True/False Questionstestbankcollege.eu/sample/Test-Bank-Essentials-of... · Web viewFull file at TB-1 True/False Questions 1.PAETEC Communications is an example of a firm with a culture

Full file at http://TestbankCollege.eu/Test-Bank-Essentials-of-Contemporary-Management-3rd-Edition-Jones

True/False Questions

1. PAETEC Communications is an example of a firm with a culture that hurts its financial performance.

Ans: False Page: 41 LO: 5Difficulty: Easy AACSB: 10 BT: Knowledge

2. The way people react to different situations depends solely on their personality.

Ans: False Page: 43 LO: 1 Difficulty: Moderate AACSB: 10 BT: Comprehension

3. There is no single right or wrong trait for becoming an effective manager.

Ans: True Page: 44 LO: 1 Difficulty: Easy AACSB: 10 BT:Comprehension

4. People who are low on extraversion tend to be sociable, outgoing, and friendly.

Ans: False Page: 44 LO: 1 Difficulty: Easy AACSB: 10 BT: Knowledge

5. People who are low on negative affectivity tend to be low on extroversion.


6. The tendency of a person to feel distress and to be critical of self and others is called locus of control.


7. The tendency of a person to get along well with other workers is called positive affectivity.


TB-1


8. Conscientiousness has been found to be a good predictor of job performance for many kinds of jobs, including managerial positions.

Ans: True Page: 44 LO: 1 Difficulty: Easy AACSB: 10 BT: Knowledge

9. Managers who believe that they are responsible for their own success or failure are said to have a high external locus of control.

Ans: False Page: 48 LO: 1 Difficulty: Moderate AACSB: 10 BT: Knowledge

10. Managers who believe that forces that exist outside of their own control are primarily responsible for their own success or failure are said to have a high internal locus of control.


11. Effective managers do not need to have a high internal locus of control.

Ans: False Page: 48 LO: 1 Difficulty: Moderate AACSB: 10 BT:Comprehension

12. Research suggests that a high need for power is not especially important for top managers.


13. A manager who has a strong interest in performing challenging tasks in order to meet his or her own standards of excellence is said to have a high need for power.


14. A personal conviction about lifelong goals or objectives is called a terminal value.


TB-2


15. The collection of feelings and beliefs that workers have about their current jobs is known as job satisfaction, but for managers this is called organizational commitment.


16. In general, top managers tend to be less satisfied with their jobs than entry-level workers.


17. Satisfied managers are more likely to perform organizational citizenship behaviors than dissatisfied managers.

Ans: True Page: 53 LO: 2 Difficulty: Moderate AACSB: 10 BT:Comprehension

18. Satisfied managers are more likely to look for new career opportunities outside the organization.

Ans: False Page: 53 LO: 2 Difficulty: Easy AACSB: 10 BT:Comprehension

19. Downsizing tends to increase employee satisfaction because employees' increased workloads make them feel more responsible and empowered.


20. When companies lay off managers, the satisfaction level of managers who remain tends to rise.


21. Organizational commitment is likely to help managers perform some of their figurehead and spokesperson roles.


TB-3


22. Differences in levels of job satisfaction and organizational commitment among managers in different countries are likely to exist.

Ans: TruePage: 54 LO: 2 Difficulty: Moderate AACSB: 10 BT: Knowledge

23. Managers in the U.S. are better protected from being fired or laid off that those in Germany.


24. People who are extraverted are more likely to experience positive moods than people who are introverted.

Ans: True Page: 55 LO: 3 Difficulty: Moderate AACSB: 10 BT: Knowledge

25. Emotions are more intense feelings than moods.


26. Subordinates of managers who experience positive moods at work may perform better than subordinates of managers with negative moods.


27. Positive moods may promote critical thinking.


28. Emotional intelligence is about understanding and managing the moods and emotions of others, but not oneself.

Ans: False Page: 57 LO: 4 Difficulty: Easy AACSB: 10 BT:Knowledge

TB-4


29. Managers and workers play equally important roles in the formation of organizational culture.


30. The personal characteristics of the founders of organizations can have a strong influence on the culture that is created.


31. If an organization has a strong culture, it is appropriate for us to think of that culture as the organization's “personality”.


32. The attraction-selection-attrition framework attempts to explain how the personality of the founder influences the organization's culture.


33. Managers who are satisfied with their jobs, committed to their organizations, and experience positive moods can cause others to have similar attitudes and moods.

