Florida Institute of Technology

EMG3331

Chapter 2

1)It is rare for U.S. firms to offshore work, such as service delivery, because this work requires different skill sets than those held by employees available oversees.

2. ModernMade Textiles has successfully used a piece-rate compensation plan in its U.S. plants for decades. The motivtional effect of compensation policies is similar from one culture to another, so this compensation system can be implemented in new plants ModernMade plans to open in Vietnam and South Korea as long as it is adapted to the local rates of pay.

3. Companies that follow HR best practices, such as paying high wages and providing employment security, tend to have more positive HR metrics but little improvement on organizational, operational, or financial performance compared with organizations that do not follow HR best practices.

4. A drawback of HR benchmarking is that the results do not shed light on the reason for discrepancies between the organization’s benchmarking ratios and the ratios of the organizations to which it is being compared.

5. A major issue in the modern workplace is that interesting and challenging assembly line jobs have been deskilled into monotonous and repetitive jobs.

6. An underlying concept of the SWOT analysis approach is that the organization should gather data only on aspects of the environment which are within its power to affect.

7. Phillip has worked for ModernMade Textiles for 25 years, most recently in a supervisory position. He has been laid off. ModernMade Textiles is legally required to provide Philip one week of severance pay for each year of service.

8. A strategic approach to HR required that organizational HR leaders be included in the decision-making process immediately after the executive team has made major strategic changes.

9. HR metrics examine the HR function and results both within and external to the organization.

10. The three basic levels of analysis of organizational behavior are:

1. Operational, managerial, and financial.
2. Social psychology, statistics, and anthropology.
3. Individual, group, and organizational.
4. Psychology, management, and sociology.
5. Team, quality circle, and society.

11. Which of the following statements about organizational behavior (OB) is true?

1. Organizational behavior is the application of theory rather than research.
2. Organizational behavior is both research- and application-oriented.
3. Theories of organizational behavior have stayed unchanged over time.
4. Organizational behavior is based more on economics than psychology.
5. Organizational behavior is not an application-oriented subject.

12. Which of the following is true of the human relations movement in organizational behavior?

1. It measured the psychological well-being of workers rather than quantitative measures of performance.
2. It emphasized the primacy of economic incentives in stimulating employee performance.
3. Its one drawback was that it regarded workers as merely inputs in the production process.
4. It overlooked the importance of environmental factors such as lighting and temperature on performance.
5. It considered that data-driven research can guide the actions of managers in motivating employee behavior.

13. Which of the following events marked the prime stimulus of the human relations movement in management theory?

1. The study at Western Electric's Hawthorne plant
2. World War II
3. The Great Depression
4. The development of McGregor's theory X and theory Y
5. The development of Maslow's need hierarchy theory

14. Which of the following concepts refers to the use of management tools and techniques in a situationally appropriate manner, avoiding the "one best way" mentality?

1. Total quality management
2. Taylorism
3. The contingency approach
4. Fordism
5. Scientific management

15. According to the contingency approach, it is the               that determines when and where various management techniques are appropriate.

1. one-best-way rule
2. organization's code of ethics
3. company mission statement
4. organizational policy
5. evolving situation

16. Which of the following organizations is most likely to encourage the use of social networking within the organization?

1. An organization switching from a contingency approach to Taylorism
2. An organization that wants to build internal social capital
3. An organization that aims to implement Total Quality Management
4. An organization that wants to minimize the social cost of operations
5. An organization attempting to improve corporate social responsibility

17. Ted wants to build the internal social capital of his organization. Which of the following will most likely help him to achieve this?

1. Instituting mentoring relationships to provide employees guidance
2. Sending a dedicated team to attend all industry-specific conferences
3. Providing a foreign language training programme for the employees
4. Providing software certification to gain knowledge and skills
5. Introducing career planning programs in the organization

18. In Luthans's CHOSE Model of Key POB Dimensions, the "O" in CHOSE stands for:

1. optimism.
2. organizational behavior.
3. opportunity.
4. organizational development.
5. objectivity.

19. According to Carroll's model of CSR, which of the following is true for corporate social responsibility?

1. Corporate social responsibility is compatible with economic profit motivations.
2. Philanthropic responsibility removes the necessity for economic responsibility.
3. Legal responsibility means following CSR activities that are mandated by law.
4. Corporate social responsibility diminishes an organization's human capital.

5. Increasing corporate social responsibility will result in diminished profits.

20. The three fundamental layers of organizational culture are:

1. observable artifacts, espoused values, and basic underlying assumptions.
2. individual values, group norms, and management style.
3. leadership styles, organizational policy, and industry standards.
4. organization size, long-term goals, and enacted values.
5. economic policy, human relations approach, and reasoning style.

21. A company uses a number of company-specific acronyms for its processes and teams. These acronyms are an example of the company's:

1. artifacts.
2. beliefs.
3. values.
4. mnemonics.
5. underlying assumptions.

22. At Google, the core design team of 16 employees has daily "stand-up" meetings. "Everyone working on the project gathers standing up, to make sure no one gets too comfortable and no time is wasted during the rapid- fire update." These stand-up meetings are a (n)                   of Google's desire to work hard and get things done in a timely manner.

1. value
2. ideal type
3. artifact
4. folkway
5. mnemonic

23.        are values that are explicitly stated and generally established by the founder of a new or small company and by the top management team in a larger organization.

1. Intrinsic values
2. Espoused values
3. Enacted values
4. Instrumental values
5. Face values

24.        are the circumstances taken for granted in an organization as the "correct" way of doing things in the organization.

1. Instrumental values
2. Mnemonics
3. Espoused values
4. Basic assumptions
5. Enacted values

25.        is/are the extent to which the work environment is perceived as positive and reinforcing, and the extent to which conflict and change are effectively managed.

1. Social system stability
2. The competing values framework
3. Diversity of developmental relationships
4. Enacted values
5. Developmental relationship strength

26. Beetle Inc. makes its employees a part of the organization's family by distributing profits to the employees in the form of shares at the end of each financial year. Which type of organizational culture does this represent?

1. Clan culture
2. Adhocracy culture
3. Market culture
4. Hierarchy culture
5. Free culture

27. Which of the following combinations of the organizational cultures represents opposing core values?

1. Adhocracy culture and market culture
2. Clan culture and hierarchy culture
3. Hierarchy culture and market culture
4. Adhocracy culture and hierarchy culture
5. Adhocracy culture and clan culture

28. An employee seeks role definition and clarity and becomes familiar with tasks and group dynamics in the                                                                                                                                                                                                                                           

phase of organizational socialization.

1. anticipatory socialization
2. encounter
3. decline
4. change and acquisition
5. refreezing

29.        reflects the quality of relationships among an individual and those involved in his or her developmental network.

1. Developmental relationship strength
2. Fixed socialization
3. Divesture
4. Diversity of developmental relationships
5. Equity sensitivity