The Marshall Code of Professional and Academic Integrity

By signing below, I certify that I have not violated the MBA Code of Professional and Academic Integrity during this exam or during my preparation for this exam. (You are

responsible for knowing the Code; additional, specific points are presented below.)

In adhering to the Honor Code, I have not given myself an unfair advantage over my colleagues. I would be comfortable that my conduct has been fully ethical, even if it were

described on the front page of the Wall Street Journal.

Print Name

Signature

Professor’s expectations about acceptable behavior during this exam:

No “cheat sheets” or any other outside notes may be used. Each person’s work must be entirely their own. Prior collaborative studying is fine. Use of paper dictionaries and non-programmable electronic dictionaries that

provide translations and word meanings only is allowed for international students or others who received prior authorization. NO phones or multipurpose devices.

You may ask clarifying questions if you don’t understand something on the exam.

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Instructions – please read carefully

Some of the questions may describe real-world events or organizations. Information sufficient to answer each question is provided here, and generally you should stick to the provided information for your responses. If you have relevant outside knowledge, you may use it, but you should note that you are doing so and clarify how that information affects your response.

Similarly, many of these questions will ask you to make judgments of how you think situations will unfold, how to manage events, or how dynamics interrelate. In these instances, please stay cognizant of the differences between judgment and opinion. You are welcome to offer your personal opinions, if you feel you can spare the time; but please indicate when you are doing so, and be sure that you emphasize analytic answers in which you use course material and course principles to derive your responses.

Be sure to read all instructions carefully. Words have meanings and those meanings matter. Words have been chosen deliberately for the exam (not to be tricky, but to be precise), so please respond accordingly.

More words do not equal a higher-quality answer! Be succinct, but complete. You have been given a lot of space for each question, but you are NOT expected to use it all—in fact, that would make us unhappy.

Please write normally. Do not cram tiny text into the provided space to lengthen your answer. Answers that are very difficult to read because of this kind of cramming may not be read carefully, which could have negative grading consequences.

Bullet points are generally acceptable for getting across discrete concepts or points. Your grade will be higher if your responses are reasoned, rather than simply factual data-

dumps. Unless the question clearly does not call for it, your response should include argumentation (that is, logic and reasoning) and the use of some evidence (e.g., examples to illustrate your points).

Don’t assume that we know what you are trying to say. Say it clearly so that we don’t have to guess.

Please don’t assume information that is not actually part of the question.

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Part 1. Short answer

1. Imagine that you are working for a company that has been very successful for the past several years and has used performance-based bonuses to reward employees. Bonuses have been quite large and the workload has been manageable; in general, everyone has been very happy and productive. The company is sold to a new owner who wants access to a particular technology. Much of the workforce is redundant with the acquiring company, and so layoffs are announced. After the first round of layoffs, changes to the compensation system are announced: The performance-based bonuses will only be available to the top few performers; everyone else will receive no bonuses at all. Shortly after this change is announced, there are rumors that a second round of layoffs is coming, as well.

Using the concepts of Maslow’s hierarchy, Hygiene (Two-Factor) Theory, and the E-P-O Model, describe how motivation is likely to be affected by these events. (10 points)

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2. A. Please describe three benefits attributable to organizational culture. (6 points)

B. Please describe at least four ways managers can make new employees more likely to embrace the organizational culture. (4 points)

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3. Please list and define each of the five bases of power. (10 points)

4. Use the job characteristics model to explain how companies can use job design to foster intrinsic motivation. (10 points)

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Part 2. Multiple Choice. (2 points each)

1. Which of the following network features do people tend to invest too little time developing?

A.) Expressive tiesB.) Weak tiesC.) Strong tiesD.) Covalent ties

2. Which of the following biases is reduced in bilingual people?

A.) AnchoringB.) ConfirmationC.) FramingD.) Availability

3. Which of the following best describes the similar-to-me bias?

A.) We view other people more favorably the more similar they are to us B.) We believe that other people hold views that are similar to our ownC.) We interpret others’ behavior in ways we would like our own behavior to be interpretedD.) We assume that people understand our meanings more often than they actually understand

4. When people are induced to perform an unpleasant act for a little or no external justification, which of the following generally occurs:

A.) They start to experience overly sufficient justificationB.) They decide that they are extrinsically motivatedC.) They increase their effort D.) They decide that they are intrinsically motivated

5. We watched a video in which a company instituted a “Swear Jar” policy wherein people were fined for swearing in the office. Which of the following parts of the E-P-O model could be used to explain why the swear jar did not work?

