Management Exam 1- Chapters 1-6
with Complete Solutions
Employee's talents - ANSWER-What they know, what they learn, and what they do with
it
Intellectual capital - ANSWER-the collective brainpower or shared knowledge of a
workforce
Workforce diversity - ANSWER-describes differences among workers in gender, race,
age, ethnicity, religion, sexual orientation and able-bodiness
Glass-Ceiling Effect - ANSWER-an invisible barrier that limits the career advancement
and promotion of women and minorities
Globalization - ANSWER-the worldwide interdependence of resource flows, product
markets, and business competition that characterizes the new economy
Virtual Working Environments - ANSWER-have decreased the need for face-to-face
meetings, international travel and sharing of information
Integrity and ethical leadership - ANSWER-must be practiced at all organizational levels
Value Creation - ANSWER-when a business or nonprofit organization adds value to the
original cost of resource inputs then the business organization earns a profit or the
nonprofit organization adds wealth to society
Top Managers - ANSWER-guide the performance of an organization as a whole or of
one of its major parts
Line Managers - ANSWER-directly contribute to producing the organization's goods or
services
Learning Styles - ANSWER-Accommodator;
Diverger;
Converger;
Assimilator
Accommodator - ANSWER-likes hands on activities, to learn by doing
Diverger - ANSWER-Likes imagining, to learn by observing
,Converger - ANSWER-Likes to experiment, learn by problem solving
Assimilator - ANSWER-Likes logical reasoning, to learn by information
Three Branches of the Class Approach to Managment - ANSWER-Scientific
Management;
Administrative Principles;
Bureaucratic Organization
Classical Approach - ANSWER-the belief that people will rationally consider available
opportunities and do whatever is necessary to achieve the greatest personal economic
gain
Motion Study - ANSWER-the science or reducing a task to its basic physical motions in
order to improve performance
Maslow's Theory of Human Needs - ANSWER-A need is a physiological psychological
deficiency as person feels compelled to satisfy
Physiological, safety, social, esteem, self-actualisation
Management Science - ANSWER-focuses specifically on applying mathematical
techniques to solve management problems
Analytics - ANSWER-the systematic use and analysis of data to solve problems and
make informed decisions
Contingency Thinking - ANSWER-tries to match management practices with situational
demands
The Basic Principles Behind TQM that Deming Taught the Japanese - ANSWER-Tally
defects;
analyze and trace them to the source;
make corrections;
measure what follows
Learning Organization - ANSWER-continuously changes and improves using the
lessons of experience
The History of Management - ANSWER-Provides many useful lessons, some of which
we are still trying to perfect
Criticisms of the Hawthorne Studies - ANSWER-Poor research design;
weak empirical support for the conclusions drawn;
the tendency of researchers to over generalize their findings
, Evidence-based managment - ANSWER-Involves making decisions based on hard
facts about what really works (i.e. employment security, selective hiring, self-managing
teams, shared information, etc.)
Ethics - ANSWER-Reflects the code of moral principles that sets standards as to what
is "good" versus "bad" or "right" versus "wrong" in people's conduct, and thereby guides
their moral choices and behavior
Moral-Rights view - ANSWER-concerns the protection of employees with respect to
their rights to privacy, due process, free speech, free consent, health and safety, and
freedom of conscience
Procedural Justice - ANSWER-the degree to which policies and rules are fairly
administered to all individuals in an organization
Distributive Justice - ANSWER-the degree to which outcomes are allocated without
regard to ethnicity, race, gender, age, or other individual differences criteria
Ethical Dilemma - ANSWER-Occurs when someone must choose between a course of
action offering personal or organization benefit or both, but for which there is no clear
right or wrong decision
Ethical Anchors - ANSWER-Provided by the virtues of honesty, fairness, integrity and
self-respect that help people make correct decisions even when circumstances are
ambiguous and situational pressures are difficult
Potential Risks of Whistleblowers - ANSWER-Impaired career progress;
Retaliatory termination;
Being disliked by peers;
Character Assassination
Immoral Manager - ANSWER-chooses to behave unethically
Amoral Manager - ANSWER-fails to consider the ethics of his or her behavior
Moral Manager - ANSWER-makes ethical behavior a personal goal
Corporate Social Responsibility - ANSWER-the obligation of an organization to serve
the interests of society in addition to its own interest
The Obstructionist Strategy of Social Responsibility - ANSWER-meets the
organization's economic responsibility
Offshoring - ANSWER-the outsourcing of jobs to foreign locations