Ans: True Page: 61 LO: 5 Difficulty: Moderate AACSB: 10 BT: Knowledge

34. The process by which managers learn an organization’s values and norms is called organizational commitment.


35. Disney is an example of an organization with a weak culture and a weak socialization process.


TB-5


36. A new employee at Disney attends Disney University. This is a rite of enhancement.


37. Rites of integration make employees feel connected to each other.


38. How people dress in an organization is part of its “language”.


39. Organizational culture controls the behaviors of working level employees, but not managers.

Ans: False Page: 65 LO: 5 Difficulty: Hard AACSB: 10 BT:Comprehension

40. Culture affects many things, but it does not affect the way the basic managerial functions (planning, organizing, leading, and controlling) are performed.


41. Having a strong culture is always good for an organization.

Ans: False Page: 67 LO: 5 Difficulty: Hard AACSB: 10 BT:Comprehension

TB-6

Full file at http://TestbankCollege.eu/Test-Bank-Essentials-of-Contemporary-Management-3rd-Edition-JonesMultiple Choice Questions

42. The tendency of a person to feel good about himself and the rest of the world is known as:A) conscientiousness.B) openness to experience.C) positive affectivity.D) extroversion.E) external locus of control.

Ans: D Page: 44 LO: 1 Difficulty: Easy AACSB: 10 BT: Knowledge

43. Managers who tend to be sociable, outgoing, and friendly are frequently referred to as:A) extroverts.B) negative affectives.C) low in self-esteem.D) conscientious.E) high in external locus of control.

Ans: A Page: 44 LO: 1 Difficulty: Easy AACSB: 10 BT: Knowledge

44. Managers who score low on extroversion are frequently referred to as:A) extroverts.B) high in external locus of control.C) organizational citizens.D) introverts.E) emotionally intelligent.


45. The tendency of a manager to feel negative emotions and to be critical of herself and others is called:A) introversionB) conscientiousness.C) negative affectivity.D) openness to experience.E) the external locus of control.

Ans: C Page: 44 LO: 1 Difficulty: Easy AACSB: 10 BT: Knowledge

TB-7


46. The tendency of a manager to get along well with other workers is known as:A) positive affectivity.B) agreeableness.C) conscientiousness.D) extraversion.E) internal locus of control.

Ans: B Page: 44 LO: 1 Difficulty: Easy AACSB: 10 BT: Knowledge

47. The tendency of a manager to be careful and persevering in work-related tasks is known as:A) conscientiousness.B) external locus of control.C) organizational citizenship.D) agreeableness.E) openness to experience.


48. CEO’s of major companies often exhibit high _________.A) extraversionB) agreeablenessC) conscientiousnessD) openness to experienceE) negative affectivity

Ans: C Page: 45 LO: 1 Difficulty: Moderate AACSB: 10 BT: Comprehension

TB-8


49. Managers who initiate major changes in their organizations are often high in _________.A) extraversionB) agreeablenessC) conscientiousnessD) openness to experienceE) negative affectivity

Ans: D Page: 47 LO: 1 Difficulty: Moderate AACSB: 10 BT: Comprehension

50. Successful managers demonstrate:A) high extraversion and low negative affectivity.B) low extraversion and high agreeableness.C) high openness to experience and low conscientiousness.D) high extraversion and low conscientiousnessE) successful managers may have any combination of traits.

Ans: EPage: 48 Success in management does not depend on the possession of any particular trait. LO: 1 Difficulty: HardAACSB: 10BT:Comprehension

51. Managers who believe that forces outside of their control are largely responsible for what happens to them are said to be high in:A) openness to experience.B) negative affectivity.C) internal locus of control.D) external locus of control.E) need for affiliation.

Ans: D Page: 48 LO: 1 Difficulty: Moderate AACSB: 10 BT: Knowledge

52. The degree to which a manager feels good about himself and his capabilities is known as:A) need for achievement.B) need for power.C) need for affiliation.D) self-esteem.E) extraversion.


TB-9


53. According to McClelland, the extent to which a manager has a strong desire to perform challenging tasks and to meet personal standards of excellence is known as:A) the need for affiliation.B) the need for achievement.C) the need for power.D) the need for self-esteem.E) the need for conscientiousness.


54. According to McClelland, the extent to which a manager is concerned with being liked and having others get along well with each another is called:A) the need for power.B) the need for self-esteem.C) the need for extraversion.D) the need for achievement.E) the need for affiliation.

