HRM 522 Week 11 Final Exam – Strayer New



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Chapters 7 Through 12

Chapter 7

1.Expertpowerusuallystemsfrom
a.a superior'scredibilitywithhis orhersubordinates.
b.thebeliefthatacertainpersonhastherightto exertinfluenceandthatcertainothershaveanobligationto acceptit.
c.a person'sabilitytoinfluencethe behaviorofothersbyofferingthemsomethingdesirable. d.aperson'sabilitytopenalizetheactionsor behaviorof another.
e.aperson'sperceptionsthathisorhergoalsorobjectivesaresimilarto another's.


2.Whichofthe followingstatementsaboutpoweristrue?
a.Thefivebasesofpoweraremutuallyexclusive.
b.Peoplegenerallyuseonlyonebaseofpowertoeffectchangeinothers.
c.Expertpowerexistswhenonepersontakesactionsthatwillleadthatpersonandotherstoachievetheir mutualobjectives.
d.Powercan beusedtomotivateindividualsethicallyorunethically. e.Theuseofpoweris unethical.
3.Anorganizationthatdelegatesdecision-makingauthorityas fardownthechainof commandas possibleandhas relativelyfewformalrulesis
a.centralized.
b.decentralized. c.flat.
d.tall.
e.ethical.


4.Whichofthefollowingis notacharacteristicofanethicalcorporateculture?
a.Managementandthe boarddemonstratetheircommitmenttostrongcontrolsthroughtheircommunications andactions.
b.Everyemployeeisencouragedandrequiredtohavehands-oninvolvementinthe internalcontrolsystem. c.Managementconductsitselfin awaythatis notconsistentwiththecodeofconduct.
d.Employeesare expectedtobeinthe communicationloopthroughresolutionsandcorrectiveactions.
e.Employeeshavetheabilitytoreportpolicyexceptionsanonymouslytoany memberoftheorganization.
5.Althoughbothstructurescancreateopportunitiesforunethicalconduct,whichorganizationalstructuretendstobe moreethical?
a.Tall b.Flat
c.Centralized
d.Decentralized
e.All organizationalstructuresareequallyethical.


6.Theabilitytoinfluencethe behaviorofothersbyofferingthemsomethingdesirableisbestdescribedas a.coercivepower.
b.rewardpower. c.expertpower.
d.legitimatepower. e.referentpower.
7.Anadvantageof thedecentralizedorganizationisthat
a.thefocusison formalrules,policies,andproceduresbackedup withelaboratecontrolsystems. b.thereis ahighlevelofbureaucracy.
c.eachworkerknowshisorherjobandwhatisspecificallyexpectedaswellashowtocarryoutdesignated tasks.
d.itisadaptableandcanquicklyrespondtoexternalchange. e.thereisminimalupwardcommunication.
8.Whendevelopinganethicalculture,therehastobea(n)
elementbecauseeveryorganizationhasemployees
thatwilltrytotakeadvantageifthereisan opportunityformisconduct. a.rules-based
b.statementofmission c.ethical
d.compliance e.punitive
9.The apatheticorganizationalcultureexhibits
a.highconcernfor peoplebutminimalconcernfor performance. b.littleconcernforpeoplebutahighconcernforperformance.
c.minimalconcernforpeopleandperformance. d.highconcernforpeopleandperformance.
e.noconcernformaintaininga cohesiveorganizationalculture.


10.Theexactingorganizationalcultureisinterestedin
a.performancebuthaslittleconcernforemployees. b.investors'impressionsofprofitability.
c.maintaininga strongcorporateculture. d.employeesandperformance.
e.employees'impressions.
11.Associatingwithotherswhoareunethicalandwhohavetheopportunitytoactunethicallycanleadtoalearning processknownas
a. compliance. b. misconduct. c.opportunity.
d.differentialequations.
e.differentialassociation.


