1. When the members of a special task force are

1. When the members of a special task force are asked to develop a proposal for increasing the international sales of a new product, this problem most likely requires _____________ decisions.
(a) Routine 

(b) Programmed
(c) Crisis 

(d) Nonprogrammed
2. Costs, benefits, timeliness, and _____________ are among the recommended criteria for evaluating alternative courses of action in the decision-making process.
(a) Ethical soundness
(b) Past history
(c) Availability
(d) Simplicity
3. The _____________ decision model views managers as making optimizing decisions, whereas the _____________ decision model views them as making satisficing decisions.
(a) Behavioral; judgmental heuristics
(b) Classical; behavioral
(c) Judgmental heuristics; ethical
(d) Crisis; routine
4. When a manager makes a decision about someone’s annual pay raise only after looking at the person’s current salary, the risk is that the decision will be biased because of _____________.
(a) A framing error
(b) Escalating commitment
(c) Anchoring and adjustment
(d) Strategic opportunism

1. A manager who is reactive and works hard to

1. A manager who is reactive and works hard to address problems after they occur is described as a _____________.
(a) Problem seeker
(b) Problem solver
(c) Rational thinker
(d) Strategic opportunist

2. A problem is a discrepancy between a/an _____________ situation and a desired situation.
(a) Unexpected
(b) Risk
(c) Actual
(d) Uncertain

3. If a manager approaches problems in a rational and analytical way, trying to solve them in step-by-step fashion. He or she is well described as a/an _____________.
(a) Systematic thinker
(b) Intuitive thinker
(c) Problem seeker
(d) Behavioral decision maker

4. Th e first step in the decision-making process is to _____________.
(a) Generate a list of alternatives
(b) Assess the costs and benefits of each alternative
(c) Identify and define the problem
(d) Perform the ethics double-check

1. An amoral manager _________.(a) Always acts in consideration of

1. An amoral manager _________.
(a) Always acts in consideration of ethical issues
(b) Chooses to behave unethically
(c) Makes ethics a personal goal
(d) Acts unethically but does so unintentionally
2. In a social responsibility audit of a business firm, positive behaviors meeting which of the following criteria would measure the highest level of commitment to socially responsible practices?
(a) Legal—obeying the law
(b) Economic—earning a profit
(c) Discretionary—contributing to community
(d) Ethical—doing what is right
2. What organizational stakeholder would get priority attention if a corporate board is having a serious discussion regarding how the firm could fulfill its obligations in respect to sustainable development?
(a) Owners or investors
(b) Customers
(c) Suppliers
(d) Future generations

1. In respect to the link between bad management and

1. In respect to the link between bad management and ethical behavior, research shows that _________.
(a) Managers who set unrealistic goals can cause unethical behavior
(b) Most whistle-blowers just want more pay
(c) Only top managers really serve as ethics role models
(d) A good code of ethics makes up for any management deficiencies
2. A person’s desires for a comfortable life and family security represent _________ values, while his or her desires to be honest and hard working represent _________ values.
(a) Terminal; instrumental
(b) Instrumental; terminal
(c) Universal; individual
(d) Individual; universal

3. A proponent of the classical view of corporate social responsibility would most likely agree with which of
these statements?
(a) Social responsibility improves the public image of business.
(b) The primary responsibility of business is to maximize profits.
(c) By acting responsibly, businesses avoid government regulation.
(d) Businesses should do good while they are doing business.
4. The triple bottom line of organizational performance would include measures of financial, social, and _________ performance.
(a) Philanthropic 

(b) Environmental
(c) Legal 

(d) Economic

1. Two employees are talking about ethics in their workplaces.

1. Two employees are talking about ethics in their workplaces. Jay says that ethics training and codes of ethical conduct are worthless; Maura says they
are the only ways to ensure ethical behavior by all employees. Who is right and why?
(a) Jay—no one really cares about ethics at work.
(b) Maura—only the organization can infl uence ethical behavior.
(c) Neither Jay nor Maura—training and codes can encourage but never guarantee ethical behavior.
(d) Neither Jay nor Maura—only the threat of legal punishment will make people act ethically.
2. Which ethical position has been criticized as a source of “ethical imperialism”?
(a) Individualism 

(b) Absolutism
(c) Utilitarianism 

(d) Relativism
3. If a manager takes a lot of time explaining to a subordinate why he did not get a promotion and sincerely listens to his concerns, this is an example of an attempt to act ethically according to _________ justice.
(a) Utilitarian
(b) Commutative
(c) Interactional
(d) Universal
4. At what Kohlberg calls the _________ level of moral development, an individual can be expected to act consistent with peers, meet obligations, and follow rules of social conduct.
(a) Postconventional
(b) Conventional
(c) Preconventional
(d) Nonconventional

