Bus 206 Sample Questions Chapters 1-4

8/11/2019 Bus 206 Sample Questions Chapters 1-4

1/40

Chapter 1 Management and Organizations

1) A great manager makes a job more enjoyable and productive.

2) Managers play an important role in dealing with various challenges being faced by

organizations today.

) !oday"s managers are just as likely to be women as they are men.

#) A manager must coordinate and oversee the work of other people so that organizational goalscan be accomplished.

$) A manager"s job is all about personal achievement.

%) &n traditionally structured organizations managers can be classified as first'line managers(middle managers( or top managers.

) Middle managers are responsible for making organization'wide decisions and establishing theplans and goals that affect the entire organization.

*) +ffectiveness refers to getting the most output from the least amount of input.

,) +fficiency is described as -doing things right.-

1) !he four contemporary functions of management are planning( organizing( leading( andcontrolling.

11) /etermining who reports to whom is part of the controlling function of management.

12) /irecting and motivating are part of the controlling function of management.

1) 0hen a manager performs the controlling function of management( he must monitor andevaluate performance.

1#) igurehead( leader( and liaison are all interpersonal managerial roles according to Mintzberg.

1$) /isturbance handler is one of Mintzberg"s interpersonal roles.

1%) According to obert 3. 4atz( managers need to have technical( human( and conceptual skills.


2/40

1) !echnical skills become less important as a manager moves into higher levels ofmanagement.

1*) 5onceptual skills are less important to top managers.

1,) &n order for organizations to survive successfully( managersmust create a customer'responsive organization.

2) &nnovation is confined to high'tech and other technologically sophisticated organizations.

21) Management is universally needed in all organizations.

22) A portion of a manager"s job( especially at lower organizational levels may entail duties that

2) 0hich of the following statements regarding managers in today"s world is accurate6A) !heir age range is limited to between and %$ years.7) !hey are found only in large corporations.5) !hey can be found e8clusively in for'profit organizations./) !he single most important variable in employee productivity and loyalty is the 9uality of therelationship between employees and their direct supervisors.

2#) An individual who works with and through other people by coordinating their work activitiesin order to accomplish organizational goals is ::::::::.A) an assembly line worker7) a laborer5) a manager/) a salesperson

2$) ;upervisor is another name for which of the following6A) team leader7) middle manager5) first'line manager/) top manager

2%) A :::::::: is an e8ample of a first'line manager.A) division manager7) store manager5) regional manager/) shift manager

2) Managers with titles such as regional manager( project leader( or division manager are::::::::.


3/40

A) first'line managers7) top managers5) production managers/) middle managers

2*) :::::::: are responsible for making organization'wide decisions and establishing the plansand goals that affect the entire organization.A) irst'line managers7) !op managers5)


4/40

5) doing the right things/) doing things right

$) 0hereas :::::::: is concerned with the means of getting things done( :::::::: isconcerned with the ends( or attainment of organizational goals.

A) effectiveness> efficiency7) efficiency> effectiveness5) effectiveness> effability/) efficiency> e8perience

%) &n successful organizations( ::::::::.A) high efficiency and high e9uanimity go hand in hand7) high efficiency and high effervescence go hand in hand5) high efficiency and high effectiveness go hand in hand/) high efficiency and high accessibility go hand in hand

) ?enri ayol( in the early part of the twentieth century proposed that all managers perform:::::::: functions.A) three7) four5) five/) nine

*) !oday( the basic management functions have been condensed to ::::::::.A) planning( organizing( commanding( and coordinating7) planning( organizing( coordinating( and controlling5) planning( organizing( commanding( and controlling/) planning( organizing( leading( and controlling

,) +stablishing strategies for achieving organizational goals is a part of the :::::::: function.A) leading7) coordinating5) planning/) organizing

#) =rganizing includes ::::::::.A) setting organizational goals7) hiring organizational members5) motivating organizational members/) determining who does what tasks


5/40

#1) A manager resolving conflict among organizational members is performing which of thefollowing functions6A) controlling7) planning5) organizing

/) leading

#2) Motivating subordinates is primarily associated with the management function of ::::::::.A) planning7) organizing5) leading/) controlling

#) !he process of monitoring( comparing( and correcting is called ::::::::.A) controlling

7) planning5) leading/) organizing

##) :::::::: developed a categorization scheme for defining what managers do( consisting of1 different but highly interrelated roles.A) ?enri ayol7) Abraham Maslow5) ?enry Mintzberg/)


6/40

A) liaison7) monitor5) negotiator/) resource allocator

#,) 0hich of the following is an e8ample of a decisional role according to Mintzberg6A) monitor7) entrepreneur5) figurehead/) disseminator

$) !he :::::::: role as Mintzberg defined it) is more important for lower'level managers thanit is for either middle' or top'level managers.A) leader7) figurehead5) negotiator

/) disseminator

$1) obert 3. 4atz proposed ::::::::.A) three critical managing skills7) ten critical managing roles5) five traditional management functions/) si8 traditional management styles

$2) 4atz proposed that managers need :::::::: skills.A) technical( human( and financial7) human( empirical( and mechanical5) technical( interpersonal( and legal/) technical( human( and conceptual

$) !echnical skills include ::::::::.A) e8perience gained by e8periments that are used in performing managerial tasks7) job specific knowledge needed to proficiently perform work tasks5) the ability to work well with individuals and groups/) skills managers use to think and to conceptualize about abstract and comple8 situations

$#) 0hich of the following skills tend to be more important for first'line managerssince theymanage employees who produce the organization"s product6A) human7) technical5) conceptual/) empirical

$$) Bnderstanding building codes would be considered an) :::::::: skill for a buildingcontractor.A) human7) technical


7/40

5) conceptual/) empirical

$%) 0hich of the following skills involves the ability to work well with other people( bothindividually and in a group6

A) technical skills7) assessment skills5) planning skills/) human skills

$) 0hich of the following is true concerning the three managerial skills6A) !echnical skills tend to be most important for middle'level managers.7) 5onceptual skills are most important for lower'level managers.5) ?uman skills remain e9ually important to all levels of management./) !echnical skills increase and conceptual skills decrease in importance as a manager climbsthe organizational chart.