12.Whichof thefollowingstatementsaboutcorporatecultureisfalse?
a.Corporateculturerefersto thepatternsandrulesthatgovernthebehaviorofanorganizationandits employees,particularlythe sharedvalues,beliefs,andcustoms.
b.Thevaluesandethicalbeliefsthatactuallyguidethefirm'semployeestendnotto bethesameonesthat managementstatesasdefiningthefirm'sculture.
c.Corporatecultureincludesthebehavioralpatterns,concepts,values,ceremonies,andritualsthattakeplacein anorganization.
d.Thecultureofanorganizationmaybeexplicitlystatedorunspoken.
e.Failuretomonitorormanageanorganization'sculturemayfosterunethicalbehavior.
13.Noformaldresscodes,workinglate,participationinextracurricularactivities,gestures,andlegendsrepresent a.a complacentworkplace.
b.codesofethics.
c.a firm'sorganizationalchart.
d.formalexpressionsofanorganization'sculture.
e.informalexpressionsofanorganization'sculture.


14.Aculturalauditmaybeusedtoidentify a.howcultureda firm'semployeesare. b.unethicalemployees.
c.unethicalorganizations.
d.anorganization'sculture. e.organizationalstructure.
15.The2010passageof theDodd-FrankActproposedadditionalmonetaryincentivesforwhistle-blowers.Aprimary concernaboutthesenewincentivesis
a.theywillencouragetoomanyemployeestoattempttoblowthewhistleon firms,eventhosethathavedone nothingwrong.
b.peopledonotgenerallyrespondatalltomonetaryincentives.
c.whistle-blowersmightbe temptedtoreporttotheSECwiththeirreportsandnotreportthemisconducttothe
company’sinternalcomplianceprogram.
d.peoplemayexaggeratetheirclaimsinordertogeta reward.
e.thefundspaidout towhistle-blowermightbankruptcompanies.


16.Marcusisthetop-performingdevelopmentdirectorhisnon-profitorganizationhaseverhad.Hepossessescountless tricksand tips tocontinuetobringindonations,positivepublicity,and supporters.Marcuswouldlikelyhave
overnewdevelopmentdepartmentstaff. a.coercivepower
b.grouppower
c.legitimatepower d.expertpower
e.democraticpower
17.
bringtogetherthefunctionalexpertiseofemployeesfromseveraldifferentareasoftheorganizationona singleproject.
a.Qualitycircles
b.Informalgroups c.Teams
d.Workgroups e.Committees

18.Individuals,oftenfromthesamedepartment,whobandtogetherforpurposesthatmayormaynotberelevantto the organizationarecalled
a.qualitycircles.
b.informalgroups. c.teams.
d.workgroups. e.committees.
19.Inorderfor whistle-blowingtobeeffective, a.financialcompensationmustbeveryhigh.
b.employeesmustwishillontheorganizationforwhichtheywork.
c.lawmakersmustmakeaneffortto forceemployeesto discussdetailsaboutthemisconduct.
d.it requiresthatthe individualhaveadequateknowledgeofwrongdoingthatcoulddamagesociety. e.it mustoccurata verylargemultinationalcorporation.


20.Whichofthe followingstatementsaboutgroupnormsisfalse?
a.Groupnormsdefinethelimitondeviationfromgroupexpectations.
b.Groupnormshavethepowerto forceastrongdegreeofconformityamonggroupmembers.
c.Managementmustcarefullymonitorthe normsofallthe variousgroupswithinthe organization,aswellasthe organization'scorporateculture.
d.Sanctionsmaybe necessarytobringinlineagroupwhosenormsdeviatesharplyfromtheoverallculture. e.Groupnormsneverconflictwiththeoverallorganization'sculture.
21.Management'ssenseof theorganization'sculture a.is alwaysthesameasemployees'perceptions. b.isusuallyeasilyadoptedbyemployees.
c.isalwaysreadilyevidenttoemployees.
d.maybe quitedifferentfromemployees'perceptions. e.is alwaysdifferentfromemployees'perceptions.


22.Motivationis definedas

a.aperson’sincentiveordriveto work.

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