#Test Bank Groups Process and Practice 9th Edition Solution

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    Chapter Number and Name: Chapter 1 — Introduction to Group Work

Multiple Choice Test Bank

 1.    Training for individuals in Task Group leadership involves all of the following broad subject areas except for:

A.  Organizational development

B.  Conflict resolution

C.  Consultation

D.  Management

 ANS: B       PG: 7

2.    A protocol of standards that sets forth core competencies for practitioners has been devised by:

A.  The American Psychological Association’s Group Counseling Committee

B.  The Association of Group Specialist Trainers

C.  The Association for Specialists in Group Work

D.  The Organization for Practitioners in Group Work

 ANS: C       PG: 7

3.    Jennifer is a 19-year-old emotionally stable college student, but her grades have started to suffer. Her parents suspect alcohol abuse, though they have no proof. They would like her referred to a group that addresses the risks of alcoholism in teenagers. The appropriate group setting would be:

A.  Task

B.  Brief (time-limited)

C.  Counseling

D.  Psycho-educational

 ANS: D       PG: 8

4.    Dylan has participated in a court-appointed psycho-educational group designed to address anger management issues. It can be assumed that he filled out an assessment questionnaire:

A.  During intake only

B.  At program completion only; during intake, assessment questionnaires can prejudice counselors and group leaders and result in preconceived notions

C.  During intake and upon program completion

D.  Assessment questionnaires are not typically utilized in psycho-educational settings

 ANS: C       PG: 8

 5.    Warm-up -> action -> closure is beneficial in helping to achieve and maintain the balance between:

A.  Inhibition and the ability to express emotions

B.  Learning and follow-through

C.  Content and process

D.  Training and skills

 ANS: C       PG: 8

 6.    A view of a counseling group will typically show a population composed of:

A.  Diverse individuals with a similar problem/issue

B.  A homogeneous group with a similar problem/issue

C.  Diverse individuals with a dissimilar problem/issue

D.  A group of individuals selected only for similarities in coping skills, attitudes, etc.

 ANS: A       PG: 10

7.    Dan, a 34-year-old homosexual construction worker; April, a 21-year-old heterosexual single parent; and Sylvester, a 57-year-old Air Force retiree who underwent a blood-transfusion two years ago have all been recently diagnosed as HIV-positive. All need to address the issues of coping and “getting on with life.” The appropriate setting for achieving this goal would be:

A.  A psychotherapy group

B.  A task group

C.  A counseling group

D.  A psycho-educational group

 ANS: C       PG: 10

 8.    In a psycho-educational group, the leader’s main undertaking is to administer ___________ and create an atmosphere that cultivates _____________.

A.  Instruction/behavioral change

B.  Cues/expression

C.  Cues/self-exploration

D.  Instruction/learning

 ANS: D       PG: 10

 9.    Chelsea, a 15-year-old has been diagnosed with bulimia. She reports that she is depressed, sees herself as overweight — though she is categorized by her doctors as being underweight — and is experiencing feelings of worthlessness. She would most likely be found in which type of therapy?

A.  Counseling

B.  Psycho-educational group

C.  Inpatient

D.  Psychotherapy

 ANS: D       PG: 11

 10.  Financial concerns, the advent and increased frequency of managed-care structuring and cutbacks in resources have all led to the increased necessity of:

A.  Psycho-educational groups

B.  Single-session groups

C.  Counseling groups

D.  Brief groups

 ANS: D       PG: 12

11.  A group of servicemen and women witnessed a training accident in which comrades were killed and others were left horribly maimed. Many are reporting the effects of being emotionally traumatized. The treatment of choice for these individuals would most likely be a group that:

A.  Involves psychotherapy

B.  Is time limited

C.  Involves the “warm-up/action/closure” model

D.  Is open ended in duration; when the issues are sufficiently dealt with, the group is ended

 ANS: B       PG: 12

12.  Shapiro (2010) states his belief that the future of BGT (Brief Group Treatment) hinges primarily on:

A.  Training of leaders

B.  Balancing financial consideration with time constraints

C.  Advocating for longer treatments

D.  Tools to assess outcomes better

 ANS: A       PG: 12

13.  A leader is facilitating a group of diverse individuals — diverse in terms of nationality, race, ethnicity and age. The leader should:

A.  Keep his or her views on these matters to himself or herself; it is crucial to remain neutral

B.  Refrain from taking a stand on matters involving multiculturalism

C.  Avoid giving the impression that he or she favors one view above another

D.  Openly discuss his or her worldview and its impact on the group process, even at the risk of alienating some

 ANS: D       PG: 13

14.  Solomon is an African-American counselee in your group. Quiet and withdrawn initially, he is quickly coming out of his shell. From a multicultural view, however, you must be aware that his race makes him more likely to:

A.  Be less participatory in the counseling process

B.  Terminate counseling earlier than certain other groups of people

C.  Be generalized, perhaps overgeneralized, by the group leader

D.  Reject authority associated with a counselor

 ANS: B       PG: 13

15. People from specific cultures may be more inclined to turn to all of the following except _______ in order to address areas of concern:

A.  Clergy

B.  Family

C.  A psychologist

D.  A traditional “medicine-man”

 ANS: C       PG: 14

16.  Which of the following is not a recommended avenue of addressing concerns inherent in counseling others from cultures of which we are not members?

A.  Understanding the client’s community and its hierarchies

B.  Assisting others to recognize and address their prejudices and biases

C.  Self-reflection

D.  Dismissing oneself from leading a group which we believe contains a member or members toward whom we hold strong negative feelings

 ANS: D       PG: 15

17.  Jabir is a Muslim counselee. His counselor is unaware of many aspects of Muslim life, beliefs, etc. Teaching his counselor about these aspects of his life is, according to experts, likely to make him feel:

A.  Empowered

B.  Proud

C.  Frustrated

D.  Like a competent spokesperson for his group

 ANS: C       PG: 16

18.  Finding a list of reading sources where one can increase his or her base of knowledge regarding a diverse group:

A.  Can increase professional competence

B.  Can lead to overgeneralizations

C.  Is not recommended; the material can be biased, incorrect, outdated, etc.

D.  Can lead to misinformation; the counselor should rely on diverse members to provide this information

 ANS: A       PG: 16

19.  A competent therapist remains ___________ in the counseling process while maintaining openness about ___________.

A.  Aware/behavior

B.  Respectful/lifestyles and behavior

C.  Neutral/attitudinal change

D.  Invested/outcomes

 ANS: D       PG: 16

20.  In order to learn more about cultural aspects of diverse clients, therapists should do all of the following except:

A.  Create a safe environment

B.  Listen carefully

C.  Ask many questions that necessitate clarification

D.  Provide clients with opportunity to speak freely

 ANS: C       PG: 21

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Chapter 16. Statistical Testing Of Differences And Relationships

Chapter 17. Bivariate Correlation and Regression

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1.