with Complete Solutions
Employee's talents - ANSWER-What they know, what they learn, and what they do with
it
Intellectual capital - ANSWER-the collective brainpower or shared knowledge of a
workforce
Workforce diversity - ANSWER-describes differences among workers in gender, race,
age, ethnicity, religion, sexual orientation and able-bodiness
Glass-Ceiling Effect - ANSWER-an invisible barrier that limits the career advancement
and promotion of women and minorities
Globalization - ANSWER-the worldwide interdependence of resource flows, product
markets, and business competition that characterizes the new economy
Virtual Working Environments - ANSWER-have decreased the need for face-to-face
meetings, international travel and sharing of information
Integrity and ethical leadership - ANSWER-must be practiced at all organizational levels
Value Creation - ANSWER-when a business or nonprofit organization adds value to the
original cost of resource inputs then the business organization earns a profit or the
nonprofit organization adds wealth to society
Top Managers - ANSWER-guide the performance of an organization as a whole or of
one of its major parts
Line Managers - ANSWER-directly contribute to producing the organization's goods or
services
Learning Styles - ANSWER-Accommodator;
Diverger;
Converger;
Assimilator
Accommodator - ANSWER-likes hands on activities, to learn by doing
Diverger - ANSWER-Likes imagining, to learn by observing
,Converger - ANSWER-Likes to experiment, learn by problem solving
Assimilator - ANSWER-Likes logical reasoning, to learn by information
Three Branches of the Class Approach to Managment - ANSWER-Scientific
Management;
Administrative Principles;
Bureaucratic Organization
Classical Approach - ANSWER-the belief that people will rationally consider available
opportunities and do whatever is necessary to achieve the greatest personal economic
gain
Motion Study - ANSWER-the science or reducing a task to its basic physical motions in
order to improve performance
Maslow's Theory of Human Needs - ANSWER-A need is a physiological psychological
deficiency as person feels compelled to satisfy
Physiological, safety, social, esteem, self-actualisation
Management Science - ANSWER-focuses specifically on applying mathematical
techniques to solve management problems
Analytics - ANSWER-the systematic use and analysis of data to solve problems and
make informed decisions
Contingency Thinking - ANSWER-tries to match management practices with situational
demands
The Basic Principles Behind TQM that Deming Taught the Japanese - ANSWER-Tally
defects;
analyze and trace them to the source;
make corrections;
measure what follows
Learning Organization - ANSWER-continuously changes and improves using the
lessons of experience
The History of Management - ANSWER-Provides many useful lessons, some of which
we are still trying to perfect
Criticisms of the Hawthorne Studies - ANSWER-Poor research design;
weak empirical support for the conclusions drawn;
the tendency of researchers to over generalize their findings
, Evidence-based managment - ANSWER-Involves making decisions based on hard
facts about what really works (i.e. employment security, selective hiring, self-managing
teams, shared information, etc.)
Ethics - ANSWER-Reflects the code of moral principles that sets standards as to what
is "good" versus "bad" or "right" versus "wrong" in people's conduct, and thereby guides
their moral choices and behavior
Moral-Rights view - ANSWER-concerns the protection of employees with respect to
their rights to privacy, due process, free speech, free consent, health and safety, and
freedom of conscience
Procedural Justice - ANSWER-the degree to which policies and rules are fairly
administered to all individuals in an organization
Distributive Justice - ANSWER-the degree to which outcomes are allocated without
regard to ethnicity, race, gender, age, or other individual differences criteria
Ethical Dilemma - ANSWER-Occurs when someone must choose between a course of
action offering personal or organization benefit or both, but for which there is no clear
right or wrong decision
Ethical Anchors - ANSWER-Provided by the virtues of honesty, fairness, integrity and
self-respect that help people make correct decisions even when circumstances are
ambiguous and situational pressures are difficult
Potential Risks of Whistleblowers - ANSWER-Impaired career progress;
Retaliatory termination;
Being disliked by peers;
Character Assassination
Immoral Manager - ANSWER-chooses to behave unethically
Amoral Manager - ANSWER-fails to consider the ethics of his or her behavior
Moral Manager - ANSWER-makes ethical behavior a personal goal
Corporate Social Responsibility - ANSWER-the obligation of an organization to serve
the interests of society in addition to its own interest
The Obstructionist Strategy of Social Responsibility - ANSWER-meets the
organization's economic responsibility
Offshoring - ANSWER-the outsourcing of jobs to foreign locations
