Introduction to Management Spring, Course Code 44453 Assignment: Test 3, Chapters 8 – 11

Introduction to Management Spring, Course Code 44453 Assignment: Test 3, Chapters 8 – 11

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Assignment: Test 3, Chapters 8 – 11

1.

1.00 point

A company uses its computerized human resources information system to analyze its past experience with turnover, terminations, retirements, promotions, and transfers. The company is estimating its external labor supply.

True

False

2.

1.00 point

Some managers in the United States have responded to the labor shortage by decreasing training budgets.

True

False

3.

1.00 point

Outplacement refers to laying off large numbers of managerial and other employees.

True

False

4.

1.00 point

The Civil Rights Act requires covered employers to give affected employees 60 days’ written notice of plant closings or mass layoffs.

True

False

5.

1.00 point

In the context of human resources management, the planning stage involves:

training of hired individuals.

determining the pay scales of employees.

ensuring the availability of the right number and types of people.

evaluating the results of implemented programs.

recruitment of qualified individuals.

6.

1.00 point

Which of the following is a step taken by companies when there is a labor surplus?

Promoting current employees to new positions

Hiring better employees

Outsourcing work to contractors

Using attrition if they have planned far enough in advance

Using their compensation policy to attract talent

7.

1.00 point

In a performance test, the test taker

only solves mathematical problems.

is measured for general aptitude.

is evaluated for drug use.

performs a sample of the job.

takes a paper-and-pencil honesty test.

8.

1.00 point

Which of the following acts prohibits discrimination in employment based on race, sex, color, national origin, and religion?

Civil Rights Act of 1964

Americans with Disabilities Act (1990)

Immigration Act of 1924

Family and Medical Leave Act (1993)

Fair Labor Standards Act of 1938

9.

1.00 point

Training designed to introduce new employees to their jobs and the company, and to familiarize them with policies, procedures, culture, and the like is known as:

orientation training.

management training.

team training.

performance training.

diversity training.

10.

1.00 point

In the context of employee benefits, _____ provides financial support to employees laid off for reasons they cannot control.

workers’ compensation

Social Security

profit-sharing

unemployment insurance

stock options

11.

1.00 point

A(n) _____ strike refers to a situation wherein workers go on strike to compel employers to agree to their terms.

neutral

economic

wildcat

grievance

arbitrary

12.

1.00 point

The most popular selection tools are applications and résumés.

True

False

13.

1.00 point

Which of the following is an advantage of a structured interview?

It provides a sense of the applicant’s personality.

It helps establish rapport.

It helps prospective employers make a first cut through candidates.

It is more likely to be free of bias and stereotypes.

It helps measure a range of intellectual abilities.

14.

1.00 point

The traditional American image of diversity has been one of assimilation.

True

False

15.

1.00 point

Even when managers do not themselves engage in harassment, if they fail to prevent it or to take appropriate action after receiving legitimate complaints about it, they can still be held liable, along with their companies, if a lawsuit is filed.

True

False

16.

1.00 point

Pluralistic organizations have a diverse employee population and take steps to involve persons from different gender, racial, or cultural backgrounds.

True

False

17.

1.00 point

Cultural shock is an example of an executive coping strategy for international assignments.

True

False

18.

1.00 point

According to Geert Hofstede's model, the U.S. is characterized by large power distance, collectivist culture.

True

False

19.

1.00 point

In moving from domestic to international management, managers need to develop a wide portfolio of behaviors and the capacity to adjust their behavior for a particular situation.

True

False

20.

1.00 point

Allowing older employees to work fewer hours per week as a strategy to attract and retain these experienced people is known as:

voluntary retirement.

sugging.

phased retirement.

work release.

partial retirement.

21.

1.00 point

A study by the Department of Labor's Glass Ceiling Institute showed that the stock performance of firms that were high performers on diversity-related goals were _____ that of other firms.

over twenty times lower than

actually lower than

approximately seven times higher than

over twice as high as

no higher than

22.

1.00 point

When employees believe that their differences are not merely tolerated but valued, they are likely to:

become less productive.

become more rigid.

succumb to groupthink.

become more loyal.

practice free riding.

23.

1.00 point

Raymond, as part of his recent promotion, attended a seminar that focused on listening skills and giving and receiving feedback effectively. As part of the training, Raymond actually practiced these skills with other managers and employees, many with diverse backgrounds. Raymond found the seminar to be very helpful in pointing out the different approaches preferred by people from different backgrounds. This type of instruction is common in diversity training and is referred to as:

skill building.

awareness training.

awareness building.

skills training.

homogeneity training.

24.