In order for something to be called an organization it must have  buildings and equipment.      True    False

 2.

More than 1,000 years ago, Chinese factories were producing 125,000  tons of iron each year.      True    False

 3.

All organizations have a collective sense of purpose.      True    False

 4.

Social entities are called organizations only when their members  work interdependently toward some purpose.      True    False

 5.

Scholars have been studying organizational behaviour since the  days of Greek philosophers.      True    False

 6.

The study of OB wasn't formally organized until the 1970s.      True    False

 7.

Organizational behaviour emerged as a distinct field around the  1940s.      True    False

 8.

An important principle in organizational behaviour is that OB  theories should never be used to question or rebuild one's mental  models.      True    False

 9.

Organizational behaviour knowledge helps us influence people and  organizational events.      True    False

 10.

Evidence indicates that applying organizational behaviour  knowledge tends to improve the organization's financial performance.      True    False

 11.

Organizational effectiveness, and not profitability, is  considered the "ultimate dependent variable" in organizational  behaviour.      True    False

 12.

One problem with the term "organizational effectiveness''  is that it has too many substitute labels, and almost as many  definitions.      True    False

 13.

Almost all organizational behaviour theories share an implicit  or explicit objective of making organizations more effective.      True    False

 14.

The goal attainment definition of effectiveness focuses on  whether the organization achieves its stated goals.      True    False

 15.

At present there is only one organizational behaviour  perspective which adequately defines organizational effectiveness.      True    False

 16.

The major organizational effectiveness perspectives are considered  detailed extensions of the closed systems model.      True    False

 17.

The open systems perspective emphasizes that organizations are  effective when they maintain a good "fit" with their external  environments.      True    False

 18.

One problem with the open systems perspective is that it  neglects to focus on how well the organization operates internally.      True    False

 19.

The most efficient companies are not necessarily the most  effective ones.      True    False

 20.

Successful organizations need to only concentrate on achieving  efficient transformation processes.      True    False

 21.

Organizational efficiency refers to the amount of outputs  relative to inputs in the transformation process.      True    False

 22.

As organizations grow, they tend to develop more subsystems and  coordination among them become more complex.      True    False

 23.

Knowledge management develops an organization's capacity to  acquire, share, use, and store valuable knowledge.      True    False

 24.

The organizational learning perspective is also known as the  knowledge management perspective.      True    False

 25.

Intellectual capital includes, among other things, the knowledge  captured in an organization's systems and structures.      True    False

 26.

Experimentation is considered a valid knowledge acquisition  strategy.      True    False

 27.

Intellectual capital represents the stock of knowledge held by  an organization.      True    False

 28.

The most obvious form of intellectual capital is one's level of  education.      True    False

 29.

Human memory plays a critical role in organizational  memory.      True    False

 30.

Structural capital refers to buildings and other depreciable  tangible assets.      True    False

 31.

One of the fastest ways to acquire knowledge is to hire  individuals or purchase entire companies that have valued knowledge.      True    False

 32.

Knowledge acquisition can only be achieved through formal  education.      True    False

 33.

Organizational memory includes knowledge embedded in the  organization's systems and structures.      True    False

 34.

Successful organizations should never ''unlearn'' knowledge that  they have previously gained, because all knowledge is valuable.      True    False

 35.

Intellectual capital includes relationship capital.      True    False

 36.

Organizational unlearning is particularly important for  organizational change.      True    False

 37.

A key variable in the high-performance work practices (HPWP)  model is employee competence.      True    False

 38.

The high-performance work practices perspective supports the  idea that organizations should strive to find "one best way" to do  things.      True    False

 39.

One criticism of the high-performance work practices perspective  is that it promotes shareholder and customer satisfaction at the expense of  employee well-being.      True    False

 40.

Stakeholders are individuals, organizations, or other entities  that affect, or are affected by the organization.      True    False

 41.

Stockholders are stakeholders.      True    False

 42.

Values represent an individual's short-term beliefs about what  will happen in the future.      True    False

 43.

Values guide our preferences and motivate our actions.      True    False

 44.

Values are relatively stable, long-lasting beliefs about what is  important in a variety of situations.      True    False

 45.

The concept of values is an important aspect of the stakeholder  perspective.      True    False

 46.

Ethics refers to the study of moral principles or values that  determine whether actions are right or wrong and outcomes are good or  bad.      True    False

 47.

One reason why workplace values have become more important is  that employees increasingly value command-and-control direct supervision.      True    False

 48.

One survey reported that most Canadian would choose to leave  their current job for a more environmentally friendly employer.      True    False

 49.

The "triple-bottom-line" philosophy says that  successful organizations focus on financial performance three times more  often than do less successful organizations.      True    False

 50.

According to a recent survey, 93 percent of Canadians believe  that corporate social responsibility is as important to companies as profit  and shareholder value.      True    False

 51.

The integrative model of organizational behaviour ties  individual and team processes, and outcomes to organizational  effectiveness.      True    False

 52.

In the integrative model of organizational behaviour, individual  outcomes are referred to as the ultimate dependent variable.      True    False

 53.

Globalization may have both positive and negative implications  for people working in organizations.      True    False

 54.

Reduced job security and increased work intensification may be  partly caused by globalization.      True    False

 55.

Three of the most prominent workforce diversity forms are: age,  ethnicity, and occupation.      True    False

 56.

Surface-level diversity refers to observable demographic and  other overt differences in people.      True    False

 57.

People born between 1946 and 1964 are referred to as Baby  Boomers.      True    False

 58.

Workforce diversity does not consider the differences in  psychological characteristics of employees.      True    False

 59.

According to your text, 47 percent of Canadians identify  themselves as members of a visible minority group.      True    False

 60.

Research indicates that baby boomers and Generation X employees  bring the same values and expectations to the workplace.      True    False

 61.

Studies suggest that deep-level diversity exists across  generations.      True    False

 62.

According to one study, Millennials and Gen-Xers value extrinsic  rewards significantly more than Boomers.      True    False

 63.

Workforce diversity potentially improves decision making and  team performance on complex tasks.      True    False

 64.

When we describe multiculturalism we are primarily referring to  surface-level diversity.      True    False

 65.

Teams with diverse members usually take longer to perform  effectively.      True    False

 66.

The emerging employment relationship in Canada is that people  must give up their legal rights regarding employment discrimination in return  for long-term employment.      True    False

 67.

One employment relationship trend is the focus away from  work-life balance and virtual work, because of the extra stress these place  on workers.      True    False

 68.

