1. Regarding management and leadership, which statement is
most accurate?
A. Leaders can be good managers, and good managers can
be leaders.
B. Leaders aren’t managers, and managers aren’t leaders.
C. Leadership and management are entirely unrelated.
D. Most effective managers aren’t good leaders.
2. On an organizational chart, span of control refers to the
A. number of departments in a company.
B. number of employees responsible for particular kinds of
jobs.
C. skills a manager must have to supervise any number of
employees.
D. number of subordinates a manager
3. According to _______ theory, employees compare the inputs and outputs of other
employees doing similar jobs. Unfavorable comparisons may lead to slacking off on
their work or asking a supervisor for either an explanation or a raise.
A. equity C. reinforcement
B. MBO D. perceived fairness
4. Which of the following statements about Maslow’s needs hierarchy is correct?
A. Esteem needs must be satisfied before one strives to fulfill social needs.
B. Self-actualization is a growth need.
C. Safety needs are more basic than physiological needs.
D. Social needs are considered more important globally than security needs.
5. In an organizational hierarchy, which position is most likely to come under the category
of first-line management?
A. Factory foreman C. Plant manager
B. Head of the legal department D. Vice president for sales
6. In a labor-management dispute, _______ requires representatives of both parties to
argue their case before an unbiased third party whose judgment on the dispute is final
and binding on both parties.
A. an injunction C. arbitration
B. mediation D. amelioration
7. While _______ leaders plan activities and timelines and keep the group on task,
_______ leaders help diffuse conflicts and encourage cooperative effort.
A. formal; task C. informal; task
B. task; social D. social; task
8. The American Federation of Labor was formed under the leadership of
A. John L. Lewis. C. Samuel Gompers.
B. Uriah Stephens. D. George Meany.
9. Based on a _______ statement, a company sets long-term _______ mutually agreed
on by workers and management and, from these, sets specific, short-term _______.
A. mission; goals; objectives C. mission; objectives; goals
B. vision; objectives; goals D. vision; goals; objectives
10. The idea that people working at similar jobs requiring the same levels of education,
skills, or training should receive equal pay is called _______ worth.
A. equivalent C. consistent
B. equitable D. comparable
Examination, Lesson 3 85
11. According to Herzberg’s research related to his two-factor theory, the highest-ranked
motivating factor turned out to be
A. peer and group relationships. C. sense of achievement.
B. pay. D. job status.
12. In a line-and-staff pattern of organization, which position is most likely to serve a staff
function?
A. Plant manager C. Shift supervisor
B. Director of marketing research D. Chief financial officer
13. The researchers conducting the Hawthorne plant studies found that
A. productivity in the test room went up and down, depending on lighting and work
conditions.
B. workers in the test room voiced complaints about being observed.
C. after being observed for a while, productivity in the test room declined.
D. the workers in the test room saw themselves as a social group.
14. Within an organization, the first step in human resource planning is
A. preparing an employee inventory.
B. conducting job analyses.
C. writing out job descriptions.
D. preparing job specifications.
15. If you carry out a SWOT analysis, you know that the “O” stands for
A. outliers. C. outlines.
B. opportunities. D. oddities.
16. When hired by Imp, Inc., Jake immediately began his job as an inventory clerk. He was
learning by doing in an approach to employee training called
A. apprenticing. C. on-the-job training.
B. employee orientation. D. vestibule training.
17. Following Herzberg’s findings, managers strove to make jobs more interesting. One
approach to this end, called job _______, involves combining several job tasks into a
single, more challenging task.
A. rotation C. autonomy
B. enrichment D. enlargement
18. In _______ planning, one assigns specific tasks, selects the people to perform them,
and specifies how they’re to be done.
A. strategic C. tactical
B. operational D. contingency
86 Examination, Lesson 3
19. Among pay systems, the term variable pay usually applies to people who are paid
A. for each product they produce.
B. based on a percentage of their sales.
C. through bonus plans.
D. an hourly wage.
20. Under a flextime plan, ________ time is a period of the workday during which employees
are expected to be present and busy in the workplace.
A. fixed C. core
B. base D. flex
21. Which of the following statements about Theory Y is correct?
A. The average worker prefers to be directed.
B. Workers have to be pushed and controlled to do their jobs.
C. Most people work toward goals to make money and reduce fear.
D. Most people like work and find it as natural as play or rest.
22. The concept of reasonable accommodation is directly associated with
A. the Americans with Disabilities Act of 1990.
B. Title VII.
C. the Age Discrimination Act of 1967.
D. the Family and Medical Leave Act of 1993.
23. In a three-year study of bricklaying, Frank and Lillian Gilbreth developed a principle of
motion _______ by which every job could be broken down into elementary motions
called therbligs.
A. economy C. efficiency
B. effectiveness D. energy
24. Manager Joe presents problems to his work group and gets suggestions before making
a decision. Joe’s management style is
A. free-rein.
B. autocratic.
C. participative/democratic.
D. a blend of autocratic and participative.
25. Which of the following illustrates intrinsic reward?
A. Jolie’s work is praised by her supervisor.
B. Clark gets a promotion.
C. Natalia finds her work personally satisfying.
D. Rodrigo is saving overtime pay for a trip to Miami.
Marketing
This is a site for home work help. We do not do the work for you.
sorry, I worked hard to get the answers, you need to know this stuff though, try to answer and I will correct it for u
25. Which of the following illustrates intrinsic reward?
A. Jolie’s work is praised by her supervisor.
B. Clark gets a promotion.
C. Natalia finds her work personally satisfying.
D. Rodrigo is saving overtime pay for a trip to Miami.
Marketing
I picked C for my answer. Thanks
all the above questions
i-25 i want to know if all my answers r correct. 1a.2d.3b.4a.5c.6c. 7d.8a.9b.10c.11c. 12d. 13d.14a.15b.16c.17d.18d.19b.20a.21a.22c.23b.24a.25d
I have this exact same class as you. And before i come to this site, i FIRST complete my whole exam and than check my answers here, and the ones i get wrong, i just get wrong on my actual exam. I don't change a thing. This college sweetie, and there is absolute nothing wrong with getting help but be more serious about classes you are paying for because you will have to actually know this stuff when you receive your degree. Just saying.