Ans: E Page: 49 LO: 1 Difficulty: Easy AACSB: 10 BT: Knowledge

55. According to McClelland, the extent to which a manager has a strong desire to control and influence others is known as:A) the need for affiliation.B) the need for self-esteem.C) the need for power.D) the need for conscientiousness.E) the need for achievement.

Ans: C Page: 49 LO: 1 Difficulty: Easy AACSB: 10 BT: Knowledge

56. Research suggests that ________ and _______ are assets for middle managers.A) high need for power; high need for affiliationB) high need for power; high need for achievementC) low need for affiliation; high need for achievementD) low need for power; high need for affiliationE) low need for power; low need for achievement

Ans: B Page: 49 LO: 1 Difficulty: Moderate AACSB: 10 BT: Comprehension

TB-10


57. A manager's personal conviction about lifelong goals is known as:A) a terminal value.B) an instrumental value.C) the internal locus of control.D) the external locus of control.E) conscientiousness.


58. A manager's personal conviction about ways of behaving is known as:A) a terminal value.B) the internal locus of control.C) conscientiousness.D) the external locus of control.E) an instrumental value.


59. All of the following are examples of terminal values EXCEPT:A) a comfortable life.B) a sense of accomplishment.C) social recognition.D) courage.E) wisdom.

Ans: D Page: 50 Courage (standing up for your beliefs) is a desired mode of conduct. LO: 2 Difficulty: Hard AACSB: 10 BT:Comprehension

60. All of the following are examples of terminal values EXCEPT:A) inner harmony.B) capability.C) a world of beauty.D) a sense of accomplishment.E) social recognition.

Ans: B Page: 50 Capability (competence) is a desired way of behaving. LO: 2 Difficulty: Hard AACSB: 10BT:Comprehension

TB-11


61. All of the following are examples of instrumental values EXCEPT:A) independence.B) responsibility.C) inner harmony.D) courage.E) capability.

Ans: C Page: 50 Inner harmony is a lifelong goal. LO: 2 Difficulty: Hard AACSB: 10 BT:Comprehension

62. All of the following are examples of instrumental values EXCEPT:A) ambitious.B) helpful.C) responsibility.D) social recognition.E) courage.

Ans: D Page: 50 Social recognition (respect, admiration) is a lifelong goal. LO: 2 Difficulty: Hard AACSB: 10 BT:Comprehension

63. A manager who is self-reliant and self-sufficient is expressing which type of instrumental value?A) independenceB) responsibilityC) ambitionD) capabilityE) helpfulness

Ans: A Page: 50 LO: 2 Difficulty: Easy AACSB: 10 BT: Comprehension

64. Carrie values freedom from inner conflict. She is expressing ________ type of ________ value.A) wisdom; terminalB) social recognition; instrumentalC) inner harmony; terminalD) a sense of accomplishment; terminalE) an exciting life; instrumental

Ans: C Page: 50 Freedom from inner conflict is inner harmony, which is a terminal value. LO: 2 Difficulty: Hard AACSB: 10 BT: Comprehension

TB-12


65. A manager wants to make a lasting contribution to her organization. This manager is expressing which type of terminal value?A) wisdomB) social recognitionC) inner harmonyD) sense of accomplishmentE) comfortable life

Ans: D Page: 51 LO: 2 Difficulty: ModerateAACSB: 10 BT:Comprehension

66. An employee who is hard working and aspires to a higher level in the organization is expressing which type of instrumental value?A) independenceB) responsibilityC) ambitionD) capabilityE) helpfulness

Ans: C Page: 51 LO: 2 Difficulty: ModerateAACSB: 10 BT:Comprehension

67. The collection of feelings and beliefs that a manager has about his current position is referred to as:A) organizational citizenship.B) job satisfaction.C) locus of control.D) organizational commitment.E) openness to experience.

Ans: B Page: 51 LO: 2 Difficulty: EasyAACSB: 10 BT: Knowledge

68. People who are satisfied with their jobs are more likely to:A) quit the organization.B) perform more OCB's.C) be laid off.D) have low organizational commitment.E) be less creative.

Ans: B Page: 53 LO: 2 Difficulty: Moderate AACSB: 10 BT:Comprehension

TB-13


69. The collection of feelings and beliefs that a manager has about her organization is known as:A) organizational commitment.B) locus of control.C) organizational citizenship.D) job satisfaction.E) openness to experience.

