A Practice Quiz For The Business Midterm
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The following are considered informational roles which managers may perform EXCEPT:
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Monitor
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Disseminator
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Liasion
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Spokesperson
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One can spend hours reading but if they do not tackle some practice questions their retention power may not be that much. Are you studying for a business midterm exam? Take up the quick practice quiz below and see just how much you have understood so far. All the best!
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- 2.
The following are considered decisional roles managers may play in their organizations EXCEPT:
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Entrepreneur
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Figurehead
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Negotiator
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Disturbance handler
Correct Answer
A. FigureheadExplanation
Managers play various roles in their organizations, such as being an entrepreneur, negotiator, and disturbance handler. However, the role of a figurehead is not considered a decisional role for managers. A figurehead is someone who represents the organization in a symbolic or ceremonial capacity, often performing duties such as attending social events or signing official documents. While this role may be important for maintaining the organization's image, it does not involve making significant decisions or taking action in response to specific situations.Rate this question:
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- 3.
Someone who works at Procter & Gamble who is responsible for the production, marketing, and profitability of the Tide detergent product line is called a:
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General manager
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Line manager
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Team manager
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Supervisory manager
Correct Answer
A. Line managerExplanation
A line manager is responsible for overseeing a specific product line or department within a company. In this case, the line manager at Procter & Gamble is responsible for the production, marketing, and profitability of the Tide detergent product line. They would have authority over the employees working on this product line and would be accountable for its success.Rate this question:
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- 4.
A general manager is someone who is responsible for managing:
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An identifiable revenue-producing unit.
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A sub-group of a particular function or team comprised of members from different parts of the organization.
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A function that creates indirect inputs, such as finance and accounting.
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An area such as accounting and marketing.
Correct Answer
A. An identifiable revenue-producing unit.Explanation
A general manager is responsible for managing an identifiable revenue-producing unit. This means that they oversee a specific department or division within an organization that generates revenue. They are in charge of ensuring the unit's profitability, setting goals and targets, making strategic decisions, and overseeing the day-to-day operations. This role requires strong leadership, financial acumen, and the ability to drive growth and profitability.Rate this question:
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- 5.
The process of enabling individuals to work in autonomous ways is called:
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Empowerment
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Management
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Leadership
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Strategic management
Correct Answer
A. EmpowermentExplanation
Empowerment refers to the process of enabling individuals to work in autonomous ways. It involves giving them the authority, resources, and support necessary to make decisions and take actions on their own. By empowering individuals, organizations foster a sense of ownership, motivation, and accountability among their employees. This leads to increased productivity, creativity, and job satisfaction. Empowerment is different from management and leadership, as it focuses on giving individuals the freedom and autonomy to make decisions, rather than directing or influencing their actions. Strategic management, on the other hand, is a broader concept that encompasses the overall planning, coordination, and execution of organizational strategies.Rate this question:
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- 6.
The decisional managerial roles include all of the following EXCEPT:
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Entrepreneur
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Negotiator
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Disseminator
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Resource allocator
Correct Answer
A. DisseminatorExplanation
The decisional managerial roles involve making choices and taking actions that have a significant impact on the organization. The entrepreneur role involves identifying new opportunities and taking risks to create and implement innovative ideas. The negotiator role involves engaging in discussions and reaching agreements with external parties. The resource allocator role involves allocating resources such as budget, personnel, and equipment to different projects and departments. However, the disseminator role involves sharing information and communicating important messages to employees and other stakeholders. Therefore, the correct answer is "Disseminator" as it is not a decisional managerial role.Rate this question:
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- 7.
Managers are responsible for getting activities completed efficiently and achieving the firm’s goals by utilizing:
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Human, financial, and material resources.
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Information, human, and service resources.
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Human resources, organizational competitiveness, and organizational goals.
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Financial resources, top management, and organizational goals.
