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Chapter 2—The Changing Environment of Organizations
MULTIPLE CHOICE
- The environment of all organizations is changing at a(n) ____ rate.
- decreased
- slowing
- unprecedented
- moderate
- inelastic
ANS: C Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â PTS: 1 Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â REF: p. 31
NAT: AACSB: Analytic | AACSB: Environmental Influences      TYP: Knowledge
- Understanding and addressing the environment of a business has traditionally been the purview of a. supervisors
- stockholders
- workers and line managers
- stakeholders
- top managers
ANS: E Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â PTS: 1 Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â REF: p. 31
NAT: AACSB: Analytic | AACSB: Strategy                               TYP: Knowledge
- The most significant source of change impacting many organizations today is increasing a. cultural change
- corporate governance
- globalization
- business ethics
- all of the above
ANS: C Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â PTS: 1 Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â REF: p. 31
NAT: AACSB: Analytic | AACSB: Strategy | AACSB: Environmental Influences
TYP: Knowledge
- Which of the following statements regarding cross-cultural differences and similarities is not true?
- Cultures and national boundaries always coincide.
- Culture is a set of values that is often taken for granted.
- A manager behaves differently in different cultural settings.
- There are profound cultural differences between Southern California and Texas.
- Japanese and U.S. workers are likely to have different attitudes toward work.
ANS: A Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â PTS: 1 Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â REF: p. 32
NAT: AACSB: Diversity | AACSB: Environmental Influences     TYP: Knowledge
- Which of the following is true about employees working in the same company but in different locations?
- Their behavior may differ within and across countries.
- Their behavior will be the same regardless of their location.
- Their behavior at work is not important.
- Their behavior will have nothing to do with their location.
- Their behavior will be the same within single countries, but may differ from one country to the next.
ANS: A Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â PTS: 1 Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â REF: p. 32
NAT: AACSB: Diversity | AACSB: Group Dynamics | AACSB: Individual Dynamics
TYP: Understanding
- All of the following are considered cultural values except
- individualism/collectivism.
- uncertainty avoidance.
- power distance.
- open-mindedness.
ANS: E Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â PTS: 1 Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â REF: p. 34-35
NAT: AACSB: Diversity | AACSB: Individual Dynamics | AACSB: Group Dynamics
TYP: Knowledge
- Which of the following statements is not true about individualistic cultures?
- It is important to stand out in the crowd.
- It is important to fit in with the group.
- Tasks are more important than relationships.
- Promotion is based on skills and rules.
- People are more concerned with themselves than their work groups.
ANS: B Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â PTS: 1 Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â REF: p. 34-35
NAT: AACSB: Diversity | AACSB: Individual Dynamics | AACSB: Group Dynamics
TYP: Understanding
- Another term for power distance is ____.
- deontology
- teleology
- individualism
- orientation to authority
- collectivism
ANS: D Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â PTS: 1 Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â REF: p. 35
NAT: AACSB: Diversity | AACSB: Individual Dynamics | AACSB: Group Dynamics
TYP: Knowledge
- The dimension of uncertainty avoidance is the extent to which
- workers prefer unambiguous situations.
- workers focus on the future.
- acquisition of money and things is emphasized.
- women are allowed to work in society.
- men maintain a glass ceiling.
ANS: A Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â PTS: 1 Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â REF: p. 35
NAT: AACSB: Diversity | AACSB: Individual Dynamics            TYP: Knowledge
- Masculinity
- gives employees a sense of autonomy.
- is the extent to which workers focus on the future.
- enhances organizational effectiveness.
- emphasizes assertiveness.
- is the extent to which workers prefer clear situations.
ANS: D Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â PTS: 1 Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â REF: p. 35
NAT: AACSB: Diversity | AACSB: Group Dynamics | AACSB: Individual Dynamics
TYP: Knowledge
- The cultural dimensions identified by Hofstede include
- individualism
- uncertainty avoidance
- power distance
- a, b, and c
- none of the above
ANS: D Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â PTS: 1 Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â REF: p. 34-35
NAT: AACSB: Diversity | AACSB: Individual Dynamics | AACSB: Group Dynamics
TYP: Knowledge
- All of the following are true about stereotypes except
- they lead to an appreciation of individual differences.
- they are based on certain characteristics or traits.
- they ignore the specific person.
- they are generalizations
- they ignore the current situation.
