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.