Correct Answer
A. Human, financial, and material resources.Explanation
Managers are responsible for getting activities completed efficiently and achieving the firm's goals. To do this, they need to utilize various resources. Human resources are essential as they involve the employees who perform the necessary tasks. Financial resources are necessary to fund the activities and operations of the firm. Material resources refer to the physical assets and supplies required for the tasks. Therefore, managers need to utilize human, financial, and material resources to accomplish their responsibilities effectively.Rate this question:
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- 8.
A difference between management and leadership can be defined in the following way:
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Management is human capital, and leadership is directing staff;
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Management is getting things done, and leadership is deciding what needs to be done;
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Management is getting things done, and leadership is inspiring action taken by others,
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Management is a position of authority or power, and leadership is inspiring action taken by others.
Correct Answer
A. Management is getting things done, and leadership is inspiring action taken by others,Explanation
This answer accurately captures the difference between management and leadership. It highlights that management is focused on accomplishing tasks and achieving goals, while leadership involves motivating and inspiring others to take action. This explanation effectively summarizes the key distinctions between the two concepts.Rate this question:
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- 9.
Leadership, entrepreneurship and strategy are:
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Critical characteristics of an organization.
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Inspiration for valuable principles of management.
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Guidelines for daily action of managers.
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Answers to making the right choices in management decisions.
Correct Answer
A. Inspiration for valuable principles of management.Explanation
Leadership, entrepreneurship, and strategy serve as inspiration for valuable principles of management. These characteristics provide a framework for managers to develop effective strategies, foster innovation, and lead their teams towards organizational goals. By drawing inspiration from these qualities, managers can create a strong foundation for decision-making, problem-solving, and overall management practices. They can guide managers in making informed choices and implementing successful management strategies that drive organizational success.Rate this question:
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- 10.
Strategy is the concept of how an organization will achieve its objectives; therefore strategic management is:
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Knowledge to help in the development and implementation of strategies.
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Definitions to help in the development and implementation of good strategies.
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Processes to help the organization in the development of strategies.
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The purpose of developing strategies in an organization.
Correct Answer
A. Knowledge to help in the development and implementation of strategies.Explanation
Strategic management involves the knowledge required to develop and implement strategies in an organization. It encompasses understanding various aspects such as market analysis, competitive advantage, resource allocation, and goal setting. This knowledge is essential for making informed decisions and effectively executing strategies to achieve the organization's objectives. It goes beyond simply defining or conceptualizing strategies, but rather focuses on the practical application and execution of these strategies.Rate this question:
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- 11.
The principles of management are drawn from a number of academic fields, principally the fields of:
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Leadership, management and communication.
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leadership, management and strategy.
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Leadership, psychology, and management.
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Management, psychology and strategy.
Correct Answer
A. leadership, management and strategy.Explanation
The principles of management are derived from various academic fields, including leadership, management, and strategy. Leadership principles provide guidance on how to effectively lead and motivate a team. Management principles focus on organizing and coordinating resources to achieve organizational goals. Strategy principles involve developing a long-term plan to achieve a competitive advantage. Therefore, the correct answer is leadership, management, and strategy.Rate this question:
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- 12.
Three different types of planning used in the function of management are:
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Strategic, tactical, and operational,
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Strategic, organizational design, and job design.
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Job design, job enrichment, and teamwork.
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Strategic, organizational design, and operational.
Correct Answer
A. Strategic, tactical, and operational,Explanation
The correct answer is strategic, tactical, and operational. Strategic planning involves setting long-term goals and determining the best way to achieve them. Tactical planning focuses on the specific actions and resources needed to implement the strategic plan. Operational planning involves the day-to-day activities and processes necessary to achieve the tactical goals. This answer accurately identifies the three different types of planning used in the function of management.Rate this question:
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- 13.
