organization’s discipline system

organization’s discipline system

1. An organization’s discipline system should __________________________________________. (Points : 1)
be enforced by a series of people
be applied uniformly to all employees
apply to all employees’ off-work activities
be presented verbally when a worker begins a job
Question 2.2. Internal sourcing and external sourcing are part of the process of __________________. (Points : 1)
employee inventorying
employee selection
job design
recruiting
Question 3.3. The O.S.H.A. agency does not regulate that employers _______________________________. (Points : 1)
provide protection from at-work hazards
notify supervisors of hazardous conditions
enforce the use of safety equipment
monitor poor health habits of employees
Question 4.4. Which of the following methods constitute examples of off-the-job training methods? (Points : 1)
Demonstration, simulation, and e-learning
Vestibule, simulation, and film and classroom
Simulation, demonstration, and vestibule
Sink and swim, e-learning, and apprenticeship
Question 5.5. The recruitment of the best candidates and making new employees feel welcome and accepted are the main objectives of _______________________________________. (Points : 1)
the Equal Employment Opportunity Commission and the Fair Labor Standards Act
selection and orientation processes
contacting references and prior employees
the physical exam and the “buddy” system
Question 6.6. The _____________________ requires employers to provide job-protected unpaid leave to an employee that is unable to perform his/her job due to a serious health condition. (Points : 1)
Americans with Disabilities Act of 1999
Equal Employment Opportunity Commission
Family and Medical Leave Act of 1993
Fair Labor Standards Act of 1938
Question 7.7. Dual career marriages, stress management, mid-life crisis problems, and employee outplacement are _______________________________________. (Points : 1)
examples of an employee’s assets and liabilities
indicative of company preparation and career development strategies
special career challenges that can be addressed with different programs
provisions included in a collective bargaining agreement
Question 8.8. Bonuses, prizes in contests, and profit sharing are examples of which type of compensation? (Points : 1)
Incentives
Base pay
Benefits
Exchange
Question 9.9. Which one of the following choices is not a step in the process of employee selection? (Points : 1)
Job design
Initial screening
Contact references
Final interview
Question 10.10. Performance appraisal consists of assessing an employee’s performance and providing him/her with feedback. Which of these actions is not part of the performance evaluation process? (Points : 1)
Informal appraisals
Customer evaluations
Self-appraisal
Physical examination
1. According to the text, the difference between a group and a team relies on which of the following ideas? (Points : 1)
Team members share a common commitment, while group members solely share common norms and an identity.
Teams go through different phases of development, while groups remain static over the course of time.
Groups go through different phases of development, while teams remain static over the course of time.
Teams should be formed with ten members or less, while groups have an unlimited number of members.
Question 2.2. Because of their focus on universal physical and personality traits shared by leaders, ____________ are still popular today, despite their reliance on stereotypes and assumptions that are not based on fact. (Points : 1)
situational theories
path-goal theories
attribution tests
trait theories
Question 3.3. Which of the following is not a component of McClelland’s Need Theory? (Points : 1)
The desire to achieve affects job performance and a manager can generate greater need for achievement with appropriate training techniques.
Leaders who eliminate factors that create job dissatisfaction may bring about peace but not necessarily motivation.
Employees should be placed on jobs that correspond to their levels of need for achievement, power, and affiliation.
Leaders can create challenging assignments and goals in order to develop a stronger commitment to goals.
Question 4.4. The most important difference between managing and leadership can best be described as follows: (Points : 1)
Managing consists of having the authority to hire, fire, and develop goals, while leading does not come with authority.
Managing focuses on planning the goals of an organization, while leading focuses on developing employee rewards programs.
Managers create a vision for the organization, while leaders provide control and problem solving skills.
Managers have formal power derived from their positions, while leaders have authority derived from their capacity to lead and inspire others.
Question 5.5. Someone who misses an important message because it was buried in a set of one hundred unanswered e-mails experiences: (Points : 1)
The effects of information overload.
The effects of physical barriers to effective communication.
Interpersonal barriers to effective communication.
The effects of a contradiction of a formal message.
Question 6.6. _________ must be difficult but achievable, specific, measurable, realistic, and timely. (Points : 1)
Rewards
Outputs
Hygiene factors
Goals
Question 7.7. Process theories of motivation help explain how_________________________________. (Points : 1)
employees may develop a need for control and influence over others
perceptions and expectations of rewards affect an employee’s motivation
factors associated with the job itself inspire motivation on employees
challenging work, active participation, and autonomy lead to self-realization
Question 8.8. According to French and Raven, which of these sources of power does not have an informal side? (Points : 1)
Reward
Referent
Legitimate
Expertise
Question 9.9. Which of the following is the most appropriate description of a transformational leader? (Points : 1)
Effectively communicates the goals of the organization to all employees.
Works toward shared goals beyond the organization’s immediate needs.
Delegates responsibilities and lets employees run the show.
Consults with employees and inspires to participate in decision-making.
Question 10.10. The __________ dictates that leaders should adapt their style in response to the amount of direction and/or freedom to make decisions that an employee requires to perform a task. (Points : 1)
Hersey and Blanchard’s Situational Leadership Model
Fiedler’s Contingency Model
Attribution Model
Maslow’s Contingency Model
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