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Chapter 1 discusses managerial functioning. When performing the managerial function of planning, managers...
A. encourage all employees to perform at a high level to help the organization achieve its vision and goals.
B. use power, personality, and communication skills to coordinate the activities of people and groups.
C. establish alliances between different organizations to share resources and produce new goods and services.
D. decide which goals the organization will pursue and what strategies will achieve those goals.
D: To perform the planning function, managers identify and select appropriate organizational goals and courses of action; they develop strategies for how to achieve high performance. The three steps involved in planning are (1) deciding which goals the organization will pursue, (2) deciding what strategies to adopt to attain those goals, and (3) deciding how to allocate organizational resources to pursue the strategies that attain those goals. How well managers plan and develop strategies determines how effective and efficient the organization is—its performance level.
Chapter 5 discusses managing diversity. What is one thing organizations should do to help prevent occurrences of sexual harassment in the workplace?
A. Make all allegations of sexual harassment public.
B. Focus training and enforcement on individual contributors rather than managers.
C. Encourage employees to file complaints only for the most serious offenses.
D. Develop and clearly communicate a sexual harassment policy.
D: Organizations should develop and clearly communicate a sexual harassment policy endorsed by top management.
What is the tutor's full name?
KONSTANTINA PINGIOU
Chapter 6 discusses managing the global environment. The general environment includes
A. opportunities and threats that are easier to identify and respond to than those in the task environment.
B. the set of forces that originate with global suppliers, distributors, customers, and competitors.
C. the wide-ranging global, technological, sociocultural, and political forces that affect organizations.
D. the forces that have the most immediate effect on managers and their decisions.
C: The general environment includes the wide-ranging global, economic, technological, sociocultural, demographic, political, and legal forces that affect the organization and its task environment. For the individual manager, opportunities and threats resulting from changes in the general environment are often more difficult to identify and respond to than are events in the task environment.
Chapter 7 discusses decision making, learning, creativity and entrepreneurship. In the classical model of decision making, it is assumed that
A. there is no optimum decision.
B. there is more than one alternative.
C. there is only one alternative.
D. managers have access to all the information they need.
D: The classical model assumes managers will be able to generate a list of all alternatives and have access to all the information they need to make the optimum decision.
Who is Luke's father? (government name, no spoilers)
Anakin Skywalker
Chapter 4 discusses ethics and social responsibility. Brooke works at a small grocery store and has occasionally seen her manager steal food and other small items. Because her manager is close friends with the owner, Brooke worries that the owner will believe the manager and that the manager will retaliate against her. This example illustrates a(n)
A. justice rule.
B. ethical dilemma.
C. moral dilemma.
D. utilitarian rule.
B: An ethical dilemma is the quandary people find themselves in when they have to decide if they should act in a way that might help another person or group and is the right thing to do, even though doing so might go against their own self-interest.
Chapter 7 discusses decision making, learning, creativity and entrepreneurship. During the last several months, workers’ overtime hours have increased by more than 15%. Based on decisions made by plant managers in the past, the current plant manager has decided to hire additional staff. This is an example of
A. reasoned judgment.
B. programmed decision making.
C. nonprogrammed decision making.
D. intuition
B: Programmed decision making occurs when managers have the information they need to create rules that will guide decision making.
X-Factor
Chapter 3 discusses values, attitudes, emotions and culture. Dwight was working with two of his colleagues to create a marketing plan for his company’s new product. The team was scheduled to meet with their manager on Monday to present the plan, but the plan wasn’t final when the team met with the manager. Instead of accepting any responsibility, Dwight told the manager that the plan was not final because the profile of the geographical area was inaccurate. Dwight’s view of the situation is an example of
A. external locus of control.
B. internal locus of control.
C. high self-esteem.
D. tolerance of failure.
A: People with an external locus of control believe that outside forces are responsible for what happens to and around them; they do not think their own actions make much of a difference. As such, they tend not to intervene to try to change a situation or solve a problem, leaving it to someone else.
Which of the following is not one of the four principal forms of capital that flow between countries:
A. Resource capital
B. Financial capital
C. Social capital
D. Political capital
C: Human capital, not social
Chapter 10 discusses managing structure and culture. What characteristics of an organizational structure and culture are best suited to achieving a low-cost strategy?
A. formal, with employees having control over activities
B. formal, with managers incentivizing employee autonomy
C. informal, with managers having control over activities
D. formal, with managers having control over activities
D: A low-cost strategy usually fares best in a more formal structure, with managers having greater control over the activities of the organization's departments.
Chapter 12 explores HRM practices, such as in the following scenario. For her new job at the health department, Kenzie attends health inspections of restaurants with her boss to familiarize herself with procedures and necessary paperwork and also to get to know the businesspeople in the community she serves. Kenzie is participating in __________ training.
A. simulation
B. on-the-job
C. developmental
D. role-playing
B: In on-the-job training, learning occurs in the work setting as employees perform their job tasks. On-the-job training can be provided by coworkers or supervisors or can occur simply as jobholders gain experience and knowledge from doing the work.
In the article Becoming the Boss, what does Hill suggest is the key difference between compliance and commitment among subordinates?
A. Compliance is achieved through trust, while commitment requires authority
B. Compliance leads to short-term productivity, while commitment drives initiative and long-term success
C. Commitment can only be built through financial rewards, whereas compliance is based on personal respect
D. Compliance and commitment are essentially the same in managerial practice
B: “Compliance does not equal commitment. If people aren’t committed, they won’t take the initiative.”
Chapter 13 introduces issues such as motivation and performance. Despite being faced with several obstacles, Fiona achieved every goal set by her manager and was pleasantly surprised to receive the Employee of the Year award. Fiona demonstrated
A. high prosocial behavior
B. low expectancy
C. high extrinsic motivation
D. high persistence
D: Persistence refers to whether, when faced with roadblocks and obstacles, people keep trying or give up
Which famous author relates to a cockroach?
Franz Kafka
Chapter 16 is exploring various forms of effective communication. The use of impersonal written communication is best suited for
A. directing messages to a specific and select set of receivers
B. initiating dialog needed to resolve problems
C. information sharing that does not require feedback
D. situations where a paper trail is not necessary
C: Because messages in impersonal written communication are not addressed to particular receivers, feedback is unlikely.
Davenport and Sviokla in the article on disciplines companies need to focus on when using Gen AI, argue that controlled experimentation is essential for realizing Gen AI’s business value. Which of the following best explains why this approach is emphasized?
A. It ensures universal improvement across all job types
B. It allows organizations to measure and compare productivity
C. It eliminates the need for experiment data analysis
D. It guarantees that competitors cannot replicate the results
B: It allows organizations to test productivity impacts in a rigorous, evidence-based way. Location in the article: Section “Controlled Experimentation” (pp. 3–4 of the PDF).
Leadership is discussed in chapter 14. The employees of a transformational manager would be expected to be
A. aware of their personal needs for growth, development, and accomplishment
B. motivated to work primarily for their personal benefit
C. doubtful about their ability to succeed and unclear on what actions to take
D. unaware of the organization’s overall performance
A: Transformational managers motivate their employees to work for the good of the organization as a whole, not just for their own personal gain or benefit. They make their employees aware of the employees' own needs for personal growth, development, and accomplishment.
Groups and teams are discussed in chapter 15. A group exhibiting __________ may perform poorly due to an inability to evaluate and change its dysfunctional norms
A. low conformity
B. high conformity
C. moderate deviance
D. high deviance
B: Too much conformity and a lack of deviance result in low performance because the group fails to change dysfunctional norms.