Planning is the function of management that involves all of the following EXCEPT:
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Setting objectives
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Forecast future conditions
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Good decisions-making
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Allocating human resources
Correct Answer
A. Allocating human resourcesExplanation
Planning is the function of management that involves setting objectives, forecasting future conditions, and making good decisions. However, allocating human resources is not a part of planning. Allocating human resources falls under the function of organizing, which involves determining the tasks to be done, dividing them into manageable activities, and assigning these activities to suitable individuals or teams.Rate this question:
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- 14.
Organizational design decisions are made about:
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The structure of an organization.
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The strategies of an organization.
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The environment of an organization.
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The various roles in an organization.
Correct Answer
A. The structure of an organization.Explanation
Organizational design decisions refer to the choices made regarding the arrangement and configuration of an organization's components. This includes determining the hierarchy, division of labor, communication channels, and coordination mechanisms within the organization. The structure of an organization defines how tasks are divided, how authority is distributed, and how information flows. Strategies, environment, and roles are important considerations in organizational design, but they are not the primary focus.Rate this question:
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- 15.
Operational planning assumes the existence of:
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Goals and objectives and specifies ways to achieve them.
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A mission statement of the organization and specifies ways to develop the goals and objectives for the strategies.
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A strategic plan.
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A tactical plan and specifies ways to achieve the goals.
Correct Answer
A. Goals and objectives and specifies ways to achieve them.Explanation
Operational planning assumes the existence of goals and objectives and specifies ways to achieve them. This means that in order to create an operational plan, there must be clear goals and objectives in place, and the plan will outline the specific steps and strategies to be taken in order to achieve those goals. Without clear goals and objectives, operational planning would lack direction and purpose.Rate this question:
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- 16.
Tactical planning is designed to develop:
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Specific action steps that support the strategic plan.
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Specific action steps to develop the strategic plan.
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Specific action steps to implement the strategic plan.
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The organization’s mission and objectives for the strategic plan.
Correct Answer
A. Specific action steps to implement the strategic plan.Explanation
Tactical planning is a process that focuses on developing specific action steps to implement the strategic plan. It involves breaking down the overall strategic goals into smaller, more manageable tasks that can be executed by different departments or individuals within the organization. By creating specific action steps, tactical planning ensures that the strategic plan is effectively implemented and that progress is made towards achieving the organization's mission and objectives.Rate this question:
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- 17.
Environmental scanning is the act of analyzing the critical external contingencies facing an organization in terms of:
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Economic conditions, employees capabilities, and stakeholders.
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Economic conditions, competitors, and customers.
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Competitors, and economic and financial capabilities.
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Stakeholders, community conditions and customers.
Correct Answer
A. Economic conditions, competitors, and customers.Explanation
Environmental scanning is the act of analyzing the critical external contingencies facing an organization. This includes examining the economic conditions, such as the state of the economy and market trends, which can impact the organization's performance. Additionally, analyzing competitors is important to understand their strategies, strengths, and weaknesses in order to stay competitive. Finally, analyzing customers is crucial to understand their needs, preferences, and behavior, which is essential for developing effective marketing strategies and delivering value to customers.Rate this question:
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- 18.
The managerial function of controlling should not be confused with:
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Control in behavior of the employees.
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Control the accomplishment of organizational goals.
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Control the accomplishment of departmental objects.
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Control the actions of employees to ensure success.
Correct Answer
A. Control in behavior of the employees.Explanation
The managerial function of controlling involves monitoring and evaluating the performance of employees and departments to ensure that organizational goals are being achieved. It focuses on assessing progress, making necessary adjustments, and taking corrective actions when needed. However, controlling in behavior of the employees refers to micromanaging and regulating their actions and conduct, which is not a part of the controlling function. Instead, it falls under the realm of human resource management and disciplining employees.Rate this question:
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- 19.
Effective controlling requires the existence of plans,
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Since planning provides the necessary performance standards or objectives.
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Since understanding the mission of the organization requires strategic plan.
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Since control techniques are budget and performance audits.
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Since managers must show compliance with company policies.
