test

Question 1

describe 3 fundamental barriers to effective communication

Answer 1

Poor choice of communication channels: Choose the channel that works best

Physical distractions: interruptions from telephone calls, drop-in visitors, a lack of privacy, etc.
minimized through proper planning

Poor Written or Oral Expression:
“Substantial economies were effected by this division by increasing the time interval between distribution of data-eliciting forms to business entities.”

Question 2

conflicts are often inevitable in the business world. identify and explain two of the five different conflict management styles

Answer 2

Avoidance (withdrawal): Pretends that a conflict doesn’t really exist
Being Uncooperative and unassertive

Accommodation (smoothing):
Being Co-operative and assertive

Competition (authoritative command):
Being Unco-operative and assertive

Compromise:
Being Moderately co-operative and assertive

Collaboration (problem solving):
Being Co-operative and assertive

Question 3

how do teams contribute to organizations

Answer 3

• More resources for problem solving
• Improved creativity and innovation
• Improved quality of decision making
• Greater commitments to tasks
• Higher motivation through collective action
• Better control and work discipline
• More individual need satisfaction

Question 4

there are four alternative views of ethical behaviour. identify two of them and briefly describe the main emphasis of each view

Answer 4

1) Utilitarian View:
Considers ethical behaviour that delivers the greatest good to the greatest number of people.

2) Individualism view:
One’s primary commitment is to the advancement of long-term self-interest
Ie. Lying is wrong, even for short term gain because if you do it, everyone is doing it so honesty is the best way

3) Moral Rights View:
Respects and protects the fundamental rights of people

4) Justice View:
Fair and impartial treatment of people according to rules and standards.
Evaluates the ethical aspects of any decision based on whether it is “equitable” for everyone.

Question 5

define the three levels of management

Answer 5

Top managers: guide performance of the organization as a whole or one of its major parts (ceo, president, vice-president, etc)

Middle managers: oversee work of large departments of division (division managers, plant managers, etc)

Team leader or supervisor: in charge of small work group comprised of non-managerial workers (deptt head, group leader, etc)

Question 6

explain three benefits of implementing participatory planning

Answer 6

• Promotes creativity in planning
• Increases available information
• Fosters understanding, acceptance, and commitment to the final plan

Question 7

T/F a mixed message occurs when a person uses both written and oral communication channels at the same time

Question 8

T/F a selection device is said to be valid when it yields the same results overtime if taken by the same person

Question 9

T/F a major assumption of human resource approaches to management is that people are rational and primarily, motivated by economic incentives

Question 10

T/F when performance results compared to objectives are kess than desired, a performance oppourtonity exists

Question 11

T/F performance effectiveness is a measure of recource cost associated with goal accomplishment, whereas performance efficecncy is an output measure of task or goal accompishement

Question 12

T/F in the communication process, the receiver is the person who is responsible for encoding an intended message into meaningful verbal and nonverbal symbols

Question 13

T/F procedures present a plan of action for specific situations whereas policies are broad guidelines

Question 14

T/F the utiliarian view of ethical behaviour focuses on treating people impartially and fairly in accordance with guiding rules and standards

Question 15

T/F organizational stakeholders are the persons, groups, and other organizations directly affected by the behaviour of an organization and holding a stake in its performance

Question 16

T/F staus effects on communication often cause subordinates to filter their communication with higher-level management

Question 17

T/F human resource management is the process of attracting, developing, and maintining a high-quality workforce

Question 18

T/F the “glass-celing effect” kimits the career advancement and promotion of women and minorities

Question 19

T/F the type of conflict that stimulates employees to work toward greater effort, cooperation, and creativity is functional conflict

Question 20

T/F “rules” or “standards” that guide the behaviour of team members are called norms

Question 21

T/F a democratic style of leadership shows little concern for task, lets the group make desicions, and acts woth a “do the best you can and dont bother me” attitude

Question 22

T/F one of the major goals of realistic job prevoes is to promoye job satifaction and reduce…..

Question 23

T/F included among the potential advantages of dicisional structures are more flexability in response to environmental changes and clear points of responsibility for product or service delivery

Question 24

T/F a business can use a strategic SWOT analysis to asses (and stand for) its sustainability, wealth, operations, and technology

Question 25

T/F terms such as "acquisition," "merger" "diversification" and "global expansion" signal an underlying growth stategy

Question 26

T/F a written statement detailing the duties and responsibilites of a job is called a job specification

Question 27

T/F A written statement detailing the duties and responsibilities of a job is called a job specification

Question 28

T/F the three types of position power are reward, coercive, and legitimate

Question 29

T/F elements of the observable culture include stories, heroes, rites and rituals, and symbols

Question 30

T/F "when in rome, do as the romans do" is a classic example of the ethical perspective of cultural relativism

Question 31

T/F the three branches of classical management approaches are scientific management, theory x and y

Question 32

the ___ design of organizstional chart is the characterized by decentralization, wider spans of control and few rules and procedures a) bureaucratic b) mechanistic c) organic d) transformational e) traditional

Question 33

organizations that are set up with a central core that is linked with outside contractors and suppliers of essential business and service are called __ structures a) hybrid b) global c) geographic d) network e) horizontal

Question 34

__ is a long-term version of contingency planning a) scenario planning b) forecasting c) flexible budgeting d) participation e) benchmarking

Question 35

two types of groups are especially important to managers in organizations. these groups are ___ a) cohesive and emergent b) formal and cohesive c) psychological and social d) informan and formal e) formal and developmental

Question 36

__ is the aboloty to influence the behaviour of other people because of ones capacity to offer positive outcomes a) legitimate power b) expert power c) coercive power d) reward power e) referent power

Question 37

The underying assumptions and beliefs that shape and guide the behaviour of organizations and actually give rise to different aspects of observable culture can be described as the __ a) behavioural guidelines b) rites of passage c) core values d) human values e) pre-observable culture

Question 38

__ refers to the presence of "free riders" who slack off because responsibility is diffused in teams and others are present to do the work a) anti-synergy b) social imperfection c) social loafing d) synergy e) poor work ethics

Question 39

a formal statement of an organizations values and ethical principles that provide guidelines on how to behavive in situations susceptible to ethical dilemmas are refered to as the organizations __ a) corporate social responsibility b) code of ethics c) employee handbook d) employee mandate e) management guidelines