$*) Managers with good :::::::: know how to communicate( motivate and lead to get the bestout of their people.A) human skills7) conceptual skills5) technical skills/) empirical skills

$,) 5onceptual skills involve ::::::::.A) managing employees who use tools to produce the organization"s products7) communicating with customers5) thinking about abstract and comple8 situations/) inspiring enthusiasm and trust among employees

%) 0hich of the following changes has resulted in the shifting of organizational boundaries6A) digitization7) increased emphasis on organizational ethics5) increased competitiveness/) changing security threats

%1) &ncreased accountability of employees is typically caused by ::::::::.A) increased digitization7) increased emphasis on organizational ethics5) security threats to the organization/) discrimination concerns

%2) 0hich of the following is true regarding a manager"s job with respect to customers6A) !oday( the majority of employees in developed countries work in product sectors.7) Managers have not yet recognized the importance of delivering consistent high'9ualitycustomer services.5) Managers must create a customer'responsive organization in order to survive successfully in


8/40

today"s environment./) +mployees play an insignificant role in delivering 9uality customer services.

%) rom a business perspective( a company"s ability to achieve its business goals and increaselong'term shareholder value by integrating economic( environmental( and social opportunities

into its business strategies is known as ::::::::.A) accountability7) universality5) e9uitability/) sustainability

%#) 0hich of the following is true regarding the changes that a manager"s job is undergoing6A) Managers practicing sustainability integrate economic( environmental( and socialopportunities into the business strategy.7) /igitization hardly affects a manager"s responsibilities.5) According to managers( employees contribute the least to the success of a customer service

organization./) &nnovative efforts are e8clusively important for managers serving in high'tech organizations.

%$) Management is needed in all types and sizes of organizations( at all organizational levels andin all organizational work areas( and in all organizations( no matter where they are located. !hisprinciple is known as the ::::::::.A) impartiality of management7) neutrality of management5) universality of management/) reality of management

%%) !he universality of management means that ::::::::.A) all managers in all organizations perform the four management functions7) all managers in all organizations perform the same 9uantity of managerial functions5) all managers in all organizations perform managerial functions in similar ways/) any manager can work in any organization and perform any management function

%) 0hich of the following types of managerial positions is most likely to involve clericalduties6A) supervisor7) regional manager5) project leader/) president

%*) 0hich of the following represents one of the challenges of management6A) enjoy relatively easy work7) support( coach( and nurture others5) have little influence on organizational outcomes/) have to deal with a variety of personalities

%,) 0hich of the following represents one of the rewards of being a manager6


9/40

A) operating with limited resources7) receiving recognition in the organization5) motivating workers in chaotic situations/) doing duties that are more clerical than managerial

Chapter 2 Understanding Management's Context: Constraints and Challenges

1) &n the symbolic view of management( managers are seen as directly responsible for anorganization"s success or failure.

2) !he view of managers as omnipotent is consistent with the stereotypical picture of the take'charge business e8ecutive who can overcome any obstacle in carrying out the organization"sobjectives.

) !he symbolic view of management impact is useful in e8plaining the high turnover amongsports coaches( who can be considered the -managers- of their teams.

#) A dynamic environment is characterized by the absence of new competitors( few technologicalbreakthroughs by current competitors( and little activity by pressure groups to influence theorganization.

$) +nvironmental uncertainty looks at the number of components in an organization"senvironment and the e8tent of the knowledge that the organization has about those components.

%) An organization"s competitors and employees are considered to be stakeholders who areaffected by the organization"s decisions and actions.

) A dynamic and simple environment is characterized by the greatest level of environmentaluncertainty.

*) Managers of high'performing companies tend to consider the interests of the most profitablestakeholder groups as they make decisions.

,) ;trong cultures have more influence on employees than do weak cultures.

1) !he shared aspect of culture implies that all employees in an organization approve of theculture.

11) &n strong organizational cultures( employees have little knowledge of company history orheroes( what is important is present performance.


10/40

12) =rganizations help employees adapt to the culture through socialization.

1) 5orporate rituals are repetitive se9uences of activities that e8press and reinforce the keyvalues of an organization.

1#) &n a -ready'aim'fire- culture( managers take action and then analyze what has been done.

1$) &n order to develop an innovative organizational culture( managers must minimize ambiguityand uncertainty and discourage risk'taking.

1%) Civing service'contact employees the discretion to make day'to'day decisions on job'relatedactivities is instrumental in creating in a customer'responsive culture.

1) =rganizations that emphasize workplace spirituality focus on individual development.

1*) ;piritual organizations tend to be intolerant of employees who commit mistakes.

1,) =rganizations that subscribe to workplace spirituality emphasize the importance ofemployees controlling their e8pressions and emotions.

2) A valid criticism of workplace spirituality is that secular institutions( especially businesses(have no right to impose spiritual values on employees( if spirituality means bringing religion intothe workplace.

21) 0hich of the following represents the two views of managerial impact on the success orfailure of the organization6A) omnipotent and symbolic7) omnipotent and reflective5) symbolic and interactive/) reflective and interactive

22) !he current dominant assumption in management theory suggests that ::::::::.A) an organization"s success or failure is due to e8ternal forces outside managers" control7) managers" roles are increasingly becoming peripheral and staff manage their own areas ofe8pertise5) managers are directly responsible for an organization"s success or failure/) managers cannot significantly affect an organization"s performance because they are


11/40

constrained by the abilities of their employees

2) +lmo esearch D /evelopment has been going through a rough patch lately. !urnover hasbeen high and employee morale is at an all'time low. !hough employees and competitors holdmanagement responsible for the decline( the 5+= does not let the managers go or change the

management style. 0hich of the following could e8plain this attitude6A) !he 5+= holds the omnipotent view of management( which believes that e8ternal factorshave a significant effect on performance outcomes.7) As the organization has an autocratic management style( the employees are responsible fororganizational policies.5) !he organization has a participative management style and decisions are guided by consensus./) !he 5+= holds the view that managers have only a limited role in organization success orfailure.

2#) !he omnipotent view of management states that ::::::::.A) managers" roles are peripheral and staff manage their own areas of the business

7) managers are directly responsible for an organization"s success or failure5) managers should allow employees to take part in decision'making/) managers have little or no responsibility for an organization"s success or failure

2$) !he :::::::: view of management is consistent with the stereotypical picture of the take'charge business e8ecutive who can overcome any obstacle in carrying out the organization"sobjectives.A) omnipotent7) symbolic5) democratic/) laissez'faire

2%) !he soccer league in +ngland is notorious for the number of team managers fired over thecourse of a single season( which stands at no fewer than eight managers on average( owing topoor team form and conse9uently( poor results. &t is evident from this information that the leagueendorses an) :::::::: view of management.A) symbolic7) omnipotent5) laissez'faire/) democratic


12/40

2) 0hich of the following most accurately reflects the symbolic view of management6A) Managers are directly responsible for an organization"s success or failure.7) Managers have to ensure that every obstacle is overcome on the way to achieving theorganization"s goals.5) +8ternal forces are responsible for an organization"s success or failure.