Correct Answer
A. Since planning provides the necessary performance standards or objectives.Explanation
Effective controlling requires the existence of plans because planning provides the necessary performance standards or objectives. Plans serve as a benchmark against which actual performance can be measured and evaluated. Without plans, there would be no clear goals or targets to assess performance against, making it difficult to effectively control and monitor progress. Planning sets the direction and expectations for the organization, ensuring that managers have a clear understanding of what needs to be achieved and how it will be measured.Rate this question:
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- 20.
The structure of an organization is usually represented:
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In the job design.
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In the chain of command.
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In the operational plan.
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In the tactical plan.
Correct Answer
A. In the chain of command.Explanation
The structure of an organization is typically represented in the chain of command. This refers to the hierarchical structure within an organization, where authority and communication flow from top-level management down to lower-level employees. The chain of command outlines the reporting relationships and lines of authority within the organization, indicating who reports to whom. It helps establish clear lines of communication, decision-making, and accountability within the organization. Therefore, the chain of command is a key representation of the organizational structure.Rate this question:
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- 21.
The difference between group and team is:
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A collection of people is not a team
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Complementary skills are found in a group but not a team
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The aim and purpose of a group is to perform in the workplace
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Groups are defined by their relatively small size.
Correct Answer
A. A collection of people is not a teamExplanation
The correct answer is "A collection of people is not a team." This statement implies that simply gathering a group of individuals does not automatically make them a team. A team is characterized by having a shared goal, interdependence, and collaboration, whereas a collection of people may not have a common purpose or work together towards a specific objective. Therefore, the distinction lies in the fact that a team goes beyond mere individuals coming together.Rate this question:
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- 22.
As a manager, to understand the compatibility of individual and group performance requires all EXCEPT the following:
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The compatibility between individual and group performance
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Incentives need to be aligned between individuals and groups
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Match organizational goals with group goals
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Ensure a reward structure for individual and group performance
Correct Answer
A. Ensure a reward structure for individual and group performanceExplanation
To understand the compatibility of individual and group performance, it is important to consider various factors such as the compatibility between individual and group performance, aligning incentives between individuals and groups, and matching organizational goals with group goals. However, ensuring a reward structure for individual and group performance is not necessary to understand compatibility. While a reward structure can motivate individuals and groups, it does not directly contribute to understanding the compatibility between individual and group performance.Rate this question:
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- 23.
The purpose of assembling a team is:
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To work on agendas in the context of a group
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To accomplish bigger goals than any that would be possible for the individual working alone
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To increase mutual cooperation between competing factions
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Gather together a group of individuals and mold them into an effective team
Correct Answer
A. To accomplish bigger goals than any that would be possible for the individual working aloneExplanation
The purpose of assembling a team is to accomplish bigger goals than any that would be possible for the individual working alone. By bringing together individuals with different skills, knowledge, and perspectives, a team can leverage the collective strengths and expertise of its members to tackle complex challenges and achieve greater outcomes. Working in a team allows for collaboration, synergy, and the pooling of resources, resulting in increased productivity and the ability to tackle larger projects or objectives that would be difficult or impossible for a single individual to accomplish alone.Rate this question:
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- 24.
A manager must understand the compatibility of individual and group performance with respect to:
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Goals and objectives
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Goals and incentives
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Objectives and strategy
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Incentives and strategy
Correct Answer
A. Goals and incentivesExplanation
A manager must understand the compatibility of individual and group performance with respect to goals and incentives because goals provide direction and purpose for individuals and groups, while incentives motivate and reward them for achieving those goals. By aligning goals and incentives, a manager can ensure that individuals and groups are motivated to work towards achieving the desired outcomes and are rewarded appropriately for their performance. This understanding helps in creating an environment where individuals and groups are motivated to perform at their best and contribute to the overall success of the organization.Rate this question:
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- 25.
