MBA704 EXAM 1 QUESTIONS AND
ANSWERS 100% ACCURATE
What are three challenges facing management? - ANSWER-o View employees as
assets rather than costs
o Make employees feel valued
o Recognize and appreciate the importance of human resources
Not only recognize and appreciate the importance of human resources but also use
recent history as a catalyst for change in the understanding and management of human
resources - ANSWER-Paradigm shift
What are the three management dimensions (skills)? - ANSWER-• Technical—
functional expertise
• Conceptual—being able to see the big picture and how different parts of organization
work together
• Human—people skills
Theory X—assumption that employees are lazy and only interested in money -
ANSWER-traditional human relations approach
Human behavior more complicated than just providing good pay, proper working
conditions, and job security - ANSWER-organizational behavior approach
Employees are complex, and theoretical understanding supported by research is
needed before applications are made to manage employees - ANSWER-organizational
behavior approach
status of OB to real world management:
only ____ of organizations buy into importance and value of human resources,
incorporate high performance work practices, and stick with these practices - ANSWER-
1/8
The gap between managers knowing the value of the human factor and strategies to
improve performance but doing nothing about it - ANSWER-knowing-doing gap
what are the five reasons for knowing-doing gap? - ANSWER-• Talk but no action
• Fear
• Internal competition
• Poorly designed and complex measurement systems
• Reliance on precedent
• Use hard facts and empirical evidence to make decisions
,• Make organizational decisions informed by social science and organizational research
- ANSWER-evidence-based management
• Move decisions away from personal preference and unsystematic experience toward
those based on the best available scientific evidence
• Satisfies the need to refocus management education based on valid theory and
research, translated for effective practice - ANSWER-evidence-based management
• Beginning of the systematic study and understanding of organizational behavior -
ANSWER-hawthorne studies
what's a list of the four hawthorne studies - ANSWER--illumination studies
-relay room study
-bank wiring room study
-hawthorne effect
• Effect of light intensity on employee productivity
• Productivity increased even at moonlight level - ANSWER-illumination studies
• Effect of workday length, rest breaks, and pay on productivity
• Productivity increased even when factors returned to normal - ANSWER-relay room
study
• Regular supervisors used; productivity decreased; output restricted by group members
- ANSWER-bank wiring room study
• Conclusion that increased productivity was due to special attention & interesting work
in relay room study
• Minimized effect of small groups and supervision - ANSWER-hawthorne effect
what are the five scientific perspective rules? - ANSWER-• Purpose—understanding,
prediction, and control
• Definitions—precise and operational
• Measures—reliable and valid
• Methods—systematic
• Results—cumulative
• Why something occurs
• Allows the researcher to deduce logical propositions or hypotheses that can be tested
by acceptable research designs - ANSWER-theory
• Primary aim of any ____ is to establish a cause-and-effect relationship
• Survey Studies
• Case Studies - ANSWER-research design
, • Manipulation of independent variables to measure their effect on, or the change in,
dependent variables, while everything else is held constant or controlled - ANSWER-
experimental design
____ validity exists if there are no plausible alternative explanations of the reported
results other than those reported - ANSWER-internal
____ validity exists if the results are applicable to a wide range of people and situations
- ANSWER-external
• U.S. women on average trail men in pay for same type of job
• Improving—U.S. women represent 1/2 of college students; 1/3 of MBA degree holders,
and 1/2 of middle managers - ANSWER-changing demographics (emergence)
• Protection from age, pregnancy, disability, Civil Rights protected classes, and
family/medical discrimination - ANSWER-legislation and lawsuits (emergence)
• Cultural diversity a by-product of going international - ANSWER-growth in international
business (emergence)
• Diversity associated with more innovation and potential breakthrough competitive
advantages - ANSWER-competitive pressures (emergence)
• Diversity associated with higher productivity, return on equity, and market performance
- ANSWER-need for diverse viewpoints (emergence)
• The understanding, prediction, and management of human behavior in organizations -
ANSWER-organizational behavior
what are the three ob theoretical frameworks - ANSWER-cognitive, behavioristic, and
social cognitive
Gives humans credit and assumes that behavior is purposeful and goal oriented -
ANSWER-cognitive (theoretical framework)
States that behavior is a function of its contingent environmental consequences;
cognitions are not needed - ANSWER-behavioristic (theoretical framework)
Acknowledges human cognitions and environment role in behavior; says that
cognitions, environment, and behavior interact and determine each other - ANSWER-
social cognitive (theoretical framework)
• Organizational behavior results from the reciprocal interaction among the unique
personality characteristics of organizational participants, organizational environment
factors such as supervisor recognition or pay for performance, and the organizational
behavior itself - ANSWER-social cognitive theory