A. The “E” componentB. The “P” componentC. The “O” component

6. Which of the following is true:

A.) When considering losses, we tend to prefer to gamble

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B.) When considering gains, we tend to prefer to gamble

7. How should you begin a negotiation that has integrative potential?

A.) Strategically disclose informationB.) Insist that nothing is settled until every issue is settledC.) Discuss the easy issues firstD.) Discuss the difficult issues first

8. Which phenomenon was the Architect (i.e., Henry Fonda’s character) in 12 Angry Men trying to combat when he offered to abstain from voting during one round of jury voting?

A.) Dilution of responsibilityB.) Escalation of commitmentC.) Social projectionD.) Coordination neglect

9. Each of the following is a type of overconfidence except:

A.) OveraccuracyB.) OverestimationC.) OverplacementD.) Overprecision

10. Goals should be all of the following except:

A.) ReasonableB.) GeneralizableC.) Time-boundD.) Measureable

11. Which of the following is not one of the three basic frameworks people use to determine fairness?

A.) EqualityB.) Need-basedC.) ReciprocityD.) Equity

12. Which of the following strategies is mismatched with its structure:

A.) Geographic dispersion – departmental headquartersB.) Volume expansion – three-dimensional structureC.) Diversification – multidivisional general office

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13. Which of the following practices is consistent with the notion of evidence-based management?

A.) After seeing an inspiring presentation at a conference, you return to your organization and try to implement the management system that you heard described in the presentation.

B.) In designing a new compensation system, you collect information on your options and identify the assumptions about people and organizations underlying each option.

C.) When communication is faltering between your company’s headquarters and several field offices, you hire a consultant who provides a set of best practices for managing communication.

D.) Your company is having a serious problem with employees not attending scheduled meetings. You remember that your last company had success with a penalty system for no-shows, so you decide to implement that system here.

14. Evidence-based management was designed to combat three basic poor decision processes. According to Pfeffer and Sutton, which of the following is not one of these three poor decision processes?

A.) Casual benchmarkingB.) Escalating commitmentC.) Doing what (seems to have) worked in the pastD.) Following deeply held yet unexamined ideologies

15. Which of the following is most effective in single-issue negotiations:

A.) LogrollingB.) Displaying sadnessC.) AnchoringD.) Integrating

16. Which of the following is not a consequence of self-justification?

A.) It allows us sleep at nightB.) It increases cognitive dissonanceC.) It prevents us from seeing our errorsD.) It fosters escalation of commitment.

17. Which of the following tends to be least problematic in performance appraisals:

A.) Escalation of commitmentB.) Fundamental attribution error C.) Halo effect

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D.) Similarity-to-me bias

18. The benefits of 360-degree feedback outweigh the negatives when some conditions hold. Which of the following conditions is not one of those conditions?

A.) There is an organizational commitment to performance evaluationB.) The 360-degree feedback is delivered frequentlyC.) Both the people making and the people interpreting the evaluations have received adequate trainingD.) The feedback is used in an environment of trust

19. Your boss believes that one of your co-workers is a poor performer and asks you to keep tabs on his work. After a couple of weeks, your boss asks what you have observed. You say that he has trouble with a few discrete tasks that he doesn’t appear to have been trained on, but that he seems hardworking, motivated, and very capable on other tasks. Your boss ignores the last part, and asks you to document your co-worker’s failures so that she can prepare to fire him. Which bias or error is reflected in her behavior?

A.) Hindsight bias.B.) Confirmation bias.C.) Fundamental attribution error.D.) Systematic error.

20. Which of the following is the strongest advantage that domain-general rules for cognitive repairs have over domain-specific rules?

A.) It is easier to recognize when a domain-general rule is relevantB.) It is easier to apply a domain-general ruleC.) Domain-general rules work more successfully when the task environment is in fluxD.) Domain-general rules are developed from a broader base of experiences

21. Which of the following norms can organizational implement in order to promote implementation?

A.) Risk TakingB.) Rewards for ChangeC.) OpennessD.) Autonomy

22. Which of the following is not one of the most common organizational forms?

A.) MultidivisionalB.) Star modelC.) Holding company

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D.) Functional

23. On average, which of the following instruments predicts job performance most poorly?

A.) General mental abilityB.) Specific mental ability C.) Unstructured interviewsD.) Personality tests

24. Which of the following networks maximizes team cooperation and control?

A.) Clique networkB.) Entrepreneurial networkC.) Bow tie networkD.) Botox network

25. Which of the following networks maximizes loyalty and feelings of reciprocity?

A.) Clique networkB.) Entrepreneurial networkC.) Bow tie networkD.) Sector network

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