In the survey of organizational citizenship behavior, organizational compliance means:
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Cooperating with others to serve the interests of the whole
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Contributing to the reputation of an organization
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Respecting organizational resources
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Going well beyond the required action
Correct Answer
A. Cooperating with others to serve the interests of the wholeExplanation
Organizational compliance refers to the act of cooperating with others to serve the interests of the whole organization. This means that individuals willingly work together with their colleagues and follow the established rules and guidelines in order to achieve the organization's goals and objectives. By doing so, they contribute to the overall success and effectiveness of the organization.Rate this question:
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- 26.
Self-development, individual initiative and organizational loyalty are:
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Necessary in current principles of behavior in organizations
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Examples of organizational citizenship behaviors
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In-role performance standards
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CSR standards for individual performance
Correct Answer
A. Examples of organizational citizenship behaviorsExplanation
Self-development, individual initiative, and organizational loyalty are examples of organizational citizenship behaviors. Organizational citizenship behaviors refer to discretionary actions that employees take to go above and beyond their formal job requirements. These behaviors contribute to the overall effectiveness and success of the organization. Self-development and individual initiative demonstrate employees' willingness to continuously improve their skills and contribute to the organization's growth. Organizational loyalty reflects employees' commitment and dedication to the organization, which can positively impact teamwork and overall morale. These behaviors are not mandatory but are voluntary actions that employees engage in to support the organization's goals and values.Rate this question:
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- 27.
Helping behavior as an organizational citizenship behavior includes all EXCEPT the following:
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Altruism
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Peacemaking
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Obedience
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Cheerleading
Correct Answer
A. ObedienceExplanation
The question is asking about the behaviors that are considered as organizational citizenship behaviors, except for one. Organizational citizenship behaviors are voluntary actions that employees do to benefit their organization, beyond their job requirements. Altruism, peacemaking, and cheerleading are all examples of helping behaviors that contribute to the overall well-being and success of the organization. Obedience, on the other hand, refers to following rules and orders without questioning or challenging them, which is not necessarily considered a helping behavior.Rate this question:
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- 28.
The posture of tolerating the inevitable inconveniences and impositions of work without whining is considered:
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Organizational loyalty
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Organizational compliance
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Individual initiative
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Sportsmanship
Correct Answer
A. SportsmanshipExplanation
Sportsmanship refers to the behavior of an individual who is able to accept and handle inconveniences and impositions at work without complaining or whining. It is similar to the attitude displayed in sports, where players accept the decisions made by referees and play fair without any complaints. In the context of work, sportsmanship reflects a positive and cooperative attitude towards the challenges and difficulties that come with the job, showing loyalty and commitment to the organization.Rate this question:
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- 29.
Environmental scanning is a:
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Planning Process
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Organizing process
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Leading process
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Controlling process
Correct Answer
A. Planning ProcessExplanation
Environmental scanning is a planning process that involves gathering and analyzing information about the external environment to identify opportunities and threats. It helps organizations to anticipate and adapt to changes in the external environment, such as technological advancements, market trends, and regulatory changes. By conducting environmental scanning, organizations can make informed decisions and develop effective strategies to achieve their goals. This process is essential for organizations to stay competitive and ensure long-term success.Rate this question:
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- 30.
Job design and enrichment is an aspect of:
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Planning process
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Organizing process
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Leading process
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Controlling process
Correct Answer
A. Organizing processExplanation
Job design and enrichment is an aspect of the organizing process because it involves structuring and arranging tasks, responsibilities, and roles within an organization. By designing jobs and enriching them, organizations can determine how work is divided, coordinated, and allocated among employees. This helps in creating a clear organizational structure, defining reporting relationships, and ensuring that the right people are assigned to the right tasks. Therefore, job design and enrichment play a crucial role in the organizing process of an organization.Rate this question:
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- 31.