ANS: A Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â PTS: 1 Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â REF: p. 37
NAT: AACSB: Diversity | AACSB: Individual Dynamics | AACSB: Group Dynamics
TYP: Understanding
- Stereotypes can best be defined as
- favoring people similar to you.
- focusing on differences among people.
- grouping people into different categories.
- judgments about others that reinforce beliefs about superiority and inferiority.
- making generalizations about groups of people.
ANS: E Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â PTS: 1 Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â REF: p. 37
NAT: AACSB: Diversity | AACSB: Individual Dynamics            TYP: Knowledge
- Which of the following is not an example of a primary dimension of diversity?
- age
- gender
- sexual orientation
- mental abilities
- all of the above are primary dimensions of diversity
ANS: E Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â PTS: 1 Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â REF: p. 39
NAT: AACSB: Diversity | AACSB: Individual Dynamics            TYP: Knowledge
- Which of the following is an example of a primary dimension of diversity?
- ethnicity
- physical abilities
- parental status
- a and b
- a, b, and c
ANS: D Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â PTS: 1 Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â REF: p. 39
NAT: AACSB: Diversity | AACSB: Individual Dynamics            TYP: Knowledge
- Which of the following is a secondary dimension of diversity?
- education
- where a person lives
- work experience
- a and c
- a, b, and c
ANS: E Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â PTS: 1 Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â REF: p. 39
NAT: AACSB: Analytic | AACSB: Diversity | AACSB: HRM Â Â Â Â TYP: Knowledge
- Which of the following groups of people is not increasing as a percentage of the total workforce in the United States? a. Hispanics
- Blacks
- Women
- White males
- Asians
ANS: D Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â PTS: 1 Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â REF: p. 39
NAT: AACSB: Diversity | AACSB: HRMÂ Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â TYP: Knowledge
- Which of the following workforce groups will increase the least in size between 2000 and 2010? a. 12 to 16 year olds
- 16 to 24 year olds
- 25 to 54 year olds
- 50 to 54 year olds
- 55 and older
ANS: C Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â PTS: 1 Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â REF: p. 39
NAT: AACSB: Analytic | AACSB: Diversity | AACSB: HRM Â Â Â Â TYP: Knowledge
- When the European Union opened borders in 1992, goods and services moved freely among the member countries. What other change resulted from opening the borders? a. Managers practiced a more open leadership style.
- Non-European Union members shut their borders.
- Workers demanded higher wages.
- Workers moved across national borders.
- Stricter trade restrictions were imposed.
ANS: D Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â PTS: 1 Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â REF: p. 41
NAT: AACSB: Diversity | AACSB: Environmental Influences     TYP: Knowledge
- Assimilation occurs when
- stereotypes are exposed.
- a minority group is forced to learn the ways of the majority group.
- differences among cultural groups are celebrated.
- diversity is truly valued.
- prejudice is eradicated.
ANS: B Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â PTS: 1 Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â REF: p. 42
NAT: AACSB: Diversity | AACSB: Group Dynamics                  TYP: Understanding
- Which of the following is not true about dominant groups?
- They tend to eat lunch together.
- They tend to be self-perpetuating.
- They are keenly aware of opinions from the “outside.”
- Informal discussions tend to exclude minority group members.
- They tend to avoid people who are different.
ANS: C Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â PTS: 1 Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â REF: p. 42
NAT: AACSB: Diversity | AACSB: Group Dynamics                  TYP: Knowledge
- Not paying attention to diversity can be costly to organizations in all of the following ways except it can decrease turnover.
- it can lower productivity.
- it can block minority involvement in decision making.
- it can increase tensions among workers.
- it can increase lawsuits.
ANS: A Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â PTS: 1 Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â REF: p. 43
NAT: AACSB: Diversity | AACSB: HRMÂ Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â TYP: Understanding
- Which of the following is not a benefit of valuing diversity?
- Access to more perspectives on a problem
- Fresh perspectives
- Less interpersonal conflict
- Greater homogeneity
- Richer ideas
ANS: D Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â PTS: 1 Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â REF: p. 43
NAT: AACSB: Diversity | AACSB: Group Dynamics                  TYP: Knowledge
- A form of business that combines and transforms resources into tangible outcomes that are then sold to others is called a(n)
- manufacturing organization.
- biotechnology firm.
- information technology firm.