1. Th e research of Mintzberg and others concludes that

1. Th e research of Mintzberg and others concludes that most managers.
(a) Work at a leisurely pace
(b) Have blocks of private time for planning
(c) Always live with the pressures of performance responsibility
(d) Have the advantages of short workweeks
2. Emotional intelligence helps us to manage ourselves and our relationships effectively. Someone that is high in emotional intelligence will have the capacity to, an ability to think before acting and to control potentially disruptive emotions and actions.
(a) Set agendas
(b) Show motivation
(c) Self-regulate
(d) Act as a leader
3. Which of the following is a responsibility that is most associated with the work of a CEO, or chief executive officer, of a large company?
(a) Linking the company with the external environment
(b) Reviewing annual pay raises for all employees
(c) Monitoring short-term performance by task forces and committees
(d) Conducting hiring interviews for new college graduates

1. When a manager puts Kwabena in a customer relations

1. When a manager puts Kwabena in a customer relations job because he has strong social needs and gives Sherrill lots of daily praise because she has strong ego needs, he is displaying.

(a) Systems thinking

(b) Theory X

(c) Contingency thinking

(d) Administrative principles

2. Which of the following is one of the characteristics of Weber’s ideal bureaucracy?

(a) few rules and procedures

(b) Impersonality

(c) Promotion by privilege not by merit

(d) Ambiguous hierarchy of authority

3. Which principle states that a person should only receive orders from one boss in an organization?

(a) Scalar

(b) Contingency

(c) Hawthorne 

(d) Unity of command

4. One of the conclusions from the Hawthorne studies was that.

(a) Motion studies could improve performance

(b) Groups can sometimes restrict the productivity of their members

(c) People respond well to monetary incentives

(d) Supervisors should avoid close relations with their subordinates

1. If an organization was performing poorly, what would Henri

1. If an organization was performing poorly, what would Henri Fayol most likely advise as a way to improve things?
(a) Teach managers to better plan, organize, lead, and control
(b) Give workers better technology
(c) Promote only the best workers to management
(d) Find ways to improve total quality management
2. When a worker has a family, makes car payments, and is active in local organizations, how might Argyris explain her poor work performance?
(a) She isn’t treated as an adult at work.
(b) Managers are using Theory Y assumptions.
(c) Organizational subsystems are inefficient.
(d) She doesn’t have the right work skills.
3. management assumes people are complex, with widely varying needs.
(a) Classical 

(b) Neoclassical
(c) Behavioral 

(d) Modern
4. Conflict between the mature adult personality and a rigid organization was a major concern of .
(a) Argyris 

(b) Follett
(c) Gantt 

(d) Fuller

1. If a sales department supervisor is held accountable by

1. If a sales department supervisor is held accountable by a middle manager for the department’s performance, on whom is the department supervisor
dependent in making this performance possible?
(a) board of directors
(b) top management
(c) customers or clients
(d) department sales persons
2. Th e management function of is being activated when a bookstore manager measures daily sales in the magazine section and compares them with daily sales targets.
(a) planning
(b) agenda setting
(c) controlling
(d) delegating
3. Th e process of building and maintaining good working relationships with others who may someday help a manager implement his or her work agendas is called .
(a) governance
(b) networking
(c) emotional intelligence
(d) entrepreneurship
4. According to Robert Katz, skills are more likely to be emphasized by top managers than by fi rst-line managers.
(a) human (b) conceptual
(c) informational (d) technical

1. Th e intellectual capital equation states: Intellectual Capital =…………………….

1. Th e intellectual capital equation states: Intellectual Capital =……………………. × Commitment.
(a) Diversity
(b) Confi dence
(c) Competency
(d) Communication
2. If the direction in managerial work today is away from command and control, what is it toward?
(a) coaching and facilitating
(b) telling and selling
(c) pushing and pulling
(d) carrot and stick

3. Th e manager’s role in the “upside-down pyramid” view of organizations is best described as providing so that operating workers can directly serve .
(a) direction; top management
(b) leadership; organizational goals
(c) support; customers
(d) agendas; networking
4 When a team leader clarifi es desired work targets and deadlines for a work team, he or she is fulfi lling the management function of .
(a) planning
(b) delegating
(c) controlling
(d) supervising