/) +mployees are directly responsible for an organization"s success or failure.

2*) According to the symbolic view( managers have an) :::::::: effect on substantiveorganizational outcomes.A) limited7) e8tensive5) influential/) significant

2,) !he symbolic view of management is based upon the belief that managers symbolize::::::::.

A) control and influence in developing plans and making decisions7) every aspect of an organization"s performance( from the top level to the operational level5) the fluctuating fortunes of the organization as they alternate between profits and losses/) the take'charge e8ecutive who overcomes any obstacle to see that the organization achievesits goals

) &nternal constraints that influence managers" decisions and actions come from ::::::::.A) the attitudes of customers7) the culture of the organization5) the prevailing political conditions/) the fluctuations in the stock market

1) /aniel is the 5+= of 5ookite( a company manufacturing kitchen appliances. !he companyhas been in business for the past ten years and sales were steadily increasing until si8 monthsago( when there was a significant decrease. !hough /aniel held a number of meetings with thetop management of the company( he did not make any changes in the management techni9uesand did not blame managers for the drop in sales. 0hich of the following( if true( would indicatethat /aniel was correct in his approach6A) ;ources reveal that 5ookite"s competitors saw a similar drop in sales over the same timeperiod.7) !he price of technology used in 5ookite products fell during this period( as a result ofinnovations.5) !he symbolic view of management( which /aniel holds( is the preferred method in thatindustry./) /emand for kitchen appliances has increased significantly over the past year.

2) /aniel is the 5+= of 5ookite( a company manufacturing kitchen appliances. !he companyhas been in business for the past ten years and sales were steadily increasing until si8 monthsago( when there was a significant decrease. !hough /aniel held a number of meetings with thetop management of the company( he did not make any changes in the management techni9uesand did not blame managers for the drop in sales. 0hich of the following( if true( would indicatethat /aniel was wrong in his approach6


13/40

A) 5ookite"s competitors saw a similar drop in sales over the same period.7) A new competitor entered the market si8 months ago( and sold products below cost to gainmarket share.5) /emand for kitchen appliances has increased significantly over the past year./) !he price of technology used in kitchen appliances fell and 5ookite subse9uently reduced

its prices.

) 0hich of the following factors is a demographic component of an organization"s e8ternalenvironment6A) lifestyles and behavior7) political stability5) geographic location/) stock market fluctuations

#) 0hich of the following factors is an economic component of an organization"s e8ternal

environment6A) family composition7) education level5) disposable income/) geographic location

$) !he :::::::: component of an organization"s e8ternal environment is concerned with trendsin population characteristics such as age( race( gender( education level(geographic location(income( and family composition.A) economic7) political5) demographic/) sociocultural

%) Crayson"s has been in the publishing business for fifty years. &n the past two years( thecompany has noticed that book sales have been tapering off( as more and more readers preferformats they can read on e'readers or smartphones. Crayson"s needs to analyze the changes in theenvironment so that it can change its business strategies and meet the needs of the new market. &tcommissions a market research firm to collect information about the recent changes in readinghabits. 0hich of the following 9uestions is the most irrelevant for this purpose6A) ?ow many books does an individual customer buy in a month67) 0hat types of books do customers buy in traditional form65) 0hich format is more reader'friendly( e'books or traditional books6/) ?ow much do readers spend on e'books in a month6

) 0hich of the following factors is a sociocultural component of an organization"s e8ternalenvironment6A) education level7) political stability5) behavior patterns/) family composition


14/40

*) !he economic environment affects the performance of an organization( as was noted duringthe recent recession. 0hich of the following factors is cited as one of the causes of the recentrecession triggered in the home mortgage markets in the B.;.6A) high interest rates on mortgages7) massive global li9uidity

5) lack of leverageability for business borrowers/) difficulty in securing housing credit

,) 0hich of the following groups includes individuals who were born between the years 1,#%'1,%#6A) the ;ilent Ceneration7) the Cen E'ers5) the 7aby 7oomers/)


15/40

A) !hey are characterized by a high degree of predictability of change.7) !here are usually few components in such environments.5) A high need for sophisticated knowledge of components e8ists in such environments./) !he components in such environments are somewhat similar( but are continually changing.

#%) &f the components in an organization"s environment e8hibit minimal change( such anenvironment is said to be ::::::::.A) volatile7) dynamic5) stable/) active

#) /D7 /esigns has been in the landscape design business in


16/40

7) 7usiness configuration5) =rganization culture/) &ndustrial psychology

$2) 0hich of the following statements highlights the shared aspect of culture6

A) =rganizational culture is concerned with how members perceive the culture and describe it(not with whether they like it.7) =rganizational culture is not something that can be physically touched or seen( but employeesperceive it on the basis of what they e8perience within the organization.5) !he original source of the culture of an organization reflects the vision of the organizaton"sfounders./) +ven though individuals may have different backgrounds or work at different organizationallevels( they tend to describe the organization"s culture in similar terms.

$) 0hich of the following dimensions of organizational culture refers to the degree to whichorganizational decisions and actions emphasize maintaining the status 9uo6

A) stability7) attention to detail5) innovation and risk taking/) people orientation

$#) Coogle has often been cited as a model for employee satisfaction. Coogle takes e8tensivecare to ensure employees have the best available conditions to perform( ranging from free snackbars( free massages( innovation rooms( spas'on'site( and many more such measures. 0hichdimension of organizational culture is Coogle said to emphasize through such measures6A) stability7) aggressiveness5) people orientation/) attention to detail

$$) A company whose managers focus on results( rather than how results are achieved( mostlikely possesses a high degree of ::::::::.A) people orientation7) team orientation5) outcome orientation/) aggressiveness

$%) 0hich of the following most accurately reflects the difference between strong cultures andweak cultures6A) ;trong cultures tend to encourage employees to try new approaches to changing conditions(while weak cultures do not.7) &n strong cultures( organizational values are held by top management( while in weak cultures(values are diffused throughout the organization.5) ;trong cultures have less of an influence on employee behavior than do weak cultures./) 5ompany values are more deeply held and widely shared in strong cultures than in weakcultures.

