Individual and Group Decision Making, Organization and Human Resource Management Questions

Chapter 7 Questions: True / False Questions

1. Sue tends to have strong beliefs. When confronted with decision making, she tends to make her decisions based on her beliefs, even if evidence shows those beliefs are wrong. This is known as the past-beliefs perception.
True    False

2. Tom is in the marketing department with Home Made Soups. He was given the responsibility of determining if customers like the new spicy chicken noodle soup. It is believed that over 4,000 customers purchased the new soup last month. If Tom surveys 25 of those customers, this is an appropriate sample size for decision making.
True    False

3. Decision making is the process of identifying and choosing alternative courses of action.
True    False

4. Psychologist Daniel Kahneman describes two kinds of thinking: System 1, which is intuitive and largely unconscious, and System 2, which is analytical and conscious.
True    False

5. Some engineers design electronic products, such as DVD remote controls, with so many buttons that these devices are ultimately useful only to other engineers. As one writer noted, “People who design products are experts cursed by their knowledge, and they can’t imagine what it’s like to be as ignorant as the rest of us.” This is known as the curse of knowledge.
True    False

6. The rational model of decision making explains how managers should make decisions.
True    False

7. The rational model of decision making is also called the logical model.
True    False

8. The steps in the rational decision-making process are (1) identify the problem or opportunity, (2) think up alternative solutions, (3) evaluate the solution chosen, (4) evaluate alternatives and select a solution, and (5) implement the solution chosen.
True    False

9. As a manager evaluates alternative solutions to a problem, that is the time to identify opportunities.
True    False

10. When confronted with a problem, the decision to be made is how to make improvements. This is known as diagnosis or analyzing the underlying causes.
True    False

Multiple Choice Questions

11. When confronted with a choice, people with strong prior beliefs tend to make their decisions based on their beliefs even if their beliefs are false. This is known as ____.

A. prior-hypothesis bias
B. narrow-minded perception
C. tunnel vision bias
D. the curse of knowledge
E. single-vision stereotyping

12. A choice made from among available alternatives is a ____.
A. decision
B. plan
C. goal
D. consensus
E. value statement

13. George, a longtime hotel manager, was meeting with Sally, a new manager, and telling her about a recent decision related to whether or not to fire a front desk employee who has had customer service issues. George discussed the four stages of the decision process. He said, “I first identified the problem, and then, I gathered alternative solutions. I then evaluated each choice and selected a solution. I then implemented my decision to add training. Finally, I followed up with an evaluation of what I set in place.” With this decision, George is using the ______.
A. employee relations model
B. focused decision-making model
C. interpersonal-decision agenda
D. solutions agenda
E. rational decision-making model

14. The model of decision making that explains how managers should make decisions, assuming managers will make logical decisions that will be the optimum in furthering the organization’s best interests, is known as the ____.
A. employee relations model
B. focused decision-making model
C. interpersonal-decision agenda
D. solutions agenda
E. rational decision-making model

15. Alex is the R&D manager with Digital Copier. The company is having a problem with one of its most popular copiers jamming. The vice president of marketing told Alex that “we need to quickly discover how to make this a desirable situation. You need to determine the underlying cause of the problem and perhaps even make improvements to the copier.” This is an example of ____.
A. synergy
B. diagnosis
C. analytics
D. feasibility
E. MBO

Chapter 8 Questions
True / False Questions

1. Oakland, California, productivity expert Odette Pollar proposed that “To do more in a day, you must do more and do everything faster.”
True    False

2. Productivity expert Odette Pollar recommends that managers delegate emergencies and any matters that are confidential or involve counseling of subordinates to qualified assistant managers.
True    False

3. The organizational culture is also called corporate culture.
True    False

4. A system of shared beliefs and values that develops within an organization and guides the behavior of its members is known as the corporate system.
True    False

5. Just as human beings have a personality, organizations also have a “personality”—the product(s) they sell and the type(s) of market(s) they participate in.
True    False

6. The elements that drive an organization’s culture also vary, representing the values of the founder, the industry and business environment, the national culture, the organization’s vision and strategies, and the behavior of leaders.
True    False

7. The formal and informal marketing systems of goods, services, and ideas, along with the customer relationships, that an organization sells are known as its organizational structure.
True    False

8. A clan culture is a type of dysfunctional organization that has little collaboration and cohesion among employees, thus worker job satisfaction and commitment are low.
True    False

9. Another type of culture that stems from a dysfunctional organization, with an internal focus and little flexibility, innovation, and creativity, is an adhocracy culture.
True    False

10. A market culture has a strong internal focus, and it concentrates on developing the business and marketing plans and helping employees market their product(s).
True    False

Multiple Choice Questions

11. Routine tasks and paperwork, as well as jobs that help your subordinates grow are __.
A. things that a manager should not delegate, according to Odette Pollar
B. tasks that should be delegated, according to Maslow
C. things that a manager should delegate, according to Odette Pollar
D. tasks that should not be delegated, according to Maslow
E. things that a manager should delegate, according to Frank Gilbreth

