concept: What Do Managers Need to Know About Diversity, Globalization, and Culture?

Difficulty level: Easy AACSB: Application of knowledge 45) Pradeep is an experienced manager at a petroleum organization. As the petroleum industry operates globally, it's important for Pradeep to have a global mindset so he can be an effective manager. A global mindset refers to: A) having skill in influencing individuals, groups, and organizations from other parts of the world.

B) promoting a problem-solving approach that focuses on uniformity, or the ways people think similarly across cultures.

C) having access to information and being included in organizational activities.

D) hiring, promoting, retaining, and effectively managing a diverse workforce.

Answer: A Learning Objective: 1.4 Discuss the impact of workplace diversity, globalization, and culture on management.

Topic/Concept: Global Mindset Difficulty level: Challenging AACSB: Application of knowledge

Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

46) Faiyaz wants to work on developing his global mindset so he can influence individuals, groups, and organizations from other parts of the world. To accomplish this, Faiyaz should concentrate on three components of a global mindset, including: A) intellectual capital, psychological capital, and social capital.

B) human relations, participative management, and behavioral science.

C) systems perspective, contingency approach, and classical approach.

D) bureaucratic approach, systems perspective, and subsystem science.

Answer: A Learning Objective: 1.4 Discuss the impact of workplace diversity, globalization, and culture on management.

Topic/Concept: Global Mindset Difficulty level: Challenging AACSB: Application of knowledge 47) Morgan wants to improve her global mindset by focusing on her intellectual capital. What should Morgan work on to improve her intellectual capital?

A) Knowledge of international business B) Human relations C) Cognitive ability related to diversity D) Ability to form connections with people Answer: A Learning Objective: 1.4 Discuss the impact of workplace diversity, globalization, and culture on management.

Topic/Concept: Global Mindset Difficulty level: Moderate AACSB: Application of knowledge 48) Nadia is a new manager at a multinational organization. To improve her global mindset so she can influence individuals, groups, and organizations from other parts of the world, Nadia focuses on her ability to form connections with people from different cultures. Nadia's focus is on: A) intellectual capital.

B) psychological capital.

C) social capital.

D) bureaucratic capital.

Answer: C Learning Objective: 1.4 Discuss the impact of workplace diversity, globalization, and culture on management.

Topic/Concept: Global Mindset Difficulty level: Moderate AACSB: Application of knowledge

Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

49) is the set of values, assumptions, beliefs, moral principles, and customs that are shared among the population of a particular country or geographic region.

A) Intellectual capital B) Psychological capital C) Social capital D) National culture Answer: D Learning Objective: 1.4 Discuss the impact of workplace diversity, globalization, and culture on management.

Topic/Concept: Differences in National Culture Difficulty level: Easy AACSB: Application of knowledge 50) Pedro was selected to work abroad to fulfill his organization's commitment to a project. To help Pedro be successful in his new country, he wants to learn about national culture. Which of the following is the best way for Pedro to understand national culture?

A) National culture is when you are knowledgeable about geographic and cultural differences around the world.

B) National culture is when you are open minded about learning about other cultures.

C) National culture is the interconnectedness of the world's economic, information technology, political, and cultural systems.

D) National culture is the set of values, assumptions, beliefs, moral principles, and customs that are shared among the population of a particular country or geographic region.

Answer: D Learning Objective: 1.4 Discuss the impact of workplace diversity, globalization, and culture on management.

Topic/Concept: Differences in National Culture Difficulty level: Moderate AACSB: Application of knowledge 51) Dylan is the Executive Director of a nonprofit organization. He wants to ensure that all members of the nonprofit organization understand the principles, values, morals, and standards that guide behavior in business settings. Which topic should Dylan include in the organization's mission statement?

A) National culture B) Business ethics C) Globalization D) Global mindset Answer: B Learning Objective: 1.5 Why are ethics and social responsibility important for managers?

Topic/Concept: Ethics and Ethical Dilemmas Difficulty level: Easy AACSB: Application of knowledge

Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

52) Daniel sees his coworker submit a falsified time sheet to their manager, indicating that the coworker performed more hours than they actually did. Daniel considers whether he should tell the manager about his coworker's falsified time sheet. This example represents a(n) for Daniel.

A) national culture B) business ethics C) ethical dilemma D) global mindset Answer: C Learning Objective: 1.5 Why are ethics and social responsibility important for managers?

Topic/Concept: Ethics and Ethical Dilemmas Difficulty level: Moderate AACSB: Application of knowledge 53) Hillary knows that it's wrong to falsify her travel reimbursement requests, but she feels that as executive director, rules don't apply to her and she is entitled to the additional reimbursements. In this example, Hillary rationalizes her unethical behavior through the psychological dynamic of: A) national culture.

B) cultural numbness.

C) omnipotence.

D) justified neglect.

Answer: C Learning Objective: 1.5 Why are ethics and social responsibility important for managers?

Topic/Concept: Ethics and Ethical Dilemmas Difficulty level: Moderate AACSB: Application of knowledge 54) As a top manager in her organization, Sevil does as she wants because she believes that she's entitled to behave as she likes. She behaves this way because she thinks rules are for other people. Sevil rationalizes unethical behavior through: A) national culture.

B) cultural numbness.

C) omnipotence.

D) justified neglect.

Answer: C Learning Objective: 1.5 Why are ethics and social responsibility important for managers?

Topic/Concept: Ethics and Ethical Dilemmas Difficulty level: Moderate AACSB: Application of knowledge

Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

55) Violette didn't receive a raise this year as her company performed below expectations. Since she didn't receive a raise, Violette stole $200 worth of office supplies because she felt she needed an immediate reward and the risk of getting caught was low. In this example, Violette rationalized her unethical behavior through the psychological dynamic of: A) national culture.

B) cultural numbness.

C) omnipotence.

D) justified neglect.

Answer: D Learning Objective: 1.5 Why are ethics and social responsibility important for managers?

Topic/Concept: Ethics and Ethical Dilemmas Difficulty level: Moderate AACSB: Application of knowledge 56) Pierre is a new member in his organization. He soon realizes that his coworkers add extra hours to their time sheets so that the organization pays them for time not actually worked. Pierre knows that this is wrong but he wants to fit into the organizational culture, so he adds extra hours to his time sheet. In this example, Pierre rationalizes his unethical behavior through: A) national culture.

B) cultural numbness.

C) omnipotence.

D) justified neglect.

Answer: B Learning Objective: 1.5 Why are ethics and social responsibility important for managers?

Topic/Concept: Ethics and Ethical Dilemmas Difficulty level: Moderate AACSB: Application of knowledge 57) The three psychological dynamics that lead employees to rationalize their unethical behavior in organizations are: A) globalization, national culture, and global mindset.

B) generational, gender, and ethnic diversity.

C) intellectual, human, and conceptual capital.

D) justified neglect, cultural numbness, and omnipotence.

Answer: D Learning Objective: 1.5 Why are ethics and social responsibility important for managers?

Topic/Concept: Ethics and Ethical Dilemmas Difficulty level: Easy AACSB: Application of knowledge

Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

58) Nicole, an organizational trainer, is presenting a workshop on business ethics. She wants to include a discussion of why people rationalize unethical behavior. In the workshop, Nicole will include which of the following three reasons for why people rationalize unethical behavior?

A) Intellectual, psychological, and social capital B) Values, assumptions, and moral principles C) National culture, geographic region, and dimensionality D) Omnipotence, cultural numbness, and justified neglect Answer: D Learning Objective: 1.5 Why are ethics and social responsibility important for managers?

Topic/Concept: Why Do People Behave Unethically?

Difficulty level: Moderate AACSB: Application of knowledge 59) Geraldo wants to start his own company making custom-made socks and hosiery. Geraldo wants to maximize the company's positive effects on stakeholders and minimize the negative effects. In this example, Geraldo practices: A) national culture.

B) cultural numbness.

C) corporate social responsibility.

D) justified neglect.

Answer: C Learning Objective: 1.5 Why are ethics and social responsibility important for managers?

Topic/Concept: Social Responsibility and Sustainability Difficulty level: Moderate AACSB: Application of knowledge 60) Karine believes that the most effective organizations are ones that focus on profitability as well as on the needs of additional stakeholders such as the community, customers, suppliers, and employees. Karine's belief is based on: A) corporate social responsibility.

B) cultural numbness.

C) omnipotence.

D) justified neglect.

Answer: A Learning Objective: 1.5 Why are ethics and social responsibility important for managers?

Topic/Concept: Social Responsibility and Sustainability Difficulty level: Moderate AACSB: Application of knowledge

Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

61) Which of the following is considered a stakeholder in organizations that practice corporate social responsibility?

A) Employees B) Customers C) Investors D) All of these Answer: D Learning Objective: 1.5 Why are ethics and social responsibility important for managers?

Topic/Concept: Social Responsibility and Sustainability Difficulty level: Easy AACSB: Application of knowledge 62) Tiffani believes that long-term environmental sustainability is a key factor in her organization's success. Which of the following is an example of a long-term environmental sustainability practice?

A) Minimizing energy usage B) Focusing on financial stakeholders C) Rewarding managers for on-time production D) Setting realistic sales goals Answer: A Learning Objective: 1.5 Why are ethics and social responsibility important for managers?

Topic/Concept: Social Responsibility and Sustainability Difficulty level: Moderate AACSB: Application of knowledge 63) Mohammad believes that corporate social responsibility is a valuable goal for his organization. The goal of corporate social responsibility is: A) to ensure that employees stay true to their own moral values.

B) to participate in training for long-term career growth and development.

C) to maximize the positive effects on stakeholders while minimizing the negative effects.

D) to set realistic sales goals so that performance goals can be objectively assessed.

Answer: C Learning Objective: 1.5 Why are ethics and social responsibility important for managers?

Topic/Concept: Social Responsibility and Sustainability Difficulty level: Moderate AACSB: Application of knowledge

Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

64) Justin is an entrepreneur. He enjoys starting new businesses and working with his team to develop new business concepts with investors. Justin is also committed to long-term environmental sustainability as he believes it is a necessary focus for today's businesses. Which of the following projects should Justin complete so that environmental long-term sustainability can be achieved?

A) Justin can satisfy the financial interests of a local organization.

B) Justin can recognize that his behavior in the organization is a role model for other employees.

C) Justin can take proactive steps to minimize energy use.

D) Justin can make sure the organizational culture is accepting and inclusive of other cultures.

Answer: C Learning Objective: 1.5 Why are ethics and social responsibility important for managers?

Topic/Concept: Social Responsibility and Sustainability Difficulty level: Challenging AACSB: Application of knowledge 65) Amanda wants to be known as an efficient manager. To highlight this, Amanda should focus on her ability to get things done quickly.

Answer: TRUE Learning Objective: 1.1 Describe what management is and why having great managers is important.

Topic/Concept: What Is Management?

Difficulty level: Easy AACSB: Application of knowledge 66) In a recent job interview, Camryn focused on her ability to achieve important goals. Camryn highlighted her effectiveness in the interview.

Answer: TRUE Learning Objective: 1.1 Describe what management is and why having great managers is important.

Topic/Concept: What Is Management?

Difficulty level: Moderate AACSB: Application of knowledge 67) Tisnue recognizes that engaged employees are committed to their job and the organization.

One of the ways that Tisnue can keep her employees engaged is to give frequent recognition for achievements and good work.

Answer: TRUE Learning Objective: 1.1 Describe what management is and why having great managers is important.

Topic/Concept: Why Is Having Great Managers Important?

Difficulty level: Challenging AACSB: Application of knowledge

Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

68) High employee engagement results in lower turnover, increased profits, and lower absenteeism.

Answer: TRUE Learning Objective: 1.1 Describe what management is and why having great managers is important.

Topic/Concept: Why Is Having Great Managers Important?

Difficulty level: Easy AACSB: Application of knowledge 69) The controlling function of management involves setting a clear vision and skillfully using communication, motivation, power, and influence to lead employees toward achievement of that vision.

Answer: FALSE Learning Objective: 1.2 Identify managerial functions, roles, and skills.

Topic/Concept: Controlling Difficulty level: Moderate AACSB: Application of knowledge 70) Liesl is writing a report on how the leading function of management differs from the controlling function of management. In her report, Liesl states that leading involves setting a vision and controlling involves deciding how to allocate people to jobs. Liesl's report accurately describes the leading and controlling functions of management.

Answer: FALSE Learning Objective: 1.2 Identify managerial functions, roles, and skills.

Topic/Concept: Controlling Difficulty level: Challenging AACSB: Application of knowledge 71) The three types of skills that managers need to be effective are technical, human, and conceptual.

Answer: TRUE Learning Objective: 1.2 Identify managerial functions, roles, and skills.

Topic/Concept: What Skills Do Managers Need?

Difficulty level: Easy AACSB: Application of knowledge 72) Scientific management focuses on the efficiency of lower-level workers daily, while administrative management and bureaucratic management focus on the structure and management of the organization as a whole.

Answer: TRUE Learning Objective: 1.3 Describe historical and contemporary approaches to management and organizations.

Topic/Concept: Classical Approaches to Management Difficulty level: Easy AACSB: Application of knowledge

Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

73) Bureaucratic management focuses on the efficiency of lower-level workers daily where managers use an informal and passive approach.

Answer: FALSE Learning Objective: 1.3 Describe historical and contemporary approaches to management and organizations.

Topic/Concept: Classical Approaches to Management Difficulty level: Easy AACSB: Application of knowledge 74) In a learning organization, managers view the organization holistically as a collection of interdependent parts being affected by each other.

Answer: FALSE Learning Objective: 1.3 Describe historical and contemporary approaches to management and organizations.

Topic/Concept: Contemporary Perspective: The Learning Organization Difficulty level: Moderate AACSB: Application of knowledge 75) Harry is making a presentation on the importance of diversity in today's organization. In this presentation, Harry should include that most progressive leaders realize that hiring, promoting, and effectively managing a diverse workforce are integral to achieving business goals and being innovative.

Answer: TRUE Learning Objective: 1.4 Discuss the impact of workplace diversity, globalization, and culture on management.

Topic/Concept: What Do Managers Need to Know About Diversity, Globalization, and Culture?

Difficulty level: Easy AACSB: Application of knowledge 76) Rebecca is committed to effectively managing diversity in her organization. The benefits of effectively managing diversity in organizations include more innovation, creativity, and problem solving.

Answer: TRUE Learning Objective: 1.4 Discuss the impact of workplace diversity, globalization, and culture on management.

Topic/Concept: What Do Managers Need to Know About Diversity, Globalization, and Culture?

Difficulty level: Easy AACSB: Application of knowledge

Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

77) Managers are responsible for not only making ethical decisions themselves, but also for creating an organizational environment that supports their employees in making the right choices.

Answer: TRUE Learning Objective: 1.5 Why are ethics and social responsibility important for managers?

Topic/Concept: Ethics and Ethical Dilemmas Difficulty level: Easy AACSB: Application of knowledge 78) Gemma is happy to start her new job as a customer service representative. She sees some of her coworkers steal office supplies for their own home use. Gemma knows that this is wrong but she wants to fit in with the organizational culture, so she soon starts to take office supplies as well. Gemma rationalized her unethical behavior through omnipotence.

Answer: FALSE Learning Objective: 1.5 Why are ethics and social responsibility important for managers?

Topic/Concept: Ethics and Ethical Dilemmas Difficulty level: Moderate AACSB: Application of knowledge 79) National culture is one way to achieve corporate social responsibility by balancing the use of natural resources over time so that the needs of future generations are met.

Answer: FALSE Learning Objective: 1.5 Why are ethics and social responsibility important for managers?

Topic/Concept: Social Responsibility and Sustainability Difficulty level: Easy AACSB: Application of knowledge 80) Brandon recently accepted a new position as a manager in the food and restaurant industry.

What is the role of a manager? What should Brandon focus on as a manager?

Answer: Responses may vary. As a manager, Brandon will be directly responsible for guiding a group of people toward the achievement of the organization's goals. Managers focus on both effectiveness and efficiency. Brandon will focus on effectiveness by achieving important goals such as quality, customer satisfaction, and innovative new products. In addition, Brandon will focus on efficiency by getting things done quickly, using the least amount of resources such as money and employee effort, and producing minimal waste.

Learning Objective: 1.1 Describe what management is and why having great managers is important.

Topic/Concept: What Is Management?

Difficulty level: Moderate AACSB: Critical thinking

Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

81) Tessa wants to improve her employees' engagement in the organization so that they will be more emotionally connected and committed to their jobs. What could Tessa do to improve her employees' engagement?

Answer: Responses may vary. As Tessa is committed to improving her employees' engagement, she can participate in the following: define outcome to be achieved, get employees the materials and equipment they need to do their work, understand what employees do best, provide feedback on how well employees are doing their job, give frequent recognition for achievements and good work, and listen to and care about employees. Each of these actions will assist Tessa in improving her employees' engagement.

Learning Objective: 1.1 Describe what management is and why having great managers is important.

Topic/Concept: Why Is Having Great Managers Important?

Difficulty level: Challenging AACSB: Critical thinking 82) Daphne is looking at a popular job search website and sees many open positions with a "manager" title. Help Daphne understand about managers by naming and describing the three levels of managers.

Answer: Responses may vary. The three types of managers are top-level managers, mid-level managers, and lower-level managers. Top-level managers engage in strategic planning and make decisions for the overall direction of the business, formulate company-wide policies, and steer the organization toward achieving its long-term vision. A mid-level manager sets goals and performance objectives and coordinates the work of employees in their area of responsibility.

Lower-level managers assign tasks to hourly workers and ensure that work gets done on time.

Learning Objective: 1.1 Describe what management is and why having great managers is important.

Topic/Concept: What Are the Levels and Types of Managers?

Difficulty level: Moderate AACSB: Critical thinking 83) Marco has hired an educational consultant to help him develop his LinkedIn profile. He knows he wants to be a manager but is unsure of the four managerial functions he should include on his LinkedIn profile. Identify and describe each of the four managerial functions that Marco should include on his LinkedIn profile.

Answer: Responses may vary. Marco should include the four managerial functions of planning, organizing, leading, and controlling. Planning refers to crafting an organization's strategy, developing goals for the future, and making decisions about specific actions needed to reach those goals. Organizing refers to deciding how to allocate people to jobs, cluster jobs into departments, and coordinate work across the organization. Leading refers to setting a clear vision and skillfully using communication, motivation, power, and influence to lead employees toward the achievement of that vision. Controlling refers to setting performance standards, monitoring how well employees' activities are meeting performance standards, and taking corrective action when those standards aren't met.

Learning Objective: 1.2 Identify managerial functions, roles, and skills.

Topic/Concept: What Do Managers Do? Difficulty level: Moderate AACSB: Critical thinking

Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

84) Dara is studying what managers actually do day-to-day in organizations. As a starting point, she reviews the research Mintzberg conducted on managerial roles. Identify and explain the three categories of managerial roles in Mintzberg's research.

Answer: Responses may vary. Dara should refer to Mintzberg's work and identify the three categories of managerial roles as informational roles, interpersonal roles, and decisional roles.

Informational roles involve managing by information and include monitor, disseminator, and spokesperson roles. Interpersonal roles involve managing through people and include figurehead, lead, and liaison roles. Lastly, decisional roles involve managing through action and include entrepreneur, disturbance handler, resource allocator, and negotiator roles.

Learning Objective: 1.2 Identify managerial functions, roles, and skills.

Topic/Concept: Managerial Roles Difficulty level: Challenging AACSB: Critical thinking 85) Julian is interested in transferring his skills to different industries. He recently completed a personality assessment to determine his strengths and weaknesses. The assessment revealed that Julian's strength as a future manager lies in a decisional role, according to Mintzberg's research on managerial roles. Name and describe each of the decisional roles.

Answer: Responses may vary. Decisional roles involve managing through action and include the roles of entrepreneur, disturbance handler, resource allocator, and negotiator. An entrepreneur role focuses on generating and implementing new ideas to quickly solve problems.

A disturbance handler role mediates conflict and disputes and acts during a crisis. A resource allocator decides how to best allocate organizational resources such as financial, human, and physical resources. A negotiator role gets buy-in from employees and customers to handle challenges and capitalize on opportunities.

Learning Objective: 1.2 Identify managerial functions, roles, and skills.

Topic/Concept: Managerial Roles Difficulty level: Moderate AACSB: Critical thinking 86) Cara was reviewing open positions at one of her favorite companies. She is excited to see that a managerial position is open and is looking forward to applying for the position. Cara wants to make sure that she has all of the required skills so that she can be an effective manager. Name and explain the three skills that Cara needs to be an effective manager.

Answer: Responses may vary. To be an effective manager, Cara will need three skills: technical skills, human skills, and conceptual skills. Technical skills refer to specialized knowledge, analytical ability, and competency in using tools and techniques in the manager's specific functional area. Human or interpersonal skills refer to the ability to interact with people including employees, coworkers, other managers, and customers. The last skill Cara will need is conceptual skills. Conceptual skills refer to understanding and crafting the organization's vision and strategy. Conceptual skills require the ability to think abstractly and view the organization holistically.

Learning Objective: 1.2 Identify managerial functions, roles, and skills.

Topic/Concept: What Skills Do Managers Need?

Difficulty level: Moderate AACSB: Critical thinking

Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

87) Omar is working as a consultant for an organization that produces specialty home products.

After meeting with several top managers, Omar determines that the organization is using administrative management to achieve goals. Identify the principles of administrative management.

Answer: Responses may vary. The 14 management principles of administrative management are division of work, authority, discipline, unity of command, subordination of individual interests to the general interest, compensation, centralization, scalar chain, order, equity, employee stability, initiative, and esprit de corps.

Learning Objective: 1.3 Describe historical and contemporary approaches to management and organizations.

Topic/Concept: Classical Approaches to Management Difficulty level: Challenging AACSB: Critical thinking 88) Nhu was asked to deliver a presentation on management science to a group of organizational consultants. While preparing her presentation, she wants to ensure that her audience clearly understands how a systems approach varies from a contingency approach to management. How should Nhu describe a systems approach and a contingency approach to management in her presentation?

Answer: Responses may vary. In her presentation to a group of organizational dynamics consultants, Nhu should identify that a systems approach views an organization holistically, as a collection of interdependent parts with each part affecting the other. In contrast, a contingency approach states that there is no "one best way" to manage people. Instead, the best approach will depend on the situation. Using the contingency approach, managers consider the employee's level of skill and motivation, the type of work, the size of the organization, and organizational culture.

Learning Objective: 1.3 Describe historical and contemporary approaches to management and organizations.

Topic/Concept: Management Science, Systems View, and Contingency Approach Difficulty level: Moderate AACSB: Critical thinking

Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

89) Cassidy recently accepted a managerial position in a large company with operations all over the world. She knows she will need a global mindset in order to function effectively as a manager. Define global mindset, and then identify and explain the three components of a global mindset.

Answer: Responses may vary. A global mindset is an important quality to today's managers. It refers to having skills in influencing individuals, groups, and organizations from other parts of the world. The three components of a global mindset are intellectual capital, psychological capital, and social capital. Intellectual capital includes knowledge of international business; psychological capital includes openness to different cultures; and social capital refers to the ability to form connections with people of different cultures.

Learning Objective: 1.4 Discuss the impact of workplace diversity, globalization, and culture on management.

Topic/Concept: Global Mindset Difficulty level: Moderate AACSB: Critical thinking 90) Kelsey works in a retail store and sees her coworkers steal items from the stockroom. She is curious why people rationalize their unethical behavior when they know the behavior is wrong.

Identify and describe the three psychological dynamics that lead people to rationalize unethical behavior.

Answer: Responses may vary. The three psychological states that lead people to rationalize unethical behavior include omnipotence, cultural numbness, and justified neglect. Omnipotence refers to the tendency of some managers to feel that they are entitled to do as they wish because the rules don't apply to them. For these managers, they follow the "do as I say, not as I do" rule.

Cultural numbness occurs when instead of staying true to their own beliefs, managers and employees follow what occurs in their organizations. That is, they trade off what is important to them for the sake of fitting in with the organizational culture. The last psychological state is justified neglect. Justified neglect refers to managers and employees wanting to obtain an immediate reward rather than doing the right thing. This tends to happen when the risk of getting caught is low.

Learning Objective: 1.5 Why are ethics and social responsibility important for managers?

Topic/Concept: Why Do People Behave Unethically?

Difficulty level: Moderate AACSB: Critical thinking

Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

Management: An Interactive Approach, 1e (Mollica) Chapter 2 Managing Yourself 1) Richard is delivering an industry analysis presentation in his organization when he begins to feel emotional. Which of the following is recognized as an emotion?

A) Happiness B) Interest C) Surprise D) All of these Answer: D Learning Objective: 2.1 Explain how emotional intelligence affects work performance.

Topic/Concept: Understanding Emotions Difficulty level: Easy AACSB: Application of knowledge 2) Caden is a human resource professional in his organization. Lately, his department has received numerous emails from employees displaying inappropriate emotions at work. Which of the following is considered an emotion?

A) Happiness B) Thinking C) Extraversion D) Opportunity Answer: A Learning Objective: 2.1 Explain how emotional intelligence affects work performance.

Topic/Concept: Understanding Emotions Difficulty level: Moderate AACSB: Application of knowledge 3) On a team project, Adele is creating a graph to illustrate the different levels of emotions for a group of employees. Which of the following would most likely be depicted on the graph as an emotion?

A) Anger B) Thinking C) Extraversion D) Sadness Answer: A Learning Objective: 2.1 Explain how emotional intelligence affects work performance.

Topic/Concept: Understanding Emotions Difficulty level: Moderate AACSB: Application of knowledge

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4) Cameron was nominated as "Customer Service Executive of the Month" in his organization.

When he heard of his nomination, Cameron experienced a complex, personal, and short-term response that affected how he felt, expressed himself, and acted. Cameron experienced: A) emotional intelligence.

B) ability.

C) emotion.

D) quotient.

Answer: C Learning Objective: 2.1 Explain how emotional intelligence affects work performance.

Topic/Concept: Understanding Emotions Difficulty level: Moderate AACSB: Application of knowledge 5) Kendra is nervous about her upcoming presentation to the board of directors at her company.

She is experiencing a complex, personal, and often short-term response that can affect how she feels, expresses herself, and acts. Kendra is experiencing: A) emotional intelligence.

B) ability.

C) emotion.

D) quotient.

Answer: C Learning Objective: 2.1 Explain how emotional intelligence affects work performance.

Topic/Concept: Understanding Emotions Difficulty level: Moderate AACSB: Application of knowledge 6) Gary is responsible for training and development in his organization. In revising his organization's training manual for newly hired employees, Gary creates a section on emotions in the workplace. Which one of the following would NOT be included as an emotion in the organization's training manual?

A) Emotional intelligence B) Happiness C) Anger D) Sorrow Answer: A Learning Objective: 2.1 Explain how emotional intelligence affects work performance.

Topic/Concept: Understanding Emotions Difficulty level: Moderate AACSB: Application of knowledge

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7) Olivia is the training leader for a group of newly hired members of her organization. One of the members asks Olivia about emotions in the workplace. How can Olivia best describe emotions to the new member?

A) An individual's ability to use their feelings to make decisions B) A way to increase social interaction and concern for customers C) A management technique aimed at making work more efficient D) A complex, personal response that results in feelings, how we express ourselves, and act Answer: D Learning Objective: 2.1 Explain how emotional intelligence affects work performance.

Topic/Concept: Understanding Emotions Difficulty level: Challenging AACSB: Application of knowledge 8) Cicely has a difficult coworker in her department. To help Cicely be effective at work, she has to recognize and manage her own emotions as well as the emotions of others. What should Cicely use to help manage her emotions?

A) Personality profiles B) Emotional intelligence C) Standard deviation D) Networking Answer: B Learning Objective: 2.1 Explain how emotional intelligence affects work performance.

Topic/Concept: Emotional Intelligence Difficulty level: Moderate AACSB: Application of knowledge 9) Emotional intelligence refers to the: A) ability to recognize your own emotions.

B) ability to recognize others' emotions.

C) ability to manage your own emotions.

D) all of these.

Answer: D Learning Objective: 2.1 Explain how emotional intelligence affects work performance.

Topic/Concept: Emotional Intelligence Difficulty level: Easy AACSB: Application of knowledge

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

10) Emily understands that it's important to recognize and manage her own emotions so that she can make effective decisions at work. She also knows that she needs to recognize and manage others' emotions as well. What should Emily practice so that she can effectively recognize and manage her own and others' emotions at work?

A) Emotional contagion B) Cooperation C) Comprehension D) Emotional intelligence Answer: D Learning Objective: 2.1 Explain how emotional intelligence affects work performance.

Topic/Concept: Emotional Intelligence Difficulty level: Moderate AACSB: Application of knowledge 11) Yara is having trouble with some of her coworkers. She is finding it harder and harder to control her emotions as she just gets so frustrated with her coworkers. In order for Yara to develop emotional intelligence, what should she focus on so that she can make effective decisions that are appropriate for her company?

A) Yara should focus on recognizing and managing her own and others' emotions.

B) Yara should decrease her social awareness and concentrate on her own needs.

C) Yara should create a development plan for herself.

D) Yara should work with a coach or mentor to develop alternate strategies.

Answer: A Learning Objective: 2.1 Explain how emotional intelligence affects work performance.

Topic/Concept: Emotional Intelligence Difficulty level: Challenging AACSB: Application of knowledge 12) Yashidi is a human resource professional. One of her tasks is to assess the emotional intelligence of employees applying for a promotion in the organization. What are the four components of emotional intelligence?

A) Emotional contagion, conscientiousness, extraversion, and introversion B) Thinking, feeling, intuition, and judging C) Openness to experience, neuroticism, and agreeableness D) Self-awareness, self-management, social awareness, and relationship management Answer: D Learning Objective: 2.1 Explain how emotional intelligence affects work performance.

Topic/Concept: A Model of Emotional Intelligence Difficulty level: Challenging AACSB: Application of knowledge

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

13) Ahmed is proud of his ability to use emotional intelligence as it increases his ability to recognize and manage his own emotions and the emotions of others. Which of the following is a behavior associated with emotional intelligence?

A) Emotional contagion B) Thinking C) Openness to experience D) Self-awareness Answer: D Learning Objective: 2.1 Explain how emotional intelligence affects work performance.

Topic/Concept: A Model of Emotional Intelligence Difficulty level: Moderate AACSB: Application of knowledge 14) Mitchell understands that emotional intelligence is important in business. He wants to improve his emotional intelligence so he can be promoted to director of the department in two years. Which of the following is a behavior associated with emotional intelligence?

A) Relationship management B) Self-management C) Self-awareness D) All of these Answer: D Learning Objective: 2.1 Explain how emotional intelligence affects work performance.

Topic/Concept: A Model of Emotional Intelligence Difficulty level: Easy AACSB: Application of knowledge 15) Julio is well-liked in his organization. He is at the stage of his career where he can pinpoint his emotional state accurately. Which of the following behaviors associated with emotional intelligence does this represent?

A) Relationship management B) Self-management C) Social awareness D) Self-awareness Answer: D Learning Objective: 2.1 Explain how emotional intelligence affects work performance.

Topic/Concept: A Model of Emotional Intelligence Difficulty level: Moderate AACSB: Application of knowledge

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

16) Becky is applying for a promotion to vice president in her company. She knows it's important to practice emotional intelligence and can accurately pinpoint her emotional state.

Becky is in the behavior of emotional intelligence.

A) relationship management B) self-management C) social awareness D) self-awareness Answer: D Learning Objective: 2.1 Explain how emotional intelligence affects work performance.

Topic/Concept: A Model of Emotional Intelligence Difficulty level: Moderate AACSB: Application of knowledge 17) Sarah wants to develop her emotional intelligence so she can improve her chances at a promotion into management. As Sarah can accurately pinpoint her emotional state, she fulfills the behavior of emotional intelligence.

A) relationship management B) self-management C) social awareness D) self-awareness Answer: D Learning Objective: 2.1 Explain how emotional intelligence affects work performance.

Topic/Concept: A Model of Emotional Intelligence Difficulty level: Moderate AACSB: Application of knowledge 18) Jacob wants to better understand the behaviors associated with emotional intelligence. What would be the best way for Jacob to understand the difference between the self-awareness and self-management behaviors of emotional intelligence?

A) Self-awareness occurs when you understand how others will react to different events; selfmanagement occurs when you can pinpoint your emotional state accurately.

B) Self-awareness occurs when you set the tone for a situation; self-management occurs when you can accurately state your emotions.

C) Self-awareness occurs when you can manipulate your emotions to achieve success; selfmanagement occurs when you apply your knowledge to situations.

D) Self-awareness occurs when you can pinpoint your emotional state accurately; selfmanagement occurs when you can regulate your emotions for a particular situation.

Answer: D Learning Objective: 2.1 Explain how emotional intelligence affects work performance.

Topic/Concept: A Model of Emotional Intelligence Difficulty level: Challenging AACSB: Application of knowledge

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19) Marissa wants to use her knowledge of emotional intelligence to be able to regulate her emotions in specific situations in her organization. Marissa should focus on the behavior of emotional intelligence.

A) self-awareness B) self-management C) social awareness D) relationship management Answer: B Learning Objective: 2.1 Explain how emotional intelligence affects work performance.

Topic/Concept: A Model of Emotional Intelligence Difficulty level: Moderate AACSB: Application of knowledge 20) John recently dealt with a stressful situation with one of his employees. During the situation, John was careful to regulate his emotions in this situation so that he did not get overwhelmed and emotional. In this example, John used the emotional intelligence behavior of: A) self-awareness.

B) self-management.

C) social awareness.

D) relationship management.

Answer: B Learning Objective: 2.1 Explain how emotional intelligence affects work performance.

Topic/Concept: A Model of Emotional Intelligence Difficulty level: Moderate AACSB: Application of knowledge 21) Sunanda is facing a difficult situation at work where she may need to fire two of her employees. She believes it would be best if she uses the self-management behavior of emotional intelligence in handling the situation. The self-management behavior of emotional intelligence is characterized by the: A) ability to pinpoint your emotional state accurately.

B) awareness of how other people will react to events.

C) understanding of how others' reactions change over time.

D) ability to regulate your own emotions to be appropriate for a particular situation.

Answer: D Learning Objective: 2.1 Explain how emotional intelligence affects work performance.

Topic/Concept: A Model of Emotional Intelligence Difficulty level: Moderate AACSB: Application of knowledge

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

22) Hiram believes that emotional intelligence is important. He is focused on developing the relationship management behavior of emotional intelligence. Which of the following accurately represents the relationship management behavior of emotional intelligence?

A) Ability to pinpoint your emotional state accurately B) Awareness of how other people will react to events C) Understanding of how others' reactions change over time D) Setting the emotional tone for a situation to facilitate positive results Answer: D Learning Objective: 2.1 Explain how emotional intelligence affects work performance.

Topic/Concept: A Model of Emotional Intelligence Difficulty level: Challenging AACSB: Application of knowledge 23) Brandon's company is going to close its remote location, which will result in laying off hundreds of employees. As this is a difficult situation for Brandon's company, he demonstrates empathy as he understands how others will react to this event and how those reactions might change over time. In this example, Brandon used the behavior of emotional intelligence.

A) social awareness B) self-management C) self-awareness D) relationship management Answer: A Learning Objective: 2.1 Explain how emotional intelligence affects work performance.

Topic/Concept: A Model of Emotional Intelligence Difficulty level: Challenging AACSB: Application of knowledge 24) Which of the following statements is accurate regarding emotional intelligence?

A) Individuals with low emotional intelligence may experience more stress at work.

B) Individuals with low emotional intelligence may have difficulty working with teammates.

C) Social awareness is also referred to as empathy.

D) All of these.

Answer: D Learning Objective: 2.1 Explain how emotional intelligence affects work performance.

Topic/Concept: Developing Your Emotional Intelligence Difficulty level: Moderate AACSB: Application of knowledge

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

25) As a new manager, Rodrick understands that emotional intelligence is important. He wants to improve his emotional intelligence so he can best provide support for his employees. What action should Rodrick take to improve his emotional intelligence?

A) Rodrick should assess his emotional intelligence.

B) Rodrick should create a development plan for himself.

C) Rodrick should work with a coach or mentor.

D) All of these.

Answer: D Learning Objective: 2.1 Explain how emotional intelligence affects work performance.

Topic/Concept: Developing Your Emotional Intelligence Difficulty level: Moderate AACSB: Application of knowledge 26) Susannah is interested in the phenomenon that occurs when employees mirror the emotions of their manager. She wants to set a positive and easygoing mood so that her employees will have the same. In this example, Susannah demonstrates: A) emotional intelligence.

B) emotional contagion.

C) emotional likelihood.

D) emotional functionality.

Answer: B Learning Objective: 2.1 Explain how emotional intelligence affects work performance.

Topic/Concept: Developing Your Emotional Intelligence Difficulty level: Moderate AACSB: Application of knowledge 27) Keith wants to create a positive and easygoing mood in his department. He acts in a positive and easygoing manner so that his employees will mirror his emotions. In this example, Keith demonstrates: A) emotional intelligence.

B) emotional contagion.

C) emotional likelihood.

D) emotional functionality.

Answer: B Learning Objective: 2.1 Explain how emotional intelligence affects work performance.

Topic/Concept: Developing Your Emotional Intelligence Difficulty level: Moderate AACSB: Application of knowledge

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

28) Catarina is working on a project that requires deep thought and concentration. Unfortunately, she keeps getting distracted by the notifications on her phone. So that Catarina can be productively engaged in the project, she should focus on her: A) Pygmalion effect.

B) emotional contagion.

C) self-fulfilling prophecy.

D) flow state.

Answer: D Learning Objective: 2.2 Implement strategies for working more effectively and efficiently.

Topic/Concept: Managing Attention Difficulty level: Moderate AACSB: Application of knowledge 29) Kyle is leading an ad-hoc task force of functional managers in his organization to better recognize and promote attention at work. How should Kyle best explain the concept of a flow state to this ad-hoc task force?

A) A flow state is a way to improve your emotional intelligence by becoming aware of strengths and weaknesses.

B) A flow state is a way to understand the four behaviors that help manage emotions in the workplace.

C) A flow state is the strategy used for creating beneficial habits in the future.

D) A flow state is a state of mind when you are productively engaged in an activity.

Answer: D Learning Objective: 2.2 Implement strategies for working more effectively and efficiently.

Topic/Concept: Managing Attention Difficulty level: Challenging AACSB: Application of knowledge 30) Isla recognizes that it's important to be productive at work, but she keeps losing her focus.

What could Isla do to better manage her attention?

A) Isla should remove unnecessary distractions.

B) Isla should create a parking lot for stray thoughts.

C) Isla should batch her tasks.

D) All of these.

Answer: D Learning Objective: 2.2 Implement strategies for working more effectively and efficiently.

Topic/Concept: Managing Attention Difficulty level: Easy AACSB: Application of knowledge

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

31) Caleb was assigned to produce a request for a proposal at work. He wants to ensure that he completes all parts of the project by the deadline so his manager will recognize and reward his skills. What should Caleb do so that he doesn't get distracted at work and improve his time management skills?

A) Caleb can plan each week with specific goals.

B) Caleb can try to track his time.

C) Caleb can resist the temptation to fill up spare time.

D) All of these.

Answer: D Learning Objective: 2.2 Implement strategies for working more effectively and efficiently.

Topic/Concept: Managing Time Difficulty level: Moderate AACSB: Application of knowledge 32) Jeremiah has many obligations in his position as Chief Operating Officer in his organization.

Sometimes he has trouble meeting deadlines due to his conflicting priorities and poor time management. One of the actions Jeremiah could use to help him with time management is: A) batch his tasks.

B) plan each week with specific goals.

C) remove unnecessary distractions.

D) create a parking lot for stray thoughts.

Answer: B Learning Objective: 2.2 Implement strategies for working more effectively and efficiently.

Topic/Concept: Managing Time Difficulty level: Moderate AACSB: Application of knowledge 33) Calista participates in many challenging projects in her role as an advertising executive. She knows she can't wait until the last day to work on her projects, but in the past, she has suffered from procrastination. What action should Calista do to better manage her time?

A) Calista should batch her tasks.

B) Calista should create a parking lot for stray thoughts.

C) Calista should remove unnecessary distractions.

D) Calista should try tracking her time.

Answer: D Learning Objective: 2.2 Implement strategies for working more effectively and efficiently.

Topic/Concept: Managing Time Difficulty level: Challenging AACSB: Application of knowledge

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

34) It's now 4 a.m. and Miranda is working on a project that is due in five hours. Her manager gave Miranda this project a month ago but Miranda did not manage her time well. She didn't begin the project until yesterday even though Miranda had all month to work on it. What should Miranda do to better manage her time?

A) Miranda should batch her tasks.

B) Miranda should create a parking lot for stray thoughts.

C) Miranda should remove unnecessary distractions.

D) Miranda should resist the temptation to fill up spare time.

Answer: D Learning Objective: 2.2 Implement strategies for working more effectively and efficiently.

Topic/Concept: Managing Time Difficulty level: Challenging AACSB: Application of knowledge 35) Which of the following is a challenge stressor?

A) Lack of clarity B) Conflicts with a family obligation C) Difficult coworker D) Deadlines Answer: D Learning Objective: 2.2 Implement strategies for working more effectively and efficiently.

Topic/Concept: Managing Stress and Energy Difficulty level: Easy AACSB: Application of knowledge 36) David works in his family's construction company. His primary stressors are deadlines and taking on extra work from new projects. In this example, David's primary stressors are: A) dysfunctional.

B) challenge.

C) hindrance.

D) vital.

Answer: B Learning Objective: 2.2 Implement strategies for working more effectively and efficiently.

Topic/Concept: Managing Stress and Energy Difficulty level: Moderate AACSB: Application of knowledge

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

37) Emily and Shekab work in an accounting firm. The stressors in their organization are based on deadlines and taking on extra work, especially during the busy tax season. In Emily and Shekab's organization, stressors are illustrated.

A) hindrance B) preservation C) challenge D) dysfunctional Answer: C Learning Objective: 2.2 Implement strategies for working more effectively and efficiently.

Topic/Concept: Managing Stress and Energy Difficulty level: Moderate AACSB: Application of knowledge 38) Which of the following is a hindrance stressor?

A) Lack of clarity B) Taking on extra work C) Deadlines D) All of these Answer: A Learning Objective: 2.2 Implement strategies for working more effectively and efficiently.

Topic/Concept: Managing Stress and Energy Difficulty level: Easy AACSB: Application of knowledge 39) Victoria is a health and safety specialist. Over the past six months, Victoria has noticed an increase in the number of stress-related accidents in her organization. How can Victoria best explain stress to her management team?

A) Stress is the energy and vitality needed by an individual to tackle mental and physical tasks.

B) Stress is the ability to set priorities and goals, scheduling activities and spending some time planning each day.

C) Stress is the state of mind that occurs when you are productively engaged in an activity.

D) Stress is the physical, mental, and emotional strain resulting from adverse or demanding circumstances.

Answer: D Learning Objective: 2.2 Implement strategies for working more effectively and efficiently.

Topic/Concept: Managing Stress and Energy Difficulty level: Moderate AACSB: Application of knowledge

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

40) Tracey was asked by the Chief Information Officer to create a report that examines employees' level of stress. What are the two types of stress that Tracey would want to include in her report?

A) Functional and temporal B) Dysfunctional and long term C) Proactive and reactive D) Challenge and hindrance Answer: D Learning Objective: 2.2 Implement strategies for working more effectively and efficiently.

Topic/Concept: Managing Stress and Energy Difficulty level: Easy AACSB: Application of knowledge 41) Christopher is a human resource professional for a large organization. He was asked to administer an employee survey on the types of hindrance stressors in the organization. What should Christopher include in his report on the employee survey as examples of hindrance stressors?

A) Lack of clarity B) Conflicts with a family obligation C) Difficult coworker D) All of these Answer: D Learning Objective: 2.2 Implement strategies for working more effectively and efficiently.

Topic/Concept: Managing Stress and Energy Difficulty level: Moderate AACSB: Application of knowledge 42) Eric is studying for a human resource certification exam so that he can be recognized in his industry as knowledgeable in human resource topics. One of the exam questions asks about hindrance stressors. What should Eric identify as a hindrance stressor on this certification exam?

A) Deadlines B) Conflicts with a family obligation C) Taking on extra work D) All of these Answer: B Learning Objective: 2.2 Implement strategies for working more effectively and efficiently.

Topic/Concept: Managing Stress and Energy Difficulty level: Moderate AACSB: Application of knowledge

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

43) Kayla is an engineer for a large construction company. She has many responsibilities, including creating designs for safe structures according to plans and specifications. Sometimes Kayla is so busy that she feels like she doesn't have enough energy to accomplish all of her projects. Which of the following best describes energy?

A) Physical, mental, and emotional strain resulting from adverse circumstances B) Phenomenon that mirrors one's emotions C) Ability to pinpoint your emotional state accurately D) Strength and vitality needed to tackle mental and physical tasks Answer: D Learning Objective: 2.2 Implement strategies for working more effectively and efficiently.

Topic/Concept: Managing Stress and Energy Difficulty level: Moderate AACSB: Application of knowledge 44) The three components of energy are physical, mental, and: A) functional.

B) direct.

C) reactive.

D) emotional.

Answer: D Learning Objective: 2.2 Implement strategies for working more effectively and efficiently.

Topic/Concept: Managing Stress and Energy Difficulty level: Easy AACSB: Application of knowledge 45) Geospatial LLC evidenced a 20% increase in sales and productivity. Due to the organization's growth, Geospatial LLC wants to revise its organizational culture so that its employees continue to demonstrate energy in fulfilling their tasks. Which of the following would Geospatial LLC identify as the components of energy?

A) Planned and proactive B) Functional and dysfunctional C) Programmed and nonprogrammed D) Physical, mental, and emotional Answer: D Learning Objective: 2.2 Implement strategies for working more effectively and efficiently.

Topic/Concept: Managing Stress and Energy Difficulty level: Challenging AACSB: Application of knowledge

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

46) Charlie is applying for a member of the leadership team in his organization. During the interview for this position, Charlie is asked about his level of energy. What components of energy should Charlie discuss in his response?

A) Physical, mental, and emotional B) Positive and negative C) Functional and dysfunctional D) Change and static Answer: A Learning Objective: 2.2 Implement strategies for working more effectively and efficiently.

Topic/Concept: Managing Stress and Energy Difficulty level: Moderate AACSB: Application of knowledge 47) As a member of the senior leadership team, Griffin is having trouble keeping up his physical energy level. What should Griffin do to maintain a high level of physical energy?

A) Griffin should set a regular bedtime so that he can get enough sleep.

B) Griffin should take a break to keep his focus and resolve.

C) Griffin should internalize a moment of good in his life.

D) Griffin should focus more on the positive events in his life.

Answer: A Learning Objective: 2.2 Implement strategies for working more effectively and efficiently.

Topic/Concept: Managing Stress and Energy Difficulty level: Challenging AACSB: Application of knowledge 48) Caleb is trying to focus on his emotional energy so that he can be more productive at work.

Which of the following would be a way for Caleb to focus on his emotional energy?

A) Take a break every 90-120 minutes B) Take a short nap C) Set a regular bedtime D) Internalize the moments of good in his life Answer: D Learning Objective: 2.2 Implement strategies for working more effectively and efficiently.

Topic/Concept: Managing Stress and Energy Difficulty level: Challenging AACSB: Application of knowledge

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

49) Stephen was asked to produce a report that analyzes the direct and indirect competition in his organization's industry. Although developing competitive reports is not one of Stephen's strengths, he believes that he has the ability to improve and produce a comprehensive report.

This ability represents Stephen's: A) emotional contagion.

B) emotional intelligence.

C) time management.

D) growth mindset.

Answer: D Learning Objective: 2.2 Implement strategies for working more effectively and efficiently.

Topic/Concept: Developing a Growth Mindset Difficulty level: Moderate AACSB: Application of knowledge 50) Which of the following is complementary to developing a growth mindset?

A) Developing emotional contagion B) Improving emotional intelligence C) Improving time management D) Focusing on strengths Answer: D Learning Objective: 2.2 Implement strategies for working more effectively and efficiently.

Topic/Concept: Developing a Growth Mindset Difficulty level: Challenging AACSB: Application of knowledge 51) Louisa would like to be considered for a promotion in her organization. To apply for the promotion, she will have to participate in numerous interviews with executive board members.

As her interviewing skills are not one of her strengths, Louisa develops discussion points for her interviews and practices in a goal-oriented way with coworkers to simulate the interview. In this example, Louisa uses to improve her skills.

A) deliberate practice B) emotional intelligence C) time management D) growth mindset Answer: A Learning Objective: 2.2 Implement strategies for working more effectively and efficiently.

Topic/Concept: Developing a Growth Mindset Difficulty level: Moderate AACSB: Application of knowledge

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

52) Abeeda is studying to become a Certified Public Accountant (CPA). To pass the CPA exam, Abeeda has been taking sample exams again and again to simulate the actual exam. In doing so, Abeeda is using to pass the CPA exam.

A) emotional contagion B) emotional intelligence C) deliberate practice D) functional ability Answer: C Learning Objective: 2.2 Implement strategies for working more effectively and efficiently.

Topic/Concept: Developing a Growth Mindset Difficulty level: Moderate AACSB: Application of knowledge 53) Jackson's organization has implemented a new software system that all employees have to use for their daily tasks. Jackson is not proficient in the new software system, so he employs a growth mindset and uses deliberate practice to improve his skills. What should be included with deliberate practice to accelerate Jackson's learning and development?

A) Emotional contagion B) Emotional intelligence C) Social awareness D) Clear and direct feedback Answer: D Learning Objective: 2.2 Implement strategies for working more effectively and efficiently.

Topic/Concept: Developing a Growth Mindset Difficulty level: Challenging AACSB: Application of knowledge 54) Nance wants to interact with others in a professional setting so she can exchange information and build relationships. Nance should use to accomplish this.

A) networking B) emotional intelligence C) time management D) growth mindset Answer: A Learning Objective: 2.3 Employ best practices for developing your career from entry-level to higher levels in an organization.

Topic/Concept: Networking for Managerial Success Difficulty level: Easy AACSB: Application of knowledge

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

55) Mohammed wants to become an accountant and work for a prestigious accounting firm in his city. He knows that it's important to network to achieve his goal. Which of the following best describes networking?

A) Removing distractions and batching tasks you need to complete B) Planning with specific goals and tracking your time C) Improving work habits by mimicking conditions D) Process of interacting with others to exchange information and build relationships Answer: D Learning Objective: 2.3 Employ best practices for developing your career from entry-level to higher levels in an organization.

Topic/Concept: Networking for Managerial Success Difficulty level: Moderate AACSB: Application of knowledge 56) Robert is a corporate attorney, specializing in corporate litigation. He receives an email from his local bar association that there is an event to exchange information and build relationships with members of the professional community. What type of event did Robert's email refer to?

A) Growth mindset B) Informal C) Functional D) Networking Answer: D Learning Objective: 2.3 Employ best practices for developing your career from entry-level to higher levels in an organization.

Topic/Concept: Networking for Managerial Success Difficulty level: Moderate AACSB: Application of knowledge 57) Olivia is registered to participate in a conference for the hospitality industry. During the conference, there will be opportunities for hotel managers to engage in networking events. What is the purpose of a networking event?

A) To remove distractions and batch tasks you need to complete B) To plan with specific goals and track your time C) To improve work habits by mimicking conditions D) To interact with others to exchange information and build relationships Answer: D Learning Objective: 2.3 Employ best practices for developing your career from entry-level to higher levels in an organization.

Topic/Concept: Networking for Managerial Success Difficulty level: Moderate AACSB: Application of knowledge

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

58) Everett is a new manager at a telecommunications company. Why would Everett want to network in his organization?

A) Everett would want to network in his organization because he will need to depend on others to get their job done.

B) Everett would want to network in his organization so he can influence his manager, peers, and subordinates.

C) Everett would want to network in his organization so he would want to use his relationships rather than formal authority over others.

D) All of these.

Answer: D Learning Objective: 2.3 Employ best practices for developing your career from entry-level to higher levels in an organization.

Topic/Concept: Networking for Managerial Success Difficulty level: Moderate AACSB: Application of knowledge 59) Nadia's manager always dresses professionally at work. As Nadia is focused on cultivating her self-presentation to control her manager's perceptions of her, she also starts to dress professionally at work. In this example, Nadia uses to positively control how others see her.

A) emotional energy B) emotional contagion C) networking D) impression management Answer: D Learning Objective: 2.3 Employ best practices for developing your career from entry-level to higher levels in an organization.

Topic/Concept: Impression Management Difficulty level: Moderate AACSB: Application of knowledge 60) Rafael has heard of impression management but is not sure how it applies to him. How could Rafael best use impression management in his organization?

A) Rafael can use impression management to eliminate stressors, develop resiliency, and develop coping strategies.

B) Rafael can use impression management to redefine a problem as an opportunity.

C) Rafael can use impression management to develop better time-management skills.

D) Rafael can use impression management to have his manager and coworkers see him as skilled, likeable, and competent.

Answer: D Learning Objective: 2.3 Employ best practices for developing your career from entry-level to higher levels in an organization.

Topic/Concept: Impression Management Difficulty level: Challenging AACSB: Application of knowledge

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

61) Heather wants to ensure that her manager and coworkers see her as competent. Which of the following is an impression management tactic Heather can use to control how others see her?

A) Self-promotion B) Self-awareness C) Self-management D) Relationship management Answer: A Learning Objective: 2.3 Employ best practices for developing your career from entry-level to higher levels in an organization.

Topic/Concept: Impression Management Difficulty level: Easy AACSB: Application of knowledge 62) One of the impression management tactics that can be used to control others' perceptions is: A) self-promotion.

B) self-awareness.

C) emotional contagion.

D) networking.

Answer: A Learning Objective: 2.3 Employ best practices for developing your career from entry-level to higher levels in an organization.

Topic/Concept: Impression Management Difficulty level: Easy AACSB: Application of knowledge 63) Correctly match the impression management tactic to its description: A) Self-promotion: making sure others are aware of your achievements B) Exemplification: flattering, providing gifts, or doing favors for others C) Ingratiation: begging for help and assistance D) Intimidation: taking on additional work Answer: A Learning Objective: 2.3 Employ best practices for developing your career from entry-level to higher levels in an organization.

Topic/Concept: Impression Management Difficulty level: Challenging AACSB: Application of knowledge

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

64) Yoshimi wants to use a positive method of impression management with coworkers and customers to present herself as more likable, competent, and skilled. Which of the following impression management tactics should Yoshimi use?

A) Self-promotion B) Supplication C) Ingratiation D) Intimidation Answer: A Learning Objective: 2.3 Employ best practices for developing your career from entry-level to higher levels in an organization.

Topic/Concept: Impression Management Difficulty level: Moderate AACSB: Application of knowledge 65) Ronald is in a performance appraisal meeting with Pedro. During the meeting, Pedro begs for Ronald's help and assistance by presenting himself as needy and weak. In this example, Pedro is using the impression management tactic.

A) self-promotion B) supplication C) ingratiation D) intimidation Answer: B Learning Objective: 2.3 Employ best practices for developing your career from entry-level to higher levels in an organization.

Topic/Concept: Impression Management Difficulty level: Moderate AACSB: Application of knowledge 66) Lynn is working on a team project with Armando and Kenneth. During one of the team meetings, Lynn threatens and bullies Armando and Kenneth to get them to do her work for her.

In this example, Lynn is using the impression management tactic.

A) self-promotion B) supplication C) ingratiation D) intimidation Answer: D Learning Objective: 2.3 Employ best practices for developing your career from entry-level to higher levels in an organization.

Topic/Concept: Impression Management Difficulty level: Moderate AACSB: Application of knowledge

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

67) During departmental meetings, Kalani provides gifts for her coworkers and does favors for them. In doing so, Kalani uses the impression management tactic of to control others' perceptions of her.

A) self-promotion B) supplication C) ingratiation D) intimidation Answer: C Learning Objective: 2.3 Employ best practices for developing your career from entry-level to higher levels in an organization.

Topic/Concept: Impression Management Difficulty level: Moderate AACSB: Application of knowledge 68) Jeff wants to make sure he correctly understands the positive and negative tactics of impression management so that he can be seen as likeable, skilled, and competent. Which of the following impression management tactics should Jeff use as a positive method?

A) Self-promotion B) Supplication C) Ingratiation D) Intimidation Answer: A Learning Objective: 2.3 Employ best practices for developing your career from entry-level to higher levels in an organization.

Topic/Concept: Impression Management Difficulty level: Moderate AACSB: Application of knowledge 69) Stuart wants to get promoted so that he can be the youngest executive in his organization. To help control others' perceptions of him, Stuart takes on additional work and goes beyond on the job. Which impression management tactic is Stuart using?

A) Exemplification B) Supplication C) Ingratiation: begging for help and assistance D) Intimidation: taking on additional work Answer: A Learning Objective: 2.3 Employ best practices for developing your career from entry-level to higher levels in an organization.

Topic/Concept: Impression Management Difficulty level: Moderate AACSB: Application of knowledge

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

70) Micah is dedicated to getting promoted this year. To control others' perceptions of him, Micah takes on additional work and attempts to influence others by setting a good example.

Which of the following impression management tactics is Micah using?

A) Supplication B) Self-promotion C) Exemplification D) Ingratiation Answer: C Learning Objective: 2.3 Employ best practices for developing your career from entry-level to higher levels in an organization.

Topic/Concept: Impression Management Difficulty level: Moderate AACSB: Application of knowledge 71) Clara is reviewing her organization's policy on appropriate workplace emotions. From this policy, Clara should understand that an emotion is a complex, personal, short-term response that results in changes in how we feel, act, and express ourselves.

Answer: TRUE Learning Objective: 2.1 Explain how emotional intelligence affects work performance.

Topic/Concept: Understanding Emotions Difficulty level: Moderate AACSB: Application of knowledge 72) Faith is developing a presentation on emotions for a new group of employees to socialize them to the organization's culture. Some of the emotions that Faith should identify are extraversion, introversion, thinking, and sadness.

Answer: FALSE Learning Objective: 2.1 Explain how emotional intelligence affects work performance.

Topic/Concept: Understanding Emotions Difficulty level: Moderate AACSB: Application of knowledge 73) An organization's leadership team is developing a simulation on emotions. In the simulation, new employees are asked to identify depicted emotions in certain situations. The new employees should respond with happiness, anger, sadness, and interest as examples of emotions in the situations.

Answer: TRUE Learning Objective: 2.1 Explain how emotional intelligence affects work performance.

Topic/Concept: Understanding Emotions Difficulty level: Challenging AACSB: Application of knowledge

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

74) Emotional intelligence refers to an individual's ability to recognize and manage their own and the emotions of others.

Answer: TRUE Learning Objective: 2.1 Explain how emotional intelligence affects work performance.

Topic/Concept: Emotional Intelligence Difficulty level: Easy AACSB: Application of knowledge 75) Amelia wants to use her emotional intelligence to understand how she and other people will react to different events and how these reactions might change over time. Amelia should use the self-awareness behavior of emotional intelligence to accomplish this.

Answer: FALSE Learning Objective: 2.1 Explain how emotional intelligence affects work performance.

Topic/Concept: A Model of Emotional Intelligence Difficulty level: Moderate AACSB: Application of knowledge 76) One of Paxton's team members is acting aggressively toward him in a team meeting. Paxton uses his emotional intelligence to regulate his emotions to be appropriate in this particular situation. Paxton used the relationship management behavior of emotional intelligence.

Answer: FALSE Learning Objective: 2.1 Explain how emotional intelligence affects work performance.

Topic/Concept: A Model of Emotional Intelligence Difficulty level: Moderate AACSB: Application of knowledge 77) The self-awareness behavior of emotional intelligence differs from the social awareness behavior of emotional intelligence in that self-awareness focuses on one's own behaviors while social awareness focuses on understanding both one's own and others' reactions.

Answer: TRUE Learning Objective: 2.1 Explain how emotional intelligence affects work performance.

Topic/Concept: A Model of Emotional Intelligence Difficulty level: Challenging AACSB: Application of knowledge 78) Gray's organization has had to lay off 30% of its employee workforce. As this was a difficult time in his organization, Gray was sure to show empathy and understand others' reactions. In this example, Gray used the self-awareness behavior of emotional intelligence.

Answer: FALSE Learning Objective: 2.1 Explain how emotional intelligence affects work performance.

Topic/Concept: A Model of Emotional Intelligence Difficulty level: Moderate AACSB: Application of knowledge

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

79) Managers who work in highly quantitative or technical fields such as accounting, finance, or information systems do not need strong emotional intelligence skills.

Answer: FALSE Learning Objective: 2.1 Explain how emotional intelligence affects work performance.

Topic/Concept: Developing Your Emotional Intelligence Difficulty level: Easy AACSB: Application of knowledge 80) Thomas wants his employees to mirror his positive and easygoing mood, so he acts in a positive and easygoing manner. Thomas demonstrates emotional functionality.

Answer: FALSE Learning Objective: 2.1 Explain how emotional intelligence affects work performance.

Topic/Concept: Developing Your Emotional Intelligence Difficulty level: Easy AACSB: Application of knowledge 81) Baron is having trouble paying attention at work due to the notifications on his phone. To help him focus, Baron should remove unnecessary distractions and batch his tasks.

Answer: TRUE Learning Objective: 2.2 Implement strategies for working more effectively and efficiently.

Topic/Concept: Managing Attention Difficulty level: Easy AACSB: Application of knowledge 82) Bennett just started a new job and is having trouble managing his time between work and family obligations. An action that Bennett should implement to help his time management is to try tracking his time.

Answer: TRUE Learning Objective: 2.2 Implement strategies for working more effectively and efficiently.

Topic/Concept: Managing Time Difficulty level: Easy AACSB: Application of knowledge 83) Although Heather works full-time and goes to school full-time, she is able to get all of her work done by deadlines due to her effective time management. One of the behaviors that Heather likely uses as an effective time management technique is to plan each week with specific goals.

Answer: TRUE Learning Objective: 2.2 Implement strategies for working more effectively and efficiently.

Topic/Concept: Managing Time Difficulty level: Easy AACSB: Application of knowledge

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

84) Logan's organization recently instituted an employee engagement survey. One of the questions on the employee engagement survey was on hindrance stressors. Logan should respond that lack of clarity around a task is an example of a hindrance stressor.

Answer: TRUE Learning Objective: 2.2 Implement strategies for working more effectively and efficiently.

Topic/Concept: Managing Stress and Energy Difficulty level: Moderate AACSB: Application of knowledge 85) Growth mindset is a strong predictor of success as a manager.

Answer: TRUE Learning Objective: 2.2 Implement strategies for working more effectively and efficiently.

Topic/Concept: Developing a Growth Mindset Difficulty level: Easy AACSB: Application of knowledge 86) Bryce was asked to deliver a presentation to the Executive Leadership team in his organization. He is not the best presenter, so he reviews his presentation many times and practices it in front of his coworkers. In doing so, Bryce uses deliberate practice to improve his skills.

Answer: TRUE Learning Objective: 2.2 Implement strategies for working more effectively and efficiently.

Topic/Concept: Developing a Growth Mindset Difficulty level: Moderate AACSB: Application of knowledge 87) Deliberate practice decreases learning and development.

Answer: FALSE Learning Objective: 2.2 Implement strategies for working more effectively and efficiently.

Topic/Concept: Developing a Growth Mindset Difficulty level: Easy AACSB: Application of knowledge 88) Josue wants to make sure that others are aware of his achievements, skills, and status by presenting himself in the best possible light. Josue is using the impression management tactic of ingratiation.

Answer: FALSE Learning Objective: 2.3 Employ best practices for developing your career from entry-level to higher levels in an organization.

Topic/Concept: Impression Management Difficulty level: Moderate AACSB: Application of knowledge

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

89) Georgia plans to use intimidation as a way to control others' perceptions of her in her organization. Intimidation includes flattering, providing gifts, and doing favors for others.

Answer: FALSE Learning Objective: 2.3 Employ best practices for developing your career from entry-level to higher levels in an organization.

Topic/Concept: Impression Management Difficulty level: Moderate AACSB: Application of knowledge 90) The positive methods of impression management are self-promotion and supplication.

Answer: FALSE Learning Objective: 2.3 Employ best practices for developing your career from entry-level to higher levels in an organization.

Topic/Concept: Impression Management Difficulty level: Easy AACSB: Application of knowledge 91) Kenley works in the Office of Diversity Initiatives in her organization. One of her responsibilities is to help employees develop their emotional intelligence so that they can be more effective in their positions. Describe emotional intelligence and identify its four distinct behaviors.

Answer: Responses may vary. Emotional intelligence refers to an individual's ability to use their emotions beneficially so that they can make better decisions. Emotional intelligence is important for today's managers as it includes social interaction, care for customers, and emotion recognition. The four behaviors of emotional intelligence are: self-awareness, self-management, social awareness, and relationship management. Self-awareness means that you can pinpoint your emotional state accurately. Self-management means that you are able to regulate your emotions to be appropriate for a particular situation. Social awareness means that you understand how you and other people will react to different events. Relationship management means that you know how to set the emotional tone for a situation and facilitate positive results.

Learning Objective: 2.1 Explain how emotional intelligence affects work performance.

Topic/Concept: A Model of Emotional Intelligence Difficulty level: Challenging AACSB: Critical thinking

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

92) Daniel is excited to begin his new position as a regional manager for a technology company.

He wants to improve his emotional intelligence as he recognizes that emotional intelligence is an important skill for managers. What can Daniel do to improve his emotional intelligence?

Answer: Responses may vary. Daniel can improve his emotional intelligence by assessing his own emotional intelligence. He can achieve this by asking himself what his strengths are and what his weaknesses are. Daniel can also create a development plan for himself. He can achieve this by identifying which skills he needs to work on and how he can put himself in situations where he can practice them. Lastly, Daniel can work with a coach or mentor to seek feedback.

He can achieve this by reviewing his self-assessment with them and discussing any issues he encounters in the workplace dealing with challenging emotional situations.

Learning Objective: 2.1 Explain how emotional intelligence affects work performance.

Topic/Concept: Developing Your Emotional Intelligence Difficulty level: Challenging AACSB: Critical thinking 93) Dacia is a manager at a busy advertising agency. Sometimes she gets distracted and is not able to complete her work on time. What recommendations could you make to Dacia to help her better manage her attention?

Answer: Responses may vary. Distractions can make productivity at work difficult.

Recommendations to help Dacia manage her distractions are to remove unnecessary distractions, create a "parking lot" for stray thoughts, and batch her tasks. Remove unnecessary distractions refers to turning off your phone from notifications if possible so that you can be productively engaged in the activity. Create a "parking lot" for stray thoughts refers to finding ways to capturing an idea down so that you can accomplish an important task. Batch your tasks refers to grouping similar tasks together so that it takes less time to shift from one task to another.

Learning Objective: 2.2 Implement strategies for working more effectively and efficiently.

Topic/Concept: Managing Attention Difficulty level: Challenging AACSB: Critical thinking 94) Pedro has just been promoted to account executive in his company. With his new responsibilities, Pedro is struggling to manage his time effectively. What would you recommend to Pedro to help him better manage his time?

Answer: Responses may vary. It is very important to manage time effectively. The recommendations to help Pedro better manage his time are to plan each week with specific goals, try tracking his time, and resist the temptation to fill up spare time. Plan each week with specific goals refers to previewing upcoming deadlines, personal activities, and other events like professional development and networking events. Try tracking your time refers to creating a spreadsheet to see how your time goes. Then you can determine how much time you spend on an activity and if it matches your goals. Resist the temptation to fill up spare time refers to leaving open blocks of time each week for unexpected events so that you are not so busy.

Learning Objective: 2.2 Implement strategies for working more effectively and efficiently.

Topic/Concept: Managing Time Difficulty level: Challenging AACSB: Critical thinking

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95) Pradeep is an industrial engineer working on a large, international project. As Pradeep's project has many important deadlines that must be met, he is under a great deal of stress. Define stress and identify challenge and hindrance stressors.

Answer: Responses may vary. Stress is the mental, physical, and emotional strain resulting from adverse and demanding circumstances. There are two types of stressors. Challenge stressors relate to growth and development. Examples of challenge stressors are deadlines and taking on extra work. Hindrance stressors can prevent work from being accomplished and growing professionally. Examples of hindrance stressors are lack of clarity around a task, a work meeting that conflicts with a family obligation, or difficult colleagues preventing you from achieving your goals.

Learning Objective: 2.2 Implement strategies for working more effectively and efficiently.

Topic/Concept: Managing Stress and Energy Difficulty level: Moderate AACSB: Critical thinking 96) Elian is very busy at work as the manager of a healthcare facility. After a long week at work, he sometimes lacks energy. Define energy, discuss ways to maintain energy, and explain why having energy is important at work.

Answer: Responses may vary. Energy is the strength and vitality needed by an individual to tackle mental and physical tasks. The three ways to maintain high levels of energy are: physical, mental, and emotional. Maintaining physical energy can be improved by making sure you are getting enough sleep so that your mind can be healthy and lower your stress levels. Maintaining mental energy means it is recommended that you take a break when you may be struggling to pay attention and focus on your work. Maintaining emotional energy means that it's important to focus on the good moments in our lives so that you can transform your brain for the better. All of these forms of energy are important so that you can be effective at work.

Learning Objective: 2.2 Implement strategies for working more effectively and efficiently.

Topic/Concept: Managing Stress and Energy Difficulty level: Moderate AACSB: Critical thinking 97) Catherine has just been hired to a project manager position for a large construction project.

She is focused on her ability to be successful in this role and is dedicated in her ability to learn and improve her skills. Catherine recognizes that it is necessary to adopt a growth mindset so she can accomplish her goals. Describe a growth mindset and discuss why it is important for managers.

Answer: Responses may vary. A growth mindset is a way for managers to focus on their strengths to develop competence, which enables them to improve. One of the keys to maximizing one's strengths or improving bad habits is to believe in the ability to improve. This is important for managers as ones who believe in a growth mindset see that their effort and persistence will improve their natural strengths. In addition, having a growth mindset is seen as a strong indicator for success as a manager.

Learning Objective: 2.2 Implement strategies for working more effectively and efficiently.

Topic/Concept: Developing a Growth Mindset Difficulty level: Moderate AACSB: Critical thinking 30 Copyright © 2023 Pearson Education, Inc.

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98) Lawrence was invited to attend an event where people in his profession meet to exchange information and build relationships. Define networking. Discuss why networking is important for managers.

Answer: Responses may vary. Networking is the process of interacting with others to exchange information and build relationships. Networking is a crucial part of being promoted quickly in an organization. It is important for managers to network because they need to depend on others to get their job done, and this requires skillfully managing a network of relationships across the organization.

Learning Objective: 2.3 Employ best practices for developing your career from entry-level to higher levels in an organization.

Topic/Concept: Networking for Managerial Success Difficulty level: Moderate AACSB: Critical thinking 99) Dylan wants to make a good impression on his manager. He recognizes that it's important for his manager to think of him as skilled, likeable, and competent. Describe impression management and discuss the five types of impression management tactics.

Answer: Responses may vary. Impression management refers to the practice of cultivating one's self-presentation. It is important as impression management is used for others to see us as skilled, likeable, and competent, which will lead to rewards. Engaging in impression management has been linked to enhanced social attractiveness, better performance ratings and promotions, increased compensation, and career success. The five types of impression management tactics are: self-promotion, exemplification, ingratiation, supplication, and intimidation. Self-promotion refers to making sure others are aware of your achievements.

Exemplification refers to taking on additional work and setting a good example. Ingratiation refers to flattering and doing favors for others. Supplication refers to begging for assistance.

Intimidation refers to threatening others to do what you want them to do.

Learning Objective: 2.3 Employ best practices for developing your career from entry-level to higher levels in an organization.

Topic/Concept: Impression Management Difficulty level: Challenging AACSB: Critical thinking

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100) A group of Chantal's coworkers are engaging in behavior that may be unethical and they want Chantal to join them. Chantal is unsure if this is the right decision based on her code of morality. What three questions should Chantal ask herself to determine if this meets her commitment to integrity?

Answer: Responses may vary. To determine if a situation meets one's commitment to integrity, three questions that can be asked are: (1) What are the rules and principles that may help me make an ethical decision? (2) What consequences will result from my actions, and what can provide the greatest good for the greatest number of people? (3) What course of action reflects what a virtuous person would do, and would I want to be in eulogy virtues? Asking oneself these three questions will help in making ethical decisions.

Learning Objective: 2.3 Employ best practices for developing your career from entry-level to higher levels in an organization.

Topic/Concept: Conducting Yourself with Integrity Difficulty level: Moderate AACSB: Critical thinking

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Management: An Interactive Approach, 1e (Mollica) Chapter 3 Organizational Environment and Culture 1) Simone is a strategic consultant who is trying to understand the external factors, conditions, and events that affect a client's organization. Simone is studying the organization's: A) general environment.

B) task environment.

C) interrelated environment.

D) systemic environment.

Answer: A Learning Objective: 3.1 Identify the dimensions of the organization's general environment.

Topic/Concept: General Environment Difficulty level: Moderate AACSB: Application of knowledge 2) Pedro is responsible for reporting to his manager the factors, conditions, and events outside of his organization that directly impact his organization. Pedro would include the organization's in his report.

A) general environment B) task environment C) internal environment D) systemic environment Answer: A Learning Objective: 3.1 Identify the dimensions of the organization's general environment.

Topic/Concept: General Environment Difficulty level: Moderate AACSB: Application of knowledge 3) Janelle works as a customer service representative at a credit union. When the global pandemic hit, Janelle's local government agencies determined which businesses could stay open.

This example represents the dimension of an organization's general environment.

A) political-legal B) technological C) sociocultural D) economic Answer: A Learning Objective: 3.1 Identify the dimensions of the organization's general environment.

Topic/Concept: Political-Legal Dimension Difficulty level: Moderate AACSB: Application of knowledge

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4) As a top manager in his organization, Zachary is responsible for examining his organization's general environment. Which of the following would Zachary examine as an example of a dimension in the general environment?

A) Political-legal B) Balanced scorecard C) SWOT D) Incidental Answer: A Learning Objective: 3.1 Identify the dimensions of the organization's general environment.

Topic/Concept: Political-Legal Dimension Difficulty level: Moderate AACSB: Application of knowledge 5) Marcella's manager has tasked her with compiling an analysis of the political-legal dimension of her organization's general environment. Which of the following would Marcella include in her analysis of her organization's political-legal dimension?

A) Local, state, and federal actions, laws, and regulations B) The overall health of the economy C) Age, birth rates, race, and ethnicity D) Values, attitudes, and trends in society Answer: A Learning Objective: 3.1 Identify the dimensions of the organization's general environment.

Topic/Concept: Political-Legal Dimension Difficulty level: Moderate AACSB: Application of knowledge 6) Gloria's team is gathering information to examine the political-legal dimension of her organization's general environment. Which of the following would Gloria's team want to include in its report of the political-legal dimension of the organization's general environment?

A) Laws that prevent illegal discrimination B) Age, birth rates, race, and ethnicity C) Customers' income and wealth D) Values and attitudes in society Answer: A Learning Objective: 3.1 Identify the dimensions of the organization's general environment.

Topic/Concept: Political-Legal Dimension Difficulty level: Moderate AACSB: Application of knowledge

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7) Cameron's organization was fined $10,000 because it was found to be in noncompliance with state and federal workplace safety laws, which could be extremely dangerous for workers. This example represents the dimension of the organization's general environment.

A) political-legal B) sociocultural C) global D) technological Answer: A Learning Objective: 3.1 Identify the dimensions of the organization's general environment.

Topic/Concept: Political-Legal Dimension Difficulty level: Moderate AACSB: Application of knowledge 8) Heather wants to open her own yoga studio in the town where she lives. She first does some research to determine if there are any laws or regulations that will affect her business policies and operations. Heather is researching the dimension of her organization's general environment.