And also by the way, when i check my answers, i get about 85-90% of them right on my own so when i earn a grade of 92%, it makes me feel a lot proud of myself to know i did it on my own with a little to no help and not changing my answers.
The answers posted above are not even right. lol.
1. Regarding management and leadership, the most accurate statement is A. Leaders can be good managers, and good managers can be leaders. To make this determination, we can look at the roles and responsibilities of both managers and leaders. Managers are responsible for planning, organizing, and controlling resources to achieve organizational goals. They focus on tasks, processes, and ensuring that work gets done efficiently. On the other hand, leaders are responsible for inspiring and motivating individuals or teams to achieve a common vision. They focus on people, relationships, and driving change. While there are some differences in the specific skills and behaviors required for management and leadership, it is possible for individuals to exhibit both sets of qualities. Some people may naturally possess both managerial and leadership abilities, while others may develop these skills through experience and training.
2. On an organizational chart, span of control refers to the B. number of employees responsible for particular kinds of jobs. Span of control refers to the number of subordinates that a manager directly supervises. It determines the decision-making and leadership authority of a manager. A narrow span of control means that a manager has few subordinates, while a wide span of control means that a manager has many subordinates. The optimal span of control may vary depending on factors such as the complexity of the work, the level of autonomy required by the subordinates, and the manager's ability to effectively supervise and communicate with their subordinates.
3. According to A. equity theory, employees compare the inputs and outputs of other employees doing similar jobs. Unfavorable comparisons may lead to slacking off on their work or asking a supervisor for either an explanation or a raise. Equity theory states that individuals are motivated by fairness in their relationships and that they are constantly comparing their inputs (effort, skills, experience) and outputs (compensation, recognition, rewards) to those of others. When employees perceive an inequity, such as receiving less compensation or recognition for the same level of work compared to their peers, they may react by reducing their effort or seeking changes to restore fairness.
4. The correct statement about Maslow's needs hierarchy is B. Self-actualization is a growth need. Maslow's hierarchy of needs arranges human needs in a pyramid structure, with more basic physiological needs (such as food, water, and shelter) at the bottom and higher-level needs (such as self-actualization and self-esteem) at the top. According to Maslow, individuals must first satisfy their lower-level needs before they can progress to the higher-level needs. Self-actualization is the highest level of need in the hierarchy and represents the need for personal growth, fulfillment, and realizing one's full potential.
5. In an organizational hierarchy, the position most likely to come under the category of first-line management is A. Factory foreman. First-line management, also known as front-line or supervisory management, refers to the managers who have direct responsibility for overseeing day-to-day operations and supervising frontline employees. They are typically responsible for managing a specific department or area, such as production, operations, or customer service. A factory foreman is a common example of a first-line manager who directly supervises workers on the factory floor.
6. In a labor-management dispute, C. arbitration requires representatives of both parties to argue their case before an unbiased third party whose judgment on the dispute is final and binding on both parties. Arbitration is a dispute resolution process in which an impartial third party, known as an arbitrator, listens to the arguments and evidence presented by both labor and management and makes a final decision on the dispute. Unlike mediation, where a mediator helps facilitate negotiation and agreement between the parties, the arbitrator's decision is binding and cannot be appealed.
7. While B. task leaders plan activities and timelines and keep the group on task, D. social leaders help diffuse conflicts and encourage cooperative effort. Task leaders focus on the goals, tasks, and timelines of the group. They plan and organize the work, allocate resources, and ensure that the group stays focused on achieving its objectives. Social leaders, on the other hand, focus on the relationships and dynamics within the group. They help resolve conflicts, build trust, and promote cooperation among group members. Both types of leadership are important in achieving successful group outcomes.
8. The American Federation of Labor was formed under the leadership of C. Samuel Gompers. The American Federation of Labor (AFL) was one of the first and largest labor unions in the United States. It was founded in 1886 and led by Samuel Gompers, who served as the president of the AFL for almost 40 years. Gompers was known for his advocacy of collective bargaining, better working conditions, and higher wages for workers.
9. Based on A. mission statement, a company sets long-term C. goals mutually agreed on by workers and management and, from these, sets specific, short-term objectives. A mission statement is a statement that defines the purpose, values, and direction of an organization. It serves as a guiding document for setting goals and objectives. From the mission statement, organizations can develop long-term goals, which are broad statements of desired outcomes. These goals can then be broken down into specific, measurable objectives that provide guidance for short-term actions and performance measurement.
10. The idea that people working at similar jobs requiring the same levels of education, skills, or training should receive equal pay is called B. equitable worth. Equitable worth, also known as pay equity or equal pay for work of equal value, is the principle that employees should receive equal pay for jobs that require similar levels of knowledge, skills, and responsibilities, regardless of factors such as gender, race, or other protected characteristics. It aims to prevent discrimination in compensation and promote fairness in the workplace.
Note: For questions 11-25, the explanations would be provided in subsequent responses.