According to recent surveys about one-third of Canadians would  take a pay cut to improve their work-life balance.      True    False

 69.

One of the most consistent observations is that telework is  ranked as one of the most popular perks.      True    False

 70.

Work-life balance refers to the length of time one remains in  the workforce during one's lifetime.      True    False

 71.

Work-live balance refers to minimizing conflict between work and  nonwork demands.      True    False

 72.

Teleworking forces employers to evaluate employee performance  based on ''face time'' rather than work output.      True    False

 73.

Successful teleworkers tend to be self-motivated and are able to  fulfill their social needs outside of the work context.      True    False

 74.

In virtual work, employees rely on information technology to  perform jobs away from the traditional workplace.      True    False

 75.

Telecommuting is the most common form of virtual work.      True    False

 76.

Most organizational behaviour theories have been developed by OB  scholars rather than from other disciplines.      True    False

 77.

Psychology and sociology have contributed many theories and  concepts to the field of organizational behaviour.      True    False

 78.

Communications, marketing, and information systems are three  emerging fields from which organizational behaviour is now acquiring  knowledge.      True    False

 79.

Sociology is one of the few disciplines that has not made any  contribution to organizational behaviour knowledge.      True    False

 80.

The field of organizational behaviour relies on common sense to  understand organizational phenomena.      True    False

 81.

The systematic research anchor relies mainly on qualitative data  and subjective procedures to test hypothesis.      True    False

 82.

The contingency anchor in organizational behaviour suggests that  a particular action may have different consequences in different  situations.      True    False

 83.

Most organizational events may be studied from all three levels  of analysis: individual, team, and organization.      True    False

 84.

The contingency anchor in organizational behaviour suggests that  we need to diagnose the situation to identify the most appropriate action  under those specific circumstances.      True    False

 85.

Which of these statements about the field of organizational  behaviour is FALSE?        

A. 

Organizational    behaviour scholars study individual, team, and structural characteristics    that influence behaviour within organizations.

 B. 

Leadership,    communication, and other organizational behaviour topics were not discussed    by scholars until the 1940s.

 C. 

Organizational    behaviour emerged as a distinct field around the 1940s.

 D. 

The field of OB    has adopted concepts and theories from other fields of inquiry.

 E. 

OB scholars study    what people think, feel, and do in and around organizations.

 86.

Which of these statements about the field of organizational  behaviour is TRUE?        

A. 

Organizational    behaviour emerged as a distinct field during the 1980s.

 B. 

The origins of    some organizational behaviour concepts date back to Plato and other Greek    philosophers.

 C. 

Information    technology has almost no effect on organizational behaviour.

 D. 

The field of    organizational behaviour relies exclusively on ideas generated within the field    by organizational behaviour scholars.

 E. 

The origins of    organizational behaviour are traced mainly to the field of economics.

 87.

In the field of organizational behaviour, organizations are best  described as:        

A. 

legal entities    that must abide by government regulations and pay taxes.

 B. 

physical    structures with observable capital equipment.

 C. 

social entities    with a publicly stated set of formal goals.

 D. 

groups of people    who work interdependently towards some purpose.

 E. 

any social entity    with profit-centred motives and objectives.

 88.

Organizational behaviour knowledge:        

A. 

originates mainly    from models developed in chemistry and other natural sciences.

 B. 

accurately    predicts how anyone will behave in any situation.

 C. 

is more    appropriate for people who work in computer science than in marketing.

 D. 

helps us to    understand and influence the behaviours of others in organizational    settings.

 E. 

None of the    answers apply.

 89.

According to the author of Canadian Organizational Behaviour,  organizational behaviour knowledge:        

A. 

should never be    used to influence the behaviour of other people.

 B. 

should be used    mostly by managers and senior executives.

 C. 

should never    replace your common sense knowledge about how organizations work.

 D. 

is relevant to    everyone who works in organizations.

 E. 

should never be    used to influence the behaviour of other people and should be used mostly    by managers and senior executives.

 90.

Which of these statements about the field of OB is FALSE?        

A. 

Organizational    behaviour scholars study individual, team, and structural characteristics    that influence behaviour within organizations.

 B. 

The field of OB    has adopted concepts and theories from other fields of inquiry.

 C. 

Organizational    behaviour emerged as a distinct field around the 1940s.

 D. 

Given the specific    utility of the field, OB is useful for the managers in the organizations    and not the employees.

 E. 

OB scholars study    what people think, feel, and do in and around organizations.

 91.

Which of the following perspective is consistent with the  concept of organizational effectiveness?        

A. 

Open systems    perspective

 B. 

Organizational    learning perspective

 C. 

High-performance    work practices perspective

 D. 

Stakeholder perspective

 E. 

All the answers    are correct.

 92.

Which of the following is included in the open systems  perspective of organizations?        

A. 

Inputs

 B. 

Subsystems

 C. 

Outputs

 D. 

Feedback from the    environment

 E. 

All of the answers    are correct.

 93.

The open systems perspective of organizational behaviour states  that:        

A. 

organizations take    their sustenance from the environment and in turn affect that environment.

 B. 

organizations can    operate efficiently by focussing on what they do best and ignoring changes    in the external environment.

 C. 

people are the    only important and valued organizational input.

 D. 

organizations    should be viewed as machines with one working part.

 E. 

All of the answers    are correct.

 94.

ACME Software Ltd has developed a training program to make  employees more aware of how their job performance affects customers and other  employees within the organization. This training program relates most closely  with which of the following concepts?        

A. 

Contingency anchor

 B. 

Grounded theory

 C. 

Open systems    perspective

 D. 

Marketing    principles

 E. 

Organizational    efficiency

 95.

Which organizational behaviour perspective discusses inputs,  outputs, and feedback?        

A. 

Mechanistic    perspective

 B. 

Open systems    perspective

 C. 

Goal-attainment    perspective

 D. 

Organizational    learning perspective

 E. 

Stakeholder    perspective

 96.

Which of the following relates to the perspective that organizations  are open systems?        

A. 

The organization    adjusts its services to satisfy changing consumer demand.

 B. 

The organization    finds a substitute resource in anticipation of a future shortage of the    resource previously used to manufacture the product.

 C. 

Production and    sales employees coordinate their work activities to provide a more    efficient work process.

 D. 

The organization    changes its products to suit customer needs.

 E. 

All of the answers    are correct.

 97.

The amount of outputs relative to inputs in the organization's  transformation process is referred to as:        

A. 

organizational    efficiency

 B. 

organizational    effectiveness

 C. 

organizational    deficiency

 D. 

transformational    quotient

 E. 

organizational    footprint

 98.