A) economic B) sociocultural C) global D) political-legal Answer: D Learning Objective: 3.1 Identify the dimensions of the organization's general environment.

Topic/Concept: Political-Legal Dimension Difficulty level: Moderate AACSB: Application of knowledge 9) Gabriel's organization was found to be noncompliant with IS0 1400 standards in manufacturing. As a result, Gabriel's organization was fined $10 million. Gabriel's organization is impacted by the dimension of the organization's general environment.

A) economic B) technological C) global D) political-legal Answer: D Learning Objective: 3.1 Identify the dimensions of the organization's general environment.

Topic/Concept: Political-Legal Dimension Difficulty level: Moderate AACSB: Application of knowledge

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10) Carson is finishing up his master's degree in Economics. His final thesis project is on the economic dimension of an organization's general environment. Which of the following would be included in Carson's thesis project as an example of the economic dimension of the organization's general environment?

A) Laws that prevent illegal discrimination B) Age, birth rates, race, and ethnicity C) Customers' income and wealth D) Values and attitudes in society Answer: C Learning Objective: 3.1 Identify the dimensions of the organization's general environment.

Topic/Concept: Economic Dimension Difficulty level: Moderate AACSB: Application of knowledge 11) Erick works as an economist for a prominent Washington, D.C.-based organization. One of his projects is to research the economic dimension of an organization's general environment.

Erick's work includes which of the following topics?

A) Unemployment B) Income and wealth C) Inflation D) All of these Answer: D Learning Objective: 3.1 Identify the dimensions of the organization's general environment.

Topic/Concept: Economic Dimension Difficulty level: Easy AACSB: Application of knowledge 12) Hector is a master's-level business student taking a Strategic Management course at his university. His final project includes research on the economic dimension of an organization's general environment. Hector's research includes information on: A) unemployment.

B) age, birth rates, race, and ethnicity.

C) managing communication and data.

D) laws that prevent discrimination.

Answer: A Learning Objective: 3.1 Identify the dimensions of the organization's general environment.

Topic/Concept: Economic Dimension Difficulty level: Moderate AACSB: Application of knowledge

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13) As a consultant, Colin was asked to deliver a presentation on unemployment, income and wealth, inflation, and interest rates. Colin's presentation focuses on the dimension of an organization's general environment.

A) global B) technological C) political-legal D) economic Answer: D Learning Objective: 3.1 Identify the dimensions of the organization's general environment.

Topic/Concept: Economic Dimension Difficulty level: Moderate AACSB: Application of knowledge 14) Preston has accepted a position as an economics intern for a multinational organization. His internship position requires that he develop a report to the General Counsel on the economic factors affecting the organization. Which of the following factors should Preston include in his report?

A) Laws that prevent discrimination B) Age, birth rates, race, and ethnicity C) Managing communication and data D) Inflation Answer: D Learning Objective: 3.1 Identify the dimensions of the organization's general environment.

Topic/Concept: Economic Dimension Difficulty level: Moderate AACSB: Application of knowledge 15) During a recent presentation to her board of directors, Yoshimi was asked by the Chief Financial Officer to explain the factors that impact the economic dimension of the organization's general environment. In her response, Yoshimi should focus on the factors of: A) laws that prevent illegal discrimination.

B) age, birth rates, race, and ethnicity.

C) income and wealth.

D) workplace safety laws.

Answer: C Learning Objective: 3.1 Identify the dimensions of the organization's general environment.

Topic/Concept: Economic Dimension Difficulty level: Moderate AACSB: Application of knowledge

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16) Jake works for a U.S. government agency that closely monitors the unemployment rate.

Which of the following best describes the unemployment rate?

A) The unemployment rate consists of local, state, and federal government laws, actions, and regulations that impact an organization's operations.

B) The unemployment rate measures values, attitudes, and trends in society.

C) The unemployment rate reflects individuals 16 years or older who are actively looking for a job but are not yet hired.

D) The unemployment rate requires businesses to operate in a limited capacity.

Answer: C Learning Objective: 3.1 Identify the dimensions of the organization's general environment.

Topic/Concept: Economic Dimension Difficulty level: Moderate AACSB: Application of knowledge 17) Seamus is a top manager at a manufacturing facility. He is concerned about how his state's unemployment rate affects his organization. How does the unemployment rate affect organizations?

A) The unemployment rate affects local, state, and federal government laws, actions, and regulations that impact an organization's operations.

B) The unemployment rate affects the values, attitudes, and trends in society.

C) The unemployment rate affects managers' focus on managing communication and data.

D) The unemployment rate affects employee turnover, the ability to hire new employees, and consumer spending.

Answer: D Learning Objective: 3.1 Identify the dimensions of the organization's general environment.

Topic/Concept: Economic Dimension Difficulty level: Moderate AACSB: Application of knowledge 18) Bailey is an economic advisor to many key organizations. Every year, Bailey publishes data that examines the impact of the unemployment rate on organizations. How does the unemployment rate affect organizations?

A) The unemployment rate affects employee turnover in organizations.

B) The unemployment rate affects the ability to hire new employees in organizations.

C) The unemployment rate affects consumer spending in organizations.

D) All of these.

Answer: D Learning Objective: 3.1 Identify the dimensions of the organization's general environment.

Topic/Concept: Economic Dimension Difficulty level: Moderate AACSB: Application of knowledge

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19) Hillary is an economics consultant who produces various monthly reports for businesses.

One of her monthly tasks is dividing the number of unemployed people by the total number of people in the labor force. Hillary's task is to determine the: A) balanced scorecard.

B) replacement ratio.

C) human capital value added.

D) unemployment rate.

Answer: D Learning Objective: 3.1 Identify the dimensions of the organization's general environment.

Topic/Concept: Economic Dimension Difficulty level: Moderate AACSB: Application of knowledge 20) As part of his job as a business development specialist, Archie is responsible for calculating the unemployment rates in various geographic markets. What calculation should Archie use to determine the unemployment rate?

A) Multiply the ratio of unemployed workers by the maximum number of people that are over 18 years old B) Divide the total number of people in a society by the number of people looking for work C) Multiply 10% of the total number of employed people by the people who expect to be employed in the next 12 months D) Divide the number of unemployed people by the total number of people in the labor force Answer: D Learning Objective: 3.1 Identify the dimensions of the organization's general environment.

Topic/Concept: Economic Dimension Difficulty level: Challenging AACSB: Application of knowledge 21) Kinjal works for the local unemployment office. She is tasked with determining the number of unemployed people in her city. Which of the following best describes an unemployed person?

A) An unemployed person is 18 years old who is only employed part time.

B) An unemployed person is 21 years old who has been working at minimum wage for more than 6 months.

C) An unemployed person is less than 62 years old who makes less than $42,000 per year.

D) An unemployed person is 16 years or older who is actively looking for work but not yet hired.

Answer: D Learning Objective: 3.1 Identify the dimensions of the organization's general environment.

Topic/Concept: Economic Dimension Difficulty level: Moderate AACSB: Application of knowledge

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22) Robert is a manager of a small medical devices company based in Northville. Compared to last year, Northville's unemployment rate is lower this year. How will this year's low unemployment rate likely impact Robert's organization?

A) Robert may find it easier to find qualified new employees.

B) Robert is receiving more job applications.

C) Robert will be able to pay new employees lower wages than previous employees.

D) Robert may find it more difficult to find qualified new employees.

Answer: A Learning Objective: 3.1 Identify the dimensions of the organization's general environment.

Topic/Concept: Economic Dimension Difficulty level: Challenging AACSB: Application of knowledge 23) Brighton is the human resource manager for a start-up company. Due to the company's recent success, Brighton needs to hire five new employees. Brighton is concerned with hiring new employees as the area's unemployment rate has been fluctuating. Which of the following is a reason why Brighton should be concerned with the fluctuating unemployment rate?

A) The unemployment rate affects employee turnover.

B) The unemployment rate affects an organization's ability to hire new employees.

C) The unemployment rate affects consumer spending.

D) All of these.

Answer: D Learning Objective: 3.1 Identify the dimensions of the organization's general environment.

Topic/Concept: Economic Dimension Difficulty level: Challenging AACSB: Application of knowledge 24) Carly is a 16-year-old high school student. She wants to work and has put in applications at her local supermarket, pizza restaurant, and smoothie shop. Currently, Carly can be included in which of these categories?

A) Employed person B) Unqualified candidate C) Qualified employee D) Unemployed person Answer: D Learning Objective: 3.1 Identify the dimensions of the organization's general environment.

Topic/Concept: Economic Dimension Difficulty level: Easy AACSB: Application of knowledge

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25) Jimena is working as an intern for a large pharmaceutical company. Her internship includes researching the factors in the sociocultural dimensions of her organization's general environment.

Which of the following is a factor Jimena should research in the sociocultural dimension of her organization's general environment?

A) Laws that prevent illegal discrimination B) Age, birth rates, race, and ethnicity C) Managing communication and data D) The overall health of the economy Answer: B Learning Objective: 3.1 Identify the dimensions of the organization's general environment.

Topic/Concept: Sociocultural Dimension Difficulty level: Moderate AACSB: Application of knowledge 26) Maritza is happy to be working at a food production company. She recognizes that more people are finding it important to eat healthy and tries to encourage her organization to produce more health-conscious foods. This example references Maritza's focus on the dimension of an organization's general environment.

A) economic B) technological C) sociocultural D) political-legal Answer: C Learning Objective: 3.1 Identify the dimensions of the organization's general environment.

Topic/Concept: Sociocultural Dimension Difficulty level: Moderate AACSB: Application of knowledge 27) Sagar is a television series producer at a subscription streaming service. He is concerned about customers' preferences and tastes, as these affect their streaming choices. Sagar is focused on the dimension of his organization's general environment.

A) sociocultural B) demographic C) technological D) strategic Answer: A Learning Objective: 3.1 Identify the dimensions of the organization's general environment.

Topic/Concept: Sociocultural Dimension Difficulty level: Moderate AACSB: Application of knowledge

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28) Kayla has a challenging work assignment. She must analyze the age, birth rates, race, and ethnicity of her organization's customers to better predict buying patterns. Kayla's task is focused on the dimension of her organization's general environment.

A) sociocultural B) demographic C) technological D) strategic Answer: A Learning Objective: 3.1 Identify the dimensions of the organization's general environment.

Topic/Concept: Sociocultural Dimension Difficulty level: Moderate AACSB: Application of knowledge 29) Harper's manager has asked her to compile a list of the sociocultural dimensions of her organization's general environment. Which of the following factors would be included on the list of sociocultural dimensions for Harper's organization?

A) The overall health of the economy B) Laws that prevent illegal discrimination C) Values, attitudes, and trends in society D) Unemployment rates Answer: C Learning Objective: 3.1 Identify the dimensions of the organization's general environment.

Topic/Concept: Sociocultural Dimension Difficulty level: Moderate AACSB: Application of knowledge 30) Giles is a marketing consultant who wants to become an expert on customer demographics.

As part of the sociocultural dimension of an organization's general environment, demographics include which of the following characteristics?

A) Age B) Sex C) Family composition D) All of these Answer: D Learning Objective: 3.1 Identify the dimensions of the organization's general environment.

Topic/Concept: Sociocultural Dimension Difficulty level: Easy AACSB: Application of knowledge

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31) Reka is asked to give a presentation on demographics. Which of the following characteristics should Reka include in her presentation?

A) The overall health of the economy B) Family composition C) Unemployment rate D) Antidiscrimination laws Answer: B Learning Objective: 3.1 Identify the dimensions of the organization's general environment.

Topic/Concept: Sociocultural Dimension Difficulty level: Moderate AACSB: Application of knowledge 32) Hayes just turned 20 years old. As a digital native, he grew up in a world where computers, internet, and mobile devices have always existed. Hayes likely belongs to the generation.

A) Gen X B) Gen Z C) Baby Boomers D) Silent Answer: B Learning Objective: 3.1 Identify the dimensions of the organization's general environment.

Topic/Concept: Sociocultural Dimension Difficulty level: Easy AACSB: Application of knowledge 33) Javier works in an organization where there are multiple generations of workers, including Millennials, Gen Z, Gen X, Baby Boomers, and the Silent generation. How does the Gen Z generation differ from the Baby Boomer generation?

A) Baby Boomers comprise the largest number of current employees; Gen Z are not yet employed.

B) Baby Boomers are adept with technology; Gen Z struggles with technology.

C) Baby Boomers were born before personal computers and the internet; Gen Z are digital natives.

D) Baby Boomers have all retired; Gen Z workers comprise the majority of today's workforce.

Answer: C Learning Objective: 3.1 Identify the dimensions of the organization's general environment.

Topic/Concept: Sociocultural Dimension Difficulty level: Challenging AACSB: Application of knowledge

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34) Pradeep recognizes that his customers' preferences and tastes affect their buying habits. To better understand his customers, Pradeep studies their societal trends, values, lifestyles, and behaviors. Pradeep is monitoring the dimension of his organization's general environment.

A) economic B) political-legal C) global D) sociocultural Answer: D Learning Objective: 3.1 Identify the dimensions of the organization's general environment.

Topic/Concept: Sociocultural Dimension Difficulty level: Moderate AACSB: Application of knowledge 35) Carlton manages a local restaurant. He wants to ensure that he understands the demographics of his customers. Which of the following is an example of a demographic?

A) Unemployment B) Inflation C) Interest rates D) Age Answer: D Learning Objective: 3.1 Identify the dimensions of the organization's general environment.

Topic/Concept: Sociocultural Dimension Difficulty level: Easy AACSB: Application of knowledge 36) Davonte is a top manager in his organization. He is reviewing the demographics of age, sex, race, ethnicity, religion, family composition, and population growth rates of his customers.

Which of the following accurately represents the reason why Davonte should study the demographic trends of his organization?

A) To impact employee turnover, the ability to hire new employees, and consumer spending B) To calculate the number of unemployed people by the total number of people in the labor market C) To attract highly qualified workers and understand why workers are likely to quit D) To come up with innovative products and services to attract specific customer groups Answer: D Learning Objective: 3.1 Identify the dimensions of the organization's general environment.

Topic/Concept: Sociocultural Dimension Difficulty level: Challenging AACSB: Application of knowledge

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37) Mariana's organization is comprised of employees from many different generations. A generation is best described as: A) a cohort of individuals who were born around the same time and who experienced similar world events.

B) statistical population characteristics such as age, sex, and race.

C) demographic trends that describe employees' deep-level diversity.

D) buyers who have similar economic and sociocultural characteristics.

Answer: A Learning Objective: 3.1 Identify the dimensions of the organization's general environment.

Topic/Concept: Sociocultural Dimension Difficulty level: Easy AACSB: Application of knowledge 38) Luis is putting together a report for the CEO of his organization. In Luis's report, he clearly details each of the dimensions of his organization's general environment. Which of the following dimensions should be included in Luis's report?

A) Weakness B) Technological C) Strength D) Opportunity Answer: B Learning Objective: 3.1 Identify the dimensions of the organization's general environment.

Topic/Concept: Technological Dimension Difficulty level: Moderate AACSB: Application of knowledge 39) Ricardo just accepted his first job offer. His new position includes managing the communication and data networks in his organization. In his position, Ricardo will want to pay close attention to the dimension of his organization's general environment.

A) economic B) sociocultural C) global D) technological Answer: D Learning Objective: 3.1 Identify the dimensions of the organization's general environment.

Topic/Concept: Technological Dimension Difficulty level: Moderate AACSB: Application of knowledge

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40) In Karine's job, she must focus on the tools, equipment, knowledge, and management of information that impact her organization's products and services. Karine's job is focused on the dimension of her organization's general environment.

A) sociocultural B) demographic C) technological D) strategic Answer: C Learning Objective: 3.1 Identify the dimensions of the organization's general environment.

Topic/Concept: Technological Dimension Difficulty level: Moderate AACSB: Application of knowledge 41) Maurice is a senior-level executive in his organization. He recognizes the importance of technology and how automation can impact his organization. Which of the following tasks can be automated?

A) Customer service B) Research and data entry C) Insurance underwriting D) All of these Answer: D Learning Objective: 3.1 Identify the dimensions of the organization's general environment.

Topic/Concept: Technological Dimension Difficulty level: Easy AACSB: Application of knowledge 42) Pierre and Ethan work for a technology company that uses automation and artificial intelligence to complete many tasks. How will automation and artificial intelligence likely impact customer service positions in Pierre and Ethan's organization?

A) Automated application process and determination of appropriate insurance product for customer B) Customer speaks to a robot representative instead of a human C) Automated programmatic advertising, eliminating paper-based workflow D) Automatic selection of ingredients, scientific data, and outsource techniques Answer: B Learning Objective: 3.1 Identify the dimensions of the organization's general environment.

Topic/Concept: Technological Dimension Difficulty level: Challenging AACSB: Application of knowledge

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43) An international organization is looking to expand in the United States. It is interested in purchasing a company where the tasks are predictable, routine, and learned, so that automation can be used. Which of the following tasks is most likely subject to automation?

A) Retail B) Data collection and processing C) Marketing D) Technological innovation Answer: B Learning Objective: 3.1 Identify the dimensions of the organization's general environment.

Topic/Concept: Technological Dimension Difficulty level: Moderate AACSB: Application of knowledge 44) Sidney works for a large multinational organization headquartered in Berlin, Germany. He is concerned about the events and conditions occurring in other parts of the world that can impact his organization. Sidney is focused on the dimension of his organization's general environment.

A) sociocultural B) demographic C) technological D) global Answer: D Learning Objective: 3.1 Identify the dimensions of the organization's general environment.

Topic/Concept: Global Dimension Difficulty level: Moderate AACSB: Application of knowledge 45) Hailey is a top manager for a multinational organization. She understands that it is important for managers to understand that what happens in other countries affects the United States. Which of the following global events should Hailey be concerned about for her organization?

A) Financial catastrophe B) Political instability C) Economic recession D) All of these Answer: D Learning Objective: 3.1 Identify the dimensions of the organization's general environment.

Topic/Concept: Global Dimension Difficulty level: Easy AACSB: Application of knowledge

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46) Gianna wants convenience, quality products, and low prices on her favorite products.

Timothy wants a return on his financial investment to a company. In this example, both Gianna and Timothy are best described as: A) customers.

B) stakeholders.

C) owners.

D) buyers.

Answer: B Learning Objective: 3.2 Discuss the organization's responsibilities to its key stakeholders.

Topic/Concept: Primary Stakeholders Difficulty level: Challenging AACSB: Application of knowledge 47) Julian is planning to attend his organization's annual meeting of owners, shareholders, employees, customers, and suppliers in Las Vegas, Nevada, next summer. These groups compose Julian's: A) secondary stakeholders.

B) primary stakeholders.

C) community.

D) reference pool.

Answer: B Learning Objective: 3.2 Discuss the organization's responsibilities to its key stakeholders.

Topic/Concept: Primary Stakeholders Difficulty level: Moderate AACSB: Application of knowledge 48) Ralph's company manufacturers rechargeable batteries. His company sells these batteries to Magnatone LLC, an audiology company that produces hearing aids and other audiology products. Ralph's company is considered a(n) to Magnatone LLC. A) customer B) seller C) owner D) buyer Answer: B Learning Objective: 3.2 Discuss the organization's responsibilities to its key stakeholders.

Topic/Concept: What Are the Organization's Responsibilities to Stakeholders?

Difficulty level: Moderate AACSB: Application of knowledge

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49) Rick is the Executive Director of a local nonprofit dedicated to preserving his city's natural resources. When a company wants to build on protected land and cut down trees, Rick objects and halts the development. In this example, Rick would be considered a(n): A) customer.

B) primary stakeholder.

C) owner.

D) secondary stakeholder.

Answer: D Learning Objective: 3.2 Discuss the organization's responsibilities to its key stakeholders.

Topic/Concept: What Are the Organization's Responsibilities to Stakeholders?

Difficulty level: Moderate AACSB: Application of knowledge 50) Conner, a college student majoring in business administration, asserts that organizations have no moral obligation to society and that managers should only be concerned with maximizing shareholders' wealth. Conner follows the: A) stakeholder view.

B) Nouveau view.

C) shareholder primacy view.

D) logistical view.

Answer: C Learning Objective: 3.2 Discuss the organization's responsibilities to its key stakeholders.

Topic/Concept: What Are the Organization's Responsibilities to Stakeholders?

Difficulty level: Challenging AACSB: Application of knowledge 51) Lucia is responsible for her organization's strategic plan. In the plan, she wants to include a focus on her organization's triple bottom line. What are the three components of the triple bottom line that Lucia will include?

A) Customers, stakeholders, buyers B) Global, economic, sociocultural C) Social, environmental, financial D) Political, legal, task Answer: C Learning Objective: 3.2 Discuss the organization's responsibilities to its key stakeholders.

Topic/Concept: What Are the Organization's Responsibilities to Stakeholders?

Difficulty level: Moderate AACSB: Application of knowledge

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52) Melanie is responsible for creating her organization's strategic plan. After gaining employee input, Melanie decides to follow a triple bottom line approach. Which of the following correctly identifies the dimensions of a triple bottom line approach for Melanie?

A) Customers, stakeholders, buyers B) Global, economic, sociocultural C) Social, environmental, financial D) Political, legal, task Answer: C Learning Objective: 3.2 Discuss the organization's responsibilities to its key stakeholders.

Topic/Concept: What Are the Organization's Responsibilities to Stakeholders?

Difficulty level: Challenging AACSB: Application of knowledge 53) Chandler is developing a strategic plan for his organization. Following a triple bottom line approach to strategic planning, which of the following accurately describes the social characteristic?

A) Shareholder return on investment B) Competitive wages C) Minimal wage and energy wage D) Changing suppliers to get costs down Answer: B Learning Objective: 3.2 Discuss the organization's responsibilities to its key stakeholders.

Topic/Concept: What Are the Organization's Responsibilities to Stakeholders?

Difficulty level: Challenging AACSB: Application of knowledge 54) Lakisha, a manager, is using the triple bottom line approach to strategic planning. Which of the following would Lakisha include as a financial aspect in the triple bottom line approach?

A) Safe workplace B) Recycling C) Minimal land waste D) Profitability and return to shareholders Answer: D Learning Objective: 3.2 Discuss the organization's responsibilities to its key stakeholders.

Topic/Concept: What Are the Organization's Responsibilities to Stakeholders?

Difficulty level: Challenging AACSB: Application of knowledge

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55) Julian has just been hired as an account executive for a telecommunication company. Julian's manager wants him to become familiar with the ingrained attitudes, beliefs, practices, and unwritten rules of the organization so that he will be successful. In this example, the manager wants Julian to understand: A) attribution.

B) organizational culture.

C) locus of control.

D) politicking.

Answer: B Learning Objective: 3.3 Explain what organizational culture is and why it's important.

Topic/Concept: Organizational Culture Defined Difficulty level: Moderate AACSB: Application of knowledge 56) You are evaluating an organization's culture. Specifically, you're interested in the extent to which the organization is innovative. Which of the following questions would you ask to determine innovativeness?

A) Are employees encouraged to experiment and take risks?

B) Does the organization emphasize security and predictability?

C) Are precision and analytical detail valued?

D) Are employees competitive?

Answer: A Learning Objective: 3.3 Explain what organizational culture is and why it's important.

Topic/Concept: Organizational Culture Defined Difficulty level: Challenging AACSB: Application of knowledge 57) At Chelsea's company, people work by themselves all day with little interaction among employees. Chelsea's organization is best described with a dimension of culture.

A) high innovation B) moderate aggressiveness C) low locus of control D) low team orientation Answer: D Learning Objective: 3.3 Explain what organizational culture is and why it's important.

Topic/Concept: Organizational Culture Defined Difficulty level: Moderate AACSB: Application of knowledge

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58) Naderge's organization is characterized by rapid change and employees are expected to be flexible and adapt quickly to new ways of doing things. Naderge's organizational culture has a dimension.

A) high aggressiveness B) low stability C) high team orientation D) low innovation Answer: B Learning Objective: 3.3 Explain what organizational culture is and why it's important.

Topic/Concept: Organizational Culture Defined Difficulty level: Moderate AACSB: Application of knowledge 59) Amanda is very happy in her organizational culture. Her team emphasizes innovation, creativity, future vision, and an entrepreneurial orientation. Amanda likely works in an organization with a(n) culture.

A) clan B) hierarchy C) adhocracy D) market Answer: C Learning Objective: 3.3 Explain what organizational culture is and why it's important.

Topic/Concept: Organizational Culture Defined Difficulty level: Moderate AACSB: Application of knowledge 60) Patrice's organization has a very distinct organizational culture. Top managers emphasize control, structure, efficiency, and quality enhancements. Patrice's organization likely has a(n) culture.

A) hierarchy B) clan C) market D) adhocracy Answer: A Learning Objective: 3.3 Explain what organizational culture is and why it's important.

Topic/Concept: Organizational Culture Defined Difficulty level: Moderate AACSB: Application of knowledge

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61) Giorgio has a job interview. When he arrives at the company location, Giorgio sees the company's philosophies, goals, and strategies posted on the entrance door. These philosophies, goals, and strategies comprise the organization's: A) enacted values.

B) socialized values.

C) espoused values.

D) inherent values.

Answer: C Learning Objective: 3.3 Explain what organizational culture is and why it's important.

Topic/Concept: Organizational Culture Defined Difficulty level: Moderate AACSB: Application of knowledge 62) Josephina's organization is committed to being a high performing organization and having a successful organizational culture. Managers value and reward risk-taking and entrepreneurial initiatives so that Josephina's organization can be flexible and make changes. Josephina's organization promotes: A) mission.

B) consistency.

C) adaptability.

D) involvement.

Answer: C Learning Objective: 3.4 Explain how managers can influence the organization's culture.

Topic/Concept: Organizational Culture and Performance Difficulty level: Moderate AACSB: Application of knowledge 63) At Ronald's organization, managers act as role models to illustrate the organization's values and communicate messages and behaviors that align with the organization's values. Ronald's organization practices: A) mission.

B) consistency.

C) adaptability.

D) involvement.

Answer: B Learning Objective: 3.4 Explain how managers can influence the organization's culture.

Topic/Concept: Organizational Culture and Performance Difficulty level: Moderate AACSB: Application of knowledge

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64) Kaitlyn, a manager, is meeting with employees to discuss a major organizational change.

Kaitlyn identifies the problems that need to be addressed, clearly states what will happen if nothing changes, and reinforces the organization's vision for the future. Kaitlyn is in which of the following steps in managing cultural change?

A) Demonstrate why the change is needed B) Get employee buy-in C) Reward new behaviors D) Measure and monitor Answer: A Learning Objective: 3.4 Explain how managers can influence the organization's culture.

Topic/Concept: Steps in Managing Cultural Change Difficulty level: Moderate AACSB: Application of knowledge 65) Anika is responsible for managing a cultural change in her organization. She works to get employee buy-in for the change. What should Anika do to get employee buy-in for the change?

A) Use rewards to reinforce new ways of doing things B) Give positive feedback when new behaviors are observed C) Identify the problems that need to be addressed D) Solicit employees' ideas Answer: D Learning Objective: 3.4 Explain how managers can influence the organization's culture.

Topic/Concept: Steps in Managing Cultural Change Difficulty level: Challenging AACSB: Application of knowledge 66) Jimena was asked to study the economic dimension of her organization's general environment. Jimena will likely study indicators such as societal trends, values, lifestyles, and behaviors.

Answer: FALSE Learning Objective: 3.1 Identify the dimensions of the organization's general environment.

Topic/Concept: Economic Dimension Difficulty level: Moderate AACSB: Application of knowledge 67) Justin is reviewing a report prepared by one of his coworkers on the economic dimension of his organization's general environment. Included in this report, Justin will find information on indicators such as unemployment, income and wealth, inflation, and interest rates.

Answer: TRUE Learning Objective: 3.1 Identify the dimensions of the organization's general environment.

Topic/Concept: Economic Dimension Difficulty level: Moderate AACSB: Application of knowledge

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68) Alexia wants to learn more about the sociocultural dimension of her organization's general environment. To accomplish this, Alexia should study her organization's unemployment, income and wealth, inflation, and interest rates.

Answer: FALSE Learning Objective: 3.1 Identify the dimensions of the organization's general environment.

Topic/Concept: Sociocultural Dimension Difficulty level: Moderate AACSB: Application of knowledge 69) Juan submitted a report on the economic dimension of his organization's general environment. In his report, Juan should have submitted information on societal trends, values, lifestyles, and behaviors.

Answer: FALSE Learning Objective: 3.1 Identify the dimensions of the organization's general environment.

Topic/Concept: Sociocultural Dimension Difficulty level: Moderate AACSB: Application of knowledge 70) Pedro's job is to study demographic trends and come up with innovative products and services to attract specific customer groups. An example of a demographic trend is a federal law that affects only a subset of customers.

Answer: FALSE Learning Objective: 3.1 Identify the dimensions of the organization's general environment.

Topic/Concept: Sociocultural Dimension Difficulty level: Moderate AACSB: Application of knowledge 71) Mallory and Lincoln are on a team to study their organization's demographic trends to attract a specific customer group. Mallory and Lincoln should include age, sex, race, and ethnicity as examples of demographics.

Answer: TRUE Learning Objective: 3.1 Identify the dimensions of the organization's general environment.

Topic/Concept: Sociocultural Dimension Difficulty level: Easy AACSB: Application of knowledge 72) Elise's organization has different cohorts of individuals who were born around the same time and who experienced similar world events during their formative years. These cohorts are referred to as socioeconomic cohorts.

Answer: FALSE Learning Objective: 3.1 Identify the dimensions of the organization's general environment.

Topic/Concept: Sociocultural Dimension Difficulty level: Moderate AACSB: Application of knowledge

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73) Victor's organization recently hired a group of new employees. These employees are characterized by their comfort in technology. In addition, they are racially and ethnically diverse.

The most likely generational cohort of these employees is the Baby Boomers.

Answer: FALSE Learning Objective: 3.1 Identify the dimensions of the organization's general environment.

Topic/Concept: Sociocultural Dimension Difficulty level: Moderate AACSB: Application of knowledge 74) Industries in which tasks are most likely to be automated include healthcare and education.

Answer: FALSE Learning Objective: 3.1 Identify the dimensions of the organization's general environment.

Topic/Concept: Technological Dimension Difficulty level: Easy AACSB: Application of knowledge 75) Michael received notice that his position in a manufacturing facility was designated to be replaced by a robot. Tasks that are completed by robots or computers are termed automated.

Answer: TRUE Learning Objective: 3.1 Identify the dimensions of the organization's general environment.

Topic/Concept: Technological Dimension Difficulty level: Easy AACSB: Application of knowledge 76) As a top manager in a multinational organization, Joshua recognizes that what happens in other countries affects businesses in the United States, meaning that Joshua's organization is impacted by the global dimension of his organization's general environment.

Answer: TRUE Learning Objective: 3.1 Identify the dimensions of the organization's general environment.

Topic/Concept: Global Dimension Difficulty level: Moderate AACSB: Application of knowledge 77) Cheyenne works for a multinational organization. Her organization recognizes that managers cannot assume they are in isolation from the rest of the world and that what happens in other countries affects businesses in the United States. Cheyenne's organization is impacted by the global dimension of its general environment.

Answer: TRUE Learning Objective: 3.1 Identify the dimensions of the organization's general environment.

Topic/Concept: Global Dimension Difficulty level: Easy AACSB: Application of knowledge

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78) Julian was assigned to participate on a task force with the purpose of understanding the dimensions of the organization's general environment. Name and define the dimensions of an organization's general environment.

Answer: Answers may vary. An organization's general environment consists of factors, conditions, and events outside the organization. There are five dimensions to an organization's general environment. They include political-legal, economic, sociocultural, technological, and global. The political-legal dimension consists of local, state, and federal government actions, laws or regulations that impact an organization. The economic dimension includes indicators such as unemployment, wealth and income, inflation, and interest rates. The sociocultural dimension refers to societal trends, values, lifestyles, and behaviors. The technological dimension includes tools, equipment, knowledge, and information that impacts how an organization designs, produces and delivers products and services. The global dimension recognizes that events and condition occurring in other parts of the world can positively or negatively impact the organization.

Learning Objective: 3.1 Identify the dimensions of the organization's general environment.

Topic/Concept: General Environment Difficulty level: Challenging AACSB: Critical thinking 79) Eligio is a top manager in his organization. He recognizes that it is important to understand the economic indicators that impact his organization. Describe the economic indicators that Eligio should pay attention to and discuss why these indicators are important.

Answer: Answers may vary. The economic dimension of an organization's general environment includes indicators such as unemployment, income and wealth, inflation, and interest rates. In addition, the unemployment rate is important to managers as it impacts employee turnover, the ability to hire new employees, and consumer spending. When the unemployment rate is low, more people are working. When unemployment is high, it is easier to find qualified workers.

Learning Objective: 3.1 Identify the dimensions of the organization's general environment.

Topic/Concept: Economic Dimension Difficulty level: Moderate AACSB: Critical thinking 80) Louise wants to grow her retail business. She has hired a professional research company to analyze the sociocultural dimension of her organization's general environment. What elements of demographics would the research company's report detail and why is this important for Louise?

Answer: Answers may vary. The sociocultural dimension of an organization's general environment refers to societal trends, values, lifestyles, and behaviors. Demographics refer to statistical population characteristics such as age, sex, race and ethnicity, religion, educational level, socioeconomic status, sexual orientation, family composition, and population growth rates.

This is important for Louise because these factors impact customers' preferences and tastes, which impact buying habits and the demand for Louise's company's products and services.

Learning Objective: 3.1 Identify the dimensions of the organization's general environment.

Topic/Concept: Sociocultural Dimension Difficulty level: Moderate AACSB: Critical thinking

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81) Jake is interviewing for a large multinational organization. As Jake learns more about the company during the interview, the technological dimension of the organization's general environment becomes evident. Define technological dimension and discuss why this is an important skill for managers.

Answer: Answers may vary. The technological dimension of an organization's environment includes tools, equipment, knowledge, and information that impact how an organization designs, produces, and delivers products and services and communicates with employees, customers, and the public. This is important because adapting to technology is a necessary managerial skill.

Learning Objective: 3.1 Identify the dimensions of the organization's general environment.

Topic/Concept: Technological Dimension Difficulty level: Moderate AACSB: Critical thinking 82) Priscilla, a corporate CEO, is leading a meeting with her organization's primary stakeholders.

Identify and define examples of the primary stakeholders of Priscilla's corporation.

Answer: Answers may vary. Primary stakeholders engage in some type of transaction with the organization and are directly affected or benefit from the organization's activities. Primary stakeholders include owners and shareholders, employees, customers, and suppliers.

Shareholders expect to receive a financial return from their purchase of company stock.

Employees are internal stakeholders who create and deliver the organization's products and services and directly impact the organization's effectiveness. Customers are the individuals and companies who purchase and consume the organization's products or services. Suppliers sell raw materials, finished components, supplies, and services.

Learning Objective: 3.2 Discuss the organization's responsibilities to its key stakeholders.

Topic/Concept: Primary Stakeholders Difficulty level: Moderate AACSB: Critical thinking 83) Garrison wants his organization to be known as a leader in his community, not only for the profits generated but also for its social responsibility. Define social responsibility and the elements of the triple bottom line ideology.

Answer: Answers may vary. Social responsibility refers to an organization's commitment to have good financial outcomes as well as serve a social good. This has led to the broader idea of a triple bottom line. The triple bottom line has three dimensions of organizational performance: social, environmental, and financial goals. In terms of social aspects, a triple bottom line includes competitive wages, reasonable working hours, and a healthy and safe workplace. In terms of the environment, a triple bottom line includes routinely integrating environmentally sustainable practices with business operations. In terms of financial aspects, the triple bottom line includes profitability and return to shareholders.

Learning Objective: 3.2 Discuss the organization's responsibilities to its key stakeholders.

Topic/Concept: It's Not Just Profit: The Organization's Triple Bottom Line Difficulty level: Moderate AACSB: Critical thinking

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84) In a recent Board of Directors meeting, Ashley was asked to compile a report that details the dimensions of her organization's culture. Name and describe the seven dimensions of organizational culture.

Answer: Answers may vary. Organizational culture is the ingrained attitudes, beliefs, practices, and unwritten rules established over time that guide the behavior of an organization's members.

The seven dimensions of organizational culture are innovation, stability, people orientation, outcome orientation, aggressiveness, detail orientation, and team orientation. Innovation refers to experimenting with new ideas and taking risks. Stability refers to emphasizing security. People orientation refers to treating people fairly. Outcome orientation refers to results being valued.

Aggressiveness refers to employees being competitive. Detail orientation refers to valuing precision. Team orientation refers to teamwork being emphasized.

Learning Objective: 3.3 Explain what organizational culture is and why it's important.

Topic/Concept: Organizational Culture Defined Difficulty level: Challenging AACSB: Critical thinking 85) Madelyn and Emily are working on a presentation for the annual shareholder meeting. They are detailing the organization's culture by using the competing values framework. Name and describe the four types of organizational culture in the competing values framework.

Answer: Answers may vary. The four types of organizational culture are clan culture, adhocracy culture, hierarchy culture, and market culture. A clan culture emphasizes teamwork, collaboration, and interpersonal relationships. An adhocracy culture emphasizes innovation, creativity, and entrepreneurial orientation. A hierarchy culture emphasizes control, structure, and efficiency. A market culture emphasizes competitiveness, fast response times, and goal achievement.

Learning Objective: 3.3 Explain what organizational culture is and why it's important.

Topic/Concept: Organizational Culture Defined Difficulty level: Moderate AACSB: Critical thinking 86) As a new manager, Javier wants to ensure that his employees recognize the visible artifacts of organizational culture. Discuss visible artifacts of organizational culture and describe why they are important.

Answer: Answers may vary. Visible artifacts of organizational culture are expressed though how employees dress, job titles, furniture and the physical layout of workspaces, visual message and wall displays, how technology is used, how information is formally and informally communicated, and how meetings are held. Visible culture is developed and enforced through stories, rituals, ceremonies, and symbols. They are important to demonstrate who the organization is, how they operate, and what they represent.

Learning Objective: 3.3 Explain what organizational culture is and why it's important.

Topic/Concept: Artifacts of Organizational Culture Difficulty level: Challenging AACSB: Critical thinking

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87) Adrianne's manager has asked her to develop a communication program that highlights the importance of organizational culture. Discuss the importance of organizational culture that Adrianne should include in her program.

Answer: Answers may vary. Organizational culture is important for several reasons. It creates a collective organizational identify that reinforces common beliefs shared across the organization.

Organizational culture can help guide employees in making decisions when there are no clear-cut rules or policies. Organizational culture should support the company's strategy and can be a critical competitive advantage. Workplace culture impacts employee motivation, performance, and turnover.

Learning Objective: 3.3 Explain what organizational culture is and why it's important.

Topic/Concept: The Importance of Organizational Culture Difficulty level: Moderate AACSB: Critical thinking

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Management: An Interactive Approach, 1e (Mollica) Chapter 4 Decision-Making 1) Paula works as an office manager for a dentist's office. Every Friday, she orders 10 cases of copy paper from the same vendor she has been using for over 10 years. Paula's decision to order copy paper illustrates a: A) programmed decision.

B) technical decision.

C) nonprogrammed decision.

D) traditional decision.

Answer: A Learning Objective: 4.1 Understand the fundamental attributes of managerial decisions.

Topic/Concept: Programmed and Nonprogrammed Decisions Difficulty level: Easy AACSB: Application of knowledge 2) As an office manager, Clarissa orders supplies such as copy paper, pens, paper clips, and folders every month. She has been ordering the needed supplies from Smith Office Supplies for the last 10 years. As Clarissa places orders on a regular basis from an established supplier, her decision to order supplies is a: A) programmed decision.

B) technical decision.

C) nonprogrammed decision.

D) traditional decision.

Answer: A Learning Objective: 4.1 Understand the fundamental attributes of managerial decisions.

Topic/Concept: Programmed and Nonprogrammed Decisions Difficulty level: Moderate AACSB: Application of knowledge 3) Every Friday, Ron orders muffins for his employees. He places his usual order with a local bakery that delivers right to Ron's office. Ron has been ordering muffins from this bakery for over two years. As this decision is predictable and familiar, it illustrates a: A) programmed decision.

B) technical decision.

C) nonprogrammed decision.

D) traditional decision.

Answer: A Learning Objective: 4.1 Understand the fundamental attributes of managerial decisions.

Topic/Concept: Programmed and Nonprogrammed Decisions Difficulty level: Easy AACSB: Application of knowledge

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4) Bailey orders a catered lunch for her employees when they achieve a specified sales goal. As this occurs every time Bailey's employees meet the sales goal, the decision to purchase lunch is a: A) programmed decision.

B) technical decision.

C) nonprogrammed decision.

D) traditional decision.

Answer: A Learning Objective: 4.1 Understand the fundamental attributes of managerial decisions.

Topic/Concept: Programmed and Nonprogrammed Decisions Difficulty level: Moderate AACSB: Application of knowledge 5) Every month, Laurine attends a workshop focused on entrepreneurship. As Laurine attends every month, she decides quickly to respond Yes to the next month's invitation to join. Laurine's decision represents a: A) programmed decision.

B) technical decision.

C) nonprogrammed decision.

D) traditional decision.

Answer: A Learning Objective: 4.1 Understand the fundamental attributes of managerial decisions.

Topic/Concept: Programmed and Nonprogrammed Decisions Difficulty level: Moderate AACSB: Application of knowledge 6) Cameron is a customer service associate in a retail store that sells designer shoes and clothing.

Every Friday, Cameron counts the amount of inventory currently in the store and places an order for more items with his established supplier. As this is an established responsibility for Cameron and occurs every Friday, Cameron's decision to place the order is a: A) programmed decision.

B) technical decision.

C) nonprogrammed decision.

D) traditional decision.

Answer: A Learning Objective: 4.1 Understand the fundamental attributes of managerial decisions.

Topic/Concept: Programmed and Nonprogrammed Decisions Difficulty level: Moderate AACSB: Application of knowledge

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7) You are the manager for a restaurant that caters to tourists in a popular area. Every January, you develop performance appraisals for your employees to assess their development and growth.

As this is a predictable and familiar action, the decision to develop performance appraisals is a: A) programmed decision.

B) technical decision.

C) nonprogrammed decision.

D) traditional decision.

Answer: A Learning Objective: 4.1 Understand the fundamental attributes of managerial decisions.

Topic/Concept: Programmed and Nonprogrammed Decisions Difficulty level: Moderate AACSB: Application of knowledge 8) For the holiday season every year, Kendra hires 30 more associates so that her company can fill customer orders on time. As this occurs every holiday season and the need for associates is predictable and familiar, the decision to hire more associates is a: A) programmed decision.

B) technical decision.

C) nonprogrammed decision.

D) traditional decision.

Answer: A Learning Objective: 4.1 Understand the fundamental attributes of managerial decisions.

Topic/Concept: Programmed and Nonprogrammed Decisions Difficulty level: Moderate AACSB: Application of knowledge 9) Quinn is a manager at a firm that provides tax services. Every year during tax season, Quinn knows to hire additional accountants to help with the increased number of customers to file taxes. As the decision to hire additional accountants occurs every year during tax season, it represents a: A) programmed decision.

B) technical decision.

C) nonprogrammed decision.

D) traditional decision.

Answer: A Learning Objective: 4.1 Understand the fundamental attributes of managerial decisions.

Topic/Concept: Programmed and Nonprogrammed Decisions Difficulty level: Moderate AACSB: Application of knowledge

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10) Kimiko and her assistant Bruce work closely in a small real estate agency. One day, Bruce quits the position without any notice. Kimiko now has to perform her work as well as Bruce's work while she interviews for a new assistant. As this situation was unexpected and unpredictable, the decision to find a new administrative assistant is a: A) programmed decision.

B) technical decision.

C) nonprogrammed decision.

D) traditional decision.

Answer: C Learning Objective: 4.1 Understand the fundamental attributes of managerial decisions.

Topic/Concept: Programmed and Nonprogrammed Decisions Difficulty level: Moderate AACSB: Application of knowledge 11) Hillary is her organization's lead negotiator. She is planning for a difficult negotiating session with her organization's competitor. As she considers what she is going to say and do in the negotiation, Hillary's decision and problem-solving style focuses on facts using a rational process. In this example, Hillary's decision-making style is best described as: A) knowing.

B) planning.

C) creating.

D) implementing.

Answer: A Learning Objective: 4.1 Understand the fundamental attributes of managerial decisions.

Topic/Concept: Individual Differences in Decision-Making Difficulty level: Challenging AACSB: Application of knowledge 12) Kinjal is working on a class project with Jacob and Sunanda. To make sure the project is completed on time, Kinjal needs to make many decisions. Her decision-making style uses a problem-solving approach and a rational process. Kinjal's decision-making style is best described as: A) knowing.

B) planning.

C) creating.

D) implementing.

Answer: A Learning Objective: 4.1 Understand the fundamental attributes of managerial decisions.

Topic/Concept: Individual Differences in Decision-Making Difficulty level: Challenging AACSB: Application of knowledge

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13) Gabriella has just been offered her dream job. The only problem is that it is a very far distance from where she currently lives. To make the decision to accept this job or not, Gabriella's individual decision-making style uses a problem-solving approach with a rational process. Gabriella's decision-making style is best described as: A) knowing.

B) planning.

C) creating.

D) implementing.

Answer: A Learning Objective: 4.1 Understand the fundamental attributes of managerial decisions.

Topic/Concept: Individual Differences in Decision-Making Difficulty level: Challenging AACSB: Application of knowledge 14) Rob owns a mid-sized company that repairs clocks and watches. After a year of exceptional growth, Rob is deciding whether to open another location of his business. His individual decision-making style is based on facts and details as he uses a rational process to approach problems and make decisions. Rob's individual decision-making style is best described as: A) knowing.

B) planning.

C) creating.

D) implementing.

Answer: A Learning Objective: 4.1 Understand the fundamental attributes of managerial decisions.

Topic/Concept: Individual Differences in Decision-Making Difficulty level: Challenging AACSB: Application of knowledge 15) Beckett has been with his company for five years. While reviewing current job postings in his industry, he sees an opportunity at a competitor's company and decides to apply for the new position. Beckett's decision to apply for the new position is based on his dealing with facts and approaching problem-solving and decision-making as a rational process. Beckett's individual decision-making style is best described as: A) knowing.

B) planning.

C) creating.

D) implementing.

Answer: A Learning Objective: 4.1 Understand the fundamental attributes of managerial decisions.

Topic/Concept: Individual Differences in Decision-Making Difficulty level: Challenging AACSB: Application of knowledge

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16) Sylvester's individual decision-making style uses structure and organization to a problem. He likes to bring routine to his decision-making and spend time preparing for the decision-making process. Sylvester's decision-making style is best described as: A) knowing.

B) planning.

C) creating.

D) implementing.

Answer: B Learning Objective: 4.1 Understand the fundamental attributes of managerial decisions.

Topic/Concept: Individual Differences in Decision-Making Difficulty level: Moderate AACSB: Application of knowledge 17) As a top manager, Wendy makes a lot of decisions on hiring, firing, and promotion. Her individual decision-making style uses routine, structure, and organization in the decision-making process. Wendy's style is best described as: A) knowing.

B) planning.

C) creating.

D) implementing.

Answer: B Learning Objective: 4.1 Understand the fundamental attributes of managerial decisions.

Topic/Concept: Individual Differences in Decision-Making Difficulty level: Moderate AACSB: Application of knowledge 18) Brayden is on a team with Kendall, Lila, and Jackson. So that the team can make the best decisions, Brayden decides that the decision-making process should be structured and organized so he spends a lot of time preparing to make decisions. Brayden's individual decision-making process is best described as: A) knowing.

B) planning.

C) creating.

D) implementing.

Answer: B Learning Objective: 4.1 Understand the fundamental attributes of managerial decisions.

Topic/Concept: Individual Differences in Decision-Making Difficulty level: Moderate AACSB: Application of knowledge

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19) Daniel is studying for his CPA exam. So that he can make the best decisions on his exam, Daniel uses a decision-making style that uses structure and organization to bring routine to the decision-making process. Daniel's decision-making style is best described as: A) knowing.

B) planning.

C) creating.

D) implementing.

Answer: B Learning Objective: 4.1 Understand the fundamental attributes of managerial decisions.

Topic/Concept: Individual Differences in Decision-Making Difficulty level: Moderate AACSB: Application of knowledge 20) Catherine is excited to start her new job as a project manager. She enjoys decision-making and views problem solving as an opportunity for experimentation. Catherine's individual decision-making style is best described as: A) knowing.

B) planning.

C) creating.

D) implementing.

Answer: C Learning Objective: 4.1 Understand the fundamental attributes of managerial decisions.

Topic/Concept: Individual Differences in Decision-Making Difficulty level: Moderate AACSB: Application of knowledge 21) As a recent college graduate, Rebecca is looking forward to her first job as a consultant for a technology company. Although she knows the position will be challenging, Rebecca is excited to be flexible as she views problem solving as an opportunity for experimentation. Rebecca's individual decision-making style is best described as: A) knowing.

B) planning.

C) creating.

D) implementing.

Answer: C Learning Objective: 4.1 Understand the fundamental attributes of managerial decisions.

Topic/Concept: Individual Differences in Decision-Making Difficulty level: Moderate AACSB: Application of knowledge

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22) Sarah wants to use an individual decision-making style that is flexible, and she views problem solving as an opportunity for experimentation. Sarah should use a(n) decision-making style.

A) knowing B) planning C) creating D) implementing Answer: C Learning Objective: 4.1 Understand the fundamental attributes of managerial decisions.

Topic/Concept: Individual Differences in Decision-Making Difficulty level: Easy AACSB: Application of knowledge 23) Jesse wants to work for an organization that is flexible and views problem solving as an opportunity for experimentation. Jesse should look for a company that matches his decision-making style.

A) knowing B) planning C) creating D) implementing Answer: C Learning Objective: 4.1 Understand the fundamental attributes of managerial decisions.

Topic/Concept: Individual Differences in Decision-Making Difficulty level: Moderate AACSB: Application of knowledge 24) Stuart enjoys problem solving. He feels that problem solving provides an opportunity for him to experiment and be flexible. Stuart's individual decision-making style is: A) knowing.

B) planning.

C) creating.

D) implementing.

Answer: C Learning Objective: 4.1 Understand the fundamental attributes of managerial decisions.

Topic/Concept: Individual Differences in Decision-Making Difficulty level: Moderate AACSB: Application of knowledge

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25) Elian wants to use a process in which the problem is clearly defined, criteria is selected, and solutions are generated and evaluated. Elian should use to make decisions.

A) bounded rationality B) data-driven decision-making C) the rational decision-making model D) the predictive analytical model Answer: C Learning Objective: 4.2 Evaluate the models managers use to make decisions.

Topic/Concept: Rational Decision-Making Model Difficulty level: Moderate AACSB: Application of knowledge 26) Mitchell has received two offers from competing firms. In deciding which of the two offers to accept, he wants to use a decision-making model where the problem is clearly defined and uses the assumptions of risk and maximizing value. Mitchell should use: A) bounded rationality.

B) data-driven decision-making.

C) the rational decision-making model.

D) the predictive analytical model.

Answer: C Learning Objective: 4.2 Evaluate the models managers use to make decisions.

Topic/Concept: Rational Decision-Making Model Difficulty level: Challenging AACSB: Application of knowledge 27) Leighton likes to make decisions and solve problems in an ideal way. She prefers to clearly define problems, come up with criteria to evaluate solutions, generate possible solutions, and evaluate them. Leighton uses to make decisions.

A) bounded rationality B) data-driven decision-making C) the rational decision-making model D) the predictive analytical model Answer: C Learning Objective: 4.2 Evaluate the models managers use to make decisions.

Topic/Concept: Rational Decision-Making Model Difficulty level: Moderate AACSB: Application of knowledge

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28) Paxton prefers to use the rational decision-making model to solve problems. He focuses on defining the solution criteria to help him make the ideal decision. Which of the following questions would Paxton consider in defining the solution criteria to solve a problem?

A) How will you decide on the alternatives?

B) How will you choose from your alternatives?

C) Who will be involved in the decision-making process?

D) How will you evaluate the solutions to decide which is best?

Answer: D Learning Objective: 4.2 Evaluate the models managers use to make decisions.

Topic/Concept: Rational Decision-Making Model Difficulty level: Challenging AACSB: Application of knowledge 29) Preston is using the rational decision-making model to solve a problem. He has generated the potential solutions to the problem and is now using the established criteria to determine which solution is best to solve his problem. Preston is in which stage of the rational decision-making process?

A) Generate solution ideas B) Evaluate solutions C) Define the problem D) Rank the criteria Answer: B Learning Objective: 4.2 Evaluate the models managers use to make decisions.

Topic/Concept: Rational Decision-Making Model Difficulty level: Challenging AACSB: Application of knowledge 30) Aiden likes to use the rational decision-making model because he feels it is the ideal way to solve problems. One of the elements of the rational decision-making model that Aiden enjoys is its focus on decision makers wanting to make the outcome of their decision as valuable as possible. This assumption is referred to as: A) risk.

B) maximizing value.

C) retention.

D) equity.

Answer: B Learning Objective: 4.2 Evaluate the models managers use to make decisions.

Topic/Concept: Rational Decision-Making Model Difficulty level: Challenging AACSB: Application of knowledge

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31) Hayley received a promotion for a position in another country. Although she is excited about the promotion, Hayley is concerned about the uncertainty and unpredictability of making her decision. This assumption is referred to as: A) engagement.

B) empowerment.

C) retention.

D) risk.

Answer: D Learning Objective: 4.2 Evaluate the models managers use to make decisions.

Topic/Concept: Rational Decision-Making Model Difficulty level: Moderate AACSB: Application of knowledge 32) Gabriel agrees with his teammate William that the rational decision-making model provides an ideal way to make decisions and solve problems. Their agreement is based on the three assumptions of the rational decision-making model, which include: A) risk.

B) maximization of value.

C) complete information.

D) all of these.

Answer: D Learning Objective: 4.2 Evaluate the models managers use to make decisions.

Topic/Concept: Rational Decision-Making Model Difficulty level: Easy AACSB: Application of knowledge 33) Daniel is a top manager in his organization. He collects vast amounts of data, analyzes it using powerful computers, and makes decisions that impact his organization. Daniel's role in his organization is best described as a: A) property specialist.

B) community engagement manager.

C) customer service-focused manager.

D) data-driven decision-making manager.

Answer: D Learning Objective: 4.2 Evaluate the models managers use to make decisions.

Topic/Concept: Data-Driven Decision-Making Difficulty level: Easy AACSB: Application of knowledge

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34) Hermione is looking at a job description for a data-driven decision-making manager on a popular job recruiting website. Which of the following activities would be included in a job description for a data-driven decision-making manager?

A) Ability to maximize value B) Ability to create successful retention strategies C) Increase employee and organizational diversity D) Ability to analyze information using powerful computers Answer: D Learning Objective: 4.2 Evaluate the models managers use to make decisions.

Topic/Concept: Data-Driven Decision-Making Difficulty level: Moderate AACSB: Application of knowledge 35) Rico is a busy manager in a large telecommunications company in New Jersey. He makes numerous decisions daily. Sometimes he is so busy that his decisions are made with constraints, and he has limited information. In this example, Rico's decisions are impacted by the: A) maximization of value model.

B) rational decision-making model.

C) bounded rationality model.

D) data-driven decision-making model.

Answer: C Learning Objective: 4.2 Evaluate the models managers use to make decisions.

Topic/Concept: Bounded Rationality Difficulty level: Moderate AACSB: Application of knowledge 36) Concetta runs a busy bakery in Hoboken, New Jersey. Some days, she is so busy that her decisions are made with limited information because she just doesn't have enough time. In this example, Concetta's decisions are impacted by the: A) maximization of value model.

B) rational decision-making model.

C) bounded rationality model.

D) data-driven decision-making model.

Answer: C Learning Objective: 4.2 Evaluate the models managers use to make decisions.

Topic/Concept: Bounded Rationality Difficulty level: Moderate AACSB: Application of knowledge

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37) Kelvin is a busy IT professional at a large university. He is sometimes so busy that his decisions are just "good enough" because he lacks the time and information to make better decisions. Kelvin's decision-making ability is impacted by the: A) maximization of value model.

B) rational decision-making model.

C) bounded rationality model.

D) data-driven decision-making model.

Answer: C Learning Objective: 4.2 Evaluate the models managers use to make decisions.

Topic/Concept: Bounded Rationality Difficulty level: Moderate AACSB: Application of knowledge 38) It's the beginning of a new semester for Connor as he starts his first year at university. He was so busy before the semester started that he just picked classes that were "good enough," and he had limited time and information. Connor's decisions are impacted by the: A) maximization of value model.

B) rational decision-making model.

C) bounded rationality model.

D) data-driven decision-making model.

Answer: C Learning Objective: 4.2 Evaluate the models managers use to make decisions.

Topic/Concept: Bounded Rationality Difficulty level: Moderate AACSB: Application of knowledge 39) David is the associate manager at a busy car dealership. He meets daily with customers to purchase cars, offers training to his staff, and works to project future sales. Due to David's busy schedule, his decisions are made with constraints, as he has limited information. David's decisions are impacted by the: A) maximization of value model.

B) rational decision-making model.

C) bounded rationality model.

D) data-driven decision-making model.

Answer: C Learning Objective: 4.2 Evaluate the models managers use to make decisions.

Topic/Concept: Bounded Rationality Difficulty level: Moderate AACSB: Application of knowledge

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40) Teresa is the Acquisitions Manager at a direct mail fulfillment organization. She makes decisions based on negotiating, finalizing, and organizing purchasing deals for her organization.

Although Teresa tries to make the best decisions, at times her decisions are made quickly as she has limited information available. In this example, Teresa's decisions are impacted by: A) maximization of value.

B) emotional contagion.

C) growth mindset.

D) bounded rationality.

Answer: D Learning Objective: 4.2 Evaluate the models managers use to make decisions.

Topic/Concept: Bounded Rationality Difficulty level: Moderate AACSB: Application of knowledge 41) Giovanni is an executive recruiter. He works with his team members to hire the best candidate for each open position. Although Giovanni wants to make the best decisions in hiring new employees, on occasion he just doesn't have enough time to process all of the information.

In this example, Giovanni's decisions are impacted by: A) bounded rationality.

B) escalation of commitment.

C) physiological motivation.

D) use of technology.

Answer: A Learning Objective: 4.2 Evaluate the models managers use to make decisions.

Topic/Concept: Bounded Rationality Difficulty level: Moderate AACSB: Application of knowledge 42) Stephen has been a professor in his university's college of business for many years. As he has many years of experience working as a professor, he has the ability to unconsciously recognize patterns to help him make decisions quickly. In this example, Stephen uses to help him make decisions.

A) maximization of value B) intuition C) bounded rationality D) rational decision-making Answer: B Learning Objective: 4.2 Evaluate the models managers use to make decisions.

Topic/Concept: Intuition Difficulty level: Moderate AACSB: Application of knowledge

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43) Geraldo has been working as a tax accountant for many years. Since he has a great deal of experience as a tax accountant, Geraldo is able to unconsciously recognize patterns to help him diagnose his customers' concerns and pose solutions to issues. In this example, Geraldo uses to help him make decisions.

A) maximization of value B) intuition C) bounded rationality D) rational decision-making Answer: B Learning Objective: 4.2 Evaluate the models managers use to make decisions.

Topic/Concept: Intuition Difficulty level: Moderate AACSB: Application of knowledge 44) Which of the following statements is accurate regarding intuition?

A) Intuition has been shown to be an effective decision-making technique.

B) Intuition helps us make more decisions quickly.

C) Intuition uses both descriptive and prescriptive methods.

D) All of these.

Answer: B Learning Objective: 4.2 Evaluate the models managers use to make decisions.

Topic/Concept: Intuition Difficulty level: Challenging AACSB: Application of knowledge 45) Bruno is a well-known consultant with specialized expertise in conflict management and negotiation. Due to his many years of experience, Bruno can make associations linking different events, thoughts, ideas, and emotions together to help him make decisions. In the example, Bruno uses his in decision-making.

A) maximization of value B) intuition C) bounded rationality D) use categorization Answer: B Learning Objective: 4.2 Evaluate the models managers use to make decisions.

Topic/Concept: Intuition Difficulty level: Moderate AACSB: Application of knowledge

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46) Josiah makes many decisions during his workday as a Quality Control Manager. He uses his feelings on whether something is good or bad to help him make decisions. In this example, Josiah uses in decision-making.

A) maximization of value B) intuition C) bounded rationality D) moral emotions Answer: D Learning Objective: 4.2 Evaluate the models managers use to make decisions.

Topic/Concept: Moral Emotions Difficulty level: Easy AACSB: Application of knowledge 47) Victor is making a decision whether to submit a correct time sheet of hours worked to his manager or submit a falsified document with additional hours. To help Victor make this decision, he reviews if this is a good or bad decision. In this example, Victor is using to help him make this decision.

A) maximization of value B) intuition C) bounded rationality D) moral emotions Answer: D Learning Objective: 4.2 Evaluate the models managers use to make decisions.

Topic/Concept: Moral Emotions Difficulty level: Moderate AACSB: Application of knowledge 48) Cheyenne uses ethical reasoning to help her make decisions. She finds that the ethical reasoning approach of helps her most because it is based on a particular group's norms defining what is right or wrong for that culture.

A) relativism B) intuition C) bounded rationality D) moral emotions Answer: A Learning Objective: 4.2 Evaluate the models managers use to make decisions.

Topic/Concept: Ethical Reasoning Approaches Difficulty level: Easy AACSB: Application of knowledge

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49) Edward finds that ethical principles help him in making decisions. He agrees most with the ethical principle of in which what is right for one culture may not be right for another culture.

A) relativism B) intuition C) bounded rationality D) moral emotions Answer: A Learning Objective: 4.2 Evaluate the models managers use to make decisions.

Topic/Concept: Ethical Reasoning Approaches Difficulty level: Moderate AACSB: Application of knowledge 50) Imelda has an interesting perspective on ethical reasoning. She only takes into consideration how her actions affect herself and tries to maximize her self-interest. Imelda's ethical reasoning approach is best described as: A) relativism.

B) intuition.

C) bounded rationality.

D) egoism.

Answer: D Learning Objective: 4.2 Evaluate the models managers use to make decisions.

Topic/Concept: Ethical Reasoning Approaches Difficulty level: Moderate AACSB: Application of knowledge 51) Preston's ethical reasoning approach focuses on maximizing his own self-interest. Preston uses the ethical reasoning approach.

A) relativism B) intuition C) bounded rationality D) egoism Answer: D Learning Objective: 4.2 Evaluate the models managers use to make decisions.

Topic/Concept: Ethical Reasoning Approaches Difficulty level: Easy AACSB: Application of knowledge

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52) Aiden focuses his efforts on which actions produce the greatest good for the greatest number of people. Aiden's actions are guided by: A) relativism.

B) utilitarianism.

C) bounded rationality.

D) egoism.

Answer: B Learning Objective: 4.2 Evaluate the models managers use to make decisions.

Topic/Concept: Ethical Reasoning Approaches Difficulty level: Easy AACSB: Application of knowledge 53) Ghada was hired as a consultant for a large pharmaceutical firm. In preparing her final recommendations for the organization, she bases her actions on producing the greatest good for the greatest number of people. In this example, Ghada's actions are guided by the ethical reasoning approach of: A) relativism.

B) utilitarianism.

C) bounded rationality.

D) egoism.

Answer: B Learning Objective: 4.2 Evaluate the models managers use to make decisions.

Topic/Concept: Ethical Reasoning Approaches Difficulty level: Moderate AACSB: Application of knowledge 54) Justine is a teaching assistant for a Management class in her university. One of her students asks about the difference between the justice and moral rights ethical reasoning approaches. How should Justine answer this question?

A) The justice approach focuses on treating all fairly, while the moral rights approach focuses on an individual's right to freedom, speech, safety, and privacy.

B) The justice approach focuses on producing the greatest good for the greatest number of people, while the moral rights approach focuses on treating all fairly.

C) The justice approach focuses on personal consequences, while the moral rights approach focuses on maximizing one's self-interest.

D) The justice approach focuses on maximizing one's self-interest, while the moral rights approach weighs the greatest good for the greatest number of people.

Answer: A Learning Objective: 4.2 Evaluate the models managers use to make decisions.

Topic/Concept: Ethical Reasoning Approaches Difficulty level: Challenging AACSB: Application of knowledge

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55) Callaway is a manager who wants to understand the various ethical reasoning approaches.

Which of the following is correctly described as an ethical reasoning approach?

A) Justice approach — focuses on maximizing one's self-interest B) Moral rights approach — focuses on treating all fairly C) Utilitarianism — focuses on right and wrong being defined culturally D) Egoism — focuses on how the actions affect the self in terms of personal consequences Answer: D Learning Objective: 4.2 Evaluate the models managers use to make decisions.

Topic/Concept: Ethical Reasoning Approaches Difficulty level: Challenging AACSB: Application of knowledge 56) Madison and Eva are having a discussion on ethical reasoning approaches. Madison wants their decision to be based on the moral rights approach, while Eva wants their decision to be based on the justice approach. If Madison and Eva were to base their decision on the moral rights approach, what would their decision focus on?

A) Maximizing one's self-interest B) All being treated fairly C) Individual rights of speech, privacy, and a safe and healthy workplace D) Defining right and wrong culturally Answer: C Learning Objective: 4.2 Evaluate the models managers use to make decisions.

Topic/Concept: Ethical Reasoning Approaches Difficulty level: Moderate AACSB: Application of knowledge 57) Ryan has to make a quick decision at work. He wants to use a shortcut or rule-of-thumb to help him make this decision. Ryan should use a(n) to make this decision.

A) representation B) anchoring bias C) adjustment bias D) heuristic Answer: D Learning Objective: 4.3 Consider how shortcuts, errors, and biases can affect decision outcomes.

Topic/Concept: Bias and Errors in Decision-Making Difficulty level: Easy AACSB: Application of knowledge

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58) Marcelino is a third-year Management student in his university. In a recent class discussion, Marcelino was asked to analyze two course concepts. He had to make a quick decision and use a rule-of-thumb to make this decision. In this example, Marcelino used a(n) to make this decision.

A) representation B) anchoring bias C) adjustment bias D) heuristic Answer: D Learning Objective: 4.3 Consider how shortcuts, errors, and biases can affect decision outcomes.

Topic/Concept: Bias and Errors in Decision-Making Difficulty level: Moderate AACSB: Application of knowledge 59) Trevor makes many decisions throughout the day in his role as quality control manager.

Sometimes he is required to make decisions quickly and bases his decision on using a few measures to represent the whole. In this example, Trevor uses the heuristic to make decisions.

A) representativeness B) anchoring C) adjustment D) holistic Answer: A Learning Objective: 4.3 Consider how shortcuts, errors, and biases can affect decision outcomes.

Topic/Concept: Bias and Errors in Decision-Making Difficulty level: Moderate AACSB: Application of knowledge 60) Niels's manager has asked him to make an important decision on the future of the company by 5 p.m. today. Niels doesn't have enough time to process all information needed to make an effective decision, so he uses only a few measures to represent the whole of the situation. To help Niels make this decision, he uses the: A) representativeness heuristic.

B) anchoring bias.

C) adjustment bias.

D) holistic mnemonic.

Answer: A Learning Objective: 4.3 Consider how shortcuts, errors, and biases can affect decision outcomes.

Topic/Concept: Bias and Errors in Decision-Making Difficulty level: Moderate AACSB: Application of knowledge

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61) Whitney is the Chief Executive Officer in her organization. In a morning meeting, her CEO told Whitney to make a decision by noon today on whether the organization should close one of its locations. Although Whitney doesn't have enough time to make an effective decision, she uses the by using only a few measures to represent the whole to make this decision.

A) representative heuristic B) anchoring bias C) adjustment bias D) secondary mnemonic Answer: A Learning Objective: 4.3 Consider how shortcuts, errors, and biases can affect decision outcomes.

Topic/Concept: Bias and Errors in Decision-Making Difficulty level: Challenging AACSB: Application of knowledge 62) Jillian has to hire more customer service associates to handle the busy holiday season. She has to make the decision quickly on who to hire as the holiday season is quickly approaching. As she has limited time to make the decision, Jillian relies only on the information that she has available and may not consider other important information. Jillian's decision is impacted by the: A) representative heuristic.

B) anchoring bias.

C) adjustment bias.

D) availability bias.

Answer: D Learning Objective: 4.3 Consider how shortcuts, errors, and biases can affect decision outcomes.

Topic/Concept: Bias and Errors in Decision-Making Difficulty level: Challenging AACSB: Application of knowledge 63) Roland is a campus police officer. He believes that students are the prime suspects in causing accidents on the campus. Based on this, Roland tends to look for information that reinforces his belief. Roland's actions are impacted by: A) representative heuristic.

B) anchoring bias.

C) adjustment bias.

D) confirmation bias.

Answer: D Learning Objective: 4.3 Consider how shortcuts, errors, and biases can affect decision outcomes.

Topic/Concept: Bias and Errors in Decision-Making Difficulty level: Moderate AACSB: Application of knowledge

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64) Nikki believes that the art department in her company produces quality, creative work. When the art department wins the "Most Creative Work" award, this reinforces the information she already believes. Nikki's belief that the art department produces quality work is due to: A) representative heuristic.

B) anchoring bias.

C) adjustment bias.

D) confirmation bias.

Answer: D Learning Objective: 4.3 Consider how shortcuts, errors, and biases can affect decision outcomes.

Topic/Concept: Bias and Errors in Decision-Making Difficulty level: Easy AACSB: Application of knowledge 65) As an entrepreneur, Tianna is interested in opening up a location for her craft business. Over the past six months, she has worked hard to create a business plan and decide on what products to sell and how much to sell them for. Tianna's investors don't want to financially support her business and have recommended that she create a different business, but she doesn't want the last six months of time and effort to be wasted so she continues making plans to open up her craft business. This example represents which of the following bias and errors in decision-making?

A) Escalation of commitment B) Anchoring bias C) Adjustment bias D) Secondary mnemonic Answer: A Learning Objective: 4.3 Consider how shortcuts, errors, and biases can affect decision outcomes.

Topic/Concept: Bias and Errors in Decision-Making Difficulty level: Challenging AACSB: Application of knowledge 66) You are an employee at a large telecommunications company. One of your managers spent over a year determining which city to build a new office complex. Although the location that this manager selected doesn't look to offer long-term profitability for the organization, the manager continues with his decision because he doesn't want all his past time invested in this project to be wasted. This example illustrates which of the following bias and errors in decision-making?

A) Escalation of commitment B) Anchoring bias C) Adjustment bias D) Secondary mnemonic Answer: A Learning Objective: 4.3 Consider how shortcuts, errors, and biases can affect decision outcomes.

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67) Tyrese is a member of a team with Wilma, Jose, and Jackie. The team has been hard at work trying to decide which company to merge with in the new year. Although the team's research indicates their company should not merge with another company, they decide to go ahead with a merger because they don't want all their past efforts working on this project to be lost. This example illustrates: A) escalation of commitment.

B) anchoring bias.

C) adjustment bias.

D) secondary mnemonic.

Answer: A Learning Objective: 4.3 Consider how shortcuts, errors, and biases can affect decision outcomes.

Topic/Concept: Bias and Errors in Decision-Making Difficulty level: Moderate AACSB: Application of knowledge 68) Kenneth is working on a presentation for his Management class. One of the course concepts is projection bias. What is the best way for Kenneth to describe projection bias in his presentation?

A) Projection bias occurs when you have invested effort into making a decision and don't want to walk away even when the decision is wrong.

B) Projection bias occurs when we look for information that already reinforces what we believe.

C) Projection bias is illustrated when we make a decision based on the information available to us.

D) Projection bias leads us to think that others believe, feel, and think the same as we do.

Answer: D Learning Objective: 4.3 Consider how shortcuts, errors, and biases can affect decision outcomes.

Topic/Concept: Bias and Errors in Decision-Making Difficulty level: Challenging AACSB: Application of knowledge 69) Colin is working as an IT professional. He notices that one of the slides in the speaker's presentation incorrectly describes projection bias. How should Colin recommend that the speaker update the description of projection bias?

A) Projection bias occurs when you have invested effort into making a decision and don't want to walk away even when the decision is wrong.

B) Projection bias occurs when we look for information that already reinforces what we believe.

C) Projection bias is illustrated when we make a decision based on the information available to us.

D) Projection bias leads us to think that others believe, feel, and think the same as we do.

Answer: D Learning Objective: 4.3 Consider how shortcuts, errors, and biases can affect decision outcomes.

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70) Yolanda is concerned about an upcoming exam in her Management class. She has been studying about bias and errors in decision-making. One of the concepts that is giving her trouble is selective perception. Which of the following is the best description of selective perception?

A) Selective perception occurs when you have invested effort into making a decision and don't want to walk away even when the decision is wrong.

B) Selective perception leads us to be unhappy when making decisions.

C) Selective perception is illustrated when we make a decision based on the information available to us.

D) Selective perception occurs when we narrow down information based on beliefs similar to our own.

Answer: D Learning Objective: 4.3 Consider how shortcuts, errors, and biases can affect decision outcomes.

Topic/Concept: Bias and Errors in Decision-Making Difficulty level: Challenging AACSB: Application of knowledge 71) Julian is working with his team to make a decision that could change the future direction of his organization. He relies on his team members to help him make this decision. Which of the following is a reason why group decisions can be more effective than individual decisions?

A) Group decisions foster commitment and acceptance.

B) Group decisions can use each member's potential and use it in the decision-making process.

C) Group decisions include the people making the decision and the same people implementing the decision.

D) All of these.

Answer: D Learning Objective: 4.4 Assess the advantages and disadvantages of making decisions in groups.

Topic/Concept: Differences Between Group and Individual Decision-Making Difficulty level: Easy AACSB: Application of knowledge

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72) Monroe was selected to give the keynote speech at an upcoming Management conference.

The topic of Monroe's presentation is on group and individual decision-making. Which of the following points should Monroe include in his presentation as an advantage of group decisionmaking?

A) Group decisions foster commitment and acceptance.

B) Group decisions can use each member's potential and use it in the decision-making process.

C) Group decisions include the people making the decision and the same people implementing the decision.

D) All of these.

Answer: D Learning Objective: 4.4 Assess the advantages and disadvantages of making decisions in groups.

Topic/Concept: Differences Between Group and Individual Decision-Making Difficulty level: Easy AACSB: Application of knowledge 73) Lea is on a team with members of her organization. Together, they are working on determining the next new product that their organization should create. What is the maximum number of members that Lea's team should have so that it can identify each member's potential and incorporate it into the decision-making process?

A) Two B) Four C) Five D) Six Answer: D Learning Objective: 4.4 Assess the advantages and disadvantages of making decisions in groups.

Topic/Concept: Differences Between Group and Individual Decision-Making Difficulty level: Challenging AACSB: Application of knowledge 74) For the past two years, Malia's team won the sales award in their real estate business. When Malia proposes a different strategy to win the sales award, her team automatically agrees. Even though Malia's team members don't agree with the strategy, they don't want to express their disagreement and just go along with the decision. This example illustrates the error in group decision-making described as: A) escalation of commitment.

B) groupthink.

C) projection bias.

D) availability bias.

Answer: B Learning Objective: 4.4 Assess the advantages and disadvantages of making decisions in groups.

Topic/Concept: Avoiding Errors in Group Decision-Making Difficulty level: Moderate AACSB: Application of knowledge 25 Copyright © 2023 Pearson Education, Inc.

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75) Ingrid wants to excel in group decision-making because she understands that it has many benefits that can lead to more effective decision-making. She is concerned, however, about the two behaviors that can influence group decision-making, which would limit the effectiveness of group decision-making. These two behaviors are: A) availability and projection bias.