$) 0hich of the following is a characteristic of an organization with a strong culture6


17/40

A) Management strives to delink shared values from behaviors as much as possible.7) 5ulture conveys consistent messages about what is important to the organization.5) !he core set of organizational values is zealously guarded by the management./) +mphasis is laid on the future of the organization( rather than ac9uainting employees withcompany history or past heroes.

$*) 0hich of the following is a disadvantage of having a strong organizational culture6A) high employee turnover7) decreased organizational performance5) low loyalty towards the organization/) inability to respond to changing conditions

$,) :::::::: is a process that helps new employees learn the organization"s way of doing things.A) +8ternalization7) ;ocialization5) /eculturation

/) !ransculturation

%) !he original source of an organization"s culture usually reflects ::::::::.A) the present conditions in which the organization functions7) the composition of its productive workforce5) the degree of success that the organization has achieved/) the vision or mission of the organization"s founder

%1) =rganizational :::::::: typically contain narratives about significant events or people inthe organization.A) stories7) rituals5) language/) material artifacts

%2) !he term :::::::: refers to repetitive se9uences of activities that e8press and reinforce theimportant values and goals of the organization.A) organizational culture7) corporate rituals5) business ethics/) employee mentoring

%) 0hich of the following is an e8ample of a corporate ritual6A) +mployees swapping stories about the company"s history and past heroes who have madesignificant contributions to the company.7) 5ompany e8ecutives using company'specific jargon or slogans intended to inspire otheremployees to perform better.5) 5ompanies hosting annual parties to commemorate employee contributions and rewardoutstanding performance./) !he assortment of material artifacts that characterize an organization( including the layout ofits facilities( how its employees dress( and the types of automobiles provided to top e8ecutives.%#) &n an organization whose culture conveys a basic distrust of employees( managers are more


18/40

likely to use an) :::::::: leadership style.A) participatory7) democratic5) authoritarian/) laissez'faire

%$) An organization"s culture supports the belief that profits can be increased by cost cutting andthat the company"s best interests are served by achieving slow but steady increases in 9uarterlyearnings. 0hat is the nature of the programs that the organization"s managers are likely tofollow6A) short'term7) risky5) innovative/) e8pansionary

%%) According to ;wedish researcher Coran +kvall( which of the following is a characteristic

found in an innovative culture6A) a serious outlook toward work7) intolerance toward uncertainty or ambiguity5) resolution of employee issues based on personal interest/) freedom for employees to e8press opinions

%) An innovative organizational culture is characterized by all of the following( +H5+

%*) 0hich of the following guidelines should managers follow while building a customer'responsive culture6A) precisely defining employees" normal job re9uirements and ensuring they perform thoseactions alone7) giving service'contact employees continual training on product knowledge( listening( andother behavioral skills5) designing jobs with rigid rules and procedures that employees should stick to in order tosatisfy customers/) preserving the discretion to make day'to'day decisions on job'related activities at the toplevel of management

%,) 0orkplace spirituality has become important in the contemporary workplace because it::::::::.A) increases organizational efficiency7) boosts company profits5) gives employees a sense of purpose/) brings religion into business


19/40

) A company that aims to develop a strong sense of purpose through meaningful work has an):::::::: organizational culture.A) spiritual7) authoritarian5) profit'oriented

/) outcome'oriented

1) 0hich dimension of the organizational culture is workplace spirituality most closely relatedto6A) outcome'orientation7) innovation and risk taking5) attention to detail/) people'orientation

2) 0hich of the following is a characteristic found in spiritual organizations6A) focus on team development( rather than individual development

7) profit'oriented outlook towards all organizational activities5) tolerance towards mistakes and openness with customers and employees/) emphasis on controlling emotions and feelings

) 0hich of the following is most likely to have a highly spiritual organizational culture6A) a highly aggressive( competitive business7) a company with high tolerance of employee e8pression5) a business that focuses strictly on outcomes/) a business that emphasizes centralized control

#) 0hich of the following is a criticism of spiritual organizational cultures6A) inhibition of employees" e8pressions and emotions7) incompatibility between profits and spirituality5) lack of openness with stakeholders such as customers and suppliers/) absence of employee empowerment


20/40

Chapter 3 Managing in a Global Environment

1) Americans tend to suffer from parochialism.

2) Managers with an ethnocentric attitude do not trust foreign employees with key decisions ortechnology.

) Managers with a polycentric attitude tend to view every foreign operation as difficult and hardto understand.

#) !he polycentric attitude is a world'oriented view focusing on using the best approaches andpeople from around the globe.

$) 0hen the twelve original members formed the +uropean union in 1,,2( the primarymotivation was to reassert the region"s economic position against the Bnited ;tates and Iapan.

%) @orway is a member of the +uropean Bnion.

) !he Bnited ;tates( 5anada( and Me8ico are parties to the @orth American ree !rade

*) Mercosur is a trading group made up of ten ;outh American countries.

,) A transnational organization reflects an ethnocentric attitude.

1) Managers who want to get into a global market with minimal investment start with globalsourcing.

11) !he process of e8porting involves ac9uiring products made abroad and selling themdomestically.

12) 3icensing and franchising are similar approaches involving one organization giving anotherorganization the right to use its brand name( technology( or product specifications in return for alump sum payment or a fee usually based on sales.

1) 3icensing is primarily used by service organizations and franchising is primarily used bymanufacturing organizations.

1#) ;trategic alliance is a partnership between an organization and a foreign company partner orpartners in which both share resources and knowledge in developing new products or buildingproduction facilities.

1$) =nly when a country"s politicalFlegal environment is unstable or revolutionary is it ofconcern to managers.


21/40

1%) Me8ico is an e8ample of a 5ollectivistic nation.

1) !he Bnited ;tates is an e8ample of a country with low power distance.

1*) A high uncertainty avoidance society is threatened by ambiguity and e8periences high levels

of an8iety.

1,) !he C3=7+ framework for assessing cultures is similar to ?ofstede"s framework( butmeasures fewer dimensions.

2) A global mind'set refers to attributes that allow a leader to be effective in cross'culturalenvironments.