12. According to productivity expert Odette Pollar, “To do more in a day, ____.”
A. do not delegate, but be more focused
B. you must do more—not do everything faster
C. you must do more—not do everything slower
D. hire more employees
E. you must do less—not do everything faster

13. Adam, the owner of Adam’s Roofing, was talking to a visitor in his office, telling her that “We are a fun-loving group that believes in teamwork and a family atmosphere at work, which significantly affects our work outcomes. Plus, we do things together outside of work. This is the ‘social glue’ that binds the members of our company together.” Adam was referring to his company’s _____.
A. organizational MBO
B. organizational culture
C. code of ethics
D. diversity plan
E. analytics

14. Jean-Paul, the store manager, was speaking with Patty, his new assistant manager, about the store’s system of job relationships and whom she will report to and who will report to her. He said, “This structure is one of the things that motivates our workers to work together to achieve our company’s goals.” Jean-Paul was telling Patty about the store’s _____.
A. organizational structure
B. organizational culture
C. code of ethics
D. diversity plan
E. analytics

15. According to the competing values framework, clan, adhocracy, market, and hierarchy are ____.
A. organizational values
B. industry cultural standards
C. organizational norms
D. MBO levels of achievement
E. organizational cultures

16. The clan culture has a(n) _____.
A. internal focus and values flexibility
B. strong external focus and values stability and control
C. external focus and values flexibility
D. internal focus and values stability and control
E. continual focus on efficiency, cost cutting, and outsourcing

17. A hierarchy culture has a(n) ____.
A. internal focus and values stability and control
B. strong external focus and values stability and control
C. external focus and values flexibility
D. internal focus and values innovation and creativity
E. continual focus on efficiency, cost cutting, and outsourcing

18. Bob, the owner of Quality Catering, is driven by competition. He is very focused on meeting deadlines and quality, and to deliver the results that customers want. He pushes his managers to continually exceed their productivity goals, and stresses that profits take precedence over employee development and satisfaction. Bob feels “there is not enough time for training.” However, his employees are regularly rewarded for their success in meeting company goals. This is an example of a(n) ____ culture.
A. clan
B. target-driven
C. adhocracy
D. market
E. hierarchy

Chapter 9 Question
True / False Questions

1. Studies show that when companies have high-quality human resource practices and programs, those companies have higher levels of employee satisfaction, financial performance, and service performance.
True    False

2. Google’s treatment of its employees is indicative of its belief that its biggest competitive advantage lies in its personnel department.
True    False

3. Human resource (HR) management consists of the activities managers perform to plan for, attract, develop, and retain an effective workforce.
True    False

4. The sole purpose of the human resource management process is to recruit and select people.
True    False

5. Establishing the mission and vision is the first step in the strategic human resource process.
True    False

6. Social capital is the economic or productive potential of employee knowledge and actions.
True    False

7. Social capital is the economic or productive potential of strong, trusting, and cooperative relationships.
True    False

8. Understanding current employee needs is the sole purpose of strategic human resource planning.
True    False

9. Interviews with people who currently hold a job is part of a job analysis for that position.
True    False

10. A job specification describes the minimum qualifications a person must have to perform the job successfully.
True    False

Multiple Choice Questions

11. Which of the following is not one of the soft skills employers often find lacking in many Millennial applicants?
A. professional appearance
B. familiarity with social media
C. manners
D. punctuality
E. ability to communicate

12. ____________ includes the activities managers perform to plan for, attract, develop, and retain an effective workforce.
A. Personnel development
B. Contingency planning
C. Job analysis
D. Human resource management
E. Performance appraisal

13. Which of the following is not part of the strategic human resource management process?
A. Plan human resources needed.
B. Establish grand strategy.
C. Recruit and select people.
D. Orient, train and develop.
E. Negotiate employment contract.

14. What is the final step in the strategic human resource management process?
A. Plan future human resources needs.
B. Recruit and select people.
C. Assess success of recruitment process.
D. Perform appraisals of people.
E. Orient, train, and develop people.

15. ______________ is the economic or productive potential of employee knowledge and actions.
A. Human capital
B. Labor capital
C. Social capital
D. Potential capital
E. Productivity capital

16. __________________ includes aspects such as goodwill, mutual respect, trust, cooperation, and teamwork.
A. Relational capital
B. Social capital
C. Personal capital
D. Productivity capital
E. Human capital

17. ________________ is the purpose of the strategic human resource process.
A. Maintaining a stable workforce for minimum expense
B. Informing the grand strategy
C. Formulating human resource-sensitive strategic plans
D. Getting optimal work performance to help realize company’s mission and vision
E. Finding the human resources needed in a timely fashion

Get a 10 % discount on an order above $ 100
Use the following coupon code :
DISC10