When engaging in job design or enrichment, a manager should consider:
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Autonomy in relations to employee personality
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Freedom in relative to employee personality
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Personality in relation to work behavior
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Personality in relation to job design
Correct Answer
A. Autonomy in relations to employee personalityExplanation
When engaging in job design or enrichment, a manager should consider autonomy in relation to employee personality. Autonomy refers to the degree of independence and freedom an employee has in making decisions and taking actions in their work. Considering autonomy in relation to employee personality means understanding how much autonomy each individual employee desires or is comfortable with based on their personality traits. Some employees may thrive with a high level of autonomy, while others may prefer more guidance and structure. By taking employee personality into account, a manager can tailor job design and enrichment efforts to create a work environment that aligns with each employee's autonomy preferences, leading to higher job satisfaction and productivity.Rate this question:
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- 32.
The traits that explain the variation in our personality include all EXCEPT:
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Motivation
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Openness
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Conscientiousness
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Agreeableness
Correct Answer
A. MotivationExplanation
The question asks for the trait that does not explain the variation in our personality. Motivation is not considered a trait that directly influences personality. Motivation refers to the inner drive or desire that pushes individuals towards achieving their goals. While motivation can impact behavior and actions, it is not considered a personality trait like openness, conscientiousness, and agreeableness, which are more stable and enduring characteristics that shape an individual's personality. Therefore, motivation is the correct answer as it does not fall under the category of traits that explain the variation in our personality.Rate this question:
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- 33.
The BIg Five dimensions of personality include all EXCEPT:
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Originality
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Conscientiousness
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Agreeableness
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Neuroticism
Correct Answer
A. OriginalityExplanation
The Big Five dimensions of personality are a widely accepted framework that categorizes personality traits into five dimensions: openness, conscientiousness, extraversion, agreeableness, and neuroticism. Originality is not one of the dimensions included in the Big Five model.Rate this question:
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- 34.
Teams that experience unforeseen changes in their tasks do well if they are populated with people high in:
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Conscientiousness
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Agreeableness
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Originality
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Openness
Correct Answer
A. OpennessExplanation
Teams that experience unforeseen changes in their tasks do well if they are populated with people high in openness. Openness refers to the willingness to embrace new ideas, experiences, and perspectives. Individuals who are open to new possibilities are more likely to adapt and adjust to unexpected changes in their tasks. They are open-minded, creative, and flexible, which allows them to think outside the box and find innovative solutions to problems that arise. This trait enables them to navigate through unforeseen circumstances effectively and contribute to the team's success.Rate this question:
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- 35.
Conscientiousness is the one personality trait that uniformly predicts:
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How highly adaptive to change a person is
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How highly motivated a person is to learn a new skill
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How highly detailed a person will be
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How highly performance oriented a person will be
Correct Answer
A. How highly performance oriented a person will beExplanation
Conscientiousness is the personality trait that uniformly predicts how highly performance oriented a person will be. This means that individuals who are conscientious tend to be more focused on achieving their goals, taking responsibility for their actions, and striving for excellence in their performance. They are likely to be diligent, organized, and dependable, which contributes to their high performance orientation.Rate this question:
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- 36.
People with which of the following trait may be effective leaders because they create a fair environment:
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Openness
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Agreeableness
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Extraversion
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Concientiousness
Correct Answer
A. AgreeablenessExplanation
Agreeableness is the correct answer because individuals with this trait tend to be cooperative, empathetic, and considerate towards others. They value harmony and strive to maintain positive relationships. Leaders with high agreeableness are more likely to create a fair environment as they are sensitive to the needs and feelings of their team members. They encourage open communication, collaboration, and fairness in decision-making, fostering a sense of trust and inclusivity within the team. This trait enables them to effectively address conflicts, promote teamwork, and ensure that everyone's voice is heard, ultimately leading to a fair and balanced work environment.Rate this question:
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- 37.
Which one of the following Big Five personality traits is also referred to as “negative affect”?