B) groupthink and groupshift.

C) collaboration and bankruptcy.

D) escalation of commitment and inclusion.

Answer: B Learning Objective: 4.4 Assess the advantages and disadvantages of making decisions in groups.

Topic/Concept: Avoiding Errors in Group Decision-Making Difficulty level: Challenging AACSB: Application of knowledge 76) Wayne is a new customer care associate for a large healthcare firm. In a recent meeting, Wayne agreed with his team members due to groupthink. Which of the following is the accurate description of groupthink?

A) Groupthink occurs when team members only use the information available to them in making decisions.

B) Groupthink occurs when team members agree to a decision because they don't want to cause dissent in the team.

C) Groupthink occurs when team members think that others feel the same as they do.

D) Groupthink occurs when team members only choose decisions that already reinforce their original decision.

Answer: B Learning Objective: 4.4 Assess the advantages and disadvantages of making decisions in groups.

Topic/Concept: Avoiding Errors in Group Decision-Making Difficulty level: Challenging AACSB: Application of knowledge 77) Groupthink differs from groupshift in that groupthink occurs from a lack of dissent on the team and groupshift results from the confidence individuals feels when working in a group.

Answer: TRUE Learning Objective: 4.4 Assess the advantages and disadvantages of making decisions in groups.

Topic/Concept: Avoiding Errors in Group Decision-Making Difficulty level: Easy AACSB: Application of knowledge

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78) Shaley is working on a team with Devany and Connor. Devany agrees with Connor and Shaley because she doesn't want to cause dissension in the team. In the example, Devany is influenced by groupshift.

Answer: FALSE Learning Objective: 4.4 Assess the advantages and disadvantages of making decisions in groups.

Topic/Concept: Avoiding Errors in Group Decision-Making Difficulty level: Challenging AACSB: Application of knowledge 79) Preston is on a team with Brad and Natalie. Working together, their team makes more risky decisions than if they were working independently. In this example, Preston's team is experiencing groupthink.

Answer: FALSE Learning Objective: 4.4 Assess the advantages and disadvantages of making decisions in groups.

Topic/Concept: Avoiding Errors in Group Decision-Making Difficulty level: Challenging AACSB: Application of knowledge 80) Susie is concerned that groupthink has occurred in her team, as members do not want to cause dissent among the team. A result of groupthink is better-quality decisions.

Answer: FALSE Learning Objective: 4.4 Assess the advantages and disadvantages of making decisions in groups.

Topic/Concept: Avoiding Errors in Group Decision-Making Difficulty level: Moderate AACSB: Application of knowledge 81) When Erica works with Karen and Troy, she tends to make more risky decisions than if she were working independently. This example illustrates groupthink.

Answer: FALSE Learning Objective: 4.4 Assess the advantages and disadvantages of making decisions in groups.

Topic/Concept: Avoiding Errors in Group Decision-Making Difficulty level: Moderate AACSB: Application of knowledge 82) James is working on a team with Sylvia, Aziz, and Skyler. He wants to ensure that groupthink doesn't occur in his team because groupthink can result in lower-quality decisions.

Answer: TRUE Learning Objective: 4.4 Assess the advantages and disadvantages of making decisions in groups.

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83) Groupthink negates the positive aspects of having members on a team with a diverse set of viewpoints.

Answer: TRUE Learning Objective: 4.4 Assess the advantages and disadvantages of making decisions in groups.

Topic/Concept: Avoiding Errors in Group Decision-Making Difficulty level: Moderate AACSB: Application of knowledge 84) Groupshift results from the confidence that individuals can feel when they work as part of the group.

Answer: TRUE Learning Objective: 4.4 Assess the advantages and disadvantages of making decisions in groups.

Topic/Concept: Avoiding Errors in Group Decision-Making Difficulty level: Easy AACSB: Application of knowledge 85) Bethel wants to use the devil's advocate technique to increase constructive conflict. The purpose of using devil's advocate is to explore possible holes in the logic of an argument.

Answer: TRUE Learning Objective: 4.4 Assess the advantages and disadvantages of making decisions in groups.

Topic/Concept: Group Approaches to Decision-Making Difficulty level: Easy AACSB: Application of knowledge 86) The devil's advocate technique can be used to help groups overcome groupthink.

Answer: TRUE Learning Objective: 4.4 Assess the advantages and disadvantages of making decisions in groups.

Topic/Concept: Group Approaches to Decision-Making Difficulty level: Easy AACSB: Application of knowledge 87) Jerel leads a project management team. He is faced with the decision of hiring four or five new employees to his project management team. Identify and explain if this would be a programmed or nonprogrammed decision for Jerel.

Answer: Responses may vary. As Jerel is deciding whether to hire four or five new employees to his team, and this is not a decision made every day, this is likely a nonprogrammed decision.

Nonprogrammed decisions occur when the outcomes are less clear, a higher degree of risk is involved, and these decisions do not occur all the time. In contrast, programmed decisions are familiar and predicable as they tend to occur easily, have less risk, and are made on a daily basis.

Learning Objective: 4.1 Understand the fundamental attributes of managerial decisions.

Topic/Concept: Programmed and Nonprogrammed Decisions Difficulty level: Easy AACSB: Critical thinking 28 Copyright © 2023 Pearson Education, Inc.

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88) Charlie is working on a team with his coworkers Matt and Libby. The team's goal is to decide where to open a new location for their organization. Each of the team members has a different individual decision-making style. Name and explain the three individual decisionmaking styles.

Answer: Responses may vary. The three individual decision-making styles include the knowing, planning, and creating styles. A knowing style is characterized by preference to deal with facts and retaining details about situations. People that use the knowing style of individual decision-making approach problem solving and decision-making with a rational process. The second style is the planning style. Individuals with a planning style bring structure and organization to a problem. They tend to like to bring routine to decision-making and spend time preparing for the decision-making process. The third style is the creating style. Individuals with a creating style view problem solving as an opportunity for experimentation.

Learning Objective: 4.1 Understand the fundamental attributes of managerial decisions.

Topic/Concept: Individual Differences in Decision-Making Difficulty level: Challenging AACSB: Critical thinking 89) Tallulah believes that the rational decision-making model is the ideal way to solve problems.

Help Tallulah better understand the rational decision-making model by identifying and describing each of the five steps.

Answer: Responses may vary. The five steps of the rational decision-making model are: (1) define the problem; (2) define the solution criteria; (3) rank or weight the criteria; (4) gather or generate solution ideas; and (5) evaluation solutions. In the first step, you define the problem by selecting a problem that is measurable and needs to be solved. In the second step, you define the solution criteria by understanding how you will evaluate the solutions to decide which is best. In the third step of ranking the criteria, you assign a weight to help determine how important they are. In the fourth step of gathering solutions, you come up with possible solutions. In the final and fifth step, you use your criteria to decide which solution will best solve your problem.

Learning Objective: 4.2 Evaluate the models managers use to make decisions.

Topic/Concept: Rational Decision-Making Model Difficulty level: Challenging AACSB: Critical thinking 90) Brandon plans to use the rational decision-making model to decide if he should change his major from Management to Marketing in his university. Help Brandon make the right decision by explaining to him the assumptions of the rational decision-making model.

Answer: Responses may vary. There are three assumptions of the rational decision-making model that Brandon should consider. The first is based on maximizing value. This means that decision makers want to make the outcome of their decision as valuable as possible. The second assumption of the rational decision-making model is minimizing risk. This means that decision makers want to minimize the amount of risk in reaching their potential outcomes. The third assumption is that decision makers have complete information when making decisions.

Learning Objective: 4.2 Evaluate the models managers use to make decisions.

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91) Omar is looking for a new job. He is searching through job postings and finds a position that indicates the organization prefers a data-driven decision-making manager. What does a datadriven decision-making manager do, and why are they important?

Answer: Responses may vary. A manager who uses data-driven decision-making collects vast amounts of data, analyzes it using powerful computers, and makes decisions and predictions for their organization. These managers use big data, which refers to the volume of data created, the speed they are able to analyze it, and the variety of data that is created. Data-driven decisionmaking is important in solving problems based on current information in the current business environment.

Learning Objective: 4.2 Evaluate the models managers use to make decisions.

Topic/Concept: Data-Driven Decision-Making Difficulty level: Easy AACSB: Critical thinking 92) Jillian is faced with the responsibility of choosing a new location for her organization. She wants to ensure that her organization will be successful in the new location and is working with a real estate agent to examine the population, traffic, growth rates, and tax structure. How would the bounded rationality model impact Jillian's ability to make the right decision on the location of her organization?

Answer: Responses may vary. The bounded rationality model proposes that decisions are made within constraints and that decision makers have limited information. Jillian would like to have complete information on the cost of the new location including population, traffic, growth rates, tax structures, etc., but that is not likely as information is always changing. Due to this, Jillian may not be able to make the right decision.

Learning Objective: 4.2 Evaluate the models managers use to make decisions.

Topic/Concept: Bounded Rationality Difficulty level: Moderate AACSB: Critical thinking 93) Patrice is working on a team with Frank and Matthew. Her team members rely on Patrice's ability to make the best decision, especially in stressful situations. How would moral emotions and intuition play a role in helping Patrice in decision-making?

Answer: Responses may vary. Moral emotions and intuition play a role in effective decisionmaking. Moral emotions refer to the feelings you have about the morals of what you are doing, that is, is it good or bad? Intuition is the process of unconsciously recognizing patterns that can trigger emotions and lead to a decision. Both moral emotions and intuition link associations for us and help us to solve complex problems.

Learning Objective: 4.2 Evaluate the models managers use to make decisions.

Topic/Concept: The Role of Emotions and "Gut" Feelings in Decisions Difficulty level: Moderate AACSB: Critical thinking

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94) Roberto was asked to make a presentation on the five principles of ethical reasoning. Name and describe each of the principles that Roberto should include in his presentation.

Answer: Responses may vary. Roberto should include the following five principles of ethical reasoning in his presentation: (1) relativism, (2) egoism, (3) utilitarianism, (4) justice approach, and (5) moral rights approach. Relativism is based on a particular group's norms. Using egoism, the individual only takes into consideration how the action will affect the self, defining right and wrong. Utilitarianism refers to producing the greatest good for the greatest number of people.

The justice approach refers to all being treated fairly, and the moral rights approach takes into consideration the rights of others.

Learning Objective: 4.2 Evaluate the models managers use to make decisions.

Topic/Concept: Frameworks for Ethical Decision-Making Difficulty level: Moderate AACSB: Critical thinking 95) After her first year of work as an account executive, Juliette has decided to take a vacation.

She wants to make sure this is the right decision, as Juliette recognizes that there are many heuristics, biases, and errors that can impact decision-making. Identify and describe at least two heuristics, biases, and errors that impact decision-making.

Answer: Responses may vary. Among the heuristics, biases, and errors that impact decisionmaking are the representative heuristic, anchoring and adjustment bias, availability bias, confirmation bias, escalation of commitment, projection bias, and selective perception. Two that will be described are escalation of commitment and projection bias. Escalation of commitment occurs when a person invests a large amount of money, time, and effort into a decision, and they continue with that decision even when there is research to the contrary. Projection bias occurs when you assume others feel, think, and will act the same way that you do.

Learning Objective: 4.3 Consider how shortcuts, errors, and biases can affect decision outcomes.

Topic/Concept: Bias and Errors in Decision-Making Difficulty level: Moderate AACSB: Critical thinking 96) Delaney is writing a research paper on the advantages and disadvantages of group decisionmaking. Identify and describe the two behaviors that can influence group decision-making that Delaney should include in her paper.

Answer: Responses may vary. The two behaviors that can influence group decision-making are groupthink and groupshift. Groupthink refers to a lack of dissention on a team and can occur when group members agree with a decision even though they believe it is incorrect as to not upset other team members. Groupshift occurs when members of a team make decisions that are either more or less risky as a team than they would make as individuals. Delaney should include both groupthink and groupshift in her paper.

Learning Objective: 4.4 Assess the advantages and disadvantages of making decisions in groups.

Topic/Concept: Avoiding Errors in Group Decision-Making Difficulty level: Moderate AACSB: Critical thinking

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Management: An Interactive Approach, 1e (Mollica) Chapter 5 Planning and Strategic Management 1) Mateo is leading an important meeting in his organization to determine the set of decisions and actions the management team must take to attract customers, keep the customers coming back, and outperform its competitors. Mateo's meeting focuses on organizational: A) strategy.

B) mission.

C) vision.

D) philosophy.

Answer: A Learning Objective: 5.1 Discuss strategy, competitive advantage, and the strategic management process.

Topic/Concept: Strategy and Competitive Advantage Difficulty level: Easy AACSB: Application of knowledge 2) Jamie-Lynn was asked to be a guest speaker at an important conference on strategy in her organization's industry. Her research focuses on organizations that aim to show superior performance and profitability over a prolonged period relative to competitors in the same industry. Jamie-Lynn's research focuses on: A) innovation.

B) sustainable competitive advantage.

C) stability.

D) entrepreneurship.

Answer: B Learning Objective: 5.1 Discuss strategy, competitive advantage, and the strategic management process.

Topic/Concept: Strategy and Competitive Advantage Difficulty level: Moderate AACSB: Application of knowledge 3) Gabriella is a top manager in her organization. One of her primary goals is to have her organization achieve a sustainable competitive advantage. Which of the following best describes a sustainable competitive advantage?

A) Focus on people, profits, and the environment B) Superior performance over a prolonged period C) Market saturation D) Entrepreneurial adaptation Answer: B Learning Objective: 5.1 Discuss strategy, competitive advantage, and the strategic management process.

Topic/Concept: Strategy and Competitive Advantage Difficulty level: Moderate AACSB: Application of knowledge

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4) Ashish, a strategic planner, wants his company to achieve a sustainable competitive advantage. What should Ashish focus on to have his company achieve a sustainable competitive advantage?

A) Superior performance and profitability over a prolonged period relative to competitors in the same industry B) Acceptance of a triple bottom line approach using people, profits, and the environment C) Determining the value and level of involvement of employees relative to industry standards D) Identifying new product innovation in relation to existing product penetration in key markets Answer: A Learning Objective: 5.1 Discuss strategy, competitive advantage, and the strategic management process.

Topic/Concept: Strategy and Competitive Advantage Difficulty level: Challenging AACSB: Application of knowledge 5) Jesse is an entrepreneur. His latest business focused on creating a food product to be sold in the southeastern United States. Although Jesse is dedicated to being a successful business owner, the current business environment is characterized by intense and rapid competitive moves by similar firms. The current business environment can be best described as: A) innovative.

B) hypercompetitive.

C) stable.

D) fundamental.

Answer: B Learning Objective: 5.1 Discuss strategy, competitive advantage, and the strategic management process.

Topic/Concept: Strategy and Competitive Advantage Difficulty level: Challenging AACSB: Application of knowledge 6) David wants to open his own business, but he is concerned about his ability to be successful as competitors seem to pop up overnight, innovative technologies are standards, and aggressive tactics can erode competitive advantage. The current business environment is best characterized as: A) democratic.

B) hypercompetitive.

C) balanced.

D) strategic.

Answer: B Learning Objective: 5.1 Discuss strategy, competitive advantage, and the strategic management process.

Topic/Concept: Strategy and Competitive Advantage Difficulty level: Challenging AACSB: Application of knowledge

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7) Ryan and Faith are top managers in their organization. Their goal is to develop and execute a well-defined strategy that will position their organization for excellent performance and sustainable competitive advantage. Ryan and Faith are focused on: A) triple bottom line approach.

B) strategic management.

C) differentiation.

D) cost leadership.

Answer: B Learning Objective: 5.1 Discuss strategy, competitive advantage, and the strategic management process.

Topic/Concept: Strategic Management Difficulty level: Moderate AACSB: Application of knowledge 8) Monica has just been hired in a senior leadership position. One of her main responsibilities will be to plan, assess the organization's internal and external situations, formulate strategy, and implement and evaluate strategy. Monica is responsible for: A) competitive advantage.

B) sustainability.

C) strategic management.

D) cost leadership.

Answer: C Learning Objective: 5.1 Discuss strategy, competitive advantage, and the strategic management process.

Topic/Concept: Strategic Management Difficulty level: Moderate AACSB: Application of knowledge 9) Which stage of strategic management is correctly matched with its description?

A) Plan: analyze the competitive situation B) Analyze: identify the organization's mission C) Formulate: choose which strategy best positions the organization D) Implement: determine the effectiveness of the strategy Answer: C Learning Objective: 5.1 Discuss strategy, competitive advantage, and the strategic management process.

Topic/Concept: Strategic Management Difficulty level: Challenging AACSB: Application of knowledge

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10) Marius and his team are responsible for developing a strategic plan for their organization.

The team is evaluating the competitive situation in the industry and the organization's strengths, weaknesses, opportunities, and threats. Marius and his team are in the stage of strategic planning.

A) planning B) formulating C) implementing D) analyzing Answer: D Learning Objective: 5.1 Discuss strategy, competitive advantage, and the strategic management process.

Topic/Concept: Strategic Management Difficulty level: Moderate AACSB: Application of knowledge 11) Jonas is working to develop a strategic plan for his organization. He is identifying the organization's mission, vision, and values so that he can establish strategic, tactical, and operational plans. Jonas is in the stage of the strategic management process.

A) implement B) evaluate C) formulate D) plan Answer: D Learning Objective: 5.1 Discuss strategy, competitive advantage, and the strategic management process.

Topic/Concept: Strategic Management Difficulty level: Moderate AACSB: Application of knowledge 12) Sierra was hired as a consultant to help form a new strategic plan for an organization that manufactures electrical products. She is choosing which strategy will best position the organization to compete. Which of the following stages of strategic management is Sierra most likely in?

A) Implement B) Evaluate C) Plan D) Formulate Answer: D Learning Objective: 5.1 Discuss strategy, competitive advantage, and the strategic management process.

Topic/Concept: Strategic Management Difficulty level: Moderate AACSB: Application of knowledge

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13) Micah is excited to be working as a strategy consultant for a major pharmaceutical company in the United States. One of his first tasks is to understand the stages of the strategic management process. Which of the following is the first stage of the strategic management process?

A) Evaluate B) Plan C) Formulate D) Implement Answer: B Learning Objective: 5.1 Discuss strategy, competitive advantage, and the strategic management process.

Topic/Concept: Strategic Management Difficulty level: Moderate AACSB: Application of knowledge 14) Veronica is responsible for the strategic planning process in her organization. She is tasked with determining the effectiveness of the strategy and making any corrective changes if needed.

Veronica is in the stage of the strategic planning process.

A) implement B) formulate C) plan D) evaluate Answer: D Learning Objective: 5.1 Discuss strategy, competitive advantage, and the strategic management process.

Topic/Concept: Strategic Management Difficulty level: Moderate AACSB: Application of knowledge 15) Jose is in the formulate stage of the strategic planning process at a large corporation. What type of strategies should Jose focus on in the formulate stage of the strategic planning process?

A) Corporate strategies B) Portfolio strategies C) Competitive strategies D) All of these Answer: D Learning Objective: 5.1 Discuss strategy, competitive advantage, and the strategic management process.

Topic/Concept: Strategic Management Difficulty level: Easy AACSB: Application of knowledge

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16) Jennifer works on the strategic management team in her organization. Her team is examining the planning stage of the strategic management process. Jennifer recognizes that planning is an important stage and wants to make sure she focuses on the correct plans. Which of the following type of plans should Jennifer and her team focus on in the planning stage of the strategic management process?

A) Strategic plans B) Tactical plans C) Operational plans D) All of these Answer: D Learning Objective: 5.1 Discuss strategy, competitive advantage, and the strategic management process.

Topic/Concept: Strategic Management Difficulty level: Easy AACSB: Application of knowledge 17) Anila's manager believes that there are many benefits to planning in strategic management for their organization. Which of the following represents a benefit of planning for Anila and her team?

A) Helps motivate people toward goal achievement B) Coordinates people working toward the same goals C) Sets performance standards and holds people accountable D) All of these Answer: D Learning Objective: 5.2 Explain the importance of planning and the different levels of planning.

Topic/Concept: Strategic Management Starts with Planning Difficulty level: Easy AACSB: Application of knowledge 18) Jordan is in the planning stage of the strategic management process. She understands that the planning stage begins with the organization's mission, vision, and values. Which of the following best describes an organization's mission?

A) Deeply held beliefs B) Principles that do not change over time C) Integrity and excellence D) The organization's purpose Answer: D Learning Objective: 5.2 Explain the importance of planning and the different levels of planning.

Topic/Concept: Strategic Management Starts with Planning Difficulty level: Moderate AACSB: Application of knowledge

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19) Chloe is responsible for creating her organization's mission and vision statements. How do an organization's mission and vision statements differ from each other?

A) A mission statement communicates where the organization wants to be in the future; a vision statement communicates the organization's purpose.

B) A mission statement communicates the organization's purpose; a vision statement communicates where the organization wants to be in the future.

C) A mission statement identifies areas of distinctiveness; a vision statement identifies areas of opportunity.

D) A mission statement aims to promote sustainable competitive advantage; a vision statement is an aspirational statement.

Answer: B Learning Objective: 5.2 Explain the importance of planning and the different levels of planning.

Topic/Concept: Strategic Management Starts with Planning Difficulty level: Challenging AACSB: Application of knowledge 20) Hillary is developing the mission and vision statements for her company. One of her statements refers to where the organization wants to be in the future. What type of statement is Hillary developing?

A) Mission B) Vision C) Tactical D) Operational Answer: B Learning Objective: 5.2 Explain the importance of planning and the different levels of planning.

Topic/Concept: Strategic Management Starts with Planning Difficulty level: Moderate AACSB: Application of knowledge 21) Brayden was hired as a consultant to assist an organization with its strategic planning process. He wants to write a statement that is forward-looking, inspiring, and motivational so that it provides clear direction for planning. Brayden is writing a(n) statement.

A) operational B) tactical C) mission D) vision Answer: D Learning Objective: 5.2 Explain the importance of planning and the different levels of planning.

Topic/Concept: Strategic Management Starts with Planning Difficulty level: Challenging AACSB: Application of knowledge

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22) Krystal recognizes the importance of strategic planning in her organization. She forms plans with her department managers and first-line supervisors to impact day-to-day goals that last for several weeks to several months. In this example, Krystal makes plans.

A) tactical B) strategic C) operational D) primary Answer: C Learning Objective: 5.2 Explain the importance of planning and the different levels of planning.

Topic/Concept: Levels of Planning Difficulty level: Moderate AACSB: Application of knowledge 23) Jacob is a Chief Executive Officer in his organization. He forms five-year plans that offer a big-picture view of the organization with vice presidents and other division heads. Jacob forms plans.

A) tactical B) strategic C) operational D) secondary Answer: B Learning Objective: 5.2 Explain the importance of planning and the different levels of planning.

Topic/Concept: Levels of Planning Difficulty level: Moderate AACSB: Application of knowledge 24) Norman wants to form a plan that establishes competitive positioning in his organization's divisions and product lines that last from 6 months to 2 years. What type of plans should Norman form?

A) Secondary B) Primary C) Operational D) Tactical Answer: D Learning Objective: 5.2 Explain the importance of planning and the different levels of planning.

Topic/Concept: Levels of Planning Difficulty level: Moderate AACSB: Application of knowledge

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25) Kennedy is forming a plan for her organization. This plan will communicate her organization's overall goals, the types of businesses it will compete in, and how resources will be allocated. Kennedy's plan is a(n) plan.

A) strategic B) operational C) tactical D) functional Answer: A Learning Objective: 5.2 Explain the importance of planning and the different levels of planning.

Topic/Concept: Levels of Planning Difficulty level: Moderate AACSB: Application of knowledge 26) Brian is a first-line manager. Every Monday, he meets with his team to develop goals that are specific to his department and direct the routine and day-to-day activities of his employees. Brian creates goals.

A) functional B) matrix C) secondary D) operational Answer: D Learning Objective: 5.2 Explain the importance of planning and the different levels of planning.

Topic/Concept: Levels of Planning Difficulty level: Moderate AACSB: Application of knowledge 27) Elizabeth is working with her team to create a plan for the marketing department. After a long meeting, the team decides that their goal will be to "create and implement a marketing plan for expansion into the Latin American market by the end of year two." Elizabeth and her team created a(n) plan.

A) tactical B) operational C) strategic D) functional Answer: A Learning Objective: 5.2 Explain the importance of planning and the different levels of planning.

Topic/Concept: Levels of Planning Difficulty level: Challenging AACSB: Application of knowledge

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28) Quinn is working on a special project for his manager. Quinn's manager would like him to research the competitive pressures in the industry so that he can think broadly about the industry.

Quinn can use the strategic management tool of to complete his research.

A) SWOT analysis B) balanced scorecard C) PESTEL analysis D) five forces model Answer: D Learning Objective: 5.3 Apply the tools managers use to assess the organization's competitive situation.

Topic/Concept: Industry Analysis: Five Forces Model Difficulty level: Moderate AACSB: Application of knowledge 29) Eloise is performing a strategic analysis of the industry in which her organization competes.

Her research indicates that competition within the industry is intense, and the chances of profitability are lower when many competitors are fighting for market share. Eloise is examining which of the following forces?

A) Rivalry among existing competitors B) Bargaining power of suppliers C) Bargaining power of buyers D) Threat of substitutes Answer: A Learning Objective: 5.3 Apply the tools managers use to assess the organization's competitive situation.

Topic/Concept: Industry Analysis: Five Forces Model Difficulty level: Moderate AACSB: Application of knowledge 30) Charles is performing a five forces model analysis of his company's industry. He is examining how a shortage of needed supplies may represent a competitive threat because of the power over terms and pricing. Charles is referring to which of the five forces?

A) Rivalry among existing competitors B) Bargaining power of buyers C) Threat of substitutes D) Bargaining power of suppliers Answer: D Learning Objective: 5.3 Apply the tools managers use to assess the organization's competitive situation.

Topic/Concept: Industry Analysis: Five Forces Model Difficulty level: Moderate AACSB: Application of knowledge

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31) Stephen is using the five forces model tool to examine competitiveness in an industry. He is evaluating how difficult or costly it is to enter a specific industry, start a business, and be successful. Stephen is examining .

A) barriers to entry B) bargaining power of buyers C) bargaining power of suppliers D) threat of substitutes Answer: A Learning Objective: 5.3 Apply the tools managers use to assess the organization's competitive situation.

Topic/Concept: Industry Analysis: Five Forces Model Difficulty level: Moderate AACSB: Application of knowledge 32) Taylor's organization is considering entering a new industry. Using the five forces model, which of the following conditions would encourage Taylor's organization to enter the industry as the chances for profitability are high?

A) Weak competition among industry rivals B) Strong supplier bargaining power C) Barriers to entry are low D) Readily available substitutes Answer: A Learning Objective: 5.3 Apply the tools managers use to assess the organization's competitive situation.

Topic/Concept: Industry Analysis: Five Forces Model Difficulty level: Challenging AACSB: Application of knowledge 33) Giuliana's organization is considering entering a new market and wants to examine the industry to determine its chances for profitability. Using the five forces model, what should Giuliana's organization look for as a signal to enter the industry?

A) Weak competition among industry rivals B) Strong supplier bargaining power C) Barriers to entry are low D) Readily available substitutes Answer: A Learning Objective: 5.3 Apply the tools managers use to assess the organization's competitive situation.

Topic/Concept: Industry Analysis: Five Forces Model Difficulty level: Challenging AACSB: Application of knowledge

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34) Vivian wants to use a SWOT analysis to analyze her organization's competitive standing. A SWOT analysis represents an acronym that stands for: A) strengths, weaknesses, opportunities, and threats.

B) strengths, weaknesses, observations, and tangibles.

C) strategy, winning, opportunities, and threats.

D) strategy, winning, observations, and tangibles.

Answer: A Learning Objective: 5.3 Apply the tools managers use to assess the organization's competitive situation.

Topic/Concept: Company Analysis: SWOT Difficulty level: Easy AACSB: Application of knowledge 35) Paola is working with her team on a strategic plan. She is identifying her organization's internal strengths and weaknesses to determine how to best compete in the market and what areas need improvement. The most effective tool for Paola to use is: A) five forces model.

B) balanced scorecard.

C) PESTEL analysis.

D) SWOT analysis.

Answer: D Learning Objective: 5.3 Apply the tools managers use to assess the organization's competitive situation.

Topic/Concept: Industry Analysis: SWOT Analysis Difficulty level: Moderate AACSB: Application of knowledge 36) As part of his recent promotion, Liam is now responsible for analyzing the competitive nature of his organization and industry. He plans to use a tool that includes an audit of the internal and external factors that potentially help or hurt his organization's ability to compete.

Liam should use: A) PESTEL analysis.

B) five forces model.

C) balanced scorecard.

D) SWOT analysis.

Answer: D Learning Objective: 5.3 Apply the tools managers use to assess the organization's competitive situation.

Topic/Concept: Company Analysis: SWOT Difficulty level: Easy AACSB: Application of knowledge

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37) Nathan is working with his team to better understand the competitive industry that his organization operates in. Using a SWOT analysis, Nathan and his team question what current or potential external risks could hurt the business. Nathan is examining which of the elements in the SWOT analysis?

A) Strengths B) Weaknesses C) Opportunities D) Threats Answer: D Learning Objective: 5.3 Apply the tools managers use to assess the organization's competitive situation.

Topic/Concept: Company Analysis: SWOT Difficulty level: Moderate AACSB: Application of knowledge 38) Bailey is examining her organization's internal characteristics, resources, and competencies that can give her organization an advantage over competitors. Bailey is referring to her organization's in the five forces model.

A) weaknesses B) threats C) opportunities D) strengths Answer: D Learning Objective: 5.3 Apply the tools managers use to assess the organization's competitive situation.

Topic/Concept: Company Analysis: SWOT Difficulty level: Moderate AACSB: Application of knowledge 39) William is examining his organization's shortage of skilled workers, dysfunctional internal culture, poorly functioning management team, and frequent employee turnover to determine the organization's competitiveness in the industry. Using a SWOT analysis, William is examining: A) strengths.

B) weaknesses.

C) opportunities.

D) threats.

Answer: B Learning Objective: 5.3 Apply the tools managers use to assess the organization's competitive situation.

Topic/Concept: Company Analysis: SWOT Difficulty level: Moderate AACSB: Application of knowledge

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40) Joseph was hired as a consultant to work with an organization struggling to understand its competitiveness in its industry. He determines that the industry has unmet customer needs that the organization could exploit to improve its competitive position. Joseph is referring to the organization's: A) strength.

B) weakness.

C) opportunity.

D) threat.

Answer: C Learning Objective: 5.3 Apply the tools managers use to assess the organization's competitive situation.

Topic/Concept: Company Analysis: SWOT Difficulty level: Moderate AACSB: Application of knowledge 41) Jeff is acting as a mentor to a new employee. He wants to help the new employee better understand corporate-level strategies. Which of the following is an example of a corporate-level strategy?

A) Stability B) Growth C) Retrenchment D) All of these Answer: D Learning Objective: 5.4 Categorize corporate-level, portfolio, business-level, and international expansion strategies.

Topic/Concept: Corporate-Level Strategies Difficulty level: Easy AACSB: Application of knowledge 42) Jameson is the CEO of a medical products company. He intends to make little or no change to strategy so that his company can continue to operate as it is currently by maintaining the same products and services. Jameson uses a strategy.

A) growth B) retrenchment C) functional D) stability Answer: D Learning Objective: 5.4 Categorize corporate-level, portfolio, business-level, and international expansion strategies.

Topic/Concept: Corporate-Level Strategies Difficulty level: Moderate AACSB: Application of knowledge

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43) Maryam is a top executive. She is unsure of what corporate-level strategy to use in her organization. Her organization is growing too quickly, having difficulty meeting customer orders, and struggling to manage with the rapid pace of business. Based on this, the best strategy for Maryam's organization is: A) growth.

B) functional.

C) primary.

D) stability.

Answer: D Learning Objective: 5.4 Categorize corporate-level, portfolio, business-level, and international expansion strategies.

Topic/Concept: Corporate-Level Strategies Difficulty level: Challenging AACSB: Application of knowledge 44) The goal of Alexey's organization is to increase sales and market share by increasing the sales of its existing products and services and expanding into new businesses, products, and services. The best strategy for Alexey's organization to use is: A) stability.

B) growth.

C) functional.

D) secondary.

Answer: B Learning Objective: 5.4 Categorize corporate-level, portfolio, business-level, and international expansion strategies.

Topic/Concept: Corporate-Level Strategies Difficulty level: Challenging AACSB: Application of knowledge 45) Saeed's organization is focused on its corporate-level strategy. It adds businesses in completely different industries that do not complement its existing businesses. Saeed's organization employs a(n) strategy.

A) related diversification B) focused differentiation C) unrelated diversification D) cost leadership Answer: C Learning Objective: 5.4 Categorize corporate-level, portfolio, business-level, and international expansion strategies.

Topic/Concept: Corporate-Level Strategies Difficulty level: Moderate AACSB: Application of knowledge

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46) Madison just received an email that informed her that her organization will be combining with another company, of roughly the same size, into a single business entity. In this example, Madison's company forming with the other company represents a(n): A) acquisition.

B) retrenchment.

C) merger.

D) take over.

Answer: C Learning Objective: 5.4 Categorize corporate-level, portfolio, business-level, and international expansion strategies.

Topic/Concept: Corporate-Level Strategies Difficulty level: Moderate AACSB: Application of knowledge 47) Grant's organization is experiencing a difficult financial year. To stay in business, the organization decides to lay off 20% of its employees, close some store plant locations, and exit the Northwest U.S. market. Grant's organization is using a corporate strategy.

A) primary B) functional C) differentiated D) retrenchment Answer: D Learning Objective: 5.4 Categorize corporate-level, portfolio, business-level, and international expansion strategies.

Topic/Concept: Corporate-Level Strategies Difficulty level: Moderate AACSB: Application of knowledge 48) Samuel wants to study the corporate-level strategies available to his organization in more depth before he makes a recommendation to his manager on which strategy to select. Which of the following is an example of a corporate-level strategy?

A) Stability B) Growth C) Retrenchment D) All of these Answer: D Learning Objective: 5.4 Categorize corporate-level, portfolio, business-level, and international expansion strategies.

Topic/Concept: Corporate-Level Strategies Difficulty level: Easy AACSB: Application of knowledge

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49) The management team in Seraphina's organization has followed the same strategy for many years as it maintains the same products and services. This strategy is referred to as: A) stability.

B) growth.

C) retrenchment.

D) related diversification.

Answer: A Learning Objective: 5.4 Categorize corporate-level, portfolio, business-level, and international expansion strategies.

Topic/Concept: Corporate-Level Strategies Difficulty level: Easy AACSB: Application of knowledge 50) Mark's organization has been struggling to meet customer orders as it tries to manage the rapid pace of business. Mark's organization should adopt a strategy to help maintain its current profits and minimize growth.

A) stability B) growth C) retrenchment D) related diversification Answer: A Learning Objective: 5.4 Categorize corporate-level, portfolio, business-level, and international expansion strategies.

Topic/Concept: Corporate-Level Strategies Difficulty level: Moderate AACSB: Application of knowledge 51) Parker is developing a podcast on important management topics in the transportation industry. This week's segment of the podcast discusses the Boston Consulting Group matrix.

Which of the following is accurate regarding the Boston Consulting Group matrix?

A) Cash cows have high growth and high market share.

B) Dogs have low growth and high market share.

C) Question marks have high growth and low market share.

D) Stars have low growth and low market share.

Answer: C Learning Objective: 5.4 Categorize corporate-level, portfolio, business-level, and international expansion strategies.

Topic/Concept: Portfolio Strategies Difficulty level: Challenging AACSB: Application of knowledge

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52) The main products in Chantelle's organization have low growth and high market share.

According to the Boston Consulting Group, which of the following terms best describes the main products in Chantelle's organization?

A) Dogs B) Stars C) Question marks D) Cash cows Answer: D Learning Objective: 5.4 Categorize corporate-level, portfolio, business-level, and international expansion strategies.

Topic/Concept: Portfolio Strategies Difficulty level: Moderate AACSB: Application of knowledge 53) One group of products in Breanna's organization has low growth and low market share. What should Breanna's organization do about these products?

A) Eliminate them because they have poor potential B) Produce more because these products are generating cash C) Increase the investment in these products D) Monitor these products for future success Answer: A Learning Objective: 5.4 Categorize corporate-level, portfolio, business-level, and international expansion strategies.

Topic/Concept: Portfolio Strategies Difficulty level: Challenging AACSB: Application of knowledge 54) Aiden is a member of the senior leadership team in his organization. The organization primarily competes on price and remains profitable by keeping costs low. In this example, Aiden's organization uses a(n) strategy.

A) differentiation B) focus C) unrelated diversification D) low cost Answer: D Learning Objective: 5.4 Categorize corporate-level, portfolio, business-level, and international expansion strategies.

Topic/Concept: Business-Level Strategies Difficulty level: Moderate AACSB: Application of knowledge

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55) Kyra is responsible for developing the business-level strategy in her organization. Her goal is to compete in the industry by offering a product or service that is perceived as unique or of superior quality. Kyra should use a strategy to achieve this goal.

A) focus B) cost leadership C) related diversification D) differentiation Answer: D Learning Objective: 5.4 Categorize corporate-level, portfolio, business-level, and international expansion strategies.

Topic/Concept: Business-Level Strategies Difficulty level: Moderate AACSB: Application of knowledge 56) Which of the following best describes exporting?

A) Production is kept in the home country but products are shipped directly to foreign countries.

B) Two companies, usually of roughly the same size, form together.

C) A home country gives a foreign company the right to use its name.

D) A group buys the right to use its business model and brand.

Answer: A Learning Objective: 5.4 Categorize corporate-level, portfolio, business-level, and international expansion strategies.

Topic/Concept: Strategies for International Expansion Difficulty level: Easy AACSB: Application of knowledge 57) Which of the following international expansion strategies is more common in service industries such as restaurants?

A) Licensing B) Foreign direct investment C) Exporting D) Franchising Answer: D Learning Objective: 5.4 Categorize corporate-level, portfolio, business-level, and international expansion strategies.

Topic/Concept: Strategies for International Expansion Difficulty level: Easy AACSB: Application of knowledge

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58) Chantelle is working with a team of investors on a business plan for a new organization. The investors want to ensure that the organization's chosen strategies translate into actions to achieve goals. In this example, the investors are focused on: A) related diversification.

B) strategy implementation.

C) strategy manipulation.

D) industry analysis.

Answer: B Learning Objective: 5.5 Discuss strategy implementation, strategy and ethics, and strategy in nonprofit organizations.

Topic/Concept: Strategic Implementation and Flexibility Difficulty level: Moderate AACSB: Application of knowledge 59) Pedro is a member of the senior leadership team in his organization. He wants to ensure that his organization's strategy will be successfully executed. Which of the following actions could help Pedro ensure that the strategy will be successfully executed?

A) Don't micromanage B) Sell the why C) Explain the plan and hold people accountable D) All of these Answer: D Learning Objective: 5.5 Discuss strategy implementation, strategy and ethics, and strategy in nonprofit organizations.

Topic/Concept: Strategic Implementation and Flexibility Difficulty level: Challenging AACSB: Application of knowledge 60) Nancy received a notice on LinkedIn that an organization was interested in her background.

The organization provides services and benefits and tackles social problems in the local environment. Further review finds that the organization doesn't pay income taxes and any profits earned are used to support the organization's operations. The organization that contacted Nancy is best described as a: A) strategic organization.

B) focused organization.

C) nontaxable organization.

D) nonprofit organization.

Answer: D Learning Objective: 5.5 Discuss strategy implementation, strategy and ethics, and strategy in nonprofit organizations.

Topic/Concept: Strategic Management in Nonprofit Organizations Difficulty level: Easy AACSB: Application of knowledge

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61) Rick is a long-standing member of the community. He wants to form an organization that provides services and benefits to promote animal welfare in his community. Rick is interested in forming a: A) strategic organization.

B) focused organization.

C) nontaxable organization.

D) nonprofit organization.

Answer: D Learning Objective: 5.5 Discuss strategy implementation, strategy and ethics, and strategy in nonprofit organizations.

Topic/Concept: Strategic Management in Nonprofit Organizations Difficulty level: Easy AACSB: Application of knowledge 62) Brandon is interested in starting his own organization. He believes that a nonprofit organization is best suited for his needs. Which of the following is accurate regarding a nonprofit organization?

A) Nonprofit organizations donate their profits to other nonprofit organizations.

B) Nonprofit organizations are more likely to be impacted by corporate scandals.

C) Nontaxable organizations receive a $1,000 grant from the government to get started.

D) Nonprofit organizations do not pay income taxes.

Answer: D Learning Objective: 5.5 Discuss strategy implementation, strategy and ethics, and strategy in nonprofit organizations.

Topic/Concept: Strategic Management in Nonprofit Organizations Difficulty level: Moderate AACSB: Application of knowledge 63) Lily and Jason are proud to be the executive officers of their nonprofit organization. They want to ensure that their nonprofit organization will be sustainable over the long term. What should Lily and Jason do to ensure that their nonprofit organization is sustainable over the long term?

A) Lily and Jason should donate their profits to other nonprofit organizations.

B) Lily and Jason should ensure that their organization is not linked to any corporate scandals.

C) Lily and Jason should file legal documents with the Small Business Administration.

D) Lily and Jason should demonstrate that their strategy is effective and their goals are being achieved.

Answer: D Learning Objective: 5.5 Discuss strategy implementation, strategy and ethics, and strategy in nonprofit organizations.

Topic/Concept: Strategic Management in Nonprofit Organizations Difficulty level: Challenging AACSB: Application of knowledge

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64) Aria is the executive director of a nonprofit organization. Aria recognizes the importance of conducting a SWOT analysis in profit and nonprofit organizations. How would a nonprofit organization benefit from using a SWOT analysis?

A) A nonprofit organization can benefit from using a SWOT analysis by monitoring the environment for external factors that can promote or harm its mission.

B) A nonprofit organization can benefit from using a SWOT analysis by focusing on wholly owned subsidiaries.

C) A nonprofit organization can benefit from using a SWOT analysis by giving a foreign company the right to use its name.

D) A nonprofit organization can benefit from using a SWOT analysis by keeping production in the home country and distributing the products externally.

Answer: A Learning Objective: 5.5 Discuss strategy implementation, strategy and ethics, and strategy in nonprofit organizations.

Topic/Concept: Strategic Management in Nonprofit Organizations Difficulty level: Challenging AACSB: Application of knowledge 65) Carter works for an organization that provides services and benefits to tackle tough social problems such as homelessness. His organization pays no income taxes and any profits earned are used to support the organization's operations. Carter works for a(n): A) nonprofit organization.

B) franchise organization.

C) merger.

D) acquisition.

Answer: A Learning Objective: 5.5 Discuss strategy implementation, strategy and ethics, and strategy in nonprofit organizations.

Topic/Concept: Strategic Management in Nonprofit Organizations Difficulty level: Moderate AACSB: Application of knowledge 66) Calvin's organization wants to use a strategy that makes little to no change and allows the organization to continue to operate as it is currently doing. The best strategy for Calvin's organization is a retrenchment strategy.

Answer: FALSE Learning Objective: 5.4 Categorize corporate-level, portfolio, business-level, and international expansion strategies.

Topic/Concept: Corporate-Level Strategies Difficulty level: Moderate AACSB: Application of knowledge

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67) In a recent press conference, Hailey was asked to clarify the conditions under which a stability strategy is best. Hailey should reply that a stability strategy should be used when management wants to make little to no change and continue to operate as it is currently doing.

Answer: TRUE Learning Objective: 5.4 Categorize corporate-level, portfolio, business-level, and international expansion strategies.

Topic/Concept: Corporate-Level Strategies Difficulty level: Moderate AACSB: Application of knowledge 68) Jackson's organization is struggling to meet customer orders and is having trouble managing the rapid pace of business. Jackson's organization should adopt a growth strategy.

Answer: FALSE Learning Objective: 5.4 Categorize corporate-level, portfolio, business-level, and international expansion strategies.

Topic/Concept: Corporate-Level Strategies Difficulty level: Moderate AACSB: Application of knowledge 69) Brayden's organization is hiring new employees as it opens new operating locations to expand into new business, products, or services. Brayden's organization is using a retrenchment strategy.

Answer: FALSE Learning Objective: 5.4 Categorize corporate-level, portfolio, business-level, and international expansion strategies.

Topic/Concept: Corporate-Level Strategies Difficulty level: Moderate AACSB: Application of knowledge 70) Alex's organization is focused on increasing sales and market share by increasing its sales of existing products and expanding into new markets. The most effective strategy for Alex's organization is a growth strategy.

Answer: TRUE Learning Objective: 5.4 Categorize corporate-level, portfolio, business-level, and international expansion strategies.

Topic/Concept: Corporate-Level Strategies Difficulty level: Moderate AACSB: Application of knowledge 71) Daniel's organization wants to grow its market share by combining with another company to form a single business entity. This type of arrangement is referred to as a merger.

Answer: TRUE Learning Objective: 5.4 Categorize corporate-level, portfolio, business-level, and international expansion strategies.

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72) Mergers differ from acquisitions in that mergers only occur in the United States and acquisitions only occur in international markets.

Answer: FALSE Learning Objective: 5.4 Categorize corporate-level, portfolio, business-level, and international expansion strategies.

Topic/Concept: Corporate-Level Strategies Difficulty level: Moderate AACSB: Application of knowledge 73) Organizations use mergers and acquisitions to expand into new businesses and grow market share.

Answer: TRUE Learning Objective: 5.4 Categorize corporate-level, portfolio, business-level, and international expansion strategies.

Topic/Concept: Corporate-Level Strategies Difficulty level: Easy AACSB: Application of knowledge 74) Cara's organization is experiencing declining sales as the company is losing money and needs to control costs. The most effective strategy for Cara's organization is a retrenchment strategy.

Answer: TRUE Learning Objective: 5.4 Categorize corporate-level, portfolio, business-level, and international expansion strategies.

Topic/Concept: Corporate-Level Strategies Difficulty level: Moderate AACSB: Application of knowledge 75) Juan's organization has resorted to laying off employees as it attempts to control costs. The most effective strategy for Juan's organization is a growth strategy.

Answer: FALSE Learning Objective: 5.4 Categorize corporate-level, portfolio, business-level, and international expansion strategies.

Topic/Concept: Corporate-Level Strategies Difficulty level: Moderate AACSB: Application of knowledge 76) The Boston Consulting Group matrix categorizes products into four quadrants according to market share and market growth.

Answer: TRUE Learning Objective: 5.4 Categorize corporate-level, portfolio, business-level, and international expansion strategies.

Topic/Concept: Portfolio Strategies Difficulty level: Easy AACSB: Application of knowledge 24 Copyright © 2023 Pearson Education, Inc.

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77) Products in Garrett's organization have low market share and low growth. According to the Boston Consulting Group matrix, the products in Garrett's organization are referred to as question marks.

Answer: FALSE Learning Objective: 5.4 Categorize corporate-level, portfolio, business-level, and international expansion strategies.

Topic/Concept: Portfolio Strategies Difficulty level: Moderate AACSB: Application of knowledge 78) According to the Boston Consulting Group matrix, stars generate cash and could continue to do so.

Answer: TRUE Learning Objective: 5.4 Categorize corporate-level, portfolio, business-level, and international expansion strategies.

Topic/Concept: Portfolio Strategies Difficulty level: Moderate AACSB: Application of knowledge 79) Meghan is analyzing her organization's products by using the Boston Consulting Group matrix. She finds that many of her organization's products are termed "dogs." Meghan should recommend that her organization get rid of the "dogs" as they are the weakest product group.

Answer: TRUE Learning Objective: 5.4 Categorize corporate-level, portfolio, business-level, and international expansion strategies.

Topic/Concept: Portfolio Strategies Difficulty level: Challenging AACSB: Application of knowledge 80) According to the Boston Consulting Group matrix, products that are identified as question marks should definitely be discarded as they have high market share in a low-growth industry.

Answer: FALSE Learning Objective: 5.4 Categorize corporate-level, portfolio, business-level, and international expansion strategies.

Topic/Concept: Portfolio Strategies Difficulty level: Moderate AACSB: Application of knowledge

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81) Caleb is a member of the leadership team in his organization. One of his primary responsibilities is to create a strategy that results in a sustainable competitive advantage. Define sustainable competitive advantage. Identify and describe ways that Caleb's organization can achieve a sustainable competitive advantage.

Answer: Responses may vary. A sustainable competitive advantage occurs when an organization achieves superior performance and profitability over a prolonged period, relative to competitors in the same industry. A sustainable competitive advantage is key to an organization's success. Caleb's organization can achieve a sustainable competitive advantage by doing something different or better than its competitors. An example would be higher quality or more innovative products, exceptional customer service, lower costs, or a core competency.

Learning Objective: 5.1 Discuss strategy, competitive advantage, and the strategic management process.

Topic/Concept: Strategy and Competitive Advantage Difficulty level: Challenging AACSB: Critical thinking 82) Yara is on the strategic planning team in her organization. Name and explain each of the five stages of the strategic management process so that Yara can use them effectively.

Answer: Responses may vary. The five stages of the strategic management process are plan, analyze, formulate, implement, and evaluate. Plan refers to identifying the organization's mission, vision, and values so that the organization can set strategic, tactical, and operational plans. Analyze refers to analyzing the competitive situation in the industry and understanding the organization's strengths, weaknesses, opportunities, and threats. Formulate refers to the organization choosing which strategy will best position the organization to compete effectively.

Implement refers to carrying out the strategy and changing or adapting it as necessary. Lastly, evaluate refers to determining the effectiveness of the strategy and making corrective changes.

Learning Objective: 5.1 Discuss strategy, competitive advantage, and the strategic management process.

Topic/Concept: Strategic Management Difficulty level: Challenging AACSB: Critical thinking 83) Noah and Gianlucca are delivering a presentation on the importance of planning to their organization. Define planning. Describe why planning is important to an organization's success.

Answer: Responses may vary. Planning involves identifying the organization's goals, coordinating the actions needed to achieve the goals throughout the organization, setting timelines for when the goals will be reached, and monitoring and evaluating results. Planning is a very important managerial function as it is the starting point for strategic management.

Organizations that engage in planning tend to perform better because planning helps motivate people toward goal achievement.

Learning Objective: 5.2 Explain the importance of planning and the different levels of planning.

Topic/Concept: Strategic Management Starts with Planning Difficulty level: Easy AACSB: Critical thinking

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84) Kevin is developing a presentation on strategic management for his organization's annual meeting. He is trying to understand the definitions of an organization's mission, vision, and values so that he can answer questions from his audience. Define mission, vision, and values.

Describe why these elements are important in strategic planning.

Answer: Responses may vary. An organization's mission is why it exists and what the organization does. It is important that an organization's mission aligns with its purpose so that it is clearly communicated to customers, employers, and stakeholders. An organization's vision focuses on the future. It represents and communicates the organization's aspirations and goals in the next five years or more. The vision is forward looking and motivational. An organization's values are its deeply held beliefs. They are important as they communicate how organizational members should behave.

Learning Objective: 5.2 Explain the importance of planning and the different levels of planning.

Topic/Concept: Mission, Vision, and Values Difficulty level: Moderate AACSB: Critical thinking 85) Jamelah and Hailey are on the strategic planning team in their organization. Identify the three levels of organizational planning and describe each level so that Jamelah and Hailey are successful leading their team.

Answer: The three levels of organizational planning are strategic, tactical, and operational.

Strategic organizational planning occurs at the top levels of the organization and includes the CEO, presidents, vice presidents, and other division heads. It takes a big-picture view and its timeline references five years or more. Tactical planning occurs at the middle level of the organization. Its purpose is focused on competitive positioning in divisions, business units, and product lines. The timeline for tactical plans ranges from 6 months to 2 years. Operational planning occurs at the lower levels of an organization and includes department managers, firstline supervisors, and other individuals. These plans focus on routine tasks and day-to-day goals.

The timeframe for operational plans ranges from several weeks to several months.

Learning Objective: 5.2 Explain the importance of planning and the different levels of planning.

Topic/Concept: Levels of Planning Difficulty level: Moderate AACSB: Critical thinking

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86) Sebastian's manager has asked him to examine the competitiveness of his organization's industry using the five forces model. Name and explain each of the forces in the five forces model.

Answer: The forces in the observations and tangibles are: (1) rivalry among existing competitors; (2) bargaining power of suppliers; (3) bargaining power of buyers; (4) threat of substitutes; and (5) barriers to entry. Rivalry among existing competitors refers to the chances of profitability being lower when there are many competitors fighting for market share. The bargaining power of suppliers is affected by the availability of needed supplies and the difficulty in switching suppliers. The bargaining power of buyers refers to the ability of customers to negotiate price. The threat of substitutes refers to products in other industries that are similar or serve a similar function. Barriers to entry refer to how difficult it is to enter an industry, start a business, and be successful.

Learning Objective: 5.3 Apply the tools managers use to assess the organization's competitive situation.

Topic/Concept: Five Forces Model Difficulty level: Challenging AACSB: Critical thinking 87) Vanessa is leading her team to analyze her organization by using a SWOT analysis. Identify and describe the element of a SWOT analysis. What are the benefits of using a SWOT analysis?

Answer: Responses may vary. A SWOT analysis is an acronym for Strengths, Weaknesses, Opportunities, and Threats. Using a SWOT analysis, a manager can perform an audit of the organization's internal and external factors that potentially assist or undermine the organization's ability to compete. Strengths are internal characteristics, resources, and competencies that give an organization an advantage. Weaknesses are internal characteristics such as a lack of important resources, a shortage of skilled workers, or a poorly functioning management team.

Opportunities are emerging trends and consumer preferences that an organization can exploit to its advantage. Threats are external factors that can harm the organization. The benefits of using a SWOT analysis are that it can help the organization develop strategies that build on the organization's strengths, avoid weaknesses, exploit opportunities, and manage threats.

Learning Objective: 5.3 Apply the tools managers use to assess the organization's competitive situation.

Topic/Concept: Company Analysis: SWOT Difficulty level: Moderate AACSB: Critical thinking

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88) Angela has determined that using a stability strategy is best for her organization. Define a stability strategy. Explain the circumstances when an organization would want to use a stability strategy.

Answer: Responses may vary. A stability strategy is one in which the management team makes little to no changes and continues to operate as it is currently doing by maintaining the same products and services. The circumstances in which an organization would benefit from a stability strategy are when the organization wants to preserve its current revenue and profits while minimizing growth. It might also use the stability strategy if the organization is growing too quickly, having difficulty meeting customer orders, or struggling with the rapid pace of business.

Learning Objective: 5.4 Categorize corporate-level, portfolio, business-level, and international expansion strategies.

Topic/Concept: Corporate-Level Strategies Difficulty level: Moderate AACSB: Critical thinking 89) At the next board meeting, Meghan will recommend that her organization adopt a retrenchment strategy. Define a retrenchment strategy. Explain the circumstances when a retrenchment strategy may be needed.

Answer: Responses may vary. A retrenchment strategy occurs when management needs to take defensive actions to reduce costs. This may be due to deteriorating performance, declining sales, and the company losing money. Using a retrenchment strategy, an organization might lay off employees, close stores or exit a geographic market, or sell off product lines or business units to sustain the organization and prevent further decline.

Learning Objective: 5.4 Categorize corporate-level, portfolio, business-level, and international expansion strategies.

Topic/Concept: Corporate-Level Strategies Difficulty level: Moderate AACSB: Critical thinking 90) Mackenzie is delivering a presentation on the Boston Consulting Group Matrix. Name and explain each of the four quadrants of the Boston Consulting Group Matrix. What strategy should be enacted in each of the quadrants?

Answer: Responses may vary. The four quadrants of the Boston Consulting Group matrix are: question marks, stars, dogs, and cash cows. Question marks are products that have high growth and low market share. The strategy for question marks is to monitor closely to determine whether continued investment is justified. Stars are products that have high growth and high market share. The strategy for stars is to invest to grow them further as they generate cash. Dogs have low growth and low market share. The best strategy for products that are dogs is to eliminate them as they have poor potential. Cash cows are products that have low growth and high market share. The best strategy is to maintain a minimal investment as they are generating cash and use that cash to invest in other areas of the business.

Learning Objective: 5.4 Categorize corporate-level, portfolio, business-level, and international expansion strategies.

Topic/Concept: Portfolio Strategies Difficulty level: Moderate AACSB: Critical thinking 29 Copyright © 2023 Pearson Education, Inc.

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91) Mason wants to improve his organization's competitive advantage in its industry. Identify and describe the three business-level strategies Mason could use to achieve a competitive advantage.

Answer: Responses may vary. The three business-level strategies Mason could use to achieve a competitive advantage are cost leadership, differentiation, and focus. Using a cost leadership strategy, organizations compete on price and remain profitable by keeping costs low. Using a differentiation strategy, organizations compete by offering a product or service that is perceived as unique or of a superior quality. Using a focus strategy, organizations compete by targeting a specific niche market.

Learning Objective: 5.4 Categorize corporate-level, portfolio, business-level, and international expansion strategies.

Topic/Concept: Business-Level Strategies Difficulty level: Moderate AACSB: Critical thinking 92) After many years of success in the domestic U.S. market, Makenna wants to expand her product internationally. She is considering using an exporting strategy to serve her international market. Define exporting. How does exporting differ from licensing?

Answer: Responses may vary. An exporting strategy occurs when an organization keeps production in the home country but ships its products directly to foreign countries to distribute the products. An exporting strategy differs from a licensing strategy in that using licensing, a home country organization gives a foreign company the right to use its brand name, patent, technology, or production techniques for a specific time period. In exchange, the foreign company pays a royalty fee to the home country organization.

Learning Objective: 5.4 Categorize corporate-level, portfolio, business-level, and international expansion strategies.

Topic/Concept: Strategies for International Expansion Difficulty level: Moderate AACSB: Critical thinking

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93) Deacon understands the importance of implementing and executing strategy. Identify and describe the actions that can help leaders guide their organization through successful strategy execution.

Answer: Responses may vary. The actions that can help leaders guide their organizations through successful strategy execution are: (1) sell the why; (2) explain the plan and hold people accountable; (3) don't micromanage; and (4) allocate resources and cost-cutting selectively. Sell the why refers to making sure employees understand exactly what the strategy is and why it's important. Explaining the plan and holding people accountable refers to defining the most important behaviors, making clear the decisions needed to carry out the strategy, and creating reward systems that reinforce behaviors. Don't micromanage refers to allowing managers and workers closest to the situation to make decisions about how to carry out the strategy. Allocate resources and cost-cutting selectively refers to investing resources in organizational capabilities that most strongly support the strategy.

Learning Objective: 5.5 Discuss strategy implementation, strategy and ethics, and strategy in nonprofit organizations.

Topic/Concept: Strategy Implementation and Flexibility Difficulty level: Challenging AACSB: Critical thinking

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Management: An Interactive Approach, 1e (Mollica) Chapter 6 Organizational Structure 1) Santosh was hired as a consultant to analyze the organizational structure of a large multinational corporation. In his report, how should Santosh best describe organizational structure?

A) Process of arranging people to ensure that decisions are made from top to bottom B) Formal descriptions of the duties and responsibilities of each job in the organization C) A list of all managers in the organization along with their areas of accountability D) Framework for how the different internal parts of the organization are formally designed to fit together and work together Answer: D Learning Objective: 6.1 Identify the key elements of organizational structure.

Topic/Concept: What Is Organizational Structure?

Difficulty level: Moderate AACSB: Application of knowledge 2) Alexander wants to arrange people in his organization in the most effective way possible to work toward the organization's strategy. Alexander should focus on the key managerial function of: A) planning.

B) organizing.

C) leading.

D) controlling.

Answer: B Learning Objective: 6.1 Identify the key elements of organizational structure.

Topic/Concept: What Is Organizational Structure?

Difficulty level: Easy AACSB: Application of knowledge 3) As a business owner, one of Pierre's tasks is to create the organizational structure of his company. Why is a clear organizational structure important?

A) A clear organizational structure helps to geographically disperse the employees in an organization.

B) A clear organizational structure ensures that employees can perform a variety of tasks requiring minimal supervision.

C) A clear organizational structure helps teams become more competitive through collaborative decision-making.

D) A clear organizational structure that defines employees' roles and how people interact with each other and get things done is critical to the success of any organization.

Answer: D Learning Objective: 6.1 Identify the key elements of organizational structure.

Topic/Concept: What Is Organizational Structure?

Difficulty level: Moderate AACSB: Application of knowledge

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4) Geoffrey is a top manager for a video game company. As his company grows, Geoffrey finds it important to illustrate the flow of authority from top management down to employees at every level. What should Geoffrey implement to show this flow of authority?

A) Chain of command B) Unity of command C) Global mindset D) Division of labor Answer: A Learning Objective: 6.1 Identify the key elements of organizational structure.

Topic/Concept: Organization Chart: How Do We Visually Depict Structure?

Difficulty level: Moderate AACSB: Application of knowledge 5) Emily is working on her company's organizational chart. She is using the principle that an employee should be formally responsible to only one manager, who in turn, reports to only one manager above him or her. Emily is using the principle to identify these relationships.

A) chain of command B) unity of command C) global mindset D) division of labor Answer: B Learning Objective: 6.1 Identify the key elements of organizational structure.

Topic/Concept: Organization Chart: How Do We Visually Depict Structure?

Difficulty level: Moderate AACSB: Application of knowledge 6) Bella is a new account executive in her organization. During her hiring and orientation process, Bella learned about her organization's chain of command. What is the best way for Bella to understand the difference between unity of command and chain of command?

A) The unity of command indicates which jobs are characterized by a division of labor; the chain of command is a key component of organizational structure where the degree of specialization is usually low.

B) The unity of command is a principle that states that an employee should be formally responsible to only one manager; the chain of command indicates the flow of authority from top management down to employees.

C) The unity of command occurs when you assign tasks to individual employees; the chain of command occurs when there is specialization of tasks among specific employees.

D) The unity of command occurs when employees do repetitive work over a long period of time; the chain of command refers to the official sanction to influence others and allocate resources.

Answer: B Learning Objective: 6.1 Identify the key elements of organizational structure.

Topic/Concept: Organization Chart: How Do We Visually Depict Structure?

Difficulty level: Challenging AACSB: Application of knowledge

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7) Esme wants to create a system in her organization in which an employee is formally responsible to only one manager, who reports to only one manager above them. This principle is referred to as: A) chain of command.

B) unity of command.

C) global mindset.

D) division of labor.

Answer: B Learning Objective: 6.1 Identify the key elements of organizational structure.

Topic/Concept: Organization Chart: How Do We Visually Depict Structure?

Difficulty level: Moderate AACSB: Application of knowledge 8) Lily is working on a research project. A part of this project is to examine how work is divided into separate tasks with each task performed by a different person or group of people. What should she use to represent this information?

A) Unity of command B) Chain of command C) Division of labor D) Social network Answer: C Learning Objective: 6.1 Identify the key elements of organizational structure.

Topic/Concept: Division of Labor: Who Does What?

Difficulty level: Moderate AACSB: Application of knowledge 9) Asuelo's team was asked to complete a large project in their organization. He wants to ensure that each member of his team understands the division of labor so that the project will be completed on time and in budget. What is the best way for Asuelo to describe division of labor so that his teammates will understand?

A) A division of labor states that an employee should be formally responsible to only one manager.

B) A division of labor is used in organizations where no formal lines of authority are assigned.

C) A division of labor assures that employees communicate directly with each other.

D) A division of labor represents work divided into separate tasks with each task performed by a different person or group of people.

Answer: D Learning Objective: 6.1 Identify the key elements of organizational structure.

Topic/Concept: Division of Labor: Who Does What?

Difficulty level: Challenging AACSB: Application of knowledge

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10) Joanna is the Chief Financial Officer of her organization. Joanna has the legitimate right to influence others and to allocate resources to achieve objectives. In this role, Joann has: A) unity of command.

B) chain of command.

C) division of labor.

D) authority.

Answer: D Learning Objective: 6.1 Identify the key elements of organizational structure.

Topic/Concept: Authority: Who's in Charge?

Difficulty level: Moderate AACSB: Application of knowledge 11) Wyatt is working with his team members to review the levels of authority in his organization. What is the best way for Wyatt to describe authority so that his team members understand?

A) Authority is the way work is divided into separate tasks with each task performed by a different person.

B) Authority occurs when a worker's job can by specialized by eliminating some of the tasks.

C) Authority focuses on one or a few tasks to enable employees to be more engaged with the process.

D) Authority is the legitimate right to command and influence others and to allocate resources to achieve objectives.

Answer: D Learning Objective: 6.1 Identify the key elements of organizational structure.

Topic/Concept: Authority: Who's in Charge?

Difficulty level: Challenging AACSB: Application of knowledge 12) Which of the following statements is accurate regarding authority?

A) Authority resides in the position, not the person occupying the position.

B) Authority is a crucial component of job satisfaction.

C) Authority works best in tasks that are highly repetitive.

D) Authority resides in the person occupying the position, not the position itself.

Answer: D Learning Objective: 6.1 Identify the key elements of organizational structure.

Topic/Concept: Authority: Who's in Charge?

Difficulty level: Challenging AACSB: Application of knowledge

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13) Frankie is looking at a popular website for a new job as a manager. While reviewing the open positions, Frankie notices that some of the positions indicate line authority while other positions indicate staff authority. How can Frankie best understand the difference between line authority and staff authority?

A) Line authority refers to managers who are responsible for operating the business and directing the work of employees and who are held responsible for sales; staff authority refers to managers who are not directly involved with sales and work in non-revenue-generating areas.

B) Line authority assumes the same level of authority the previous manger had; staff authority refers to a greater level of authority than the previous manager had.

C) Line authority refers to managers who work in non-revenue-generating areas; staff authority refers to managers who are not directly involved in production and sales.

D) Line authority refers to the legitimate right to command others; staff authority refers to formal authority and ability to achieve objectives.

Answer: A Learning Objective: 6.1 Identify the key elements of organizational structure.

Topic/Concept: Authority: Who's in Charge?

Difficulty level: Challenging AACSB: Application of knowledge 14) Daisy is summarizing various research topics related to organizational structure. One of the topics is span of management. How should Daisy summarize this topic?

A) A span of management is the number of employees reporting to a manager.

B) A span of management is the ability to transfer both authority and responsibility to employees.

C) A span of management refers to managers who are not directly involved in production and sales.

D) A span of management occurs when a manager has the legitimate right to command others.

Answer: A Learning Objective: 6.1 Identify the key elements of organizational structure.

Topic/Concept: Span of Management: How Many Employees Does a Manager Direct?

Difficulty level: Moderate AACSB: Application of knowledge 15) Dylan was hired as a consultant for a major telecommunications organization. As part of his responsibilities, Dylan examined the span of control in the organization so he can offer recommendations. Span of control refers to: A) number of employees reporting to a manager.

B) ability to delegate tasks to employees.

C) lack of confidence in employees' abilities.

D) greater responsibility for staff authority.

Answer: A Learning Objective: 6.1 Identify the key elements of organizational structure.

Topic/Concept: Span of Management: How Many Employees Does a Manager Direct?

Difficulty level: Easy AACSB: Application of knowledge

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16) Compared to other managers, Taylor has relatively few employees reporting to her because the work is highly complex and requires close supervision. This represents a span of control.

A) tall B) flat C) narrow D) wide Answer: C Learning Objective: 6.1 Identify the key elements of organizational structure.

Topic/Concept: Span of Management: How Many Employees Does a Manager Direct?

Difficulty level: Moderate AACSB: Application of knowledge 17) Chelsea and Parker are both managers. Chelsea has 25 employees reporting to her, while Parker has 12 employees reporting to him. Which of the following is accurate?

A) Chelsea has a wider span of control compared to Parker.

B) Parker has a wider span of control compared to Chelsea.

C) Chelsea has a narrower span of control compared to Parker.

D) Both managers have the same span of control.

Answer: A Learning Objective: 6.1 Identify the key elements of organizational structure.

Topic/Concept: Span of Management: How Many Employees Does a Manager Direct?

Difficulty level: Moderate AACSB: Application of knowledge 18) In Miya's organization, managers supervise a large number of employees in routine or simple tasks and employees do not need to be closely monitored. In this example, the most effective span of control is: A) tall.

B) flat.

C) narrow.

D) wide.

Answer: D Learning Objective: 6.1 Identify the key elements of organizational structure.

Topic/Concept: Span of Management: How Many Employees Does a Manager Direct?

Difficulty level: Moderate AACSB: Application of knowledge

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19) Paul was asked by his manager to examine the levels of management and make recommendations on the best span of control. Paul's organizational culture is based on autonomy and empowerment where employees have the ability to control their work and make decisions under loose supervision. In this example, Parker should recommend a span of control.

A) tall B) flat C) narrow D) wide Answer: D Learning Objective: 6.1 Identify the key elements of organizational structure.

Topic/Concept: Span of Management: How Many Employees Does a Manager Direct?

Difficulty level: Moderate AACSB: Application of knowledge 20) Kelly is tasked with creating a report that details the organizational structure for a new company. She wants to make sure that the number of managerial levels is correlated to the number of employees. Kelly's report finds that tall organizations are characterized by spans of management, and flat organizations are characterized by spans of management.

A) narrow; wide B) narrow; typical C) wide; narrow D) wide; atypical Answer: A Learning Objective: 6.1 Identify the key elements of organizational structure.

Topic/Concept: Span of Management: How Many Employees Does a Manager Direct?

Difficulty level: Challenging AACSB: Application of knowledge 21) Reggie is trying to decide if decisions should be made at the top of the organization or delegated to the lowest possible level. The term referring to where decisions are made is known as: A) authority.

B) span of command.

C) centralization.

D) delegation.

Answer: C Learning Objective: 6.1 Identify the key elements of organizational structure.

Topic/Concept: Centralization and Decentralization: Who Makes the Decisions?

Difficulty level: Easy AACSB: Application of knowledge

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22) In Carolyn's organization, decisions are made at or near the top of the organization. What is a disadvantage of this type of decision-making?

A) It can limit creativity.

B) Managers have broader perspectives on organizational issues.

C) It focuses on efficiency.

D) It decreases costs.

Answer: A Learning Objective: 6.1 Identify the key elements of organizational structure.

Topic/Concept: Centralization and Decentralization: Who Makes the Decisions?

Difficulty level: Challenging AACSB: Application of knowledge 23) Colby wants to use centralized decision-making in his organization. Which of the following is an advantage of using centralized decision-making?

A) Helps maintain efficiency B) Lowers costs C) Uses a standard approach across the company D) All of these Answer: D Learning Objective: 6.1 Identify the key elements of organizational structure.

Topic/Concept: Centralization and Decentralization: Who Makes the Decisions?

Difficulty level: Easy AACSB: Application of knowledge 24) Sidney's organization prefers to use centralized decision-making in which decisions are mostly made at or near the top of the organization. Why would Sidney's organization want to use centralized decision-making?

A) It can help to maintain efficiency.

B) It helps avoid delays.

C) It is easier to make decisions independently.

D) It allows for more responsiveness to customers.

Answer: A Learning Objective: 6.1 Identify the key elements of organizational structure.

Topic/Concept: Centralization and Decentralization: Who Makes the Decisions?

Difficulty level: Moderate AACSB: Application of knowledge

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25) Zach's organization believes that decentralized decision-making is the best for their company. Why would Zach's company want to use decentralized decision-making?

A) It can help to maintain efficiency.

B) It allows for a broader perspective in making decisions.

C) It uses a standard approach across the company.

D) It allows for more responsiveness to customers.

Answer: D Learning Objective: 6.1 Identify the key elements of organizational structure.

Topic/Concept: Centralization and Decentralization: Who Makes the Decisions?

Difficulty level: Moderate AACSB: Application of knowledge 26) Which of the following is accurate of decentralized decision-making?

A) Results in better and faster customer service B) Results in increased efficiency C) Ensures a uniform approach throughout the organization D) All of these Answer: A Learning Objective: 6.1 Identify the key elements of organizational structure.

Topic/Concept: Centralization and Decentralization: Who Makes the Decisions?

Difficulty level: Moderate AACSB: Application of knowledge 27) Anastasia's organization uses a structure where employees are divided into multiple units, with each unit based on common tasks or similar areas of business focus. Anastasia's organization uses as a way to enhance managerial control.

A) chain of command B) centralized decision-making C) decentralized decision-making D) departmentalization Answer: D Learning Objective: 6.2 Differentiate basic approaches to structuring organizations, including simple, functional, divisional, and matrix structures.

Topic/Concept: What Are Basic Approaches to Organizational Structure?

Difficulty level: Moderate AACSB: Application of knowledge

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28) Colby and Justin work for a large multinational organization. Their organization uses departmentalization to divide employees into functional areas, each based on common tasks or areas of business focus. The advantage of departmentalization is: A) increased managerial control and oversight.

B) enhanced creativity.

C) fewer managerial layers.

D) increased customer responsiveness.

Answer: A Learning Objective: 6.2 Differentiate basic approaches to structuring organizations, including simple, functional, divisional, and matrix structures.

Topic/Concept: What Are Basic Approaches to Organizational Structure?

Difficulty level: Moderate AACSB: Application of knowledge 29) Jesse wants to start his own food products company that he can pitch to the members of the television show "Shark Tank" to gain investor funding. As Jesse is starting a small company from scratch, initially the best organizational structure would be a structure where all employees report to the business owner.

A) simple B) centralized C) decentralized D) complex Answer: A Learning Objective: 6.2 Differentiate basic approaches to structuring organizations, including simple, functional, divisional, and matrix structures.

Topic/Concept: Simple Structure Difficulty level: Moderate AACSB: Application of knowledge 30) In which organizational structure are employees responsible for many tasks, there is no need for layers of management, and decision-making is decentralized?

A) Simple B) Centralized C) Decentralized D) Complex Answer: A Learning Objective: 6.2 Differentiate basic approaches to structuring organizations, including simple, functional, divisional, and matrix structures.

Topic/Concept: Simple Structure Difficulty level: Moderate AACSB: Application of knowledge

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31) As a recent university graduate, Karris wants to work in an organization where jobs are grouped into departments where employees share similar skills, expertise, and resources. In this example, the best organizational structure to meet Karris's needs is: A) simple.

B) centralized.

C) functional.

D) complex.

Answer: C Learning Objective: 6.2 Differentiate basic approaches to structuring organizations, including simple, functional, divisional, and matrix structures.

Topic/Concept: Functional Structure Difficulty level: Moderate AACSB: Application of knowledge 32) Cameron is having a discussion with his friend Rachel on different types of organizational structures. Cameron states that the best type of structure for an organization that focuses on only one type of product or service or highly related products and services is: A) simple.

B) functional.

C) decentralized.

D) complex.

Answer: B Learning Objective: 6.2 Differentiate basic approaches to structuring organizations, including simple, functional, divisional, and matrix structures.

Topic/Concept: Functional Structure Difficulty level: Challenging AACSB: Application of knowledge 33) Lilibeth works in a large organization where employees in the same departments share similar skills, expertise, and activities. Lilibeth's organizational structure is likely to be: A) functional.

B) centralized.

C) decentralized.

D) complex.

Answer: A Learning Objective: 6.2 Differentiate basic approaches to structuring organizations, including simple, functional, divisional, and matrix structures.

Topic/Concept: Functional Structure Difficulty level: Moderate AACSB: Application of knowledge

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34) Cassidy and Colin are examining divisional organizational structures so they can help their CEO select the best structure for their organization. Three types of divisional structures are: A) product-based, customer-based, and geographic-based.

B) centralized, decentralized, and functional.

C) predictive, analytical, and reactive.

D) tall, narrow, and wide.

Answer: A Learning Objective: 6.2 Differentiate basic approaches to structuring organizations, including simple, functional, divisional, and matrix structures.