- service organization.
- hybrid organization.
ANS: A Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â PTS: 1 Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â REF: p. 44
NAT: AACSB: Operations Management | AACSB: Creation of Value
TYP: Knowledge
- A form of business that transforms resources into an intangible output and creates time or place utility for its customers is called a(n)
- manufacturing organization.
- biotechnology firm.
- information technology firm.
- service organization.
- hybrid organization.
ANS: D Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â PTS: 1 Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â REF: p. 44
NAT: AACSB: Analytic | AACSB: Creation of Value                  TYP: Knowledge
- AMD makes computer chips that are installed in various computers. AMD is an example of a(n)
- manufacturing organization.
- biotechnology firm.
- information technology firm.
- service organization.
- hybrid organization.
ANS: A Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â PTS: 1 Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â REF: p. 44
NAT: AACSB: Analytic | AACSB: Creation of Value                  TYP: Understanding
- Which of the following statements about technology is not true?
- Technology is a major driver for organizational change.
- It has widespread effects on the behavior of people in the organization.
- Technology provides a competitive advantage
- It combines and transforms resources into outcomes.
- It is causing shift toward a service-based economy.
ANS: D Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â PTS: 1 Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â REF: p. 44
NAT: AACSB: Analytic | AACSB: Technology | AACSB: Creation of Value
TYP: Understanding
- Car makers design and produce new model cars much more quickly now than they did in the past. This is an example of
- effective leadership.
- decreased cycle time.
- increased employee morale.
- valued diversity.
- low-cost production.
ANS: B Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â PTS: 1 Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â REF: p. 45
NAT: AACSB: Information Technology | AACSB: Creation of Value
TYP: Knowledge
- An ice cream maker requires approximately two months from the time a new flavor is decided on in the corporate board room to the time it is produced and available to consumers in stores. This time is called
- competitive advantage time.
- information technology time.
- cycle time.
- production time.
- made-to-order time.
ANS: C Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â PTS: 1 Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â REF: p. 45
NAT: AACSB: Analytic | AACSB: Creation of Value | AACSB: Operations Management
TYP: Understanding
- Which of the following statements about information technology is not true?
- It has resulted in leaner organizations.
- Provides more flexible operations.
- Technology increases the financial position of a company.
- Technology has increased collaboration among employees.
- Technology has improved management processes.
ANS: C Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â PTS: 1 Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â REF: p. 46
NAT: AACSB: Use of Information Technology | AACSB: Creation of Value | AACSB: Information Technology  TYP: Knowledge
- The downside of information technology includes all of the following except
- It has resulted in less personal communication.
- Has increased a sense of urgency vis-Ã -vis decision-making.
- Increased ethical decision-making for managers.
- It has resulted in less down time for managers.
- All of the above are reasons.
ANS: C Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â PTS: 1 Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â REF: p. 46
NAT: AACSB: Technology | AACSB: Information Technology | AACSB: Individual Dynamics
TYP: Knowledge
- In a blatant display of unethical conduct, Enron’s
- managers forced employees to work in deplorable conditions.
- employees stole information from the company and sold it to competitors.
- administrators withheld products and services from needed customers.
- public reports concealed many of its partnerships and obligations with other companies.
- “blew the whistle” on competitors who were engaged in equally unethical practices.
ANS: D Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â PTS: 1 Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â REF: p. 46
NAT: AACSB: Ethical | AACSB: Individual Dynamics               TYP: Knowledge
- Arthur Andersen’s (the accounting firm that audited Enron’s finances) failure to catch problems at
Enron
- may have been motivated by future high-revenue consulting services with Enron.
- was due to Andersen’s inability to hire good talent.
- probably was based on restrictive accounting regulations that limit access to information.
- was proven to be part of a larger white-collar crime ring.
- stemmed from Andersen’s interest in Enron’s failure.
ANS: A Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â PTS: 1 Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â REF: p. 46
NAT: AACSB: Ethical | AACSB: Individual Dynamics | AACSB: Group Dynamics
TYP: Knowledge
- The duty of the board of directors of a public corporation is to
- audit the company’s financial statements for accuracy.
- recommend new products and services.
- control the day-to-day operations of the firm.
- protect the company from harsh overseas competition and lower labor costs.
- ensure decisions by senior managers are in the best interests of the shareholders.
