Accounting
Anthropology
Archaeology
Art History
Banking
Biology & Life Science
Business
Business Communication
Business Development
Business Ethics
Business Law
Chemistry
Communication
Computer Science
Counseling
Criminal Law
Curriculum & Instruction
Design
Earth Science
Economic
Education
Engineering
Finance
History & Theory
Humanities
Human Resource
International Business
Investments & Securities
Journalism
Law
Management
Marketing
Medicine
Medicine & Health Science
Nursing
Philosophy
Physic
Psychology
Real Estate
Science
Social Science
Sociology
Special Education
Speech
Visual Arts
Question
Training is one of the most frequently used approaches to changing people's mindsets.a. True
b. False
Answer
This answer is hidden. It contains 4 characters.
Related questions
Q:
The equity theory focuses on individual's perceptions of how fairly they are treated relative to others. a. True b. False
Q:
All of the following are interpersonal influence tactics EXCEPT: a. help people like you. b. develop allies. c. rely on the rule of demand. d. make use of higher authority. e. ask for what you want.
Q:
A transformational leader is a leader distinguished by a special ability to bring about innovation and change. a. True b. False
Q:
The alienated follower is a person who is an independent, critical thinker but is passive in the organization. a. True b. False
Q:
Power is the potential ability to influence the behavior and decisions of other people. a. True b. False
Q:
All managers are involved in human resource management. a. True b. False
Q:
The strategic approach to human resource management recognizes key elements. Which of the following is NOT an ingredient in successful human resource management? a. All managers are human resource managers. b. Employees are viewed as assets. c. Human resource management is a matching process. d. Only top-line managers are predominantly human resource managers. e. All of these are examples of key ingredients in human resource management.
Q:
Culture change pertains to the whole organization.
a. True
b. False
Q:
Which of the following created the Equal Employment Opportunity Commission? a. Americans with Disabilities Act b. Civil Rights Act c. Equal Pay Act d. Vocational Rehabilitation Act e. Immigration Reform and Control Act
Q:
Culture change refers to a major shift in the norms, values, attitudes, and mindset of the entire organization.
a. True
b. False
Q:
The idea in the large group intervention is to get a sample of people who may have an interest in the organization, gather perspectives from the selected parts of the system, and allow the sample to create a collective future.
a. True
b. False
Q:
The duty to perform the task or activity an employee has been assigned is called accountability.
a. True
b. False
Q:
The principle of unity of command suggests that managers within an organization should reach agreement on the goals and objectives of the organization.
a. True
b. False
Q:
A organizational map is a visual representation of an organization's structure, showing communication and lines of power.
a. True
b. False
Q:
List the four steps in the feedback control model.
Q:
The continuous process of measuring products, services, and practices against major competitors or industry leaders is called_______.
Q:
Pauline is an area manager at Ironman Gym. She anticipates her area's needs and formulates a proposed budget every quarter. She then sends this proposal to her manager. This is an example of: a. top-down budgeting. b. strategic budgeting. c. revenue budgeting. d. bottom-up budgeting. e. none of these.
Q:
_____pertains to the team's ability to meet the personal needs of its members.
Q:
A team created outside the formal organization to undertake a project of special importance or creativity is known as a(n) _____.
Q:
_____ refers to the tendency for the presence of others to enhance an individual's motivation and performance.
Q:
When Malcolm's team encounters the establishment of order and cohesion with the leader helping to clarify team roles and values, then his team is in the developmental stage of team development of. a. forming b. storming c. norming d. performing e. adjourning
Q:
Scenario-MalcolmBagget Malcolm Bagget has been working as a production employee for the last three years. His firm is currently undergoing a change in structure with a new management group and the production department is being restructured. Each production employee will be assigned to a small six-member production team. Malcolm is looking forward to the extensive cross training that has been promised and is looking forward to enjoying more power and discretion than he has had in the past. In addition to skill training, Malcolm is receiving management training in team building.One of Malcolm's co-workers, Danny Newcomber, is great at reducing tension by telling jokes and in other ways drawing off emotions when the group atmosphere is tense. Additionally, Danny can be counted on to energize by stimulating the team into action when the interest drops. Danny is demonstrating which of these? a. The task specialist role b. The task and socioemotional role c. The socioemotional role d. The participator role e. None of these
Q:
Self-managed teams consist of 5 to 20workers. a. union b. non-union c. multiskilled d. low wage e. all of these
Q:
When interviewing prospective employees, Samuel, a seasoned manager, often observes hand gestures, facial expressions, and use of space to gauge individuals' personalities. These are all examples of: a. listening. b. nonverbal communication. c. empathizing. d. direct communication. e. nuance communication.
Q:
What are the key elements of communication? a. Encoding, message, and feedback b. Encoding, noise, and symbols c. Message, circuit, and decoding d. Feedback, message, and perception e. Feedback, circuit, and perception
Q:
In a______ organization, the entire work flow is mechanized in a sophisticated and complex form of production technology.
a. service production
b. mass production
c. large-batch production
d. small-batch production
e. continuous process production
Q:
Which of the following is an incorrect fit in a stable organizational environment?
a. A tight structure
b. A rigid structure
c. A functional structure
d. A horizontal structure
e. A vertical structure
Q:
Explain the four underlying assumptions of the administrative model.
Q:
The decision-maker mustonce the problem has been recognized and analyzed.
a. evaluate and provide feedback
b. choose among alternatives
c. generate alternatives
d. prioritize the alternatives
e. reanalyze the problem
Q:
______ is the last step in the decision making process.
a. Evaluation and feedback
b. Development of alternatives
c. Implementation of chosen alternative
d. Selection of desired requirement
e. Recognition of decision requirement