Topic/Concept: Divisional Structures Difficulty level: Moderate AACSB: Application of knowledge 35) Catherine works in a business services company that is divided into three divisions: Nonprofit, Corporate, and Small Business. In this example, Catherine's organization uses a divisional structure.

A) product-based B) geographic-based C) customer-based D) centralized Answer: C Learning Objective: 6.2 Differentiate basic approaches to structuring organizations, including simple, functional, divisional, and matrix structures.

Topic/Concept: Divisional Structures Difficulty level: Easy AACSB: Application of knowledge 36) Jeremy's organization is moving toward more cross-functional and project-based collaborative work. To best accommodate this, Jeremy's organization plans to adopt a matrix organizational structure. What is the best way for Jeremy to explain a matrix organizational structure to his employees?

A) Jeremy should respond that the matrix structure is related to the product-based structure.

B) Jeremy should respond that the matrix structure is best for small startup companies.

C) Jeremy should respond that the matrix structure is most relevant for international companies.

D) Jeremy should respond that the matrix structure is a hybrid structure combining functional and divisional structures.

Answer: D Learning Objective: 6.2 Differentiate basic approaches to structuring organizations, including simple, functional, divisional, and matrix structures.

Topic/Concept: Matrix Structure Difficulty level: Challenging AACSB: Application of knowledge

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37) Joseph is reading an article in a management journal on the best situations to use different types of organizational structures. The article indicates that matrix structures are used most often for: A) startup companies.

B) companies organized by geographic locations.

C) project-based activities requiring cross-functional work.

D) tailored marketing strategies for state and federal government workers.

Answer: C Learning Objective: 6.2 Differentiate basic approaches to structuring organizations, including simple, functional, divisional, and matrix structures.

Topic/Concept: Matrix Structure Difficulty level: Challenging AACSB: Application of knowledge 38) Rochelle works as an account executive at a marketing company. Her company believes that a horizontal organizational structure offers benefits that will help the organization be successful.

Which of the following is a benefit of a company using a horizontal organizational structure?

A) Emphasizes teamwork B) Works across functional boundaries C) Removes barriers between employees and top-level managers D) All of these Answer: D Learning Objective: 6.3 Explain contemporary approaches to structuring organizations, including team-based, network, and virtual structures.

Topic/Concept: What Are Contemporary Approaches to Organizational Structure?

Difficulty level: Moderate AACSB: Application of knowledge 39) Shelby is trying to understand the advantages and disadvantages of vertical and horizonal organizational structures. An advantage of a vertical organizational structure is: A) it emphasizes teamwork.

B) it works across functional boundaries.

C) it removes barriers between employees and top-level managers.

D) efficiency through hierarchy.

Answer: D Learning Objective: 6.3 Explain contemporary approaches to structuring organizations, including team-based, network, and virtual structures.

Topic/Concept: What Are Contemporary Approaches to Organizational Structure?

Difficulty level: Moderate AACSB: Application of knowledge

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40) Ronald wants to use an organizational structure that pushes authority down to lower levels in the organization and builds collaboration among groups of employees who are given responsibility for achieving goals and held accountable for results. The best organizational structure for Ronald to use is: A) matrix.

B) hybrid.

C) divisional.

D) team-based.

Answer: D Learning Objective: 6.3 Explain contemporary approaches to structuring organizations, including team-based, network, and virtual structures.

Topic/Concept: Team-Based Structures Difficulty level: Moderate AACSB: Application of knowledge 41) Aiden believes organizations that use team-based structures are more successful than organizations that use other forms of organizational structure. Aiden's belief is built upon a teambased structure's ability to: A) build collaboration among groups of employees who are given responsibility for achieving goals and held accountable for results.

B) blend both functional and divisional organizational structures.

C) include a group of products, a similar customer base, and geographic location.

D) produce greater efficiency by the manager overseeing that department.

Answer: A Learning Objective: 6.3 Explain contemporary approaches to structuring organizations, including team-based, network, and virtual structures.

Topic/Concept: Team-Based Structures Difficulty level: Challenging AACSB: Application of knowledge 42) Norman wants to create a team-based structure in his organization because he believes it will allow his organization to compete more effectively. Which of the following is a characteristic of a team-based structure?

A) The team solves problems and makes decisions without having to consult with management.

B) The team emphasizes efficiency through hierarchy, authority, and chain of command.

C) The team reports to both a functional department as well as a product, customer, or geographic division manager.

D) The team uses centralized decision-making so that all decisions are made by the owner or general manager.

Answer: A Learning Objective: 6.3 Explain contemporary approaches to structuring organizations, including team-based, network, and virtual structures.

Topic/Concept: Team-Based Structures Difficulty level: Challenging AACSB: Application of knowledge

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43) Melania's organization has adopted a team-based structure to create a new product in the marketplace. Melania's organization likely has which of the following characteristics?

A) Team members contribute their individual expertise and skill sets to achieve goals and work processes.

B) Team members receive approval from their general manager before beginning any projects.

C) Team members focus on efficiency by having clear lines of authority and hierarchy.

D) Team members work in ad-hoc groups on a long-term basis to fulfill a specific need.

Answer: A Learning Objective: 6.3 Explain contemporary approaches to structuring organizations, including team-based, network, and virtual structures.

Topic/Concept: Team-Based Structures Difficulty level: Moderate AACSB: Application of knowledge 44) At a recent meeting, Olivia's manager assigned her to work with a team of employees from different departments to achieve a common goal. Olivia has been assigned to a: A) cross-functional team.

B) networked team.

C) single-function team.

D) production team.

Answer: A Learning Objective: 6.3 Explain contemporary approaches to structuring organizations, including team-based, network, and virtual structures.

Topic/Concept: Team-Based Structures Difficulty level: Moderate AACSB: Application of knowledge 45) Jeanine was selected to participate on a special team with members from different departments to help solve her organization's quality-control problem. She was chosen due to her expertise in quality control and ability to coordinate with her team members. Jeanine has been selected to work on a team.

A) divisional B) cross-functional C) single-function D) matrix Answer: B Learning Objective: 6.3 Explain contemporary approaches to structuring organizations, including team-based, network, and virtual structures.

Topic/Concept: Team-Based Structures Difficulty level: Moderate AACSB: Application of knowledge

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46) Amelia's organization has a small, efficient core of employees with a network of various suppliers and service providers. In this example, Amelia likely works in a organization.

A) team B) network C) matrix D) functional Answer: B Learning Objective: 6.3 Explain contemporary approaches to structuring organizations, including team-based, network, and virtual structures.

Topic/Concept: Network Organizations Difficulty level: Moderate AACSB: Application of knowledge 47) Alecia performs work individually and also collaborates in teams synchronously and asynchronously using video conferencing, email, and other group collaboration software. Alecia likely works in a organization.

A) functional B) virtual C) team D) collaborating Answer: B Learning Objective: 6.3 Explain contemporary approaches to structuring organizations, including team-based, network, and virtual structures.

Topic/Concept: Virtual Organization Difficulty level: Moderate AACSB: Application of knowledge 48) Jeff has specialized expertise building microchip boards for technology products. He can work anywhere with internet access using video conferencing, email, and group collaboration software. Jeff works in a: A) matrix organization.

B) virtual organization.

C) functional organization.

D) structured organization.

Answer: B Learning Objective: 6.3 Explain contemporary approaches to structuring organizations, including team-based, network, and virtual structures.

Topic/Concept: Virtual Organization Difficulty level: Moderate AACSB: Application of knowledge

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49) Thomas wants to work in a virtual organization where he can use his specialized expertise.

Which of the following is accurate of virtual organizations?

A) Virtual organizations use decentralized decision-making.

B) Virtual organizations have few management layers.

C) Virtual organizations encourage worker autonomy in getting work done.

D) All of these.

Answer: D Learning Objective: 6.3 Explain contemporary approaches to structuring organizations, including team-based, network, and virtual structures.

Topic/Concept: Virtual Organization Difficulty level: Challenging AACSB: Application of knowledge 50) Giovanni has just been hired as a manager in a virtual organization. Which of the following is a challenge Giovanni might face as a manager in a virtual organization?

A) Building team cohesiveness B) Keeping employees engaged C) Keeping employees motivated D) All of these Answer: D Learning Objective: 6.3 Explain contemporary approaches to structuring organizations, including team-based, network, and virtual structures.

Topic/Concept: Virtual Organization Difficulty level: Challenging AACSB: Application of knowledge 51) Lillian was asked to deliver a presentation on mechanistic organizational structures to the CEO of her organization. What is the best way for Lillian to describe a mechanistic organizational structure in the presentation?

A) A mechanistic organizational structure has formal policies and rules.

B) A mechanistic organizational structure has a clear chain of command.

C) A mechanistic organizational structure has centralized decision-making.

D) All of these.

Answer: D Learning Objective: 6.4 Understand key challenges in adapting and changing organizational structure.

Topic/Concept: Organizational Structure: Which Approach Is Best?

Difficulty level: Moderate AACSB: Application of knowledge

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52) As Riley's organization grows, it has become more mechanistic. Which of the following characteristics is Riley likely to observe?

A) Many policies and rules B) Loose chain of command C) Decentralized decision-making D) Information flowing upward Answer: A Learning Objective: 6.4 Understand key challenges in adapting and changing organizational structure.

Topic/Concept: Organizational Structure: Which Approach Is Best?

Difficulty level: Moderate AACSB: Application of knowledge 53) Stephen is confused on the differences between a mechanistic and organic organizational structure. Which of the following is an accurate description of a mechanistic organizational structure?

A) A mechanistic organizational structure works best in stable environments where there is little need for change and innovation.

B) A mechanistic organizational structure works best when tasks are nonroutine and change frequently.

C) A mechanistic organizational structure works best to respond to changing conditions.

D) A mechanistic organizational structure works best with few formal rules and procedures.

Answer: A Learning Objective: 6.4 Understand key challenges in adapting and changing organizational structure.

Topic/Concept: Organizational Structure: Which Approach Is Best?

Difficulty level: Moderate AACSB: Application of knowledge 54) Jackson wants to use an organizational structure that uses decentralized decision-making, nonstandardized approaches to getting things done, few formal rules and procedures, and information communication and collaboration. What is the best organizational structure for Jackson to use?

A) Mechanistic B) Organic C) Virtual D) Functional Answer: B Learning Objective: 6.4 Understand key challenges in adapting and changing organizational structure.

Topic/Concept: Organizational Structure: Which Approach Is Best?

Difficulty level: Moderate AACSB: Application of knowledge

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55) In a recent consulting position, Peyton recommended that an organization adopt an organic structure. Which of the following is an advantage of an organic structure?

A) Minimize duplication of effort B) Rigid cost control C) Standardization D) Adaptable in response to changing conditions Answer: D Learning Objective: 6.4 Understand key challenges in adapting and changing organizational structure.

Topic/Concept: Organizational Structure: Which Approach Is Best?

Difficulty level: Moderate AACSB: Application of knowledge 56) In Emilio's organization, employee involvement in decisions occurs at all levels, information flows upward and horizontally, and there is informal communication and collaboration. In this example, Emilio's organization likely has a(n) organizational structure.

A) mechanistic B) organic C) centralized D) decentralized Answer: B Learning Objective: 6.4 Understand key challenges in adapting and changing organizational structure.

Topic/Concept: Organizational Structure: Which Approach Is Best?

Difficulty level: Moderate AACSB: Application of knowledge 57) Nick's organization recognizes that it's important to be aware of changing environments and shift its organizational structure to best meet customer needs. The organizational structure that best adapts to changing environments and customer needs is a(n) organizational structure.

A) mechanistic B) organic C) functional D) virtual Answer: B Learning Objective: 6.4 Understand key challenges in adapting and changing organizational structure.

Topic/Concept: Organizational Structure: Which Approach Is Best?

Difficulty level: Moderate AACSB: Application of knowledge

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58) Nicole has always wanted to open her own business. As an entrepreneur, she recognizes that she needs to develop an organizational structure that is flexible and adapts to changing conditions in the environment. The best organizational structure for Nicole's company is: A) mechanistic.

B) organic.

C) functional.

D) virtual.

Answer: B Learning Objective: 6.4 Understand key challenges in adapting and changing organizational structure.

Topic/Concept: Organizational Structure: Which Approach Is Best?

Difficulty level: Moderate AACSB: Application of knowledge 59) James is working on a business plan for his new company. As an entrepreneur, he believes that an organic organizational structure would work best. What are the advantages of an organic organizational structure?

A) Ability to thrive in stable environments with efficiency B) Ability to minimize duplication of efforts by eliminating overlap of positions C) Ability to achieve lower costs through standardized products D) Ability to adapt to changing conditions, threats, and opportunities in the organization's environment Answer: D Learning Objective: 6.4 Understand key challenges in adapting and changing organizational structure.

Topic/Concept: Organizational Structure: Which Approach Is Best?

Difficulty level: Moderate AACSB: Application of knowledge 60) Ruth received a letter from her manager indicating that her organization will undergo a restructuring. Which of the following might be a reason why Ruth's organization is undergoing a restructuring?

A) Performance B) Changes in the environment C) Growth and expansion D) All of these Answer: D Learning Objective: 6.4 Understand key challenges in adapting and changing organizational structure.

Topic/Concept: Restructuring the Organization Difficulty level: Moderate AACSB: Application of knowledge

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61) A large multinational organization recognizes that it needs to make organization-wide changes in hierarchal levels, departments, divisions, geographic locations, and reporting relations. The term used to describe this change is referred to as: A) merger.

B) acquisition.

C) expansion.

D) restructuring.

Answer: D Learning Objective: 6.4 Understand key challenges in adapting and changing organizational structure.

Topic/Concept: Restructuring the Organization Difficulty level: Easy AACSB: Application of knowledge 62) Garrett's organization has decided to undergo a restructuring to increase productivity, reduce costs, speed up decision-making, and streamline internal processes. Which of the following is the best way to describe Garrett's organization's decision to restructure?

A) Performance B) Changes in the environment C) Growth and expansion D) Merger Answer: A Learning Objective: 6.4 Understand key challenges in adapting and changing organizational structure.

Topic/Concept: Restructuring the Organization Difficulty level: Moderate AACSB: Application of knowledge 63) Yara recently received notice that her company was restructuring to meet the needs of an increasing number of customers in global markets. Which of the following is the best way to describe Yara's organization's decision to restructure?

A) Downsizing B) Changes in the environment C) Growth and expansion D) Merger Answer: B Learning Objective: 6.4 Understand key challenges in adapting and changing organizational structure.

Topic/Concept: Restructuring the Organization Difficulty level: Moderate AACSB: Application of knowledge

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64) Robert has worked for his company for over 20 years. This past week, Robert's manager met with him to discuss restructuring by reducing the company's overall size due to poor sales.

Which of the following is the best way to describe Robert's organization's decision to restructure?

A) Downsizing B) Acquisition C) Growth and expansion D) Merger Answer: A Learning Objective: 6.4 Understand key challenges in adapting and changing organizational structure.

Topic/Concept: Restructuring the Organization Difficulty level: Moderate AACSB: Application of knowledge 65) As part of a restructuring objective, Susannah's company, Ace Electronics, decided to join with another company, Calypso Specialty Products. The newly formed company will be called Ace Calypso. Which of the following is the best way to describe Susannah's organization's decision to restructure?

A) Downsizing B) Performance C) Growth and expansion D) Merger Answer: D Learning Objective: 6.4 Understand key challenges in adapting and changing organizational structure.

Topic/Concept: Restructuring the Organization Difficulty level: Moderate AACSB: Application of knowledge 66) Due to recent organizational performance, David's company will have to lay off workers so it can operate more efficiently as part of a restructuring. This is an example of: A) downsizing.

B) changes in the environment.

C) growth and expansion.

D) merger.

Answer: A Learning Objective: 6.4 Understand key challenges in adapting and changing organizational structure.

Topic/Concept: Restructuring the Organization Difficulty level: Moderate AACSB: Application of knowledge

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67) occurs when a company lays off workers and redesigns to operate more efficiently at a smaller size.

A) Downsizing B) Changes in the environment C) Growth and expansion D) Merger Answer: A Learning Objective: 6.4 Understand key challenges in adapting and changing organizational structure.

Topic/Concept: Restructuring the Organization Difficulty level: Easy AACSB: Application of knowledge 68) Isabella recently received a notice that her company was undergoing a restructuring. Which of the following might be a reason for the restructuring?

A) Performance B) Changes in the environment C) Growth and expansion D) All of these Answer: D Learning Objective: 6.4 Understand key challenges in adapting and changing organizational structure.

Topic/Concept: Restructuring the Organization Difficulty level: Easy AACSB: Application of knowledge 69) Savannah's company is undergoing a restructuring because there has been a shift in customer demand and some product lines are declining. In this example, the reason for Savannah's company undergoing a restructuring is due to: A) performance.

B) changes in the environment.

C) growth and expansion.

D) merger.

Answer: B Learning Objective: 6.4 Understand key challenges in adapting and changing organizational structure.

Topic/Concept: Restructuring the Organization Difficulty level: Moderate AACSB: Application of knowledge

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70) Michaela wants to use a graph to show vertical links that indicate the flow of authority from top management down to employees. Michaela's graph will illustrate the unity of command principle.

Answer: FALSE Learning Objective: 6.1 Identify the key elements of organizational structure.

Topic/Concept: Organization Chart: How Do We Visually Depict Structure?

Difficulty level: Easy AACSB: Application of knowledge 71) One of Sebastian's first tasks as a manager is to create a visual representation of how jobs are grouped in departments, levels of management, and reporting relationships. Sebastian should create an organizational chart to accomplish this.

Answer: TRUE Learning Objective: 6.1 Identify the key elements of organizational structure.

Topic/Concept: Organization Chart: How Do We Visually Depict Structure?

Difficulty level: Easy AACSB: Application of knowledge 72) An organizational chart may not tell much about how people communicate with each other informally.

Answer: TRUE Learning Objective: 6.1 Identify the key elements of organizational structure.

Topic/Concept: Organization Chart: How Do We Visually Depict Structure?

Difficulty level: Moderate AACSB: Application of knowledge 73) In an organizational structure, the two types of authority are person and positional authority.

Answer: FALSE Learning Objective: 6.1 Identify the key elements of organizational structure.

Topic/Concept: Authority: Who's in Charge?

Difficulty level: Easy AACSB: Application of knowledge 74) Managers with staff authority provide specialized advice and assistance and do not work in revenue-generating areas.

Answer: TRUE Learning Objective: 6.1 Identify the key elements of organizational structure.

Topic/Concept: Authority: Who's in Charge?

Difficulty level: Easy AACSB: Application of knowledge

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75) One of the benefits of a taller organization is that it can lead to greater customer satisfaction and faster decision-making because problems can be handled quickly.

Answer: FALSE Learning Objective: 6.1 Identify the key elements of organizational structure.

Topic/Concept: Span of Management: How Many Employees Does a Manager Direct?

Difficulty level: Easy AACSB: Application of knowledge 76) Quinn is concerned about the disadvantages of working in an organization with a functional structure. A disadvantage of a functional structure is that departments tend to isolate themselves from others, thus causing a silo mentality.

Answer: TRUE Learning Objective: 6.2 Differentiate basic approaches to structuring organizations, including simple, functional, divisional, and matrix structures.

Topic/Concept: Functional Structure Difficulty level: Easy AACSB: Application of knowledge 77) Scott is concerned that moving his organization toward a vertical organizational structure might not be a good idea. Disadvantages of a vertical organizational structure are reduced innovation and growth and a reduced customer-centric focus.

Answer: TRUE Learning Objective: 6.3 Explain contemporary approaches to structuring organizations, including team-based, network, and virtual structures.

Topic/Concept: What Are Contemporary Approaches to Organizational Structure?

Difficulty level: Moderate AACSB: Application of knowledge 78) A team-based structure requires a low level of cooperation and strong analytical skills.

Answer: FALSE Learning Objective: 6.3 Explain contemporary approaches to structuring organizations, including team-based, network, and virtual structures.

Topic/Concept: Team-Based Structures Difficulty level: Moderate AACSB: Application of knowledge 79) Jonah is happy with his new work assignment. His manager has asked him to participate in a team with employees from different departments to work together toward a common goal. Jonah was asked to participate in a cross-functional team.

Answer: TRUE Learning Objective: 6.3 Explain contemporary approaches to structuring organizations, including team-based, network, and virtual structures.

Topic/Concept: Team-Based Structures Difficulty level: Easy AACSB: Application of knowledge

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80) Employees in a virtual organization work individually, collaborate in teams, and can work anywhere with internet access.

Answer: TRUE Learning Objective: 6.3 Explain contemporary approaches to structuring organizations, including team-based, network, and virtual structures.

Topic/Concept: Virtual Organization Difficulty level: Easy AACSB: Application of knowledge 81) Recently, there has been a shift toward more organic structures.

Answer: TRUE Learning Objective: 6.4 Understand key challenges in adapting and changing organizational structure.

Topic/Concept: Organizational Structure: Which Approach Is Best?

Difficulty level: Easy AACSB: Application of knowledge 82) Restructuring can improve organizational performance when it increases productivity and efficiency, speeds up decision-making, and streamlines internal processes.

Answer: TRUE Learning Objective: 6.4 Understand key challenges in adapting and changing organizational structure.

Topic/Concept: Restructuring the Organization Difficulty level: Easy AACSB: Application of knowledge 83) As a consultant, one of Ashish's primary responsibilities is to help his clients visually depict the organization's structure by using an organizational chart. Define an organizational chart and identify the importance of the chain of command and unity of command.

Answer: Responses may vary. An organizational chart is a visual representation of a company's formal structure. It indicates how jobs are grouped in departments or divisions, levels of management, and reporting relationships. The organizational chart gives us an opportunity to see how the organization is structured. Chain of command and unity of command are important in an organizational chart. The chain of command refers to the flow of authority from top management down to employees at every level. The unity of command principle states that an employee should be formally responsible to only one manager who, in turn, reports to only one manager above him or her. These elements are important as they let employees know who they are accountable to so they can effectively do their job.

Learning Objective: 6.1 Identify the key elements of organizational structure.

Topic/Concept: Organization Chart: How Do We Visually Depict Structure?

Difficulty level: Moderate AACSB: Critical thinking

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84) Chloe is reviewing open positions at a large multinational company. She recognizes that many of the positions have different kinds of authority. Some of the open positions list either line authority or staff authority in the job description. Help Chloe make the right decision on finding a position by describing authority, line authority, and staff authority.

Answer: Responses may vary. To help Chloe make the right decision, it is best to describe each of the terms. Authority refers to the officially sanctioned and legitimate right to command and influence others and to allocate resources to achieve objectives. Authority resides in the position, not the person in the position. Managers with line authority direct the work of employees and are held accountable for goals related to revenue and profit-generating activity. Managers with staff authority are not directly involved in production and sales but support the line manages by providing specialized assistance.

Learning Objective: 6.1 Identify the key elements of organizational structure.

Topic/Concept: Authority: Who's in Charge?

Difficulty level: Moderate AACSB: Critical thinking 85) Eden was tasked with examining the characteristics of tall and flat organizational structures so that she can present a recommendation to the leadership team of her organization. Describe the information Eden should include in her report on the characteristics of tall and flat organizational structures.

Answer: Responses may vary. In Eden's report with the leadership team, she should first describe the span of management as the number of employees reporting to a manager. This is also known as span of control. A tall organization has many layers of management with relatively few employees reporting to each manager. This is best for highly complex work that requires close supervision. A flat organization has few managerial levels with each manager overseeing more employees. This is best where employees have the ability to control their work under loose supervision.

Learning Objective: 6.1 Identify the key elements of organizational structure.

Topic/Concept: Span of Management: How Many Employees Does a Manager Direct?

Difficulty level: Moderate AACSB: Critical thinking

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86) Eduardo was hired as a consultant to examine the characteristics of centralized and decentralized organizations. Discuss the advantages and disadvantages of centralization and decentralization that Eduardo should include in his analysis.

Answer: Responses may vary. Centralization refers to where decisions are made in an organization. In a centralized organization, decisions are made at the top of the organization because top managers have broader perspectives on organizational issues. Centralized decisionmaking can help to maintain efficiency, low costs, and a standardized approach across the company. A disadvantage of centralized decision-making is that it can limit creativity and problem solving. In contrast, in a decentralized organization, decision-making is delegated to the lowest level so problems can be effectively resolved. Empowering employees to make decisions can result in faster customer service. A disadvantage of decentralized decision-making is that it may result in inconsistent messages.

Learning Objective: 6.1 Identify the key elements of organizational structure.

Topic/Concept: Centralization and Decentralization: Who Makes the Decisions?

Difficulty level: Moderate AACSB: Critical thinking 87) Brandon has received an investment of $20,000 to open a small business with fewer than 15 employees. He wants to make sure that his new company is successful, so he details the organizational structure in the business plan. Describe simple and functional organizational structures and indicate the type of structure Brandon should select for his new business.

Answer: Responses may vary. There are several types of organizational structures Brandon can select for his new company. A simple structure has the following characteristics: no departments or managerial layers between employees and business owner, centralized decision-making, employees are responsible for multiple tasks, and few formal policies and procedures. The simple structure is best for small businesses and startup companies. In contrast, a functional structure groups jobs into functional units or departments based on activities. Employees in the same department share similar skills, expertise, and resources. As Brandon's company is a small business with few employees, the simple structure is recommended.

Learning Objective: 6.2 Differentiate basic approaches to structuring organizations, including simple, functional, divisional, and matrix structures.

Topic/Concept: Simple Structure Difficulty level: Moderate AACSB: Critical thinking

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88) Aaliyah is a project manager for a large multinational corporation. Aliyah was asked to examine which type of divisional structure is best for the corporation. Identify and describe the three forms of divisional structures.

Answer: Responses may vary. A divisional structure is often seen in large companies as separate units are responsible for particular products, customers, or geographic locations. There are three forms of divisional structures: product-based, customer-based, and geographic. In a product-based divisional structure, each division is grouped by a brand or category of products.

In a customer-based divisional structure, each division is grouped by type of customer or the industry served. In a geographic divisional structure, divisions are organized by geographic locations.

Learning Objective: 6.2 Differentiate basic approaches to structuring organizations, including simple, functional, divisional, and matrix structures.

Topic/Concept: Divisional Structures Difficulty level: Moderate AACSB: Critical thinking 89) Sebastian's organization uses a team-based structure to compete in a marketplace that requires speed and agility. What are the characteristics of team-based structures?

Answer: Responses may vary. Team-based structures group employees into self-directed project teams with specific goals and responsibilities. The characteristics of a team-based structure are managers establish goals, but the team is empowered to plan and organize work; the team solves problems without consulting management; team members contribute expertise to achieve goals; there are regular team meetings; accountability; and the team uses group collaboration technology to communicate.

Learning Objective: 6.3 Explain contemporary approaches to structuring organizations, including team-based, network, and virtual structures.

Topic/Concept: Team-Based Structures Difficulty level: Moderate AACSB: Critical thinking 90) Sadie manages a team of graphic designers for a virtual organization. She performs work individually and collaborates in teams using video conferencing, email, and group collaboration software. What challenges might Sadie face as a manager in a virtual organization?

Answer: Responses may vary. Virtual organizations bring together people in qualified areas of expertise without a brick-and-mortar location. Team members in virtual organizations can work anywhere there is internet access. Challenges for managers in virtual organizations result from remoteness and lack of face-to-face interaction. It may be more important for managers in virtual organizations to build team cohesiveness and keep employees engaged and motivated.

Learning Objective: 6.3 Explain contemporary approaches to structuring organizations, including team-based, network, and virtual structures.

Topic/Concept: Virtual Organization Difficulty level: Moderate AACSB: Critical thinking

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91) Keith has always wanted to start his own business. While working on his business plan, one of Keith's friends recommended that he use a mechanistic organizational structure. Keith is unsure what a mechanistic organizational structure is and whether he should use it. Describe a mechanistic organizational structure and indicate the types of business a mechanistic structure is best suited for.

Answer: Responses may vary. A mechanistic organizational structure has a tall structure and formalized rules, policies, and procedures. In a mechanistic organizational structure, there is a clear chain of command and decision-making is centralized at the top with information flowing downward. Organizations with mechanistic structures focus on efficiency, routine and repetitive work, standardized product, and achieving lower costs. As Keith wants to open his own business, a mechanistic organization structure would not be recommended at this time.

Learning Objective: 6.4 Understand key challenges in adapting and changing organizational structure.

Topic/Concept: Organizational Structure: Which Approach Is Best?

Difficulty level: Moderate AACSB: Critical thinking 92) Josiah is a serial entrepreneur. He is frequently starting new businesses as he thrives on creating new products and developing strategies to support the business's growth. In the past, Josiah had used an organic organizational structure for his new business. Describe the organic organizational structure and indicate if this is the best structure for entrepreneurs.

Answer: Responses may vary. An organic organizational structure has decentralized decisionmaking and uses nonstandardized approaches to getting things done. It has few formal rules and procedures and uses informal communication and collaboration. In an organic organizational structure, tasks are nonroutine and change frequently. As Josiah is an entrepreneur, the organic organizational structure would be recommended for new businesses because this structure is flexible and adaptable in response to changing conditions.

Learning Objective: 6.4 Understand key challenges in adapting and changing organizational structure.

Topic/Concept: Organizational Structure: Which Approach Is Best?

Difficulty level: Moderate AACSB: Critical thinking

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93) Cara just received notice that her company is restructuring. Describe the reasons why an organization would restructure.

Answer: Responses may vary. Restructuring involves making organization-wide changes in hierarchal levels, departments, division, locations, or reporting relationships. It can occur for a several reasons including performance, changes in the environment, growth and expansion, merger, and downsizing. Performance-related restructuring is driven by the need to increase productivity and efficiency, reduce costs, and speed up decision-making. Changes in the environment restructuring occur to adapt to changes in the external environment such as changing customer demand. Growth and expansion restructuring occur when companies increase sales, employees, locations, etc. Merger restructuring occurs when two companies join together and there is the need to eliminate unnecessary positions. Downsizing restructuring occurs when an organization needs to reduce its overall size due to unfavorable economic conditions or poor sales.

Learning Objective: 6.4 Understand key challenges in adapting and changing organizational structure.

Topic/Concept: Restructuring the Organization Difficulty level: Moderate AACSB: Critical thinking

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Management: An Interactive Approach, 1e (Mollica) Chapter 7 Teams in Organization 1) Bethel was assigned to work on a marketing team in her organization. Which of the following statements accurately describes the purpose of a team?

A) The purpose of a team is to work together toward a common goal as part of a larger organization.

B) The purpose of a team is to exchange information in a professional industry.

C) The purpose of a team is to assert its influence on members outside of the organization.

D) The purpose of a team is to install a sense of belonging among members.

Answer: A Learning Objective: 7.1 Understand the function teams serve within organizations.

Topic/Concept: Why Are Teams Used in Organizations?

Difficulty level: Moderate AACSB: Application of knowledge 2) Bethany is on a team with Claire, Rodney, and Alex. Which of the following is a characteristic of Bethany, Claire, Rodney, and Alex's team?

A) Working together toward a common goal B) Independence in the way they work C) Asserting their influence on members D) Moderate a sense of belonging among members Answer: A Learning Objective: 7.1 Understand the function teams serve within organizations.

Topic/Concept: Why Are Teams Used in Organizations?

Difficulty level: Easy AACSB: Application of knowledge 3) Gregory is an organizational dynamics consultant. One of his clients has asked Gregory to revise the organizational structure so that it clearly indicates which employees are members of teams and which employees are members of groups. A difference between teams and groups is: A) teams are interdependent; groups are not.

B) teams can be two or more individuals; groups require five or more members.

C) teams interact socially; groups are aligned toward a common goal.

D) teams exist in large organizations; groups exist in small organizations.

Answer: A Learning Objective: 7.1 Understand the function teams serve within organizations.

Topic/Concept: Teams Versus Groups Difficulty level: Challenging AACSB: Application of knowledge

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4) Camryn wants to ensure that she correctly understands the difference between a team and a group. How can Camryn best describe a team?

A) Teams work together toward a common goal.

B) Team members are independent in the way they work.

C) Teams assert their influence on members outside the organization.

D) Teams exist only in large organizations.

Answer: A Learning Objective: 7.1 Understand the function teams serve within organizations.

Topic/Concept: Teams Versus Groups Difficulty level: Easy AACSB: Application of knowledge 5) Mandy is creating a report that discusses groups and teams. Which of the following should Mandy include in her report as a characteristic of a team?

A) Have different roles and responsibilities B) Are interdependent in their goals and outcomes C) Interact socially D) All of these Answer: D Learning Objective: 7.1 Understand the function teams serve within organizations.

Topic/Concept: Teams Versus Groups Difficulty level: Moderate AACSB: Application of knowledge 6) Giorgio is a member of a process improvement team in his organization. He and his team members bring specific skills together to solve organizational problems. In this example, Giorgio's team is characterized by: A) having a corporate social identity.

B) working interdependently in their goals and outcomes.

C) asserting influence over members outside the organization.

D) determining cross-functional responsibilities.

Answer: B Learning Objective: 7.1 Understand the function teams serve within organizations.

Topic/Concept: Teams Versus Groups Difficulty level: Challenging AACSB: Application of knowledge

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7) Tabitha and her coworkers work in the production department of their organization. They have individual and mutual accountability toward achieving their goal. Tabitha and her coworkers are members of a(n): A) group.

B) team.

C) emotional criterion.

D) functional silo.

Answer: B Learning Objective: 7.1 Understand the function teams serve within organizations.

Topic/Concept: Teams Versus Groups Difficulty level: Moderate AACSB: Application of knowledge 8) As an organizational design consultant, Harrison makes recommendations on organizational structure and process. Harrison recognizes that teams are important in organizations due to: A) the availability of remote work.

B) an increase of globalization factors.

C) the trend toward matrix organizational structures.

D) organizations can experience gains in productivity.

Answer: D Learning Objective: 7.1 Understand the function teams serve within organizations.

Topic/Concept: The Benefits of Teams Difficulty level: Challenging AACSB: Application of knowledge 9) Francisco is tasked with implementing a team-based structure in his company. Francisco recognizes that one of the benefits of a team-based structure can be: A) remote work.

B) globalization.

C) decreased interdependence.

D) cost savings.

Answer: D Learning Objective: 7.1 Understand the function teams serve within organizations.

Topic/Concept: The Benefits of Teams Difficulty level: Moderate AACSB: Application of knowledge

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10) Evelyn is interested in learning more about teams so that she can be more effective at work.

She finds social identity theory interesting and wants to be able to apply it to her team.

According to social identify theory: A) individuals develop their sense of self, including enhancing their self-esteem and pride, by being part of a group.

B) self-managed teams tend to make upper-level managers obsolete.

C) functional organizational structures are most effective in organic organizational structures.

D) mechanistic organizational structures are used in entrepreneurial environments.

Answer: A Learning Objective: 7.1 Understand the function teams serve within organizations.

Topic/Concept: The Benefits of Teams Difficulty level: Challenging AACSB: Application of knowledge 11) Ava wants to introduce teams into her organization, as she recognizes the benefits of teams.

She is especially interested in the phenomenon in which individuals develop their sense of self by being part of a group. This phenomenon is referred to as: A) emotional contagion.

B) emotional intelligence.

C) affective commitment.

D) social identity theory.

Answer: D Learning Objective: 7.1 Understand the function teams serve within organizations.

Topic/Concept: The Benefits of Teams Difficulty level: Moderate AACSB: Application of knowledge 12) Alexander is an organizational psychologist. As part of his academic research, Alexander tests social identity theory. According to social identity theory: A) individuals are more likely to remain in the organization.

B) individuals share their expertise in cross-functional areas.

C) individuals develop their sense of self by being part of a group.

D) individuals feel negatively about where they work.

Answer: C Learning Objective: 7.1 Understand the function teams serve within organizations.

Topic/Concept: The Benefits of Teams Difficulty level: Moderate AACSB: Application of knowledge

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13) Lexi has just been nominated to be a member of the Technology Advisory team in her organization. She likes working in teams as she finds teams help to develop her sense of self and enhance her self-esteem and pride. Lexi's preference for teamwork aligns with the: A) emotional contagion theory.

B) continuance commitment theory.

C) social identity theory.

D) plan-do-check-act theory.

Answer: C Learning Objective: 7.1 Understand the function teams serve within organizations.

Topic/Concept: The Benefits of Teams Difficulty level: Challenging AACSB: Application of knowledge 14) Tabitha and Brendan are working on a team project. Tabitha realizes that Brendan isn't contributing nearly as much to the team as he would if he were working individually. In this example, Brendan demonstrates: A) free riding.

B) continuance commitment theory.

C) social identity theory.

D) social loafing.

Answer: D Learning Objective: 7.1 Understand the function teams serve within organizations.

Topic/Concept: The Drawbacks of Teams Difficulty level: Moderate AACSB: Application of knowledge 15) Oscar's team is responsible for developing a new advertising slogan for a popular consumer product. During one brainstorming session, Oscar recognizes that one of his team members isn't collaborating effectively in the team. Oscar's team member is demonstrating: A) free riding.

B) continuance commitment theory.

C) social identity theory.

D) social loafing.

Answer: D Learning Objective: 7.1 Understand the function teams serve within organizations.

Topic/Concept: The Drawbacks of Teams Difficulty level: Moderate AACSB: Application of knowledge

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16) Jordan wants his team to be effective so that they can achieve their goals. One of Jordan's team members recommends that the team set working norms so that each member understands their responsibilities. An example of a working norm is: A) participate in social loafing.

B) employ emotional contagion.

C) focus on individual tasks.

D) how the team will communicate.

Answer: D Learning Objective: 7.1 Understand the function teams serve within organizations.

Topic/Concept: Set Working Norms from the Beginning Difficulty level: Challenging AACSB: Application of knowledge 17) Elizabeth and Tanesha are team members working to develop a training manual for newly hired employees. They want to establish working norms for their team members so that they can work more effectively together. An example of a working norm is: A) how the team will communicate.

B) how and when team meetings will be conducted.

C) how decisions will be made.

D) all of these.

Answer: D Learning Objective: 7.1 Understand the function teams serve within organizations.

Topic/Concept: Set Working Norms from the Beginning Difficulty level: Moderate AACSB: Application of knowledge 18) As a human resource professional, Suzie is developing a job description for a task that can be completed without input from multiple perspectives. Suzie's job description focuses on a(n): A) individual task.

B) team task.

C) virtual task.

D) networked task.

Answer: A Learning Objective: 7.1 Understand the function teams serve within organizations.

Topic/Concept: Team Tasks Versus Individual Tasks Difficulty level: Easy AACSB: Application of knowledge

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19) Cesar works as a purchasing manager for a multinational company. Every month Cesar orders manufacturing parts when the inventory system identifies that they are low in stock. As Cesar's position does not require input from multiple perspectives, it is described as: A) individual task.

B) team task.

C) virtual task.

D) networked task.

Answer: A Learning Objective: 7.1 Understand the function teams serve within organizations.

Topic/Concept: Team Tasks Versus Individual Tasks Difficulty level: Moderate AACSB: Application of knowledge 20) As the Production Director of his organization, Vladimir is working on a complex task. To achieve his goal, Vladimir needs to work together with members of the Marketing and Quality Control departments. Vladimir's task is best described as: A) individual task.

B) team task.

C) virtual task.

D) networked task.

Answer: B Learning Objective: 7.1 Understand the function teams serve within organizations.

Topic/Concept: Team Tasks Versus Individual Tasks Difficulty level: Moderate AACSB: Application of knowledge 21) Alef is working to determine the number of individual and team tasks his employees complete. How can Alef best differentiate between individual tasks and team tasks?

A) Individual tasks require time and space to create; team tasks depend on other areas or people to be completed.

B) Individual tasks require analysis of potential customers; team tasks are simple and independent.

C) Individual tasks are assigned to senior employees: team tasks are assigned to less-experienced employees.

D) Individual tasks can be performed without input from multiple perspectives: team tasks require multiple pieces and working together with others.

Answer: D Learning Objective: 7.1 Understand the function teams serve within organizations.

Topic/Concept: Team Tasks Versus Individual Tasks Difficulty level: Challenging AACSB: Application of knowledge

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22) Hailey is scheduled to deliver a presentation to her organization's board of directors next week. As she begins to prepare her presentation, she needs to gather client analysis from a member of the marketing team and product analysis from a member of the product team. As Hailey works interdependently with other team members, her presentation is best described as a(n): A) individual task.

B) team task.

C) functional task.

D) silo task.

Answer: B Learning Objective: 7.1 Understand the function teams serve within organizations.

Topic/Concept: Team Tasks Versus Individual Tasks Difficulty level: Challenging AACSB: Application of knowledge 23) Ghita is a new manager. In her first team meeting, Ghita tells her team members that she wants them to form a united whole so that they can work well together with one another. The focus of Ghita's first team meeting is: A) diversity.

B) social loafing.

C) emotional contagion.

D) cohesion.

Answer: D Learning Objective: 7.2 Demonstrate how the four characteristics of teams - norms, status, diversity, and size - affect team cohesion and performance.

Topic/Concept: Cohesion Difficulty level: Moderate AACSB: Application of knowledge 24) Mikayla is concerned about the level of cohesion of her team members. To impact her team's cohesion, Mikayla should focus on the characteristic of: A) team norms.

B) status of individual team members.

C) team size.

D) all of these.

Answer: D Learning Objective: 7.2 Demonstrate how the four characteristics of teams - norms, status, diversity, and size - affect team cohesion and performance.

Topic/Concept: Cohesion Difficulty level: Easy AACSB: Application of knowledge

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25) Kijana wants to improve the cohesiveness of her team members. Which of the following characteristics should Kijana focus on to improve the cohesiveness of her team members?

A) Team norms B) Individual tasks C) Language D) Office size Answer: A Learning Objective: 7.2 Demonstrate how the four characteristics of teams - norms, status, diversity, and size - affect team cohesion and performance.

Topic/Concept: Cohesion Difficulty level: Moderate AACSB: Application of knowledge 26) A consultant has recommended that Gillian's team increase its cohesiveness so that it can be more productive. Which characteristic of cohesiveness should Gillian's team focus on to improve its productivity?

A) Free riding B) Individual tasks C) Language D) Team size Answer: D Learning Objective: 7.2 Demonstrate how the four characteristics of teams - norms, status, diversity, and size - affect team cohesion and performance.

Topic/Concept: Cohesion Difficulty level: Moderate AACSB: Application of knowledge 27) When Priscilla first started in her organization, she didn't realize that there were informally shared guidelines that tell her how to act in different situations. These informally shared guidelines are referred to as: A) free riding.

B) individual tasks.

C) language.

D) team norms.

Answer: D Learning Objective: 7.2 Demonstrate how the four characteristics of teams - norms, status, diversity, and size - affect team cohesion and performance.

Topic/Concept: Team Norms Difficulty level: Easy AACSB: Application of knowledge

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

28) Felipe is working to understand the norms in his organization. Which of the following represents a workplace norm for Felipe?

A) Telling members how to behave B) Telling members how much effort they should expend on tasks C) Telling members what the team values D) All of these Answer: D Learning Objective: 7.2 Demonstrate how the four characteristics of teams - norms, status, diversity, and size - affect team cohesion and performance.

Topic/Concept: Team Norms Difficulty level: Easy AACSB: Application of knowledge 29) Lars, a team leader, is concerned that some members of his team have more status than other members. How can Lars minimize status differences on his team?

A) Lars can increase the gender diversity on his team to minimize status differences.

B) Lars can hire employees that have experience in cohesion and diversity differences.

C) Lars can tell his employees the informal guidelines of the organization to minimize status differences.

D) All of these.

Answer: A Learning Objective: 7.2 Demonstrate how the four characteristics of teams - norms, status, diversity, and size - affect team cohesion and performance.

Topic/Concept: Status of Individual Team Members Difficulty level: Challenging AACSB: Application of knowledge 30) Although Kaycee is excited to join her new company, she quickly finds some team members have relative social or professional standing more than other team members. In Kaycee's organization, the relative social or professional standing of a person is referred to as: A) benchmarking.

B) team norms.

C) cohesion.

D) status.

Answer: D Learning Objective: 7.2 Demonstrate how the four characteristics of teams - norms, status, diversity, and size - affect team cohesion and performance.

Topic/Concept: Status of Individual Team Members Difficulty level: Moderate AACSB: Application of knowledge

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

31) Elian is an industrial and organizational dynamics consultant. A client has hired Elian to examine the differences in status of team members in the organization. Which of the following characteristics contributes to status in a team?

A) Prestigious job title B) Punctuated equilibrium C) Time-related stability D) Emotional intelligence Answer: A Learning Objective: 7.2 Demonstrate how the four characteristics of teams - norms, status, diversity, and size - affect team cohesion and performance.

Topic/Concept: Status of Individual Team Members Difficulty level: Challenging AACSB: Application of knowledge 32) Andre recognizes that differences in status can impact a team's cohesiveness and performance. Which of the following statements regarding status is accurate?

A) Introverted team members may find their ideas taking a back seat to more outgoing members of the team.

B) Attractiveness of a team member can impact status.

C) Underrepresented races may experience status differences in teams.

D) All of these.

Answer: D Learning Objective: 7.2 Demonstrate how the four characteristics of teams - norms, status, diversity, and size - affect team cohesion and performance.

Topic/Concept: Status of Individual Team Members Difficulty level: Challenging AACSB: Application of knowledge 33) In his organization, Nathan is shy and introverted. How would Nathan's personality as an introvert impact his status in a team?

A) Nathan may find his ideas taking a back seat to more outgoing members of the team.

B) Nathan may find his ideas being used as a benchmark to measure team productivity.

C) Nathan may find his ideas allowing him to deviate from group norms.

D) Nathan may find his ideas having a positive effect on the team.

Answer: A Learning Objective: 7.2 Demonstrate how the four characteristics of teams - norms, status, diversity, and size - affect team cohesion and performance.

Topic/Concept: Status of Individual Team Members Difficulty level: Challenging AACSB: Application of knowledge

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

34) Theresa is developing a report on the diversity of the U.S. workforce so she can better predict consumer trends for her organization. In Theresa's report, she should discuss which of the following statements on the diversity of the U.S. workforce?

A) The proportion of women in the U.S. workforce is likely to increase.

B) People over 55 years of age are likely to decrease in the U.S. workforce.

C) Hispanics will likely decrease in the U.S. workforce.

D) Employees will be more likely to move to urban locations in the U.S. workforce.

Answer: A Learning Objective: 7.2 Demonstrate how the four characteristics of teams - norms, status, diversity, and size - affect team cohesion and performance.

Topic/Concept: Diversity on Teams Difficulty level: Moderate AACSB: Application of knowledge 35) Austin is a member of his organization's Talent Acquisition and Development team. He believes that demographic diversity offers benefits to the organization. Which of the following is a benefit of demographic diversity on teams?

A) Demographic diversity on teams enhances creativity in the organization.

B) Demographic diversity on teams stifles innovation in the workplace.

C) Demographic diversity on teams increases production errors in the workplace.

D) Demographic diversity on teams increases social loafing in the workplace.

Answer: A Learning Objective: 7.2 Demonstrate how the four characteristics of teams - norms, status, diversity, and size - affect team cohesion and performance.

Topic/Concept: Diversity on Teams Difficulty level: Challenging AACSB: Application of knowledge 36) As a member of her organization's senior management team, one of Josie's responsibilities is to manage team diversity for increased effectiveness. Josie realizes that in one of her teams, different subgroups are creating conflict. What should Josie do to help the team members reduce the conflict in the team?

A) Josie can encourage team members to consider things from another person's point of view.

B) Josie can explicitly discuss team norms.

C) Josie can promote the belief that diversity leads to team benefits.

D) All of these.

Answer: D Learning Objective: 7.2 Demonstrate how the four characteristics of teams - norms, status, diversity, and size - affect team cohesion and performance.

Topic/Concept: Diversity on Teams Difficulty level: Moderate AACSB: Application of knowledge

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37) Seraphina is developing a new team structure for her company. She wants to ensure that the right number of people are on a team so that the team can be successful and complete their tasks.

Which of the following statements is accurate regarding team size in organizations?

A) Smaller teams have more access to resources.

B) Larger teams are more cohesive.

C) Smaller teams can set more ambitious goals.

D) Larger teams are better at generating ideas.

Answer: B Learning Objective: 7.2 Demonstrate how the four characteristics of teams - norms, status, diversity, and size - affect team cohesion and performance.

Topic/Concept: Team Size Difficulty level: Moderate AACSB: Application of knowledge 38) Kyle is working as an industrial engineer for a large organization. His goal is to work in a large team so that he can benefit from the team's size. A benefit of a large team size is: A) it is better at generating ideas.

B) more cohesiveness.

C) it is easier to manage.

D) increased social loafing.

Answer: A Learning Objective: 7.2 Demonstrate how the four characteristics of teams - norms, status, diversity, and size - affect team cohesion and performance.

Topic/Concept: Team Size Difficulty level: Moderate AACSB: Application of knowledge 39) Layton was assigned to work in a team to complete a complex project. He understands that team size is an important factor in a team's success. Why would Layton want to work on a large team for this project?

A) Large teams enhance social loafing and free riding.

B) Large teams offer different conversational cues.

C) Large teams are easier to manage.

D) Large teams can set more ambitious goals.

Answer: D Learning Objective: 7.2 Demonstrate how the four characteristics of teams - norms, status, diversity, and size - affect team cohesion and performance.

Topic/Concept: Team Size Difficulty level: Moderate AACSB: Application of knowledge

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40) Monroe is a member of a specialized team in his organization. He believes that to complete a specific project, smaller teams are better than larger teams. Which of the following is a benefit of a smaller team?

A) Smaller teams encourage free riding and social loafing.

B) Smaller teams offer different conversational cues.

C) Smaller teams are easier to manage.

D) Smaller teams can set more ambitious goals.

Answer: C Learning Objective: 7.2 Demonstrate how the four characteristics of teams - norms, status, diversity, and size - affect team cohesion and performance.

Topic/Concept: Team Size Difficulty level: Moderate AACSB: Application of knowledge 41) Over the past year, Grace has worked on the Human Capital Management team, the Technology Advisory team, and the Quality Assurance team in her organization. She has found that the teams differ in three main ways. A difference among teams is: A) skill differences.

B) authority distribution.

C) time-related stability.

D) all of these.

Answer: D Learning Objective: 7.3 Distinguish the different ways teams can be organized to perform tasks.

Topic/Concept: How Are Teams Organized to Perform Tasks?

Difficulty level: Easy AACSB: Application of knowledge 42) Chloe is a senior-level employee at a major pharmaceutical company. One of her responsibilities is to assess the effectiveness of teams in the organization. Chloe has determined that teams differ in their skill differences, time-related stability, and: A) gender communication styles.

B) authority distribution.

C) ability to facilitate.

D) self-efficacy.

Answer: B Learning Objective: 7.3 Distinguish the different ways teams can be organized to perform tasks.

Topic/Concept: How Are Teams Organized to Perform Tasks?

Difficulty level: Moderate AACSB: Application of knowledge

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43) Elsa is committed to using teams effectively in her organization. She understands that teams differ in three main ways. Which of the following correctly describes how teams differ?

A) Skill differences: how specialized each member of the team is B) Authority distribution: how long the team has worked together C) Time-related stability: the level of advanced technology used D) Self-efficacy: the belief that they can achieve their goals Answer: A Learning Objective: 7.3 Distinguish the different ways teams can be organized to perform tasks.

Topic/Concept: How Are Teams Organized to Perform Tasks?

Difficulty level: Challenging AACSB: Application of knowledge 44) Lucia is a member of the Project Management team. She recognizes that teams differ in four ways. One of the ways teams differ is by how long they have worked together. This characteristic of teams is referred to as: A) time-related stability.

B) authority distribution.

C) ability to facilitate.

D) skill differences.

Answer: A Learning Objective: 7.3 Distinguish the different ways teams can be organized to perform tasks.

Topic/Concept: How Are Teams Organized to Perform Tasks?

Difficulty level: Moderate AACSB: Application of knowledge 45) Mara works on a team in the Accounting and Finance division of her organization. Her team members have similar skill sets and work together to complete reports and prepare financial documents for the organization. Mara's position in the organization is best described as a: A) self-managed team.

B) dispersed authority team.

C) cross-functional team.

D) traditional work team.

Answer: D Learning Objective: 7.3 Distinguish the different ways teams can be organized to perform tasks.

Topic/Concept: Team Members' Skill Differences Difficulty level: Moderate AACSB: Application of knowledge

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

46) Jackson is a member of a large team. The members in this team come from many different departments. One member is from the Accounting department, another member is from the Quality Control department, and additional members are from the Production department. As they have different skill sets and work together to achieve the team's goals, Jackson's team is referred to as a: A) self-managed team.

B) dispersed authority team.

C) cross-functional team.

D) traditional work team.

Answer: C Learning Objective: 7.3 Distinguish the different ways teams can be organized to perform tasks.

Topic/Concept: Team Members' Skill Differences Difficulty level: Moderate AACSB: Application of knowledge 47) Joanna is a member of a team in her organization. Her team is composed of members from multiple departments as each member possesses a unique skill set. Joanna's team is best referred to as a: A) self-managed team.

B) dispersed authority team.

C) cross-functional team.

D) traditional work team.

Answer: C Learning Objective: 7.3 Distinguish the different ways teams can be organized to perform tasks.

Topic/Concept: Team Members' Skill Differences Difficulty level: Moderate AACSB: Application of knowledge 48) Anastasia and Jenna are electrical engineers in a large telecommunications company. In their team, team members decide how they will work, their schedules, and assignments for specific team members. Anastasia and Jenna are members of a: A) self-managed team.

B) dispersed authority team.

C) cross-functional team.

D) traditional work team.

Answer: A Learning Objective: 7.3 Distinguish the different ways teams can be organized to perform tasks.

Topic/Concept: Authority Distribution on Teams Difficulty level: Moderate AACSB: Application of knowledge

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

49) Alexander designs creative content for small businesses in his community. He works on a team where the authority is distributed among all team members and workers define their roles by how much they contribute to the team's overall task. Alexander is a member of a team.

A) self-managed B) single C) cross-functional D) traditional work Answer: A Learning Objective: 7.3 Distinguish the different ways teams can be organized to perform tasks.

Topic/Concept: Authority Distribution on Teams Difficulty level: Moderate AACSB: Application of knowledge 50) Alessia has just been assigned to work on a team with Brandon and David. Alessia and her team members decide how they will work and their schedules so that they can complete a specific and complex task. Alessia, Brandon, and David are members of a: A) self-managed team.

B) dispersed authority team.

C) cross-functional team.

D) traditional work team.

Answer: A Learning Objective: 7.3 Distinguish the different ways teams can be organized to perform tasks.

Topic/Concept: Authority Distribution on Teams Difficulty level: Moderate AACSB: Application of knowledge 51) Jacques leads a team to develop a new software product for his organization. He wants to create a team in which the authority is distributed so the team can achieve their goals. Which of the following is accurate regarding authority distribution in teams?

A) Teams with high level of authority distribution can take longer to reach decisions and may experience increased conflict.

B) Teams with low level of authority distribution can take longer to make decisions and may experience decreased conflict.

C) Teams with high level of authority distribution may have difficulty implementing decisions.

D) Teams with low level of authority understand and completely accept decisions that have been made.

Answer: A Learning Objective: 7.3 Distinguish the different ways teams can be organized to perform tasks.

Topic/Concept: Authority Distribution on Teams Difficulty level: Challenging AACSB: Application of knowledge

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52) Sidney wants to change the level of authority distribution in the teams in her organization.

Although Sidney believes that teams function more effectively with high levels of authority distribution, she is aware that there are also disadvantages of teams with high levels of authority distribution. Which of the following is a disadvantage of teams with a high level of authority distribution?

A) Teams with a high level of authority distribution take longer to reach decisions.

B) Teams with a high level of authority distribution can have a lack of accountability.

C) Teams with a high level of authority distribution may experience increased conflict.

D) All of these.

Answer: D Learning Objective: 7.3 Distinguish the different ways teams can be organized to perform tasks.

Topic/Concept: Authority Distribution on Teams Difficulty level: Challenging AACSB: Application of knowledge 53) Ciara was hired as a consultant to examine an organization's issue with employee turnover.

Her employment contract indicates that her position will expire after a six-month period and she is not likely to work for this organization in the future. According to this employment contract, Ciara's consultant position has: A) high time-related stability.

B) dispersed time-related stability C) cross-functional time-related stability.

D) low time-related stability.

Answer: D Learning Objective: 7.3 Distinguish the different ways teams can be organized to perform tasks.

Topic/Concept: Time-Related Stability on Teams Difficulty level: Challenging AACSB: Application of knowledge 54) Mariah is the manager of a local fast-food restaurant. The members of her team are starting to come together to work on a specific task as they generate goals and plans for their work together. Mariah's team members are in the stage of team development.

A) forming B) storming C) norming D) performing Answer: A Learning Objective: 7.3 Distinguish the different ways teams can be organized to perform tasks.

Topic/Concept: Time-Related Stability on Teams Difficulty level: Moderate AACSB: Application of knowledge

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55) Sergio was asked by his manager to describe the stages of team development for the different teams in his organization. Sergio should respond to his manager explaining that the five stages of team development are: A) forming, storming, norming, performing, and adjourning.

B) telling, selling, participating, delegating, and evaluating.

C) unfreezing, changing, adapting, accommodating, and refreezing.

D) preparation, incubation, illumination, evaluation, and verification.

Answer: A Learning Objective: 7.3 Distinguish the different ways teams can be organized to perform tasks.

Topic/Concept: Time-Related Stability on Teams Difficulty level: Moderate AACSB: Application of knowledge 56) Jolie wants to become an entrepreneur. She is working on developing a graphic that illustrates the stages of team development that will occur in her new company. On Jolie's graphic, the first stage of team development is: A) forming.

B) storming.

C) norming.

D) performing.

Answer: A Learning Objective: 7.3 Distinguish the different ways teams can be organized to perform tasks.

Topic/Concept: Time-Related Stability on Teams Difficulty level: Easy AACSB: Application of knowledge 57) Emory is a member of a team of nurses at a healthcare facility. Emory and her team members disagree on how they will work together, their goals, and their roles on the team. Emory and her team members are in the stage of team development.

A) forming B) storming C) norming D) performing Answer: B Learning Objective: 7.3 Distinguish the different ways teams can be organized to perform tasks.

Topic/Concept: Time-Related Stability on Teams Difficulty level: Moderate AACSB: Application of knowledge

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58) Braxton is a member of a customer service representative team. He and his team members are in the storming stage of team development. Which of the following best represents the storming stage of team development?

A) In the storming stage of team development, teams execute their work and deliver on their goals.

B) In the storming stage of team development, teams complete their tasks and move on to the next project.

C) In the storming stage of team development, teams begin working on a specific task and generate plans for their work together.

D) In the storming stage of team development, teams disagree over how they will work together, their goals, and their roles on the team.

Answer: D Learning Objective: 7.3 Distinguish the different ways teams can be organized to perform tasks.

Topic/Concept: Time-Related Stability on Teams Difficulty level: Challenging AACSB: Application of knowledge 59) Ryleigh and Adam are members of a production team in their organization. Their team is in the stage of team development, as they have completed their task, reflected on lessons learned from their project, and will move on the next project.

A) forming B) adjourning C) norming D) performing Answer: B Learning Objective: 7.3 Distinguish the different ways teams can be organized to perform tasks.

Topic/Concept: Time-Related Stability on Teams Difficulty level: Moderate AACSB: Application of knowledge 60) Alejandra and Aaron are members of the Quality Assurance team in their organization. They have resolved their differences encountered during the storming stage and have developed a pattern of how they will interact. Alejandra and Aaron are in the stage of team development.

A) forming B) storming C) norming D) performing Answer: C Learning Objective: 7.3 Distinguish the different ways teams can be organized to perform tasks.

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61) Jasmine, Barnardo, and Amy are members of a marketing team in their organization. They have executed their work and are in the process of delivering on their initial goals. Jasmine, Bernardo, and Amy are in the stage of team development.

A) forming B) storming C) norming D) performing Answer: D Learning Objective: 7.3 Distinguish the different ways teams can be organized to perform tasks.

Topic/Concept: Time-Related Stability on Teams Difficulty level: Moderate AACSB: Application of knowledge 62) Charlene wants to better understand the punctuated equilibrium model of teams so that she can advise her manager prior to the annual Director's meeting. Which of the following best describes the punctuated equilibrium model?

A) The punctuated equilibrium model suggests that teams go through five steps to bring ideas to fruition including preparation, incubation, illumination, evaluation, and verification.

B) The punctuated equilibrium model suggests that teams undergo a three-stage process of change in an organization that include unfreezing, change, and refreezing behavior.

C) The punctuated equilibrium model suggests that teams have four stages of followers including telling, selling, participating, and delegating.

D) The punctuated equilibrium model suggests that teams experience periods of inertia where performance is low and periods of intense change.

Answer: D Learning Objective: 7.3 Distinguish the different ways teams can be organized to perform tasks.

Topic/Concept: Time-Related Stability on Teams Difficulty level: Challenging AACSB: Application of knowledge 63) Lucas and his team members are in different geographical locations and depend on technology to communicate. Lucas is a member of a: A) project team.

B) task force.

C) cross-functional team.

D) virtual team.

Answer: D Learning Objective: 7.3 Distinguish the different ways teams can be organized to perform tasks.

Topic/Concept: Virtual Teams Difficulty level: Easy AACSB: Application of knowledge

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64) Ava, Nicole, and Bryan are members of a virtual team in their organization. Although they are located in different geographic locations, Ava, Nicole, and Bryan communicate in real time with one another and work on the same schedule. Ava, Nicole, and Bryan are members of a(n) team.

A) synchronous B) asynchronous C) clarified D) functional Answer: A Learning Objective: 7.3 Distinguish the different ways teams can be organized to perform tasks.

Topic/Concept: Virtual Teams Difficulty level: Moderate AACSB: Application of knowledge 65) Daniela wants to create a team in her organization to develop a marketing strategy in the international market. The most effective team for Daniela to create to achieve this goal is: A) project team.

B) task force.

C) cross-functional team.

D) global team.

Answer: D Learning Objective: 7.3 Distinguish the different ways teams can be organized to perform tasks.

Topic/Concept: Global Teams Difficulty level: Easy AACSB: Application of knowledge 66) Angelo is a manager at a popular clothing store. He wants to create effective teams in his organization. For his teams to achieve at a high level, Angelo should ensure teams have the following three elements: A) cooperative management, diversity, and competitive compensation.

B) remote capability, organizational support, and high wages.

C) the ability to self-manage, dispersed authority, and low cohesiveness.

D) a supportive context, the right composition, and effective processes.

Answer: D Learning Objective: 7.4 Consider how context, composition, and process contribute to team effectiveness.

Topic/Concept: What Makes a Team Effective?

Difficulty level: Challenging AACSB: Application of knowledge

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67) Finley, Kent, and Macey are members of a management team. They feel they can trust each other, ask for help when struggling with a task, and share new ideas. Finley, Kent, and Macey's team possesses: A) psychological safety.

B) low cohesiveness.

C) dispersed authority.

D) cross functionality.

Answer: A Learning Objective: 7.4 Consider how context, composition, and process contribute to team effectiveness.

Topic/Concept: Creating a Context That Supports Teams Difficulty level: Moderate AACSB: Application of knowledge 68) Jessica is applying for a position as a team member of a Customer Service team. The job description indicates that team members have psychological safety, which helps the team perform better overall. Which of the following is an advantage of psychological safety?

A) An advantage of psychological safety is that team members are more likely to ask for help.

B) An advantage of psychological safety is that team members feel they can trust each other.

C) An advantage of psychological safety is that team members feel safe taking risks.

D) All of these.

Answer: D Learning Objective: 7.4 Consider how context, composition, and process contribute to team effectiveness.

Topic/Concept: Creating a Context That Supports Teams Difficulty level: Challenging AACSB: Application of knowledge 69) Cara is performing an analysis for her company's annual report on the organization's four guilds. In her report Cara should detail the four organizational guilds as: A) global, virtual, remote, and domestic.

B) forming, storming, norming, and performing.

C) telling, selling, participating, and delegating.

D) leadership-oriented, idea-oriented, people-oriented, and action-oriented.

Answer: D Learning Objective: 7.4 Consider how context, composition, and process contribute to team effectiveness.

Topic/Concept: Creating the Right Team Composition Difficulty level: Easy AACSB: Application of knowledge

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

70) Solange is a valuable team member in her organization. She is friendly and positive as she connects different people, promotes others' ideas, and advises other team members. Solange has a(n): A) idea-oriented guild.

B) leadership-oriented guild.

C) action-oriented guild.

D) people-oriented guild.

Answer: D Learning Objective: 7.4 Consider how context, composition, and process contribute to team effectiveness.

Topic/Concept: Creating the Right Team Composition Difficulty level: Moderate AACSB: Application of knowledge 71) Diego is known as a go-getter in his organization. He organizes the team, helps to maintain standards, and makes sure the team stays on track. In this organization, Diego represents a(n) guild.

A) idea-oriented B) people-oriented C) action-oriented D) leadership-oriented Answer: D Learning Objective: 7.4 Consider how context, composition, and process contribute to team effectiveness.

Topic/Concept: Creating the Right Team Composition Difficulty level: Moderate AACSB: Application of knowledge 72) Wendy is a valued member of her organization. Her team members recognize Wendy's ability to be detail-oriented and meticulous in her work. She is a reliable member of the team who turns ideas into practical actions. In this example, Wendy possesses a(n) -oriented guild.

A) leadership B) people C) action D) idea Answer: C Learning Objective: 7.4 Consider how context, composition, and process contribute to team effectiveness.

Topic/Concept: Creating the Right Team Composition Difficulty level: Moderate AACSB: Application of knowledge

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

73) Adriana wants to ensure that her team is successful in meeting all their goals on an important project. Adriana's team members recommend that she create a document that clarifies the team's mission, goals, and boundaries for their work. This document is best described as a: A) business plan.

B) statement of incorporation.

C) strategic plan.

D) team charter.

Answer: D Learning Objective: 7.4 Consider how context, composition, and process contribute to team effectiveness.

Topic/Concept: Dealing with Dissent and Conflict Difficulty level: Easy AACSB: Application of knowledge 74) Jennifer and Benjamin are members of a dance team. A characteristic of this team is that they are interdependent in the way they work.

Answer: TRUE Learning Objective: 7.1 Understand the function teams serve within organizations.

Topic/Concept: Why Are Teams Used in Organizations?

Difficulty level: Moderate AACSB: Application of knowledge 75) Jessie and her coworkers interact socially, are aligned toward achieving a common goal desired by the organization, and work interdependently in their goals and outcomes. Jessie and her coworkers are members of a group.

Answer: FALSE Learning Objective: 7.1 Understand the function teams serve within organizations.

Topic/Concept: Teams Versus Groups Difficulty level: Easy AACSB: Application of knowledge 76) Veronica and her coworkers have different roles and responsibilities, work interdependently, and exist within a large organization. Veronica and her coworkers are members of a team.

Answer: TRUE Learning Objective: 7.1 Understand the function teams serve within organizations.

Topic/Concept: Teams Versus Groups Difficulty level: Moderate AACSB: Application of knowledge 77) Travis is interested in becoming a member of the Quality Assurance team in his organization.

In this team, Travis will use his complementary skills and complete interrelated tasks to help him achieve the team's goal.

Answer: TRUE Learning Objective: 7.1 Understand the function teams serve within organizations.

Topic/Concept: Teams Versus Groups Difficulty level: Challenging AACSB: Application of knowledge 25 Copyright © 2023 Pearson Education, Inc.

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78) Nigel and his coworkers are engaged in a discussion over the benefits of teams. Nigel states that benefits of teams include gains in productivity and cost savings.

Answer: TRUE Learning Objective: 7.1 Understand the function teams serve within organizations.

Topic/Concept: The Benefits of Teams Difficulty level: Moderate AACSB: Application of knowledge 79) Social loafing occurs when a team member fails to work collectively toward a team goal, as opposed to working individually.

Answer: TRUE Learning Objective: 7.1 Understand the function teams serve within organizations.

Topic/Concept: The Benefits of Teams Difficulty level: Easy AACSB: Application of knowledge 80) Poppy is working on a team with Oscar. Poppy recognizes that Oscar has reduced his own effort and is no longer working collectively with the team as he would be when working individually. Oscar is demonstrating affective commitment.

Answer: FALSE Learning Objective: 7.1 Understand the function teams serve within organizations.

Topic/Concept: The Benefits of Teams Difficulty level: Moderate AACSB: Application of knowledge 81) Dylan is working on a team to revise his organization's strategic planning initiatives. He recognizes that other team members' effort has decreased and they are not working collectively with the team as they would be when working individually. In this example, Dylan's team members are demonstrating social loafing.

Answer: TRUE Learning Objective: 7.1 Understand the function teams serve within organizations.

Topic/Concept: The Benefits of Teams Difficulty level: Moderate AACSB: Application of knowledge 82) Svetlana knows that it's important for her team to function effectively so they can achieve their goals. She wants to set working norms for the team to help them work better together. An example of a working norm is to determine how the team will communicate with each other.

Answer: TRUE Learning Objective: 7.1 Understand the function teams serve within organizations.

Topic/Concept: Set Working Norms from the Beginning Difficulty level: Moderate AACSB: Application of knowledge

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

83) One of Abigail's clients has requested that she create a presentation that includes customer analysis, product information, and delivery information. To compile this information, Abigail collaborates with members of her marketing team, quality control team, and management team.

As this task is complex and must be created by people working together, it is described as an individual goal.

Answer: FALSE Learning Objective: 7.1 Understand the function teams serve within organizations.

Topic/Concept: Team Tasks Versus Individual Tasks Difficulty level: Challenging AACSB: Application of knowledge 84) Tyler is studying team cohesiveness so he can make a recommendation to his manager. In his report, Tyler should include the characteristics of cohesiveness as team norms, status of individual team members, diversity of team members, and emotional intelligence.

Answer: FALSE Learning Objective: 7.2 Demonstrate how the four characteristics of teams - norms, status, diversity, and size - affect team cohesion and performance.

Topic/Concept: Cohesion Difficulty level: Challenging AACSB: Application of knowledge 85) Norms serve to motivate team members.

Answer: TRUE Learning Objective: 7.2 Demonstrate how the four characteristics of teams - norms, status, diversity, and size - affect team cohesion and performance.

Topic/Concept: Norms Difficulty level: Easy AACSB: Application of knowledge 86) The increased diversity of teams is generally positive in the U.S. workforce.

Answer: TRUE Learning Objective: 7.2 Demonstrate how the four characteristics of teams - norms, status, diversity, and size - affect team cohesion and performance.

Topic/Concept: Diversity on Teams Difficulty level: Easy AACSB: Application of knowledge 87) Bianca wants to create an inclusive organizational climate so that her teams can overcome any conflict that results from diversity. To achieve this goal, Bianca can promote the belief that diversity leads to team benefits.

Answer: TRUE Learning Objective: 7.2 Demonstrate how the four characteristics of teams - norms, status, diversity, and size - affect team cohesion and performance.

Topic/Concept: Diversity on Teams Difficulty level: Moderate AACSB: Application of knowledge 27 Copyright © 2023 Pearson Education, Inc.

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88) Mallory is compiling research for a report on team effectiveness for her manager. In her report, Mallory details the three ways that teams differ. These ways include skill differences, authority distribution, and self-efficacy.

Answer: FALSE Learning Objective: 7.3 Distinguish the different ways teams can be organized to perform tasks.

Topic/Concept: How Are Teams Organized to Perform Tasks?

Difficulty level: Moderate AACSB: Application of knowledge 89) Ahmed is on a team with members of the Finance, Production, and Marketing departments.

Each of his team members have unique skill sets and cooperate to work together to complete their project. Ahmed's team is best described as a traditional work team.

Answer: FALSE Learning Objective: 7.3 Distinguish the different ways teams can be organized to perform tasks.

Topic/Concept: Team Members' Skill Differences Difficulty level: Moderate AACSB: Application of knowledge 90) Madison and Tyler are members of a Training and Development team in their organization.

They disagree over how they will work together, their goals, and their roles on the team.

Madison and Tyler are in the norming stage of team development.

Answer: FALSE Learning Objective: 7.3 Distinguish the different ways teams can be organized to perform tasks.

Topic/Concept: Time-Related Stability on Teams Difficulty level: Moderate AACSB: Application of knowledge 91) Nathan and Drew are members of a cross-functional team in their organization. They are resolving differences encountered during the storming stage and developing a pattern of how they will interact. Nathan and Drew are in the performing stage of team development.

Answer: FALSE Learning Objective: 7.3 Distinguish the different ways teams can be organized to perform tasks.

Topic/Concept: Time-Related Stability on Teams Difficulty level: Moderate AACSB: Application of knowledge

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92) Alexis wants to ensure that her team achieves at a high level. To meet this goal, Alexis should make sure that her team has these three elements: a supportive context, the right composition, and competitive compensation.

Answer: FALSE Learning Objective: 7.4 Consider how context, composition, and process contribute to team effectiveness.

Topic/Concept: What Makes a Team Effective?

Difficulty level: Moderate AACSB: Application of knowledge 93) McKenzie is working with Ryan to better understand their organization's structure.

McKenzie states that the Art department is a team while Ryan disagrees, stating that the Art department is a group. Describe the characteristics of teams and indicate how teams differ from groups.

Answer: Responses may vary. Teams have the following characteristics: They consist of two or more individuals, interact socially, are aligned toward achieving a common goal, work interdependently, have different roles and responsibilities, and exist within a larger organization.

Teams can be large or small; it is significant that teams are aligned toward achieving a common goal. Team members possess complementary skills and complete interrelated tasks. In contrast, a group may work together on a project, but members are not interdependent nor aligned on meeting a common goal.

Learning Objective: 7.1 Understand the function teams serve within organizations.

Topic/Concept: Teams Versus Groups Difficulty level: Challenging AACSB: Critical thinking 94) Dominic is creating a business plan for his new organization. He believes that teams should be an integral part of his new organization, but he is concerned about the disadvantages of using teams. Describe the disadvantages of teams in an organization.

Answer: Responses may vary. Although there are advantages to using teams in organizations, disadvantages also exist. Research suggests that teams are often slower than individuals in completing projects. An additional disadvantage of teams is that some teams underperform due to a lack of agreement on a shared goal. Another disadvantage is the amount of time spent in collaborative activities, and team members can become overloaded easily. Further, the concept of social loafing exists in teams. Social loafing refers to the tendency to reduce an individual's effort in a team environment.

Learning Objective: 7.1 Understand the function teams serve within organizations.

Topic/Concept: The Drawbacks of Teams Difficulty level: Challenging AACSB: Critical thinking

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95) Hailey is a member of the Production team in her organization. She is committed to her team's success and wants to ensure that her team members are equally committed to high performance. Identify the four characteristics that can influence team cohesion and performance.

Describe how managers can positively influence team cohesion and performance.

Answer: Responses may vary. The four characteristics that can influence team cohesion and performance are: team norms, status of individual team members, diversity of team members, and team size. Performance can include the quality of the team's work, their productivity, and creative outcomes. Cohesion refers to how a team forms a united whole, working well together and with one another. Managers can positively influence team cohesion and performance to create an effective team by managing these characteristics.

Learning Objective: 7.2 Demonstrate how the four characteristics of teams - norms, status, diversity, and size - affect team cohesion and performance.

Topic/Concept: What Are the Key Characteristics That Affect How Teams Perform?

Difficulty level: Challenging AACSB: Critical thinking 96) Ashley is the manager of a team in a large retail chain. She supports diversity in the organization and recognizes the advantages of diversity. What actions should Ashley take to create an inclusive environment for her team members?

