MBA 560 FINAL EXAM QUESTIONS AND ACCURATE
ANSWERS A+ GRADED
managing diversity - ANSWER Managing a culturally diverse workforce by recognizing the
characteristics common to specific groups of employees while dealing with such employees as
individuals and supporting, nurturing, and utilizing their differences to the organization's
advantage. Managing diversity means not just tolerating differences but utilizing differences
to the organization's advantage
sexual harassment - ANSWER Conduct of a sexual nature that has negative consequences for
employment
affirmative action - ANSWER Special efforts to recruit and hire qualified members of groups
that have been discriminated against in the past
monolithic organization - ANSWER An organization that has a low degree of structural
integration—employing few women, minorities, or other groups that differ from the
majority—and thus has a highly homogeneous employee population
pluralistic organization - ANSWER An organization that has a relatively diverse employee
population and makes an effort to involve employees from different gender, racial, or cultural
backgrounds
multicultural organization - ANSWER An organization that values cultural diversity and seeks
,to utilize and encourage it
Guidelines for Diversity Training - ANSWER 1. Position training in your broad diversity
strategy
2. Do a thorough needs analysis
3. Distinguish between education and training
4. Use a participative design process
5. Test the training thoroughly before rollout
6. Incorporate diversity programs into the core training curriculum
The Best Leaders - ANSWER 1. Challenge the process
2. Inspire a shared vision
3. Enable others to act
4. Model the way
5. Encourage the heart
vision - ANSWER A mental image of a possible and desirable future state of the organization
supervisory leadership - ANSWER Behavior that provides guidance, support, and corrective
feedback for day-to-day activities
, strategic leadership - ANSWER Behavior that gives purpose and meaning to organizations,
envisioning and creating a positive future
power - ANSWER The ability to influence others
Authority - ANSWER control over rewards, control over punishment, appealing personal
characteristics, Expertise
Legitimate Power - ANSWER The leader with legitimate power has the right, or the authority,
to tell others what to do; employees are obligated to comply with legitimate orders. For
example, a supervisor tells an employee to remove a safety hazard, and the employee
removes the hazard because he has to obey the authority of his boss. In contrast, when a staff
person lacks the authority to give an order to a line manager, the staff person has no
legitimate power over the manager. As you might guess, managers have more legitimate
power over their direct reports than they do over their peers, bosses, and others inside or
outside their organizations
Reward Power - ANSWER The leader who has reward power influences others because she
controls valued rewards; people comply with the leader's wishes to receive those rewards. For
example, a manager works hard to achieve her performance goals to get a positive
performance review and a big pay raise from her boss. On the other hand, if company policy
dictates that everyone receive the same salary increase, a leader's reward power decreases
because he or she is unable to give higher raises
Coercive Power - ANSWER Coercive Power The leader with coercive power has control over
ANSWERS A+ GRADED
managing diversity - ANSWER Managing a culturally diverse workforce by recognizing the
characteristics common to specific groups of employees while dealing with such employees as
individuals and supporting, nurturing, and utilizing their differences to the organization's
advantage. Managing diversity means not just tolerating differences but utilizing differences
to the organization's advantage
sexual harassment - ANSWER Conduct of a sexual nature that has negative consequences for
employment
affirmative action - ANSWER Special efforts to recruit and hire qualified members of groups
that have been discriminated against in the past
monolithic organization - ANSWER An organization that has a low degree of structural
integration—employing few women, minorities, or other groups that differ from the
majority—and thus has a highly homogeneous employee population
pluralistic organization - ANSWER An organization that has a relatively diverse employee
population and makes an effort to involve employees from different gender, racial, or cultural
backgrounds
multicultural organization - ANSWER An organization that values cultural diversity and seeks
,to utilize and encourage it
Guidelines for Diversity Training - ANSWER 1. Position training in your broad diversity
strategy
2. Do a thorough needs analysis
3. Distinguish between education and training
4. Use a participative design process
5. Test the training thoroughly before rollout
6. Incorporate diversity programs into the core training curriculum
The Best Leaders - ANSWER 1. Challenge the process
2. Inspire a shared vision
3. Enable others to act
4. Model the way
5. Encourage the heart
vision - ANSWER A mental image of a possible and desirable future state of the organization
supervisory leadership - ANSWER Behavior that provides guidance, support, and corrective
feedback for day-to-day activities
, strategic leadership - ANSWER Behavior that gives purpose and meaning to organizations,
envisioning and creating a positive future
power - ANSWER The ability to influence others
Authority - ANSWER control over rewards, control over punishment, appealing personal
characteristics, Expertise
Legitimate Power - ANSWER The leader with legitimate power has the right, or the authority,
to tell others what to do; employees are obligated to comply with legitimate orders. For
example, a supervisor tells an employee to remove a safety hazard, and the employee
removes the hazard because he has to obey the authority of his boss. In contrast, when a staff
person lacks the authority to give an order to a line manager, the staff person has no
legitimate power over the manager. As you might guess, managers have more legitimate
power over their direct reports than they do over their peers, bosses, and others inside or
outside their organizations
Reward Power - ANSWER The leader who has reward power influences others because she
controls valued rewards; people comply with the leader's wishes to receive those rewards. For
example, a manager works hard to achieve her performance goals to get a positive
performance review and a big pay raise from her boss. On the other hand, if company policy
dictates that everyone receive the same salary increase, a leader's reward power decreases
because he or she is unable to give higher raises
Coercive Power - ANSWER Coercive Power The leader with coercive power has control over