Ans: A Page: 54 LO: 2 Difficulty: Easy AACSB: 10 BT:Knowledge

70. Which of the following would NOT affect the level of job satisfaction in a country?A) unemployment rateB) legislation in the countryC) strength of family and community tiesD) climateE) attitudes about relocation

Ans: D Page: 54 LO: 2 Difficulty: Moderate AACSB: 10 BT:Comprehension

71. A feeling or state of mind is called a(n)A) valueB) emotionC) personality factorD) beliefE) mood


72. People who are high on extraversion are especially likely to experience _____________.A) emotionsB) negative affectivityC) negative moodsD) positive moodsE) conscientiousness

Ans: D Page: 55 LO: 3 Difficulty: Moderate AACSB: 10 BT: Comprehension

TB-14


73. An intense, relatively short-lived feeling is called a(n):A) emotionB) moodC) motivationD) commitmentE) attitude

Ans: A Page: 56 LO: 3 Difficulty: Easy AACSB: 10 BT:Knowledge

74. Giorgio is very upset with his co-worker Petra, who has made errors in her work that cause Giorgio to have to work late. Giorgio is experiencing a(n):A) personality characteristicB) emotional intelligence incidentC) emotionD) moodE) scruple

Ans: C Page: 56 Anger is an emotion. LO: 3 Difficulty: Hard AACSB: 10 BT:Application

75. Subordinates of managers who experience ________ moods at work tend to _________.A) positive; perform worseB) positive; be more creative, regardless of the situationC) negative; resign moreD) positive; be more creative, under certain conditionsE) negative; be more ethical

Ans: D Page: 56 Under some (but not all) circumstances, managers’ positive moods enhance creativity. LO: 3 Difficulty: Hard AACSB: 10 BT:Comprehension

76. Which of the following was used by the accounting firm of Lipshutz, Levin, and Gray to create positive moods?A) chicken costumesB) hula hoopsC) casual dress codeD) foghornsE) all of the above

Ans: E Page: 56 LO: 3 Difficulty: Moderate AACSB: 10 BT: Knowledge

TB-15


77. People in negative moods tend to:A) be more assertive in judgmentsB) be poorer critical thinkersC) be less effective at devils advocacyD) be more satisfied with their bossesE) make less accurate judgments

Ans: A Page: 56 LO: 3 Difficulty: Moderate AACSB: 10 BT:Comprehension

78. The ability of a manager to understand and to manage her own emotions and the emotions of others is known as that manager's:A) agreeableness.B) emotional intelligence.C) social intelligence.D) need for affiliation.E) consideration.


79. Which of the following feelings is NOT an indicator of a negative mood?A) strongB) jitteryC) nervousD) scornfulE) all of the above are indicators of a negative mood

Ans: A Page: 57 LO: 4Difficulty: Moderate AACSB: 10 BT:Comprehension

80. Emotional intelligence may help managers perform the ___________ interpersonal role.A) resource allocatorB) monitorC) plannerD) liaisonE) decision maker


TB-16


81. Recent theorizing and research suggest that managers' emotional intelligence may be especially important in:A) increasing employee turnoverB) decreasing employee satisfactionC) decreasing employee stressD) increasing employee creativityE) increasing employee resistance to change

Ans: D Page: 58 LO: 4 Difficulty: Moderate AACSB: 10 BT: Knowledge

82. An organization's culture is most like its:A) structureB) strategyC) reward systemsD) personalityE) vision

Ans: D Page: 59 LO: 5 Difficulty: Easy AACSB: 10 BT:Comprehension

83. The “ASA” framework concerns:A) avoidance - selection - attributionB) attraction - selection - attritionC) aggression - survival - activationD) ability - skills - attitudesE) attitude - socialization - assimilation

Ans: B Page: 59 LO: 5 Difficulty: Moderate AACSB: 10 BT: Knowledge

84. The ASA framework suggests that people have become more similar to each other through:A) attraction of hiring managers to people similar to themselves.B) employees who are dissimilar being more likely to leave the organization.C) attraction of potential employees to firms that exhibit personalities like their

own.D) all of the aboveE) both A & C; but not B.