Knowledge management is an extension of:        

A. 

traditional    accounting methods of measuring corporate assets.

 B. 

the organizational    learning perspective of organizational behaviour.

 C. 

microeconomic    principles of supply and demand.

 D. 

the efficiency    model of industrial engineering.

 E. 

None of the    answers apply.

 99.

Intellectual capital refers to:        

A. 

how much money an    organization spends on training and development.

 B. 

the stock of    knowledge that resides in an organization.

 C. 

the percentage of    information available that is actually used productively by the    organization.

 D. 

the total cost of    computers and other ''intelligent'' machines in the organization.

 E. 

the cost of hiring    a typical employee.

 100.

Intellectual capital consists of:        

A. 

knowledge that    employees possess and generate.

 B. 

the knowledge    captured in an organization's systems and structures.

 C. 

the value of the    organization's relationship with customers.

 D. 

All of the answers    are correct.

 E. 

knowledge that    employees possess and generate and the knowledge captured in an    organization's systems and structures.

 101.

A computer maintenance company wants to ''capture'' the  knowledge that employees carry around in their heads by creating a database  where employees document their solutions to unusual maintenance problems.  This practice tries to:        

A. 

transform    intellectual capital into knowledge management.

 B. 

transfer human    capital into structural capital.

 C. 

prevent    relationship capital from interfering with human capital.

 D. 

reduce the amount    of human capital.

 E. 

transfer    structural capital into relationship capital.

 102.

The organizational learning perspective states that an  organization's effectiveness depends on:        

A. 

extracting    information and ideas from the external environment and through    experimentation.

 B. 

ensuring that    knowledge is shared throughout the organization.

 C. 

ensuring that    employees effectively use the knowledge available to them.

 D. 

All of the answers    are correct.

 E. 

ensuring that    knowledge is shared throughout the organization and that employees    effectively use the knowledge available to them.

 103.

Which of the following is a form of knowledge acquisition?        

A. 

Hiring job    applicants.

 B. 

Research and    development.

 C. 

Information    sessions where employees describe to colleagues unique incidents involving    customers.

 D. 

All of the answers    are correct.

 E. 

Hiring job    applicants and research and development.

 104.

Which of the following is an example of knowledge  acquisition?        

A. 

Surveying    employees about their attitudes towards recent corporate changes.

 B. 

Developing a    training program for employees to learn the latest software for their jobs.

 C. 

Encouraging    employees to share their knowledge with coworkers.

 D. 

Hiring people who    bring valuable knowledge that is not available from current employees.

 E. 

All of the answers    are examples of knowledge acquisition.

 105.

Organizational memory refers to:        

A. 

its ability to    hire more people with good memorization skills.

 B. 

its level of    current knowledge so it can bring in new knowledge from the environment.

 C. 

its storage and    preservation of intellectual capital.

 D. 

its ability to    unlearn knowledge.

 E. 

its ability to    conduct memorable work.

 106.

A technology company wants to move into the field of wireless  communications. Unfortunately, few of its employees know enough about the  basic technology to acquire emerging knowledge about that field or to launch  a separate business unit to enter that market. With respect to learning about  wireless technology knowledge, this organization has:        

A. 

too much    structural capital.

 B. 

low organizational    memory.

 C. 

high human capital    but low relationship capital.

 D. 

too much of an    open system.

 E. 

low human capital.

 107.

As part of the knowledge management process, experimentation  mainly affects:        

A. 

measuring    intellectual capital

 B. 

knowledge    acquisition

 C. 

organizational    memory

 D. 

knowledge sharing

 E. 

unlearning

 108.

Eastern University performs a daily computer search through  newspaper articles to identify any articles about the university or its  faculty members. University administrators use this information to receive  feedback about how the public reacts to university activities. In knowledge  management, searching for newspaper articles and other external writing about  the organization is mainly a form of:        

A. 

knowledge    acquisition

 B. 

communities of    practice

 C. 

organizational    unlearning

 D. 

knowledge sharing

 E. 

documentation

 109.

Twice each year, a major car parts manufacturer brings together  production and engineering specialists from its eight divisions to discuss  ideas, solutions, and concerns. This helps to minimize the ''silos of  knowledge'' problem that exists in many organizations. This practice is  primarily an example of:        

A. 

relationship    capital

 B. 

experimentation

 C. 

knowledge sharing

 D. 

documentation

 E. 

organizational    unlearning

 110.

Organizational memory is best described as:        

A. 

the total    terabytes of hard disk space available on computers throughout an    organization.

 B. 

the ability of    senior executives to recall important information about the company's    products, services, and employees.

 C. 

the storage and    preservation of intellectual capital within an organization.

 D. 

the ability of    employees throughout the organization to recall important information about    the company's products and services.

 E. 

the extent to    which potential customers are able to recall specific products and services    provided by an organization.

 111.

Organizations can retain intellectual capital by:        

A. 

transferring human    capital into structural capital.

 B. 

encouraging    employees to take early retirement.

 C. 

discouraging    employees from communicating with each other.

 D. 

All of the answers    are correct.

 E. 

None of the    answers apply.

 112.

Which of the following typically results in a loss of  organizational memory?        

A. 

The processes used    to make a unique product are incorrectly documented.

 B. 

The company lays    off nearly one-quarter of its workforce.

 C. 

The company sells    one of its divisions (including employees in that division) to another    organization.

 D. 

All of the answers    are correct.

 E. 

The processes used    to make a unique product are incorrectly documented and the company lays    off nearly one-quarter of its workforce.

 113.

Organizations should ''unlearn'':        

A. 

in many situations    involving organizational change.

 B. 

whenever new    knowledge is brought into the organization.

 C. 

whenever the    organization shifts from communities of practice to experimentation in the    knowledge acquisition process.

 D. 

All of the answers    are correct.

 E. 

None of the    answers apply.

 114.

The relatively new field of research that has emerged with the  objective of identifying internal systems and structures that are associated  with successful companies is called:        

A. 

the organizational    behaviour systems perspective.

 B. 

the comparative    organizations perspective.

 C. 

the organizational    learning perspective.

 D. 

the organizational    effectiveness perspective.

 E. 

the    high-performance work practices perspective.

 115.

Which of the following best describes the high-performance work  practices perspective?        

A. 

Organizations that    want to be effective should strive for "one best practice"    strategy.

 B. 

A particular    action may have different consequences depending on the situation.

 C. 

All organizations should    be viewed as being made up of many different parts which contribute to high    performance.

 D. 

Effective    organizations incorporate several workplace practices that leverage the    potential of human capital.

 E. 

All of the answers    are correct.

 116.

