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- The document appears to be a set of multiple choice questions about organizational behavior topics with the correct answers indicated.
- There are 10 questions total covering topics like organizational structure, strategies, and ethics.
- For each question, the correct answer is marked with a check mark while incorrect answers are left unmarked.
- The document appears to be a set of multiple choice questions about organizational behavior topics with the correct answers indicated.
- There are 10 questions total covering topics like organizational structure, strategies, and ethics.
- For each question, the correct answer is marked with a check mark while incorrect answers are left unmarked.
- The document appears to be a set of multiple choice questions about organizational behavior topics with the correct answers indicated.
- There are 10 questions total covering topics like organizational structure, strategies, and ethics.
- For each question, the correct answer is marked with a check mark while incorrect answers are left unmarked.
The correct answer for each question is indicated by a .
1 INCORRECT
An example of ethical behavior occurs in the opening case about Duke Energy, its executives, and their relationship with state energy regulators.
A) True
B) False
2 INCORRECT
The leadership perspective in which leaders take the best of different philosophies and business practices while avoiding the negatives is known as omnicentric.
A) True
B) False
3 INCORRECT
In the _______ stage of integrative thinking, the decision-maker uses a mental map to arrange a sequence of decisions that will lead to a specific outcome.
A) architecture
B) salience
C) causality
D)
resolution
4 CORRECT
A leader who has personal attributes or charisma that influence subordinates and make them devoted to that leader possesses __________ power.
A) information
B) referent
C) expert
D)
legitimate
5 CORRECT
Too much emotional intelligence can result in difficulty making tough decisions that will the feelings of others.
True A)
B) False .
6 CORRECT
According to Peter Senge, it is no longer possible for anyone at the top of the organization to figure it all out. Integrated thinking and acting must take place at all levels of the organization.
A) True
B) False
7 CORRECT
________ benchmarking endeavors to determine best practices, regardless of industry.
A) competitive
B) process
C) functional
D)
non-interfering
8 CORRECT
The methods used in a compliance-based approach to organizational ethics include education, reduced discretion, auditing and controls, and penalties.
A) True
B) False
9 CORRECT
Which of the following is NOT a key element in developing a highly ethical organization?
A) corporate credos and codes of conduct
B) role models
C) external reporting obligations
D)
policies and procedures
10 CORRECT
The Sarbanes-Oxley Act of 2002 provides considerable legal protection to employees of publicly traded companies who report unethical or illegal practices.
A) True
B) False Your Results: The correct answer for each question is indicated by a . 1 CORRECT
Structure provides a means of balancing two conflicting forces: a need for the division of tasks into meaningful groupings and the need to integrate such groupings in order to ensure efficiency and effectiveness.
A) True
B) False
2 INCORRECT
The strategic business unit and holding company structures are variations of a modular organizational structure.
A) True
B) False
3 CORRECT
Firms following multidomestic strategies are driven by ________and ______ imperatives that require managers to respond to local conditions.
A) political and economic
B) economic and functional
C) global and functional
D)
political and cultural
4 CORRECT
Firms pursuing a differentiation strategy should base its incentives and rewards on behavioral measures rather than set quantitative criteria.
A) True
B) False
5 INCORRECT
Firms that follow related diversification strategies have intense needs for loose interdependencies among the functional areas and business units.
A) True
B) False
6 INCORRECT
The term boundaryless as applied to organizational structure implies that all internal and external boundaries vanish completely; they become more open and permeable.
A) True
B) False
7 INCORRECT
One of the potential downsides of the ______________ structure is the difficulty in overcoming political and authority boundaries inside and outside the organization.
A) divisional
B) modular
C) barrier-free
D)
virtual
8 INCORRECT
Reebok contracts out manufacturing, thus enabling it to focus on its strengths in designing and marketing high-tech, fashionable footwear. This exemplifies a _________organization.
A) functional
B) barrier-free
C) virtual
D)
modular
9 INCORRECT
Which of the following is NOT a strategic concern when using outsourcing?
A) development of the wrong skills
B) loss of cross-functional skills
C) loss of control over a rival
D)
loss of power over a supplier
10 INCORRECT
Firms that do not achieve both adaptability and alignment are considered ambidextrous organizations.