ANS: E Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â PTS: 1 Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â REF: p. 47
NAT: AACSB: Analytic | AACSB: Strategy                               TYP: Knowledge
- The oversight of a public corporation by its board of directors is called ____. a. board isolation
- deontological overview
- corporate governance
- pricing policy
- profit maximization
ANS: C Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â PTS: 1 Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â REF: p. 47
NAT: AACSB: Analytic | AACSB: Ethical | AACSB: Strategy     TYP: Understanding
- One way to address privacy concerns on the Internet is to
- keep all information collected confidential.
- publicly display any information collected by the company.
- post a privacy policy on the company’s web site.
- avoid collecting any private information.
- share collected information only with respectable firms.
ANS: C Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â PTS: 1 Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â REF: p. 48
NAT: AACSB: Technology | AACSB: Information Technology
TYP: Knowledge
- Which of the following statements about knowledge workers is not true?
- Knowledge workers include computer scientists.
- Knowledge workers require highly specialized training.
- Compensation is specially tailored for the knowledge worker.
- Knowledge workers do not add value to the organization.
- Knowledge workers are video game developers.
ANS: D Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â PTS: 1 Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â REF: p. 48-49
NAT: AACSB: Analytic | AACSB: Reflective Thinking | AACSB: HRM |
TYP: Understanding
- A knowledge worker’s career path may run parallel to a management career path. The benefit of this path for the worker is
- the chance to take on substantial management responsibilities.
- more frequent training in management tasks.
- less highly specialized training.
- compensation that is equivalent to that available to management.
- freedom from specialized technical work.
ANS: D Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â PTS: 1 Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â REF: p. 49
NAT: AACSB: Analytic | AACSB: Reflective Thinking | AACSB: HRM
TYP: Knowledge
- In the past, Karson Photography Studios directly hired and managed its own custodial staff. Now, Karson contracts this work to a cleaning company. This is an example of a. corporate governance.
ANS: C Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â PTS: 1 Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â REF: p. 49
NAT: AACSB: Analytic | AACSB: Strategy                               TYP: Understanding
- Examples of organizational functions to outsource include all of the following except
- The organization’s payroll function.
- The organization’s human resource training program.
- The organization’s corporate governance program.
- The organization’s facility maintenance program.
- The organization’s food service facility.
ANS: C Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â PTS: 1 Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â REF: p. 49
NAT: AACSB: Analytic | AACSB: HRM | AACSB: Strategy       TYP: Knowledge
TRUE/FALSE
- In 2008, the volume of international trade in current dollars was less than 50 times greater than the amount in 1960.
ANS: F Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â PTS: 1 Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â REF: p. 31
NAT: AACSB: Analytic | AACSB: Environmental Influences      TYP: Knowledge
- More and more firms are moving back to domestic markets to control costs, especially to reduce labor costs.
ANS: F Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â PTS: 1 Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â REF: p. 32
NAT: AACSB: Analytic | AACSB: Strategy | AACSB: HRM Â Â Â Â Â Â TYP: Knowledge
- The environment of business is expected to continue changing in the future.
              ANS: T                     PTS: 1                      REF: p. 31
NAT: AACSB: Analytic | AACSB: Environmental Influences      TYP: Knowledge
- Some of the growth of international business can be attributed to communication and transportation advances.
ANS: T Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â PTS: 1 Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â REF: p. 31
NAT: AACSB: Analytic | AACSB: Strategy                               TYP: Knowledge
- Cultural diversity can enhance synergy in an organization.
ANS: T Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â PTS: 1 Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â REF: p. 34
NAT: AACSB: Diversity | AACSB: Environmental Influences     TYP: Knowledge
- Culture helps a group understand which actions are acceptable and which are unacceptable.
ANS: T Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â PTS: 1 Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â REF: p. 32
NAT: AACSB: Diversity | AACSB: Group Dynamics | AACSB: Individual Dynamics TYP: Knowledge
- An employee in a collectivistic culture would be much more concerned about her work than about her relationships with others.
ANS: F Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â PTS: 1 Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â REF: p. 35
NAT: AACSB: Diversity | AACSB: Group Dynamics | AACSB: Individual Dynamics
TYP: Knowledge
- In Mexico, people prefer to be in a situation in which authority is not emphasized and lines of authority are overlooked or deemphasized.