21) Monolingualism is one sign that a nation suffers from ::::::::.A) parochialism7) ethnocentrism5) polycentrism/) geocentrism

22)


22/40

2%) An) :::::::: attitude is characterized by parochialism.A) geocentric7) acculturated5) multilinguistic/) ethnocentric

2) Managers with an) :::::::: attitude view every foreign operation as different and hard tounderstand.A) geocentric7) polycentric5) ethnocentric/) regiocentric

2*) An) :::::::: attitude is the view that employees in the host country know the bestpractices for running their operations.A) ethnocentric

7) polycentric5) geocentric/) regiocentric

2,) &n today"s global environment( managers must have an) :::::::: attitude in order to besuccessful.A) ethnocentric7) parochial5) bigoted/) geocentric

) !he :::::::: was formed by twelve original members with the primary motivation ofreasserting the region"s economic position against the Bnited ;tates and Iapan.A) African Bnion7) +uropean Bnion5) 5entral America ree !rade Agreement/) Association of ;outh'+ast Asian @ations

1) !he single +uropean Bnion currency is called the ::::::::.A) krone7) krona5) pound/) euro

2) 0hich of the following countries is a member of the +uropean Bnion6A) &reland7) &celand5) @orway/) ;witzerland

) !he @orth American ree !rade Agreement includes ::::::::.


23/40

A) Me8ico( 5anada( and the Bnited ;tates7) 5anada( Me8ico( and 5osta ica5) the Bnited ;tates( 5anada( and ?onduras/) 5olumbia( Me8ico( and the Bnited ;ates

#) 0hich of the following is currently under negotiation by # countries in the 0estern?emisphere6A) African Bnion7) ree !rade Area of the Americas5) Mercosur/) African 5ommunity

$) !he Association of ;outheast Asian @ations is a trading alliance of ::::::::.A) eight ;outheast Asian nations and Iapan7) eight ;outheast Asian nations5) ten ;outheast Asian nations

/) ten ;outheast Asian nations and 5hina

%) 0hich of the following is a member of the Association of ;outheast Asian @ations6A) 5hina7) Iapan5) ;outh 4orea/) Myanmar

) ?ow many members does !he African Bnion have6A) *7) $5) %#/) #,

*) @epal belongs to which of the following regional trade alliances6A) Asia'


24/40

/) Marshall $

7) 1**> %5) 1$> /) 1%1> #

#2) !he &nternational Monetary und is an organization of :::::::: countries that promotesinternational monetary cooperation and provides member countries with policy advice(temporary loans( and technical assistance to establish and maintain financial stability and tostrengthen economies.A) 1,7) 125) 1%

/) 1*$

#) !he :::::::: is a group of five closely associated institutions( all owned by its membercountries( that provides vital financial and technical assistance to developing countries aroundthe world.A) &nternational 5hamber of 5ommerce7) 0orld 7ank Croup5) =rganization for +conomic 5ooperation and /evelopment/) 0orld +conomic orum

##) !he forerunner of the =rganization for +conomic 5ooperation and /evelopment was the:::::::: that was formed in 1,# to administer American and 5anadian aid under the Marshall


25/40

5) &t is a company that has multiple home bases and manufacturing plants./) &t is a company that pays corporate ta8es in at least two countries.

#) !he :::::::: decentralizes its management and other decisions to the local country.A) multidomestic corporation

7) global company5) transnational organization/) borderless organization

#*) Multidomestic corporations reflect the ::::::::.A) ethnocentric attitude7) polycentric attitude5) geocentric attitude/) 8enophobic attitude

#,) 0hich of the following is a multinational corporation that tailors marketing strategies to the

host country"s uni9ue characteristics6A) borderless organization7) global company5) multidomestic corporation/) transnational organization

$) Multidomestic corporations ::::::::.A) maintain operations in multiple countries( but do not allow managers in each country to maketheir own decisions7) reflect ethnocentric attitudes5) decentralize management and other decisions to the local country/) attempt to replicate their domestic successes by managing foreign operations from the homecountry

$1) 0hich of the following is a feature of a multidomestic corporation6A) decisions are taken in the home country7) reflects an ethnocentric attitude5) eliminates artificial geographic borders/) has a decentralized management

$2) A :::::::: centralizes its management and other decisions in the home country.A) global company7) multidomestic corporation5) multicultural company/) multifaceted corporation

$) A global company reflects the ::::::::.A) regiocentric attitude7) ethnocentric attitude5) geocentric attitude/) polycentric attitude


26/40

$#) 0hich of the following is the basic difference between multidomestic corporations andglobal companies6A) Multidomestic corporations typically do business with more countries than global companies.7) Multidomestic corporations are run by global companies but must be owned by a local(national company.

5) Multidomestic corporations decentralize management to the local country( while globalcompanies centralize management in the home country./) Multidomestic corporations reflect an ethnocentric attitude( while global companies reflect apolycentric attitude.

$$) An organization drops its organizational structure based on countries and reorganizes intoindustry groups. !his is an e8ample of the company becoming an) ::::::::.A) ethnocentric company7) polycentric organization5) borderless organization/) global company

$%) !ransnational organizations are also known as ::::::::.A) ethnocentric organizations7) polycentric organizations5) borderless organizations/) multidomestic organizations

$) 0hich of the following types of global organizations reflects the geocentric attitude6A) multidomestic corporation7) transnational organization5) global company/) regional organization

$*) An organization decides to go international. 0hich of the following steps should it take to doso with a minimal investment6A) &t should indulge in global sourcing.7) &t should indulge in licensing.5) &t should indulge in franchising./) &t should indulge in forming strategic alliances.

$,) 0hen an organization makes products domestically and sells them abroad( it indulges in::::::::.

A) importing7) e8porting5) licensing/) franchising

%) 0hen an organization ac9uires products made abroad and sells them domestically( it indulgesin ::::::::.A) global sourcing7) licensing


27/40

5) importing/) franchising

%1) :::::::: is the practice wherein an organization gives another organization the right to useits brand name( technology( or product specifications in return for a fee usually based on sales.