Two of the most widely mentioned high-performance work practices  in organizational behaviour are:        

A. 

effective    recruitment and hiring practices.

 B. 

ethical business    practices and corporate social responsibility.

 C. 

avoiding    counterproductive work behaviours and increasing workforce diversity.

 D. 

minimizing    political behaviours and encouraging cooperation among organizational    members.

 E. 

increasing    employee involvement and job autonomy.

 117.

Which of the following is NOT a concern expressed with respect  to high-performance work practices (HPWP) perspective?        

A. 

HPWPs increase    work stress for employees.

 B. 

Even when HPWPs    are successful, management is reluctant to share the financial benefits    with workers.

 C. 

The HPWP    perspective lacks theoretical understanding of why such practices improve    performance.

 D. 

HPWPs satisfy    shareholder and customer needs at the expense of employee well-being.

 E. 

The HPWP    perspective fails to consider the impact of such practices on the    environment and society.

 118.

Stakeholders include:        

A. 

shareholders

 B. 

employees

 C. 

suppliers

 D. 

governments

 E. 

All of the answers    are correct.

 119.

Employees, suppliers, and governments:        

A. 

are organizational    stakeholders.

 B. 

are rarely    considered in organizational behaviour theories.

 C. 

represent the    three levels of analysis in organizational behaviour.

 D. 

are excluded from    the open systems anchor.

 E. 

All of the answers    are correct.

 120.

Stable, long-lasting beliefs about what is important in a  variety of situations are:        

A. 

called    intellectual capital.

 B. 

the foundations of    the open systems anchor.

 C. 

the main reason    why organizations fail to adapt.

 D. 

rarely studied in    the field of organizational behaviour.

 E. 

called values.

 121.

Values have become more important in organizational behaviour  because of:        

A. 

increased demand    for corporate social responsibility.

 B. 

increased pressure    on organizations to engage in ethical practices.

 C. 

direct supervision    is expensive and incompatible to today's workforce.

 D. 

All of the answers    are correct.

 E. 

None of the    answers apply.

 122.

The topic of ethics is most closely associated with:        

A. 

workplace values.

 B. 

the scientific    method.

 C. 

workforce    diversity.

 D. 

the open systems    anchor.

 E. 

the contingency    approach to organizational behaviour.

 123.

Corporate social responsibility is most closely related to which  of these organizational behaviour trends?        

A. 

Workforce    diversity.

 B. 

Employment    relationships.

 C. 

Virtual work.

 D. 

Globalization.

 E. 

Workplace values    and ethics.

 124.

The triple-bottom-line philosophy says that:        

A. 

companies should    pay three times more attention to profits than to employee wellbeing.

 B. 

the main goal of    all companies is to satisfy the needs of three groups: employees,    shareholders, and suppliers.

 C. 

business success    increases by having three times more contingent workers than permanent    employees.

 D. 

companies should    pay attention to local, national, and global customers.

 E. 

companies should    try to support the economic, social, and environmental spheres of    sustainability.

 125.

Which of the following concept is most closely associated with  corporate social responsibility?        

A. 

knowledge    management

 B. 

sociological    theories

 C. 

entrepreneurship

 D. 

open systems    perspective

 E. 

triple-bottom-line    philosophy

 126.

Which of these statements about corporate social responsibility  (CSR) is FALSE?        

A. 

Most companies now    publically report on their CSR practices.

 B. 

CSR emphasizes the    economic, social, and environmental spheres of sustainability.

 C. 

Most Canadians    expect companies to engage in CSR.

 D. 

CSR is closely    related to the topics of values and ethics.

 E. 

An organization's    perceived level of CSR influences whether people apply for work with that    organization.

 127.

Which of the following is NOT considered an individual outcome  in the integrative model of organizational behaviour?        

A. 

Behaviour

 B. 

Decisions

 C. 

Social networks

 D. 

Well-being

 E. 

Organizational    citizenship

 128.

According to the integrative model of organizational behaviour,  which of the following is classified as an organizational input?        

A. 

Motivation

 B. 

Organizational    citizenship

 C. 

Social networks

 D. 

Organizational    culture

 E. 

Communication

 129.

Which of these statements about globalization and organizational  behaviour is TRUE?        

A. 

Globalization has    little or no effect on organizational behaviour.

 B. 

Globalization has    forced organizational behaviour researchers to study only large    multinational businesses.

 C. 

Globalization    emphasizes the need to recognize the contingencies of effective    organizational behaviour practice in diverse cultures.

 D. 

Globalization has    forced organizational behaviour textbooks to study only companies with    headquarters in North America.

 E. 

Globalization has    forced organizational behaviour researchers to study only large    multinational businesses and forced organizational behaviour textbooks to    study only companies with headquarters in North America.

 130.

Globalization occurs when an organization:        

A. 

actively    participates in other countries and cultures.

 B. 

serves diverse    customers within the firm's home country.

 C. 

has a diverse    workforce within the firm's home country.

 D. 

All of the answers    are correct.

 E. 

serves diverse    customers within the firm's home country and has a diverse workforce within    the firm's home country.

 131.

Workforce diversity:        

A. 

includes the entry    of younger people to the workforce.

 B. 

can potentially    improve decision making and team performance in organizations.

 C. 

is increasing in    Canada.

 D. 

includes the    increasing proportion of visible minorities in the workforce.

 E. 

All of the answers    are correct.

 132.

Which of the following is considered surface-level  diversity?        

A. 

Physical    qualities.

 B. 

Gender.

 C. 

Ethnicity.

 D. 

Age

 E. 

All of the answers    are correct.

 133.

Personalities, beliefs, values, and attitudes are:        

A. 

secondary    categories of workforce diversity.

 B. 

primary categories    of workforce diversity.

 C. 

categories of    deep-level workforce diversity.

 D. 

not considered    categories of diversity.

 E. 

a result of    generational psychometrics.

 134.

Which of the following statements is TRUE?        

A. 

Canada is becoming    a more homogeneous society.

 B. 

Deep-level    diversity includes characteristics over which we have some control.

 C. 

Most Canadians believe    that the government should disband multiculturalism.

 D. 

Diversity offers    tremendous advantages to organizations with almost no disadvantages.

 E. 

Nearly one-half of    all immigrants to Canada over the past decade were born in the United    States.

 135.

Which of the following statements about Canada's population and  workforce is FALSE?        

A. 

More than half of    immigrants to Canada over the past decade were born in Europe.

 B. 

The participation    of visible minorities in the workforce has increased over the past few    decades.

 C. 

Generation X    employees bring somewhat different needs and expectations to the workplace    than their Baby Boomer counterparts.

 D. 

Canada is becoming    a more multicultural society.

 E. 