1.00 point

Parent-company nationals who are sent to work in another country are typically referred to as:

host-country nationals.

third-country nationals.

home-country nationals.

inpatriates.

expatriates.

25.

1.00 point

A diverse workforce inhibits organizational flexibility because an organization's culture cannot tolerate different styles and approaches.

True

False

26.

1.00 point

A multicultural organization is best defined as an organization:

with a homogeneous employee population.

in which diversity not only exists but is valued.

that is marked by a presence of prejudice and discrimination.

that is marked by very high levels of group conflicts.

that has no cultural integration.

27.

1.00 point

Leaders serve people best by helping them develop their own initiative and good judgment, enabling them to grow, and helping them become better contributors.

True

False

28.

1.00 point

Today, having a vision for the future and communicating that vision to others are not essential components of great leadership.

True

False

29.

1.00 point

According to the trait approach to leadership, need for achievement predicts success for division heads in larger and more bureaucratic firms.

True

False

30.

1.00 point

According to Kouzes and Posner, which of the following actions is taken by the best leaders?

They use various approaches to motivate people.

They follow conventional beliefs and practices as the law.

They only tell people what to do.

They refuse to share power with people.

They withhold important information from people.

31.

1.00 point

The _____ model of leadership uses the basic situational approach of assessing the situation before determining the best leadership style.

Vroom

task-motivated

traits

Fiedler’s contingency

laissez-faire

32.

1.00 point

According to_____, effectiveness depends on two factors: the personal style of the leader and the degree to which the situation gives the leader power, control, and influence over the situation.

the situational approach

Hersey and Blanchard’s theory

Fiedler’s contingency model

laissez-faire leadership style

the Vroom model

33.

1.00 point

In _____, the key situational factor is the maturity of the followers.

Fiedler’s contingency model

the Vroom model

Tannenbaum and Schmidt’s theory

the path-goal theory

Hersey and Blanchard’s situational theory

34.

1.00 point

In the context of Hersey and Blanchard’s situational theory, _____ refer(s) to an employee’s self-confidence and self-respect.

servant-leader

psychological maturity

job maturity

laissez-faire

substitutes for leadership

35.

1.00 point

A person who gets others to transcend their personal interests for the good of the group is referred to as a:

situational leader.

pseudotransformational leader.

transformational leader.

transactional leader.

lateral leader.

36.

1.00 point

A leader who manages through activities, using his legitimate, reward and coercive powers to give commands and exchange rewards for services rendered is referred to as a:

situational leader.

transactional leader.

natural leader.

transformational leader.

charismatic leader.

37.

1.00 point

Leaders who reconcile conflicting value systems or different cultures are known as:

shared leaders.

lateral leaders.

servant-leaders.

bridge leaders.

authentic leaders.

38.

1.00 point

In the context of Scenario B, Candice’s style of leadership is _____.

rev: 03_15_2013_QC_26742

task performance

group maintenance

democratic

shared

autocratic

39.

1.00 point

Ideal goals do not merely exhort employees in general terms to improve performance and start doing their best.

True

False

40.

1.00 point

Stretch goals can shift people away from mediocrity.

True

False

41.

1.00 point

Organizational behavior modification focuses on influencing behavior.

True

False

42.

1.00 point

Negative reinforcement involves the threat of punishment by not delivering punishment when employees perform satisfactorily.

True

False

43.

1.00 point

The need for affiliation is characterized by a strong orientation toward success and goal attainment.

True

False

44.

1.00 point

Ralph, the manager at Yellow Artistry, recently promoted two employees as their performance had greatly improved. This action is an example of:

glass ceiling.

aversive consequence.

extinction.

halo effect.

positive reinforcement.

45.

1.00 point

The practice of removing or withholding an undesirable consequence is referred to as:

empowerment.

punishment.

increment.

extinction.

negative reinforcement.

46.

1.00 point

A consequence a person receives for his or her performance is referred to as:

equity.

expectancy.

instrumentality.

valence.

outcome.

47.

1.00 point

The most important needs for managers, according to McClelland, are the needs for:

existence, relatedness, and growth.

motivation and hygiene.

equity and fair treatment.

achievement, affiliation, and power.

self-actualization and ego.

48.

1.00 point

Herzberg's theory describing hygiene and motivators as factors affecting people's work motivation and satisfaction is referred to as the:

two-factor theory.

hierarchy of needs theory.

path-goal theory.

equity theory.

expectancy theory.

49.

1.00 point

Human resources management plays a vital strategic role as organizations attempt to compete through people.

True

False

50.

1.00 point

Outplacement refers to:

an illegal activity under the WARN Act of 1989.

hiring from external applicants.

dismissing people from the company.

helping dismissed workers find employment elsewhere.

recruiting from external sources.

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