A) Clobal sourcing7) +8porting5) ;ubsidizing/) 3icensing

%2) Adam has been hired by an organization that has a partnership with a foreign company. 7oththe partners share resources and knowledge while developing new products. Adam"s organizationhas formed a ::::::::.A) licensing company7) franchising company5) strategic alliance

/) foreign subsidiary

%) An) :::::::: is a specific type of strategic alliance in which the partners form a separate(independent organization for some business purpose.A) e9uity strategic alliance7) joint venture5) global venture/) none9uity strategic alliance

%#) Ioint ventures are a type of ::::::::.A) licensee7) franchisee5) foreign subsidiary/) strategic alliance

%$) A domestic firm and a foreign firm sharing the cost of developing new products or buildingproduction facilities in a foreign country constitute a ::::::::.A) franchising agreement7) joint venture5) foreign subsidiary/) brokering agreement

%%) 0hich of the following is a method that companies might adopt in order to increase theirdirect foreign investment6A) e8porting7) global sourcing5) strategic alliances/) licensees

%) 0hich of the following arrangements involves the greatest commitment of resources andposes the greatest amount of risk6A) e8porting


28/40

7) franchising5) foreign subsidiary/) global sourcing

%*) A :::::::: economy is one in which resources are primarily owned and controlled by the

private sector.A) free market7) planned5) command/) technocratic

%,) Ceert ?ofstede"s research found that countries varied on :::::::: dimensions of nationalculture.A) eleven7) five5) seven

/) nine

) :::::::: is a cultural dimension in which people e8pect others in their group to look afterthem and protect them.A) 3ow uncertainty avoidance7) Achievment5) 5ollectivism/) ?igh power distance

1) A country with :::::::: is comfortable with risks and is tolerant towards different behaviorand opinions.A) low uncertainty avoidance7) short'term orientation5) low power distance/) performance orientation

2) A country that is assertive( believes in ac9uiring money and goods( and is competitive innature is said to ::::::::.A) be a collectivist7) have a high power distance5) be achievement oriented/) have a long'term orientation

) A country where people look to the future and value thrift and persistence is said to::::::::.A) have an individualistic attitude7) have a long'term orientation5) be nurturing/) be achievement oriented

#) 5hristopher( who is based in the B.;. has been offered a chance to work in !hailand. ?efinds that in this society people are e8pected tolook after others in their family or organization)


29/40

and protect them when they are in trouble. !his society tends to support ::::::::.A) collectivism7) parochialism5) individualism/) monotheism

$) !he Clobal 3eadership and =rganizational 7ehavior +ffectiveness program identified:::::::: dimensions on which national cultures differ.A) five7) seven5) nine/) eleven

%) 0hich of the following two dimensions of the Clobal 3eadership and =rganizational7ehavior +ffectiveness program fit directly with ?ofstede"s dimensions6A) power distance and uncertainty avoidance

7) power distance and gender differentiation5) uncertainty avoidance and in'group collectivism/) gender differentiation and in'group collectivism

) !he Clobal 3eadership and =rganizational 7ehavior +ffectiveness program"s ::::::::dimension is similar to ?ofstede"s achievement'nurturing dimension.A) uncertainty avoidance7) humane orientation5) assertiveness/) power distance

*) 0hich of the following dimensions of the Clobal 3eadership and =rganizational 7ehavior+ffectiveness program is similar to ?ofstede"s nurturing dimension6A) in'group collectivism7) humane orientation5) future orientation/) institutional collectivism

,) :::::::: is a measure of the degree to which people rely on social norms and procedures toalleviate the unpredictability of future events.A)


30/40

5ultural !raining ;cenario)

Iane wants to e8pand her career opportunities in the international operations of a company. ;heis 1, years old and currently attends a university. ;he has only lived in her home country and has

never traveled to any foreign country.

*1) 0hile talking with her advisor at the university( Iane deduces that she has an) ::::::::attitude( as she has never traveled abroad and only relates well to people from her home country.A) regiocentric7) polycentric5) ethnocentric/) geocentric

*2) Iane joins an international student association in order to better understand the views ofstudents from other countries. ;he is trying to become more :::::::: in her attitude.

A) parochialistic7) polycentric5) ethnocentric/) geocentric

Chapter 4 Managing iversit!

1) 0orkplace diversity refers e8clusively to the differences between employee characteristics.

2) !he concept of workforce diversity e8panded from compliance to an issue of business survivalduring the early 1,*s.

) /emographic characteristics such as differences in age( gender( race( etc. reflect surface'leveldiversity among employees.#) /eep'level diversity refers to easily perceived differences that may trigger certain stereotypes(but that do not necessarily reflect the ways people think or feel.

$) =ne of the strategic benefits of workplace diversity is that it can be viewed as moral andethical( as well as the -right- thing to do.

%) ecent research indicates that people management benefits might be hard to come by in teamsperforming more interdependent tasks over a long period of time.

) An important impact that workplace diversity has on organizational performance is throughthe increase in employee turnover.

*) According to projections of the B.;. population( the ethnic groups that will e8hibit thema8imum change are the ?ispanic and African American populations.

1)


31/40

11) 0orldwide population trends indicate that we will witness dwindling labor supply andincreasing total global savings rates.

12) +mployers generally tend to view older workers as not being fle8ible or adaptable and beingmore resistant to new technology.

1) 0omen and men now each make up almost half of the workforce in the B.;.

1#) esearch indicates that men tend to prefer jobs that encourage work'life balance more thanwomen do.

1$) Men are found to follow a nurturing( inclusive( and collaborative style of leadership( incontrast to women.

1%) &n the job setting( African Americans are found to receive lower job performance ratings( bepaid less( and promoted less fre9uently than their 0hite counterparts.

1) +mployers are justified if they do not hire workers with disabilities as they lack job skills ande8perience necessary to perform as well as their abled counterparts.

1*) B.;. federal law does not prohibit discrimination against employees on the basis of se8ualorientation.

1,) Men are more likely than women to start out in an entry'level position( even when they havethe same educational 9ualifications.

2) =ur human nature is to not accept or approach anything that"s different from us.

21) !he ways in which people in an organization are different from and similar to one another isknown as ::::::::.A) business eti9uette7) work culture5) workplace diversity/) organizational democracy

22) According to the ;ociety for ?uman esource Management( diversity ::::::::.