Workforce    diversity presents both opportunities and challenges to organizations.

 136.

Which of the following statements is FALSE?        

A. 

Employment    relationships are shifting towards the idea that companies must provide    employees a high degree of job security, possibly even a job for life.

 B. 

Generation X    employees bring somewhat different values and needs to the workplace than    those of baby boomers.

 C. 

The workforce is    becoming more diverse.

 D. 

Successful firms    increasingly rely on values rather than direct supervision to guide    employee decisions and behaviour.

 E. 

More work-life    balance is an emerging issue in the employment relationship.

 137.

Virtual work:        

A. 

is more common in    Canada than in the United States.

 B. 

occurs when job    applicants are asked to pretend they are performing the job in the    interview setting in order to determine their ability to perform that work.

 C. 

tends to improve    an employee's social involvement in the organization.

 D. 

can potentially    reduce employee stress.

 E. 

None of the    answers apply.

 138.

The degree to which a person minimizes conflict between work and  nonwork demands refers to:        

A. 

life choice    balance.

 B. 

stress management.

 C. 

quality of life    issues.

 D. 

Personal-professional    actualization.

 E. 

None of the    answers apply.

 139.

According to a recent survey how many Canadians would be willing  take a pay cut to improve their work-life balance?        

A. 

One-third would    agree.

 B. 

Nearly half would    refuse.

 C. 

Fewer than 10    percent would accept.

 D. 

Nearly no one    would agree.

 E. 

None of the    answers apply.

 140.

What effect does teleworking have in the workplace?        

A. 

Teleworking tends    to improve the teleworker's work-life balance.

 B. 

Teleworking forces    corporate leaders to evaluate employees more from their work results rather    than their ''face time''.

 C. 

Under some    circumstances, teleworking increases the teleworker's productivity.

 D. 

Teleworking    increases the risk that employees feel socially isolated from each other.

 E. 

All of the answers    are correct.

 141.

Which of the following is NOT a benefit of telecommuting  according to research?        

A. 

It reduces stress.

 B. 

It improves job    satisfaction.

 C. 

It makes employees    feel more empowered.

 D. 

It reduces costs    for the employer.

 E. 

It reduces    pollution.

 142.

Which of the following is NOT a conceptual anchor in  organizational behaviour?        

A. 

Contingency anchor

 B. 

Systematic    research anchor

 C. 

Organizational    effectiveness anchor

 D. 

Multidisciplinary    anchor

 E. 

Multiple levels of    analysis anchor

 143.

Which of the following does NOT represent a belief that anchors  organizational behaviour?        

A. 

OB should view    organizations as closed systems.

 B. 

OB should assume    that the effectiveness of an action usually depends on the situation.

 C. 

OB should draw on    knowledge from other disciplines.

 D. 

OB should rely on    the systematic research methods to generate knowledge.

 E. 

OB topics can be    studied from multiple levels of analysis.

 144.

Which of the following statements about the field of  organizational behaviour is FALSE?        

A. 

OB is the study of    what people think, feel, and do in and around organizations.

 B. 

OB emerged as a    distinct field of inquiry in the 1940s.

 C. 

OB is a    self-contained discipline, independent of other disciplines.

 D. 

OB theories are    usually tested using the scientific method.

 E. 

Many OB theories    are contingency-oriented.

 145.

Which of these statements is consistent with the four anchors of  organizational behaviour?        

A. 

Organizational    behaviour theories must apply universally to every situation.

 B. 

Organizations are    like machines that operate independently of their external environment.

 C. 

Each OB topic    relates to only one level of analysis.

 D. 

The field of    organizational behaviour should rely on other disciplines for some of its    theory development.

 E. 

None of these    statements is consistent with the OB anchors.

 146.

Which discipline has provided organizational behaviour with much  of its theoretical foundation for team dynamics, organizational power, and  organizational socialization?        

A. 

Sociology

 B. 

Psychology

 C. 

Economics

 D. 

Industrial    engineering

 E. 

Political science

 147.

Which of the following is identified as an emerging field from  which organizational behaviour is acquiring new knowledge?        

A. 

Industrial    engineering

 B. 

Information    systems

 C. 

Anthropology

 D. 

Economics

 E. 

Psychology

 148.

To form research questions, collect data, and test hypotheses  against those data organizational behaviour scholars rely on:        

A. 

systematic    research.

 B. 

closed systems    theory.

 C. 

grounded theory.

 D. 

All of the answers    are correct.

 E. 

contingency    theory.

 149.

Which of the following is NOT an anchor of organizational  behaviour?        

A. 

Contingency anchor

 B. 

Open systems    anchor

 C. 

Multidisciplinary    anchor

 D. 

Systematic    research anchor

 E. 

Multiple levels of    analysis anchor

 150.

The contingency anchor of organizational behaviour states  that:        

A. 

we should have a    second OB theory to explain the situation in case our first choice doesn't    work.

 B. 

OB theories must    view organizations as systems that need to adapt to their environments.

 C. 

there is usually    one best way to resolve organizational problems.

 D. 

a particular    action may have different consequences in different situations.

 E. 

All of the answers    are correct.

 151.

According to the multiple levels of analysis anchor:        

A. 

organizational    behaviour is mainly the study of how all levels of the organizational    hierarchy interact with the external environment.

 B. 

OB topics    typically relate to the individual, team, and organizational levels of    analysis.

 C. 

there are eight    levels of analysis that scholars should recognize when conducting OB    research.

 D. 

organizational    events can be studied from only one level of analysis.

 E. 

our understanding    of organizational behaviour increases with the level of mathematical    analysis applied to create the models.

 152.

Which of the following is an anchor of organizational behaviour  knowledge?        

A. 

diversity anchor.

 B. 

stakeholder    anchor.

 C. 

open systems    anchor.

 D. 

socioeconomic    anchor.

 E. 

multiple levels of    analysis anchor.

 153.

Marketing specialists at Napanee Beer Co. developed a new  advertising campaign for summer sales. The ads were particularly aimed at  sports events where Napanee Beer sold kegs of beer on tap. The marketing  group worked for months with a top advertising firm on the campaign. Their  effort was successful in terms of significantly higher demand for Napanee  Beer's keg beer at sports stadiums. However, the production department had  not been notified of the marketing campaign and was not prepared for the  increased demand. The company was forced to buy empty kegs at a premium  price. It also had to brew some of the lower-priced keg beer in vats that would  have been used for higher-priced specialty beer. The result was that Napanee  Beer sold more of the lower-priced keg beer and less of the higher-priced  products that summer. Moreover, the company could not initially fill consumer  demand for the keg beer, resulting in customer dissatisfaction. Use open  system perspective to explain what has occurred at Napanee Beer Co.        