Answer: Responses may vary. Creating an inclusive environment enhances organizational citizenship and helps team members feel included and innovative at their jobs. Ashley can encourage an inclusive environment by encouraging team members to engage in perspectivetaking or considering things from another person's point of view. She can also promote the belief that diversity leads to team benefits. In addition, Ashley can explicitly discuss norms on the team, including how much they value certain behaviors such as arriving on time.

Learning Objective: 7.2 Demonstrate how the four characteristics of teams - norms, status, diversity, and size - affect team cohesion and performance.

Topic/Concept: Diversity on Teams Difficulty level: Challenging AACSB: Critical thinking 97) Logan is a member of his organization's executive team. He wants to understand the differences in teams to ensure goal achievement. How would Logan identify and describe the three key differences in teams?

Answer: Responses may vary. Logan should identify the three differences in teams are skill differences, authority distribution, and time-related stability. Skill differences refer to how specialized each member of the team is. Authority distribution refers to how the team is organized to make decisions. Time-related stability refers to how long the team has worked together and whether they expect to continue to work together in the future.

Learning Objective: 7.3 Distinguish the different ways teams can be organized to perform tasks.

Topic/Concept: How Are Teams Organized to Perform Tasks?

Difficulty level: Challenging AACSB: Critical thinking

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98) Omar and Shelby are members of a self-managed team in their organization. Describe the characteristics of a self-managed team.

Answer: Responses may vary. A self-managed team is a type of team that works independently on a specific, complex task. The team members of a self-managed team decide how they will work, their schedules, and assignments for specific team members. Authority is distributed among the team members.

Learning Objective: 7.3 Distinguish the different ways teams can be organized to perform tasks.

Topic/Concept: Authority Distribution on Teams Difficulty level: Moderate AACSB: Critical thinking 99) Kaitlyn's manager has just hired a large number of seasonal employees to help with holiday product orders and customer service. Identify and describe the two types of time-related stability in teams.

Answer: Responses may vary. The two types of time-related stability in teams are high level and low level. A team that is characterized by low time-related stability has team members that are easily substitutable and have not worked together for a long time. This is typically found in a project team. A team that is characterized by high time-related stability has worked together before and expects to work together in the future. Teams that have a high level of time-related stability may experience groupthink and lack creativity.

Learning Objective: 7.3 Distinguish the different ways teams can be organized to perform tasks.

Topic/Concept: Time-Related Stability on Teams Difficulty level: Challenging AACSB: Critical thinking 100) Francisco was hired as a consultant for a packaged goods company to identify the stages of team development in the organization. Identify and describe the stages of team development.

Answer: Responses may vary. There are five stages of team development, identified as the forming, storming, norming, performing, and adjourning stage. In the norming stage, teams come together and begin to work on a specific task as they aim to orient themselves to the problem and generate goals to work together. In the storming stage, teams disagree over how they will work together, their goals, and their roles on the team. In the norming stage, teams resolve their differences they encountered during the storming stage and develop a pattern of how they will interact. In the performing stage, teams execute their work and deliver on their initial goals.

Adjourning is the final stage. In the adjourning stage, teams complete their task, reflect on lessons learned, and move on to the next project.

Learning Objective: 7.3 Distinguish the different ways teams can be organized to perform tasks.

Topic/Concept: Time-Related Stability on Teams Difficulty level: Challenging AACSB: Critical thinking

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101) Jaden is searching on a popular employment website for a new project manager position.

One job posting identifies the job title as "Virtual Team Member." Define virtual teams. Identify and describe the advantages and disadvantages of virtual teams.

Answer: Responses may vary. A virtual team works together, but team members are in different geographic locations and depend on technology to communicate. A virtual team allows organizations to access knowledge and resources from around the world without relocating employees. An advantage to a virtual team is that as the team grows, it experiences fewer problems as new members join than face-to-face teams. A disadvantage of virtual teams is there may be a lag in communication, an increase in misunderstanding, and a decrease in willingness to ask for clarification.

Learning Objective: 7.3 Distinguish the different ways teams can be organized to perform tasks.

Topic/Concept: Virtual Teams Difficulty level: Moderate AACSB: Critical thinking 102) Paolo's team is well-known in their organization for their productivity, communication, and ability to achieve goals. Paolo credits his team's success to their psychological safety. Describe psychological safety and why it is important in teams.

Answer: Responses may vary. Psychological safety refers to the feeling that team members trust each other, are more likely to ask for help, share new ideas, and are honest when they are struggling with a task. Teams that possess psychological safety learn from their experiences and perform better overall. It is important for managers to encourage trust and psychological safety as it leads to effective teams.

Learning Objective: 7.4 Consider how context, composition, and process contribute to team effectiveness.

Topic/Concept: Creating a Context That Supports Teams Difficulty level: Challenging AACSB: Critical thinking

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103) Gilad's organization is scheduled to restructure its remote locations so that the organization can be more effective in its industry. One of Gilad's tasks is to examine team roles or guilds so that he can offer recommendations on the restructuring. Identify and describe each of the four team guilds.

Answer: Responses may vary. The four guilds are: leadership-oriented, idea-oriented, peopleoriented, and action-oriented. A leadership-oriented guild is composed of team members that are organized, go-getters, and conscientious workers. These workers serve as organizers of the team, help maintain standards and norms, and keep the team on track. An idea-oriented guild is composed of team members that are creative, visual, innovative, and entrepreneurial. They come up with new ideas and often contribute their expertise from a specific area to the team. A peopleoriented guild is composed of team members that are friendly, positive, understanding, and good communicators. They connect different people, promote others' ideas, and advise other team members. An action-oriented guild is composed of hard-working, detail-oriented, and meticulous workers. They are reliable members of the team who turn ideas into practical actions.

Learning Objective: 7.4 Consider how context, composition, and process contribute to team effectiveness.

Topic/Concept: Creating the Right Team Composition Difficulty level: Challenging AACSB: Critical thinking

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Management: An Interactive Approach, 1e (Mollica) Chapter 8 Human Resource Management 1) In her organization, Jordan is responsible for the process of attracting, motivating, and retaining talented employees needed to support the organization's goals and strategies. Jordan's role represents: A) quality control.

B) technology advisement.

C) strategic planning.

D) human resource management.

Answer: D Learning Objective: 8.1 Explain the importance of managing human resources.

Topic/Concept: Why Is Human Resource Management Important?

Difficulty level: Easy AACSB: Application of knowledge 2) Victor is searching on a popular employment website for a position in human resource management. Human resource management includes: A) managing how employees' work performance is evaluated.

B) compensating employees through pay and benefits.

C) recruiting and hiring employees.

D) all of these.

Answer: D Learning Objective: 8.1 Explain the importance of managing human resources.

Topic/Concept: Why Is Human Resource Management Important?

Difficulty level: Easy AACSB: Application of knowledge 3) Courtney is developing a job description for a role in human resource management. Of the following tasks, which would Courtney most likely include on the job description for a role in human resource management?

A) Recruiting and hiring qualified employees B) Communicating the organization's marketing strategy C) Monitoring product defects and quality control metrics D) Generating new customer leads Answer: A Learning Objective: 8.1 Explain the importance of managing human resources.

Topic/Concept: Why Is Human Resource Management Important?

Difficulty level: Moderate AACSB: Application of knowledge

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4) Owen is the Director of the Human Resource department in his organization. He wants to ensure that his team members understand the functions of their positions and have the knowledge, skills, and abilities to complete their jobs effectively. Which of the following is a function of human resource management?

A) Ensuring compliance with employment laws B) Communicating the organization's marketing strategy C) Monitoring product defects and quality control metrics D) Generating new customer leads Answer: A Learning Objective: 8.1 Explain the importance of managing human resources.

Topic/Concept: Why Is Human Resource Management Important?

Difficulty level: Challenging AACSB: Application of knowledge 5) As Director of Human Resources for her organization, Kelsey was asked to detail the functions of human resource management for the executive team. In her report, Kelsey should include the functions of: A) purchasing, production, distribution, and supply chain management.

B) distribution, financing, market research, pricing, and product and service management.

C) financial planning, forecasting, financial control, allocation of funds, and forecasting cash inflows.

D) planning, recruiting and selection, training and development, managing performance, and compensation.

Answer: D Learning Objective: 8.1 Explain the importance of managing human resources.

Topic/Concept: Why Is Human Resource Management Important?

Difficulty level: Challenging AACSB: Application of knowledge 6) Esteban is part of the management team at a retail store. His goal is to ensure a competitive advantage for his organization. As Esteban examines his organization's industry and competition, he recognizes that organizations have four types of assets including: A) quality assets, sustainable assets, nonsustainable assets, and cross-functional assets.

B) technology assets, functional assets, matrix assets, and literal assets.

C) virtual assets, domestic assets, international assets, and global assets.

D) financial assets, physical assets, intellectual property, and human capital.

Answer: D Learning Objective: 8.1 Explain the importance of managing human resources.

Topic/Concept: Human Resources as Assets Difficulty level: Challenging AACSB: Application of knowledge

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7) Mateo is a top manager in his organization. One of his responsibilities is to examine his organization's financial assets. Which of the following is an example of a financial asset?

A) Stocks B) Bonds C) Cash D) All of these Answer: D Learning Objective: 8.1 Explain the importance of managing human resources.

Topic/Concept: Human Resources as Assets Difficulty level: Easy AACSB: Application of knowledge 8) Vanessa is delivering a presentation to the board of directors on her organization's financial assets. Which of the following would Vanessa include in her presentation on financial assets?

A) Buildings and equipment B) Patents, copyrights, and designs C) Interpersonal skills and abilities D) Cash, stocks, and bonds Answer: D Learning Objective: 8.1 Explain the importance of managing human resources.

Topic/Concept: Human Resources as Assets Difficulty level: Moderate AACSB: Application of knowledge 9) Which of these terms is matched with its correct description?

A) Human capital: technical and interpersonal skills B) Intellectual property: cash, stocks, and bonds C) Physical assets: patents, copyrights, and designs D) Financial assets: buildings and equipment Answer: A Learning Objective: 8.1 Explain the importance of managing human resources.

Topic/Concept: Human Resources as Assets Difficulty level: Challenging AACSB: Application of knowledge 10) Darien is preparing a spreadsheet to present to his manager on the organization's financial assets. Which of the following is NOT considered a financial asset for an organization?

A) Cash B) Stocks C) Bonds D) Buildings Answer: D Learning Objective: 8.1 Explain the importance of managing human resources.

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11) Mauricio is completing an analysis of his organization's physical assets for an annual report.

An organization's physical assets include: A) cash, stocks, and bonds.

B) patents, copyrights, and designs.

C) interpersonal skills and abilities.

D) buildings.

Answer: D Learning Objective: 8.1 Explain the importance of managing human resources.

Topic/Concept: Human Resources as Assets Difficulty level: Moderate AACSB: Application of knowledge 12) Paige and Gwen are team members in their organization's Strategic Initiatives department.

As part of their review of their organization's ability to sustain competitive advantage, Paige and Gwen identify a concern in their organization's physical assets. Physical assets are best described as: A) intellectual capacity that creates economic value.

B) wise investment strategies.

C) time, talent, and energy of a workforce.

D) tangible items that have a monetary value.

Answer: D Learning Objective: 8.1 Explain the importance of managing human resources.

Topic/Concept: Human Resources as Assets Difficulty level: Challenging AACSB: Application of knowledge 13) Brittney is compiling a list of her organization's intellectual property so it can be categorized in an annual report. What should Brittany include as an example of intellectual property?

A) Patents B) Copyrights C) Trademarks D) All of these Answer: D Learning Objective: 8.1 Explain the importance of managing human resources.

Topic/Concept: Human Resources as Assets Difficulty level: Easy AACSB: Application of knowledge

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14) Logan and his team members recognize that intellectual property is important to their organization's competitiveness and profitability. Intellectual property is best described as: A) cash, stocks, and bonds.

B) tangible items that have a monetary value.

C) intellectual capacity to create economic value.

D) intangible assets such as trademarks.

Answer: D Learning Objective: 8.1 Explain the importance of managing human resources.

Topic/Concept: Human Resources as Assets Difficulty level: Moderate AACSB: Application of knowledge 15) Maya is creating a business plan for her new company. In the business plan, a section requires Maya to discuss the organization's human capital. The best description of human capital is: A) intangible assets such as patents.

B) cash, stocks, and bonds.

C) tangible assets such as buildings.

D) knowledge, technical, and interpersonal skills of organizational members.

Answer: D Learning Objective: 8.1 Explain the importance of managing human resources.

Topic/Concept: Human Resources as Assets Difficulty level: Moderate AACSB: Application of knowledge 16) Bethany is a well-known investor of small businesses in her city. She reviews business plans to see if she will invest in them. One business plan has a section titled Human Capital. Human capital can be best described as: A) tangible assets that have a monetary value.

B) intangible assets that can be an important basis of competitiveness.

C) intangible items that have a nonmonetary value.

D) time, talent, and energy of your workforce.

Answer: D Learning Objective: 8.1 Explain the importance of managing human resources.

Topic/Concept: Human Resources as Assets Difficulty level: Moderate AACSB: Application of knowledge

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17) Rochelle is the Human Capital administrator for her organization. She is concerned about the large percentage of employees who left her organization during the past year. In this example, Rochelle's concern is identified as: A) affective commitment.

B) emotional contagion.

C) intellectual property.

D) turnover.

Answer: D Learning Objective: 8.1 Explain the importance of managing human resources.

Topic/Concept: Human Resources as Assets Difficulty level: Easy AACSB: Application of knowledge 18) What is the intent of U.S. employment laws?

A) To achieve sustainable competitive advantage B) To fulfill the VRIO framework C) To encourage organizational diversity D) To promote equal opportunity in employment Answer: D Learning Objective: 8.2 Demonstrate a basic understanding of legal issues involved in managing human resources.

Topic/Concept: Federal Employment Laws Difficulty level: Challenging AACSB: Application of knowledge 19) Andre filed a claim of illegal discrimination against his employer. Although it is forbidden by federal law, Andre is now concerned that his employer will harass or fire him as a result of making the discrimination claim. Andre's concern best relates to: A) turnover.

B) discrimination.

C) diversity.

D) retaliation.

Answer: D Learning Objective: 8.2 Demonstrate a basic understanding of legal issues involved in managing human resources.

Topic/Concept: Federal Employment Laws Difficulty level: Challenging AACSB: Application of knowledge

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20) Melanie is a member of the human resource management team in her organization. She wants to ensure that the organization follows all mandates of U.S. federal laws relating to discrimination in the workplace. One of the equal opportunity laws makes it illegal to pay different wages to men and women if they perform equal work in the same workplace. This law is referred to as: A) Pregnancy Discrimination Act. B) Age Discrimination in Employment Act. C) Title Vll of the Civil Rights Act. D) Equal Pay Act. Answer: D Learning Objective: 8.2 Demonstrate a basic understanding of legal issues involved in managing human resources.

Topic/Concept: Federal Employment Laws Difficulty level: Moderate AACSB: Application of knowledge 21) As a Human Resource manager, Seth communicates equal opportunity laws to the employees in his organization. Seth states that the Equal Pay Act: A) prohibits discrimination on the basis of race, color, religion, national origin, or sex.

B) protects people who are 40 or older from discrimination because of age.

C) prohibits discrimination against a qualified person with a disability.

D) makes it illegal to pay different wages to men and women if they perform equal work in the same workplace.

Answer: D Learning Objective: 8.2 Demonstrate a basic understanding of legal issues involved in managing human resources.

Topic/Concept: Federal Employment Laws Difficulty level: Moderate AACSB: Application of knowledge

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

22) Mallory aims to become a human resource professional in her industry. She recognizes that it's important to be knowledgeable in all areas of human resources so that she can effectively counsel her employees and organization. How should Mallory communicate the Age Discrimination in Employment Act to her employees and organization?

A) The Age Discrimination in Employment Act prohibits discrimination against people who are 60 and older because of age.

B) The Age Discrimination in Employment Act protects people who are 40 or older from discrimination because of age.

C) The Age Discrimination in Employment Act prohibits discrimination against a qualified person with a disability.

D) The Age Discrimination in Employment Act requires employers to hire older job candidates regardless of qualifications.

Answer: B Learning Objective: 8.2 Demonstrate a basic understanding of legal issues involved in managing human resources.

Topic/Concept: Federal Employment Laws Difficulty level: Challenging AACSB: Application of knowledge 23) Daniel is a member of the Human Resource team in his organization. He received an email from an employee regarding a potential violation of the Age Discrimination in Employment Act. This law prohibits discrimination against individuals who are and older.

A) 65 B) 60 C) 50 D) 40 Answer: D Learning Objective: 8.2 Demonstrate a basic understanding of legal issues involved in managing human resources.

Topic/Concept: Federal Employment Laws Difficulty level: Moderate AACSB: Application of knowledge 24) Eden believes that one of her coworkers may be experiencing discrimination under the Age Discrimination in Employment Act. According to this act: A) employers may not fire older employees.

B) employers may not discriminate against people who are 40 or older.

C) employers may not discriminate against a qualified person with a disability.

D) employers may not discriminate against people who are 65 or older.

Answer: B Learning Objective: 8.2 Demonstrate a basic understanding of legal issues involved in managing human resources.

Topic/Concept: Federal Employment Laws Difficulty level: Moderate AACSB: Application of knowledge

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

25) According to U.S. Equal Opportunity in Employment legislation, the protects discrimination against a qualified person with a disability.

A) Age Discrimination in Employment Act B) Pregnancy Discrimination Act C) Americans with Disabilities Act D) Civil Rights Act Answer: C Learning Objective: 8.2 Demonstrate a basic understanding of legal issues involved in managing human resources.

Topic/Concept: Federal Employment Laws Difficulty level: Easy AACSB: Application of knowledge 26) Sophia wants to ensure that she fulfills all requirements under the Americans with Disabilities Act. Which of the following is a requirement of this Act? A) Employers must make reasonable accommodations for physical and mental limitations of qualified individuals.

B) Employers must provide additional benefits to employees based on their military service.

C) Employers must give employees with disabilities more time off.

D) Employers must compensate employees with disabilities at a higher rate of pay.

Answer: A Learning Objective: 8.2 Demonstrate a basic understanding of legal issues involved in managing human resources.

Topic/Concept: Federal Employment Laws Difficulty level: Challenging AACSB: Application of knowledge 27) Which of the following is an Equal Employment Opportunity law?

A) The Age Discrimination in Employment Act B) The Environmental Protection Act C) Do Not Call Registry D) Fair Debt Collection Act Answer: A Learning Objective: 8.2 Demonstrate a basic understanding of legal issues involved in managing human resources.

Topic/Concept: Federal Employment Laws Difficulty level: Easy AACSB: Application of knowledge

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

28) Joseph's organization wants to ensure that it accurately describes disparate treatment in its new employee handbook. Which of the following best describes disparate treatment?

A) Disparate treatment is when an employment practice appears neutral but results in discrimination against a particular group.

B) Disparate treatment occurs when an employment test is used for recruitment and selection purposes.

C) Disparate treatment is unintentional discrimination when screening or hiring job candidates.

D) Disparate treatment is the intentional discrimination that occurs when employees or job applicants are treated differently due to their membership in a legally protected group.

Answer: D Learning Objective: 8.2 Demonstrate a basic understanding of legal issues involved in managing human resources.

Topic/Concept: Workplace Discrimination Difficulty level: Moderate AACSB: Application of knowledge 29) Nadia works for a corporate recruiter. One of her tasks is to monitor her company's selection practices. She wants to ensure that her organization avoids selection practices that unintentionally discriminate against a particular group. This practice is referred to as: A) disparate treatment.

B) adverse impact.

C) unequal opportunity.

D) litigation.

Answer: B Learning Objective: 8.2 Demonstrate a basic understanding of legal issues involved in managing human resources.

Topic/Concept: Workplace Discrimination Difficulty level: Moderate AACSB: Application of knowledge 30) Caden wants to confirm that he understands the difference between disparate treatment and adverse impact so that he can effectively advise his employees. The primary difference between disparate treatment and adverse impact is: A) disparate treatment is intentional; adverse impact is unintentional.

B) disparate treatment is aimed at contract workers; adverse impact is aimed at salaried workers.

C) disparate treatment results in additional compensation; adverse impact does not.

D) disparate treatment is for domestic employees; adverse impact is for international employees.

Answer: A Learning Objective: 8.2 Demonstrate a basic understanding of legal issues involved in managing human resources.

Topic/Concept: Workplace Discrimination Difficulty level: Challenging AACSB: Application of knowledge

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

31) Benito is an organizational trainer. He is preparing a training session on sexual harassment in the workplace. In the training, Benito should emphasize which of the following?

A) While sexual harassment is unethical, it does not violate Title VII of the Civil Rights Act. B) Only women can be victims of sexual harassment.

C) Customers cannot be considered perpetrators of sexual harassment.

D) Sexual harassment is unwelcome conduct of a sexual nature.

Answer: D Learning Objective: 8.2 Demonstrate a basic understanding of legal issues involved in managing human resources.

Topic/Concept: Sexual Harassment in the Workplace Difficulty level: Moderate AACSB: Application of knowledge 32) Kalani is participating in a review of her organization's employment practices so that it is clearly communicated that sexual harassment is prohibited. Kalani's organization describes sexual harassment as: A) discrimination practices that are unethical but not illegal.

B) discrimination practices that appear neutral but have a negative impact on a particular group.

C) unwelcome conduct of a sexual nature.

D) illegal only when perpetrated by managers and supervisors.

Answer: C Learning Objective: 8.2 Demonstrate a basic understanding of legal issues involved in managing human resources.

Topic/Concept: Sexual Harassment in the Workplace Difficulty level: Moderate AACSB: Application of knowledge 33) Sidney files a sexual harassment claim against her employer. In Sidney's claim, she identifies that sexual harassment is illegal under: A) Employee Retirement Income Security Act. B) Equal Pay Act. C) Consolidated Omnibus Budget Reconciliation Act. D) Title Vll of the Civil Rights Act. Answer: D Learning Objective: 8.2 Demonstrate a basic understanding of legal issues involved in managing human resources.

Topic/Concept: Sexual Harassment in the Workplace Difficulty level: Moderate AACSB: Application of knowledge

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

34) Kyle has just accepted a position as the Director of Human Resources in his organization. He wants to ensure that his employees recognize that sexual harassment is illegal and harmful.

Which of the following is a negative impact of sexual harassment?

A) Absenteeism B) Turnover C) Litigation costs D) All of these Answer: D Learning Objective: 8.2 Demonstrate a basic understanding of legal issues involved in managing human resources.

Topic/Concept: Sexual Harassment in the Workplace Difficulty level: Easy AACSB: Application of knowledge 35) Which of the following statements is accurate regarding sexual harassment?

A) Sexual harassment can result in litigation costs, absenteeism, and employee turnover.

B) Only female, nonsupervisory employees can be victims of sexual harassment.

C) The harasser can only be an employee of the organization; customers and suppliers cannot be considered perpetrators.

D) Unwelcome sexual conduct involving a same-sex perpetrator and victim cannot be legally considered as sexual harassment.

Answer: A Learning Objective: 8.2 Demonstrate a basic understanding of legal issues involved in managing human resources.

Topic/Concept: Sexual Harassment in the Workplace Difficulty level: Moderate AACSB: Application of knowledge 36) Julian's organization is committed to preventing sexual harassment in the workplace. A guideline that Julian's organization could use to prevent sexual harassment is: A) train employees on sexual harassment only after an incident occurs.

B) discourage employees from reporting harassment so that the company's record stays clean.

C) delay investigating sexual harassment claims until after the victim has left the organization.

D) hold supervisors and managers accountable for enforcing the sexual harassment policy.

Answer: D Learning Objective: 8.2 Demonstrate a basic understanding of legal issues involved in managing human resources.

Topic/Concept: Sexual Harassment in the Workplace Difficulty level: Moderate AACSB: Application of knowledge

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

37) Elian is a Human Capital Management executive. He wants to ensure that his company has an effective recruiting process. In this example, recruiting refers to: A) attracting a pool of qualified job applicants.

B) supporting the socialization of new employees.

C) determining job duties and qualifications.

D) deciding who to hire based on screening and testing job applicants.

Answer: A Learning Objective: 8.3 Describe how managers attract and select qualified employees.

Topic/Concept: How Do Managers Attract and Select Qualified Employees?

Difficulty level: Moderate AACSB: Application of knowledge 38) Keanu is a member of the Talent Acquisition team in his organization. One of his primary responsibilities is deciding who to hire based on the screening and testing of job applicants.

Keanu's focus is on: A) planning.

B) supporting.

C) recruiting.

D) selecting.

Answer: D Learning Objective: 8.3 Describe how managers attract and select qualified employees.

Topic/Concept: How Do Managers Attract and Select Qualified Employees?

Difficulty level: Moderate AACSB: Application of knowledge 39) Which term is correctly matched with its description?

A) Selection: attracting a pool of qualified job applicants B) Compliance: providing socialization for new employees C) Recruiting: deciding who to hire based on screening and testing job applicants D) Planning: determining job duties and qualifications Answer: D Learning Objective: 8.3 Describe how managers attract and select qualified employees.

Topic/Concept: How Do Managers Attract and Select Qualified Employees?

Difficulty level: Challenging AACSB: Application of knowledge 40) Damian has a challenging position in his organization. He decides who to hire based on the screening and testing of job applicants. Damian's position encompasses: A) selecting.

B) supporting.

C) assessing.

D) evaluating.

Answer: A Learning Objective: 8.3 Describe how managers attract and select qualified employees.

Topic/Concept: How Do Managers Attract and Select Qualified Employees?

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

41) Braxton wants to better understand the difference between planning and recruiting so that he can assist his manager in hiring qualified candidates in their organization. The difference between planning and recruiting is: A) planning refers to attracting a pool of qualified job applicants; recruiting refers to determining job duties and responsibilities.

B) planning refers to supporting the socialization of new employees; recruiting refers to attracting a pool of qualified applicants.

C) planning refers to determining job duties and qualifications; recruiting refers to deciding who to hire based on screening and testing job applicants.

D) planning refers to determining job duties and qualifications; recruiting refers to attracting a pool of qualified job applicants.

Answer: D Learning Objective: 8.3 Describe how managers attract and select qualified employees.

Topic/Concept: How Do Managers Attract and Select Qualified Employees?

Difficulty level: Challenging AACSB: Application of knowledge 42) Dakota's organization recognizes that human resource planning is an important component to its competitiveness in its industry. Which of the following best describes human resource planning?

A) Human resource planning refers to attracting a pool of qualified job applicants so that the company can be competitive in its industry.

B) Human resource planning aims to support the socialization of new employees so that the organization can have a strong culture.

C) Human resource planning provides informational data to managers so that they can make financial decisions.

D) Human resource planning ensures the right number of qualified and competent people are hired at the right time.

Answer: D Learning Objective: 8.3 Describe how managers attract and select qualified employees.

Topic/Concept: Human Resource Planning and Recruiting Difficulty level: Challenging AACSB: Application of knowledge

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

43) Keeley's manager has just assigned her an important task to complete in human resource planning. Which of the following most accurately represents human resource planning?

A) Human resource planning is important only in the early stages of a startup company.

B) Human resource planning recommends corrective changes based on direct observations and goal setting.

C) Human resource planning designs standards and methods of implementation of key resources.

D) Human resource planning ensures the right number of qualified and competent people are hired at the right time.

Answer: D Learning Objective: 8.3 Describe how managers attract and select qualified employees.

Topic/Concept: Human Resource Planning and Recruiting Difficulty level: Moderate AACSB: Application of knowledge 44) Colby was asked by his manager to perform a job analysis of an account manager in his company. A job analysis entails: A) the posting of job opportunities through internal sources to promote job commitment and satisfaction.

B) the targeted pool of qualified applicants that match the organization's culture.

C) the job responsibilities of a job for contract employees.

D) an in-depth evaluation of the essential tasks, competencies, working conditions, and salary range for a specific job.

Answer: D Learning Objective: 8.3 Describe how managers attract and select qualified employees.

Topic/Concept: Human Resource Planning and Recruiting Difficulty level: Moderate AACSB: Application of knowledge 45) Carly's manager has requested that she perform a job analysis of a Director of Nursing position in a healthcare company. Which of the following sources could Carly use to gain information for a job analysis?

A) Interviewing current employees B) Gathering information about similar jobs in the same industry C) Internet job sites D) All of these Answer: D Learning Objective: 8.3 Describe how managers attract and select qualified employees.

Topic/Concept: Human Resource Planning and Recruiting Difficulty level: Easy AACSB: Application of knowledge

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

46) Patrick is reviewing his position's job analysis to see if it needs to be updated. Which of the following is included in a job analysis?

A) Essential tasks B) Pay range C) Competencies D) All of these Answer: D Learning Objective: 8.3 Describe how managers attract and select qualified employees.

Topic/Concept: Human Resource Planning and Recruiting Difficulty level: Easy AACSB: Application of knowledge 47) Marshall is examining a document that lists information on a specific job including its duties, responsibilities, and working conditions. This document is referred to as: A) job evaluation.

B) job specification.

C) job analysis.

D) job description.

Answer: D Learning Objective: 8.3 Describe how managers attract and select qualified employees.

Topic/Concept: Human Resource Planning and Recruiting Difficulty level: Easy AACSB: Application of knowledge 48) Amari is a new member of the Human Resources team in her organization. She wants to be successful in her position, so she examines her job description to make sure she meets all requirements. A job description includes a position's: A) job duties.

B) knowledge.

C) skills.

D) abilities.

Answer: A Learning Objective: 8.3 Describe how managers attract and select qualified employees.

Topic/Concept: Human Resource Planning and Recruiting Difficulty level: Moderate AACSB: Application of knowledge

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

49) Jake is preparing a job specification for the position of Executive Director in his organization. A job specification includes: A) working conditions.

B) salary range.

C) job duties.

D) knowledge.

Answer: D Learning Objective: 8.3 Describe how managers attract and select qualified employees.

Topic/Concept: Human Resource Planning and Recruiting Difficulty level: Moderate AACSB: Application of knowledge 50) Jonathan's organization prefers to hire employees by advertising within its own organization to give current employees the opportunity for a promotion. Jonathan's organization uses: A) organic recruiting.

B) mechanistic recruiting.

C) external recruiting.

D) internal recruiting.

Answer: D Learning Objective: 8.3 Describe how managers attract and select qualified employees.

Topic/Concept: Human Resource Planning and Recruiting Difficulty level: Moderate AACSB: Application of knowledge 51) Miriam's organization recruits for open positions by posting on her company's intranet to give current employees an opportunity for a promotion or transfer. In this example, Miriam's organization uses to fill open job positions.

A) organic recruiting B) mechanistic recruiting C) external recruiting D) internal recruiting Answer: D Learning Objective: 8.3 Describe how managers attract and select qualified employees.

Topic/Concept: Human Resource Planning and Recruiting Difficulty level: Moderate AACSB: Application of knowledge

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

52) Tatiana is a human resource manager. She uses internal recruiting to hire five new employees in the manufacturing facility of her organization. An advantage of internal recruiting is: A) more structured hiring procedures.

B) more precise qualifications from applicant pool.

C) opportunity for fresh perspective from employees.

D) less expensive and faster than external recruiting.

Answer: D Learning Objective: 8.3 Describe how managers attract and select qualified employees.

Topic/Concept: Human Resource Planning and Recruiting Difficulty level: Challenging AACSB: Application of knowledge 53) Carlos's organization has a policy of using external recruiting to hire qualified individuals from the applicant job pool. Which of the following is a source for external recruiting?

A) Social media B) Executive search firms C) Professional associations D) All of these Answer: D Learning Objective: 8.3 Describe how managers attract and select qualified employees.

Topic/Concept: Human Resource Planning and Recruiting Difficulty level: Easy AACSB: Application of knowledge 54) Jennifer's organization has a job opening in the accounting department. To hire for this position, Jennifer posts advertisements on job websites and social media and conducts a search using professional association contacts. Jennifer's organization is using to hire for this position.

A) external recruiting B) matrix recruiting C) functional recruiting D) internal recruiting Answer: A Learning Objective: 8.3 Describe how managers attract and select qualified employees.

Topic/Concept: Human Resource Planning and Recruiting Difficulty level: Moderate AACSB: Application of knowledge

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

55) Ryan is reviewing open job postings for a company website. One job posting identifies a requirement as "experience with employee selection." Which of the following best describes the goal of employee selection?

A) Evaluating the essential tasks and competencies of a position B) Advertising within an organization to boost morale C) Hiring through referrals, job websites, social media, and professional associations D) Finding the person who is the best fit for the job and organization Answer: D Learning Objective: 8.3 Describe how managers attract and select qualified employees.

Topic/Concept: Employee Selection: Overview Difficulty level: Moderate AACSB: Application of knowledge 56) Tiffany is administering a selection test to a job applicant. She is concerned about the test's validity and reliability. Which of the following best describes validity and reliability?

A) Validity refers to finding the best fit for the job; reliability refers to the method of recruitment.

B) Validity refers to using external sources to increase the applicant pool; reliability refers to using internal sources to increase employee morale.

C) Validity refers to the knowledge, skills, and experience needed for a position; reliability refers to the job duties and competencies.

D) Validity refers to predicting actual job performance; reliability refers to measuring consistently and accurately.

Answer: D Learning Objective: 8.3 Describe how managers attract and select qualified employees.

Topic/Concept: Employee Selection: Overview Difficulty level: Challenging AACSB: Application of knowledge 57) Isabella's organization uses selection tests to assess if job applicants have the necessary skills and competencies for the position. To ensure that the selection test is valid, Isabella should focus on making sure: A) the applicant pool includes both internal and external recruiting members.

B) applicants have superior intelligence.

C) multiple measurements are consistent.

D) the test can be proven to predict actual job performance.

Answer: D Learning Objective: 8.3 Describe how managers attract and select qualified employees.

Topic/Concept: Employee Selection: Overview Difficulty level: Moderate AACSB: Application of knowledge

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

58) Jose is applying for a position as a project manager at a construction company. He was asked to complete an employment test. What is the purpose of an employment test?

A) The purpose of an employment test is to find an internal candidate for the position.

B) The purpose of an employment test is to find the person who matches the organizational culture.

C) The purpose of an employment test is to demonstrate multiple measurements of the same characteristic.

D) The purpose of an employment test is to measure characteristics of the applicant that help predict if they can do the job successfully.

Answer: D Learning Objective: 8.3 Describe how managers attract and select qualified employees.

Topic/Concept: Selection Methods Difficulty level: Challenging AACSB: Application of knowledge 59) Ethan is applying for a position as a fire fighter. Before he can be considered for the position, Ethan is required to complete several employment tests. Which of the following can be measured using employment tests?

A) Cognitive ability B) Personality C) Aptitude D) All of these Answer: D Learning Objective: 8.3 Describe how managers attract and select qualified employees.

Topic/Concept: Selection Methods Difficulty level: Easy AACSB: Application of knowledge 60) In job interviews, Avery uses an informal approach and asks job candidates random questions. In this example, Avery's approach is best described as: A) structured interview.

B) situational questions.

C) behavioral questions.

D) unstructured interview.

Answer: D Learning Objective: 8.3 Describe how managers attract and select qualified employees.

Topic/Concept: Interviews Difficulty level: Easy AACSB: Application of knowledge

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

61) During Betty's last job interview, a recruiter asked her to "Describe a situation in which you used teamwork to achieve a goal." Betty's recruiter used: A) structured interview.

B) standardized question.

C) attitude testing.

D) behavioral question.

Answer: D Learning Objective: 8.3 Describe how managers attract and select qualified employees.

Topic/Concept: Interviews Difficulty level: Moderate AACSB: Application of knowledge 62) Carol and James are revising their organization's training and development manual for new employees. In the manual, the purpose of training is described as: A) executing the organization's strategy including performance management.

B) understanding an employee's role in the organization.

C) improving skills and behaviors needed for future career progression.

D) ensuring employees have the skills and knowledge needed to perform their jobs.

Answer: D Learning Objective: 8.4 Describe how managers train and develop employees and manage performance.

Topic/Concept: Training and Development Difficulty level: Moderate AACSB: Application of knowledge 63) Tyler's recent performance appraisal indicated that he needs to improve skills and behaviors needed for future career progression. Improving these skills and behaviors involves: A) competencies.

B) internal recruiting.

C) evaluation.

D) development.

Answer: D Learning Objective: 8.4 Describe how managers train and develop employees and manage performance.

Topic/Concept: Training and Development Difficulty level: Moderate AACSB: Application of knowledge

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

64) Jim is a newly hired employee in an electrical engineering firm. To help Jim gain the skills he needs to be successful in his job, Jim's organization requires that he participate in classroom lectures, videos, and computer-based training. Jim's organization offers: A) off-the-job training.

B) external recruiting.

C) employment tests.

D) mediated training.

Answer: A Learning Objective: 8.4 Describe how managers train and develop employees and manage performance.

Topic/Concept: Training and Development Difficulty level: Moderate AACSB: Application of knowledge 65) Kayla regularly meets with her employees to evaluate their performance, share feedback, and communicate organizational goals on an annual basis. Kayla's meetings with her employees constitute: A) on-the-job training.

B) behavioral questioning.

C) cognitive testing.

D) performance appraisal.

Answer: D Learning Objective: 8.4 Describe how managers train and develop employees and manage performance.

Topic/Concept: Performance Management Difficulty level: Easy AACSB: Application of knowledge 66) Jeffrey is a human resource manager. To evaluate his employees' behavior and share feedback during performance appraisals, Jeffrey measures the range of behaviors for a job task by associating each behavior with a numerical scale. This scale is referred to as a(n): A) developmentally anchored evaluation scale.

B) internal qualitative scale.

C) intuitive measurement scale.

D) behaviorally anchored rating scale.

Answer: D Learning Objective: 8.4 Describe how managers train and develop employees and manage performance.

Topic/Concept: Performance Management Difficulty level: Moderate AACSB: Application of knowledge

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

67) Cynthia's organization uses performance feedback from a variety of sources including managers, coworkers, and customers to provide a well-rounded view of performance. This is referred to as: A) training.

B) development.

C) internal recruiting.

D) 360-degree feedback.

Answer: D Learning Objective: 8.4 Describe how managers train and develop employees and manage performance.

Topic/Concept: Communicating Performance Feedback Difficulty level: Moderate AACSB: Application of knowledge 68) Elias is a member of the human resource team in his organization. He wants to ensure that he understands the functions of his position so that he can complete his tasks effectively. The major functions of human resource management are financial planning, marketing, production, and compensation.

Answer: FALSE Learning Objective: 8.1 Explain the importance of managing human resources.

Topic/Concept: Why Is Human Resource Management Important?

Difficulty level: Moderate AACSB: Application of knowledge 69) Sierra wants to better understand her organization's financial assets so she can apply for a promotion next month. Examples of financial assets are patents, copyrights, and trademarks.

Answer: FALSE Learning Objective: 8.1 Explain the importance of managing human resources.

Topic/Concept: Human Resources as Assets Difficulty level: Moderate AACSB: Application of knowledge 70) As a Financial Officer, Caleb reviews his organization's financial assets. Financial assets are best described as intangible items that have a monetary value.

Answer: FALSE Learning Objective: 8.1 Explain the importance of managing human resources.

Topic/Concept: Human Resources as Assets Difficulty level: Moderate AACSB: Application of knowledge 71) An organization's financial assets include cash, stocks, and bonds.

Answer: TRUE Learning Objective: 8.1 Explain the importance of managing human resources.

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

72) Lorena is attending a conference on the four types of assets that organizations possess.

Lorena should recognize that the four types of assets are: financial, virtual, domestic, and global.

Answer: FALSE Learning Objective: 8.1 Explain the importance of managing human resources.

Topic/Concept: Human Resources as Assets Difficulty level: Moderate AACSB: Application of knowledge 73) Lindsey recognizes that her organization's human capital is a source of its competitive advantage. Human capital is best described as the time, talent, and energy of your workforce.

Answer: TRUE Learning Objective: 8.1 Explain the importance of managing human resources.

Topic/Concept: Human Resources as Assets Difficulty level: Moderate AACSB: Application of knowledge 74) Zachary is a member of the management team in his organization. He recognizes that an organization's physical assets contribute to its effectiveness in its industry. Examples of physical assets are buildings and equipment.

Answer: TRUE Learning Objective: 8.1 Explain the importance of managing human resources.

Topic/Concept: Human Resources as Assets Difficulty level: Moderate AACSB: Application of knowledge 75) An example of an Equal Employment Opportunity law is Title VII of the Civil Rights Act. Answer: TRUE Learning Objective: 8.2 Demonstrate a basic understanding of legal issues involved in managing human resources.

Topic/Concept: Federal Employment Laws Difficulty level: Easy AACSB: Application of knowledge 76) The Environmental Protection Act is an example of an Equal Employment Opportunity law.

Answer: FALSE Learning Objective: 8.2 Demonstrate a basic understanding of legal issues involved in managing human resources.

Topic/Concept: Federal Employment Laws Difficulty level: Moderate AACSB: Application of knowledge

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

77) As a result of the Americans with Disabilities Act, employers are required to offer reasonable accommodations to qualified individuals with disabilities.

Answer: TRUE Learning Objective: 8.2 Demonstrate a basic understanding of legal issues involved in managing human resources.

Topic/Concept: Federal Employment Laws Difficulty level: Moderate AACSB: Application of knowledge 78) Willow wants to learn the difference between disparate treatment and adverse impact so that she can become certified as a human resource professional. The primary difference between disparate treatment and adverse impact is that disparate treatment is intentional and adverse impact is unintentional.

Answer: TRUE Learning Objective: 8.2 Demonstrate a basic understanding of legal issues involved in managing human resources.

Topic/Concept: Workplace Discrimination Difficulty level: Challenging AACSB: Application of knowledge 79) As a Talent Acquisition specialist, Taylor's job focuses on deciding who to hire based on screening and testing job applicants. Taylor's job is best described as recruiting.

Answer: FALSE Learning Objective: 8.3 Describe how managers attract and select qualified employees.

Topic/Concept: How Do Managers Attract and Select Qualified Employees?

Difficulty level: Moderate AACSB: Application of knowledge 80) Julius wants to use external recruiting to hire for an open position in his organization's Graphic Art department. An advantage of external recruiting is that it helps keeps employees motivated for promotions and transfers.

Answer: FALSE Learning Objective: 8.3 Describe how managers attract and select qualified employees.

Topic/Concept: Human Resource Planning and Recruiting Difficulty level: Moderate AACSB: Application of knowledge 81) David wants to use external recruiting to advertise for an open position in his organization.

Sources of external recruiting sources include referrals, job websites, social media, and professional associations.

Answer: TRUE Learning Objective: 8.3 Describe how managers attract and select qualified employees.

Topic/Concept: Human Resource Planning and Recruiting Difficulty level: Easy AACSB: Application of knowledge

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82) Trevor uses selection tests to assess job candidates for a specific job. He wants to make sure that the selection test is reliable. Reliability refers to consistent and accurate measurement of an applicant's characteristics.

Answer: TRUE Learning Objective: 8.3 Describe how managers attract and select qualified employees.

Topic/Concept: Employee Selection: Overview Difficulty level: Moderate AACSB: Application of knowledge 83) Personality tests are not strong predictors of job performance.

Answer: TRUE Learning Objective: 8.3 Describe how managers attract and select qualified employees.

Topic/Concept: Selection Methods Difficulty level: Moderate AACSB: Application of knowledge 84) As a member of the Human Resource team, Sophie is delivering a presentation to her organization's Board of Directors on the organization's four types of assets. Identify and describe the four types of assets in an organization.

Answer: Responses may vary. Organizations have four types of assets: financial assets, physical assets, intellectual property, and human capital. An organization's financial assets refer to cash, stocks, and bonds. An organization's physical assets refer to tangible items that have a monetary value such as buildings and equipment. Intellectual property refers to intangible assets such as patents, copyrights, designs, and trademarks. Human capital is the knowledge, technical and interpersonal skills, abilities and competencies, intellectual capacity, and motivation of organizational members.

Learning Objective: 8.1 Explain the importance of managing human resources.

Topic/Concept: Human Resources as Assets Difficulty level: Challenging AACSB: Critical thinking 85) Monroe wants to ensure that he understands the importance of Title Vll of the Civil Rights Act so that his organization can create and communicate clear policies and procedures to prohibit discrimination. Describe Title Vll of the Civil Rights Act and identify why this act is important for organizations.

Answer: Responses may vary. Title Vll of the Civil Rights Act of 1964 made it illegal for organizations to discriminate against employees on the basis of race, color, religion, national origin, or sex. It was put into place to prevent discrimination and harassment in the workplace.

This act also required accommodations for employees that sincerely hold religious practices, unless doing so would impose an undue hardship for the organization. Title Vll of the Civil Rights Act is important as organizations found in violation are punishable by law.

Learning Objective: 8.2 Demonstrate a basic understanding of legal issues involved in managing human resources.

Topic/Concept: Federal Employment Laws Difficulty level: Challenging AACSB: Critical thinking 26 Copyright © 2023 Pearson Education, Inc.

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86) Equal Employment Opportunity laws in the U.S. serve to protect workers from discrimination in employment settings. Identify and describe any two Equal Employment Opportunity laws.

Answer: Responses may vary. The two laws selected for discussion are the Age Discrimination in Employment Act of 1967 and the Americans with Disabilities Act of 1990. The Age Discrimination in Employment Act protects people who are 40 years of age and older from discrimination on the basis of age. This means that an organization cannot discriminate against an employee or applicant due to their age. The Americans with Disabilities Act of 1990 prohibits discrimination against a qualified person with a disability. This Act also requires employers to make reasonable accommodations for physical and mental limitations of an otherwise qualified individual, unless an undue hardship results for the organization. Both of these pieces of legislation are powerful in promoting equal employment.

Learning Objective: 8.2 Demonstrate a basic understanding of legal issues involved in managing human resources.

Topic/Concept: Federal Employment Laws Difficulty level: Challenging AACSB: Critical thinking 87) A human resources team member received an email from the CEO of the organization asking for additional clarification on disparate treatment and adverse impact. Define disparate treatment and adverse impact. Describe how disparate treatment differs from adverse impact.

Answer: Responses may vary. Disparate treatment refers to the intentional discrimination that occurs when job applicants or employees are treated differently based on their membership in a protected group. Sexual harassment is a form of disparate treatment. Adverse impact occurs when an employment practice appears neutral but results in discrimination against a specific group. Disparate treatment differs from adverse impact in that disparate impact is intentional discrimination while adverse impact is unintentional.

Learning Objective: 8.2 Demonstrate a basic understanding of legal issues involved in managing human resources.

Topic/Concept: Workplace Discrimination Difficulty level: Challenging AACSB: Critical thinking 88) As an executive member of the Human Resource team in her organization, Juliette monitors all claims of sexual harassment. Identify and describe the two forms of sexual harassment.

Answer: Responses may vary. The two forms of sexual harassment are hostile work environment and quid pro quo sexual harassment. Hostile work environment sexual harassment refers to the unwelcome, frequent, and pervasive verbal or physical behavior that creates an uncomfortable, intimidating, or abusive work situation. An example of hostile work environment sexual harassment is sexually explicit jokes. Quid pro quo sexual harassment refers to submission to or rejection of sexual demands made on the basis of employment decisions such as pay or promotion.

Learning Objective: 8.2 Demonstrate a basic understanding of legal issues involved in managing human resources.

Topic/Concept: Sexual Harassment in the Workplace Difficulty level: Challenging AACSB: Critical thinking 27 Copyright © 2023 Pearson Education, Inc.

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89) Aaron wants to ensure that his organization follows all federal mandates prohibiting sexual harassment in the workplace. What should Aaron recommend to his organization to make sure that it follows all sexual harassment discrimination requirements and guidelines?

Answer: Responses may vary. Aaron should recommend that his organization create and clearly communicate a sexual harassment policy that prohibits sexual harassment and outlines steps to take if employees experience or witness harassment. Aaron should also recommend that his organization holds supervisors and managers accountable for enforcing the policy and immediately investigate any complaints of harassment. In addition, Aaron should recommend that the organization not retaliate against an employee who reports harassment.

Learning Objective: 8.2 Demonstrate a basic understanding of legal issues involved in managing human resources.

Topic/Concept: Sexual Harassment in the Workplace Difficulty level: Challenging AACSB: Critical thinking 90) The Chief Operating Officer of a healthcare company has requested that its Human Resource department conduct human resource planning to ensure that the right number of qualified and competent people are hired at the right time. As a member of the Human Resource department, Nick was selected to conduct an investigation detailing the job analysis and job description for a specific job. Define and describe job analysis and job description.

Answer: Responses may vary. Job analysis provides an in-depth evaluation of the essential tasks, competencies, physical working conditions, and salary range for a specific job. Nick can gather information for the job analysis by interviewing, surveying, and observing current employees. A job description details the job duties, responsibilities, and working conditions for a specific job. Both are important in human resource planning.

Learning Objective: 8.3 Describe how managers attract and select qualified employees.

Topic/Concept: Human Resource Planning and Recruiting Difficulty level: Challenging AACSB: Critical thinking 91) Due to the approaching holiday season, Sandra's company needs to hire an additional 50 customer service associates. Sandra is unsure if she should use internal or external recruitment to hire these employees. Identify internal and external recruitment and describe the benefits of each.

Answer: Responses may vary. Internal recruitment refers to filling open positions by advertising within the company and giving current employees an opportunity to apply for a promotion or transfer. An advantage of internal recruitment is that it provides motivation for employees as they understand they will receive the first chance at a job posting. It is also less expensive and faster than external recruitment. External recruitment refers to posting for open job positions outside of the organization and includes referrals, job websites, social media, and professional associations. An advantage of external recruitment is that hiring from outside the organization brings in employees with new knowledge, skills, and experience.

Learning Objective: 8.3 Describe how managers attract and select qualified employees.

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92) Logan's organization uses selection tests to find the right person for the job in their company.

He wants to ensure that the selection test possesses both validity and reliability. Describe validity and reliability and identify why both are important in selection tests.

Answer: Responses may vary. Validity refers to a test being job-related and can be proven to predict actual job performance. Reliability refers to measuring an applicant's characteristics consistently and accurately. Both validity and reliability are important in selection tests to make sure effective techniques are used in selecting potential employees.

Learning Objective: 8.3 Describe how managers attract and select qualified employees.

Topic/Concept: Employee Selection: Overview Difficulty level: Challenging AACSB: Critical thinking 93) Oliver is preparing for a job interview as a financial analyst. He was informed that the recruiter will be conducting an unstructured interview. Describe an unstructured interview. What is a potential limitation of an unstructured interview?

Answer: Responses may vary. An unstructured interview consists of an informal approach where the recruiter asks random questions. A potential limitation of an unstructured interview is that unstructured interviews tend to be low in validity.

Learning Objective: 8.3 Describe how managers attract and select qualified employees.

Topic/Concept: Interviews Difficulty level: Challenging AACSB: Critical thinking

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Management: An Interactive Approach, 1e (Mollica) Chapter 9 Individuals and Diversity at Work 1) Drew is performing an analysis on the different managers in his organization. His goal is to determine which managers have the general ability to solve problems, plan, think abstractly, understand complex ideas, and learn from experience. Drew's analysis is based on the managers': A) competency.

B) valence.

C) instrumentality.

D) cognitive ability.

Answer: D Learning Objective: 9.1 Recognize the significance of individual differences in the workplace.

Topic/Concept: Differences in Ability Difficulty level: Easy AACSB: Application of knowledge 2) Hailey has found that she prefers to be creative at work rather than working on detailed spreadsheets. She uses her creativity to develop new marketing campaigns for her organization.

Hailey's preference for creative work represents her: A) cognitive ability.

B) valence.

C) instrumentality.

D) job interests.

Answer: D Learning Objective: 9.1 Recognize the significance of individual differences in the workplace.

Topic/Concept: Job Interests Difficulty level: Moderate AACSB: Application of knowledge 3) Marvin is working on a presentation to deliver to his manager on the job categories that comprise the RIASEC framework. In Marvin's presentation, he should describe people who prefer working with their hands, practical tasks, and mechanical or physical activities as: A) investigative.

B) artistic.

C) social.

D) realistic.

Answer: D Learning Objective: 9.1 Recognize the significance of individual differences in the workplace.

Topic/Concept: Job Interests Difficulty level: Moderate AACSB: Application of knowledge

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4) Lia is working on a team project with Alberto. They like to be creative, intuitive, and appreciate art, writing, theater, and languages. According to the RIASEC framework, Lia and Alberto would be best described as: A) investigative.

B) artistic.

C) social.

D) realistic.

Answer: B Learning Objective: 9.1 Recognize the significance of individual differences in the workplace.

Topic/Concept: Job Interests Difficulty level: Moderate AACSB: Application of knowledge 5) According to the RIASEC framework, people who prefer calm, orderly, and organized tasks in industries such as accounting and banking are described as: A) investigative.

B) artistic.

C) social.

D) conventional.

Answer: D Learning Objective: 9.1 Recognize the significance of individual differences in the workplace.

Topic/Concept: Job Interests Difficulty level: Moderate AACSB: Application of knowledge 6) Wendy is an accountant at a well-known firm. Wendy's work is most effective and efficient when her workspace is organized and orderly. The best description for Wendy's job interests according to the RIASEC framework is: A) investigative.

B) artistic.

C) social.

D) conventional.

Answer: D Learning Objective: 9.1 Recognize the significance of individual differences in the workplace.

Topic/Concept: Job Interests Difficulty level: Moderate AACSB: Application of knowledge

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7) Courtney is reviewing the jobs in her department to determine the best job interests of her employees. She finds that an employee currently in the account executive job prefers competitive work where they can be assertive and ambitious. Courtney's job analysis determines that the category best describes the person for this job.

A) enterprising B) artistic C) social D) conventional Answer: A Learning Objective: 9.1 Recognize the significance of individual differences in the workplace.

Topic/Concept: Job Interests Difficulty level: Moderate AACSB: Application of knowledge 8) Match the term with its description.

A) Investigative: people who prefer working with their hands, practical tasks, and mechanical activities B) Artistic: people who prefer analytical, complex problems C) Social: people who prefer social interaction in their work D) Conventional: people who prefer creative, intuitive, and imaginative tasks Answer: C Learning Objective: 9.1 Recognize the significance of individual differences in the workplace.

Topic/Concept: Job Interests Difficulty level: Challenging AACSB: Application of knowledge 9) James is working as an intern in a nonprofit organization because he prefers social interaction in his work as he helps others. The best description of James's job interest is: A) investigative.

B) artistic.

C) social.

D) conventional.

Answer: C Learning Objective: 9.1 Recognize the significance of individual differences in the workplace.

Topic/Concept: Job Interests Difficulty level: Moderate AACSB: Application of knowledge

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10) Olga received an award for 20 years of service as a social worker. In her acceptance speech, Olga stated that she loves social services because she prefers social interaction in her work and helping others. Olga's job interest is best described as: A) investigative.

B) artistic.

C) social.

D) conventional.

Answer: C Learning Objective: 9.1 Recognize the significance of individual differences in the workplace.

Topic/Concept: Job Interests Difficulty level: Moderate AACSB: Application of knowledge 11) Gregory strives to be the number one salesperson in his division. He prefers competitive work where he can be assertive and ambitious. Gregory's job interest is best described as: A) investigative.

B) artistic.

C) social.

D) enterprising.

Answer: D Learning Objective: 9.1 Recognize the significance of individual differences in the workplace.

Topic/Concept: Job Interests Difficulty level: Moderate AACSB: Application of knowledge 12) Donovan is a salesperson in an automobile dealership. He finds that he is most satisfied at work when he can be assertive and competitive with other salespeople. Donovan's job interests are best recognized as: A) realistic.

B) social.

C) enterprising.

D) conventional.

Answer: C Learning Objective: 9.1 Recognize the significance of individual differences in the workplace.

Topic/Concept: Job Interests Difficulty level: Moderate AACSB: Application of knowledge

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13) After many years of working in the engineering field, Bob changed careers and is now a real estate agent. Bob found that this change better suits him, as he prefers social interaction in his work and enjoys helping his clients. Bob's job interests are best categorized as: A) realistic.

B) social.

C) enterprising.

D) artistic.

Answer: B Learning Objective: 9.1 Recognize the significance of individual differences in the workplace.

Topic/Concept: Job Interests Difficulty level: Moderate AACSB: Application of knowledge 14) Catherine does not feel satisfied at work. She would like to change to a career where she can be creative and imaginative, such as in the theater. Catherine's job interests are best described as: A) conventional.

B) social.

C) enterprising.

D) artistic.

Answer: D Learning Objective: 9.1 Recognize the significance of individual differences in the workplace.

Topic/Concept: Job Interests Difficulty level: Moderate AACSB: Application of knowledge 15) Our patterns of thought, emotion, and behavior are referred to as: A) job interests.

B) expectations.

C) valence.

D) personality.

Answer: D Learning Objective: 9.1 Recognize the significance of individual differences in the workplace.

Topic/Concept: Personality Difficulty level: Easy AACSB: Application of knowledge 16) Kelsey likes to be open and take risks as she is curious and has a wide range of interests.

Kelsey's key personality trait is: A) extraversion.

B) agreeableness.

C) neuroticism.

D) openness to experience.

Answer: D Learning Objective: 9.1 Recognize the significance of individual differences in the workplace.

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17) Marcus has an outgoing personality. He tends to be talkative and assertive as he enjoys social interactions. Marcus's key personality trait is: A) extraversion.

B) agreeableness.

C) neuroticism.

D) openness to experience.

Answer: A Learning Objective: 9.1 Recognize the significance of individual differences in the workplace.

Topic/Concept: Personality Difficulty level: Moderate AACSB: Application of knowledge 18) A large organization sponsors a baseball team for its employees. One of the members on the team, Jake, likes to be the center of attention as he is outgoing, talkative, and assertive during social interactions. Jake's key personality trait is: A) extraversion.

B) agreeableness.

C) neuroticism.

D) openness to experience.

Answer: A Learning Objective: 9.1 Recognize the significance of individual differences in the workplace.

Topic/Concept: Personality Difficulty level: Moderate AACSB: Application of knowledge 19) On a recent job interview, Caleb was asked to take a personality test to see if his personality would be a good fit for the position. The personality test revealed that Caleb scored high in emotional stability. A high score in emotional stability means that Caleb: A) is more engaged on the job and continues to learn.

B) is outgoing, talkative, and assertive.

C) gets along well with others and is considered friendly.

D) reacts well in challenging situations and remains calm.

Answer: D Learning Objective: 9.1 Recognize the significance of individual differences in the workplace.

Topic/Concept: Personality Difficulty level: Challenging AACSB: Application of knowledge

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20) Chelsea is looking for a new job. The job description states that an organization is looking for candidates that get along well with others and are friendly, trusting, empathetic, and considerate. This personality type is best described as high in: A) emotional stability.

B) extraversion.

C) openness to experience.

D) agreeableness.

Answer: D Learning Objective: 9.1 Recognize the significance of individual differences in the workplace.

Topic/Concept: Personality Difficulty level: Challenging AACSB: Application of knowledge 21) Kiernan works as a recruiter in the technology field. When he is interviewing candidates, Kiernan is looking for people who are open to risks and new ideas and are curious and imaginative. The personality that best describes these traits is: A) emotional stability.

B) extraversion.

C) openness to experience.

D) agreeableness.

Answer: C Learning Objective: 9.1 Recognize the significance of individual differences in the workplace.

Topic/Concept: Personality Difficulty level: Challenging AACSB: Application of knowledge 22) Bailey is looking for a new job. She feels that her best personality qualities are her reliability, dependability, and organization. Bailey's personality is best described as: A) emotional stability.

B) extraversion.

C) openness to experience.

D) conscientiousness.

Answer: D Learning Objective: 9.1 Recognize the significance of individual differences in the workplace.

Topic/Concept: Personality Difficulty level: Moderate AACSB: Application of knowledge

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

23) Christina recently received a promotion at work. She received her promotion because Christina is known for her reliability, dependability, and organizational skills. Christina's personality is best described as high in: A) emotional stability.

B) extraversion.

C) openness to experience.

D) conscientiousness.

Answer: D Learning Objective: 9.1 Recognize the significance of individual differences in the workplace.

Topic/Concept: Personality Difficulty level: Moderate AACSB: Application of knowledge 24) In Garrison's organization, employees receive promotions based on their seniority in the company. Garrison has inconsistency in his behavior and attitude toward this policy of promotion by seniority. In this example, Garrison demonstrates: A) job satisfaction.

B) counterproductive work behaviors.

C) social responsibility.

D) cognitive dissonance.

Answer: D Learning Objective: 9.2 Determine the effect of attitudes on individual-level work outcomes.

Topic/Concept: Attitudes, Behavior, and Cognition Difficulty level: Moderate AACSB: Application of knowledge 25) Tomas is working as a consultant for a food production company. His examination of the organization revealed that employees have overall positive or negative evaluations of people, situations, issues, and objects that affect their workplace behavior. Tomas's work focuses on employees': A) emotions.

B) moods.

C) attitudes.

D) abilities.

Answer: C Learning Objective: 9.2 Determine the effect of attitudes on individual-level work outcomes.

Topic/Concept: Attitudes, Behavior, and Cognition Difficulty level: Easy AACSB: Application of knowledge

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26) One of Chandler's responsibilities is to understand employees' attitudes about their coworkers, situations, issues, and workplace that affect their workplace behavior. The three components of attitude are: A) realized, espoused, actual.

B) direct, indirect, abstract.

C) affective, behavioral, cognitive.

D) abilities, skills, knowledge.

Answer: C Learning Objective: 9.2 Determine the effect of attitudes on individual-level work outcomes.

Topic/Concept: Attitudes, Behavior, and Cognition Difficulty level: Easy AACSB: Application of knowledge 27) Zhao is known as an effective manager. He understands that his employees have attitudes about their coworkers and situations that impact their workplace behavior. A component of an attitude is: A) espoused.

B) abstract.

C) deliberate.

D) affective.

Answer: D Learning Objective: 9.2 Determine the effect of attitudes on individual-level work outcomes.

Topic/Concept: Attitudes, Behavior, and Cognition Difficulty level: Easy AACSB: Application of knowledge 28) Mariah recognizes that her employees' attitudes impact their workplace behavior. She wants to focus on her employees' feelings about a workplace issue. An employee's feelings about a workplace issue are best represented as the component in the ABC Model of Attributes.

A) cognitive B) direct C) behavioral D) affective Answer: D Learning Objective: 9.2 Determine the effect of attitudes on individual-level work outcomes.

Topic/Concept: Attitudes, Behavior, and Cognition Difficulty level: Challenging AACSB: Application of knowledge

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

29) Workers in Jasmine's organization are upset with the new pay-for-performance system. To protest this new policy, the workers are trying to decide how they will act or behave. The actions or behaviors of the workers represent the component in the ABC Model of Attributes.

A) cognitive B) direct C) behavioral D) affective Answer: C Learning Objective: 9.2 Determine the effect of attitudes on individual-level work outcomes.

Topic/Concept: Attitudes, Behavior, and Cognition Difficulty level: Challenging AACSB: Application of knowledge 30) Abraham wants to ensure that his employees have job satisfaction and are motivated to perform to their best ability at work. He concentrates on what his employees believe and their knowledge as the source of their attitudes about work. The beliefs and knowledge of employees represent the component in the ABC Model of Attributes.

A) cognitive B) direct C) behavioral D) affective Answer: A Learning Objective: 9.2 Determine the effect of attitudes on individual-level work outcomes.

Topic/Concept: Attitudes, Behavior, and Cognition Difficulty level: Challenging AACSB: Application of knowledge 31) Melissa is developing a presentation for her organization's annual board of directors meeting.

Her presentation focuses on employees' attitudes toward their workplace. How should Melissa describe the affective component of attitudes?

A) The affective component of attitudes focuses on what an employee feels about something.

B) The affective component of attitudes focuses on how an employee acts or behaves.

C) The affective component of attitudes focuses on an employee's beliefs or knowledge.

D) The affective component of attitudes focuses on the inconsistency between attitudes and behaviors.

Answer: A Learning Objective: 9.2 Determine the effect of attitudes on individual-level work outcomes.

Topic/Concept: Attitudes, Behavior, and Cognition Difficulty level: Challenging AACSB: Application of knowledge

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

32) Matthew and Nicholas are members of their organization's senior leadership team. They are concerned about the level of job satisfaction being reported by members of their organization.

Which of the following best describes job satisfaction?

A) How much someone likes their job overall B) An employee's feelings about something C) How a person acts or behaves D) What a person believes or their knowledge Answer: A Learning Objective: 9.2 Determine the effect of attitudes on individual-level work outcomes.

Topic/Concept: Job Satisfaction Difficulty level: Easy AACSB: Application of knowledge 33) Julia just completed a one-day workshop on a workplace issue. At the end of the workshop, Julia was asked "How do you like your job overall?" In this example, Julia was asked about her: A) burnout.

B) cognitive dissonance.

C) personality.

D) job satisfaction.

Answer: D Learning Objective: 9.2 Determine the effect of attitudes on individual-level work outcomes.

Topic/Concept: Job Satisfaction Difficulty level: Easy AACSB: Application of knowledge 34) There have been many employees in George's organization that have been coming in late to work and taking an excessive number of sick days. The management team of George's organization is concerned about the job satisfaction of its employees and decides to perform some research on job satisfaction. Which of the following statements regarding job satisfaction is accurate?

A) The top factor that contributes to job satisfaction is respectful treatment of employees at all levels.

B) The top factor that contributes to job satisfaction is compensation.

C) The top factor that contributes to job satisfaction is opportunities to use skills and abilities at work.

D) The top factor that contributes to job satisfaction is job security.

Answer: A Learning Objective: 9.2 Determine the effect of attitudes on individual-level work outcomes.

Topic/Concept: Job Satisfaction Difficulty level: Challenging AACSB: Application of knowledge

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35) Katarina has been asked to examine the factors that contribute to employees' job satisfaction in her organization. After performing research, Katarina found that the factors that contribute the most to job satisfaction are: A) compensation.

B) respectful treatment of all employees at all levels.

C) job security.

D) all of these.

Answer: D Learning Objective: 9.2 Determine the effect of attitudes on individual-level work outcomes.

Topic/Concept: Attitudes, Behavior, and Cognition Difficulty level: Easy AACSB: Application of knowledge 36) Marcy is having a challenging time at work. One of her coworkers is engaging in counterproductive work behaviors, which are having an impact on Marcy. Which of the following is an example of a counterproductive work behavior?

A) Burnout B) Respectful treatment of all employees at all levels C) Stealing company property D) Leadership Answer: C Learning Objective: 9.2 Determine the effect of attitudes on individual-level work outcomes.

Topic/Concept: Individual-Level Outcomes Difficulty level: Easy AACSB: Application of knowledge 37) Jenna is unhappy with her position at work. She decides to purposefully do her work incorrectly so that her department will not meet its goals. In this example, Jenna is participating in: A) counterproductive work behavior.

B) cognitive dissonance.

C) job satisfaction.

D) affective cognition.

Answer: A Learning Objective: 9.2 Determine the effect of attitudes on individual-level work outcomes.

Topic/Concept: Individual-Level Outcomes Difficulty level: Moderate AACSB: Application of knowledge

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38) Daniel is a new member of his organization. During his first week on the job, Daniel is surprised to see employees purposefully doing their work incorrectly, sabotaging equipment, and overreporting their hours worked. These actions are best described as: A) cognitive acceptance.

B) behavioral manipulation.

C) affective modeling.

D) counterproductive work behaviors.

Answer: D Learning Objective: 9.2 Determine the effect of attitudes on individual-level work outcomes.

Topic/Concept: Individual-Level Outcomes Difficulty level: Moderate AACSB: Application of knowledge 39) Kimberly is a member of the client services team in her organization. After a difficult day at work, Kimberly feels exhausted and negative toward her job as she demonstrates reduced professional effectiveness. Kimberly is experiencing: A) burnout.

B) cognitive dissonance.

C) job satisfaction.

D) counterproductive work behaviors.

Answer: A Learning Objective: 9.2 Determine the effect of attitudes on individual-level work outcomes.

Topic/Concept: Individual-Level Outcomes Difficulty level: Moderate AACSB: Application of knowledge 40) Mariana works in healthcare management. She works many long hours with challenging customers and coworkers. After a few weeks, Mariana notices that she is feeling negatively toward her job and that her ability to be effective at work is reduced. Mariana is experiencing: A) openness to experience.

B) emotional stability.

C) conscientiousness.

D) burnout.

Answer: D Learning Objective: 9.2 Determine the effect of attitudes on individual-level work outcomes.

Topic/Concept: Individual-Level Outcomes Difficulty level: Moderate AACSB: Application of knowledge

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41) Ricky is the director of the Human Resources department in his organization. He is concerned that his organization is not effectively managing the demographic differences among its employees, both visible and invisible. Ricky's concern is based on the concept of: A) transactional leadership.

B) escalation of commitment.

C) projection bias.

D) workforce diversity.

Answer: D Learning Objective: 9.3 Detail the effects of diversity and inclusion practices on employees and organizations.

Topic/Concept: Diversity and Inclusion Difficulty level: Moderate AACSB: Application of knowledge 42) Workforce diversity refers to: A) assumptions about values, beliefs, and attitudes.

B) the demographic differences among people.

C) avoiding members of a specific group.

D) matching a dominant group.

Answer: B Learning Objective: 9.3 Detail the effects of diversity and inclusion practices on employees and organizations.

Topic/Concept: Diversity and Inclusion Difficulty level: Easy AACSB: Application of knowledge 43) Which of the following represents a demographic difference among employees?

A) Affiliation B) Advocacy C) Association D) Ethnicity Answer: D Learning Objective: 9.3 Detail the effects of diversity and inclusion practices on employees and organizations.

Topic/Concept: Diversity and Inclusion Difficulty level: Moderate AACSB: Application of knowledge

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44) Lacey wants to ensure that her organization's diversity and inclusion policy accurately represents the workforce diversity of its employees. Which of the following is an example of workforce diversity?

A) Age B) Advocacy C) Association D) Appearance Answer: A Learning Objective: 9.3 Detail the effects of diversity and inclusion practices on employees and organizations.

Topic/Concept: Diversity and Inclusion Difficulty level: Moderate AACSB: Application of knowledge 45) Damien is a member of his organization's diversity and inclusion initiative. He wants to ensure that the organization's workforce diversity is accurately described in its mission and vision statements. Which of the following best represents workforce diversity?

A) Opportunities for employees to have more choice B) Policies that make work more rewarding C) Procedures that increase fairness and transparency D) Demographic differences among people, both visible and invisible Answer: D Learning Objective: 9.3 Detail the effects of diversity and inclusion practices on employees and organizations.

Topic/Concept: Diversity and Inclusion Difficulty level: Moderate AACSB: Application of knowledge 46) Which of the following is an example of workforce diversity?

A) Age B) Gender C) Sexuality D) All of these Answer: D Learning Objective: 9.3 Detail the effects of diversity and inclusion practices on employees and organizations.

Topic/Concept: Diversity and Inclusion Difficulty level: Easy AACSB: Application of knowledge

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47) How does surface-level diversity vary from deep-level diversity?

A) Surface-level diversity refers to how someone feels about different aspects of their job; deeplevel diversity focuses on the cognitive component of attitudes.

B) Surface-level diversity focuses on individual outcomes and job performance; deep-level diversity focuses on the affective component of attitudes.

C) Surface-level diversity includes attitudes that express positive and negative evaluations; deeplevel diversity includes job satisfaction.

D) Surface-level diversity refers to the differences among people that can be easily identified; deep-level diversity includes differences in values, beliefs, and personality.

Answer: D Learning Objective: 9.3 Detail the effects of diversity and inclusion practices on employees and organizations.

Topic/Concept: Diversity and Inclusion Difficulty level: Challenging AACSB: Application of knowledge 48) Jackson is leading a team of human resource professionals to better understand the diversity of their organization. The two types of diversity are: A) surface-level diversity and deep-level diversity.

B) affective diversity and cognitive diversity.

C) behavioral diversity and achievement diversity.

D) espoused diversity and enacted diversity.

Answer: A Learning Objective: 9.3 Detail the effects of diversity and inclusion practices on employees and organizations.

Topic/Concept: Diversity and Inclusion Difficulty level: Easy AACSB: Application of knowledge 49) Peyton submitted a report to her manager on the surface-level and deep-level characteristics of diversity in her organization. Which of the following is an example of a surface-level characteristic of diversity?

A) Ability and disability B) Personality C) Work preferences D) Values Answer: A Learning Objective: 9.3 Detail the effects of diversity and inclusion practices on employees and organizations.

Topic/Concept: Diversity and Inclusion Difficulty level: Easy AACSB: Application of knowledge

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50) Dylan is compiling a quarterly report on the workforce diversity in his organization. His report focuses on the values, beliefs, work preferences, personality, and attitudes about work of employees. Dylan's report focuses on: A) surface-level diversity.

B) deep-level diversity.

C) cognitive-level diversity.

D) affective-level diversity.

Answer: B Learning Objective: 9.3 Detail the effects of diversity and inclusion practices on employees and organizations.

Topic/Concept: Diversity and Inclusion Difficulty level: Moderate AACSB: Application of knowledge 51) Shani is the Human Resources director of her organization. Annually, she compiles statistics on the organization's workforce diversity to ensure that diversity and inclusion goals are met.

Shani's report focuses on employees' values, beliefs, work preferences, and attitudes about work.

Shani's report examines: A) surface-level diversity.

B) deep-level diversity.

C) cognitive-level diversity.

D) affective-level diversity.

Answer: B Learning Objective: 9.3 Detail the effects of diversity and inclusion practices on employees and organizations.

Topic/Concept: Diversity and Inclusion Difficulty level: Moderate AACSB: Application of knowledge 52) As the Human Resources manager in his organization, Jerome is responsible for examining the organization's workforce diversity to ensure that diversity and inclusion goals are being achieved. Deep-level diversity characteristics include: A) gender identity.

B) race and ethnicity.

C) cultural identity.

D) attitudes about work.

Answer: D Learning Objective: 9.3 Detail the effects of diversity and inclusion practices on employees and organizations.

Topic/Concept: Diversity and Inclusion Difficulty level: Moderate AACSB: Application of knowledge

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53) Fabian leads a management team in his organization. The goal of Fabian's team is to ensure that employees from all backgrounds feel represented and included in his workplace. Fabian's team is focused on: A) deep-level diversity.

B) covering.

C) surface-level diversity.

D) inclusion.

Answer: D Learning Objective: 9.3 Detail the effects of diversity and inclusion practices on employees and organizations.

Topic/Concept: Diversity and Inclusion Difficulty level: Moderate AACSB: Application of knowledge 54) Camille is interested in gaining a position with an organization that is firmly committed to ensuring that employees from all backgrounds feel represented and included in the workplace.

Camille should consider organizations with a well-defined: A) covering procedure.

B) distributive justice.

C) egalitarian hierarchy.

D) diversity and inclusion policy.

Answer: D Learning Objective: 9.3 Detail the effects of diversity and inclusion practices on employees and organizations.

Topic/Concept: Diversity and Inclusion Difficulty level: Challenging AACSB: Application of knowledge 55) Yasmine's coworkers expressed their disappointment over a lack of inclusion policy in their organization. Inclusion refers to: A) feeling that an employee's identify is undesirable.

B) not understanding what is expected of employees.

C) unfair treatment.

D) how included an employee senses they are within their organization.

Answer: D Learning Objective: 9.3 Detail the effects of diversity and inclusion practices on employees and organizations.

Topic/Concept: Diversity and Inclusion Difficulty level: Easy AACSB: Application of knowledge

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56) In Rithvik's organization, he feels that certain parts of his identity are undesirable. As a result, Rithvik changes his behavior to fit in and be more like the accepted norm. Rithvik's actions represent the concept of: A) covering.

B) inclusion.

C) diversity.

D) burnout.

