BUAD 304
BUAD 304 Final Exam Questions with
Verified Anwers 2026 Updated
Group (defined by 4 criteria)
1) 2+ freely interacting individuals
2) share norms
3) share goals
4)have common identity
Formal Groups (fulfill 2 functions)
organizational(complex) and individual
Task Roles
enable group to define, clarify and pursue common purpose
Ex. initiator, information seeker/giver, evaluator
Maintenance Roles
foster supportive and constructive interpersonal relationships
Ex. encourager, compromiser, gatekeeper
Google Project Aristotle: What comprised their most successful teams?
= Psychological safety; confidence team will not embarrass, reject, punish for speaking
o Ex. conversation turn-taking, social sensitivity
♣ ^ Roadmap; 1. Get to know each other, 2. Establish safety, 3. Show vulnerability, 4.
Safety via feedback
Psychological Safety examples
conversation turn-taking, social sensitivity
Psychological Safety roadmap
1. Get to know each other, 2. Establish safety, 3. Show vulnerability, 4. Safety via
feedback
Army Crew Team
- Uncover Issues: Conflict between JV and V teams and within, no sense of Trust,
Coach P lacked leadership
- Select Main Problem: team dysfunction
- Create Solutions: have JV move to Varsity, switch members, change coaches
- Choose: Rebuild Varsity boat to their potential
- Translate Solution:
4 Common Denominators of All Organizations
1. Coordination of Effort (achieved through formulation and enforcement of
rules/regulations)
2. Aligned Goals (developed from companywide strategic plan)
3. Division of Labor
4. Hierarchy of Authority (chain of command)
1|Page
,BUAD 304
Organizational Culture (definition and 4 characteristics)
set of shared (taken-for-granted, implicit) assumptions that determines how a group
perceives, thinks about and/or reacts to various environments
1. shared concept in individual minds and social worlds
2. change/ learned over time
3. Influences psychological processes/ behavior at work
4. affects outcomes at multiple levels
3 Dimensions of Culture
1. Individualism vs. Collectivism
Independent, Self-Interest vs. Adjust to accommodate, family support and reliance
2. Egalitarian vs. Hierarchical
Participatory decision making, entrepreneurship vs. top-down, based on seniority
3. Direct vs. Indirect Communication
Close the door vs. It's getting cold in here...
^eye contact, blunt vs. stories, hints
Individualism vs. Collectivism (Dimension of Culture)
Independent, Self-Interest vs. Adjust to accommodate, family support and reliance
Egalitarianism vs. Hierarchical (Dimension of Culture)
Participatory decision making, entrepreneurship vs. top-down, based on seniority
Direct vs. Indirect Communication (Dimension of Culture)
Close the door vs. It's getting cold in here...
^eye contact, blunt vs. stories, hints
Manager in St. Louis
(cultural-barriers)
- Diane = engineer for machinery manufacturer signed w Japanese to upgrade
equipment
o Japanese: employee relations based on loyalty and long-term commitment
o American manager/employee relations exclude mixing business with pleasure
Cultural Intelligence
- capability to interpret someone's unfamiliar gestures/ adapt effectively to new cultural
contexts
- People successful socially have greater difficultly being accepted by cultural strangers
3 Measurements of Cultural Intelligence
1. Cognitive CQ: ability to plan for and recognize differences
2. Physical CQ: capacity to adapt nonverbal/verbal behaviors
3. Emotional CQ: comfort, confidence, and desire to adapt
how to increase Diversity?
1. Recruiting and hiring
2. Evaluation and promotion
Why? its legally, socially and morally desirable
2|Page
, BUAD 304
3 Guiding principles of Diversity
o Transparency; make expectations clear
o Consistency; apply standards systematically
o Accountability; someone held responsible
Barriers/ Challenges to Managing Diversity
Hostile working environment for diverse employees, difficulty balancing career and
family issues (mothers), resistance to change
Attributional Tendencies (2 bias' that distort interpretation of observed behavior)
Fundamental Attribution Bias: tendency to attribute behavior to personal characteristics
instead of to situational factors
Self-Serving Bias: tendency to take more personal responsibility for success than failure
Multiculturalism
people's differences are recognized and valued
"we strive to create a culture of inclusiveness in people, backgrounds, and ideas"
*allows for greater belonging, increased trust in organization, higher persistence
Colorblindness
people's differences are not recognized nor valued
"we strive to disregard differences among persons that do not matter in the workplace"
Stereotypes (3 types)
culturally produced shortcuts that shape perception/behavior
Cognitive: helps make sense of the world
Motivational: social identity protection
Control: creates power over others
Stereotype Formation (4-step process)
1. Categorization (ex. race, gender)
2. Inferences (infer all within category possess same traits)
3. Expectations
4. Maintenance (maintain)
Prejudice
biased evaluation based on actual or perceived characteristics
Discrimination
unequal treatment of groups of individuals
Yelp Case (general)
-Problem: Minimal diversity at large companies
Solutions: Diversity target, hiring quota, blind resumes by removing names
Spoiler Alert (Changing Individual Attitudes is Not a Panacea)
- Bias training must be coupled with efforts to de-bias systems
- De-biasing systems has lasting change
Network Benefits
3|Page
BUAD 304 Final Exam Questions with
Verified Anwers 2026 Updated
Group (defined by 4 criteria)
1) 2+ freely interacting individuals
2) share norms
3) share goals
4)have common identity
Formal Groups (fulfill 2 functions)
organizational(complex) and individual
Task Roles
enable group to define, clarify and pursue common purpose
Ex. initiator, information seeker/giver, evaluator
Maintenance Roles
foster supportive and constructive interpersonal relationships
Ex. encourager, compromiser, gatekeeper
Google Project Aristotle: What comprised their most successful teams?