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Openness
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Neuroticism
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Conscientiousness
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Agreeableness
Correct Answer
A. NeuroticismExplanation
Neuroticism is the correct answer because it is one of the Big Five personality traits that is associated with negative affect. Individuals high in neuroticism tend to experience negative emotions more frequently and intensely, such as anxiety, depression, and anger. This trait is characterized by emotional instability and a tendency to be easily stressed or upset.Rate this question:
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- 38.
As managers, social monitors are rated as high performers, yet,
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They tend to have lower accuracy in evaluating the performance of their employees.
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They tend to act the way they feel.
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They are not able to modify their behavior according to the demands of the situation.
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They do not emerge as leaders.
Correct Answer
A. They tend to have lower accuracy in evaluating the performance of their employees. -
- 39.
The best trait that predicts a person’s work performance is:
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Openness
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Conscientiousness
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Agreeableness
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Neuroticism
Correct Answer
A. ConscientiousnessExplanation
Conscientiousness is the best trait that predicts a person's work performance. This trait refers to being organized, responsible, and diligent in one's work. Individuals who are conscientious tend to be dependable, focused, and detail-oriented, which are all qualities that contribute to high levels of productivity and success in the workplace. They are likely to set and achieve goals, follow through on tasks, and demonstrate a strong work ethic. Therefore, it can be concluded that conscientiousness is a reliable predictor of an individual's work performance.Rate this question:
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- 40.
According to one estimate, personality only explains what percentage of variation in job performance?
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10-15%
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25%
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75%
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90%
Correct Answer
A. 10-15%Explanation
Personality only explains 10-15% of the variation in job performance. This means that while personality traits may have some influence on how well someone performs in their job, it is not the sole determining factor. Other factors such as skills, experience, and motivation also play a significant role in job performance.Rate this question:
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- 41.
A firm’s values are often described in the:
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Mission and vision statements
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Policy and procedure manuals
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Company’s brochure
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Company’s handbook
Correct Answer
A. Mission and vision statementsExplanation
A firm's values are typically expressed and outlined in the mission and vision statements. These statements serve as a guide for the company's overall direction and purpose, highlighting its core beliefs and principles. They often communicate the company's long-term goals and aspirations, as well as its commitment to certain ethical standards. While policy and procedure manuals, the company's brochure, and the company's handbook may provide additional information about the firm's values, the mission and vision statements are the primary sources for understanding and articulating these values.Rate this question:
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- 42.
Besides the Big Five personality dimensions, another personality trait particularly relevant for work behavior includes:
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Self direction
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Self efficacy
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Conformity
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Need for change
Correct Answer
A. Self efficacyExplanation
Self efficacy refers to an individual's belief in their ability to accomplish tasks and goals successfully. It is a personality trait that is particularly relevant for work behavior as it influences an individual's motivation, effort, and persistence in the workplace. People with high self efficacy are more likely to set challenging goals, put in the necessary effort, and persevere in the face of obstacles, leading to higher job performance. This trait is important for employers as it can impact employee productivity, job satisfaction, and overall organizational success.Rate this question:
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- 43.
Paying selective attention to some aspects of the environment and ignoring other elements is called:
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Optical illusion
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Selective attention
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Visual perception
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Bias in perception
Correct Answer
A. Selective attentionExplanation
Selective attention refers to the ability to focus on specific aspects of the environment while ignoring others. It is a cognitive process that allows individuals to filter out irrelevant information and concentrate on what is important or relevant to them. This process helps in managing the overwhelming amount of sensory input we receive and enables us to prioritize and allocate our attention effectively. Optical illusion, visual perception, and bias in perception are related concepts but do not specifically refer to the act of selectively attending to certain elements of the environment.Rate this question:
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- 44.
Why should managers understand how visual perception may be biased?
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Managers have a tendency to compare and contrast objects and people to each other.
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Managers are prone to errors and biases when perceiving themselves.
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Managers rely on their visual perception to form their opinions about people and objects around them.