Answer: A Learning Objective: 9.3 Detail the effects of diversity and inclusion practices on employees and organizations.

Topic/Concept: Diversity and Inclusion Difficulty level: Easy AACSB: Application of knowledge 57) Seth was disappointed to learn that some of his coworkers feel that parts of their identity are undesirable in the organization. As a result, Seth's coworkers participated in covering to change their behavior and fit in. Which of the following is a way covering is used in organizations?

A) Creating policies based on unfair treatment B) Supporting a lack of communication and support from managers C) Focusing on high-performance tasks that contribute to the organization D) Employees avoid talking too much or at all to other members of their group Answer: D Learning Objective: 9.3 Detail the effects of diversity and inclusion practices on employees and organizations.

Topic/Concept: Diversity and Inclusion Difficulty level: Challenging AACSB: Application of knowledge 58) Amanda feels that parts of her identity are undesirable and that she doesn't fit in with her organization's culture. To better fit in and be more like the accepted norm, Amanda avoids talking too much or not at all to the members of her group. Amanda engages in: A) appearance-based covering.

B) affiliation-based covering.

C) advocacy-based covering.

D) association-based covering.

Answer: D Learning Objective: 9.3 Detail the effects of diversity and inclusion practices on employees and organizations.

Topic/Concept: Diversity and Inclusion Difficulty level: Moderate AACSB: Application of knowledge

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59) In team meetings, Tomas avoids sticking up for others in his group because he feels that certain parts of his identity are undesirable in the organization and he wants to better fit in. In doing so, Tomas is participating in -based covering.

A) appearance B) affiliation C) advocacy D) association Answer: C Learning Objective: 9.3 Detail the effects of diversity and inclusion practices on employees and organizations.

Topic/Concept: Diversity and Inclusion Difficulty level: Moderate AACSB: Application of knowledge 60) Isabella changes her behavior at work because she wants to be more like the accepted norm.

To better fit in, Isabella changes her appearance to match the conventions of beauty of the dominant group of employees. Isabella is engaging in: A) appearance-based covering.

B) affiliation-based covering.

C) advocacy-based covering.

D) association-based covering.

Answer: A Learning Objective: 9.3 Detail the effects of diversity and inclusion practices on employees and organizations.

Topic/Concept: Diversity and Inclusion Difficulty level: Moderate AACSB: Application of knowledge 61) Cannon works to avoid the stereotypes associated with his group because he wants to fit in better with the accepted norms of his organization. Cannon practices: A) appearance-based covering.

B) affiliation-based covering.

C) advocacy-based covering.

D) association-based covering.

Answer: B Learning Objective: 9.3 Detail the effects of diversity and inclusion practices on employees and organizations.

Topic/Concept: Diversity and Inclusion Difficulty level: Moderate AACSB: Application of knowledge

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62) Josiah's organization recognizes the importance of including and integrating the diverse perspectives of its employees into the organizational culture. Josiah's organization is focused on: A) distributive justice.

B) negotiation.

C) diversity management.

D) individual-level outcomes.

Answer: C Learning Objective: 9.3 Detail the effects of diversity and inclusion practices on employees and organizations.

Topic/Concept: Diversity Management Difficulty level: Moderate AACSB: Application of knowledge 63) Penelope's organization recently won an award in its industry for its diversity management program. To qualify for this award, Penelope's organization identified one of the key aspects of managing diversity as: A) leadership.

B) attitude.

C) diversity management.

D) individual-level outcome.

Answer: A Learning Objective: 9.3 Detail the effects of diversity and inclusion practices on employees and organizations.

Topic/Concept: Diversity Management Difficulty level: Challenging AACSB: Application of knowledge 64) Victoria has been hired as a consultant to examine an organization's diversity management program. In her analysis, Victoria should focus on the key area of: A) education.

B) attitude.

C) diversity management.

D) individual-level outcome.

Answer: A Learning Objective: 9.3 Detail the effects of diversity and inclusion practices on employees and organizations.

Topic/Concept: Diversity Management Difficulty level: Challenging AACSB: Application of knowledge

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65) Alexis is a team member in her organization's Diversity and Inclusion office. Her primary task is to create a structure for accountability that helps all members of the organization monitor progress toward diversity goals. Alexis should focus on as a key aspect of a diversity management program.

A) education B) alignment of management systems C) follow up D) research and development Answer: C Learning Objective: 9.3 Detail the effects of diversity and inclusion practices on employees and organizations.

Topic/Concept: Diversity Management Difficulty level: Challenging AACSB: Application of knowledge 66) Javier likes to work with his hands and perform practical tasks. The category that best represents Javier's job interest is conventional.

Answer: FALSE Learning Objective: 9.1 Recognize the significance of individual differences in the workplace.

Topic/Concept: Job Interests Difficulty level: Moderate AACSB: Application of knowledge 67) Mariah likes to be open to risks and new ideas as she is curious and imaginative. Mariah's personality is best described as high in agreeableness.

Answer: FALSE Learning Objective: 9.1 Recognize the significance of individual differences in the workplace.

Topic/Concept: Personality Difficulty level: Moderate AACSB: Application of knowledge 68) Emily is known for her ability to react well in challenging situations and remain calm, even when experiencing stress and high pressure at work. The best description of Emily's personality is openness to experience.

Answer: FALSE Learning Objective: 9.1 Recognize the significance of individual differences in the workplace.

Topic/Concept: Personality Difficulty level: Moderate AACSB: Application of knowledge

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69) Mauricio scored high on openness to experience as a personality trait. Based on this, the preferred work environment for Mauricio is an organization where unconventional thinking is preferred.

Answer: TRUE Learning Objective: 9.1 Recognize the significance of individual differences in the workplace.

Topic/Concept: Personality Difficulty level: Moderate AACSB: Application of knowledge 70) Oday has been described as having a personality that scores high in openness to experience.

Based on this, Oday is likely talkative, outcoming, and assertive.

Answer: FALSE Learning Objective: 9.1 Recognize the significance of individual differences in the workplace.

Topic/Concept: Personality Difficulty level: Moderate AACSB: Application of knowledge 71) Zachary feels that his favorite sports team is the best because it won a championship last year. Zachary's feelings toward his sports team represent the cognitive component of an attitude.

Answer: FALSE Learning Objective: 9.2 Determine the effect of attitudes on individual-level work outcomes.

Topic/Concept: Attitudes, Behavior, and Cognition Difficulty level: Moderate AACSB: Application of knowledge 72) Sonia does not agree with her organization's attendance policy. As a result, she comes in late every Friday. Sonia's actions represent the behavioral component of an attitude.

Answer: TRUE Learning Objective: 9.2 Determine the effect of attitudes on individual-level work outcomes.

Topic/Concept: Attitudes, Behavior, and Cognition Difficulty level: Moderate AACSB: Application of knowledge 73) Organizations with dissatisfied and disengaged workers have lower profitability, lower job growth, and lower share prices over time.

Answer: TRUE Learning Objective: 9.2 Determine the effect of attitudes on individual-level work outcomes.

Topic/Concept: Job Satisfaction Difficulty level: Challenging AACSB: Application of knowledge

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74) Yoshimi wants to demonstrate high job performance. The behaviors that Yoshimi should adopt are lateness, absenteeism, and counterproductive work behaviors.

Answer: FALSE Learning Objective: 9.2 Determine the effect of attitudes on individual-level work outcomes.

Topic/Concept: Individual-Level Outcomes Difficulty level: Moderate AACSB: Application of knowledge 75) Megan's department is having issues with employees' withdrawal behaviors, which are negatively impacting the successfulness of the company. Examples of withdrawal behaviors include turnover, absenteeism, and lateness.

Answer: TRUE Learning Objective: 9.2 Determine the effect of attitudes on individual-level work outcomes.

Topic/Concept: Individual-Level Outcomes Difficulty level: Moderate AACSB: Application of knowledge 76) Noah wants to revise his organization's diversity and inclusion policy to include characteristics of deep-level diversity. One of the characteristics of deep-level diversity that Noah should include is gender identity.

Answer: FALSE Learning Objective: 9.3 Detail the effects of diversity and inclusion practices on employees and organizations.

Topic/Concept: Diversity and Inclusion Difficulty level: Moderate AACSB: Application of knowledge 77) Costas is developing a list of surface-level diversity characteristics so he can share them with this manager. An example of a surface-level diversity characteristic is gender.

Answer: TRUE Learning Objective: 9.3 Detail the effects of diversity and inclusion practices on employees and organizations.

Topic/Concept: Diversity and Inclusion Difficulty level: Moderate AACSB: Application of knowledge 78) Amarya avoids stereotypes associated with his ethnic group because his organization considers them undesirable, and he wants to fit in. Amarya engages in association-based covering.

Answer: FALSE Learning Objective: 9.3 Detail the effects of diversity and inclusion practices on employees and organizations.

Topic/Concept: Diversity and Inclusion Difficulty level: Challenging AACSB: Application of knowledge

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

79) Saadya wants to initiate a process by which organizations seek to include and integrate the diverse perspectives of their employees into the organizational culture. The process is referred to as diversity management.

Answer: TRUE Learning Objective: 9.3 Detail the effects of diversity and inclusion practices on employees and organizations.

Topic/Concept: Diversity Management Difficulty level: Easy AACSB: Application of knowledge 80) Racism is embedded in structural factors in organizations.

Answer: TRUE Learning Objective: 9.3 Detail the effects of diversity and inclusion practices on employees and organizations.

Topic/Concept: Diversity and Inclusion Difficulty level: Challenging AACSB: Application of knowledge 81) Drew is interested in learning more about her employees' job interests so she can create development plans for their long-term growth in the organization. Identify and describe the categories of job interests in the RIASEC framework.

Answer: Responses may vary. There are six main categories of job interests according to the RIASEC framework. They are realistic, investigative, artistic, social, enterprising, and conventional. Each will be discussed. An employee with realistic job interests prefers working with their hands, practical tasks, and mechanical or physical activities. An employee with investigative job interests prefers analytical, complex problems, and favors science and research.

An employee with artistic job interests prefers creative, intuitive, and imaginative tasks. An employee with social job interests prefers social interaction in their work. An employee with enterprising job interests prefers competitive work where they can be assertive and ambitious.

An employee with conventional job interests prefers calm, orderly, and organized tasks.

Learning Objective: 9.1 Recognize the significance of individual differences in the workplace.

Topic/Concept: Job Interests Difficulty level: Challenging AACSB: Critical thinking

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

82) Jazeel has been asked to take a personality test to see if his personality is in alignment with the organizational culture of a company. Identify and describe the five personality traits as identified in the Five-Factor Model.

Answer: Responses may vary. There are five personality traits of the Five-Factor Model. They are openness to experience, conscientiousness, extraversion, agreeableness, and emotional stability. Openness to experience refers to being open to risks and new ideas, being curious, and imaginative. Conscientiousness refers to a measure of reliability, dependability, and organization. Extraversion refers to a measurement of positivity toward the outside world and others. Agreeableness refers to a measurement of the ability to get along with others. Emotional stability refers to a measurement of stress tolerance.

Learning Objective: 9.1 Recognize the significance of individual differences in the workplace.

Topic/Concept: Personality Difficulty level: Challenging AACSB: Critical thinking 83) Dafne has been hired as a consultant to examine the attitudes of employees in a specific department. Identify and describe the three components of attitudes according to the ABC Model of Attitudes.

Answer: Responses may vary. According to the ABC Model of Attitudes, the three components of attitudes are affective, behavioral, and cognitive. The affective component refers to how a person feels about something. The behavioral component refers to how a person acts or behaves.

The cognitive component refers to one's beliefs or knowledge about a topic.

Learning Objective: 9.2 Determine the effect of attitudes on individual-level work outcomes.

Topic/Concept: Attitudes, Behavior, and Cognition Difficulty level: Moderate AACSB: Critical thinking 84) Rosalind has been studying the job satisfaction of her employees so she can restructure the department to better match their needs. Identify and describe the three main outcomes of individual-level outcomes.

Answer: Responses may vary. There are three main individual-level outcomes that impact job satisfaction. They are job performance, withdrawal behavior, and overall well-being. The behaviors associated with job performance are high performance on tasks that contribute to the organization, contribution to the overall social environment of the organization, leadership, and effective communication skills. The behaviors associated with withdrawal behavior are lateness, absenteeism, turnover, and counterproductive work behaviors. The behaviors associated with overall well-being are an overall positive effect and burnout.

Learning Objective: 9.2 Determine the effect of attitudes on individual-level work outcomes.

Topic/Concept: Individual-Level Outcomes Difficulty level: Challenging AACSB: Critical thinking

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85) Madeline has become concerned with the counterproductive behaviors of some of her employees as she doesn't want these behaviors to affect her organization's success. Provide examples of counterproductive work behaviors.

Answer: Responses may vary. Examples of counterproductive work behaviors include purposefully doing work incorrectly, negative body language toward coworkers, stealing company property, sabotaging equipment, overreporting hours worked, isolating coworkers, and misusing company funds.

Learning Objective: 9.2 Determine the effect of attitudes on individual-level work outcomes.

Topic/Concept: Individual-Level Outcomes Difficulty level: Moderate AACSB: Critical thinking 86) Dominic wants to ensure that his organization represents the demographic differences among people. Define surface-level diversity and discuss characteristics of surface-level diversity in organizations.

Answer: Responses may vary. Surface-level diversity refers to the differences among people that are visible or easily identified and can often lead to stereotyping or discrimination.

Characteristics of surface-level diversity include gender, age, ability and disability, religion, cultural identity, race and ethnicity, sexual orientation, and gender identity.

Learning Objective: 9.3 Detail the effects of diversity and inclusion practices on employees and organizations.

Topic/Concept: Diversity and Inclusion Difficulty level: Moderate AACSB: Critical thinking 87) Lottie and Lucille are members of their organization's diversity and inclusion team. They are interested in defining their organization's deep-level diversity characteristics so they can formulate a diversity management strategy. Define deep-level diversity and discuss characteristics of deep-level diversity in organizations.

Answer: Responses may vary. Deep-level diversity refers to differences that may not be immediately visible among people. Deep-level diversity encompasses differences in values, beliefs, work preferences, attitudes about work, and personality. Surface-level diversity and deep-level diversity characteristics do not always align.

Learning Objective: 9.3 Detail the effects of diversity and inclusion practices on employees and organizations.

Topic/Concept: Diversity and Inclusion Difficulty level: Moderate AACSB: Critical thinking

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

88) Benjamin and James are employees in a technology company. They sense that certain parts of their identity are undesirable in their organization and change their behavior to fit in and be more like the accepted norm. Name and describe the four different ways that this occurs.

Answer: Responses may vary. The concept of covering refers to feeling that certain parts of one's identity are undesirable and changing one's behavior to fit in. There are four different ways that covering occurs: appearance-based, affiliation-based, association-based, and advocacybased. Appearance-based covering occurs when individuals change their appearance to match the conventional beauty of a dominant group. Affiliation-based covering occurs when individuals work to avoid stereotypes associated with their group. Advocacy-based covering occurs when individuals avoid sticking up for others in their same group. Association-based covering occurs when individuals avoid talking too much or not at all to other members of their group.

Learning Objective: 9.3 Detail the effects of diversity and inclusion practices on employees and organizations.

Topic/Concept: Diversity and Inclusion Difficulty level: Challenging AACSB: Critical thinking 89) Anya is the director of her organization's Diversity and Inclusion initiative. Anya wants to ensure that her organization's workforce diversity accurately represents the demographic differences among people, both visible and invisible. Define surface-level and deep-level diversity. Why is an understanding of surface-level and deep-level diversity important in organizations?

Answer: Responses may vary. Workforce diversity refers to the demographic differences among people, both visible and invisible. Surface-level diversity is described as the differences among people that are easily visible or identified and can often lead to stereotyping or discrimination. Examples of surface-level diversity characteristics include age, ethnicity, gender, and cultural identity. In contrast, deep-level diversity is described as differences among people that are not easily visible. Deep-level diversity encompasses differences in values, beliefs, work preferences, attitudes about work, and personality. It is important for organizations to understand surface-level diversity and deep-level diversity because these characteristics do not always align and issues in the workplace can arise. Surface-level and deep-level diversity also affect how groups interact.

Learning Objective: 9.3 Detail the effects of diversity and inclusion practices on employees and organizations.

Topic/Concept: Diversity and Inclusion Difficulty level: Moderate AACSB: Critical thinking

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90) Rebekah wants to ensure that her organization has an effective diversity management program. Define diversity management and indicate the five key aspects of effectively managing diversity.

Answer: Responses may vary. Diversity management is the process by which organizations seek to include and integrate the diverse perspectives of their employees into the organizational culture. There are five key aspects to effectively managing diversity. They are leadership, research and measurement, education, alignment of management systems, and follow up.

Leadership: Leaders must include diversity in their overall strategy as an organization. Research and measurement: Organizations must diagnose their organizational culture and measure standards. Education: Employers must train employees on key issues, policies, and procedures related to diversity. Alignment of management systems: Diversity management must be incorporated into all systems within an organization. Follow up: Organizations must create structures for accountability and monitor progress toward diversity goals.

Learning Objective: 9.3 Detail the effects of diversity and inclusion practices on employees and organizations.

Topic/Concept: Diversity Management Difficulty level: Challenging AACSB: Critical thinking

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

Management: An Interactive Approach, 1e (Mollica) Chapter 10 Leadership 1) In her organization, Emma sets the vision for her employees to follow due to her role as executive director. In Emma's organization, she acts as a: A) leader.

B) manager.

C) follower.

D) consultant.

Answer: A Learning Objective: 10.1 Define leadership using attributes and behaviors.

Topic/Concept: Definitions of Leadership Difficulty level: Easy AACSB: Application of knowledge 2) Kennedi acts to inspire others with vision, is future-focused, and proactively shapes ideas as she creates new ways to do things. In Kennedi's organization, she acts as a: A) leader.

B) manager.

C) follower.

D) consultant.

Answer: A Learning Objective: 10.1 Define leadership using attributes and behaviors.

Topic/Concept: Definitions of Leadership Difficulty level: Moderate AACSB: Application of knowledge 3) Tomas was hired as a consultant to help an organization understand the similarities and differences between leadership and management. Which of the following attributes would be included in leadership?

A) Achieve established results B) Follow existing processes C) Focus on building competence in employees D) Inspire employees with vision Answer: D Learning Objective: 10.1 Define leadership using attributes and behaviors.

Topic/Concept: Definitions of Leadership Difficulty level: Moderate AACSB: Application of knowledge

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4) Diego and Dylan are working on a team project that reviews the similarities and differences between leadership and management. Which of the following characteristics would be included in BOTH leadership and management?

A) Achieve established results B) Create new ways of doing things C) Maintain stability D) Deal with complexity Answer: D Learning Objective: 10.1 Define leadership using attributes and behaviors.

Topic/Concept: Definitions of Leadership Difficulty level: Challenging AACSB: Application of knowledge 5) Anjali was asked to write a summary on the characteristics of effective managers. Which of the following would Anjali include as a characteristic of management?

A) Proactively shape ideas B) Create new ways to do things C) Future-focused D) Maintain stability and the status quo Answer: D Learning Objective: 10.1 Define leadership using attributes and behaviors.

Topic/Concept: Definitions of Leadership Difficulty level: Moderate AACSB: Application of knowledge 6) Kaitlyn recognizes that it is important to work on developing her leadership skills. Which of the following is characterized as leadership skills that Kaitlyn could focus on?

A) Inspiring employees with vision B) Proactively shaping ideas C) Creating new ways of doing things D) All of these Answer: D Learning Objective: 10.1 Define leadership using attributes and behaviors.

Topic/Concept: Definitions of Leadership Difficulty level: Easy AACSB: Application of knowledge

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7) Raisa's last performance review recommended that she develop her management skills. Which of the following characteristics would be considered a management skill?

A) Establishing expectations and direction of organization B) Creating new ways of doing things C) Focusing on building competence in employees D) Proactively shaping ideas Answer: C Learning Objective: 10.1 Define leadership using attributes and behaviors.

Topic/Concept: Definitions of Leadership Difficulty level: Moderate AACSB: Application of knowledge 8) Bruno wants to receive a promotion in his organization. To achieve this goal, Bruno needs to focus on developing his leadership skills. Which of the following is a leadership skill that Bruno could work on developing?

A) Solving problems B) Creating new ways of doing things C) Following existing processes D) Maintaining stability Answer: B Learning Objective: 10.1 Define leadership using attributes and behaviors.

Topic/Concept: Definitions of Leadership Difficulty level: Moderate AACSB: Application of knowledge 9) Vanessa was asked to deliver a presentation to her company's board of directors on leadership and management skills. Which of the following represents an attribute that BOTH leadership and management share?

A) Authority B) Power C) Deals with complexity D) All of these Answer: D Learning Objective: 10.1 Define leadership using attributes and behaviors.

Topic/Concept: Definitions of Leadership Difficulty level: Easy AACSB: Application of knowledge

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10) Alessandra was asked to be a guest speaker on a podcast that discusses management and leadership. What attributes should Alessandra focus on that both leadership and management share?

A) Maintain stability B) Follow existing processes C) Authority D) Solving problems Answer: C Learning Objective: 10.1 Define leadership using attributes and behaviors.

Topic/Concept: Definitions of Leadership Difficulty level: Challenging AACSB: Application of knowledge 11) Although Vanessa doesn't have a formal leadership title in her organization, she possesses lateral leadership behaviors that help her be successful. An example of a lateral leadership behavior that Vanessa might demonstrate is: A) networking.

B) teamwork.

C) communication.

D) writing skills.

Answer: A Learning Objective: 10.1 Define leadership using attributes and behaviors.

Topic/Concept: Definitions of Leadership Difficulty level: Challenging AACSB: Application of knowledge 12) Carolina works for a small family-owned company. Although she doesn't have a formal leadership title, Carolina possesses lateral leadership behaviors that help her be successful.

Carolina likely possesses: A) coalition building.

B) consultation.

C) networking.

D) all of these.

Answer: D Learning Objective: 10.1 Define leadership using attributes and behaviors.

Topic/Concept: Definitions of Leadership Difficulty level: Easy AACSB: Application of knowledge

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13) Jacob is performing a research study that investigates the personality traits associated with leadership. His research reveals that the personality trait of is most common among leaders.

A) introversion B) neuroticism C) openness to experience D) extraversion Answer: D Learning Objective: 10.1 Define leadership using attributes and behaviors.

Topic/Concept: Leadership Traits Difficulty level: Challenging AACSB: Application of knowledge 14) Hillary acts as a recruiter in Detroit, Michigan. She is looking for a candidate to fill a leadership position in a music company and wants to ensure that this candidate possesses the personality traits that align with leadership. Which personality traits should Hillary want the candidate to have that link to leadership?

A) Integrity B) Intelligence C) Sociability D) All of these Answer: D Learning Objective: 10.1 Define leadership using attributes and behaviors.

Topic/Concept: Leadership Traits Difficulty level: Easy AACSB: Application of knowledge 15) Lily's organization praises her task-oriented leadership style. Which of the following characteristics represents a task-oriented leadership style?

A) Demonstrating concern for employees as individuals B) Treating employees as equals C) Setting measurable goals D) Expressing appreciation for employees' work Answer: C Learning Objective: 10.1 Define leadership using attributes and behaviors.

Topic/Concept: Leader Behavior Difficulty level: Moderate AACSB: Application of knowledge

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

16) In her small family-owned organization, Lilibeth demonstrates a task-oriented leadership style. Which of the following characteristics is Lilibeth most likely to demonstrate?

A) Seeking employee opinions B) Expressing appreciation for employees' work C) Demonstrating concern for employees D) Communicating explicit standards for work products Answer: D Learning Objective: 10.1 Define leadership using attributes and behaviors.

Topic/Concept: Leader Behavior Difficulty level: Moderate AACSB: Application of knowledge 17) Gustavo believes that his manager provides an effective role model of leadership in his organization. Gustavo's manager sets measurable goals, creates clear deadlines, and communicates explicit standards for his work product. Gustavo's manager practices leadership.

A) employee-oriented B) functional C) systemic D) task-oriented Answer: D Learning Objective: 10.1 Define leadership using attributes and behaviors.

Topic/Concept: Leader Behavior Difficulty level: Moderate AACSB: Application of knowledge 18) Archie wants to work for an organization where leaders define, organize, and structure the work of their employees so that employees have a clear idea of the work they are to perform.

Archie wants to work for an organization whose leaders use leadership.

A) functional B) matrix C) indirect D) task-oriented Answer: D Learning Objective: 10.1 Define leadership using attributes and behaviors.

Topic/Concept: Leader Behavior Difficulty level: Moderate AACSB: Application of knowledge

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

19) Nathaniel is working with a recruiter to gain his first job after graduation from university.

The recruiter has a position available with a leader who defines, organizes, and structures the work of their employees so that they have a clear idea of the work to perform. In this example, the leader practices leadership.

A) systemic B) functional C) indirect D) task-oriented Answer: D Learning Objective: 10.1 Define leadership using attributes and behaviors.

Topic/Concept: Leader Behavior Difficulty level: Moderate AACSB: Application of knowledge 20) Layla is trying to understand the difference between task-oriented and employee-oriented leadership so she can be considered for a promotion in her organization. Which of the following is a characteristic of task-oriented leadership?

A) Engaging directly with employees B) Demonstrating concern for employees C) Expressing appreciation for employees' work D) Setting measurable goals and creating clear deadlines Answer: D Learning Objective: 10.1 Define leadership using attributes and behaviors.

Topic/Concept: Leader Behavior Difficulty level: Moderate AACSB: Application of knowledge 21) Fabian is looking for a new job. He believes he would be most successful in an organization that uses employee-oriented leadership. Which of the following is a characteristic of employeeoriented leadership?

A) Setting measurable goals and creating clear deadlines B) Expressing appreciation for employees' work C) Creating clear deadlines D) Communicating explicit standards for work products Answer: B Learning Objective: 10.1 Define leadership using attributes and behaviors.

Topic/Concept: Leader Behavior Difficulty level: Moderate AACSB: Application of knowledge

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

22) Angel wants to be an effective leader, but his employees are low in competence and commitment. The most effective leader behavior for Angel would be: A) coaching.

B) supporting.

C) directing.

D) delegating.

Answer: C Learning Objective: 10.2 Distinguish among different leadership styles.

Topic/Concept: Situational Leadership Model Difficulty level: Moderate AACSB: Application of knowledge 23) Taran was just recently promoted to a senior leadership role in his organization. He believes that his strengths as a leader are that he focuses on relationship-oriented behavior, engages in two-way communication, and uses joint decision-making. What style of leader behavior does Taran demonstrate?

A) Supporting B) Delegating C) Coaching D) Directing Answer: A Learning Objective: 10.2 Distinguish among different leadership styles.

Topic/Concept: Situational Leadership Model Difficulty level: Challenging AACSB: Application of knowledge 24) Meghan is a new leader in her organization. She wants to be an effective leader and needs to adapt her leadership style to meet the needs of her employees. Meghan's employees are committed to their work but lack the competence to be able to do the work effectively. Which of the following leadership behaviors should Meghan adopt?

A) Supporting B) Delegating C) Directing D) Coaching Answer: D Learning Objective: 10.2 Distinguish among different leadership styles.

Topic/Concept: Situational Leadership Model Difficulty level: Challenging AACSB: Application of knowledge

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

25) Osaya's leadership style focuses on both relationship and task-oriented behaviors. She gives clear and explicit directions but also helps her followers understand the reasoning behind her thinking. Osaya demonstrates a leadership behavior.

A) directing B) delegating C) supporting D) coaching Answer: D Learning Objective: 10.2 Distinguish among different leadership styles.

Topic/Concept: Situational Leadership Model Difficulty level: Moderate AACSB: Application of knowledge 26) Manuel's employees are both competent and committed. His primary leader behavior includes taking a hands-off approach, which allows his employees to make the best choices.

Manuel's leader behavior is best described as: A) directing.

B) coaching.

C) supporting.

D) delegating.

Answer: D Learning Objective: 10.2 Distinguish among different leadership styles.

Topic/Concept: Situational Leadership Model Difficulty level: Moderate AACSB: Application of knowledge 27) Raul believes that a supporting leader behavior will work best for his employees. What are the likely characteristics of his employees that support his decision to use supporting leader behaviors?

A) Raul's employees are both committed and competent.

B) Raul's employees are committed, but not competent.

C) Raul's employees are low in competence and commitment.

D) Raul's employees are not committed, but competent.

Answer: D Learning Objective: 10.2 Distinguish among different leadership styles.

Topic/Concept: Situational Leadership Model Difficulty level: Challenging AACSB: Application of knowledge

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

28) Brittney wants to use leader behaviors that take a hands-off approach so that her followers can make the best choices. This type of leader behavior is best described as: A) supporting.

B) coaching.

C) directing.

D) delegating.

Answer: D Learning Objective: 10.2 Distinguish among different leadership styles.

Topic/Concept: Situational Leadership Model Difficulty level: Moderate AACSB: Application of knowledge 29) Sarah is a new employee in her organization. She is low in competence but high in commitment. Sarah would like her manager to help explain how things are done a certain way and tell her exactly how to do her job. Sarah's manager should demonstrate leader behaviors.

A) supporting B) coaching C) delegating D) directing Answer: D Learning Objective: 10.2 Distinguish among different leadership styles.

Topic/Concept: Situational Leadership Model Difficulty level: Moderate AACSB: Application of knowledge 30) Brianna believes that the situational leadership style offers the most benefit for her employees. According to the situational leadership model, leaders should ask themselves which of the following questions?

A) Does the follower prefer a hands-off approach?

B) Can the leader trust the follower to make the best choices?

C) Is the focus on relationship or task-oriented behaviors?

D) Is the follower motivated and confident in their abilities to perform their work?

Answer: D Learning Objective: 10.2 Distinguish among different leadership styles.

Topic/Concept: Situational Leadership Model Difficulty level: Challenging AACSB: Application of knowledge

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

31) Chelsea has just been hired to a new leadership role. Her employees are most productive when Chelsea tells them exactly how, when, and where to perform their tasks. According to the situational leadership model, the most effective leadership style for Chelsea to adopt is the leadership style.

A) coaching B) directive C) supporting D) delegating Answer: B Learning Objective: 10.2 Distinguish among different leadership styles.

Topic/Concept: Situational Leadership Model Difficulty level: Moderate AACSB: Application of knowledge 32) Brenda wants to be an effective leader. Her leadership style is focused on inspiring her followers to achieve significant goals, morally uplifting them to become leaders themselves, and acting as a visionary change agent. Brenda's leadership style is best described as: A) transactional.

B) transformational.

C) functional.

D) systemic.

Answer: B Learning Objective: 10.2 Distinguish among different leadership styles.

Topic/Concept: Transformational Leadership Difficulty level: Easy AACSB: Application of knowledge 33) Justina is proud of her ability to be a transformational leader. She is committed to cultivating her followers' strengths so she can help them become the best versions of themselves. Justina practices which of the following behaviors of transformational leadership?

A) Idealized influence B) Inspirational motivation C) Intellectual simulation D) Individualized consideration Answer: D Learning Objective: 10.2 Distinguish among different leadership styles.

Topic/Concept: Transformational Leadership Difficulty level: Moderate AACSB: Application of knowledge

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

34) Pradeep wants to elevate his leadership skills so that he can act as a transformational leader.

He works to engage and motivate his employees to gain their loyalty and encourages them to reach their stretch goals. Pradeep is focused on the element of transformational leadership.

A) idealized influence B) intellectual simulation C) inspirational motivation D) individualized consideration Answer: C Learning Objective: 10.2 Distinguish among different leadership styles.

Topic/Concept: Transformational Leadership Difficulty level: Moderate AACSB: Application of knowledge 35) Jahmir was asked to develop a leadership program that focuses on developing transformational leaders in his organization. Which of the following is a key behavior of transformational leadership?

A) Idealized influence B) Intellectual simulation C) Inspirational motivation D) All of these Answer: D Learning Objective: 10.2 Distinguish among different leadership styles.

Topic/Concept: Transformational Leadership Difficulty level: Easy AACSB: Application of knowledge 36) Parker has a leadership style in which he inspires his followers to achieve significant goals, uplifts his followers to lead themselves, and acts as a visionary change agent. Parker's leadership style represents leadership.

A) transactional B) situational C) tacit D) transformational Answer: D Learning Objective: 10.2 Distinguish among different leadership styles.

Topic/Concept: Transformational Leadership Difficulty level: Moderate AACSB: Application of knowledge

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

37) Mitchell is a member of the senior leadership team in his organization. He believes that the transformational leadership model encourages his employees to achieve significant goals and become leaders themselves. Which of the following is a key behavior of the transformational leadership theory?

A) Complexity B) Competence C) Commitment D) Idealized influence Answer: D Learning Objective: 10.2 Distinguish among different leadership styles.

Topic/Concept: Transformational Leadership Difficulty level: Moderate AACSB: Application of knowledge 38) Nicole has proven herself to be an effective leader in her organization. She appears to be confident and influential as she expresses a clear and compelling vision to her employees.

Nicole's leadership style is best described as: A) transformational.

B) communicative.

C) supporting.

D) charismatic.

Answer: D Learning Objective: 10.2 Distinguish among different leadership styles.

Topic/Concept: Charismatic Leadership Difficulty level: Moderate AACSB: Application of knowledge 39) Harris offers his employees higher salaries and bonuses when his employees complete all their work before the deadline. In this example, Harris's leadership style represents: A) transformational leadership.

B) transactional leadership.

C) charismatic leadership.

D) situational leadership.

Answer: B Learning Objective: 10.2 Distinguish among different leadership styles.

Topic/Concept: Transactional Leadership Difficulty level: Moderate AACSB: Application of knowledge

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

40) Zachary has an effective leadership style. He makes sure to control and monitor his employees' progress by assigning tasks and determining the processes they should follow to achieve goals. In this example, Zachary practices leadership.

A) transformational B) transactional C) charismatic D) situational Answer: B Learning Objective: 10.2 Distinguish among different leadership styles.

Topic/Concept: Transactional Leadership Difficulty level: Moderate AACSB: Application of knowledge 41) Morgan offers her employees higher salaries and opportunities for promotion when they perform all their tasks, fulfill organizational goals, and meet deadlines to complete their work.

Morgan's leadership style is best described as: A) transactional.

B) situational.

C) tacit.

D) transformational.

Answer: A Learning Objective: 10.2 Distinguish among different leadership styles.

Topic/Concept: Transactional Leadership Difficulty level: Moderate AACSB: Application of knowledge 42) Asaad's leadership style is based on his ability to offer rewards for his employees' performance when they sell more than their set targets. Asaad uses to lead his employees.

A) contingent rewards B) active management by exception C) passive management by exception D) management by walking around Answer: A Learning Objective: 10.2 Distinguish among different leadership styles.

Topic/Concept: Transactional Leadership Difficulty level: Challenging AACSB: Application of knowledge

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

43) Arielle is responsible for understanding cultural differences in leadership in her organization.

She describes one country's culture as having leaders that encourage and solicit input from the organization when making decisions and delegating work to encourage equal participation.

Arielle identifies this country's leadership style as having: A) humane orientation.

B) autonomous orientation.

C) group protective orientation.

D) participative orientation.

Answer: D Learning Objective: 10.2 Distinguish among different leadership styles.

Topic/Concept: Cultural Differences in Leadership Difficulty level: Challenging AACSB: Application of knowledge 44) Claire is working in an organization whose leadership style is characterized by leaders emphasizing compassion, generosity, and patience as they are supportive of their followers.

Claire's organization demonstrates orientation in cultural leadership.

A) autonomous B) self-protective C) participative D) humane Answer: D Learning Objective: 10.2 Distinguish among different leadership styles.

Topic/Concept: Cultural Differences in Leadership Difficulty level: Moderate AACSB: Application of knowledge 45) Tristan is trying to understand the relationship between power and influence. Which of the following statements accurately describes the relationship between power and influence?

A) Power is the potential ability to influence other people; influence is the act of exercising power to compel another person to do something.

B) Power is when leaders inspire followers to achieve goals; influence is when followers are uplifted to become change agents.

C) Power is when leaders are confident; influence is when leaders appeal to employees with an emotional vision.

D) Power is when leaders understand the most effective style for their employees; influence is when leaders give followers tangible goods.

Answer: A Learning Objective: 10.3 Identify the source of power bases and influence tactics.

Topic/Concept: Power and Sources of Power Difficulty level: Challenging AACSB: Application of knowledge

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

46) Noah wants to use a positional source of power to influence his employees to achieve goals.

Which of the following is a positional source of power?

A) Referent power B) Expertise power C) Networking power D) Legitimate power Answer: D Learning Objective: 10.3 Identify the source of power bases and influence tactics.

Topic/Concept: Power and Sources of Power Difficulty level: Moderate AACSB: Application of knowledge 47) Julian's power is based on his ability to reward his followers for achieving their goals. Julian possesses power.

A) coercive B) network C) referent D) reward Answer: D Learning Objective: 10.3 Identify the source of power bases and influence tactics.

Topic/Concept: Power and Sources of Power Difficulty level: Moderate AACSB: Application of knowledge 48) Ashley's power comes from her role as CEO in her organization. In this example, Ashley possesses power.

A) reward B) coercive C) referent D) legitimate Answer: D Learning Objective: 10.3 Identify the source of power bases and influence tactics.

Topic/Concept: Tactics of Influence Difficulty level: Easy AACSB: Application of knowledge 49) Kari asks her employees to complete their timesheet by Friday at 9 a.m. so payroll can be processed in a timely manner. Kari’s attempt to influence her employees is based on: A) inspirational appeal.

B) consultation.

C) collaboration.

D) simple request.

Answer: D Learning Objective: 10.3 Identify the source of power bases and influence tactics.

Topic/Concept: Tactics of Influence Difficulty level: Easy AACSB: Application of knowledge 16 Copyright © 2023 Pearson Education, Inc.

Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

50) As an effective leader in his organization, Micah tends to use the consultation influence tactic to achieve his goals. Which of the following best represents the consultation influence approach?

A) Inviting the follower to participate in how to implement a plan of action as a way of gaining their compliance B) Using logical arguments, evidence, and facts to make a case C) Simply asking someone to perform a task D) Performing favors to convince a follower to comply with a request Answer: A Learning Objective: 10.3 Identify the source of power bases and influence tactics.

Topic/Concept: Tactics of Influence Difficulty level: Challenging AACSB: Application of knowledge 51) Xander is focused on getting his employees to complete their tasks on time. He repeatedly demands the task's completion and if his employees do not complete the task on time, he threatens to fire them. In this example, Xander uses the influence tactic.

A) coalition B) legitimating tactics C) ingratiation D) pressure Answer: D Learning Objective: 10.3 Identify the source of power bases and influence tactics.

Topic/Concept: Tactics of Influence Difficulty level: Moderate AACSB: Application of knowledge 52) Jessica wants to influence her coworker to clean up his workstation before he leaves for work every evening. Jessica uses logical arguments, evidence, and cleanliness facts to make her case.

Jessica uses the influence tactic of to get her coworker to clean up his workstation.

A) inspirational appeal B) simple request C) consultation D) rational persuasion Answer: D Learning Objective: 10.3 Identify the source of power bases and influence tactics.

Topic/Concept: Tactics of Influence Difficulty level: Moderate AACSB: Application of knowledge

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

53) Victor's coworkers want him to contribute to a volunteer project this Saturday. To influence Victor to help, Victor's coworkers state that they are his friends and that they have helped Victor with other projects in the past. In this example, Victor's coworkers are using the influence tactic of: A) consultation.

B) ingratiation.

C) inspirational appeals.

D) personal appeals.

Answer: D Learning Objective: 10.3 Identify the source of power bases and influence tactics.

Topic/Concept: Tactics of Influence Difficulty level: Moderate AACSB: Application of knowledge 54) Drew wants to use an influence tactic that is based on commitment. Which of the following influence tactics is based on commitment?

A) Collaboration B) Ingratiation C) Rational persuasion D) Simple request Answer: A Learning Objective: 10.3 Identify the source of power bases and influence tactics.

Topic/Concept: Tactics of Influence Difficulty level: Easy AACSB: Application of knowledge 55) Krystal is a lead negotiator in her organization. Her organization prefers that Krystal uses influence tactics based on compliance during the negotiation. Which of the following influence tactics should Krystal use during the negotiation?

A) Personal appeal B) Pressure C) Consultation D) Rational persuasion Answer: D Learning Objective: 10.3 Identify the source of power bases and influence tactics.

Topic/Concept: Tactics of Influence Difficulty level: Moderate AACSB: Application of knowledge

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

56) Stephen wants to work only a half day on Fridays during the summer so he can spend more time with his family. To influence his organization to agree to his request, he enlists the help of his coworkers and other peers to petition the company with the same request. Stephen is using the influence tactic of: A) pressure.

B) ingratiation.

C) simple request.

D) coalition.

Answer: D Learning Objective: 10.3 Identify the source of power bases and influence tactics.

Topic/Concept: Tactics of Influence Difficulty level: Moderate AACSB: Application of knowledge 57) Makayla, a leader, does her best to model the right behaviors and to communicate to employees the behaviors that are acceptable and unacceptable. Makayla's leadership style is representative of: A) ethical leadership.

B) transactional leadership.

C) servant leadership.

D) influential leadership.

Answer: A Learning Objective: 10.4 Evaluate how ethical leadership contributes to the effectiveness of organizations.

Topic/Concept: Ethical Leadership Difficulty level: Moderate AACSB: Application of knowledge 58) In his leadership style, Alfredo has dedicated himself to be true to himself and his core values. Alfredo's leadership style is best described as: A) servant.

B) transactional.

C) authentic.

D) moderated.

Answer: C Learning Objective: 10.4 Evaluate how ethical leadership contributes to the effectiveness of organizations.

Topic/Concept: Authentic Leadership Difficulty level: Easy AACSB: Application of knowledge

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

59) Josiah has committed himself to take a lifelong learning approach to engage in introspection and reflection so he can improve himself as a leader. The most appropriate leadership style for Josiah is: A) servant leadership.

B) transformational leadership.

C) functional leadership.

D) authentic leadership.

Answer: D Learning Objective: 10.4 Evaluate how ethical leadership contributes to the effectiveness of organizations.

Topic/Concept: Authentic Leadership Difficulty level: Moderate AACSB: Application of knowledge 60) Sylvie is committed to being a leader who seeks honest feedback from her employees so she can improve herself as a leader and be herself. Sylvie's leadership style is best described as: A) servant.

B) transformational.

C) transactional.

D) authentic.

Answer: D Learning Objective: 10.4 Evaluate how ethical leadership contributes to the effectiveness of organizations.

Topic/Concept: Authentic Leadership Difficulty level: Moderate AACSB: Application of knowledge 61) Cyrus is applying for a leadership position at a large metropolitan university. The job description requires a candidate who practices servant leadership. Which of the following qualities is representative of a servant leader?

A) Listening B) Empathy C) Persuasion D) All of these Answer: D Learning Objective: 10.4 Evaluate how ethical leadership contributes to the effectiveness of organizations.

Topic/Concept: Servant Leadership Difficulty level: Easy AACSB: Application of knowledge

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

62) Saeed is proud to be recognized as a servant leader in his organization. He uses imagination to envision the future and turns his vision into inspiring missions for his followers. Saeed demonstrates the servant leader quality of: A) persuasion.

B) community building.

C) empathy.

D) foresight.

Answer: D Learning Objective: 10.4 Evaluate how ethical leadership contributes to the effectiveness of organizations.

Topic/Concept: Servant Leadership Difficulty level: Moderate AACSB: Application of knowledge 63) Reynaldo is looking through job postings for a new job. One of the postings identifies that the company is looking for a leader that possesses the qualities of listening, empathy, persuasion, foresight, and community building. This organization is looking for a(n) leader.

A) authentic B) servant C) transactional D) situational Answer: B Learning Objective: 10.4 Evaluate how ethical leadership contributes to the effectiveness of organizations.

Topic/Concept: Servant Leadership Difficulty level: Moderate AACSB: Application of knowledge 64) The leaders in Georgia's organization value collaborative work and team cohesiveness. The leaders in Georgia's organization illustrate an autonomous orientation.

Answer: FALSE Learning Objective: 10.2 Distinguish among different leadership styles.

Topic/Concept: Cultural Differences in Leadership Difficulty level: Challenging AACSB: Application of knowledge 65) The leadership team of a telecommunications company follows a team orientation. In a team orientation, leaders value collaborative work and team cohesiveness.

Answer: TRUE Learning Objective: 10.2 Distinguish among different leadership styles.

Topic/Concept: Cultural Differences in Leadership Difficulty level: Moderate AACSB: Application of knowledge

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

66) The leaders in Maxell's organization consciously protect their status and their team members' status. The leaders in Maxwell's organization have a humane orientation.

Answer: FALSE Learning Objective: 10.2 Distinguish among different leadership styles.

Topic/Concept: Cultural Differences in Leadership Difficulty level: Challenging AACSB: Application of knowledge 67) Having a team orientation style of leadership refers to leaders valuing collaborative work and team cohesiveness.

Answer: TRUE Learning Objective: 10.2 Distinguish among different leadership styles.

Topic/Concept: Cultural Differences in Leadership Difficulty level: Easy AACSB: Application of knowledge 68) Leadership and power differ from each other in that power relies on dependence.

Answer: TRUE Learning Objective: 10.3 Identify the source of power bases and influence tactics.

Topic/Concept: Power and Sources of Power Difficulty level: Moderate AACSB: Application of knowledge 69) Patricia's power is based on her formal role in her organization, meaning that Patricia's source of power is referent power.

Answer: FALSE Learning Objective: 10.3 Identify the source of power bases and influence tactics.

Topic/Concept: Power and Sources of Power Difficulty level: Moderate AACSB: Application of knowledge 70) Elian has the power to give his employees raises, promotions, and other perks. In this example, Elian has reward power.

Answer: TRUE Learning Objective: 10.3 Identify the source of power bases and influence tactics.

Topic/Concept: Power and Sources of Power Difficulty level: Easy AACSB: Application of knowledge 71) Mariah's manager was frustrated by Mariah's lack of commitment to her work and the organization. Her manager decided to demote her to a lower level of the organization. In this example, Mariah's manager demonstrated coercive power.

Answer: TRUE Learning Objective: 10.3 Identify the source of power bases and influence tactics.

Topic/Concept: Power and Sources of Power Difficulty level: Easy AACSB: Application of knowledge 22 Copyright © 2023 Pearson Education, Inc.

Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

72) John is an attorney with many years of experience in corporate litigation. As a result, John has expert power.

Answer: TRUE Learning Objective: 10.3 Identify the source of power bases and influence tactics.

Topic/Concept: Power and Sources of Power Difficulty level: Easy AACSB: Application of knowledge 73) Referent, expertise, and network power are personal sources of power.

Answer: TRUE Learning Objective: 10.3 Identify the source of power bases and influence tactics.

Topic/Concept: Power and Sources of Power Difficulty level: Moderate AACSB: Application of knowledge 74) Nicholas has an important project to complete by the end of the week. He needs to rely on his professional network to consult on advice and ideas to complete the project. Nicholas is relying on his legitimate power.

Answer: FALSE Learning Objective: 10.3 Identify the source of power bases and influence tactics.

Topic/Concept: Power and Sources of Power Difficulty level: Moderate AACSB: Application of knowledge 75) Network power differs from legitimate power in that network power is a personal source of power and legitimate power is a positional source of power.

Answer: TRUE Learning Objective: 10.3 Identify the source of power bases and influence tactics.

Topic/Concept: Power and Sources of Power Difficulty level: Challenging AACSB: Application of knowledge 76) Monique is the Chief Financial Officer in her organization. Based on her formal role of authority, Monique has network power.

Answer: FALSE Learning Objective: 10.3 Identify the source of power bases and influence tactics.

Topic/Concept: Power and Sources of Power Difficulty level: Moderate AACSB: Application of knowledge

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

77) Ronald wants to be perceived as an ethical leader. Ronald should consider the values of trustworthiness and responsibility when making decisions as an ethical leader.

Answer: TRUE Learning Objective: 10.4 Evaluate how ethical leadership contributes to the effectiveness of organizations.

Topic/Concept: Ethical Leadership Difficulty level: Easy AACSB: Application of knowledge 78) Jaden tries to the follow the values of ethical leadership when making decisions. One of the core values of Jaden's leadership style should be trustworthiness.

Answer: TRUE Learning Objective: 10.4 Evaluate how ethical leadership contributes to the effectiveness of organizations.

Topic/Concept: Ethical Leadership Difficulty level: Moderate AACSB: Application of knowledge 79) Hannah must deliver an important message to her employees. She wants to make sure that she uses self-monitoring so that the message will be widely accepted. To self-monitor, Hannah should adjust her self-presentation, including what she wears, her facial expression, and her body language.

Answer: TRUE Learning Objective: 10.4 Evaluate how ethical leadership contributes to the effectiveness of organizations.

Topic/Concept: Ethical Leadership Difficulty level: Moderate AACSB: Application of knowledge 80) Apollo is on a leadership task force in his organization. His role is to lead the team discussion on the attributes of leadership and management. Discuss the attributes of a leader and contrast them with the attributes of a manager. Indicate if there are any attributes leaders and managers share.

Answer: Responses may vary. The attributes of leadership include: inspire employees with vision, future-focused, proactively shape ideas, establish expectations and determine the direction of the organization, and create new ways to do things. The attributes of leadership differ from the attributes of management in that the attributes of management include: focus on building competence in employees, maintain stability and the status quo, problem-solvers, achieve established results, and follow existing processes. The attributes that are shared by both leadership and management include: authority, power, essential to effective organizations, and deal with complexity. A primary difference between leadership and management is that leadership is forward-thinking and management is present-thinking.

Learning Objective: 10.1 Define leadership using attributes and behaviors.

Topic/Concept: Definitions of Leadership Difficulty level: Challenging AACSB: Critical thinking 24 Copyright © 2023 Pearson Education, Inc.

Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

81) Based on research, what personal characteristics are associated with effective leaders? Is it essential that a leader possess all the characteristics you identified? Why or why not?

Answer: Responses may vary. Both personality and physical characteristics are leadership traits that have been studied. Research indicates that leaders often demonstrate the following traits: physical vitality and stamina, above-average height, intelligence, ability to motivate others, sociability, high need for achievement, integrity, adaptability, self-confidence and determination.

Some consider extraversion as essential for good leadership, though introverted leaders can also have their strengths.

Learning Objective: 10.1 Define leadership using attributes and behaviors.

Topic/Concept: Definitions of Leadership Difficulty level: Challenging AACSB: Critical thinking 82) Hailey wants to work for an organization whose leaders practice task-oriented leadership.

Define task-oriented leadership. Describe the behaviors of task-oriented leaders.

Answer: Responses may vary. Task-oriented leadership aims to define, organize, and structure the work of employees. Leaders who use a task-oriented style of leadership set measurable goals, create clear deadlines, and communicate explicit standards for their work products. Employees who work for task-oriented leaders have a clear idea of the work they are to complete.

Learning Objective: 10.1 Define leadership using attributes and behaviors.

Topic/Concept: Leader Behavior Difficulty level: Moderate AACSB: Critical thinking 83) Ricky was hired as a consultant for a prestigious fragrance company. His analysis of the organization has determined that the leadership style of the executive board tends to be focused on tasks. One of Ricky's recommendations is for the leaders to adopt an employee-oriented leadership style. Define employee-oriented leadership. Describe behaviors of employee-oriented leaders.

Answer: Responses may vary. Employee-oriented leadership focuses on a leader's relationship with their followers. The behaviors associated with employee-oriented leadership include a demonstrated concern for employees as individuals, inquiring about employee attitudes, feelings, and perspectives on matters at work, and treating employees as equals by seeking their opinions and expressing appreciation for the work employees perform. Leaders who exhibit employeeoriented behaviors are seen as slightly more effective than those using task-oriented leadership.

Learning Objective: 10.1 Define leadership using attributes and behaviors.

Topic/Concept: Leader Behavior Difficulty level: Moderate AACSB: Critical thinking

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

84) Millie is a new leader in her organization. She wants to employ the situational leadership model as her employees are low in competence and commitment. What leadership behaviors should Millie demonstrate to best help her employees achieve their goals?

Answer: Responses may vary. The situational leadership model is based on the competencies of competence and commitment. In Millie's situation, her employees are low in competence and commitment. To best help her employees achieve their goals, Mille should use a directing style of leadership. In a directing style of leadership, Millie can focus on task-oriented behaviors by telling her employees exactly what their tasks are, when to perform them, and where to perform them.

Learning Objective: 10.2 Distinguish among different leadership styles.

Topic/Concept: Situational Leadership Model Difficulty level: Moderate AACSB: Critical thinking 85) Hector is a new leader in his organization. In the past, he has successfully used the situational leadership model to adapt his leadership behavior to his employees. How should Hector use the situational leadership model for employees that are committed but not competent?

Answer: Responses may vary. The situational leadership model is based on the competencies of competence and commitment. As Hector's employees are committed but not competent, he should use the coaching behaviors of situational leadership. Using a coaching style, Hector can focus on both the relationship and task-oriented behaviors. This will allow him to give clear and explicit directions while also helping his employees understand the reasoning behind his thinking.

Learning Objective: 10.2 Distinguish among different leadership styles.

Topic/Concept: Situational Leadership Model Difficulty level: Moderate AACSB: Critical thinking 86) Celina is dedicated to becoming a transformational leader in her organization. She wants to inspire her followers to achieve significant goals, morally uplift them to become leaders themselves, and act as a visionary change agent. What are the four behaviors Celina could use as a transformational leader?

Answer: Responses may vary. As a transformational leader, Celina should engage in four key behaviors that include individualized consideration, intellectual simulation, inspirational motivation, and idealized influence. Individualized consideration refers to cultivating a follower's strengths to help them become the best versions of themselves. Intellectual simulation refers to encouraging followers to take part in the organization's goals through participative problem solving and decision-making. Inspirational motivation refers to working to engage and motivate employees to gain their loyalty and encouraging them to reach their stretch goals.

Idealized influence refers to using self-awareness to elevate and model the behaviors they wish to see in their followers.

Learning Objective: 10.2 Distinguish among different leadership styles.

Topic/Concept: Transformational Leadership Difficulty level: Challenging AACSB: Critical thinking

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

87) Bailey feels that her manager doesn't really understand leadership and tends to only use transactional leadership to motivate her and her coworkers. Define transactional leadership.

Discuss the behaviors indicative of transactional leadership.

Answer: Responses may vary. Transactional leadership is a style of leadership in which leaders offer their followers tangible goods (such as a higher salary or promotion) as well as intangibles (such as mentoring) in exchange for employees completing their work. The basis of the relationship between the leader and follower is one of exchange. Transactional leaders control and monitor their employees' progress by assigning tasks and determining the processes they should follow to achieve their goals. The two behaviors that describe transactional behavior are offering contingent rewards and managing by exception.

Learning Objective: 10.2 Distinguish among different leadership styles.

Topic/Concept: Transactional Leadership Difficulty level: Moderate AACSB: Critical thinking 88) Daniel and Samara are responsible for getting their team prepared to enter a negotiation with another organization. Daniel and Samara's organization uses a participative orientation in their leadership style, while the other organization uses an autonomous orientation. What difficulties will likely result from these organizations having different cultures?

Answer: Responses may vary. As Daniel and Samara's organization uses a participative orientation, their leaders are likely to encourage and solicit input from members of the organization when making decisions. They are also likely to delegate work to encourage equal participation. As the other organization has an autonomous orientation, the leaders of this organization are likely to be independent and individualistic. Their organization will be centered around the leader. It will be necessary to understand both organization's culture for the negotiations to be successful.

Learning Objective: 10.2 Distinguish among different leadership styles.

Topic/Concept: Cultural Differences in Leadership Difficulty level: Challenging AACSB: Critical thinking 89) Leslie is an experienced leader in her organization. Her success in leadership comes from her use of positional sources of power. Identify and describe each of the positional sources of power.

Answer: Responses may vary. The three main positional sources of power include: legitimate power, reward power, and coercive power. Legitimate power is based on the leader's formal role of authority in the organization. Reward power comes from the leader's ability to reward in terms of salary, promotion, etc. Coercive power is based on the leader's ability to punish an employee in terms of firing, demotion, etc.

Learning Objective: 10.3 Identify the source of power bases and influence tactics.

Topic/Concept: Power and Sources of Power Difficulty level: Moderate AACSB: Critical thinking

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

90) Daryl is a new leader in his organization. He knows he wants to use a personal source of power to influence his employees but is unsure which personal source of power to use. Identify and describe the three personal sources of power.

Answer: Responses may vary. The three main personal sources of power are referent power, expertise power, and network power. Referent power is based on the leader's ability to be likeable and have employees identify with the leader. Expertise power is based on expertise, experience, or education in a specific area. Network power is based on the leader's social network and access to resources through that network.

Learning Objective: 10.3 Identify the source of power bases and influence tactics.

Topic/Concept: Power and Sources of Power Difficulty level: Moderate AACSB: Critical thinking 91) Nicholas wants to ask his manager for a raise. Name and describe three influence tactics that Nicholas could use to ask his manager for a raise.

Answer: Responses may vary. Three influence tactics that Nicholas could use to ask his manager for a raise are simple request, rational persuasion, and inspirational appeals. Using a simple request influence tactic, Nicholas would simply ask his boss for the raise. This is the most common influence tactic. Using the rational persuasion influence tactic, Nicholas would use logical arguments, evidence, and facts to make the case that the raise is reasonable. Using the inspirational appeals influence tactic, Nicholas would inspire enthusiasm and a strong emotional connection to the raise.

Learning Objective: 10.3 Identify the source of power bases and influence tactics.

Topic/Concept: Tactics of Influence Difficulty level: Challenging AACSB: Critical thinking 92) Jackson is considering adopting an authentic leadership style to help his employees achieve their goals. Define an authentic leadership style. What are the benefits of adopting an authentic leadership style?

Answer: Responses may vary. An authentic leadership style encourages leaders to remain true to their values. Authentic leaders are aware of their strengths and weaknesses as they seek honest feedback from their followers to improve themselves as leaders. Authentic leaders take a lifelong learning approach as they engage in introspection and reflection for improvement in their leadership roles and as people. The benefits of adopting an authentic leadership style include consistent self-awareness and learning so that they can be guided by their inner feelings and thoughts without regard to specific situations.

Learning Objective: 10.4 Evaluate how ethical leadership contributes to the effectiveness of organizations.

Topic/Concept: Authentic Leadership Difficulty level: Moderate AACSB: Critical thinking

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

Management: An Interactive Approach, 1e (Mollica) Chapter 11 Motivation 1) Jeremiah was hired to act as a consultant to a manufacturing company. The company is concerned with the conditions and processes that initiate, guide, and regulate how people behave at work. Jeremiah's recommendations as a consultant focus on the concept of: A) stress.

B) motivation.

C) self-fulfilling prophecy.

D) Pygmalion effect.

Answer: B Learning Objective: 11.1 Explain the concept of motivation.

Topic/Concept: Definition of Motivation Difficulty level: Easy AACSB: Application of knowledge 2) Giorgi is developing a training manual for new managers. The training manual will help new managers understand motivation. In the training manual, Giorgi should detail the three elements of motivation as: A) internal, external, opportunity.

B) direction, persistence, intensity.

C) personality, attention, lifespan.

D) dedication, likelihood, attractiveness.

Answer: B Learning Objective: 11.1 Explain the concept of motivation.

Topic/Concept: Direction, Persistence, and Intensity in Motivation Difficulty level: Moderate AACSB: Application of knowledge 3) Lexi is working in a retail store. She knows that when she graduates from college, the store will promote her to a management position. In this example, Lexi's working toward the goal of becoming a manager refers to the element of motivation.

A) persistence B) intensity C) attractiveness D) direction Answer: D Learning Objective: 11.1 Explain the concept of motivation.

Topic/Concept: Direction, Persistence, and Intensity in Motivation Difficulty level: Moderate AACSB: Application of knowledge

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

4) Valerie has applied for an account executive position for the past two months, but no positions were available. She plans to keep applying every single month until a position becomes available. Valerie's focus on this task refers to the element of motivation.

A) functional B) direction C) required D) persistence Answer: D Learning Objective: 11.1 Explain the concept of motivation.

Topic/Concept: Direction, Persistence, and Intensity in Motivation Difficulty level: Moderate AACSB: Application of knowledge 5) Summer wants to encourage her employees to excel in their jobs because they love what they are doing. In this example, Summer uses motivation to achieve her goals.

A) extrinsic B) external C) intrinsic D) systemic Answer: C Learning Objective: 11.1 Explain the concept of motivation.

Topic/Concept: Intrinsic and Extrinsic Sources of Motivation Difficulty level: Easy AACSB: Application of knowledge 6) Jessica wants to motivate her employees to complete their goals ahead of schedule. She appeals to their internal feelings, drive, and goals that influence their attitudes about work.

Jessica uses forces to motivate her employees.

A) extrinsic B) functional C) intrinsic D) systemic Answer: C Learning Objective: 11.1 Explain the concept of motivation.

Topic/Concept: Intrinsic and Extrinsic Sources of Motivation Difficulty level: Moderate AACSB: Application of knowledge

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

7) Sarah wants to use intrinsic forces to motivate her employees to achieve their goals. What should Sarah do so that her employees will be intrinsically motivated?

A) Sarah should draw upon her employees' feelings, drive, and goals to influence their attitude about work.

B) Sarah should reward her employees with a higher salary or promotion.

C) Sarah should create monetary incentives for high-performing employees.

D) All of these.

Answer: A Learning Objective: 11.1 Explain the concept of motivation.

Topic/Concept: Intrinsic and Extrinsic Sources of Motivation Difficulty level: Challenging AACSB: Application of knowledge 8) Meenakshi is best motivated when her manager rewards her with a higher salary when she achieves her goals. Meenakshi is motivated by: A) intrinsic motivation.

B) extrinsic motivation.

C) functional motivation.

D) neotraditional motivation.

Answer: B Learning Objective: 11.1 Explain the concept of motivation.

Topic/Concept: Intrinsic and Extrinsic Sources of Motivation Difficulty level: Moderate AACSB: Application of knowledge 9) Jacob is struggling to find the best way to motivate his employees. His employees are only motivated to achieve their goals when Jacob rewards them with a monetary bonus. Jacob's employees are likely: A) extrinsically motivated.

B) intrinsically motivated.

C) functionally motivated.

D) systemically motivated.

Answer: A Learning Objective: 11.1 Explain the concept of motivation.

Topic/Concept: Intrinsic and Extrinsic Sources of Motivation Difficulty level: Moderate AACSB: Application of knowledge

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

10) Mia's manager is developing a report on the level of employee motivation and has asked for Mia's help in better understanding hygiene factors. Which of the following should Mia tell her manager is a hygiene factor?

A) Salary B) Benefits C) Company policies D) All of these Answer: D Learning Objective: 11.1 Explain the concept of motivation.

Topic/Concept: Effects of Extrinsic and Intrinsic Motivators Difficulty level: Easy AACSB: Application of knowledge 11) Tyler wants to design a work environment that includes hygiene factors to motivate employees. Which of the following elements would Tyler want to include in the work environment?

A) Achievement B) Recognition C) Responsibility D) Company policies Answer: D Learning Objective: 11.1 Explain the concept of motivation.

Topic/Concept: Effects of Extrinsic and Intrinsic Motivators Difficulty level: Moderate AACSB: Application of knowledge 12) Julian is delivering a presentation on the impact of hygiene factors in a workplace. Which of the following factors would Julian include in his presentation?

A) Achievement B) Recognition C) Responsibility D) Safe working environment Answer: D Learning Objective: 11.1 Explain the concept of motivation.

Topic/Concept: Effects of Extrinsic and Intrinsic Motivators Difficulty level: Moderate AACSB: Application of knowledge

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

13) Fabian wants to make sure his employees are motivated to achieve their goals. He focuses on emphasizing the motivating factors in his organization's work environment. Which of the following would be considered a motivating factor?

A) A safe working environment B) Company policies C) Benefits D) Achievement Answer: D Learning Objective: 11.1 Explain the concept of motivation.

Topic/Concept: Effects of Extrinsic and Intrinsic Motivators Difficulty level: Moderate AACSB: Application of knowledge 14) Nina has dedicated her career to making sure her employees are motivated to achieve their goals. She emphasizes the motivating factors in her organization's work environment. Nina emphasizes: A) good relationships with colleagues and supervisors.

B) a safe working environment.

C) the work itself.

D) salary.

Answer: C Learning Objective: 11.1 Explain the concept of motivation.

Topic/Concept: Effects of Extrinsic and Intrinsic Motivators Difficulty level: Moderate AACSB: Application of knowledge 15) In a recent workplace seminar, Maritza learned about the two-factor theory of motivation.

She wants to apply two-factor theory to her organization. Which of the following best represents the two factors of motivation?

A) Functional and dysfunctional factors B) Traditional and new factors C) Hygiene and motivating factors D) Input and output factors Answer: C Learning Objective: 11.1 Explain the concept of motivation.

Topic/Concept: Effects of Extrinsic and Intrinsic Motivators Difficulty level: Easy AACSB: Application of knowledge

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

16) Adam is interested in learning more about Maslow's Hierarchy of Needs so that he can apply them in his workplace. Which of the following represents a need in Maslow's Hierarchy?

A) Physiological B) Safety C) Social D) All of these Answer: D Learning Objective: 11.2 Relate internal factors, such as traits, motives, and orientations to employees' motivation.

Topic/Concept: Needs as Motivators Difficulty level: Easy AACSB: Application of knowledge 17) Maggie motivates her team by encouraging their learning, growth, and realization of their potential. According to Maslow's Hierarchy of Needs theory, Maggie uses needs to motivate her team.

A) esteem B) social C) physiological D) self-actualization Answer: D Learning Objective: 11.2 Relate internal factors, such as traits, motives, and orientations to employees' motivation.

Topic/Concept: Needs as Motivators Difficulty level: Challenging AACSB: Application of knowledge 18) Theresa focuses on her esteem needs to be motivated at work. Esteem needs include the need for: A) learning.

B) realizing your potential.

C) accomplishment.

D) group belongingness.

Answer: C Learning Objective: 11.2 Relate internal factors, such as traits, motives, and orientations to employees' motivation.

Topic/Concept: Needs as Motivators Difficulty level: Moderate AACSB: Application of knowledge

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

19) Madeline's goal is to gain stable employment so she can protect her health, family, and property. In this example, Madeline is motivated by needs according to Maslow's Hierarchy of Needs model.

A) physiological B) love C) self-esteem D) safety and security Answer: D Learning Objective: 11.2 Relate internal factors, such as traits, motives, and orientations to employees' motivation.

Topic/Concept: Needs as Motivators Difficulty level: Moderate AACSB: Application of knowledge 20) Stacey wants to be successful in her new job as a project manager. She holds herself to high standards and finds enjoyment in difficult tasks. Stacey is likely motivated by needs.

A) physiological B) safety C) belongingness D) achievement Answer: D Learning Objective: 11.2 Relate internal factors, such as traits, motives, and orientations to employees' motivation.

Topic/Concept: Needs as Motivators Difficulty level: Challenging AACSB: Application of knowledge 21) Kaylee wants to ensure that her employees feel motivated at work. She believes that employees want to thrive in their personal and professional lives and need specific psychological experiences. This motivational theory is described as: A) Maslow's Hierarchy of Needs theory.

B) two-factor theory.

C) intrinsic and extrinsic need theory.

D) self-determination theory.

Answer: D Learning Objective: 11.2 Relate internal factors, such as traits, motives, and orientations to employees' motivation.

Topic/Concept: Needs as Motivators Difficulty level: Challenging AACSB: Application of knowledge

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

22) Noah and Anna are members of the senior leadership team in their organization. They believe that self-determination theory best describes the way employees are motivated in their organization. According to self-determination theory, Noah and Anna identify employees' needs as: A) motivator, hygiene, functional.

B) intrinsic, extrinsic, inherent.

C) autonomy, competence, relatedness.

D) belongingness, self-fulfillment, security.

Answer: C Learning Objective: 11.2 Relate internal factors, such as traits, motives, and orientations to employees' motivation.

Topic/Concept: Needs as Motivators Difficulty level: Moderate AACSB: Application of knowledge 23) Bailey was asked to deliver a workshop on self-determination theory to new members of her organization. She understands that one of the three needs of self-determination theory is autonomy. Which of the following best describes autonomy?

A) The ability to master a skill B) Relatedness C) Self-esteem D) The ability to have control over your work Answer: D Learning Objective: 11.2 Relate internal factors, such as traits, motives, and orientations to employees' motivation.

Topic/Concept: Needs as Motivators Difficulty level: Easy AACSB: Application of knowledge 24) Samantha created a newsletter for her organization that details employee motivation. She feels that the self-determination theory best represents her personal style. Which of the following elements of the self-determination theory most closely represents the belongingness need according to Maslow's Hierarchy of Needs theory?

A) Competence B) Autonomy C) Relatedness D) Security Answer: C Learning Objective: 11.2 Relate internal factors, such as traits, motives, and orientations to employees' motivation.

Topic/Concept: Needs as Motivators Difficulty level: Challenging AACSB: Application of knowledge

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

25) Kelsey was promoted to team leader in her organization. She wants to better understand the relationship between personality and motivation. Which of the following statements is accurate regarding personality and motivation?

A) People high in openness to experience are often motivated by learning.

B) People high in conscientiousness perform better on tasks that require autonomy.

C) People with high core self-evaluation set more challenging goals.

D) All of these.

Answer: D Learning Objective: 11.2 Relate internal factors, such as traits, motives, and orientations to employees' motivation.

Topic/Concept: Influence of Personality Traits on Motivation Difficulty level: Challenging AACSB: Application of knowledge 26) Sierra has always been interested in the role personality plays in motivation. She is especially interested in people with high openness to experience as a personality trait. How does high openness to experience impact motivation?

A) People with high-openness-to-experience personalities perform better on tasks that require a high degree of autonomy.

B) People with high-openness-to-experience personalities judge their own abilities favorably.

C) People with high-openness-to-experience personalities set more challenging goals for themselves.

D) People with high-openness-to-experience personalities are often motivated by learning.

Answer: D Learning Objective: 11.2 Relate internal factors, such as traits, motives, and orientations to employees' motivation.

Topic/Concept: Influence of Personality Traits on Motivation Difficulty level: Challenging AACSB: Application of knowledge 27) Shane scored high in conscientiousness on his recent personality assessment. What is the most effective way to motivate Shane based on his high level of conscientiousness?

A) The best way to motivate Shane is to give him tasks that require a high degree of autonomy.

B) The best way to motivate Shane is to offer him additional certifications and learning.

C) The best way to motivate Shane is to set realistic and measurable goals for him to achieve.

D) The best way to motivate Shane is to provide him with a salary increase or bonus.

Answer: A Learning Objective: 11.2 Relate internal factors, such as traits, motives, and orientations to employees' motivation.

Topic/Concept: Influence of Personality Traits on Motivation Difficulty level: Challenging AACSB: Application of knowledge

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

28) Charlotte didn't receive a raise this year, but her coworker Manny did. Charlotte is upset by this and tells her boss that it's not fair that she didn't receive a raise. Charlotte's boss meets with her to review her job knowledge, skills, and effort. By looking at these factors, Charlotte's boss is examining her .

A) outputs.

B) inputs.

C) intrinsic factors.

D) extrinsic factors.

Answer: B Learning Objective: 11.2 Relate internal factors, such as traits, motives, and orientations to employees' motivation.

Topic/Concept: Fairness as a Motivator Difficulty level: Challenging AACSB: Application of knowledge 29) Ana Maria doesn't think she is being treated fairly in her organization. She examines her inputs and compares them to her outputs. Which of the following is considered an input?

A) Education B) Knowledge C) Skills D) All of these Answer: D Learning Objective: 11.2 Relate internal factors, such as traits, motives, and orientations to employees' motivation.

Topic/Concept: Fairness as a Motivator Difficulty level: Easy AACSB: Application of knowledge 30) Alexei is unhappy that his coworkers received a raise, and he didn't. He thinks it's unfair and examines his inputs and his outputs. Which of the following would Alexei consider to be an output?

A) Knowledge B) Education C) Length of time with the organization D) Pay and benefits Answer: D Learning Objective: 11.2 Relate internal factors, such as traits, motives, and orientations to employees' motivation.

Topic/Concept: Fairness as a Motivator Difficulty level: Moderate AACSB: Application of knowledge

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

31) Mauricio wants to make sure that he evaluates and rewards all his employees fairly. In performing evaluations, he compares each employee's inputs and outputs. Which of the following would Mauricio consider an output?

A) Integrity B) Loyalty C) Commitment D) Praise Answer: D Learning Objective: 11.2 Relate internal factors, such as traits, motives, and orientations to employees' motivation.

Topic/Concept: Fairness as a Motivator Difficulty level: Moderate AACSB: Application of knowledge 32) Ryan is concerned about workplace fairness in his organization. He understands that employees compare their inputs at work to their outputs, and they try to correct any imbalances.

Ryan uses theory.

A) self-determination B) intrinsic motivation C) equity D) perceptual Answer: C Learning Objective: 11.2 Relate internal factors, such as traits, motives, and orientations to employees' motivation.

Topic/Concept: Fairness as a Motivator Difficulty level: Easy AACSB: Application of knowledge 33) Kyle works to ensure that his organization fairly distributes pay, benefits, perks, and other resources among members of the organization. In this example, Kyle ensures: A) procedural justice.

B) self-actualization.

C) distributive justice.

D) self-determination.

Answer: C Learning Objective: 11.2 Relate internal factors, such as traits, motives, and orientations to employees' motivation.

Topic/Concept: Fairness as a Motivator Difficulty level: Moderate AACSB: Application of knowledge

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

34) Kellie is scheduled to take a professional certification exam in human resource management.

Concepts on the exam include distributive justice, procedural justice, and interpersonal justice.

One question asks about the degree that people are treated with equal dignity and respect by others in the organization. Which form of justice should Kellie select?

A) Procedural justice B) Distributive justice C) Interpersonal justice D) All of these Answer: C Learning Objective: 11.2 Relate internal factors, such as traits, motives, and orientations to employees' motivation.

Topic/Concept: Fairness as a Motivator Difficulty level: Moderate AACSB: Application of knowledge 35) Evelyn wants to ensure that her organization uses a consistent process to make decisions that affect employees. In doing so, Evelyn's organization will benefit from: A) interpersonal justice.

B) distributive justice.

C) procedural justice.

D) all of these.

Answer: C Learning Objective: 11.2 Relate internal factors, such as traits, motives, and orientations to employees' motivation.

Topic/Concept: Fairness as a Motivator Difficulty level: Moderate AACSB: Application of knowledge 36) The culture of Zara's organization exhibits a high extent to which authority, power differences, and status privileges are accepted. Zara's organization likely has a(n) organizational culture.

A) uncertainty avoidance B) individualism C) collectivism D) power distance Answer: D Learning Objective: 11.2 Relate internal factors, such as traits, motives, and orientations to employees' motivation.

Topic/Concept: Understanding Cultural Differences in Motivation Difficulty level: Moderate AACSB: Application of knowledge

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

37) Chelsea works best in an organizational culture that focuses on rewarding employees for achieving excellence at work. Chelsea's culture illustrates: A) individualism.

B) performance orientation.

C) uncertainty avoidance.

D) power distance.

Answer: B Learning Objective: 11.2 Relate internal factors, such as traits, motives, and orientations to employees' motivation.

Topic/Concept: Understanding Cultural Differences in Motivation Difficulty level: Moderate AACSB: Application of knowledge 38) Layla wants to make sure that her employees are motivated and paid well. Which of the following best describes the relationship between motivation and pay?

A) Incentive pay works best when the task being incentivized is simple and can be easily measured.

B) Incentive pay works best when it is based on stretch goals.

