Organizational Behaviour: Understanding and Managing Life at Work 10th edition by Gary Johns Test ba

E) Diversity

Answer:  C

Diff: 2     Type: MC     Page Ref: 18

Skill:  Recall

Objective:  1.6 Explain what managers do–their roles, activities, agendas for action, and thought processes.

 

 

8) Geert Hofstede's research on cross-cultural differences found that

A) technical and behavioural requirements differ across cultures.

B) technical and behavioural requirements are the same across cultures.

C) technical requirements differ, but behavioural requirements are the same across cultures.

D) behavioural requirements differ, but technical requirements are the same across cultures.

E) differences in technical and behavioural requirements depend on where one is in the world.

Answer:  D

Diff: 2     Type: MC     Page Ref: 18

Skill:  Recall

Objective:  1.6 Explain what managers do–their roles, activities, agendas for action, and thought processes.

 

9) The negotiation of a collective agreement with a union is a good example of the managerial role of disturbance handler.

Answer:  FALSE

Diff: 3     Type: TF     Page Ref: 15

Skill:  Applied

Objective:  1.6 Explain what managers do–their roles, activities, agendas for action, and thought processes.

 

10) A manager who presents a new company policy to her employees at a meeting is performing the managerial role of spokesperson.

Answer:  FALSE

Diff: 3     Type: TF     Page Ref: 15

Skill:  Applied

Objective:  1.6 Explain what managers do–their roles, activities, agendas for action, and thought processes.

 

11) A manager who decides to commit more money and employees to the development of a potentially lucrative new product is performing the managerial roles of both entrepreneur and resource allocator.

Answer:  TRUE

Diff: 3     Type: TF     Page Ref: 15

Skill:  Applied

Objective:  1.6 Explain what managers do–their roles, activities, agendas for action, and thought processes.

12) According to Luthans, Hodgetts, and Rosenkrantz, if success is defined in terms of moving up the ladder quickly, then successful managers were those who devoted above average effort to networking.

Answer:  TRUE

Diff: 2     Type: TF     Page Ref: 16

Skill:  Recall

Objective:  1.6 Explain what managers do–their roles, activities, agendas for action, and thought processes.

 

 

13) According to Luthans, Hodgetts, and Rosenkrantz, if success is defined in terms of moving up the ladder quickly, then successful managers were those who devoted above average effort to human resource management.

Answer:  FALSE

Diff: 2     Type: TF     Page Ref: 16

Skill:  Recall

Objective:  1.6 Explain what managers do–their roles, activities, agendas for action, and thought processes.

 

14) Kotter found that managers use interpersonal networks to accomplish important organizational agendas.

Answer:  TRUE

Diff: 2     Type: TF     Page Ref: 16

Skill:  Recall

Objective:  1.6 Explain what managers do–their roles, activities, agendas for action, and thought processes.

 

15) Research by Simon and Isenberg indicates that successful managers almost never rely on intuition.

Answer:  FALSE

Diff: 2     Type: TF     Page Ref: 17

Skill:  Recall

Objective:  1.6 Explain what managers do–their roles, activities, agendas for action, and thought processes.