Ans: D Page: 59-60 LO: 5 Difficulty: Moderate AACSB: 10 BT: Comprehension

TB-17


85. Attraction-selection-attrition processes are most evident in:A) large firmsB) small firmsC) manufacturing firmsD) financial firmsE) not-for-profit organizations

Ans: B Page: 60 LO: 5 Difficulty: Easy AACSB: 10 BT:Comprehension

86. Which of these characteristics of managers shape organizational culture?A) moodB) emotional intelligenceC) valuesD) emotionsE) all of the above

Ans: E Page: 60 LO: 5 Difficulty: Easy AACSB: 10 BT:Comprehension

87. __________ are unwritten, informal rules or guidelines that prescribe appropriate behaviors.A) Terminal valuesB) PersonalitiesC) NormsD) Instrumental valuesE) Cultures

Ans: C Page: 61 LO: 5 Difficulty: Easy AACSB: 10 BT:Comprehension

88. Managers try to cultivate norms that fit other factors. Which of the following is NOT one of these factors?A) the organization's strategyB) the organization's languageC) the organization's task environmentD) the organization's general environmentE) the organization's technology

Ans: B Page: 61 LO: 5 Difficulty: Moderate AACSB: 10 BT: Comprehension

TB-18


89. Managers maintain and transmit culture through all but one of the following. Which one?A) ritesB) storiesC) languageD) technologyE) socialization


90. Ray Kroc, McDonald's founder, insisted on __________, which became a competitive advantage for this firm.A) cleanlinessB) technologyC) state-of-the-art technologyD) quality foodE) high wages for workers

Ans: A Page: 62 LO: 5 Difficulty: Moderate AACSB: 10 BT: Knowledge

91. Bill Gates, Microsoft's founder, insisted on __________, which became a competitive advantage for this firm.A) business attireB) customer serviceC) being an individualD) low wagesE) centralized control

Ans: C Page: 62 LO: 5 Difficulty: Moderate AACSB: 10 BT: Knowledge

92. The process by which newcomers to an organization learn the values and norms is:A) accumulationB) socializationC) attributionD) attitude adjustmentE) embedding


TB-19


93. Walt Disney Company is known for its strong ________ which focuses most heavily on ________.A) corporate strategy; low pricesB) socialization program; helpfulnessC) culture; creativityD) culture; technologyE) socialization program; individualism

Ans: B Page: 63 LO: 5 Difficulty: Moderate AACSB: 10 BT: Knowledge

94. Rites of _________ determine how individuals enter, advance within, or leave the organization.A) passageB) integrationC) ceremonyD) enhancementE) celebration


95. XYZ Company holds an annual 4th of July picnic. In addition to giving employees a chance to have fun, top management also presents award to top performers. This is a rite of:A) passageB) integrationC) celebrationD) ceremonyE) enhancement

Ans: EPage: 64 Rites of enhancement such as award dinners reinforce an organization’s values and norms. LO: 5 Difficulty: Hard AACSB: 10 BT:Application

TB-20


96. Employee promotions at ABC Company appear in the local newspaper. This is an example of :A) a rite of passageB) a rite of integrationC) a storyD) languageE) a rite of enhancement

Ans: E Page: 64 Rites of enhancement such as award dinners reinforcement an organization’s values and norms. LO: 5 Difficulty: Hard AACSB: 10 BT:Application

97. How workers in a particular organization dress is part of the organization’s:A) ritesB) valuesC) storiesD) socializationE) language

Ans: E Page: 65 LO: 5 Difficulty: Easy AACSB: 10 BT:Comprehension

98. An organization's culture influences how managers __________.A) controlB) planC) leadD) organizeE) all of the above

Ans: E Page: 65 LO: 5 Difficulty: Moderate AACSB: 10 BT:Comprehension

Essay Questions

99. Researchers frequently refer to the "Big Five" personality traits. Discuss any three of these traits and explain the advantages and disadvantages of each for managers.

Ans:These traits are extroversion, negative affectivity, agreeableness, conscientiousness, and openness to experience. All of them have advantages and disadvantages in terms of their effect on the effectiveness of a manager.

Page: 43-47 LO: 1 Difficulty: Moderate AACSB: 10BT:Comprehension

TB-21


100. Managers can have very different points of view about how much control they have over what happens to them on the job and in their personal lives. Discuss the two loci of control and explain the advantages and disadvantages of each in terms of possible impact on the effectiveness of managers. Show that you understand these concepts by giving an example of each locus from the perspective of a student explaining her performance on a recent test.

