Question 1

Workplace spirituality has become important in the contemporary workplace because it ________.

Accepted Answer

A)  increases organizational efficiency 
B)  boosts company profits 
C)  gives employees a sense of purpose 
D)  brings religion into business 
A)  increases organizational efficiency 
B)  boosts company profits 
C)  gives employees a sense of purpose 
D)  brings religion into business

Question 2

How is culture transmitted to employees of an organization? In a short essay, explain the four primary forms of transmission and provide an example of each.

Accepted Answer

Culture is transmitted to employees in a

Question 3

Giving service-contact employees the discretion to make day-to-day decisions on job-related activities is instrumental in creating in a customer-responsive culture.

Accepted Answer

A) True 
 B)False

Question 4

In the symbolic view of management, managers are seen as directly responsible for an organization's success or failure.

Accepted Answer

A) True 
 B)False

Question 5

The grassroots slogan of the Occupy movement, "We are the 99%", refers to ________.

Accepted Answer

A)  social discontent over the slow recovery of global economies 
B)  fear of chronic fiscal imbalances in government sectors 
C)  societal acceptance of U.S. values and ways of doing things 
D)  the sensitivities surrounding severe income disparities, particularly in the United States 
A)  social discontent over the slow recovery of global economies 
B)  fear of chronic fiscal imbalances in government sectors 
C)  societal acceptance of U.S. values and ways of doing things 
D)  the sensitivities surrounding severe income disparities, particularly in the United States

Question 6

An organization's culture supports the belief that profits can be increased by cost cutting and that the company's best interests are served by achieving slow but steady increases in quarterly earnings.What is the nature of the programs that the organization's managers are likely to follow?

Accepted Answer

A)  short-term 
B)  risky 
C)  innovative 
D)  expansionary 
A)  short-term 
B)  risky 
C)  innovative 
D)  expansionary

Question 7

In strong organizational cultures, employees have little knowledge of company history or heroes, what is important is present performance.

Accepted Answer

A) True 
 B)False

Question 8

An innovative organizational culture is characterized by all of the following, EXCEPT ________.

Accepted Answer

A)  freedom 
B)  conformity 
C)  debates 
D)  risk taking 
A)  freedom 
B)  conformity 
C)  debates 
D)  risk taking

Question 9

In a "ready-aim-fire" culture, managers take action and then analyze what has been done.

Accepted Answer

A) True 
 B)False

Question 10

Which of the following represents the two views of managerial impact on the success or failure of the organization?

Accepted Answer

A)  omnipotent and symbolic 
B)  omnipotent and reflective 
C)  symbolic and interactive 
D)  reflective and interactive 
A)  omnipotent and symbolic 
B)  omnipotent and reflective 
C)  symbolic and interactive 
D)  reflective and interactive

Question 11

Which of the following most accurately reflects the difference between strong cultures and weak cultures?

Accepted Answer

A)  Strong cultures tend to encourage employees to try new approaches to changing conditions, while weak cultures do not. 
B)  In strong cultures, organizational values are held by top management, while in weak cultures, values are diffused throughout the organization. 
C)  Strong cultures have less of an influence on employee behavior than do weak cultures. 
D)  Company values are more deeply held and widely shared in strong cultures than in weak cultures. 
A)  Strong cultures tend to encourage employees to try new approaches to changing conditions, while weak cultures do not. 
B)  In strong cultures, organizational values are held by top management, while in weak cultures, values are diffused throughout the organization. 
C)  Strong cultures have less of an influence on employee behavior than do weak cultures. 
D)  Company values are more deeply held and widely shared in strong cultures than in weak cultures.

Question 12

Which of the following is most likely to have a highly spiritual organizational culture?

Accepted Answer

A)  a highly aggressive, competitive business 
B)  a company with high tolerance of employee expression 
C)  a business that focuses strictly on outcomes 
D)  a business that emphasizes centralized control 
A)  a highly aggressive, competitive business 
B)  a company with high tolerance of employee expression 
C)  a business that focuses strictly on outcomes 
D)  a business that emphasizes centralized control

Question 13

Which of the following is a characteristic of a dynamic environment?