= Psychological safety; confidence team will not embarrass, reject, punish for speaking
o Ex. conversation turn-taking, social sensitivity
♣ ^ Roadmap; 1. Get to know each other, 2. Establish safety, 3. Show vulnerability, 4.
Safety via feedback
Psychological Safety examples
conversation turn-taking, social sensitivity
Psychological Safety roadmap
1. Get to know each other, 2. Establish safety, 3. Show vulnerability, 4. Safety via
feedback
Army Crew Team
- Uncover Issues: Conflict between JV and V teams and within, no sense of Trust,
Coach P lacked leadership
- Select Main Problem: team dysfunction
- Create Solutions: have JV move to Varsity, switch members, change coaches
- Choose: Rebuild Varsity boat to their potential
- Translate Solution:
4 Common Denominators of All Organizations
1. Coordination of Effort (achieved through formulation and enforcement of
rules/regulations)
2. Aligned Goals (developed from companywide strategic plan)
3. Division of Labor
4. Hierarchy of Authority (chain of command)
1|Page
,BUAD 304
Organizational Culture (definition and 4 characteristics)
set of shared (taken-for-granted, implicit) assumptions that determines how a group
perceives, thinks about and/or reacts to various environments
1. shared concept in individual minds and social worlds
2. change/ learned over time
3. Influences psychological processes/ behavior at work
4. affects outcomes at multiple levels
3 Dimensions of Culture
1. Individualism vs. Collectivism
Independent, Self-Interest vs. Adjust to accommodate, family support and reliance
2. Egalitarian vs. Hierarchical
Participatory decision making, entrepreneurship vs. top-down, based on seniority
3. Direct vs. Indirect Communication
Close the door vs. It's getting cold in here...
^eye contact, blunt vs. stories, hints
Individualism vs. Collectivism (Dimension of Culture)
Independent, Self-Interest vs. Adjust to accommodate, family support and reliance
Egalitarianism vs. Hierarchical (Dimension of Culture)
Participatory decision making, entrepreneurship vs. top-down, based on seniority
Direct vs. Indirect Communication (Dimension of Culture)
Close the door vs. It's getting cold in here...
^eye contact, blunt vs. stories, hints
Manager in St. Louis
(cultural-barriers)
- Diane = engineer for machinery manufacturer signed w Japanese to upgrade
equipment
o Japanese: employee relations based on loyalty and long-term commitment
o American manager/employee relations exclude mixing business with pleasure
Cultural Intelligence
- capability to interpret someone's unfamiliar gestures/ adapt effectively to new cultural
contexts
- People successful socially have greater difficultly being accepted by cultural strangers
3 Measurements of Cultural Intelligence
1. Cognitive CQ: ability to plan for and recognize differences
2. Physical CQ: capacity to adapt nonverbal/verbal behaviors
3. Emotional CQ: comfort, confidence, and desire to adapt
how to increase Diversity?
1. Recruiting and hiring
2. Evaluation and promotion
Why? its legally, socially and morally desirable
2|Page
, BUAD 304
3 Guiding principles of Diversity
o Transparency; make expectations clear
o Consistency; apply standards systematically
o Accountability; someone held responsible
Barriers/ Challenges to Managing Diversity
Hostile working environment for diverse employees, difficulty balancing career and
family issues (mothers), resistance to change
Attributional Tendencies (2 bias' that distort interpretation of observed behavior)
Fundamental Attribution Bias: tendency to attribute behavior to personal characteristics
instead of to situational factors
Self-Serving Bias: tendency to take more personal responsibility for success than failure
Multiculturalism
people's differences are recognized and valued
"we strive to create a culture of inclusiveness in people, backgrounds, and ideas"
*allows for greater belonging, increased trust in organization, higher persistence
Colorblindness
people's differences are not recognized nor valued
"we strive to disregard differences among persons that do not matter in the workplace"
Stereotypes (3 types)
culturally produced shortcuts that shape perception/behavior
Cognitive: helps make sense of the world
Motivational: social identity protection
Control: creates power over others
Stereotype Formation (4-step process)
1. Categorization (ex. race, gender)
2. Inferences (infer all within category possess same traits)
3. Expectations
4. Maintenance (maintain)
Prejudice
biased evaluation based on actual or perceived characteristics
Discrimination
unequal treatment of groups of individuals
Yelp Case (general)
-Problem: Minimal diversity at large companies
Solutions: Diversity target, hiring quota, blind resumes by removing names
Spoiler Alert (Changing Individual Attitudes is Not a Panacea)
- Bias training must be coupled with efforts to de-bias systems
- De-biasing systems has lasting change
Network Benefits
3|Page