C) Incentive pay works best when the results have a direct impact on internal and external stakeholders.

D) Incentive pay works best when the task requires extensive knowledge, skill, and ability.

Answer: A Learning Objective: 11.3 Evaluate features of the work environment for their effect on employees' motivation.

Topic/Concept: Paying to Motivate Difficulty level: Challenging AACSB: Application of knowledge 39) Adela wants to effectively reward her employees for achieving their goals this quarter. What is an effective way for Adela to reward her top performers in her organization?

A) Adela should reward her top performers with more frequent rewards.

B) Adela should reward her top performers with nonmonetary gifts such as a family vacation.

C) Adela should reward her top performers by making their performance the only limit on their earnings.

D) Adela should do all of these.

Answer: C Learning Objective: 11.3 Evaluate features of the work environment for their effect on employees' motivation.

Topic/Concept: Reinforcements in the Workplace Difficulty level: Challenging AACSB: Application of knowledge

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

40) Jackson is a low performer in his organization. What is an effective way to motivate low performers such as Jackson in their organizations?

A) More frequent rewards B) Nonmonetary gifts C) Limited earnings D) Increased holidays Answer: A Learning Objective: 11.3 Evaluate features of the work environment for their effect on employees' motivation.

Topic/Concept: Reinforcements in the Workplace Difficulty level: Moderate AACSB: Application of knowledge 41) Vaishnavi is a well-known expert on workplace motivation. On a recent television interview, Vaishnavi explained how the meaningfulness of tasks affects employee motivation. This theory is known as: A) self-determination model.

B) input-output model.

C) equity theory.

D) job characteristics model.

Answer: D Learning Objective: 11.3 Evaluate features of the work environment for their effect on employees' motivation.

Topic/Concept: Job Design Difficulty level: Easy AACSB: Application of knowledge 42) Heather wants to use the job characteristics model to decrease absenteeism and increase financial savings in her organization. Which of the following is a core element of the job characteristics model?

A) Skill variety B) Power distance C) Individualism D) Collectivism Answer: A Learning Objective: 11.3 Evaluate features of the work environment for their effect on employees' motivation.

Topic/Concept: Job Design Difficulty level: Easy AACSB: Application of knowledge

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

43) Benjamin uses many different types of skills to engage in his task at work. This leads him to experience more meaningfulness at work. Benjamin's job emphasizes the characteristic of the job characteristics model.

A) task identity B) autonomy C) feedback D) skill variety Answer: D Learning Objective: 11.3 Evaluate features of the work environment for their effect on employees' motivation.

Topic/Concept: Job Design Difficulty level: Moderate AACSB: Application of knowledge 44) Sebastian's manager gives him control over his scheduling and how he carries out his work duties. According to the job characteristics model, Sebastian has: A) task identity.

B) skill variety.

C) feedback.

D) autonomy.

Answer: D Learning Objective: 11.3 Evaluate features of the work environment for their effect on employees' motivation.

Topic/Concept: Job Design Difficulty level: Moderate AACSB: Application of knowledge 45) When Kathy completed her presentation to the sales associates of her organization, her manager Robert directly commented on the strengths and weaknesses of her presentation. In this example, Kathy received , a characteristic of the job characteristics model.

A) task identity B) autonomy C) feedback D) skill variety Answer: C Learning Objective: 11.3 Evaluate features of the work environment for their effect on employees' motivation.

Topic/Concept: Job Design Difficulty level: Moderate AACSB: Application of knowledge

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

46) Peyton wants to use the goal-setting theory to motivate her employees. To effectively use goal-setting theory, Peyton should ensure that the goals are: A) direct.

B) functional.

C) measurable.

D) rooted.

Answer: C Learning Objective: 11.4 Explain how process approaches can be effective in motivating employees.

Topic/Concept: Choosing the Right Goals Difficulty level: Easy AACSB: Application of knowledge 47) Sabrina's manager wants to use goals to motivate her employees. The goals that Sabrina designs are focused on avoiding a negative outcome. This type of goal is known as: A) approach goal.

B) functional goal.

C) avoidance goal.

D) directed goal.

Answer: C Learning Objective: 11.4 Explain how process approaches can be effective in motivating employees.

Topic/Concept: Choosing the Right Goals Difficulty level: Moderate AACSB: Application of knowledge 48) Josiah is trying to understand whether to use an avoidance goal or an approach goal to motivate his employees. Which of the following accurately represents which goal Josiah should use?

A) Josiah should use an approach goal, which is aimed at avoiding a negative outcome.

B) Josiah should use an approach goal, which is aimed at achieving a positive outcome.

C) Josiah should use an avoidance goal, which is aimed at increasing his employees' effectiveness.

D) Josiah should use an avoidance goal, which will restrict the limits on his employees' pay.

Answer: B Learning Objective: 11.4 Explain how process approaches can be effective in motivating employees.

Topic/Concept: Choosing the Right Goals Difficulty level: Challenging AACSB: Application of knowledge

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49) Peter's manager uses the goal-setting theory to direct his employees' behavior. According to goal-setting theory, "S" in the acronym SMART refers to: A) self-efficacy.

B) self-actualization.

C) standard.

D) specific.

Answer: D Learning Objective: 11.4 Explain how process approaches can be effective in motivating employees.

Topic/Concept: Choosing the Right Goals Difficulty level: Easy AACSB: Application of knowledge 50) Drew plans on adopting the SMART framework to help his employees set goals for themselves. Which of the following represents a best practice to follow when setting goals?

A) Goals should be dictated and monitored by senior management.

B) Goals should align with job satisfaction and organizational commitment.

C) Goals should be focused on putting in extra time and initiative.

D) Goals should present a challenge for employees.

Answer: D Learning Objective: 11.4 Explain how process approaches can be effective in motivating employees.

Topic/Concept: Choosing the Right Goals Difficulty level: Challenging AACSB: Application of knowledge 51) Rachel believes using a SMART framework will help her achieve her goals. In the SMART framework, "T" represents: A) transitional.

B) transactional.

C) transformational.

D) timely.

Answer: D Learning Objective: 11.4 Explain how process approaches can be effective in motivating employees.

Topic/Concept: Choosing the Right Goals Difficulty level: Easy AACSB: Application of knowledge

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52) As an experienced manager, Nicholas believes that the SMART framework is effective for helping employees set goals for themselves. Which of the following represents a best practice that Nicholas should use in adopting the SMART framework?

A) Recognize the impact of status-striving goals in being seen as important and influential in the organization B) Determine the level of training and professional development that is required to achieve the tasks C) Identify the key elements of expectancy and if the employee can achieve the desired level of task performance D) Provide specific feedback on the process employees are using to accomplish their work as well as the outcomes of their work Answer: D Learning Objective: 11.4 Explain how process approaches can be effective in motivating employees.

Topic/Concept: Choosing the Right Goals Difficulty level: Challenging AACSB: Application of knowledge 53) Tabitha enjoys learning about motivation. She has expectations about how her effort will be rewarded and how much effort she will need to put in to attain a specific level of performance.

Tabitha's actions best relate to the theory of motivation.

A) self-determination B) equity C) expectancy D) input-output Answer: C Learning Objective: 11.4 Explain how process approaches can be effective in motivating employees.

Topic/Concept: Expectations Become Motivations Difficulty level: Moderate AACSB: Application of knowledge 54) Logan is working on a challenging work project. He asks himself "How high do I value these work outcomes?" Logan's question refers to the characteristic of the expectancy theory of motivation.

A) expectancy B) instrumentality C) valence D) all of these Answer: C Learning Objective: 11.4 Explain how process approaches can be effective in motivating employees.

Topic/Concept: Expectations Become Motivations Difficulty level: Moderate AACSB: Application of knowledge

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55) D'Axel strives to achieve his higher-order goals. The categories that will help him achieve his goals include: A) communion striving.

B) status striving.

C) achievement striving.

D) all of these.

Answer: D Learning Objective: 11.4 Explain how process approaches can be effective in motivating employees.

Topic/Concept: Striving for Higher-Order Goals Difficulty level: Easy AACSB: Application of knowledge 56) Thomas and Analisa are on a work team. They are committed to identifying higher-order goals for their organization. Which of the following represents a higher-order goal?

A) Intentional-striving B) Deliberate-striving C) Transformation-striving D) Achievement-striving Answer: D Learning Objective: 11.4 Explain how process approaches can be effective in motivating employees.

Topic/Concept: Striving for Higher-Order Goals Difficulty level: Easy AACSB: Application of knowledge 57) Javier is working with the members of the senior management team to develop higher-order goals for their organization. The team has decided to focus on common-striving goals to motivate employees. Communion-striving goals are best described as: A) confronting challenges.

B) being seen as important and influential.

C) accomplishing work.

D) helping others in the workplace.

Answer: D Learning Objective: 11.4 Explain how process approaches can be effective in motivating employees.

Topic/Concept: Striving for Higher-Order Goals Difficulty level: Moderate AACSB: Application of knowledge

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58) Communion-striving, status-striving, and achievement-striving goals represent: A) expectations that influence levels of effort and performance.

B) levels of desired performance on a task.

C) how much employees values their work outcomes.

D) higher-order goals that employees seek in their work.

Answer: D Learning Objective: 11.4 Explain how process approaches can be effective in motivating employees.

Topic/Concept: Striving for Higher-Order Goals Difficulty level: Moderate AACSB: Application of knowledge 59) Grace wants to become more engaged with her manager and coworkers in her organization.

What behavior should Grace adopt to increase her engagement in the organization?

A) Speak positively about the organization to customers, coworkers, and friends B) Desire to stay on the job despite having opportunities elsewhere C) Put in extra time, effort, and initiative to contribute to the organization's success D) All of these Answer: D Learning Objective: 11.5 Explain why having motivated employees is important in organizations.

Topic/Concept: Organizations Benefit from Motivated Employees Difficulty level: Challenging AACSB: Application of knowledge 60) Saoirse wants to improve an employee's performance by encouraging the employee to believe in their own abilities to reach goals. Saoirse is focused on her employee's: A) self-determination.

B) equity.

C) expectancy.

D) self-efficacy.

Answer: D Learning Objective: 11.5 Explain why having motivated employees is important in organizations.

Topic/Concept: Enhancing Employee Abilities Difficulty level: Moderate AACSB: Application of knowledge

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61) Justin wants to improve his employees' self-efficacy. Which of the following factors should Justin support to improve his employees' self-efficacy?

A) Direct experience B) Autonomy C) Skill variety D) Task identity Answer: A Learning Objective: 11.5 Explain why having motivated employees is important in organizations.

Topic/Concept: Enhancing Employee Abilities Difficulty level: Moderate AACSB: Application of knowledge 62) Carina is dedicated to improving her employees' self-efficacy so they will achieve their goals. She is focused on her employees' physiological feedback. Which of the following best describes physiological feedback?

A) Performing an activity yourself B) Watching someone else perform the activity C) Someone coaching and cheering you on as you perform the activity D) How you physically feel while performing the activity Answer: D Learning Objective: 11.5 Explain why having motivated employees is important in organizations.

Topic/Concept: Enhancing Employee Abilities Difficulty level: Moderate AACSB: Application of knowledge 63) A training manager wants to provide effective feedback to a newly hired employee. For the feedback to be effective, it should address the process the employee uses to work and: A) cascading self-efficacy.

B) establishing SMART goals.

C) expectations on how employees perceive their work.

D) progress toward specific outcomes.

Answer: D Learning Objective: 11.5 Explain why having motivated employees is important in organizations.

Topic/Concept: Enhancing Employee Abilities Difficulty level: Challenging AACSB: Application of knowledge

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64) Roberto wants to promote self-efficacy in his employees. Self-efficacy refers to: A) direct experience with goals.

B) getting to know employees on a personal level.

C) providing effective feedback.

D) belief in ability to reach goals.

Answer: D Learning Objective: 11.5 Explain why having motivated employees is important in organizations.

Topic/Concept: Enhancing Employee Abilities Difficulty level: Easy AACSB: Application of knowledge 65) Lexis is committed to developing the self-efficacy of her employees. One of the four factors that contribute to employees developing self-efficacy is: A) direct experience.

B) getting to know employees on a personal level.

C) providing effective feedback.

D) belief in ability to reach goals.

Answer: A Learning Objective: 11.5 Explain why having motivated employees is important in organizations.

Topic/Concept: Enhancing Employee Abilities Difficulty level: Easy AACSB: Application of knowledge 66) Gerardo recognizes that helping to develop his employees' self-efficacy will help them identify their strengths and use them to solve workplace problems. A factor that contributes to self-efficacy is: A) physiological feedback.

B) self-actualization.

C) diversity.

D) inclusion.

Answer: A Learning Objective: 11.5 Explain why having motivated employees is important in organizations.

Topic/Concept: Enhancing Employee Abilities Difficulty level: Challenging AACSB: Application of knowledge

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67) Ashlyn acts as a coach with her employees to help them develop their self-efficacy. Why is self-efficacy important in organizations?

A) Self-efficacy is important in speaking positively about the organization to customers, coworkers, and friends.

B) Self-efficacy is important because employees that are high in self-efficacy have increased legitimate power.

C) Self-efficacy is important in determining avoidance and approach goals in the organization.

D) Self-efficacy is important in identifying employee strengths and using those strengths to solve workplace problems.

Answer: D Learning Objective: 11.5 Explain why having motivated employees is important in organizations.

Topic/Concept: Enhancing Employee Abilities Difficulty level: Challenging AACSB: Application of knowledge 68) Jennifer is meeting with her employee Liam for his performance evaluation. She wants to ensure that she provides the most effective feedback to Liam. What step should Jennifer use to provide effective feedback to Liam?

A) Focus on communion-striving B) Reference the specific situation C) Use social persuasion D) All of these Answer: B Learning Objective: 11.5 Explain why having motivated employees is important in organizations.

Topic/Concept: Providing Feedback to Employees Difficulty level: Moderate AACSB: Application of knowledge 69) Lydia wants to provide effective feedback to her employees on their results from the last quarter of sales. For Lydia's feedback to be effective, it should address: A) cascading self-efficacy.

B) the direct observation of the task.

C) demographic characteristics.

D) the process the employee uses to work.

Answer: D Learning Objective: 11.5 Explain why having motivated employees is important in organizations.

Topic/Concept: Providing Feedback to Employees Difficulty level: Challenging AACSB: Application of knowledge

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70) Incentive pay works best when the task being incentivized is simple and can be easily measured.

Answer: TRUE Learning Objective: 11.3 Evaluate features of the work environment for their effect on employees' motivation.

Topic/Concept: Paying to Motivate Difficulty level: Moderate AACSB: Application of knowledge 71) Melissa wants to motivate her employees. She believes that increasing their skill variety will help to motivate her employees. Skill variety refers to employees using many different skills to engage in their task.

Answer: TRUE Learning Objective: 11.3 Evaluate features of the work environment for their effect on employees' motivation.

Topic/Concept: Job Design Difficulty level: Moderate AACSB: Application of knowledge 72) The five core job characteristics of the job characteristics model are communion-striving, achievement-striving, direct observation, skill variety, and self-actualization.

Answer: FALSE Learning Objective: 11.3 Evaluate features of the work environment for their effect on employees' motivation.

Topic/Concept: Job Design Difficulty level: Moderate AACSB: Application of knowledge 73) Bethel feels that she is more motivated at work when her manager gives her control over her scheduling and independence on how she completes her work. According to the job characteristics model, Bethel is motivated by the job's task significance.

Answer: FALSE Learning Objective: 11.3 Evaluate features of the work environment for their effect on employees' motivation.

Topic/Concept: Job Design Difficulty level: Moderate AACSB: Application of knowledge 74) According to goal-setting theory, expectations on how work is rewarded inspire and direct most human behavior.

Answer: FALSE Learning Objective: 11.4 Explain how process approaches can be effective in motivating employees.

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75) The acronym SMART refers to specific, measurable, achievable, realistic, and transformational goals.

Answer: FALSE Learning Objective: 11.4 Explain how process approaches can be effective in motivating employees.

Topic/Concept: Choosing the Right Goals Difficulty level: Easy AACSB: Application of knowledge 76) Ricardo wants to apply the SMART goal framework to help his employees achieve their goals. To successfully use the SMART goal framework, the goals that Ricardo sets should present a challenge for employees, as long as they possess the skills needed to succeed at the task.

Answer: TRUE Learning Objective: 11.4 Explain how process approaches can be effective in motivating employees.

Topic/Concept: Choosing the Right Goals Difficulty level: Moderate AACSB: Application of knowledge 77) In expectancy theory, valence refers to the belief that the employee can achieve the desired level of task performance.

Answer: FALSE Learning Objective: 11.4 Explain how process approaches can be effective in motivating employees.

Topic/Concept: Expectations Become Motivations Difficulty level: Moderate AACSB: Application of knowledge 78) Drew wants to use goal-setting theory to help his employees achieve their goals. According to goal-setting theory, employees have expectations about how their level of effort will be rewarded and how much effort is needed to attain performance.

Answer: FALSE Learning Objective: 11.4 Explain how process approaches can be effective in motivating employees.

Topic/Concept: Expectations Become Motivations Difficulty level: Moderate AACSB: Application of knowledge

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79) Emily believes that expectancy theory is most effective in motivating her employees.

According to expectancy theory, employees have expectations about how their effort will be rewarded and how much effort is needed to gain a specific level of performance.

Answer: TRUE Learning Objective: 11.4 Explain how process approaches can be effective in motivating employees.

Topic/Concept: Expectations Become Motivations Difficulty level: Moderate AACSB: Application of knowledge 80) Communion-striving, status-striving, and achievement-striving goals are higher-order goals.

Answer: TRUE Learning Objective: 11.4 Explain how process approaches can be effective in motivating employees.

Topic/Concept: Striving for Higher-Order Goals Difficulty level: Easy AACSB: Application of knowledge 81) Victor's team has an important goal to complete in a tight deadline. He will need to effectively motivate his team to achieve the goal. Identify and describe the three elements of motivation.

Answer: Responses may vary. The three elements of motivation are direction, persistence, and intensity. Direction refers to working toward a specific goal. Persistence refers to sticking with a task for a long duration and working to overcome setback challenges. Intensity refers to the amount of effort you put into a task. Victor's employees will need to use direction, persistence, and intensity to achieve their goal.

Learning Objective: 11.1 Explain the concept of motivation.

Topic/Concept: Direction, Persistence, and Intensity in Motivation Difficulty level: Moderate AACSB: Critical thinking 82) Alina is a team leader on her marketing team. Some of Alina's employees are intrinsically motivated while others are extrinsically motivated. Define and describe intrinsic and extrinsic motivation. How would Alina motivate her employees?

Answer: Responses may vary. Intrinsic motivation refers to internal forces that drive many workers to get up and work hard at their tasks. Employees that are intrinsically motivated perform a task because they enjoy doing it. Alina can motivate her employees that are intrinsically motived by drawing upon their feelings, drive, and goals to influence their attitude about work. Extrinsic motivation refers to external forces where employees receive a salary or other monetary benefits. Alina can motivate her employees that are externally motivated by paying them fairly and making sure that they fit the organizational culture.

Learning Objective: 11.1 Explain the concept of motivation.

Topic/Concept: Intrinsic and Extrinsic Sources of Motivation Difficulty level: Challenging AACSB: Critical thinking

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83) Francisco posits that the two-factor theory of motivation is most effective at motivating his team members. Define two-factor theory. Identify examples of each of the factors in the twofactor theory.

Answer: Responses may vary. Two-factor theory states that there are two factors that impact motivation: hygiene factors and motivator factors. Hygiene factors are basic requirements and include salary, benefits, company policies, a safe working environment, and good relationships with colleagues and supervisors. Motivators are the key to job satisfaction. Motivators include achievement, recognition, the work itself, responsibility, achievement, and growth.

Learning Objective: 11.1 Explain the concept of motivation.

Topic/Concept: Effects of Extrinsic and Intrinsic Motivators Difficulty level: Moderate AACSB: Critical thinking 84) James works as an advertising executive. When he is creating advertisements for his customers, James relies on the levels of Maslow's Hierarchy of Needs to identify customers' needs. Identify and describe each of the levels of Maslow's Hierarchy of Needs.

Answer: Responses may vary. Maslow's Hierarchy of Needs is based on the idea that unmet needs motivate us to seek out ways to fulfill them. The levels of Maslow's Hierarchy of Needs are physiological, safety and security, social, esteem, and self-actualization. Examples of physiological needs include breathing, food, sleep, and other items necessary for survival. Safety and security needs include resources, family, health, and property. Example of social or love needs include friendship and connection. Examples of esteem needs include confidence and respect. Examples of self-actualization needs include creativity and problem solving.

Learning Objective: 11.2 Relate internal factors, such as traits, motives, and orientations to employees' motivation.

Topic/Concept: Needs as Motivators Difficulty level: Easy AACSB: Critical thinking 85) Daniela is interested in the effects of personality traits on motivation. Discuss how personality traits affect motivation.

Answer: Responses may vary. Research on the effect personality traits have on motivation has determined that people high in openness to experience are often motivated by learning. In addition, people high in conscientiousness perform better on tasks that require a high degree of autonomy. Further, people who are high in core self-evaluation (meaning they judge their own abilities and self-worth favorably) set more challenging goals and are more likely to persist in attaining them.

Learning Objective: 11.2 Relate internal factors, such as traits, motives, and orientations to employees' motivation.

Topic/Concept: Influence of Personality Traits on Motivation Difficulty level: Challenging AACSB: Critical thinking

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86) Diego is unhappy that he didn't receive a raise this year. He considers it unfair because his coworker Tristan did receive a raise and Diego worked just as hard as Tristan did. Define and describe equity theory. How does equity theory relate to fairness in the workplace?

Answer: Responses may vary. The equity theory of motivation is based on comparing our inputs to outputs so that a balance occurs. Inputs include time, efforts, ability, education, knowledge, skill, etc. They are what an employee perceives they are contributing to their organization. In contrast, outputs are what you receive from your organization. Outputs include pay, bonuses, benefits, recognition, etc. Equity theory seeks to balance out an employee's inputs and outputs so that it is considered fair.

Learning Objective: 11.2 Relate internal factors, such as traits, motives, and orientations to employees' motivation.

Topic/Concept: Fairness as a Motivator Difficulty level: Moderate AACSB: Critical thinking 87) Kaiser is a lead manager in a multinational organization. He is aware that cultural differences can impact how employees are motivated. Discuss the cultural elements that impact how people respond to motivation.

Answer: Responses may vary. Kaiser will want to be aware that employees in cultures with high-power distance will accept a more authoritarian approach to direction. Cultures with highpower distance accept differences in authority, power, and status privileges. Kaiser will also want to be aware that employees in cultures with high-uncertainty avoidance will rely on social norms, rules, and bureaucracy to help alleviate the unpredictability of future events. For employees in individualist cultures, Kaiser will want to be aware of more social loafing when they work in groups.

Learning Objective: 11.2 Relate internal factors, such as traits, motives, and orientations to employees' motivation.

Topic/Concept: Understanding Cultural Differences in Motivation Difficulty level: Challenging AACSB: Critical thinking 88) Alef recognizes that it's important to use rewards to motivate his employees. Identify the different types of rewards and their impact on low performers, core performers, and top performers.

Answer: Responses may vary. Rewards serve as a way to motivate employees. Low-performing employees did better with more frequent rewards. Core performers preferred nonmonetary rewards, such as a family vacation or a round of golf. Top performers wanted few limits on their potential compensation from commission, making their performance the only limit on their earnings. This illustrates how rewards can be used to motivate employees at different levels.

Learning Objective: 11.3 Evaluate features of the work environment for their effect on employees' motivation.

Topic/Concept: Reinforcements in the Workplace Difficulty level: Moderate AACSB: Critical thinking

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89) Yosef attended a seminar where the guest speaker discussed the job characteristics model.

Yosef believes the job characteristics model would be beneficial for his organization and wants to use it to redesign jobs to be more motivating. Identify and describe the core job elements of the job characteristics model.

Answer: Responses may vary. The job characteristics model has five core job characteristics: skill variety, task identity, task significance, autonomy, and feedback. These core job characteristics lead to more meaningful work. Skill variety refers to employees using many different types of skills to engage in their tasks. Task identity refers to the strong impact that a job has on the employee. Autonomy refers to the amount of control over scheduling and independence the employee has over their work. Feedback refers to a direct assessment on job performance.

Learning Objective: 11.3 Evaluate features of the work environment for their effect on employees' motivation.

Topic/Concept: Job Design Difficulty level: Moderate AACSB: Critical thinking 90) Chiara uses expectancy theory to motivate her employees. Discuss expectancy theory.

Identify and describe the elements of expectancy theory.

Answer: Responses may vary. Expectancy theory states that we have expectations about how our effort will be rewarded and how much effort we need to put in to attain a specific level of performance. The elements of expectancy theory are expectancy, instrumentality, and valence.

Expectancy refers to the ability to achieve a level of performance. Instrumentality refers to the work outcomes that will be received from the performance. Valence refers to the value from the outcomes.

Learning Objective: 11.4 Explain how process approaches can be effective in motivating employees.

Topic/Concept: Expectations Become Motivations Difficulty level: Moderate AACSB: Critical thinking 91) Natalia wants to develop her self-efficacy so she can achieve her goals. Describe the selfefficacy theory. Identify the four factors that contribute to employees developing self-efficacy.

Answer: Responses may vary. Self-efficacy theory posits that when a manager/coach/teacher believes in your abilities, you are encouraged to perform better. The four factors that contribute to employees developing self-efficacy are: direct experience, observation of others, social persuasion, and physiological feedback. Direct experience means performing the activity yourself. Observation of others means watching someone else perform the activity. Social persuasion means someone coaching you as you perform an activity. Physiological feedback means how you physically feel while performing the activity.

Learning Objective: 11.5 Explain why having motivated employees is important in organizations.

Topic/Concept: Enhancing Employee Abilities Difficulty level: Moderate AACSB: Critical thinking

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92) Sophia wants to make sure that she gives effective feedback to her employees. Identify the importance of feedback. Identify and explain the steps to provide effective feedback to employees.

Answer: Responses may vary. Feedback plays an important role in goal accomplishment.

Specific feedback should address both the process the employee uses to work and progress toward specific outcomes. It gives employees the tools they need to understand what they need to improve on. The steps to providing feedback are state the problem, reference the specific situation, reference the specific behavior the employee is engaged in, and describe the specific effect of the employee's behavior. Stating the problem is identifying what the issue is.

Referencing the situation is setting the scene for the issue to be discussed. Referencing the behavior refers to identifying exactly what happened and the related behaviors. Lastly, describing the specific effect of the employee's behavior refers to how the behavior impacts team members, the organization, etc.

Learning Objective: 11.5 Explain why having motivated employees is important in organizations.

Topic/Concept: Providing Feedback to Employees Difficulty level: Moderate AACSB: Critical thinking

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Management: An Interactive Approach, 1e (Mollica) Chapter 12 Managing Communication 1) Tiffany is the Chief Communication Officer for her organization. In organizations, communication is best described as: A) a plan to develop employees' self-efficacy in their strengths and abilities.

B) the organization's commitment to provide effective feedback.

C) a measurable effect of the impact of teamwork.

D) the social process of exchanging information involving two or more people.

Answer: D Learning Objective: 12.1 Summarize how communication takes place in organizations.

Topic/Concept: Defining Communication Difficulty level: Moderate AACSB: Application of knowledge 2) Oliver plans to engage in a social process that exchanges information among two or more people. This process is referred to as: A) self-efficacy.

B) affiliation-based covering.

C) key performance indicator.

D) communication.

Answer: D Learning Objective: 12.1 Summarize how communication takes place in organizations.

Topic/Concept: Defining Communication Difficulty level: Easy AACSB: Application of knowledge 3) Bethany is an experienced manager in her organization. She recognizes the importance of effective communication to achieve professional and organizational goals. How would Bethany use communication in the planning function of management?

A) Bethany would use planning to interpret the meaning of a message.

B) Bethany would use planning to influence others' attitudes, knowledge, social systems, and culture.

C) Bethany would use planning to transcribe the communication process.

D) Bethany would use planning to listen to her employees to create effective plans and strategies.

Answer: D Learning Objective: 12.1 Summarize how communication takes place in organizations.

Topic/Concept: Defining Communication Difficulty level: Challenging AACSB: Application of knowledge

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4) Ashlyn is meeting with her employee Samuel. In the meeting, Ashlyn informs Samuel of a new computer program that all departments in the organization will adopt for greater efficiency.

In this example, Ashlyn represents the in the communication process.

A) receiver B) message C) channel D) sender Answer: D Learning Objective: 12.1 Summarize how communication takes place in organizations.

Topic/Concept: Defining Communication Difficulty level: Moderate AACSB: Application of knowledge 5) Jenna is a Human Resource manager. She has been instructed to hire an additional 10 employees in her organization's production department. She posts a message to a job hiring board on the internet to advertise for these positions. In the communication process, the job board represents: A) receiver.

B) message.

C) channel.

D) sender.

Answer: C Learning Objective: 12.1 Summarize how communication takes place in organizations.

Topic/Concept: Defining Communication Difficulty level: Moderate AACSB: Application of knowledge 6) Hector is annoyed that his employee Analisa has come into work late again today. When Analisa arrives, Hector immediately calls her into his office and reminds her of employee expectations and consequences for not meeting expectations. In the communication process, Hector is the: A) receiver.

B) message.

C) channel.

D) sender.

Answer: D Learning Objective: 12.1 Summarize how communication takes place in organizations.

Topic/Concept: Defining Communication Difficulty level: Moderate AACSB: Application of knowledge

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7) Betty received an email from her manager Emily. In the email, Emily states that all employees should conform to the organization-sponsored dress code for all business events. In the communication process, Betty is the: A) receiver.

B) message.

C) channel.

D) sender.

Answer: A Learning Objective: 12.1 Summarize how communication takes place in organizations.

Topic/Concept: Defining Communication Difficulty level: Moderate AACSB: Application of knowledge 8) When Kelsey arrives at work in the morning, there are a long list of emails that need her immediate attention. In the communication process, the emails represent the: A) receiver.

B) message.

C) channel.

D) sender.

Answer: C Learning Objective: 12.1 Summarize how communication takes place in organizations.

Topic/Concept: Defining Communication Difficulty level: Moderate AACSB: Application of knowledge 9) Manayer is a Human Resources Manager in her organization. Albert, one of the organization's employees, has consistently not met performance expectations, and Manayer must fire him. In the communication process, Manayer is the: A) receiver.

B) message.

C) channel.

D) sender.

Answer: D Learning Objective: 12.1 Summarize how communication takes place in organizations.

Topic/Concept: Defining Communication Difficulty level: Moderate AACSB: Application of knowledge

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10) Rodeline is compiling a report for the top management team of her organization on preferred communication channels. Which of the following represents a communication channel?

A) Email B) Text C) Telephone D) All of these Answer: D Learning Objective: 12.1 Summarize how communication takes place in organizations.

Topic/Concept: Defining Communication Difficulty level: Easy AACSB: Application of knowledge 11) Alejandra wants to email a meeting invitation for the monthly review meeting. As Alejandra is the sender of this message, which of the following factors affects the sender in the communication process?

A) Nonverbal elements B) Code C) Social system D) Content Answer: C Learning Objective: 12.1 Summarize how communication takes place in organizations.

Topic/Concept: Defining Communication Difficulty level: Challenging AACSB: Application of knowledge 12) Match the term with its description in the communication process: A) Channel: the information that the sender wants to convey B) Receiver: the one who receives and interprets the message C) Sender: the medium used to send the message D) Message: the person who puts out the information Answer: B Learning Objective: 12.1 Summarize how communication takes place in organizations.

Topic/Concept: Defining Communication Difficulty level: Moderate AACSB: Application of knowledge

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13) Cameron is preparing to meet with his employees to discuss their performance evaluations.

He wants to use a channel that has the highest richness so that Cameron can see and interpret gestures, postures, and tone of voice. The best channel for Cameron to use is: A) email.

B) phone.

C) internet.

D) face-to-face.

Answer: D Learning Objective: 12.1 Summarize how communication takes place in organizations.

Topic/Concept: Channel Richness Difficulty level: Challenging AACSB: Application of knowledge 14) Hannah needs to inform her employees that they need to work overtime this weekend to fulfill customers' orders and meet demand. Hannah wants to make sure that she uses a channel that has high richness to convey this message. In this example, the best channel for Hannah to use is: A) email.

B) phone.

C) internet.

D) face-to-face.

Answer: D Learning Objective: 12.1 Summarize how communication takes place in organizations.

Topic/Concept: Channel Richness Difficulty level: Challenging AACSB: Application of knowledge 15) Tatiana is delivering a presentation to her organization's senior leadership team. During the presentation, Tatiana wants to ensure that she uses effective nonverbal communication. Which of the following is an example of nonverbal communication?

A) Facial expression B) Phone C) Internet D) Face-to-face Answer: A Learning Objective: 12.1 Summarize how communication takes place in organizations.

Topic/Concept: Nonverbal Communication Difficulty level: Moderate AACSB: Application of knowledge

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16) Carlos, Peter, and Jenna are working on a team project. When they present the results of their team project, Jenna is disappointed that they didn't use effective nonverbal communication.

Which of the following is an example of nonverbal communication?

A) Facial expression B) Tone of voice C) Posture D) All of these Answer: D Learning Objective: 12.1 Summarize how communication takes place in organizations.

Topic/Concept: Nonverbal Communication Difficulty level: Easy AACSB: Application of knowledge 17) Caleb is creating a press release to inform the media of the grand opening of a new location of his organization. The press release represents: A) channel richness.

B) nonverbal communication.

C) informal communication.

D) formal communication.

Answer: D Learning Objective: 12.1 Summarize how communication takes place in organizations.

Topic/Concept: Formal and Informal Communication Difficulty level: Moderate AACSB: Application of knowledge 18) Rachel is a member of her organization's corporate communications department. She plans to announce to the public a change in her company's senior leadership team. The most effective form of communication for Rachel to use is: A) enacted.

B) espoused.

C) affiliation.

D) formal.

Answer: D Learning Objective: 12.1 Summarize how communication takes place in organizations.

Topic/Concept: Formal and Informal Communication Difficulty level: Moderate AACSB: Application of knowledge

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19) Coral is developing a job description for a member of her organization's corporate communications team. The job description indicates that the employee should be able to communicate information, announce changes, and dictate the goals of the organization. In this example, the job description requires: A) nonverbal communication.

B) advocacy communication.

C) artifact communication.

D) formal communication.

Answer: D Learning Objective: 12.1 Summarize how communication takes place in organizations.

Topic/Concept: Formal and Informal Communication Difficulty level: Moderate AACSB: Application of knowledge 20) Which of the following represents the purpose of formal communication?

A) Announce changes B) Dictate the goals of the organization C) Communicate information D) All of these Answer: D Learning Objective: 12.1 Summarize how communication takes place in organizations.

Topic/Concept: Formal and Informal Communication Difficulty level: Easy AACSB: Application of knowledge 21) Gabriella wants to remind her team that the monthly meeting will begin at 9 a.m. on Friday.

As this is a routine announcement within an organization, the most effective form of communication is: A) phone.

B) email.

C) face-to-face.

D) all of these.

Answer: B Learning Objective: 12.1 Summarize how communication takes place in organizations.

Topic/Concept: Formal and Informal Communication Difficulty level: Moderate AACSB: Application of knowledge

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22) Ryan wants to use formal communication to inform his employees of a new training program. An example of formal communication is: A) presentation.

B) memo.

C) teleconference.

D) all of these.

Answer: D Learning Objective: 12.1 Summarize how communication takes place in organizations.

Topic/Concept: Formal and Informal Communication Difficulty level: Easy AACSB: Application of knowledge 23) Sydney heard a rumor from her coworker Alan that their organization is going to close its corporate location. A rumor represents: A) informal communication.

B) lateral communication.

C) horizontal communication.

D) formal communication.

Answer: A Learning Objective: 12.1 Summarize how communication takes place in organizations.

Topic/Concept: Formal and Informal Communication Difficulty level: Moderate AACSB: Application of knowledge 24) Brielle wants to revise her company's training manual so that no communication barriers exist. An example of a communication barrier is: A) language.

B) decision-making.

C) norms.

D) sharing information.

Answer: A Learning Objective: 12.1 Summarize how communication takes place in organizations.

Topic/Concept: Barriers to Communication Difficulty level: Moderate AACSB: Application of knowledge

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

25) Francine has been hired as a baker. While following the instructions on making a cheesecake, Francine made a mistake and added too much flour, which caused the cake to be ruined. This occurred because the recipe for the cheesecake was in English, and Francine only understands Spanish. The communication barrier illustrated in this example is: A) language.

B) decision-making.

C) norms.

D) sharing information.

Answer: A Learning Objective: 12.1 Summarize how communication takes place in organizations.

Topic/Concept: Barriers to Communication Difficulty level: Challenging AACSB: Application of knowledge 26) Luis works as an emergency medical technician. During a recent training exercise, his coworkers indicated that the patient was "DNR." This confused Luis as he did not understand what this acronym meant. This example demonstrates the communication barrier of: A) language.

B) decision-making.

C) norms.

D) sharing information.

Answer: A Learning Objective: 12.1 Summarize how communication takes place in organizations.

Topic/Concept: Barriers to Communication Difficulty level: Challenging AACSB: Application of knowledge 27) Sylvia leads her organization's training and development team. She wants to ensure that the organization understands the barriers that can impact communication. Which of the following is an example of a communication barrier in organizations?

A) Status B) Gender C) Age D) Personality Answer: A Learning Objective: 12.1 Summarize how communication takes place in organizations.

Topic/Concept: Barriers to Communication Difficulty level: Moderate AACSB: Application of knowledge

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

28) Gerardo wants to learn a new computer program so that he can be more efficient at work.

Whenever he sits down to learn the new program, Gerardo gets distracted by the notifications going off on his phone and emails that pop up. In this example, Gerardo is impacted by the communication barrier of: A) status.

B) attention.

C) language.

D) emotion.

Answer: B Learning Objective: 12.1 Summarize how communication takes place in organizations.

Topic/Concept: Barriers to Communication Difficulty level: Moderate AACSB: Application of knowledge 29) Jeremiah has been asked to compile a report on his team's attendance and vacation schedules.

The purpose of Jeremiah's report is , informing others of a problem, situation, or meaning.

A) selling B) consulting C) telling D) revising Answer: C Learning Objective: 12.2 Evaluate the effectiveness of various communication styles in different channels.

Topic/Concept: Communication Styles and Preferences Difficulty level: Moderate AACSB: Application of knowledge 30) Match the term with its description: A) Sell: reject ideas, blame, or interact in a way that moves the conversation to a different topic B) Consult: persuade others to take a course of action C) Tell: inform others of a problem, situation, or meaning D) Revise: learn how to receive feedback Answer: C Learning Objective: 12.2 Evaluate the effectiveness of various communication styles in different channels.

Topic/Concept: Communication Styles and Preferences Difficulty level: Moderate AACSB: Application of knowledge

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

31) Nicole is involved in a heated negotiation with her coworker Albert. When Albert states a valid argument, Nicole rejects the idea, blames, and interacts with Albert to move the conversation to a different topic. The purpose of Nicole's communication is to: A) sell.

B) consult.

C) tell.

D) deflect.

Answer: D Learning Objective: 12.2 Evaluate the effectiveness of various communication styles in different channels.

Topic/Concept: Communication Styles and Preferences Difficulty level: Moderate AACSB: Application of knowledge 32) Daniel and Matthew are on a work team. During a recent team meeting, Daniel encouraged Matthew to collaborate and share his ideas with all the members of his department. The purpose of Daniel's communication is: A) consult.

B) join.

C) tell.

D) deflect.

Answer: B Learning Objective: 12.2 Evaluate the effectiveness of various communication styles in different channels.

Topic/Concept: Communication Styles and Preferences Difficulty level: Moderate AACSB: Application of knowledge 33) Devon has been hired as a consultant to examine the communication styles and preferences of an organization's employees. During his research, Devon finds that employees tend to use communication to encourage collaboration and share ideas among their teams. In Devon's report, he indicates that the purpose of this communication is to: A) sell.

B) join.

C) consult.

D) deflect.

Answer: B Learning Objective: 12.2 Evaluate the effectiveness of various communication styles in different channels.

Topic/Concept: Communication Styles and Preferences Difficulty level: Moderate AACSB: Application of knowledge

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

34) Abrianna is involved in a discussion with Joseph. During the discussion, Abrianna pays special attention to the information of Joseph's nonverbal gestures and understatements.

Abrianna likely communicates in a culture with: A) low context.

B) high channel richness.

C) high context.

D) low ambiguity.

Answer: C Learning Objective: 12.2 Evaluate the effectiveness of various communication styles in different channels.

Topic/Concept: Cultural Differences in Communication Difficulty level: Moderate AACSB: Application of knowledge 35) In business meetings, Giuseppe tends to use nonverbal gestures, understatements, and talks around a subject, rather than directly stating it. Giuseppe's communication preference is likely: A) low context.

B) high channel richness.

C) high context.

D) low ambiguity.

Answer: C Learning Objective: 12.2 Evaluate the effectiveness of various communication styles in different channels.

Topic/Concept: Cultural Differences in Communication Difficulty level: Moderate AACSB: Application of knowledge 36) Adelaide is meeting with the international directors of her organization. She wants to ensure that her communication style minimizes any cross-cultural differences. A key skill Adelaide should focus on is: A) use high context communication only.

B) consider how often the directors receive information.

C) evaluate if formal or information communication should be used.

D) using language that can be understood by all.

Answer: D Learning Objective: 12.2 Evaluate the effectiveness of various communication styles in different channels.

Topic/Concept: Cultural Differences in Communication Difficulty level: Challenging AACSB: Application of knowledge

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

37) A goal of Amal's organization is to better understand the process of receiving messages, pay attention to them and filter them through what is already known, interpret them, and respond to them. This process is referred to as: A) communicating.

B) formulating.

C) listening.

D) implementing.

Answer: C Learning Objective: 12.2 Evaluate the effectiveness of various communication styles in different channels.

Topic/Concept: Listening Skills Difficulty level: Easy AACSB: Application of knowledge 38) Emory recognizes that it's important to be an effective listener so she can work better with her team. She feels that her skill as an effective listener occurs when she takes in the verbal and nonverbal signals of a message. This stage in the listening process is referred to as: A) attending.

B) perceiving.

C) receiving.

D) implementing.

Answer: C Learning Objective: 12.2 Evaluate the effectiveness of various communication styles in different channels.

Topic/Concept: Listening Skills Difficulty level: Moderate AACSB: Application of knowledge 39) Mallory has been hired as a consultant to examine the listening behaviors of mid-level managers. In her research, Mallory determines that mid-level managers spend most of their time in the attending stage of the listening process. The attending stage is characterized by: A) the listener takes in the verbal and nonverbal signs of the message.

B) the listener filters the message through their perceptions.

C) the listener pays attention to the message.

D) the listener decides what the message means.

Answer: C Learning Objective: 12.2 Evaluate the effectiveness of various communication styles in different channels.

Topic/Concept: Listening Skills Difficulty level: Moderate AACSB: Application of knowledge

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

40) Bradley's last performance appraisal determined that he needs to work on his listening skills.

One area in which Bradley is especially weak is in determining what the listener means. This stage in the listening process is known as: A) receiving.

B) attending.

C) perceiving.

D) interpreting.

Answer: D Learning Objective: 12.2 Evaluate the effectiveness of various communication styles in different channels.

Topic/Concept: Listening Skills Difficulty level: Moderate AACSB: Application of knowledge 41) Stuart wants to get promoted to team lead in his department. To help him get promoted, Stuart's manager recommended that he work on his listening skills. Which of the following is a listening behavior?

A) Receiving B) Attending C) Perceiving D) All of these Answer: D Learning Objective: 12.2 Evaluate the effectiveness of various communication styles in different channels.

Topic/Concept: Listening Skills Difficulty level: Easy AACSB: Application of knowledge 42) Shemar is leading his team to develop a new software product. In the final stages of the product manufacturing process, Shemar's coworkers ask questions on delivery dates and times.

As Shemar listens to their questions and responds verbally, he is in the stage of the listening process.

A) receiving B) interpreting C) perceiving D) responding Answer: D Learning Objective: 12.2 Evaluate the effectiveness of various communication styles in different channels.

Topic/Concept: Listening Skills Difficulty level: Moderate AACSB: Application of knowledge

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

43) Natalie has been asked to draft a summary of her company's recent negotiations with a competitor. As she prepares the summary, she wants to ensure that her writing clearly communicates the negotiation process and final conclusions. What question should Natalie ask herself before she starts writing the summary?

A) What is the perception of this message?

B) Will the audience be able to accurately understand the message?

C) What mental model is needed to filter this message?

D) What is the single essential message I'm trying to convey?

Answer: D Learning Objective: 12.2 Evaluate the effectiveness of various communication styles in different channels.

Topic/Concept: Written Communication Difficulty level: Challenging AACSB: Application of knowledge 44) Andrew has been asked to write his company's quarterly report at its industry conference.

Before he begins to write the report, what question should he ask himself?

A) How much will the report proposal cost?

B) Will the audience be able to accurately understand the message?

C) What communication barriers exist in understanding the message?

D) Who is my audience?

Answer: D Learning Objective: 12.2 Evaluate the effectiveness of various communication styles in different channels.

Topic/Concept: Written Communication Difficulty level: Challenging AACSB: Application of knowledge 45) Dominic thinks he is communicating clearly, but his employees still have questions on product specifications, cost, and delivery dates. Dominic is experiencing when he thinks he has communicated more clearly than he actually has.

A) escalation of commitment B) signal amplification bias C) projection bias D) sunk cost fallacy Answer: B Learning Objective: 12.2 Evaluate the effectiveness of various communication styles in different channels.

Topic/Concept: Written Communication Difficulty level: Moderate AACSB: Application of knowledge

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

46) Delilah must communicate to her coworker Etienne that his performance is not meeting expectations. Delilah is concerned that Etienne will not take the feedback well. Which of the following represents a potential problem related to receiving feedback well?

A) Group shift B) Decision implementation C) Pygmalion effect D) Identity triggers Answer: D Learning Objective: 12.2 Evaluate the effectiveness of various communication styles in different channels.

Topic/Concept: Receiving Feedback Well Difficulty level: Moderate AACSB: Application of knowledge 47) Gerardo has an important meeting scheduled with his employee Maria. During the meeting, Gerardo must tell Maria that she has been making many errors. Gerardo is concerned that Maria will not receive the feedback well. When Gerardo confronts Maria about the errors, Maria feels that this feedback contradicts her sense of self. Maria is experiencing the potential problem of: A) rational decision-making.

B) transactional leadership.

C) self-fulfilling prophecy.

D) identity triggers.

Answer: D Learning Objective: 12.2 Evaluate the effectiveness of various communication styles in different channels.

Topic/Concept: Receiving Feedback Well Difficulty level: Challenging AACSB: Application of knowledge 48) Emily and Elizabeth have both petitioned their manager to take a vacation day this Friday.

As their manager can only allow either Emily or Elizabeth to take a vacation day, they have competing interests over a limited resource. Emily and Elizabeth are engaged in: A) arbitration.

B) relationship triggers.

C) conflict.

D) mediation.

Answer: C Learning Objective: 12.3 Recommend strategies to solve workplace problems using conflict management.

Topic/Concept: Defining Conflict Difficulty level: Easy AACSB: Application of knowledge

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

49) Scott and Vanessa are both up for a promotion. Unfortunately, their manager has limited funds and can give only one of them a promotion. As this conflict results in one party winning while the other party loses, the outcome of this type is described as: A) win-win.

B) lose-lose.

C) win-lose.

D) dysfunctional.

Answer: C Learning Objective: 12.3 Recommend strategies to solve workplace problems using conflict management.

Topic/Concept: Defining Conflict Difficulty level: Moderate AACSB: Application of knowledge 50) Caterina and Isabella are the lead negotiators for their competing organizations. At the end of the negotiation session, Caterina and Isabella work together to develop a solution that works for both of their organizations. This type of outcome is described as: A) win-win.

B) lose-lose.

C) win-lose.

D) dysfunctional.

Answer: A Learning Objective: 12.3 Recommend strategies to solve workplace problems using conflict management.

Topic/Concept: Defining Conflict Difficulty level: Moderate AACSB: Application of knowledge 51) Carlos is in a disagreement with Kent over which supplier to use for more office equipment.

During the disagreement, Carlos puts his goals above Kent's and is set on winning at the expense of Kent. Carlos is engaging in the conflict management style.

A) avoiding B) competing C) accommodating D) compromising Answer: B Learning Objective: 12.3 Recommend strategies to solve workplace problems using conflict management.

Topic/Concept: Conflict Management Styles Difficulty level: Moderate AACSB: Application of knowledge

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

52) Ashley and Katie are in an argument over which department should receive an award. Ashley wants her department to win, while Katie wants her department to win. Ashley and Katie decide to work together and make concessions so that they each get the reward for one month and then rotate it to the next department. In doing so, Ashley and Katie created a "I win a little, you win a little" outcome. This example illustrates the conflict management style.

A) avoiding B) competing C) accommodating D) compromising Answer: D Learning Objective: 12.3 Recommend strategies to solve workplace problems using conflict management.

Topic/Concept: Conflict Management Styles Difficulty level: Moderate AACSB: Application of knowledge 53) Yara, Simeon, and Jacob are having a disagreement over which department should design the new company visuals for an upcoming presentation. They want to work together so that they can incorporate their own goals as well as the goals of others and create a win-win outcome for all members. Yara, Simeon, and Jacob are practicing the conflict management style.

A) avoiding B) collaborating C) accommodating D) compromising Answer: B Learning Objective: 12.3 Recommend strategies to solve workplace problems using conflict management.

Topic/Concept: Conflict Management Styles Difficulty level: Moderate AACSB: Application of knowledge 54) Hillary has been assigned to negotiate an argument between two of her employees. The employees are focused on putting their own goals above those of others, creating an "I win, you lose" outcome. Hillary's employees are engaged in conflict management style.

A) avoiding B) collaborating C) accommodating D) compromising Answer: A Learning Objective: 12.3 Recommend strategies to solve workplace problems using conflict management.

Topic/Concept: Conflict Management Styles Difficulty level: Moderate AACSB: Application of knowledge

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

55) Chelsea is in a disagreement with Evan over which department should be recognized with the highest customer service award this month. Chelsea plans to put Evan's goals ahead of her own to create a "I lose, you win" outcome. Chelsea and Evan are engaging in a(n) conflict management style.

A) avoiding B) collaborating C) accommodating D) compromising Answer: C Learning Objective: 12.3 Recommend strategies to solve workplace problems using conflict management.

Topic/Concept: Conflict Management Styles Difficulty level: Moderate AACSB: Application of knowledge 56) Abigail uses a conflict management style that has a low concern for the relationship and a low concern for substance. This conflict management style is best described as: A) accommodating.

B) collaborating.

C) competing.

D) avoiding.

Answer: D Learning Objective: 12.3 Recommend strategies to solve workplace problems using conflict management.

Topic/Concept: Conflict Management Styles Difficulty level: Moderate AACSB: Application of knowledge 57) In a recent negotiation, Clarise used a conflict management style that was high in its concern for the relationship and high in its concern for substance. This conflict management style is best described as: A) accommodating.

B) collaborating.

C) competing.

D) avoiding.

Answer: B Learning Objective: 12.3 Recommend strategies to solve workplace problems using conflict management.

Topic/Concept: Conflict Management Styles Difficulty level: Moderate AACSB: Application of knowledge

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

58) Philippa uses a conflict management style that focuses on a "I win, you win" outcome so she can incorporate her own goals with the goals of the other party to find a solution. Phillipa uses a(n) conflict management style.

A) accommodating B) collaborating C) competing D) avoiding Answer: B Learning Objective: 12.3 Recommend strategies to solve workplace problems using conflict management.

Topic/Concept: Conflict Management Styles Difficulty level: Moderate AACSB: Application of knowledge 59) Paola's conflict management style focuses on a "I win a little, you win a little" outcome.

Paola's conflict management style is best described as: A) accommodating.

B) collaborating.

C) competing.

D) compromising.

Answer: D Learning Objective: 12.3 Recommend strategies to solve workplace problems using conflict management.

Topic/Concept: Conflict Management Styles Difficulty level: Moderate AACSB: Application of knowledge 60) In Tara's organization, team members disagree on how to perform a task. Tara's organization is experiencing conflict.

A) person B) task C) integrative D) distributive Answer: B Learning Objective: 12.3 Recommend strategies to solve workplace problems using conflict management.

Topic/Concept: Types of Conflict Difficulty level: Easy AACSB: Application of knowledge

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

61) Chloe has just been promoted to team leader in her department. As team leader, Chloe wants to ensure that dysfunctional conflict does not occur. Dysfunctional conflict is best described as: A) conflict that arises when team members disagree.

B) conflict that stems from differences in personality.

C) conflict that creates opportunities for growth.

D) conflict that creates stagnation, poor decisions, and ineffectiveness.

Answer: D Learning Objective: 12.3 Recommend strategies to solve workplace problems using conflict management.

Topic/Concept: Types of Conflict Difficulty level: Moderate AACSB: Application of knowledge 62) Alexis wants to ensure that she focuses on task conflict rather person conflict in her organization. How does task conflict differ from person conflict?

A) Task conflict refers to conflict about how to perform a task; person conflict refers to differences in personality.

B) Task conflict refers to positive outcomes; person conflict refers to negative outcomes.

C) Task conflict tends to be dysfunctional; person conflict tends to be functional.

D) Task conflict results in stagnation and poor decisions; person conflict results in positive outcomes.

Answer: A Learning Objective: 12.3 Recommend strategies to solve workplace problems using conflict management.

Topic/Concept: Types of Conflict Difficulty level: Challenging AACSB: Application of knowledge 63) Salome is engaged in a dysfunctional conflict with her coworker Sherri. Dysfunctional conflict results in: A) win-win outcomes.

B) team members disagreeing on how to perform a task.

C) educating each party about their points of view.

D) stagnation and poor decisions.

Answer: D Learning Objective: 12.3 Recommend strategies to solve workplace problems using conflict management.

Topic/Concept: Types of Conflict Difficulty level: Challenging AACSB: Application of knowledge

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

64) After many months of disagreement, Meghan and Javier have decided to engage in a negotiation. A negotiation is best described as a(n): A) procedure that creates stagnation, poor decisions, and ineffectiveness.

B) policy aimed at recognizing functional conflict.

C) evaluation based on differences in personality or perception.

D) process to educate each other about their points of view and resolve their differences.

Answer: D Learning Objective: 12.3 Recommend strategies to solve workplace problems using conflict management.

Topic/Concept: Managing Conflict by Getting to Yes Difficulty level: Easy AACSB: Application of knowledge 65) Rafael is practicing his negotiating skills for an upcoming negotiation session. His goal is to help the parties resolve their conflict. What should Rafael do to help the parties resolve their conflict?

A) Create a clearly detailed development plan B) Outline consequences for noncompliance C) Use neutral language D) All of these Answer: C Learning Objective: 12.3 Recommend strategies to solve workplace problems using conflict management.

Topic/Concept: Managing Conflict by Getting to Yes Difficulty level: Challenging AACSB: Application of knowledge 66) Beth is known as a skilled negotiator in her organization. To help her employees resolve their differences, Beth should: A) create a clearly detailed development plan.

B) outline consequences for noncompliance.

C) focus on the problem rather than the person.

D) all of these.

Answer: D Learning Objective: 12.3 Recommend strategies to solve workplace problems using conflict management.

Topic/Concept: Managing Conflict by Getting to Yes Difficulty level: Challenging AACSB: Application of knowledge

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

67) Ignacio and Tamara disagree on where to locate the new corporate headquarters of their organization. To resolve their disagreement, they participate in a process where they educate one another about their points of view. This process is referred to as: A) process improvement.

B) project management.

C) lean engineering.

D) negotiation.

Answer: D Learning Objective: 12.3 Recommend strategies to solve workplace problems using conflict management.

Topic/Concept: Managing Conflict by Getting to Yes Difficulty level: Easy AACSB: Application of knowledge 68) Raisa is engaged in a negotiation with a competitor's organization. To be a skilled negotiator, Raisa should engage in which of the following behaviors?

A) Focus on the problem rather than the person B) Use neutral language C) Outline possible options before jumping to solutions D) All of these Answer: D Learning Objective: 12.3 Recommend strategies to solve workplace problems using conflict management.

Topic/Concept: Managing Conflict by Getting to Yes Difficulty level: Moderate AACSB: Application of knowledge 69) Communication is a complex process influenced by variables that are continuously in motion.

Answer: TRUE Learning Objective: 12.1 Summarize how communication takes place in organizations.

Topic/Concept: Defining Communication Difficulty level: Challenging AACSB: Application of knowledge 70) Mariah wants to inform her employees that a new product is being developed. In this example, Mariah represents the receiver in the sender, message, channel, and receiver communication model.

Answer: FALSE Learning Objective: 12.1 Summarize how communication takes place in organizations.

Topic/Concept: Defining Communication Difficulty level: Moderate AACSB: Application of knowledge

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

71) Katelyn sends an email to her coworkers asking for their input on developing a training manual for a new product. In this example, the email represents the message in the communication process.

Answer: FALSE Learning Objective: 12.1 Summarize how communication takes place in organizations.

Topic/Concept: Defining Communication Difficulty level: Moderate AACSB: Application of knowledge 72) Anais wants to ask her manager to take a vacation day. According to the sender, message, channel, and receiver communication process, Anais is described as the sender.

Answer: TRUE Learning Objective: 12.1 Summarize how communication takes place in organizations.

Topic/Concept: Defining Communication Difficulty level: Moderate AACSB: Application of knowledge 73) Jacques sets up a meeting with his manager to ask for a promotion. In this example, the meeting represents the channel.

Answer: TRUE Learning Objective: 12.1 Summarize how communication takes place in organizations.

Topic/Concept: Defining Communication Difficulty level: Moderate AACSB: Application of knowledge 74) Tristan is applying for a promotion in his organization. He sends a letter to his manager Claude to ask for the details of the promotion and determine his eligibility. In this example, Claude represents the receiver in the communication process.

Answer: TRUE Learning Objective: 12.1 Summarize how communication takes place in organizations.

Topic/Concept: Defining Communication Difficulty level: Moderate AACSB: Application of knowledge 75) Katie plans to discuss her performance appraisal with her employee Beth. As she wants to see and interpret gestures, posture, and tone of voice in the discussion, an email would be the best channel.

Answer: FALSE Learning Objective: 12.1 Summarize how communication takes place in organizations.

Topic/Concept: Channel Richness Difficulty level: Challenging AACSB: Application of knowledge

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

76) Hailey wants to make sure she uses effective nonverbal communication in her next presentation. Examples of nonverbal communication are voice and facial expressions.

Answer: TRUE Learning Objective: 12.1 Summarize how communication takes place in organizations.

Topic/Concept: Nonverbal Communication Difficulty level: Easy AACSB: Application of knowledge 77) Joshua is the corporate communications director of his organization. He is scheduled to deliver a press release to the media that will announce a change in leadership in his company.

The corporate press release is a form of formal communication.

Answer: TRUE Learning Objective: 12.1 Summarize how communication takes place in organizations.

Topic/Concept: Formal and Informal Communication Difficulty level: Moderate AACSB: Application of knowledge 78) Rachel heard a rumor that her company is going to be purchased by a competitor. A rumor is a form of formal communication that occurs in organizations.

Answer: FALSE Learning Objective: 12.1 Summarize how communication takes place in organizations.

Topic/Concept: Formal and Informal Communication Difficulty level: Moderate AACSB: Application of knowledge 79) Both formal and informal communication is important in organizations.

Answer: TRUE Learning Objective: 12.1 Summarize how communication takes place in organizations.

Topic/Concept: Formal and Informal Communication Difficulty level: Easy AACSB: Application of knowledge 80) Decision-making and working together are part of all successful negotiations.

Answer: TRUE Learning Objective: 12.3 Recommend strategies to solve workplace problems using conflict management.

Topic/Concept: Managing Conflict by Getting to Yes Difficulty level: Challenging AACSB: Application of knowledge

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

81) Celia is a consultant hired by a large organization to examine effective communication styles among employees and managers. In Celia's report, she details the sender, message, channel, and receiver communication model. Discuss the sender, message, channel, and receiver communication model and why it is important for organizations.

Answer: Responses may vary. The sender, message, channel, and receiver communication model is used to describe the communication process. The sender is the person who is putting the information out and sending the message. The message is the actual content the sender intends to communicate. The channel is the method of communication. The receiver is the person getting the message. This model is important for organizations as many variables impact effective communication that can be used for organizational success.

Learning Objective: 12.1 Summarize how communication takes place in organizations.

Topic/Concept: Defining Communication Difficulty level: Moderate AACSB: Critical thinking 82) Pedro is the team leader on an important project in his organization. He is concerned that his project will not be completed on time as communication barriers exist in his organization. Define and describe common communication barriers that exist in organizations.

Answer: Responses may vary. Communication barriers are anything that can stand in the way of understanding or being understood, including emotions, context, and language. Common communication barriers include language, attention, emotional, mental, and status barriers.

Language barriers occur when members speak different languages or are just exposed to jargon in an unfamiliar field. Attention barriers occur when we become distracted and lose part of the message we are supposed to be listening to. Emotional barriers occur when we are in a strong emotional state, such as feeling very sad or excited. Mental barriers occur when we are expected to hear good news and hear bad news. Status barriers occur when the title we hold in an organization can prevent us from opening lines of communication.

Learning Objective: 12.1 Summarize how communication takes place in organizations.

Topic/Concept: Barriers to Communication Difficulty level: Moderate AACSB: Critical thinking

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83) Penelope recognizes that her employees have different communication styles and preferences. So that Penelope can better communicate with her employees, name and describe the purposes of business interactions.

Answer: Responses may vary. Business interactions have several purposes such as telling, selling, consulting, joining, and deflecting. Interactions with a joining purpose focus on informing others of a problem, situation, or meaning. Interactions with a selling purpose focus on persuading others to take a course of action. Interactions with a consulting purpose focus on soliciting ideas, information, or support from others. Interactions with a joining purpose focus on encouraging collaboration and idea-sharing among people. Interactions with a deflecting purpose focus on rejecting ideas, blaming, or interacting in a way that moves the conversation to a different topic.

Learning Objective: 12.2 Evaluate the effectiveness of various communication styles in different channels.

Topic/Concept: Communication Styles and Preferences Difficulty level: Easy AACSB: Critical thinking 84) Thiago is the CEO of an organization that distributes medical equipment. He wants to ensure that he communicates effectively cross-culturally and is aware of the cultural differences that impact communication. Identify and describe the three key skills Thiago should adopt to assist him in communicating cross-culturally.

Answer: Responses may vary. To communicate cross-culturally, Thiago should adopt three key skills. They are (1) be clear about your message; (2) use language that can be understand by all; and (3) communicate the same message multiple times. In terms of being clear about your message, Thiago should make sure he fully understands the key points of what he wants to get across. In terms of using language that can be understood by all, Thiago should avoid colloquialisms and idioms. In terms of communicating the same message multiple times, Thiago should restate the important points of his presentation.

Learning Objective: 12.2 Evaluate the effectiveness of various communication styles in different channels.

Topic/Concept: Cultural Differences in Communication Difficulty level: Challenging AACSB: Critical thinking

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85) Hudson is a member of the senior management team. As he heads into an important meeting, Hudson wants to ensure that he follows effective listening behaviors so that he can inform his employees. Identify and describe behaviors in the listening process.

Answer: Responses may vary. The behaviors in the listening process are receiving, attending, perceiving, interpreting, and responding. During the receiving stage, the listener takes in the verbal and nonverbal signals of the message. During the attending stage, the listener pays attention to the message. In the perceiving stage, the listener filters the message through their perceptions. In the interpreting stage, the listener decides what the message means. In the responding stage, the listener now responds to the message. Responses can be verbal or nonverbal.

Learning Objective: 12.2 Evaluate the effectiveness of various communication styles in different channels.

Topic/Concept: Listening Skills Difficulty level: Moderate AACSB: Critical thinking 86) Lisa is meeting with her employee Gabriel to discuss his performance appraisal. She wants to ensure that Gabriel understands and receives the feedback well. Identify and describe the potential problems or triggers that can impact Gabriel's ability to receive the feedback from Lisa well.

Answer: Responses may vary. Receiving feedback well is an important skill. There are three potential problems or triggers that can impact one's ability to receive feedback well. These problems or triggers are truth triggers, relationship triggers, and identity triggers. Truth triggers refer to a reaction to saying, "That's not true." It will be important to keep in mind others may have a different perspective than you. A relationship trigger refers to challenges in your relationship when others give you feedback. An identity trigger refers to someone offering feedback that contradicts your sense of self.

Learning Objective: 12.2 Evaluate the effectiveness of various communication styles in different channels.

Topic/Concept: Receiving Feedback Well Difficulty level: Moderate AACSB: Critical thinking 87) Gabriella is anxious about her upcoming performance appraisal as she doesn't like to receive feedback from her manager. Identify and describe tips for handling feedback.

Answer: Responses may vary. Feedback can be very useful. Some tips for handling feedback include: get curious about the feedback, separate the "what" from the "who," know your own triggers, and seek feedback. Getting curious about the feedback refers to trying to find out where the feedback is coming from, as opposed to just automatically stating "That's not true."

Separating the "what" from the "who" refers to finding valid points of the criticism. Knowing your own triggers refers to understanding your own emotions and reactions from certain people or times. Seeking feedback refers to asking for feedback so that you can learn and grow.

Learning Objective: 12.2 Evaluate the effectiveness of various communication styles in different channels.

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88) The members of Mario's department are in conflict as some of the members want to change their working hours while other member want their working hours to remain the same. Define conflict and describe the two major outcomes of conflict.

Answer: Responses may vary. Conflict is a process in which there are two or more competing interests over scarce resources. The two major outcomes of conflict are win-lose outcome and win-win outcome. A win-lose outcome occurs when competing interests cannot be achieved and frustrations result. In this situation, one party loses in the conflict while the other party wins. A win-win outcome occurs when the parties who disagree come together to create a solution. Winwin outcomes happen when people represent their point of view honestly and collaborate to create a new idea that satisfies their goals.

Learning Objective: 12.3 Recommend strategies to solve workplace problems using conflict management.

Topic/Concept: Defining Conflict Difficulty level: Moderate AACSB: Critical thinking 89) Sarah and Blake are on their organization's negotiating team. They want to make sure that conflicts are quickly and effectively resolved so that the negotiations can be successful. Identify and describe each of the conflict management styles.

Answer: Responses may vary. For Sarah and Blake's negotiations to be successful, it's important to understand various conflict management styles. The conflict management styles are competing, avoiding, accommodating, compromising, and collaborating. A competing conflict management style occurs when you put your own goals above those of others. This results in an "I win, you lose" outcome. An avoiding conflict management style occurs when you promote neither your own goals nor those of others by refusing to engage in conflict. This results in an "I lose, you lose" outcome. An accommodating conflict management style occurs when you put others' goals ahead of your own. This results in an "I lose, you win" outcome. A compromising conflict management style occurs when you make concessions so that each person in the conflict gets some of what they want. This results in an "I win a little, you win a little" outcome. A collaborating conflict management style occurs when you incorporate your own goals and those of others to create a win-win solution. This results in an "I win, you win" outcome.

Learning Objective: 12.3 Recommend strategies to solve workplace problems using conflict management.

Topic/Concept: Conflict Management Styles Difficulty level: Challenging AACSB: Critical thinking

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90) Jared's organization is undergoing conflict as it prepares to be purchased by a competitor.

Identify and describe the two key types of conflict employees may encounter in an organization.

Answer: Responses may vary. The two key types of conflict are task conflict and person conflict. Task conflict arises when team members argue over how to perform a task. This is also referred to as functional conflict. In contrast, person conflict stems from differences in personality among team members. Person conflict tends to be dysfunctional as it creates stagnation, poor decisions, and ineffectiveness in a workplace.

Learning Objective: 12.3 Recommend strategies to solve workplace problems using conflict management.

Topic/Concept: Types of Conflict Difficulty level: Moderate AACSB: Critical thinking

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Management: An Interactive Approach, 1e (Mollica) Chapter 13 Innovation, Change, and Entrepreneurship 1) Esteban is meeting with his organization's product managers to create a new idea and convert that idea into a new product that will satisfy their customers' needs. Esteban and his organization's product managers are engaged in: A) entrepreneurship.

B) sustainable competitive advantage.

C) SWOT analysis.

D) innovation.

Answer: D Learning Objective: 13.1 Explain the importance of innovation in organizations.

Topic/Concept: What Is Innovation?

Difficulty level: Moderate AACSB: Application of knowledge 2) Matheus is reviewing the job description for an open position. The job description states that the position is responsible for generating new ideas and converting those ideas into products that satisfy customers' needs. Matheus's job description is focused on: A) entrepreneurship.

B) sustainable competitive advantage.

C) SWOT analysis.

D) innovation.

Answer: D Learning Objective: 13.1 Explain the importance of innovation in organizations.

Topic/Concept: What Is Innovation?

Difficulty level: Easy AACSB: Application of knowledge 3) Tarek and Emily are on their organization's innovation team. Which of the following best describes innovation?

A) Innovation is the use of imagination to find connections.

B) Innovation is the type of conflict that occurs when team members disagree on how to perform a task.

C) Innovation is a business-level analysis that examines an organization's strengths, weaknesses, opportunities, and threats.

D) Innovation is the activity of generating a new idea and converting that idea into a product that solves a problem.

Answer: D Learning Objective: 13.1 Explain the importance of innovation in organizations.

Topic/Concept: What Is Innovation?

Difficulty level: Moderate AACSB: Application of knowledge

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4) Khalid is on his organization's innovation team. As a member of the innovation team, Khalid is responsible for: A) creating new companies in established markets.

B) developing a strategy that allows for sustainable competitive advantage.

C) generating a new idea and converting that idea into a product that solves a problem.

D) using imagination to find connections.

Answer: C Learning Objective: 13.1 Explain the importance of innovation in organizations.

Topic/Concept: What Is Innovation?

Difficulty level: Moderate AACSB: Application of knowledge 5) Rahim's team works together to generate new ideas and convert those ideas into products that solve problems. The purpose of Rahim's team is: A) entrepreneurship.

B) sustainable competitive advantage.

C) SWOT analysis.

D) innovation.

Answer: D Learning Objective: 13.1 Explain the importance of innovation in organizations.

Topic/Concept: What Is Innovation?

Difficulty level: Easy AACSB: Application of knowledge 6) Sebastian is a valued member of his organization. He uses imagination to find connections and patterns among seemingly unrelated phenomena. Sebastian engages in: A) creativity.

B) expectancy.

C) validity.

D) innovation.

Answer: A Learning Objective: 13.1 Explain the importance of innovation in organizations.

Topic/Concept: What Is Innovation?

Difficulty level: Easy AACSB: Application of knowledge

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7) Jamilah is scheduled to deliver a presentation on innovation in her organization. How should Jamilah describe innovation?

A) Innovation is the use of imagination to find connections among seemingly unrelated phenomena.

B) Innovation is the application of validity and reliability factors among discerning concepts.

C) Innovation is the perspective of using formerly discarded items to create new products and services.

D) Innovation is the activity of generating a new idea and converting that idea into a product that solves problems.

Answer: D Learning Objective: 13.1 Explain the importance of innovation in organizations.

Topic/Concept: What Is Innovation?

Difficulty level: Challenging AACSB: Application of knowledge 8) In a recent team meeting, Alexia was asked about the relationship between creativity and innovation. How should Alexia respond to this question?

A) Creativity and innovation are the same concept.

B) Innovation leads to creativity.

C) There is no relationship between creativity and innovation.

D) Creativity is the first stage of innovation.

Answer: D Learning Objective: 13.1 Explain the importance of innovation in organizations.

Topic/Concept: What Is Innovation?

Difficulty level: Challenging AACSB: Application of knowledge 9) Sophie is interested in learning more about creativity, innovation, and implementation so she can apply for a promotion in her organization. Which of the following statements is accurate regarding creativity, innovation, and implementation?

A) Creativity and innovation exist simultaneously; implementation occurs at a later date and time.

B) Creativity and implementation work together to develop new products; implementation is used for new services.

C) Creativity and innovation are mutually exclusive; implementation is independent.

D) Creativity is the first stage of innovation; implementation is the second stage.

Answer: D Learning Objective: 13.1 Explain the importance of innovation in organizations.

Topic/Concept: What Is Innovation?

Difficulty level: Challenging AACSB: Application of knowledge

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10) Sharif is a member of the innovation team in his organization. The team focuses on introducing new or substantially improved products. Sharif's team focuses on: A) service innovation.

B) process innovation.

C) model innovation.

D) product innovation.

Answer: D Learning Objective: 13.1 Explain the importance of innovation in organizations.

Topic/Concept: The Different Types of Innovation Difficulty level: Moderate AACSB: Application of knowledge 11) Dustin has just been promoted to director of his organization's product innovation team.

Dustin's primary responsibility is to: A) create new and useful ideas that enhance the customer experience.

B) significantly improve how a product is produced.

C) create a new business model.

D) introduce new or substantially improved products.

Answer: D Learning Objective: 13.1 Explain the importance of innovation in organizations.

Topic/Concept: The Different Types of Innovation Difficulty level: Moderate AACSB: Application of knowledge 12) Charlotte is interviewing for an open position as a member of the product innovation team of a large organization. As a product innovation team member, Charlotte would engage in: A) creating new and useful ideas that enhance the customer experience.

B) significantly improving how a product is produced.

C) creating a new business model.

D) introducing new or substantially improved products.

Answer: D Learning Objective: 13.1 Explain the importance of innovation in organizations.

Topic/Concept: The Different Types of Innovation Difficulty level: Moderate AACSB: Application of knowledge

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13) Mario was hired as a consultant for a large manufacturing company. In his analysis, Mario determines that the product innovation team is unclear on their tasks and responsibilities. Mario explains that the purpose of the product innovation team is to: A) create new and useful ideas that enhance the customer experience.

B) significantly improve how a product is produced.

C) create a new business model.

D) introduce new or substantially improved products.

Answer: D Learning Objective: 13.1 Explain the importance of innovation in organizations.

Topic/Concept: The Different Types of Innovation Difficulty level: Moderate AACSB: Application of knowledge 14) Vanessa was asked to deliver a presentation on service innovation to her organization's board of directors. How should Vanessa best describe service innovation?

A) Service innovation focuses on creating new and useful ideas that enhance the customer experience.

B) Service innovation focuses on significantly improving how a product is produced.

C) Service innovation focuses on creating a new business model.

D) Service innovation focuses on introducing new or substantially improved products.

Answer: A Learning Objective: 13.1 Explain the importance of innovation in organizations.

Topic/Concept: The Different Types of Innovation Difficulty level: Moderate AACSB: Application of knowledge 15) In a recent team meeting, Conner was asked about the difference between product innovation and service innovation. How should Conner respond to this question?

A) Product innovation focuses on creating new and useful ideas that enhance the customer experience; service innovation engages in a significant improvement on how a product is made.

B) Product innovation focuses on significantly improving how a product is produced; service innovation involves coming up with new or different ways of doing business.

C) Product innovation focuses on creating a new business model; service innovation creates a significant improvement in how a product is produced.

D) Product innovation focuses on introducing new or substantially improved products; service innovation creates novel and useful ideas that enhance the customer experience.

Answer: D Learning Objective: 13.1 Explain the importance of innovation in organizations.

Topic/Concept: The Different Types of Innovation Difficulty level: Challenging AACSB: Application of knowledge

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16) Rachel is a member of a work team. Rachel's team focuses on creating novel and useful ideas that enhance the customer experience. Rachel's team is engaged in: A) product innovation.

B) service innovation.

C) process innovation.

D) business model innovation.