Accepted Answer

A)  high level of predictability of changes in environmental conditions 
B)  few technological breakthroughs by current competitors 
C)  the presence of new competitors in the market 
D)  little activity by pressure groups to influence the organization 
A)  high level of predictability of changes in environmental conditions 
B)  few technological breakthroughs by current competitors 
C)  the presence of new competitors in the market 
D)  little activity by pressure groups to influence the organization

Question 14

In a short essay, differentiate between the symbolic view and the omnipotent view of management.Include specific examples of each view to support your answer.

Accepted Answer

The dominant view in management theory a

Question 15

Which of the following factors is a demographic component of an organization's external environment?

Accepted Answer

A)  lifestyles and behavior 
B)  political stability 
C)  geographic location 
D)  stock market fluctuations 
A)  lifestyles and behavior 
B)  political stability 
C)  geographic location 
D)  stock market fluctuations

Question 16

Google has often been cited as a model for employee satisfaction.Google takes extensive care to ensure employees have the best available conditions to perform, ranging from free snack bars, free massages, innovation rooms, spas-on-site, and many more such measures.Which dimension of organizational culture is Google said to emphasize through such measures?

Accepted Answer

A)  stability 
B)  aggressiveness 
C)  people orientation 
D)  attention to detail 
A)  stability 
B)  aggressiveness 
C)  people orientation 
D)  attention to detail

Question 17

D&B Designs has been in the landscape design business in Pleasantville for the past twenty years.As the "first mover" in the market, the company has built a strong market share over the years and is the best-known firm in the area.The company strength increased steadily, and now stands at fifty employees.Which of the following, if true, would make the company's business environment more uncertain?

Accepted Answer

A)  Homeowners in the area take pride in their gardens and are avid do-it-yourself gardeners. 
B)  Demand for landscaping services dips every autumn and winter. 
C)  A long-time competitor quit the landscape design business last year. 
D)  Zoning laws in the area change as each new city council comes into power. 
A)  Homeowners in the area take pride in their gardens and are avid do-it-yourself gardeners. 
B)  Demand for landscaping services dips every autumn and winter. 
C)  A long-time competitor quit the landscape design business last year. 
D)  Zoning laws in the area change as each new city council comes into power.

Question 18

Which of the following is a characteristic found in spiritual organizations?

Accepted Answer

A)  focus on team development, rather than individual development 
B)  profit-oriented outlook towards all organizational activities 
C)  tolerance towards mistakes and openness with customers and employees 
D)  emphasis on controlling emotions and feelings 
A)  focus on team development, rather than individual development 
B)  profit-oriented outlook towards all organizational activities 
C)  tolerance towards mistakes and openness with customers and employees 
D)  emphasis on controlling emotions and feelings

Question 19

In an organization whose culture conveys a basic distrust of employees, managers are more likely to use a(n) ________ leadership style.

Accepted Answer

A)  participatory 
B)  democratic 
C)  authoritarian 
D)  laissez-faire 
A)  participatory 
B)  democratic 
C)  authoritarian 
D)  laissez-faire

Question 20

Imagine that the town to which your office caters sees a sudden spurt in popularity.There has been a lot of construction activity in the area and a number of properties are being developed.The number of customers has increased, and so have your competitors.In this situation, what should you do to reduce environmental uncertainty?

Accepted Answer

A)  Restructure your organizational hierarchy to improve efficiency 
B)  Acquire or merge with one or more of your competitors 
C)  Maintain the status quo by keeping your business processes constant 
D)  Communicate the situation clearly to all your stakeholders 
A)  Restructure your organizational hierarchy to improve efficiency 
B)  Acquire or merge with one or more of your competitors 
C)  Maintain the status quo by keeping your business processes constant 
D)  Communicate the situation clearly to all your stakeholders

Workplace spirituality has become important in the contemporary workplace because it ________.