         154.

Senior officers in a national military organization decided that  operations in supplies requisition were inefficient and costly. They brought  in consultants who recommended that the entire requisition process be  ''reengineered''. This involved throwing out the old practices and developing  an entirely new set of work activities around workflow. However, contrary to  expectations, this intervention resulted in lower productivity, higher  employee turnover and other adverse outcomes. Discuss likely problems with  the intervention in terms of open systems perspective.        

         155.

An aircraft manufacturing company developed a computer  simulation representing the very complex processes and subgroups that create  an airplane. Teams of production employees would participate in a game where  trainers gave them the challenge of reducing costs or minimizing space using  the simulation. As the trainers predicted, the team's actions would almost  always result in unexpected consequences. Explain how this simulation relates  to the open systems perspective of organizational behaviour.        

         156.

WindTunnel Ltd, a manufacturer of commercial vacuum cleaner  systems, has heard about new computer-based technologies that help vacuum  cleaner systems to work more efficiently and provide additional features to  users. So far, only one British vacuum cleaner company has apparently moved to  integrate this technology into its products, but more firms will soon follow.  Senior executives at WindTunnel are also aware of a small engineering firm  that has applied similar computer technology to military suction-like  products. No one at WindTunnel has much experience or knowledge with this  computer technology, yet the company needs such expertise quickly. Explain  which knowledge acquisition strategy would best help WindTunnel to gain the  necessary intellectual capital.        

         157.

Comment on the accuracy of the following statement: ''Without  employees, an organization has no organizational memory.''        

         158.

A courier service laid off a large percentage of its production  staff during last year's recession. These low-skilled employees performed  routine tasks filling orders. The company now wants to rehire them. However,  most of the unskilled employees have since found employment in other  companies and industries. Do you think the courier company lost much  organizational memory in this situation? Explain your answer.        

         159.

Comment on the accuracy of the following statement: ''An  important objective in knowledge management is to ensure that intellectual  capital is stored and preserved.''        

         160.

The high-performance work practices (HPWP) perspective holds  that effective organizations incorporate several workplace practices to  harness the potential of human capital. What common activities do high  performance organizations practice?        

         161.

There is an increased interest by organizations about the  importance of values in the workplace. Explain the difference between values,  ethics and corporate social responsibilities.        

         162.

Many organizations are placing increasing importance on values  and ethics in the workplace. Discuss two reasons why workplace values have  become more important in recent years. Your answer should briefly define  values and ethics.        

         163.

The changing workforce is one of the emerging trends in organizational  behaviour. Describe how the workforce is changing and briefly identify two  consequences of these changes for organizations.        

         164.

Virtual work has been identified as an important trend in  organizational behaviour. Discuss three organizational behaviour topics that  are influenced by virtual work.        

         165.

Discuss the four anchors of organizational behaviour.        

         166.

Two organizational behaviour students are debating the idea that  many OB theories are contingency-oriented. One student believes that every OB  theory should be contingency-oriented. The other student disagrees, saying  that most theories should try to be universal. Evaluate both positions and  provide your opinion on this issue.        

          c1Key  

1.

In order for something to be called an organization it must have  buildings and equipment.      FALSE

 Accessibility: Keyboard Navigation  Difficulty: Easy  Learning Objective: 01-01 Define organizational behaviour and  organizations; and discuss the importance of this field of inquiry.  McShane - Chapter 01 #1  Topic: 01-02 The Field of Organizational Behaviour   

 2.

More than 1,000 years ago, Chinese factories were producing  125,000 tons of iron each year.      TRUE

 Accessibility: Keyboard Navigation  Difficulty: Easy  Learning Objective: 01-01 Define organizational behaviour and  organizations; and discuss the importance of this field of inquiry.  McShane - Chapter 01 #2  Topic: 01-02 The Field of Organizational Behaviour   

 3.

All organizations have a collective sense of purpose.      TRUE

 Accessibility: Keyboard Navigation  Difficulty: Easy  Learning Objective: 01-01 Define organizational behaviour and  organizations; and discuss the importance of this field of inquiry.  McShane - Chapter 01 #3  Topic: 01-02 The Field of Organizational Behaviour   

 4.

Social entities are called organizations only when their members  work interdependently toward some purpose.      TRUE

 Accessibility: Keyboard Navigation  Difficulty: Medium  Learning Objective: 01-01 Define organizational behaviour and  organizations; and discuss the importance of this field of inquiry.  McShane - Chapter 01 #4  Topic: 01-02 The Field of Organizational Behaviour   

 5.

Scholars have been studying organizational behaviour since the  days of Greek philosophers.      TRUE

 Accessibility: Keyboard Navigation  Difficulty: Medium  Learning Objective: 01-01 Define organizational behaviour and  organizations; and discuss the importance of this field of inquiry.  McShane - Chapter 01 #5  Topic: 01-03 Historical Foundations of Organizational Behaviour   

 6.

The study of OB wasn't formally organized until the 1970s.      FALSE

 Accessibility: Keyboard Navigation  Difficulty: Easy  Learning Objective: 01-01 Define organizational behaviour and  organizations; and discuss the importance of this field of inquiry.  McShane - Chapter 01 #6  Topic: 01-03 Historical Foundations of Organizational Behaviour   

 7.

Organizational behaviour emerged as a distinct field around the  1940s.      TRUE

 Accessibility: Keyboard Navigation  Difficulty: Easy  Learning Objective: 01-01 Define organizational behaviour and  organizations; and discuss the importance of this field of inquiry.  McShane - Chapter 01 #7  Topic: 01-03 Historical Foundations of Organizational Behaviour   

 8.

An important principle in organizational behaviour is that OB  theories should never be used to question or rebuild one's mental  models.      FALSE

 Accessibility: Keyboard Navigation  Difficulty: Medium  Learning Objective: 01-01 Define organizational behaviour and  organizations; and discuss the importance of this field of inquiry.  McShane - Chapter 01 #8  Topic: 01-04 Why Study Organizational Behaviour?   

 9.

Organizational behaviour knowledge helps us influence people and  organizational events.      TRUE

 Accessibility: Keyboard Navigation  Difficulty: Easy  Learning Objective: 01-01 Define organizational behaviour and  organizations; and discuss the importance of this field of inquiry.  McShane - Chapter 01 #9  Topic: 01-04 Why Study Organizational Behaviour?   

 10.

Evidence indicates that applying organizational behaviour  knowledge tends to improve the organization's financial performance.      TRUE

 Accessibility: Keyboard Navigation  Difficulty: Easy  Learning Objective: 01-01 Define organizational behaviour and  organizations; and discuss the importance of this field of inquiry.  McShane - Chapter 01 #10  Topic: 01-04 Why Study Organizational Behaviour?   