A) is the collective strength of e8periences( skills( talents( perspectives( and cultures that eachagent and employee brings to hisFher organization7) refers to the ways in which people in an organization are different from and similar to oneanother5) is an array of physical and cultural differences that constitute the spectrum of humandifferences/) is often used to refer to differences based on ethnicity( gender( age( religion( disability(national origin( and se8ual orientation


32/40

2) !he period of time between the 1,%s to 1,s focused on ::::::::.A) assimilating minorities and women into the corporate setting7) making employees more aware and sensitive to the needs and differences of others5) diversity and inclusion for business success( profitability( and growth/) complying with laws and regulations through affirmative action policies and programs

2#) /uring which era was the term -workforce diversity- first used6A) new millenium7) late 1,*s5) 1,%s to 1,s/) early 1,*s

2$) 0hich of the following was a feature of the period from the late 1,*s to the late 1,,s interms of workplace diversity6A) shifting from compliance and focusing only on women and minorities to including everyone7) focusing on complying with laws and regulations( such as !itle J&& of the 5ivil ights Act

5) seeing workplace diversity as a core business issue( important to achieve business success(profitability( and growth/) developing corporate programs to help improve self'confidence and 9ualifications of diverseindividuals so they can -fit in-

2%) &n terms of workplace diversity( the @ew Millenium has witnessed increased focus on::::::::.A) complying with laws and regulations laid down by the +9ual +mployment =pportunity5ommission7) assimilating minorities and women employees into the corporate setting5) shifting from compliance to include everyone in diversification efforts/) diversity and inclusion for business success( profitability( and growth

2) Ieff is an employee with the accounting department at a major shipping service provider in!e8as. ;oon after he joined following his graduation( his company developed corporate programsto help improve self'confidence and 9ualifications of diverse employees so they could -fit in.-/uring which period of time did Ieff start working for his employers6A) @ew millenium7) 1,%s to 1,s5) +arly 1,*s/) 3ate 1,*s to late 1,,s

2*) 0hich of the following demographic characteristics reflects surface'level diversity6A) differences in values7) ethnicity5) personality/) work preferences

2,) /ifferences arising from which of the following factors becomes more important to people asthey get to know each other6A) gender7) ethnicity


33/40

5) race/) personality

) 0hich of the following benefits of workplace diversity is categorized as strategic6A) better use of talent

7) improved system fle8ibility5) potential to improve market share/) reduced costs associated with high turnover

1) 0hich of the following people management benefits arises from workplace diversity6A) improved system fle8ibility7) potential to increase market share5) increased understanding of the marketplace/) better use of employee talent

2) 0hich of the following benefits of workplace diversity is attributed to organizational

performance6A) reduced costs associated with high turnover and absenteeism7) potential source of competitive advantage from improved innovation efforts5) increased understanding of the marketplace and improved ability to better market to diversecustomers/) ability to attract and retain employees of diverse backgrounds

) Amanda works as a technical support e8ecutive at 5olo0are ;ystems. 0hich of thefollowing factors( if true( could trigger certain stereotypes about Amanda among her co'workers(though not necessarily reflecting the way they feel or think about her6A) Amanda does not believe in engaging in gossip about her coworkers.7) Amanda prefers working late every evening to working over the weekend.5) Amanda has a ;wedish mother and an African American father./) Amanda tends to dominate discussions among her co'workers.

#) ?ow does surface'level diversity differ from deep'level diversity6A) ;urface'level diversity is reflected by differences in personality and values( while deep'leveldiversity is influenced by age and ethnic differences.7) ;urface'level diversity can affect the way people view organizational rewards and theircommunication with other( while deep'level diversity do not necessarily reflect the ways peoplethink or feel.5) ;urface'level diversity can affect the way people perceive others( especially in terms ofassumptions or stereotyping( while deep'level diversity may affect general behavior of people atwork./) ;urface'level diversity becomes more important as people get to know each other( whiledeep'level diversity becomes less relevant with increasing familiarity between people.

$) 0hich of the following correctly reflects the characteristics of the current B.;. population6A) @early one in five Americans today is an immigrant.7) !he median age of the B.;. population has risen significantly over the last decade.5) !he Asian population in the Bnited ;tates is presently the largest ethnic group./) !he ?ispanic community represents nearly one'third of the total B.;. population.


34/40

%) 0hich of the following statements is true of the changing trends in B.;. workplaces6A) !he surge in immigration( especially over the last two decades( has flooded the Bnited ;tateswith low'wage foreign labor.7) =rganizations must recognize that they can"t e8pect employees to assimilate into the

organization by adopting similar attitudes and values.5) &n most B.;. metropolitan cities( more immigrants are employed in low'wage jobs likeconstruction( cleaning( or manufacturing( than in white'collar occupations./)


35/40

5) strong work ethic/) fle8ible and adaptable

#2) 0hich of the following statements is true of gender diversity in workplaces6A) @o consistent male'female differences e8ist in problem'solving ability( analytical skills(

competitive drive( motivation( sociability( or learning ability.7) !oday( men make up nearly two'thirds of the workforce( while women account for theremaining third.5) Affirmative action policies have resulted in women( generally( starting their careers at higherlevels than men./) /espite the disparity in representation in the workforce( women earn nearly as much as mendo on a median basis.

#) &n which of the following areas is consistent male'female differences observed6A) problem'solving ability7) sociability

5) work schedule preferences/) competitive drive

##) 0hich of the following managerial styles is traditionally considered to be masculine6A) nurturing7) leading by e8ample5) collaborative/) inclusive

#$) 0hich of the following managerial styles is traditionally considered to be feminine6A) authoritative7) leading by e8ample5) inclusive/) being directive

#%) :::::::: is the biological heritage including physical characteristics such as one"s skincolor and associated traits) that people use to identify themselves.A) @ationality7) +thnicity5) 5ulture/) ace

#) :::::::: refers to the social traits that are shared by a human population.A) ace7) Ancestry5) @ationality/) +thnicity

#*) 0hich of the following statements is true of the findings of studies on race and ethnicity inthe workplace6A) 0hites favor affirmative action programs and policies to a far greater degree than do AfricanAmericans.


36/40

7) African Americans generally do worse than 0hites in decisions related to the workplace.5) &ndividuals in workplaces tend to favor colleagues of a race other than their own inperformance evaluations( promotion decisions( and pay raises./) 0hites and African'Americans display statistically significant and consistent differences inabsenteeism rates( applied social skills at work( and accident rates.

#,) 0hich of the following racial groups have been the focus of most race and ethnographicstudies of workplace diversity in the B.;.6A) ?ispanics and Asians7) 0hites and @ative Americans5) African Americans and 0hites/) Asians and African Americans

$) 0hich of the following statements is true of employing disabled employees6A) ?iring people with disabilities leads to higher employment costs and lower profit margins.7) 0orkers with disabilities lack job skills and e8perience necessary to perform as well as their

abled counterparts.5) +mployees with disabilities are e8empt from potential disciplinary action and there are highcosts associated with accommodating disabled employees./) A person with a disability for whom workplace accommodations have been provided has thesame obligations and rights as far as job performance.