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Bias in visual perception tends to interfere with the management process.
Correct Answer
A. Managers rely on their visual perception to form their opinions about people and objects around them.Explanation
Managers rely on their visual perception to form their opinions about people and objects around them. This is important because visual perception can be biased, leading to inaccurate judgments and decisions. Understanding how visual perception may be biased allows managers to be more aware of their own biases and take steps to mitigate them. It also helps them to recognize and account for potential biases in their observations and evaluations of others, ensuring fair and objective management practices. By understanding the potential for bias in visual perception, managers can make more informed and effective decisions in their roles.Rate this question:
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- 45.
People who take office supplies home, and tell white lies to their boss and colleagues, is an example of:
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Social perception
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Self-fulfilling prophecy false consensus error
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Stereotyping
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False consensus error
Correct Answer
A. False consensus errorExplanation
False consensus error refers to the tendency of individuals to overestimate the extent to which others share their beliefs, attitudes, and behaviors. In this scenario, the people who take office supplies home and tell white lies may assume that their colleagues and boss engage in similar behaviors. However, this assumption is likely incorrect, as not everyone may engage in such actions. This error in perception leads to a false consensus about the prevalence of these behaviors among others.Rate this question:
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- 46.
How we perceive others will shape our behavior, which in turn:
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Will shape the behavior of the person we are interacting with
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Will lead to undue success or failure
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May lead to wrong inferences about objects in our environment
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Will lead to generalizations
Correct Answer
A. Will shape the behavior of the person we are interacting withExplanation
Our perception of others influences how we behave towards them. If we perceive someone as kind and friendly, we are more likely to engage with them positively. On the other hand, if we perceive someone as rude or hostile, we may respond in a defensive or aggressive manner. Our behavior towards others can have a significant impact on how they behave towards us in return. If we are kind and respectful, it is more likely that the person we are interacting with will also display similar behavior.Rate this question:
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- 47.
Believing that women are more cooperative than men, or men are more assertive than women, are examples of:
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Categorizing
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Stereotyping
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Biasing
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Reality check
Correct Answer
A. StereotypingExplanation
Believing that women are more cooperative than men or men are more assertive than women is an example of stereotyping. Stereotyping involves making generalizations or assumptions about a group of people based on their characteristics or traits. In this case, it involves attributing certain behaviors or qualities to all individuals within a gender category, which may not be accurate or fair. Stereotyping can lead to unfair judgments, biases, and discrimination against individuals based on their gender.Rate this question:
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- 48.
Selective perception is particularly important during the: pl
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Planning process
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Organizing process
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Controlling process
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Leading process
Correct Answer
A. Planning processExplanation
Selective perception is particularly important during the planning process because it involves gathering information, analyzing alternatives, and making decisions. During this phase, individuals tend to filter and interpret information based on their own beliefs, attitudes, and interests. Selective perception allows individuals to focus on certain aspects of the planning process while ignoring or downplaying others. This can influence the decisions made during the planning process and shape the overall direction and goals of the organization.Rate this question:
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- 49.
At work, two job attitudes that have the greatest potential to influence how we behave are:
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Perception and bias
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Self-perception and self efficacy
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Job satisfaction and job commitment
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Job satisfaction and self esteem
Correct Answer
A. Job satisfaction and job commitmentExplanation
Job satisfaction refers to an individual's level of contentment and fulfillment with their work, while job commitment refers to an individual's dedication and loyalty towards their job and organization. These two attitudes are closely related and can significantly impact an individual's behavior in the workplace. When employees are satisfied with their job and committed to their organization, they are more likely to be motivated, productive, and engaged. They are also more likely to exhibit positive behaviors such as going above and beyond their job requirements, supporting their colleagues, and staying with the organization for a longer period of time.Rate this question:
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Mar 20, 2023Quiz Edited by
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Oct 01, 2009Quiz Created by
Nnguy030
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