Answer: B Learning Objective: 13.1 Explain the importance of innovation in organizations.

Topic/Concept: The Different Types of Innovation Difficulty level: Moderate AACSB: Application of knowledge 17) Giorgio is interested in learning about service innovation so he can be a more valuable member of his organization. Giorgio recognizes that the purpose of service innovation is to: A) create new and useful ideas that enhance the customer experience.

B) significantly improve how a product is produced.

C) create a new business model.

D) introduce new or substantially improved products.

Answer: A Learning Objective: 13.1 Explain the importance of innovation in organizations.

Topic/Concept: The Different Types of Innovation Difficulty level: Moderate AACSB: Application of knowledge 18) Mackenzie is a member of the process innovation team in her organization. The purpose of the process innovation team is to: A) create new and useful ideas that enhance the customer experience.

B) significantly improve how a product is produced.

C) create a new business model.

D) introduce new or substantially improved products.

Answer: B Learning Objective: 13.1 Explain the importance of innovation in organizations.

Topic/Concept: The Different Types of Innovation Difficulty level: Moderate AACSB: Application of knowledge

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19) Nathan and Ignacio are members of an innovation team in their organization. The purpose of their team is to solve a challenging social or environmental problem. Nathan and Ignacio are members of a(n) innovation team.

A) product B) social C) service D) experience Answer: B Learning Objective: 13.1 Explain the importance of innovation in organizations.

Topic/Concept: The Different Types of Innovation Difficulty level: Moderate AACSB: Application of knowledge 20) Trevor was hired for a local nonprofit organization to solve a challenging social problem. In this example, Trevor engages in: A) sensory innovation.

B) process innovation.

C) social innovation.

D) directional innovation.

Answer: C Learning Objective: 13.1 Explain the importance of innovation in organizations.

Topic/Concept: The Different Types of Innovation Difficulty level: Moderate AACSB: Application of knowledge 21) Alexander recognizes that innovation is important in his organization. His organization's strategy is to make small improvements to an existing product. Alexander's organization engages in: A) incremental innovation.

B) process innovation.

C) social innovation.

D) disruptive innovation.

Answer: A Learning Objective: 13.1 Explain the importance of innovation in organizations.

Topic/Concept: Incremental and Disruptive Innovation Difficulty level: Moderate AACSB: Application of knowledge

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22) Emmett's organization uses incremental innovation to stay competitive in its industry.

Incremental innovation is best described as: A) innovation that disrupts an entire industry.

B) innovation that fundamentally changes the way business is done.

C) innovation that focuses on solving challenging social or environmental problems.

D) innovation that makes small improvements to an existing product.

Answer: D Learning Objective: 13.1 Explain the importance of innovation in organizations.

Topic/Concept: Incremental and Disruptive Innovation Difficulty level: Moderate AACSB: Application of knowledge 23) Jesse is excited to produce a new product that will fundamentally change the way business is done in his industry. Jesse engages in innovation.

A) incremental B) change C) stagnant D) disruptive Answer: D Learning Objective: 13.1 Explain the importance of innovation in organizations.

Topic/Concept: Incremental and Disruptive Innovation Difficulty level: Easy AACSB: Application of knowledge 24) Lily is a member of the innovation team in her organization. Her primary responsibility is to create groundbreaking forms of innovation that fundamentally change how business is done in an entire industry. Lily's team focuses on: A) process innovation.

B) disruptive innovation.

C) expectant innovation.

D) incremental innovation.

Answer: B Learning Objective: 13.1 Explain the importance of innovation in organizations.

Topic/Concept: Incremental and Disruptive Innovation Difficulty level: Moderate AACSB: Application of knowledge

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

25) Cassia, an entrepreneur, wants to understand incremental and disruptive innovation. The difference between incremental and disruptive innovation is: A) incremental innovation disrupts an entire industry, while disruptive innovation occurs when a company improves a product to keep up with customer demand.

B) incremental innovation focuses on products and services that fundamentally change the way business is done, while disruptive innovation focuses on changing the appearance of a product.

C) incremental innovation focuses on small changes to existing products, while disruptive innovation focuses on significant changes that impact how business is done in an industry.

D) incremental innovation makes small improvements to an existing product, while disruptive innovation changes a feature of a product to enhance convenience.

Answer: C Learning Objective: 13.1 Explain the importance of innovation in organizations.

Topic/Concept: Incremental and Disruptive Innovation Difficulty level: Challenging AACSB: Application of knowledge 26) Zara wants to create a culture of innovation in her organization. What recommendations should Zara enact to create a culture that supports innovation?

A) Zara should make sure everyone understands what innovation means.

B) Zara should make sure her team focuses on products and services that fundamentally change the way business is done.

C) Zara should make sure her team engages in incremental innovation that makes small changes to existing products.

D) Zara should make sure that her team has the characteristics of a high-performance team.

Answer: A Learning Objective: 13.1 Explain the importance of innovation in organizations.

Topic/Concept: How Can Managers Build a Culture of Innovation?

Difficulty level: Challenging AACSB: Application of knowledge 27) Jayden is applying for a position as a manager in a small manufacturing company. The position requires Jayden to create a culture of innovation. Which of the following represents a way for Jayden to create an organizational culture that supports innovation?

A) Make sure everyone understands what innovation means B) Recognize that creative ideas can come from anywhere C) Challenge employees to take risks D) All of these Answer: D Learning Objective: 13.1 Explain the importance of innovation in organizations.

Topic/Concept: How Can Managers Build a Culture of Innovation?

Difficulty level: Moderate AACSB: Application of knowledge

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28) Mariah wants to create an organizational culture that supports innovation. Which of the following should Mariah adopt to create a culture that supports innovation?

A) Recognize valence situations in organizations B) Understand effort to performance expectancies C) Challenge employees to take risks D) Enable employees to correct work-life balance inequalities Answer: C Learning Objective: 13.1 Explain the importance of innovation in organizations.

Topic/Concept: How Can Managers Build a Culture of Innovation?

Difficulty level: Moderate AACSB: Application of knowledge 29) Amani's organization is transitioning from its present situation to a desired future state to improve its performance. Amani's organization is undergoing: A) disruptive innovation.

B) organizational change.

C) performance outcome.

D) incremental innovation.

Answer: B Learning Objective: 13.2 Discuss management of change in organizations.

Topic/Concept: What Is Organizational Change, and Why Does It Occur?

Difficulty level: Easy AACSB: Application of knowledge 30) Owen is trying to better understand the reasons for organizational change so he can develop a strategy that capitalizes on his organization's strengths and opportunities in the industry. Which of the following represents a reason why organizations change?

A) Merging with another company B) Expanding geographically C) Responding to an ethical scandal D) All of these Answer: D Learning Objective: 13.2 Discuss management of change in organizations.

Topic/Concept: What Is Organizational Change, and Why Does It Occur?

Difficulty level: Easy AACSB: Application of knowledge

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

31) Claude's organization has failed its safety inspection for the third time this year and there have been numerous accidents that could have been prevented. As a result, the health and safety authorities require Claude's organization to change its practices. In this example, Claude's organization's response to change is: A) proactive.

B) reactive.

C) enacted.

D) supervised.

Answer: B Learning Objective: 13.2 Discuss management of change in organizations.

Topic/Concept: Reactive Versus Proactive Change Difficulty level: Moderate AACSB: Application of knowledge 32) Annalise met with her manager to review her performance appraisal. Her performance appraisal indicated that Annalise needs to work on her public speaking skills. As the need for Annalise occurred after her meeting with her manager, this represents: A) proactive change.

B) reactive change.

C) enacted change.

D) supervised change.

Answer: B Learning Objective: 13.2 Discuss management of change in organizations.

Topic/Concept: Reactive Versus Proactive Change Difficulty level: Moderate AACSB: Application of knowledge 33) Patrick is in a meeting with his manager. Patrick wants to change the procedure for handling claims before they become a problem. As Patrick wants to adopt this change prior to it being mandated, this represents: A) proactive change.

B) reactive change.

C) enacted change.

D) supervised change.

Answer: A Learning Objective: 13.2 Discuss management of change in organizations.

Topic/Concept: Reactive Versus Proactive Change Difficulty level: Moderate AACSB: Application of knowledge

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34) Zoe's organization manufactures health and beauty products. Her organization intends to actively anticipate potential opportunities and threats in the industry so it can adapt to changing competitive situations. Zoe's organization's response to change is: A) proactive.

B) reactive.

C) dedicated change.

D) mandated change.

Answer: A Learning Objective: 13.2 Discuss management of change in organizations.

Topic/Concept: Reactive Versus Proactive Change Difficulty level: Moderate AACSB: Application of knowledge 35) Amanda's organization wants to be proactive in its approach to change. Which of the following is an advantage of a proactive change approach?

A) Proactive change allows a company to periodically improve its products.

B) Proactive change allows companies to evaluate employee productivity.

C) Proactive change allows companies to make workplace improvements before major internal problems occur.

D) All of these.

Answer: D Learning Objective: 13.2 Discuss management of change in organizations.

Topic/Concept: Reactive Versus Proactive Change Difficulty level: Challenging AACSB: Application of knowledge 36) Gabriella is scheduled to make a presentation on her organization's approach to change and wants to make sure she addresses the topics of proactive change and reactive change. How should Gabriella describe proactive and reactive change in her presentation?

A) Proactive change occurs when managers actively examine their environment and make changes to adapt; reactive change occurs following an event that has already impacted the organization.

B) Proactive change allows companies to evaluate employee productivity; reactive change occurs when companies improve their products and win new customers.

C) Proactive change allows companies to make workplace improvements before major internal problems occur; reactive change allows companies to evaluate employee productivity.

D) Proactive change occurs following an event that has already impacted the organization; reactive change helps to increase efficiency and job satisfaction.

Answer: A Learning Objective: 13.2 Discuss management of change in organizations.

Topic/Concept: Reactive Versus Proactive Change Difficulty level: Challenging AACSB: Application of knowledge

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37) Nathan's organization wants to actively manage its competitive situation, anticipate potential opportunities, and seek ways to adapt to change. Nathan's organization should engage in: A) proactive change.

B) reactive change.

C) mandated change.

D) programmed change.

Answer: A Learning Objective: 13.2 Discuss management of change in organizations.

Topic/Concept: Reactive Versus Proactive Change Difficulty level: Moderate AACSB: Application of knowledge 38) Rowan's organization is undergoing a change that was mandated by a federal agency. The organization is preparing for the change by helping people understand why the change is necessary. Rowan's organization is in the stage of organizational change.

A) refreezing B) transformational C) transitional D) unfreezing Answer: D Learning Objective: 13.2 Discuss management of change in organizations.

Topic/Concept: How Does Change Happen?

Difficulty level: Moderate AACSB: Application of knowledge 39) Greer is the leader of the change team in her organization. She wants to help her employees unlearn attitudes, beliefs, and the past ways of doing things so that they can accept that change is necessary. Greer's employees are in the stage of organizational change.

A) refreezing B) transformational C) transitional D) unfreezing Answer: D Learning Objective: 13.2 Discuss management of change in organizations.

Topic/Concept: How Does Change Happen?

Difficulty level: Moderate AACSB: Application of knowledge

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40) Summer received an email from the president of her organization. The email stated that the organization needed to change and explained why the change was necessary so that employees can be moved out of their comfort zone. Summer's organization is in the stage of organizational change.

A) refreezing B) transformational C) transitional D) unfreezing Answer: D Learning Objective: 13.2 Discuss management of change in organizations.

Topic/Concept: How Does Change Happen?

Difficulty level: Moderate AACSB: Application of knowledge 41) In Sierra's organization, employees are beginning to shift toward new behaviors as they gain greater confidence in the change. Sierra's organization is in the stage of organizational change.

A) refreezing B) transformational C) transitional D) change Answer: D Learning Objective: 13.2 Discuss management of change in organizations.

Topic/Concept: How Does Change Happen?

Difficulty level: Moderate AACSB: Application of knowledge 42) Rachel's organization is in the change stage of organizational change. Which of the following behaviors represents the change stage of Lewin's three-stage model of change?

A) Employees unlearn attitudes, beliefs, and past ways of doing things B) Employees develop the motivation and willingness to change C) Employees accept that change is necessary D) Employees learn about and begin shifting toward new behaviors Answer: D Learning Objective: 13.2 Discuss management of change in organizations.

Topic/Concept: How Does Change Happen?

Difficulty level: Challenging AACSB: Application of knowledge

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

43) Ashton's team is undergoing a change at work. His team is currently in the unfreezing stage of organizational change according to Lewin's three-stage model of change. The unfreezing stage is characterized by: A) employees unlearning attitudes, beliefs, and past ways of doing things.

B) employees developing the motivation and willingness to change.

C) employees accepting that change is necessary.

D) employees learn about and begin shifting toward new behaviors.

Answer: A Learning Objective: 13.2 Discuss management of change in organizations.

Topic/Concept: How Does Change Happen?

Difficulty level: Challenging AACSB: Application of knowledge 44) Aziz works in an organization that is in the refreezing stage of organizational change according to Lewin's three-stage model of change. In the refreezing stage: A) employees gain greater confidence.

B) employees experience less uncertainty.

C) employees accept new ways of doing things in the organization.

D) employees learn about and begin shifting toward new behaviors.

Answer: C Learning Objective: 13.2 Discuss management of change in organizations.

Topic/Concept: How Does Change Happen?

Difficulty level: Challenging AACSB: Application of knowledge 45) The stages of Lewin's three-stage model of change are: A) unfreezing, change, refreezing.

B) planned, programmed, unprogrammed.

C) denial, frustration, acceptance.

D) freezing, temperate, moderate.

Answer: A Learning Objective: 13.2 Discuss management of change in organizations.

Topic/Concept: How Does Change Happen?

Difficulty level: Easy AACSB: Application of knowledge

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46) After undergoing a change, new behaviors are stabilized and accepted as appropriate.

According to Lewin's three-stage model of organizational change, this organization is in the stage of organizational change.

A) unfreezing B) planned C) programmed D) refreezing Answer: D Learning Objective: 13.2 Discuss management of change in organizations.

Topic/Concept: How Does Change Happen?

Difficulty level: Moderate AACSB: Application of knowledge 47) In a recent meeting, Juan was asked a question about organizational development. How should Juan best describe organizational development?

A) Organizational development is the process that involves preparing employees for change, learning and enacting new behaviors, and accepting the change as a permanent part of everyday work.

B) Organizational development is a planned, organization-wide, action-oriented process for improving the organization's ability to make the changes that are needed to achieve goals.

C) Organizational development is when the organization transitions from its current situation to a desired future situation to improve organizational performance and compete more effectively.

D) Organizational development is when change occurs following an event, a problem, an opportunity, or a threat that has already impacted the organization.

Answer: B Learning Objective: 13.2 Discuss management of change in organizations.

Topic/Concept: How Does Change Happen?

Difficulty level: Moderate AACSB: Application of knowledge 48) Asad was asked to describe the stages of organizational development to his team members.

Asad should respond that the three stages of organizational development are: A) unfreezing, change, refreezing.

B) enacted, engaged, espoused.

C) expectancy, outcome, valence.

D) assessment, action, monitoring.

Answer: D Learning Objective: 13.2 Discuss management of change in organizations.

Topic/Concept: How Does Change Happen?

Difficulty level: Easy AACSB: Application of knowledge

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49) Joao's organization is undergoing a planned, organization-wide, action-oriented process for improving its ability to make changes to achieve goals. This change is best described as: A) organizational equivalency.

B) organizational development.

C) organizational expectancy.

D) organizational assessment.

Answer: B Learning Objective: 13.2 Discuss management of change in organizations.

Topic/Concept: How Does Change Happen?

Difficulty level: Easy AACSB: Application of knowledge 50) Simone is an organizational development consultant. Which of the following is a goal of organizational development?

A) Increasing organizational learning B) Solving problems C) Managing change initiatives D) All of these Answer: D Learning Objective: 13.2 Discuss management of change in organizations.

Topic/Concept: How Does Change Happen?

Difficulty level: Easy AACSB: Application of knowledge 51) Madeline was hired as an organizational consultant for a nonprofit organization. She is in the process of evaluating the organization's current situation by examining its mission, strategies, policies, external environment, and attitudes toward change. Madeline's actions indicate that this organization is in the stage of organizational development.

A) monitoring B) action C) managing D) assessment Answer: D Learning Objective: 13.2 Discuss management of change in organizations.

Topic/Concept: How Does Change Happen?

Difficulty level: Moderate AACSB: Application of knowledge

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52) Greta is working with the organizational development team in her company to manage a change initiative. Her company is in the process of gathering data to track the organization's progress and evaluate the effectiveness of the changes implemented. Greta's organization is in the stage of organizational development.

A) monitoring B) action C) managing D) assessment Answer: A Learning Objective: 13.2 Discuss management of change in organizations.

Topic/Concept: How Does Change Happen?

Difficulty level: Moderate AACSB: Application of knowledge 53) Perdita and Thomas are working as organizational development specialists. They have identified their goal as helping the organization increase organizational learning, solve problems, and manage change initiatives. Which of the following is the first stage of organizational development?

A) Monitoring B) Action C) Managing D) Assessment Answer: D Learning Objective: 13.2 Discuss management of change in organizations.

Topic/Concept: How Does Change Happen?

Difficulty level: Moderate AACSB: Application of knowledge 54) Soon-Yi is acting as an organizational development expert for a large company. The company has a thorough understanding of the situation and plans and implements activities targeted at addressing problems and building the organization's capacity to change. Based on this, Soon-Yi has determined that this organization is in the stage of organizational development.

A) monitoring B) action C) managing D) assessment Answer: B Learning Objective: 13.2 Discuss management of change in organizations.

Topic/Concept: How Does Change Happen?

Difficulty level: Moderate AACSB: Application of knowledge

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55) One of Joel's responsibilities as an organizational development consultant is to periodically follow up to ensure that the organization has successfully adapted to the change. Joel's organization is in the stage of team development.

A) monitoring B) action C) managing D) assessment Answer: A Learning Objective: 13.2 Discuss management of change in organizations.

Topic/Concept: How Does Change Happen?

Difficulty level: Moderate AACSB: Application of knowledge 56) Samar's organization has completed the assessment and action stages in its organizational development process. What is the final stage that Samar's organization should participate in to complete its organizational development?

A) Monitoring B) Programmed C) Managing D) Outcome Answer: A Learning Objective: 13.2 Discuss management of change in organizations.

Topic/Concept: How Does Change Happen?

Difficulty level: Moderate AACSB: Application of knowledge 57) Breanna's organization is undergoing a change in its software program to better serve its customers. As many employees have been using the old software program for many years, they are resistant to change to the new software program. What should the organization do as a first step to lead the employees through this change?

A) Assess the organization's current situation B) Implement activities to address the problems identified C) Track progress and evaluate the effectiveness of the change initiative D) Clearly communicate the need for the change Answer: D Learning Objective: 13.2 Discuss management of change in organizations.

Topic/Concept: Managing Resistance to Change Difficulty level: Challenging AACSB: Application of knowledge

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

58) Dalton is the top manager of an organization that is changing its product offerings. He wants to ensure that his employees do not resist the change so that the change initiative is successful.

What should Dalton do to minimize his employees' resistance to change?

A) Assess the organization's current situation B) Implement activities to address the problems identified C) Track progress and evaluate the effectiveness of the change initiative D) Invite feedback and listen Answer: D Learning Objective: 13.2 Discuss management of change in organizations.

Topic/Concept: Managing Resistance to Change Difficulty level: Challenging AACSB: Application of knowledge 59) Sierra and Anthony are working to change their organization's culture. Many employees are resistant to this change. What should Sierra and Anthony do to help their employees overcome their resistance to change?

A) Get people involved B) Help people manage stress C) Invite feedback and listen D) All of these Answer: D Learning Objective: 13.2 Discuss management of change in organizations.

Topic/Concept: Managing Resistance to Change Difficulty level: Moderate AACSB: Application of knowledge 60) Cameron is interested in exploiting an opportunity and turning it into a business so he can be successful. Cameron is best described as a(n): A) angel investor.

B) venture capitalist.

C) partner.

D) entrepreneur.

Answer: D Learning Objective: 13.3 Understand entrepreneurship and key issues with starting a new venture.

Topic/Concept: What Is an Entrepreneur?

Difficulty level: Moderate AACSB: Application of knowledge

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

61) Rihannon sees an opportunity in the market to develop her own product that fulfills customers' needs, turn that product into a business, and be successful and profitable at it. The term that best describes Rihannon is: A) opportunist.

B) venture capitalist.

C) partner.

D) entrepreneur.

Answer: D Learning Objective: 13.3 Understand entrepreneurship and key issues with starting a new venture.

Topic/Concept: What Is an Entrepreneur?

Difficulty level: Moderate AACSB: Application of knowledge 62) Which of the following characteristics describes an entrepreneur?

A) Exploits an opportunity B) Assumes financial risk of the business C) Turns an idea into a business D) All of these Answer: D Learning Objective: 13.3 Understand entrepreneurship and key issues with starting a new venture.

Topic/Concept: What Is an Entrepreneur?

Difficulty level: Easy AACSB: Application of knowledge 63) Nicholai enjoys the excitement and challenge of starting multiple new businesses. Nicholai is best described as a(n): A) angel investor.

B) silent partner.

C) social entrepreneur.

D) serial entrepreneur.

Answer: D Learning Objective: 13.3 Understand entrepreneurship and key issues with starting a new venture.

Topic/Concept: Why Do People Become Entrepreneurs?

Difficulty level: Easy AACSB: Application of knowledge

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

64) Anastacia launches new businesses and then sells the business once it is successful.

Anastacia is described as a: A) social entrepreneur.

B) venture investor.

C) capitalist.

D) serial entrepreneur.

Answer: D Learning Objective: 13.3 Understand entrepreneurship and key issues with starting a new venture.

Topic/Concept: Why Do People Become Entrepreneurs?

Difficulty level: Easy AACSB: Application of knowledge 65) Stavros is recognized as a serial entrepreneur. Which of the following is a characteristic of a serial entrepreneur?

A) Helping employees overcome resistance to change B) Overcoming a turbulent and chaotic business environment C) Starting multiple new businesses D) All of these Answer: C Learning Objective: 13.3 Understand entrepreneurship and key issues with starting a new venture.

Topic/Concept: Why Do People Become Entrepreneurs?

Difficulty level: Moderate AACSB: Application of knowledge 66) Svetlana wants to start her own business so she can address the societal challenge of poverty in her community. Svetlana is best described as a: A) maximizing entrepreneur.

B) social entrepreneur.

C) limited partner.

D) serial entrepreneur.

Answer: B Learning Objective: 13.3 Understand entrepreneurship and key issues with starting a new venture.

Topic/Concept: Why Do People Become Entrepreneurs?

Difficulty level: Moderate AACSB: Application of knowledge

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

67) Helena wants to better understand entrepreneurship so she can be successful in her industry.

How does a serial entrepreneur differ from a social entrepreneur?

A) A serial entrepreneur contributes monetary financing to a startup company; a social entrepreneur uses the knowledge gained from previous entrepreneurial ventures.

B) A serial entrepreneur creates jobs and generates income; a social entrepreneur sells the company.

C) A serial entrepreneur provides social or environmental benefits; a social entrepreneur enjoys the excitement and challenges of starting multiple businesses.

D) A serial entrepreneur operates several businesses at the same time; a social entrepreneur focuses on tackling societal challenges.

Answer: D Learning Objective: 13.3 Understand entrepreneurship and key issues with starting a new venture.

Topic/Concept: Why Do People Become Entrepreneurs?

Difficulty level: Challenging AACSB: Application of knowledge 68) Athena is writing a blog for high school and college students to encourage them to consider becoming entrepreneurs. In the blog, she lists typical characteristics of entrepreneurs including: A) self-disciplined.

B) intellectually curious.

C) determined.

D) all of these.

Answer: D Learning Objective: 13.3 Understand entrepreneurship and key issues with starting a new venture.

Topic/Concept: What Are the Characteristics of Entrepreneurs?

Difficulty level: Easy AACSB: Application of knowledge 69) Dmitri is applying for financing at a bank to open his own business. The bank requires that Dmitri create a detailed road map that describes how his proposed business will achieve its goals.

The bank is requiring that Dmitri create a(n): A) limited liability partnership.

B) business plan.

C) joint venture.

D) income statement.

Answer: B Learning Objective: 13.3 Understand entrepreneurship and key issues with starting a new venture.

Topic/Concept: How Do Entrepreneurs Start a Business?

Difficulty level: Moderate AACSB: Application of knowledge

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70) Which of the following is the type of information one would expect to include in a business plan?

A) Business overview B) Market analysis C) Funding D) All of these Answer: D Learning Objective: 13.3 Understand entrepreneurship and key issues with starting a new venture.

Topic/Concept: How Do Entrepreneurs Start a Business?

Difficulty level: Easy AACSB: Application of knowledge 71) Creativity and innovation are the same.

Answer: FALSE Learning Objective: 13.1 Explain the importance of innovation in organizations.

Topic/Concept: What Is Innovation?

Difficulty level: Moderate AACSB: Application of knowledge 72) Product innovation occurs when an organization introduces a novel and useful idea that enhances the customer service experience.

Answer: FALSE Learning Objective: 13.1 Explain the importance of innovation in organizations.

Topic/Concept: The Different Types of Innovation Difficulty level: Moderate AACSB: Application of knowledge 73) Ariana's organization has made a significant improvement in how the company's products are produced and delivered, which resulted in lower costs and higher quality. Ariana's company engaged in service innovation.

Answer: FALSE Learning Objective: 13.1 Explain the importance of innovation in organizations.

Topic/Concept: The Different Types of Innovation Difficulty level: Moderate AACSB: Application of knowledge 74) Business model innovation occurs when an organization develops a new or different way of doing business that customers value and are willing to pay for.

Answer: TRUE Learning Objective: 13.1 Explain the importance of innovation in organizations.

Topic/Concept: The Different Types of Innovation Difficulty level: Moderate AACSB: Application of knowledge

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

75) Ciara's organization developed a new product that fundamentally changes the way business is done in her industry. Ciara's organization is engaged in disruptive innovation.

Answer: TRUE Learning Objective: 13.1 Explain the importance of innovation in organizations.

Topic/Concept: Incremental and Disruptive Innovation Difficulty level: Moderate AACSB: Application of knowledge 76) Costas's organization made a small improvement to its existing product that improved the product's function. Costas's organization engaged in disruptive innovation.

Answer: FALSE Learning Objective: 13.1 Explain the importance of innovation in organizations.

Topic/Concept: Incremental and Disruptive Innovation Difficulty level: Moderate AACSB: Application of knowledge 77) Sophia is a top manager in her organization. She actively analyzes her organization's competitive situation so she can anticipate potential opportunities and threats and adapt to changing competitive situations. Sophia participates in proactive change.

Answer: TRUE Learning Objective: 13.2 Discuss management of change in organizations.

Topic/Concept: Reactive Versus Proactive Change Difficulty level: Moderate AACSB: Application of knowledge 78) Jeremiah works for an organization that practices proactive change. Proactive companies regularly evaluate employee productivity, efficiency, and job satisfaction so they can make workplace improvements.

Answer: TRUE Learning Objective: 13.2 Discuss management of change in organizations.

Topic/Concept: Reactive Versus Proactive Change Difficulty level: Challenging AACSB: Application of knowledge 79) Proactive change occurs following an event that has already impacted the organization.

Answer: FALSE Learning Objective: 13.2 Discuss management of change in organizations.

Topic/Concept: Reactive Versus Proactive Change Difficulty level: Easy AACSB: Application of knowledge 80) The three stages of organizational change are assessment, evaluation, and monitoring.

Answer: FALSE Learning Objective: 13.2 Discuss management of change in organizations.

Topic/Concept: How Does Change Happen?

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

81) Luis is preparing for an organizational change by helping employees understand why the change is necessary and moving them out of their comfort zone. Luis's organization is in the unfreezing stage of organizational change.

Answer: TRUE Learning Objective: 13.2 Discuss management of change in organizations.

Topic/Concept: How Does Change Happen?

Difficulty level: Moderate AACSB: Application of knowledge 82) Maya wants to work for an innovative organization. Define and describe the different types of innovation.

Answer: Responses may vary. Innovation is important in organizations. There are several different types of innovation including product innovation, service innovation, process innovation, business model innovation, and social innovation. Product innovation occurs when an organization introduces a new or substantially improved product. Service innovation occurs when an organization creates a novel and useful idea that enhances customer experiences in service contexts. Process innovation occurs when there is a significant improvement in how a product is produced or delivered, resulting in increased efficiency, lower costs, or higher quality.

Business model innovation occurs when a new or different way of doing business that customers value and are willing to pay for is created. Social innovation solves a challenging social or environmental problem.

Learning Objective: 13.1 Explain the importance of innovation in organizations.

Topic/Concept: The Different Types of Innovation Difficulty level: Challenging AACSB: Critical thinking 83) Carter's organization is recognized as innovative in its industry. Identify and describe the two main categories of innovation. Give an example of each form of innovation.

Answer: Responses may vary. The two main categories of innovation are incremental innovation and disruptive innovation. Incremental innovation occurs when a company makes small improvements to an existing product or service, such as adding a feature, improving the product's function, or changing the appearance of the product. An example of an incremental innovation would be updating a television so that the picture is clearer. In contrast, disruptive innovation occurs when a new product, service, technology, or business model disrupts or fundamentally changes the way business is done in an entire industry. An example of a disruptive innovation would be digital cameras in place of film photography.

Learning Objective: 13.1 Explain the importance of innovation in organizations.

Topic/Concept: Incremental and Disruptive Innovation Difficulty level: Moderate AACSB: Critical thinking

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84) Aaliyah's organization recognizes that change is necessary. Define organizational change and identify reasons why organizational change occurs.

Answer: Responses may vary. Organizational change occurs when an organization transitions from its current situation to a desired future situation to improve organizational performance and compete more effectively. There are many reasons why organizational change occurs. Some of these reasons include merging with another company, managing labor and production costs, launching new products, starting a new business unit, expanding geographically, responding to a crisis, adjusting to new laws and regulations impacting the industry, and switching major suppliers.

Learning Objective: 13.2 Discuss management of change in organizations.

Topic/Concept: What Is Organizational Change, and Why Does It Occur?

Difficulty level: Moderate AACSB: Critical thinking 85) Zuri's organization is undergoing significant changes. Identify the two major types of change and describe the situation when each would occur. Which type of change do managers prefer?

Answer: Responses may vary. The two major types of change are reactive change and proactive change. Reactive change occurs following an event, problem, an opportunity, or a threat that has already impacted the organization. Reactive change occurs after the fact. In contrast, proactive change occurs when managers actively analyze their organization's competitive situation, anticipate potential opportunities and threats, and continually adapt to changing competitive situations. Proactive change occurs before the problem. Managers prefer proactive change because it allows them to periodically improve their products, keep existing customers, and win new customers.

Learning Objective: 13.2 Discuss management of change in organizations.

Topic/Concept: Reactive Versus Proactive Change Difficulty level: Moderate AACSB: Critical thinking 86) Amir's organization is changing its software system so it can process customer orders more efficiently. To help Amir's employees accept the change, identify and describe the stages of change in Lewin's three-stage model of change.

Answer: Responses may vary. Lewin's three-stage model of change helps prepare people for change, learn and enact new behaviors, and accept that change as a permanent part of everyday work. The three stages are unfreezing, change, and refreezing. In the unfreezing stage, the organization prepares for the change by helping people understand why the change is necessary and moving them out of their comfort zone. In the change stage, people start moving past their initial shock and begin enacting the behaviors that are necessary for the change. In the refreezing stage, people have accepted the changes and new ways of behavior have become part of the everyday way of doing business.

Learning Objective: 13.2 Discuss management of change in organizations.

Topic/Concept: How Does Change Happen?

Difficulty level: Moderate AACSB: Critical thinking

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87) Elijah is an organizational development consultant for a large organization. So that Elijah can use organizational development techniques, identify and describe the stages of organizational development.

Answer: Responses may vary. Organizational development is a planned, organization-wide, action-oriented process for improving the organization's ability to make the changes that are needed to achieve goals. The three stages of organizational development are assessment, action, and monitoring. In the assessment stage of organizational development, the organization's current situation is examined by looking at its mission, strategies, policies, structure, and attitudes toward change. In the assessment stage of organizational change, plans and activities aimed at addressing problems are implemented. In the monitoring stage of organizational development, data is gathered and tracked to determine the organization's progress and help evaluate the effectiveness of the changes implemented.

Learning Objective: 13.2 Discuss management of change in organizations.

Topic/Concept: How Does Change Happen?

Difficulty level: Moderate AACSB: Critical thinking 88) Malik's organization is changing its product offerings to better meet customer demand. Many of Malik's coworkers are resistant to the change. Identify and describe recommendations for helping employees overcome resistance to change.

Answer: Responses may vary. Employees can be resistant to change for many reasons.

Organizations can assist employees overcome their resistance to change by communicating, explaining why, inviting feedback and listening, getting people involved, and helping people manage stress. Communicate refers to making sure that clear and frequent communication takes place so that speculation and rumors do not occur. Explain why refers to ways to reduce uncertainty and help people understand why the change is necessary. Invite feedback and listen refer to holding listening meetings and giving people a chance to share their thoughts with constructive responses. Get people involved refers to giving employees a voice in what affects them most, which leads to people being more likely to buy into a change if they have ownership of the process. Helping people manage stress refers to the mental and physical stress that occurs with change. Keeping employees informed during the change process and providing developmental and career opportunities will help alleviate fear and anxiety.

Learning Objective: 13.2 Discuss management of change in organizations.

Topic/Concept: Managing Resistance to Change Difficulty level: Challenging AACSB: Critical thinking

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89) Giovanna and Kelly are both entrepreneurs. Giovanna is a serial entrepreneur, while Kelly is a social entrepreneur. Explain the difference between these two types of entrepreneurship and what might motivate Giovanna and Kelly to pursue these entrepreneurial paths.

Answer: Responses may vary. A serial entrepreneur launches a business, then once the business is underway, delegates the responsibility of managing the company, or sells the company, and moves on to another idea within the same industry or a different industry. Serial entrepreneurs enjoy the excitement and challenge of starting multiple new businesses. Successful serial entrepreneurs are skilled at recognizing opportunities and starting a business at the right time in the right industry and using the experience and knowledge gained in previous experiences to improve the performance of future business ventures. A social entrepreneur's purpose in starting a business is to tackle societal challenges such as poverty, the environment, education, mental and physical health, or human rights. Social entrepreneurs want to provide social or environmental benefits rather than focusing solely on maximizing financial returns to investors.

Learning Objective: 13.3 Understand entrepreneurship and key issues with starting a new venture.

Topic/Concept: Why Do People Become Entrepreneurs?

Difficulty level: Moderate AACSB: Critical thinking 90) Stefano wants more freedom and independence from his current job, so he decides to become an entrepreneur. Identify characteristics of successful entrepreneurs.

Answer: Responses may vary. An entrepreneur is someone who exploits an opportunity by turning an idea into a business. Successful entrepreneurs have the following characteristics: intellectually curious, open to novel ideas, creative, self-disciplined, determined, motivated to achieve goals, passionate about the product or service, persistent despite failures and setbacks, willing to network and seek help, proactive at problem solving, and believes that one is responsible for one's own success.

Learning Objective: 13.3 Understand entrepreneurship and key issues with starting a new venture.

Topic/Concept: What Are the Characteristics of Entrepreneurs?

Difficulty level: Easy AACSB: Critical thinking

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91) Flynn is applying for financing to start his own business. The lender requires Flynn to create a business plan. Define a business plan and identify key areas that Flynn should include in his business plan.

Answer: Responses may vary. A business plan is a detailed road map describing how a proposed business will achieve its goals. The key ideas of a business plan are business overview, market analysis, business structure, product/service, marketing and sales, funding, and financial projections. In the business overview section, the entrepreneur would detail their product or service, state the basic business model, identify the customers, and note why the business will be a success. In the market analysis section, the entrepreneur would identify the industry the business is in, note the industry outlook, examine other successful businesses in the industry, and recognize why their business will do it better. In the business structure section, the entrepreneur would identify the legal structure of the business and the company's leadership team. In the product/service section, the entrepreneur would identify what will make their product or service competitive. In the marketing and sales section, the entrepreneur would detail how the product will be priced, positioned, and promoted. In the funding section, the entrepreneur would identify the estimated start-up costs. In the financial projections section, the entrepreneur would estimate operating expenses for the business.

Learning Objective: 13.3 Understand entrepreneurship and key issues with starting a new venture.

Topic/Concept: How Do Entrepreneurs Start a Business?

Difficulty level: Challenging AACSB: Critical thinking

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Management: An Interactive Approach, 1e (Mollica) Chapter 14 Managerial Control 1) Imani manages her organization's Quality Control department. How do managers use control?

A) Managers use control to define desired results.

B) Managers use control to evaluate progress toward strategies and goals.

C) Managers use control to make corrections when needed.

D) All of these.

Answer: D Learning Objective: 14.1 Define managerial control and approaches to control.

Topic/Concept: What Is Managerial Control?

Difficulty level: Easy AACSB: Application of knowledge 2) Jayden defines his organization's desired results, evaluates progress toward strategies and goals, and makes corrections as needed. Jayden is engaged in: A) planning.

B) controlling.

C) organizing.

D) leading.

Answer: B Learning Objective: 14.1 Define managerial control and approaches to control.

Topic/Concept: What Is Managerial Control?

Difficulty level: Easy AACSB: Application of knowledge 3) Tahirah is the director of the Quality Control department in her organization. Which of these is the essential question Tahirah should ask in the control process?

A) Will my customers pay for it?

B) Can I do it?

C) How closely are we achieving our goals?

D) How do I get there?

Answer: C Learning Objective: 14.1 Define managerial control and approaches to control.

Topic/Concept: What Is Managerial Control?

Difficulty level: Challenging AACSB: Application of knowledge

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4) Zion recognizes that control is an important managerial function. Which of the following is a key question Zion should examine as part of the control function?

A) Can I expand internationally?

B) What stage of the product life cycle is most successful?

C) Are we creating value for customers?

D) Does the company have a sustainable competitive advantage?

Answer: C Learning Objective: 14.1 Define managerial control and approaches to control.

Topic/Concept: What Is Managerial Control?

Difficulty level: Challenging AACSB: Application of knowledge 5) Leni is scheduled to draft a letter to her employees on the importance of control in the organization. Control is best described as the: A) process by which managers point out the way to someone to form a position in front.

B) process by which managers establish goals, policies, and procedures for a social or economic unit.

C) process by which managers undergo a physical or organizational change to arrange elements into a whole.

D) process by which managers define standards of performance, evaluate how well standards are being achieved, and take action if standards aren't achieved.

Answer: D Learning Objective: 14.1 Define managerial control and approaches to control.

Topic/Concept: Control in Organizations Difficulty level: Moderate AACSB: Application of knowledge 6) Apollo is reviewing his job description. The job description states that Apollo's main responsibilities include defining standards of performance, evaluating how well those standards are being achieved, and taking corrective action. Apollo's job is focused on the managerial function of: A) economic recovery.

B) control.

C) leadership.

D) project management.

Answer: B Learning Objective: 14.1 Define managerial control and approaches to control.

Topic/Concept: Control in Organizations Difficulty level: Moderate AACSB: Application of knowledge

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7) Genesis is examining her organization's control function for an upcoming meeting. Which of the following actions would Genesis include in examining the control function?

A) Determining the level of resistance to change B) Taking appropriate action when standards aren't achieved C) Understanding espoused and enacted values in organizations D) Creating initiatives to effectively represent diverse and underrepresented employees Answer: B Learning Objective: 14.1 Define managerial control and approaches to control.

Topic/Concept: Control in Organizations Difficulty level: Moderate AACSB: Application of knowledge 8) Adrian is responsible for managing control in his organization. Which of the following areas would Adrian want to examine in managing the control in his organization?

A) Customer experience, satisfaction, and retention B) Budgets, expenses, and financial performance C) Equipment, facilities, and materials D) All of these Answer: D Learning Objective: 14.1 Define managerial control and approaches to control.

Topic/Concept: Control in Organizations Difficulty level: Easy AACSB: Application of knowledge 9) Gerardo manages the control function in his organization, primarily focusing on customers.

What elements of customers should Gerardo manage control of?

A) Customer experience B) Customer satisfaction C) Customer retention D) All of these Answer: D Learning Objective: 14.1 Define managerial control and approaches to control.

Topic/Concept: Control in Organizations Difficulty level: Moderate AACSB: Application of knowledge 10) Lorena is compiling a report on her organization's managerial control categories. Which of the following would Lorena include in her report?

A) Expansion B) Stage of product life cycle C) Trademarks D) Employees Answer: D Learning Objective: 14.1 Define managerial control and approaches to control.

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11) Mateo is preparing for a presentation to his company's board of directors at the annual meeting. He wants to emphasize to the board of directors the importance of control. Why is control important in an organization?

A) Control determines contingency planning in international expansion.

B) Control communicates to employees what's important at the organizational level.

C) Control monitors external competitors in an industry.

D) Control facilitates employee hiring, promotion, and firing in organizations.

Answer: B Learning Objective: 14.1 Define managerial control and approaches to control.

Topic/Concept: Why Is Control Important?

Difficulty level: Challenging AACSB: Application of knowledge 12) Mika's organization relies on an external form of control by using policies, procedures, and top-down authority to influence employee behavior. This form of control is best described as: A) normative control.

B) bureaucratic control.

C) self-control.

D) competitive control.

Answer: B Learning Objective: 14.1 Define managerial control and approaches to control.

Topic/Concept: Approaches to Control Difficulty level: Moderate AACSB: Application of knowledge 13) Eliana's organization uses bureaucratic control to influence employee behavior. Which of the following is characteristic of bureaucratic control?

A) Policies and procedures B) Shared goals C) Informal relationships D) Loose supervision Answer: A Learning Objective: 14.1 Define managerial control and approaches to control.

Topic/Concept: Approaches to Control Difficulty level: Moderate AACSB: Application of knowledge

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14) Rosena manages the control function of her organization. The organization wants to use bureaucratic control to influence employee behavior. Why would Rosena's organization want to use bureaucratic control?

A) Bureaucratic control is used when the organization's culture has implicit shared norms, values, and beliefs.

B) Bureaucratic control is used when employees devote themselves to a cause on a voluntary basis and do what needs to be done.

C) Bureaucratic control is used when employees are not self-motivated, and goals can only be achieved with close supervision and explicit structures in place.

D) Bureaucratic control is used when less top-down formal authority and rules are needed due to the established collaborative participation norms.

Answer: C Learning Objective: 14.1 Define managerial control and approaches to control.

Topic/Concept: Approaches to Control Difficulty level: Challenging AACSB: Application of knowledge 15) Ronaldo is dissatisfied with his company's use of bureaucratic approach to control. Which of the following is a problem with the bureaucratic approach to control?

A) Bureaucratic control can be a problem because it is very expensive to use.

B) Bureaucratic control can be a problem when the employee decides how to accomplish their own work.

C) Bureaucratic control can be a problem when employees are loosely supervised and align their personal goals with goals of the organization.

D) Bureaucratic control can be a problem when employees view it as too intrusive and unfairly administered.

Answer: D Learning Objective: 14.1 Define managerial control and approaches to control.

Topic/Concept: Approaches to Control Difficulty level: Challenging AACSB: Application of knowledge 16) Courtney, a manager, believes that normative control is the best way to influence employee behavior. A characteristic of normative control is: A) loose supervision.

B) informal relationships.

C) rules, policies, and procedures.

D) extrinsic rewards and punishment.

Answer: B Learning Objective: 14.1 Define managerial control and approaches to control.

Topic/Concept: Approaches to Control Difficulty level: Moderate AACSB: Application of knowledge

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17) Rebecca's organization uses shared goals, values, and beliefs as the primary way to manage control and influence employee behavior. Rebecca's organization uses control.

A) bureaucratic B) self C) normative D) extrinsic Answer: C Learning Objective: 14.1 Define managerial control and approaches to control.

Topic/Concept: Approaches to Control Difficulty level: Moderate AACSB: Application of knowledge 18) Sebastian feels that normative control is the most effective form of managerial control in his organization. Normative control is characterized by: A) top-down authority.

B) close supervision.

C) extrinsic rewards.

D) acceptance of organizational goals.

Answer: D Learning Objective: 14.1 Define managerial control and approaches to control.

Topic/Concept: Approaches to Control Difficulty level: Moderate AACSB: Application of knowledge 19) McKayla's manager trusts her to resolve problems on her own and to decide how to accomplish her own work. McKayla's manager uses: A) normative control.

B) self-control.

C) bureaucratic control.

D) aligned control.

Answer: B Learning Objective: 14.1 Define managerial control and approaches to control.

Topic/Concept: Approaches to Control Difficulty level: Moderate AACSB: Application of knowledge 20) Aziz influences his employees' behavior by using self-control. A characteristic of self-control is: A) informal relationships.

B) shared goals, values, and beliefs.

C) top-down authority.

D) loose supervision.

Answer: D Learning Objective: 14.1 Define managerial control and approaches to control.

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21) Because her employees seem to lack self-motivation, Taylor uses an external form of control based on top-down authority. Taylor is using control.

A) normative B) layered C) bureaucratic D) egalitarian Answer: C Learning Objective: 14.1 Define managerial control and approaches to control.

Topic/Concept: Approaches to Control Difficulty level: Moderate AACSB: Application of knowledge 22) Audrey enjoys going to work every day. Her organization has a culture that encourages collaborative participation and informal relationships. Audrey's organizational culture employs a(n) approach to control.

A) formal B) tailored C) normative D) equitable Answer: C Learning Objective: 14.1 Define managerial control and approaches to control.

Topic/Concept: Approaches to Control Difficulty level: Moderate AACSB: Application of knowledge 23) Tatyana is in an important meeting to discuss the stages of control in her organization. The stages of control are best identified as: A) layered, tailored, and self.

B) hierarchical, egalitarian, and motivated.

C) equitable, formal, and normative.

D) input, concurrent, and output.

Answer: D Learning Objective: 14.2 Identify the stages of control and the steps in the control process.

Topic/Concept: When Does Control Happen?

Difficulty level: Easy AACSB: Application of knowledge

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24) Khalid uses an approach to control that allows him to be proactive and act before the activity starts. Khalid uses: A) output control.

B) input control.

C) formal control.

D) informal control.

Answer: B Learning Objective: 14.2 Identify the stages of control and the steps in the control process.

Topic/Concept: Input Control Difficulty level: Easy AACSB: Application of knowledge 25) Alexia prefers to use input control to help her organization be successful. Which of the following is accurate of input control?

A) Input control can occur at any stage of the activity.

B) Input control occurs before an activity starts.

C) Input control occurs during the activity.

D) Input control occurs after the activity.

Answer: B Learning Objective: 14.2 Identify the stages of control and the steps in the control process.

Topic/Concept: Input Control Difficulty level: Moderate AACSB: Application of knowledge 26) Emme is preparing for her organization's annual board of directors meeting. In the meeting, Emme will be questioned why the company uses input control. Which of the following is an advantage of input control?

A) An advantage of input control is preventing mistakes and defects costs less money than correcting issues.

B) An advantage of input control is it helps organizations resolve problems.

C) An advantage of input control is it helps improve productivity and quality.

D) An advantage of input control is it enforces internet and email policies.

Answer: A Learning Objective: 14.2 Identify the stages of control and the steps in the control process.

Topic/Concept: Input Control Difficulty level: Challenging AACSB: Application of knowledge

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27) Carlos's organization prefers to use control during an activity. This stage of control is best described as: A) input control.

B) output control.

C) concurrent control.

D) facilitated control.

Answer: C Learning Objective: 14.2 Identify the stages of control and the steps in the control process.

Topic/Concept: Concurrent Control Difficulty level: Easy AACSB: Application of knowledge 28) Camila's organization uses a form of control that includes employee monitoring and surveillance to help detect security breaches. Camila's organization uses control.

A) input B) formal C) informal D) concurrent Answer: D Learning Objective: 14.2 Identify the stages of control and the steps in the control process.

Topic/Concept: Concurrent Control Difficulty level: Moderate AACSB: Application of knowledge 29) Which of the following represents concurrent control?

A) Preventing mistakes and defects B) Ensuring employees receive training C) Providing clear instructions D) Employee monitoring and surveillance Answer: D Learning Objective: 14.2 Identify the stages of control and the steps in the control process.

Topic/Concept: Concurrent Control Difficulty level: Moderate AACSB: Application of knowledge 30) Nadia wants to use concurrent control in her organization. What is the benefit of using concurrent control?

A) Maintaining a safe work environment B) Improving productivity C) Enforcing internet and email policies D) All of these Answer: D Learning Objective: 14.2 Identify the stages of control and the steps in the control process.

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31) Dominique is the Quality Control manager in her organization. After an activity has occurred, she evaluates the results of the activity. Dominique is using control.

A) frequent B) input C) concurrent D) output Answer: D Learning Objective: 14.2 Identify the stages of control and the steps in the control process.

Topic/Concept: Output Control Difficulty level: Moderate AACSB: Application of knowledge 32) Freddy uses output control to evaluate the results of an activity after it has occurred. What is the drawback to using output control?

A) Increased costs B) Budget overruns C) Decreased profits D) All of these Answer: D Learning Objective: 14.2 Identify the stages of control and the steps in the control process.

Topic/Concept: Output Control Difficulty level: Easy AACSB: Application of knowledge 33) Malia understands that control is a continuous process in her organization. The first step of the control process is: A) measure performance.

B) compare measures with standards.

C) take corrective action.

D) set performance standards.

Answer: D Learning Objective: 14.2 Identify the stages of control and the steps in the control process.

Topic/Concept: Step 1: Set Performance Standards Difficulty level: Easy AACSB: Application of knowledge

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34) Devon's team is in stage one of the control process. Which of the following activities occurs during stage one of the control process?

A) Devon's team translates measurement action plans to influence employee behavior.

B) Devon's team collects data on the average number of units produced.

C) Devon's team determines what measures should be taken and the necessary interval for those measures.

D) Devon's team sets the standards into specific objectives so that employees know what to do.

Answer: D Learning Objective: 14.2 Identify the stages of control and the steps in the control process.

Topic/Concept: Step 1: Set Performance Standards Difficulty level: Challenging AACSB: Application of knowledge 35) Alejandra's team is scheduled to examine her organization's standards. A standard is best described as: A) cost-effective task approach.

B) desired level of performance.

C) activity that an employee must complete on a daily basis.

D) percentage of scheduled production.

Answer: B Learning Objective: 14.2 Identify the stages of control and the steps in the control process.

Topic/Concept: Step 1: Set Performance Standards Difficulty level: Moderate AACSB: Application of knowledge 36) Krista and Holly are on their organization's control team. They are responsible for understanding their organization's desired level of performance on specific tasks. Krista and Holly set the in their organization.

A) functional attributes B) project timelines C) standards D) relative performance indicators Answer: C Learning Objective: 14.2 Identify the stages of control and the steps in the control process.

Topic/Concept: Step 1: Set Performance Standards Difficulty level: Easy AACSB: Application of knowledge

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37) Julio's team is scheduled to set his organization's SMART goal for the upcoming fiscal year.

The acronym SMART represents: A) standard, minute, attainable, rigid, timely.

B) specific, measurable, achievable, realistic, timely.

C) standard, measurable, attainable, rote, time-bound.

D) superseded, mapped, accessible, relative, terse.

Answer: B Learning Objective: 14.2 Identify the stages of control and the steps in the control process.

Topic/Concept: Step 1: Set Performance Standards Difficulty level: Easy AACSB: Application of knowledge 38) Javier's team focuses on identifying effective performance standards that can be clearly communicated to employees. Using the acronym SMART, the letter "S" represents: A) standard.

B) specific.

C) several.

D) superseded.

Answer: B Learning Objective: 14.2 Identify the stages of control and the steps in the control process.

Topic/Concept: Step 1: Set Performance Standards Difficulty level: Easy AACSB: Application of knowledge 39) Rhett manages his organization's control team. He uses his organization's standards to translate organizational strategy and vision into specific objectives. Using the SMART acronym, "M" represents: A) multiply.

B) measurable.

C) minute.

D) multi-factor.

Answer: B Learning Objective: 14.2 Identify the stages of control and the steps in the control process.

Topic/Concept: Step 1: Set Performance Standards Difficulty level: Easy AACSB: Application of knowledge

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40) Stefan's organization is in Step 2 of the control process. Which of the following activities occurs in Step 2 of the control process?

A) Key performance indicators are discussed.

B) Standards are set.

C) Actual performance is measured.

D) Corrective action is determined.

Answer: C Learning Objective: 14.2 Identify the stages of control and the steps in the control process.

Topic/Concept: Step 2: Measure Actual Performance Difficulty level: Moderate AACSB: Application of knowledge 41) Kylie's team is measuring actual performance versus standards in step 2 of the control process. Which of the following is a possible interval of measurement?

A) Daily B) Weekly C) Monthly D) All of these Answer: D Learning Objective: 14.2 Identify the stages of control and the steps in the control process.

Topic/Concept: Step 2: Measure Actual Performance Difficulty level: Easy AACSB: Application of knowledge 42) Sunanda is trying to understand why her company measures a particular outcome. Which of the following represents a purpose of measurement?

A) Measurement determines what the organization's strategic goals should be.

B) Measurement serves to facilitate communication between the production department and senior leadership.

C) Measurement serves an informational purpose by providing data and feedback on how well standards are met.

D) Measurement serves a finite purpose by detailing weekly and monthly corrective actions based on adjustments in the control process.

Answer: C Learning Objective: 14.2 Identify the stages of control and the steps in the control process.

Topic/Concept: Step 2: Measure Actual Performance Difficulty level: Challenging AACSB: Application of knowledge

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43) Jaden understands that measuring actual performance is an important step in the control process. A purpose of measurement is: A) to elaborate on organizational strategy.

B) to maintain motivational and hygiene factors of motivation.

C) to provide data and feedback on how well standards are met.

D) to collaborate with cross-functional departments.

Answer: C Learning Objective: 14.2 Identify the stages of control and the steps in the control process.

Topic/Concept: Step 2: Measure Actual Performance Difficulty level: Challenging AACSB: Application of knowledge 44) Tashima is completing a report on the purposes of measurement in the control process. In addition to measurement serving an informational purpose, an additional purpose of measurement is: A) to influence behavior.

B) to discuss international expansion.

C) to mediate production contracts.

D) to function with ambiguity.

Answer: A Learning Objective: 14.2 Identify the stages of control and the steps in the control process.

Topic/Concept: Step 2: Measure Actual Performance Difficulty level: Challenging AACSB: Application of knowledge 45) Monique manages her organization's control team. She recognizes that control is an important and continuous process. Step 3 of the control process involves: A) setting standards.

B) taking corrective action.

C) identifying standards.

D) comparing performance with standards.

Answer: D Learning Objective: 14.2 Identify the stages of control and the steps in the control process.

Topic/Concept: Step 3: Compare Performance with Standards Difficulty level: Moderate AACSB: Application of knowledge

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46) As a new employee, Valentina is reviewing her company handbook to better understand the quality of her organization's products and services. Quality is best described as: A) the fulfillment of customer expectations by delivering the lowest cost product in a convenient location.

B) the features, performance, reliability, and service experience that accompany a product.

C) the ability to maintain sustainable competitive advantage in an industry.

D) the determination of the stage of the product life cycle.

Answer: B Learning Objective: 14.3 Describe control tools and practices managers use.

Topic/Concept: Managing Quality Difficulty level: Challenging AACSB: Application of knowledge 47) Zahra knows that having a quality product is important to her customers. Quality means: A) producing a product or service that management evaluates as meeting or exceeding standards.

B) the features, performance, reliability, and service experience that accompany a product.

C) the growth stage of the product life cycle.

D) meeting production quotas.

Answer: B Learning Objective: 14.3 Describe control tools and practices managers use.

Topic/Concept: Managing Quality Difficulty level: Moderate AACSB: Application of knowledge 48) Cherise wants to make sure that her organization's products and services are perceived by the public as having high quality. Quality is: A) a goal to achieve a sustainable competitive advantage in a diversified industry.

B) a product's features, performance, reliability, and service experience that accompany a product.

C) a problem-solving model to increase customer expectation and experience.

D) a strategy to recognize if the product fulfills the VRIO framework.

Answer: B Learning Objective: 14.3 Describe control tools and practices managers use.

Topic/Concept: Managing Quality Difficulty level: Moderate AACSB: Application of knowledge

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49) Santiago's organization uses an organization-wide philosophy of quality assurance based on customer satisfaction as its central focus. Santiago's organization uses: A) key performance indicators.

B) project management.

C) total quality management.

D) human resource management.

Answer: C Learning Objective: 14.3 Describe control tools and practices managers use.

Topic/Concept: Managing Quality Difficulty level: Moderate AACSB: Application of knowledge 50) Genesis's organization uses total quality management to achieve customer satisfaction. Total quality management is best described as: A) four-stage problem-solving model.

B) organization-wide philosophy of quality assurance.

C) external competitive analysis.

D) balanced scorecard analysis.

Answer: B Learning Objective: 14.3 Describe control tools and practices managers use.

Topic/Concept: Managing Quality Difficulty level: Easy AACSB: Application of knowledge 51) Jonas is a member of his organization's quality team. He uses the Plan-Do-Study-Act model to address issues with quality. The Plan-Do-Study-Act model is best described as a(n): A) measure of profitability.

B) organization-wide philosophy of quality assurance.

C) four-stage problem-solving model.

D) means to determine corporate social responsibility.

Answer: C Learning Objective: 14.3 Describe control tools and practices managers use.

Topic/Concept: Managing Quality Difficulty level: Easy AACSB: Application of knowledge

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52) Gracie and her team are working to identify a quality problem so they can develop a hypothesis about what is causing the problem and how to correct it. Gracie and her team are in the stage of the Plan-Do-Study-Act cycle.

A) Study B) Act C) Plan D) Do Answer: C Learning Objective: 14.3 Describe control tools and practices managers use.

Topic/Concept: Managing Quality Difficulty level: Moderate AACSB: Application of knowledge 53) Mason's team is working to implement the change and measure the results. Mason's team is in the stage of the Plan-Do-Study-Act cycle.

A) Study B) Act C) Plan D) Do Answer: D Learning Objective: 14.3 Describe control tools and practices managers use.

Topic/Concept: Managing Quality Difficulty level: Moderate AACSB: Application of knowledge 54) Joshua and his team members are in the Do stage of the Plan-Study-Do-Act cycle of managing quality. In the Do stage of the Plan-Study-Do-Act cycle, Joshua and his team members engage in: A) adopting the change and determining what was learned.

B) identifying the quality problem and deciding how to correct it.

C) implementing the change and measuring the results.

D) evaluating the results and determining whether the change was effective.

Answer: C Learning Objective: 14.3 Describe control tools and practices managers use.

Topic/Concept: Managing Quality Difficulty level: Challenging AACSB: Application of knowledge

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55) Rayne's team is responsible for managing the quality of their organization's products and services. The team uses the Plan-Do-Study-Act cycle to manage quality. In the Study stage of the Plan-Do-Study-Act cycle, Rayne's team: A) adopts the change and determines what was learned.

B) identifies the quality problem and decides how to correct it.

C) implements the change and measures the results.

D) evaluates the results and determines whether the change was effective.

Answer: D Learning Objective: 14.3 Describe control tools and practices managers use.

Topic/Concept: Managing Quality Difficulty level: Challenging AACSB: Application of knowledge 56) In a recent meeting, Cooper's manager announced that the department will start using Six Sigma to better manage quality. Six Sigma is best described as: A) a four-stage problem-solving model.

B) a widely used quality control technique based on minimizing defects.

C) a method that encompasses a product's features, reliability, and service experience.

D) a method to ensure legal and ethical compliance.

Answer: B Learning Objective: 14.3 Describe control tools and practices managers use.

Topic/Concept: Managing Quality Difficulty level: Easy AACSB: Application of knowledge 57) Krishna and Harry are working to visually depict the entire process, from beginning to end, of getting a product or service to a customer. Krishna and Harry are working to depict the organization's: A) Six Sigma.

B) quality initiative.

C) supply chain.

D) lean manufacturing.

Answer: C Learning Objective: 14.3 Describe control tools and practices managers use.

Topic/Concept: Managing the Supply Chain Difficulty level: Easy AACSB: Application of knowledge

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58) Carlotta is the Chief Financial Officer of her organization. This month, her main responsibility will be to develop a plan that anticipates revenue and expenses during the next fiscal period. Carlotta is working on developing a(n): A) income statement.

B) detail of liabilities.

C) budget.

D) lead and lag accounting.

Answer: C Learning Objective: 14.3 Describe control tools and practices managers use.

Topic/Concept: Budgetary and Financial Control Difficulty level: Easy AACSB: Application of knowledge 59) Genesis handles her department's budget. In determining the next year's budget, Genesis takes her previous year's budget as a starting point and adjusts the amounts for the upcoming year. Genesis uses: A) zero-based budgeting.

B) forfeiture.

C) asset relocation.

D) incremental budgeting.

Answer: D Learning Objective: 14.3 Describe control tools and practices managers use.

Topic/Concept: Budgetary and Financial Control Difficulty level: Moderate AACSB: Application of knowledge 60) Aryssa is an account executive in her organization's budgeting office. When it is time for Aryssa to compile financial information to develop the budget, she starts each budget period with zero. This approach to budgeting is referred to as: A) zero-based budgeting.

B) forfeiture.

C) asset relocation.

D) incremental budgeting.

Answer: A Learning Objective: 14.3 Describe control tools and practices managers use.

Topic/Concept: Budgetary and Financial Control Difficulty level: Moderate AACSB: Application of knowledge

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61) As Chief Financial Officer of her organization, Annelise examines different financial statements to evaluate her company's overall financial health. One of the statements Annelise reviews is a summary of the company's financial situation at one point in time. This statement is referred to as a(n): A) income statement.

B) liability statement.

C) intangible asset statement.

D) balance sheet.

Answer: D Learning Objective: 14.3 Describe control tools and practices managers use.

Topic/Concept: Budgetary and Financial Control Difficulty level: Moderate AACSB: Application of knowledge 62) Vladimir uses incremental budgeting to prepare the upcoming year's budget for his organization. Which of the following best describes incremental budgeting?

A) Managers start each budget period with zero.

B) Managers take the previous year's budgets as a starting point and make adjustments.

C) Managers take the current budget and request grant money to fulfill obligations.

D) Managers use the depreciated values of assets as a starting point.

Answer: B Learning Objective: 14.3 Describe control tools and practices managers use.

Topic/Concept: Budgetary and Financial Control Difficulty level: Moderate AACSB: Application of knowledge 63) Oleg is examining his organization's balance sheet. What is the purpose of a balance sheet?

A) A balance sheet helps managers predict industry and organizational volatility.

B) A balance sheet helps managers take the previous year's budget and depreciate capital assets.

C) A balance sheet helps keep managers informed about the debt situation and if the company can borrow money if needed.

D) A balance sheet helps determine the starting point for a zero-based budgeting approach.

Answer: C Learning Objective: 14.3 Describe control tools and practices managers use.

Topic/Concept: Budgetary and Financial Control Difficulty level: Challenging AACSB: Application of knowledge

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

64) Maksim is responsible for a document that examines his organization's financial performance over the past year to report how much profit the organization brought in and how much money the organization spent to generate that profit. Maksim is examining his organization's: A) balance sheet.

B) income statement.

C) liability statement.

D) end-of-year summary.

Answer: B Learning Objective: 14.3 Describe control tools and practices managers use.

Topic/Concept: Budgetary and Financial Control Difficulty level: Moderate AACSB: Application of knowledge 65) Deborah is a certified public accountant. She wants to use a financial ratio that examines how well the company is generating profits by calculating the company's profit after taxes divided by its sales revenues. Deborah will calculate the organization's: A) current ratio.

B) net profit margin.

C) working capital.

D) debt-to-asset ratio.

Answer: B Learning Objective: 14.3 Describe control tools and practices managers use.

Topic/Concept: Budgetary and Financial Control Difficulty level: Challenging AACSB: Application of knowledge 66) Yara wants to use a control tool that measures how well the organization is meeting strategic goals in multiple areas. Yara should use: A) income statement.

B) balance sheet.

C) balanced scorecard.

D) budget comparison.

Answer: C Learning Objective: 14.3 Describe control tools and practices managers use.

Topic/Concept: Strategic Control: Using a Balanced Scorecard Difficulty level: Moderate AACSB: Application of knowledge

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67) Mila uses a balanced scorecard to examine how her organization is meeting strategic goals in multiple areas. The multiple areas of a balanced scorecard are: A) innovation, planning, organizing, leading.

B) Plan-Do-Study-Act. C) internal processes, learning and growth, financial, customer.

D) assessment, evaluation, retrenchment.

Answer: C Learning Objective: 14.3 Describe control tools and practices managers use.

Topic/Concept: Strategic Control: Using a Balanced Scorecard Difficulty level: Easy AACSB: Application of knowledge 68) Artem's organization uses the balanced scorecard as a control tool. It plans to examine how it builds and sustains human resources, knowledge, skills, technology, culture, and other organizational capabilities to achieve its strategy and vision. Artem's organization is examining the perspective of the balanced scorecard.

A) financial B) learning and growth C) internal processes D) customers Answer: B Learning Objective: 14.3 Describe control tools and practices managers use.

Topic/Concept: Strategic Control: Using a Balanced Scorecard Difficulty level: Challenging AACSB: Application of knowledge 69) Danilo is using the balanced scorecard to determine how his organization is meeting its strategic goals. Which of the following is a perspective of the balanced scorecard?

A) Expectancy theory of motivation B) Goal setting C) Job characteristics model D) Customers Answer: D Learning Objective: 14.3 Describe control tools and practices managers use.

Topic/Concept: Strategic Control: Using a Balanced Scorecard Difficulty level: Easy AACSB: Application of knowledge 70) Camilo's organization uses bureaucratic control. A characteristic of bureaucratic control is rules, policies, and procedures.

Answer: TRUE Learning Objective: 14.1 Define managerial control and approaches to control.

Topic/Concept: Approaches to Control Difficulty level: Moderate AACSB: Application of knowledge

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71) Andre believes that input control is the most effective form of control. A benefit of input control is that it is proactive and takes place before an activity starts.

Answer: TRUE Learning Objective: 14.2 Identify the stages of control and the steps in the control process.

Topic/Concept: Input Control Difficulty level: Moderate AACSB: Application of knowledge 72) Jaclyn's organization prefers to use input control. An advantage of input control is that preventing mistakes and defects costs less than correcting issues.

Answer: TRUE Learning Objective: 14.2 Identify the stages of control and the steps in the control process.

Topic/Concept: Input Control Difficulty level: Moderate AACSB: Application of knowledge 73) Zoe's organization uses concurrent control. A disadvantage of concurrent control is that the problem has already occurred and the damage is done, often incurring increased cost overruns, decreased profits, lost customers, and harm to customers.

Answer: FALSE Learning Objective: 14.2 Identify the stages of control and the steps in the control process.

Topic/Concept: Concurrent Control Difficulty level: Challenging AACSB: Application of knowledge 74) Veronica is setting the standard for her company's level of production for this month. A standard is best described as a desired level of performance on a specific task or outcome.

Answer: TRUE Learning Objective: 14.2 Identify the stages of control and the steps in the control process.

Topic/Concept: Step 1: Set Performance Standards Difficulty level: Easy AACSB: Application of knowledge 75) Dresden is measuring her organization's actual performance against the industry standard. A purpose of measurement is to provide data and feedback on how well the standards are met and what corrective action may be needed.

Answer: TRUE Learning Objective: 14.2 Identify the stages of control and the steps in the control process.

Topic/Concept: Step 2: Measure Actual Performance Difficulty level: Moderate AACSB: Application of knowledge

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

76) Javier's organization is in Step 2 of the control process where it measures its actual performance versus the industry standard. The next step in the control process would be to set standards for performance.

Answer: FALSE Learning Objective: 14.2 Identify the stages of control and the steps in the control process.

Topic/Concept: Step 2: Measure Actual Performance Difficulty level: Moderate AACSB: Application of knowledge 77) Rafael's organization uses the Plan-Do-Study-Act model as a control tool. In the Plan-DoStudy-Act model, study refers to identifying a quality problem, developing a hypothesis about what is causing the problem, and deciding how to correct it.

Answer: FALSE Learning Objective: 14.3 Describe control tools and practices managers use.

Topic/Concept: Managing Quality Difficulty level: Challenging AACSB: Application of knowledge 78) As Chief Financial Officer, Adam uses incremental budgeting to set the budget for the upcoming year. Incremental budgeting starts each budget period with a zero balance.

Answer: FALSE Learning Objective: 14.3 Describe control tools and practices managers use.

Topic/Concept: Budgetary and Financial Control Difficulty level: Moderate AACSB: Application of knowledge 79) Symon is the manager of the Control department in his organization. Identify and describe the categories of activities and outcomes that organizations control.

Answer: Responses may vary. There are seven categories of control that managers control in organizations. They are employees, customers, money, resources, quality, ethics, and theft.

Employee control includes behavior, performance, productivity, engagement, and workplace health and safety. Customer control includes customer experience, customer satisfaction, and customer retention. Money control includes budgets, expenses, and financial performance.

Resource control includes equipment, facilities, materials, and waste. Quality control includes product features, product or service reliability, defects, and customer perception of quality.

Ethics control includes adherence to ethical and legal standards and environmental sustainability.

Theft control includes money, inventory, data, and proprietary information.

Learning Objective: 14.1 Define managerial control and approaches to control.

Topic/Concept: Control in Organizations Difficulty level: Challenging AACSB: Critical thinking

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

80) Colton and Larissa are scheduled to make a presentation to their organization's management team on the importance of control. Identify and describe why control is important in organizations.

Answer: Responses may vary. Control is important in organizations for several reasons. The first reason is that control communicates to employees what's important at a group or organizational level. One of the most important roles of a manager is to guide, influence, and motivate people to give up some of their independence and support organizational goals. The second reason is that control allows managers to evaluate whether a strategy is working as intended. The third reason is that control helps maintain and improve the quality of an organization's products and services. The fourth reason is that control helps ensure that organizational resources and assets—financial, technical, human, and material—are used in an effective and cost-efficient manner. The fifth and last reason is that control helps ensure that employees behave ethically and that social responsibility goals are being met.

Learning Objective: 14.1 Define managerial control and approaches to control.

Topic/Concept: Why Is Control Important?

Difficulty level: Challenging AACSB: Critical thinking 81) Eliana's organization uses bureaucratic control to influence employees. Identify the characteristics of bureaucratic control and discuss the advantages and disadvantages of bureaucratic control.

Answer: Responses may vary. Bureaucratic control is an external form of control that relies on the use of formal rules, policies, procedures, and top-down authority to influence employee behavior. An advantage of bureaucratic control is that it rewards compliance and employees are generally willing to accept top-down control when it is carried out fairly and helps promote the goals of the organization. A disadvantage of bureaucratic control occurs when it is perceived as unfairly administered or when there's a greater emphasis on punishment versus rewards.

Learning Objective: 14.1 Define managerial control and approaches to control.

Topic/Concept: Approaches to Control Difficulty level: Moderate AACSB: Critical thinking 82) Sergei believes that normative control is the most effective approach in his organization.

Describe normative control and indicate the advantages of normative control in an organization.

Answer: Responses may vary. Normative control occurs when behavior is largely shaped by the organization's culture—implicit and shared norms, values, and beliefs. Normative control relies less on top-down formal authority and more on collaborative participation and informal relationships. The advantages of normative control are that employees strongly identify with and accept company goals and are motivated to act in the best interest of the organization.

Learning Objective: 14.1 Define managerial control and approaches to control.

Topic/Concept: Approaches to Control Difficulty level: Moderate AACSB: Critical thinking

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

83) Nicholai is the manager of the Quality Control team in his organization. He uses the stages of control to help his organization meet its goal. Identify and describe the stages of control.

Answer: Responses may vary. There are three stages of control. Using input control, organizations can control an activity before it occurs by anticipating problems prior to them occurring. Using concurrent control, organizations can control an activity as it is occurring.

Concurrent control helps to manage problems in real time as they occur. Using output control, organizations control an activity after it has occurred. Output control works to correct problems after the fact.

Learning Objective: 14.2 Identify the stages of control and the steps in the control process.

Topic/Concept: When Does Control Happen?

Difficulty level: Moderate AACSB: Critical thinking 84) Halyna believes that input control is the most effective form of control for her organization.

Define input control and identify the advantages of input control.

Answer: Responses may vary. Input control occurs before an activity. It is proactive, taking place before an activity starts and allowing managers to prevent a problem from happening rather than fixing it after the fact. An advantage of input control is that preventing mistakes and defects costs less money than correcting issues later.

Learning Objective: 14.2 Identify the stages of control and the steps in the control process.

Topic/Concept: Input Control Difficulty level: Moderate AACSB: Critical thinking 85) Kayla's organization recognizes that it's important to have effective control processes in place. Identify and describe the steps in the control process.

Answer: Responses may vary. Effective control processes are important in organizations. There are four steps in the control process. In step 1, managers set standards for performance. In step 2, managers measure performance. In step 3, managers compare measures with standards. In step 4, managers evaluate if standards are met. Then they can do nothing or reward employees. If standards are not met, managers take corrective action.

Learning Objective: 14.2 Identify the stages of control and the steps in the control process.

Topic/Concept: The Control Process Difficulty level: Moderate AACSB: Critical thinking

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Test Bank Management an Interactive Approach, 1st Edition by Kelly Mollica

86) Oksana's organization uses the Plan-Do-Study-Act cycle to improve products, processes, and services. Describe the steps of the Plan-Do-Study-Act cycle.

Answer: Responses may vary. The Plan-Do-Study-Act cycle is a four-stage problem-solving model that can be used to test a change that is implemented. In the Plan stage, managers identify a quality problem and develop a hypothesis about what is causing the problem and how to correct it. In the Do stage, managers implement the change and measure the results. In the Study stage, managers evaluate the result and determine whether the change was effective. In the Act stage, managers determine if the change was effective; it will be adopted based on what was learned. If the change was not effective, managers will return to the Plan stage.

Learning Objective: 14.3 Describe control tools and practices managers use.

Topic/Concept: Managing Quality Difficulty level: Moderate AACSB: Critical thinking 87) Petr is the Chief Financial Officer in his organization. He is preparing a multi-year budget and needs to understand the two basic approaches to budgeting. Identify and describe the two basic approaches to budgeting that Petr can use.

Answer: Responses may vary. There are two basic approaches to budgeting that Petr can use.

The two approaches are incremental budgeting and zero-based budgeting. In incremental budgeting, managers take the previous year's budget as a starting point and make adjustments for the upcoming year. Using zero-based budgeting, managers start each budget period with zero.

Learning Objective: 14.3 Describe control tools and practices managers use.

Topic/Concept: Budgetary and Financial Control Difficulty level: Moderate AACSB: Critical thinking 88) Lydia uses a balanced scorecard to assess her organization's performance. Identify and describe the perspectives of a balanced scorecard.

Answer: Responses may vary. A balanced scorecard is a control tool that measures how well an organization is meeting strategic goals in multiple areas. The four perspectives of a balanced scorecard are learning and growth, financial, customers, and internal processes. The learning and growth perspective identifies how the organization is building and sustaining human resources, knowledge, skills, technology, culture, and other organizational capacities to achieve its strategy and vision. The financial perspective identifies how the organization is creating value for shareholders. The customers perspective identifies what are the expectation of customers and other key stakeholder. The internal processes perspective identifies in what processes does the organization need to excel to satisfy customers.

Learning Objective: 14.3 Describe control tools and practices managers use.

Topic/Concept: Strategic Control: Using a Balanced Scorecard Difficulty level: Challenging AACSB: Critical thinking

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