How is culture transmitted to employees of an organization? In a short essay, explain the four primary forms of transmission and provide an example of each.

Giving service-contact employees the discretion to make day-to-day decisions on job-related activities is instrumental in creating in a customer-responsive culture.

In the symbolic view of management, managers are seen as directly responsible for an organization's success or failure.

The grassroots slogan of the Occupy movement, "We are the 99%", refers to ________.

An organization's culture supports the belief that profits can be increased by cost cutting and that the company's best interests are served by achieving slow but steady increases in quarterly earnings.What is the nature of the programs that the organization's managers are likely to follow?

In strong organizational cultures, employees have little knowledge of company history or heroes, what is important is present performance.

An innovative organizational culture is characterized by all of the following, EXCEPT ________.

In a "ready-aim-fire" culture, managers take action and then analyze what has been done.

Which of the following represents the two views of managerial impact on the success or failure of the organization?

Which of the following most accurately reflects the difference between strong cultures and weak cultures?

Which of the following is most likely to have a highly spiritual organizational culture?

Which of the following is a characteristic of a dynamic environment?

In a short essay, differentiate between the symbolic view and the omnipotent view of management.Include specific examples of each view to support your answer.

Which of the following factors is a demographic component of an organization's external environment?

Which of the following is a characteristic found in spiritual organizations?

In an organization whose culture conveys a basic distrust of employees, managers are more likely to use a(n) ________ leadership style.

Management and Organizations

Managing in a Global Environment

Managing Diversity

Managing Social Responsibility and Ethics

Managers As Decision Makers

Managing Change and Innovation

Foundations of Planning

Strategic Management

Managerial Controls

Basic Organizational Design

Adaptive Organizational Design

Managing Human Resources

Managing Teams

Understanding Individual Behavior

Managers and Communication

Motivating Employees

Managers As Leaders

Filters

Exam 2: Understanding Management: Constraints and Challenges

Workplace spirituality has become important in the contemporary workplace because it ________.

How is culture transmitted to employees of an organization? In a short essay, explain the four primary forms of transmission and provide an example of each.

Giving service-contact employees the discretion to make day-to-day decisions on job-related activities is instrumental in creating in a customer-responsive culture.

In the symbolic view of management, managers are seen as directly responsible for an organization's success or failure.

The grassroots slogan of the Occupy movement, "We are the 99%", refers to ________.

An organization's culture supports the belief that profits can be increased by cost cutting and that the company's best interests are served by achieving slow but steady increases in quarterly earnings.What is the nature of the programs that the organization's managers are likely to follow?

In strong organizational cultures, employees have little knowledge of company history or heroes, what is important is present performance.

An innovative organizational culture is characterized by all of the following, EXCEPT ________.

In a "ready-aim-fire" culture, managers take action and then analyze what has been done.

Which of the following represents the two views of managerial impact on the success or failure of the organization?

Which of the following most accurately reflects the difference between strong cultures and weak cultures?

Which of the following is most likely to have a highly spiritual organizational culture?

Which of the following is a characteristic of a dynamic environment?

In a short essay, differentiate between the symbolic view and the omnipotent view of management.Include specific examples of each view to support your answer.

Which of the following factors is a demographic component of an organization's external environment?

Which of the following is a characteristic found in spiritual organizations?

In an organization whose culture conveys a basic distrust of employees, managers are more likely to use a(n) ________ leadership style.

Management and Organizations

Managing in a Global Environment

Managing Diversity

Managing Social Responsibility and Ethics

Managers As Decision Makers

Managing Change and Innovation

Foundations of Planning

Strategic Management

Managerial Controls

Basic Organizational Design

Adaptive Organizational Design

Managing Human Resources

Managing Teams

Understanding Individual Behavior

Managers and Communication

Motivating Employees

Managers As Leaders

Filters