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| 1 | |
As shown in "Getting a Grip on Group Behavior," the behavior of groups can be adjusted using sociological tools that: |
| | A) | adjust emotions. |
| | B) | eliminate feelings. |
| | C) | predict failure. |
| | D) | adjust relationships, not people. |
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| 2 | |
According to "Shifting Paradigms: From Newton to Chaos," the core of the Newtonian paradigm is: |
| | A) | the laws of motion. |
| | B) | the innate balance between good and evil. |
| | C) | gravity. |
| | D) | predictability. |
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| 3 | |
According to the author of "The New Frontier: Transformation of Management for the New Millennium," the new century's competitive landscape will be characterized by: |
| | A) | stability. |
| | B) | substantial and discontinuous change. |
| | C) | slow but steady change. |
| | D) | a return to traditional management techniques. |
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| 4 | |
The author of "Employer Sanctions Against Immigrant Workers" claims that unions and immigrants: |
| | A) | are wary of each other. |
| | B) | remain traditional enemies. |
| | C) | have embraced each other in a big way. |
| | D) | have always worked together closely. |
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| 5 | |
As shown in "Straight Down the Line," many employers see the link between line managers and other workers as: |
| | A) | an annoyance. |
| | B) | an issue to be dealt with in meetings. |
| | C) | a method of solving financial issues. |
| | D) | a window of opportunity to help promote better communication. |
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| 6 | |
As discussed in "Cultural Diversity and the Dynamism of History," the majority of conflicts throughout history have been caused by: |
| | A) | cultural and religious differences. |
| | B) | political or economic differences. |
| | C) | military ambition. |
| | D) | racial differences. |
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| 7 | |
As outlined in "Individual and Organizational Accountabilities: Reducing Stereotypes and Prejudice Within the Workplace," the important benefits of having all individuals acting as change agents in developing an inclusive organizational culture include all of the following except that this approach: |
| | A) | incorporates persons with disabilities into the change equation. |
| | B) | perceives individuals as a complete diversity package. |
| | C) | decreases the feeling of helplessness and victimization in targets. |
| | D) | exempts senior management. |
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| 8 | |
As stipulated in "Ethics of Tomorrow's Business Managers: The Influence of Personal Beliefs and Values, Individual Characteristics, and Situational Factors," the decision to cheat: |
| | A) | is always blamed on parental upbringing. |
| | B) | should not be considered seriously. |
| | C) | varies with the institution. |
| | D) | inherently lies within the individual's personal-value system. |
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| 9 | |
The author of "The Beauty of the Organizational Beast" believes that the world is changed by: |
| | A) | people who work the longest hours. |
| | B) | passionate, committed people. |
| | C) | highly educated people, mostly. |
| | D) | people who are lucky in life. |
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| 10 | |
As shown in "Peer Responses to Low Performers: An Attributional Model of Helping in the Context of Groups," agreeableness plays: |
| | A) | a role in determining promotional qualifications. |
| | B) | a decided factor in group achievement. |
| | C) | directly into decision-making opportunities. |
| | D) | an important role in interdependent-task settings. |
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| 11 | |
As brought out in "The New (Beep, Beep) Rules of HRD," roadrunner-training organizations want every player to: |
| | A) | act as part of a larger group. |
| | B) | be screened carefully. |
| | C) | think conservatively. |
| | D) | be fully engaged. |
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| 12 | |
As delineated in "Are We Writing the Obituary for the Learning Organization?" the pace of the marketplace compels us to: |
| | A) | eliminate extraneous activities. |
| | B) | reduce fringe benefits. |
| | C) | redefine organizational priorities. |
| | D) | continue learning more in order to adapt and grow in our careers. |
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| 13 | |
Stumbling blocks to success, as noted in "Flying Off Over Office Politics," generally arise when departments work: |
| | A) | too closely together. |
| | B) | in competition. |
| | C) | without strong leadership. |
| | D) | on the same project and fail to communicate. |
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| 14 | |
According to "Identifying Who Matters: Mapping Key Players in Multiple Environments," in order to be competitive, a company must simultaneously manage relationships in all of the following realms except the: |
| | A) | political. |
| | B) | technological. |
| | C) | economic. |
| | D) | military. |
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| 15 | |
The primary focus in "Passing the Word: Toward a Model of Gossip and Power in the Workplace" is on: |
| | A) | male-female gossip. |
| | B) | boss-underling gossip. |
| | C) | peer gossip. |
| | D) | workplace gossip. |
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| 16 | |
According to "Leadership A to Z," leadership is about getting people to focus on all of the following except: |
| | A) | learning things. |
| | B) | avoiding controversial things. |
| | C) | doing things. |