$1) 3ulumelon owns a chain of fashion stores that serve men( women( and children clothingcategories. Iay( a motor accident victim with an amputated leg( applies for a position at one ofthe stores in an upmarket location. 0hich of the following assumptions by 3ulumelon wouldprevent them from hiring him6A) Most workers with disabilities re9uire no accommodation but for those who do( more thanhalf of the workplace modifications cost K$ or less.7) A person with a disability for whom workplace accommodations have been provided has thesame obligations and rights as far as job performance is concerned.5) !here is no set of guidelines on how to take any potential disciplinary action with disabledemployees./) Absentee rates for sick time are virtually e9ual between employees with and withoutdisabilities.

$2) 0hich of the following diversity factors has been called the -last acceptable bias-6A) se8ual orientation7) gender identity5) religious belief/) ethnic origin

$) B.;. federal law does not prohibit discrimination against employees on the basis of::::::::.A) race7) religion5) age/) se8ual orientation


37/40

$#) :::::::: is a term that describes a tendency or preference toward a particular perspective orideology.A) 7ias7) 3ogic5) &mpartiality

/) easoning

$$) :::::::: refers to a preconceived belief( opinion( or judgment toward a person or a group ofpeople.A)


38/40

%1) As a form of discrimination( incivility is said to occur when ::::::::.A) an employee is e8cluded from job opportunities or social events7) an employee belonging to a specific group is overtly threatened or bullied5) an employee"s opinions are consciously ignored

/) an employee is denied e9ual opportunity to perform

%2) 0hich of the following is an e8ample of workplace discrimination in the form of e8clusion6A) =lder workers may be targeted for layoffs because they are highly paid and have lucrativebenefits.7) African American employees at some companies have found nooses hanging over their workstations.5) emale lawyers note that male attorneys fre9uently cut them off or do not ade9uately addresstheir comments./) Many women in finance claim they are assigned to marginal job roles or are given lightworkloads that don"t lead to promotion.

%) 0hat type of discrimination usually involves jokes or negative stereotypes being perpetratedabout fellow employees6A) mockery and insults7) discriminatory policies5) e8clusion/) intimidation

%#) &n workplace parlance( the term -glass ceiling- refers to ::::::::.A) the perceived difference in cognitive abilities between male and female employees7) the theoretical organizational level beyond which no discrimination e8ists5) the cumulative difference between opportunities and rewards offered to male and femaleemployees/) the invisible barrier that separates women and minorities from top management positions

%$) Ang 3i emigrated from ?ong 4ong to study business at the !ri'Jalley Bniversity in5alifornia. ?owever( he has found it rather hard to move up in his managerial career at hisworkplace especially when compared to how his fellow graduate from !ri'Jalley( American'bornAdam 0atson( has managed to become the regional manager of sales in the company. !hissuggests the presence of :::::::: in 3i"s organization.A) goldbricking7) a self'serving bias5) a glass ceiling/) forced retention

%%) !he meaning of -glass- that is used in the term -glass ceiling- signifies ::::::::.A) the gulf in opportunities and rewards afforded to male and female employees that can be-seen through- easily7) that the perceived barrier to top management positions is brittle and vulnerable to changes atthe topmost organizational levels5) that whatever is blocking the way for women to attain top management positions is notimmediately apparent


39/40

/) that organizations maintain a transparent ethos when defining management roles assigned tomale and female employees

%) 0hich of the following is the best description of the provisions of the 5ivil ights Act( !itleJ&&6

A) prohibiting discrimination against individuals with disabilities or chronic illnesses7) prohibiting discrimination against employees aged # or over5) prohibiting the forced retirement of most employees/) prohibiting discrimination based on race( color( religion( national origin( or gender

%*) 0hich of the following legislations gives individuals the right to sue for punitive damages6A) Americans with /isabilities act of 1,,7) 5ivil ights Act of 1,,15) 3illy 3edbetter air


40/40

7) teaching people specific skills on how to communicate effectively with their fellowemployees5) increasing employees" sensitivity and openness to those who are different from them/) training employees on how to work effectively in a diverse work environment

!he B.;. @avy

!he B.;. @avy and the B.;. @aval Academy( the prestigious undergraduate college of the @avyservice in Annapolis( Maryland( might not be places that come to mind when you think oforganizations that are superior diversity champions. Eet the @avy is just that. &n fact( the enlistedforce of the @avy is more than # percent diverse( with women and other historically under'represented minorities contributing to the diversity. !he @avy has recruited women to fillprimarily non'combat roles such as nurses and doctors in @avy hospitals that are activelyengaged during natural disasters.

#) 0hich of the following statements( if true( justifies the @avy"s view of diversity as a strategic

issue6A) !he stringent visa procedures introduced by the B.;. government over the past decade haveplaced a cap on the influ8 of immigrants into the B.;. population.7) !he @avy"s strategic imperative has evolved over time to include preventing wars( not justwinning them.5) !he government has drastically cut down on military spending following widespread publicoutcry against its wars in &ra9 and Afghanistan./) =nly about 2 percent of new workers in the recruitable demographic for the @avy includewomen and minorities.

Minority ecruitment

Covernment agencies such as the +9ual +mployment =pportunity 5ommission have activelybeen involved in the enforcement of the provisions of several legislations that intend to enddiscrimination( such as the 5ivil ights Act and the Americans with /isabilities Act. Aliadiere Demi is a clothing manufacturer head9uartered in =regon. &t has often issued press statementsthat emphasize the e8tensive efforts the company has undertaken to develop a diverse workforce(sometimes employing from minorities beyond the minimum re9uired level.

$) 0hich of the following statements( if true( best describes Aliadere D emi"s motivation foraggressively recruiting from the minorities6A) Minority workers typically perform better 9uality work at lower hourly rates and withpractically zero benefits.7) Aliadere D emi has operations that e8tend across the Americas and much of ;outh +astAsia.5) esearch suggests that individuals from minority groups are more productive andconscientious./) ?istorically( competitors with workforces that have high ratio of minority groups have beenprofitable.

Documents

Bus 206 Sample Questions Chapters 1-4