ANS: F Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â PTS: 1 Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â REF: p. 35
NAT: AACSB: Diversity | AACSB: Individual Dynamics            TYP: Knowledge
- A culture low in masculinity is not aggressive and is not concerned with the acquisition of money and other possessions.
ANS: T Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â PTS: 1 Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â REF: p. 35-36
NAT: AACSB: Diversity | AACSB: Group Dynamics                  TYP: Knowledge
- Workforce diversity refers to the important similarities and differences among the employees of the organization.
ANS: T Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â PTS: 1 Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â REF: p. 36
NAT: AACSB: Diversity | AACSB: Group Dynamics | AACSB: Individual Dynamics TYP: Knowledge
- A prejudice is a generalization about a person or a group of persons based on certain characteristics or traits.
ANS: F Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â PTS: 1 Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â REF: p. 37
NAT: AACSB: Diversity | AACSB: Group Dynamics | AACSB: Individual Dynamics
TYP: Understanding
- Differences in age, gender, ethnicity, and physical ability are all considered to be components of diversity.
ANS: T Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â PTS: 1 Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â REF: p. 39
NAT: AACSB: Diversity | AACSB: Group Dynamics                  TYP: Understanding
- The white male segment of the workforce is expected to decrease as a proportion of the workforce in the next decade.
ANS: T Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â PTS: 1 Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â REF: p. 39
NAT: AACSB: Diversity | AACSB: Group Dynamics                  TYP: Knowledge
- Females are expected to increase their percentage in the workforce to more than 62 percent by the year 2010.
ANS: T Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â PTS: 1 Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â REF: p. 39
NAT: AACSB: Diversity | AACSB: Group Dynamics                  TYP: Understanding
- Workforce diversity is mostly occurring in the United States, rather than in other countries around the world.
              ANS: F                     PTS: 1                      REF: p. 41
NAT: AACSB: Diversity | AACSB: Group Dynamics                  TYP: Knowledge
- Today, the workplace in the United States might be regarded as more of a “tossed salad” made up of a mosaic of different flavors, colors, and textures.
ANS: T Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â PTS: 1 Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â REF: p. 41-42
NAT: AACSB: Diversity | AACSB: Group Dynamics | AACSB: Individual Dynamics
TYP: Understanding
- Assimilating diverse workers into the culture and values of the dominant group can usually be facilitated very easily.
ANS: F Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â PTS: 1 Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â REF: p. 42
NAT: AACSB: Diversity | AACSB: Group Dynamics | AACSB: Individual Dynamics
TYP: Understanding
- Those who work in dominant groups tend to be less aware of the problems that homogeneity can cause.
              ANS: T                     PTS: 1                      REF: p. 43
NAT: AACSB: Diversity | AACSB: Group Dynamics                  TYP: Understanding
- Valuing diversity means appreciating the varying ideas and perspectives that are provided by a heterogeneous workforce.
              ANS: T                     PTS: 1                      REF: p. 43
NAT: AACSB: Diversity | AACSB: Group Dynamics                  TYP: Understanding
- Four Seasons Hotels is an example of a manufacturing organization.
              ANS: F                     PTS: 1                      REF: p. 44
NAT: AACSB: Analytic | AACSB: Creation of Value                  TYP: Understanding
- The most effective service organizations produce intangible outcomes for their customers.
ANS: T Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â PTS: 1 Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â REF: p. 44
NAT: AACSB: Analytic | AACSB: Creation of Value                  TYP: Knowledge
- Businesses have found that they can be more competitive if they can greatly decrease cycle times.
ANS: T Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â PTS: 1 Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â REF: p. 45
NAT: AACSB: Analytic | AACSB: Creation of Value                  TYP: Knowledge
- Advances in information technology have resulted in communication at work that is less personal in nature.
ANS: T Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â PTS: 1 Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â REF: p. 46
NAT: AACSB: Communication | AACSB: Technology | AACSB: Information Technology
TYP: Knowledge
- Board independence is an issue when a board of directors includes members from related or partner firms.
ANS: T Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â PTS: 1 Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â REF: p. 47
NAT: AACSB: Analytic | AACSB: Ethical                                TYP: Understanding
- Knowledge workers include scientists, engineers, product designers, and video game developers.
ANS: T Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â PTS: 1 Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â REF: p. 48
NAT: AACSB: Analytic | AACSB: HRMÂ Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â TYP: Knowledge