| | D) | emulating things in order to be effective. |
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| 17 | |
As brought out in "The Manager as Political Leader: A Challenge to Professionalism?" the key factor in the success of Chief Administrative Officer Dennis Hays was his ability to: |
| | A) | crunch numbers. |
| | B) | maintain his political neutrality and therefore his trustworthiness. |
| | C) | advance the career of the mayor. |
| | D) | placate the ISC and NASCAR representatives. |
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| 18 | |
As maintained in "Political Skill: An Antidote for Workplace Stressors," firms selecting managers for high-level jobs should choose individuals with high levels of: |
| | A) | writing ability. |
| | B) | research and design background. |
| | C) | industrial resources. |
| | D) | political skill. |
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| 19 | |
As defined in "Team Structure and Performance: Assessing the Mediating Role of Intrateam Process and the Moderating Role of Task Type," team structure is team relationships that determine the allocation of all of the following except: |
| | A) | tasks. |
| | B) | responsibilities. |
| | C) | money. |
| | D) | authority. |
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| 20 | |
Because people are the most critical resource in organizations, according to "The Strands That Connect: An Empirical Assessment of How Organizational Design Links Employees to the Organization": |
| | A) | human resources must be developed outside normative standards. |
| | B) | it is better to under-employ than over-employ. |
| | C) | only global businesses are able to succeed. |
| | D) | management must create a common culture that aligns employees to a common goal. |
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| 21 | |
According to "A Closer Look: Re-Viewing the Organization," the basic purpose of an organization is to: |
| | A) | eliminate duplicative activity. |
| | B) | promote new designs. |
| | C) | minimize competition. |
| | D) | produce its products and services. |
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| 22 | |
According to "The Future That Has Already Happened," knowledge: |
| | A) | has already met its limits. |
| | B) | cannot be harnessed for the good of a company. |
| | C) | is an important resource. |
| | D) | should be evaluated just like other resources. |
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| 23 | |
According to "Creating a Hybrid Organizational Form From Parental Blueprints: The Emergence and Evolution of Knowledge Firms," the resource space for new organizational forms is created by changes in all of the following except: |
| | A) | the social structure of societies. |
| | B) | environmental resources. |
| | C) | the financial climate. |
| | D) | technologies. |
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| 24 | |
As given in "What Might Work Look Like?" the guiding value of society should be to: |
| | A) | maximize the output of an economy. |
| | B) | minimize economic conflict. |
| | C) | create inclusive structures. |
| | D) | meet people's needs and develop their capacities. |
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| 25 | |
As set forth in "Knowledge Transfer: A Basis for Competitive Advantage in Firms," the creation and transfer of knowledge in organizations: |
| | A) | is an overrated commodity. |
| | B) | varies little from industry to industry. |
| | C) | provides a basis for competitive advantage in firms. |
| | D) | is the basis of workplace power. |
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| 26 | |
According to "Strategizing for HR," an HR strategic plan is made up of all the following except: |
| | A) | market conditions. |
| | B) | goals. |
| | C) | the larger purpose of the department. |
| | D) | strategies for achieving goals. |
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| 27 | |
As described in "Managing Social Capital," social capital is: |
| | A) | a firm's goodwill with consumers. |
| | B) | an organization's emotional and spiritual resources. |
| | C) | a company's history. |
| | D) | a corporation's standing with its competitors. |
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| 28 | |
As maintained in "The Six Levers for Managing Organizational Culture," management must recognize that: |
| | A) | employees must function in unison. |
| | B) | change is inevitable. |
| | C) | production equals input. |
| | D) | there is no single organizational culture. |
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| 29 | |
According to "Who Gets to Run the World?" processes used to select leaders for international organizations: |
| | A) | generally produce the most capable candidate. |
| | B) | tend to favor candidates from large-population countries. |
| | C) | are generally deemed satisfactory. |
| | D) | are often influenced by political considerations. |
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| 30 | |
Some managers feel, as explained in "Mind Your Own Business: How to Handle Pressure," that the challenge of pressure: |
| | A) | is not worth the end results. |
| | B) | can never be adequately described. |
| | C) | should be eliminated from work totally. |
| | D) | is a spur to accomplishment. |
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| 31 | |
To respond to the pace of change, as characterized in "Rethinking Resistance and Recognizing Ambivalence: A Multidimensional View of Attitudes Toward an Organizational Change," organizations are: |
| | A) | reducing technical communication. |
| | B) | programming more informal meetings. |
| | C) | proposing structured training. |
| | D) | adopting more agile structures and more empowering,
team-oriented cultures. |
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