ANSWERS 100% ACCURATE
What are three challenges facing management? - ANSWER-o View employees as
assets rather than costs
o Make employees feel valued
o Recognize and appreciate the importance of human resources
Not only recognize and appreciate the importance of human resources but also use
recent history as a catalyst for change in the understanding and management of human
resources - ANSWER-Paradigm shift
What are the three management dimensions (skills)? - ANSWER-• Technical—
functional expertise
• Conceptual—being able to see the big picture and how different parts of organization
work together
• Human—people skills
Theory X—assumption that employees are lazy and only interested in money -
ANSWER-traditional human relations approach
Human behavior more complicated than just providing good pay, proper working
conditions, and job security - ANSWER-organizational behavior approach
Employees are complex, and theoretical understanding supported by research is
needed before applications are made to manage employees - ANSWER-organizational
behavior approach
status of OB to real world management:
only ____ of organizations buy into importance and value of human resources,
incorporate high performance work practices, and stick with these practices - ANSWER-
1/8
The gap between managers knowing the value of the human factor and strategies to
improve performance but doing nothing about it - ANSWER-knowing-doing gap
what are the five reasons for knowing-doing gap? - ANSWER-• Talk but no action
• Fear
• Internal competition
• Poorly designed and complex measurement systems
• Reliance on precedent
• Use hard facts and empirical evidence to make decisions
,• Make organizational decisions informed by social science and organizational research
- ANSWER-evidence-based management
• Move decisions away from personal preference and unsystematic experience toward
those based on the best available scientific evidence
• Satisfies the need to refocus management education based on valid theory and
research, translated for effective practice - ANSWER-evidence-based management
• Beginning of the systematic study and understanding of organizational behavior -
ANSWER-hawthorne studies
what's a list of the four hawthorne studies - ANSWER--illumination studies
-relay room study
-bank wiring room study
-hawthorne effect
• Effect of light intensity on employee productivity
• Productivity increased even at moonlight level - ANSWER-illumination studies
• Effect of workday length, rest breaks, and pay on productivity
• Productivity increased even when factors returned to normal - ANSWER-relay room
study
• Regular supervisors used; productivity decreased; output restricted by group members
- ANSWER-bank wiring room study
• Conclusion that increased productivity was due to special attention & interesting work
in relay room study
• Minimized effect of small groups and supervision - ANSWER-hawthorne effect
what are the five scientific perspective rules? - ANSWER-• Purpose—understanding,
prediction, and control
• Definitions—precise and operational
• Measures—reliable and valid
• Methods—systematic
• Results—cumulative
• Why something occurs
• Allows the researcher to deduce logical propositions or hypotheses that can be tested
by acceptable research designs - ANSWER-theory
• Primary aim of any ____ is to establish a cause-and-effect relationship
• Survey Studies
• Case Studies - ANSWER-research design
, • Manipulation of independent variables to measure their effect on, or the change in,
dependent variables, while everything else is held constant or controlled - ANSWER-
experimental design
____ validity exists if there are no plausible alternative explanations of the reported
results other than those reported - ANSWER-internal
____ validity exists if the results are applicable to a wide range of people and situations
- ANSWER-external
• U.S. women on average trail men in pay for same type of job
• Improving—U.S. women represent 1/2 of college students; 1/3 of MBA degree holders,
and 1/2 of middle managers - ANSWER-changing demographics (emergence)
• Protection from age, pregnancy, disability, Civil Rights protected classes, and
family/medical discrimination - ANSWER-legislation and lawsuits (emergence)
• Cultural diversity a by-product of going international - ANSWER-growth in international
business (emergence)
• Diversity associated with more innovation and potential breakthrough competitive
advantages - ANSWER-competitive pressures (emergence)
• Diversity associated with higher productivity, return on equity, and market performance
- ANSWER-need for diverse viewpoints (emergence)
• The understanding, prediction, and management of human behavior in organizations -
ANSWER-organizational behavior
what are the three ob theoretical frameworks - ANSWER-cognitive, behavioristic, and
social cognitive
Gives humans credit and assumes that behavior is purposeful and goal oriented -
ANSWER-cognitive (theoretical framework)
States that behavior is a function of its contingent environmental consequences;
cognitions are not needed - ANSWER-behavioristic (theoretical framework)
Acknowledges human cognitions and environment role in behavior; says that
cognitions, environment, and behavior interact and determine each other - ANSWER-
social cognitive (theoretical framework)
• Organizational behavior results from the reciprocal interaction among the unique
personality characteristics of organizational participants, organizational environment
factors such as supervisor recognition or pay for performance, and the organizational
behavior itself - ANSWER-social cognitive theory