Ans:Managers who have a high internal locus of control feel that they are themselves primarily responsible for what happens to them both on the job and in their personal lives. Managers who have a high external locus of control believe that outside forces over which they have little control are the primary determinants of what happens to them.

Page: 48 LO: 1 Difficulty: Hard AACSB: 10BT:Comprehension

101. David McClelland has done extensive research on the various "needs" of managers. Discuss the three major types of needs of managers according to McClelland and explain their possible advantages and disadvantages on the effectiveness of a manager.

Ans:McClelland has researched the need for achievement, the need for affiliation, and the need for power. These needs react differently depending on the level which the manager occupies within the organization and where that manager is in terms of his or her career development stages.


102. Researchers have studied the concept of "organizational commitment." Discuss the meaning of this concept and explain how workers with high or low organizational commitment are likely to act differently on the job.

Ans:Organizational commitment is the set of beliefs and feelings a manager has about his or her organization. Committed managers are more likely to go "above and beyond the call of duty" to their organization and are more likely to stay with their organization for longer periods of time.


TB-22


103. Define the concept of “emotional intelligence”. How does having emotional intelligence help managers?

Ans:Emotional intelligence (EI) is the ability to understand one's own and others' moods and emotions. It helps managers because it helps managers manage their own stress and also to perform their interpersonal roles.


104. What is organizational culture? Where does it come from?

Ans:Organizational culture is the set of shared values, norms, standards, and expectations that influence the way members of the organization interact and cooperate. All members can influence organizational culture, but managers are more likely to play a strong role, particularly the founder. The attraction-selection-attrition framework describes how this occurs. First, founders of organizations tend to hire people with similar personalities and values as their own. Second, similar employees are more likely to stay, and others to leave. Thus, as an organization grows, its membership becomes more similar. This is reinforced, then, by the employees themselves in new hiring and in socialization of new employees.


105. Explain the ASA Model. How does it help explain the formation of organizational cultures? Give an example.

Ans:ASA stands for attraction-selection-attrition. It proposes that when founders hire employees for their new ventures, they tend to be attracted to and choose employees whose personalities are similar to their own. These similar employees are more likely to stay with the organization. Dissimilar employees, if hired, are more likely to leave. Thus, the overall tendency is for people in the organization to have similar personalities that shape organizational culture.

Page: 59-60 LO: 5 Difficulty: Moderate AACSB: 10BT:Application

TB-23


106. What is socialization? How does it occur? Why is it important for organizations? Give an example of a socialization experience you have gone through or observed in your life.

Ans:Socialization is the process by which an organization influences its new members to accept its values and norms, and learn the work behaviors they need to perform effectively. When socialization is successful, new member internalize the organization's values and norms and behave consistently with them, believing that they are behaving in the right and proper way.

Socialization occurs when organizations put newcomers through a series of experiences – most commonly, training programs – that give them knowledge and skills to perform their new jobs, but also stress the values the organization wishes employees to accept. Socialization is important because it is essential to support a strong culture, which can in turn lead to effective organizational performance.

Page: 62-63 LO: 5 Difficulty: Hard AACSB: 10 BT:Comprehension

107. Explain what organizational rites are. What are the different types? Give an example of each.

Ans:Rites are formal events that recognize events of importance to the organization and its employees. Rites of passage mark how individuals enter, advance within or leave the organization. Rites of integration build and reinforce common bonds among members. Rites of enhancement publicly reward and recognize employees' contributions, thus strengthening their commitment to the organization.

Page: 63-65 LO: 5 Difficulty: ModerateAACSB: 10BT:Application

TB-24


108. Explain the relationship between organizational culture, managerial action, and organizational effectiveness. Give an example of this relationship..

Ans:An organization's culture shapes and controls the behavior of all employees, including managers. Thus, it influences the way managers perform their four basic functions: planning, organizing, leading, and controlling. If managers buy into an organization's culture, norms and values, the manager will perform her functions in a way that is consistent with other members of the organization. Further, if the culture is appropriate for the organization's strategy, task and general environment, and technology, the manager's work will help the organization perform well.

Page: 65-67 LO: 5 Difficulty: Hard AACSB: 10 BT:Application

TB-25

Documents

True/False Questionstestbankcollege.eu/sample/Test-Bank-Essentials-of... · Web viewFull file at TB-1 True/False Questions 1.PAETEC Communications is an example of a firm with a culture