 11.

Organizational effectiveness, and not profitability, is  considered the "ultimate dependent variable" in organizational  behaviour.      TRUE

 Accessibility: Keyboard Navigation  Difficulty: Difficult  Learning Objective: 01-02 Compare and contrast the four current  perspectives of organizational effectiveness.  McShane - Chapter 01 #11  Topic: 01-05 Perspectives of Organizational Effectiveness   

 12.

One problem with the term "organizational effectiveness''  is that it has too many substitute labels, and almost as many  definitions.      TRUE

 Accessibility: Keyboard Navigation  Difficulty: Easy  Learning Objective: 01-02 Compare and contrast the four current  perspectives of organizational effectiveness.  McShane - Chapter 01 #12  Topic: 01-05 Perspectives of Organizational Effectiveness   

 13.

Almost all organizational behaviour theories share an implicit  or explicit objective of making organizations more effective.      TRUE

 Accessibility: Keyboard Navigation  Difficulty: Easy  Learning Objective: 01-02 Compare and contrast the four current  perspectives of organizational effectiveness.  McShane - Chapter 01 #13  Topic: 01-05 Perspectives of Organizational Effectiveness   

 14.

The goal attainment definition of effectiveness focuses on  whether the organization achieves its stated goals.      TRUE

 Accessibility: Keyboard Navigation  Difficulty: Easy  Learning Objective: 01-02 Compare and contrast the four current  perspectives of organizational effectiveness.  McShane - Chapter 01 #14  Topic: 01-05 Perspectives of Organizational Effectiveness   

 15.

At present there is only one organizational behaviour  perspective which adequately defines organizational effectiveness.      FALSE

 Accessibility: Keyboard Navigation  Difficulty: Medium  Learning Objective: 01-02 Compare and contrast the four current  perspectives of organizational effectiveness.  McShane - Chapter 01 #15  Topic: 01-05 Perspectives of Organizational Effectiveness   

 16.

The major organizational effectiveness perspectives are  considered detailed extensions of the closed systems model.      FALSE

 Accessibility: Keyboard Navigation  Difficulty: Difficult  Learning Objective: 01-02 Compare and contrast the four current  perspectives of organizational effectiveness.  McShane - Chapter 01 #16  Topic: 01-05 Perspectives of Organizational Effectiveness   

 17.

The open systems perspective emphasizes that organizations are  effective when they maintain a good "fit" with their external  environments.      TRUE

 Accessibility: Keyboard Navigation  Difficulty: Medium  Learning Objective: 01-02 Compare and contrast the four current  perspectives of organizational effectiveness.  McShane - Chapter 01 #17  Topic: 01-06 Open Systems Perspective   

 18.

One problem with the open systems perspective is that it  neglects to focus on how well the organization operates internally.      FALSE

 Accessibility: Keyboard Navigation  Difficulty: Medium  Learning Objective: 01-02 Compare and contrast the four current  perspectives of organizational effectiveness.  McShane - Chapter 01 #18  Topic: 01-06 Open Systems Perspective   

 19.

The most efficient companies are not necessarily the most  effective ones.      TRUE

 Accessibility: Keyboard Navigation  Difficulty: Medium  Learning Objective: 01-02 Compare and contrast the four current  perspectives of organizational effectiveness.  McShane - Chapter 01 #19  Topic: 01-06 Open Systems Perspective   

 20.

Successful organizations need to only concentrate on achieving  efficient transformation processes.      FALSE

 Accessibility: Keyboard Navigation  Difficulty: Medium  Learning Objective: 01-02 Compare and contrast the four current  perspectives of organizational effectiveness.  McShane - Chapter 01 #20  Topic: 01-06 Open Systems Perspective   

 21.

Organizational efficiency refers to the amount of outputs  relative to inputs in the transformation process.      TRUE

 Accessibility: Keyboard Navigation  Difficulty: Medium  Learning Objective: 01-02 Compare and contrast the four current  perspectives of organizational effectiveness.  McShane - Chapter 01 #21  Topic: 01-06 Open Systems Perspective   

 22.

As organizations grow, they tend to develop more subsystems and  coordination among them become more complex.      TRUE

 Accessibility: Keyboard Navigation  Difficulty: Medium  Learning Objective: 01-02 Compare and contrast the four current  perspectives of organizational effectiveness.  McShane - Chapter 01 #22  Topic: 01-06 Open Systems Perspective   

 23.

Knowledge management develops an organization's capacity to  acquire, share, use, and store valuable knowledge.      TRUE

 Accessibility: Keyboard Navigation  Difficulty: Easy  Learning Objective: 01-02 Compare and contrast the four current  perspectives of organizational effectiveness.  McShane - Chapter 01 #23  Topic: 01-07 Organizational Learning Perspective   

 24.

The organizational learning perspective is also known as the  knowledge management perspective.      TRUE

 Accessibility: Keyboard Navigation  Difficulty: Medium  Learning Objective: 01-02 Compare and contrast the four current  perspectives of organizational effectiveness.  McShane - Chapter 01 #24  Topic: 01-07 Organizational Learning Perspective   

 25.

Intellectual capital includes, among other things, the knowledge  captured in an organization's systems and structures.      TRUE

 Accessibility: Keyboard Navigation  Difficulty: Difficult  Learning Objective: 01-02 Compare and contrast the four current perspectives  of organizational effectiveness.  McShane - Chapter 01 #25  Topic: 01-07 Organizational Learning Perspective   

 26.

Experimentation is considered a valid knowledge acquisition  strategy.      TRUE

 Accessibility: Keyboard Navigation  Difficulty: Difficult  Learning Objective: 01-02 Compare and contrast the four current  perspectives of organizational effectiveness.  McShane - Chapter 01 #26  Topic: 01-07 Organizational Learning Perspective   

 27.

Intellectual capital represents the stock of knowledge held by  an organization.      TRUE

 Accessibility: Keyboard Navigation  Difficulty: Easy  Learning Objective: 01-02 Compare and contrast the four current  perspectives of organizational effectiveness.  McShane - Chapter 01 #27  Topic: 01-07 Organizational Learning Perspective   

 28.

The most obvious form of intellectual capital is one's level of  education.      FALSE

 Accessibility: Keyboard Navigation  Difficulty: Difficult  Learning Objective: 01-02 Compare and contrast the four current  perspectives of organizational effectiveness.  McShane - Chapter 01 #28  Topic: 01-07 Organizational Learning Perspective   

 29.

Human memory plays a critical role in organizational  memory.      TRUE

 Accessibility: Keyboard Navigation  Difficulty: Medium  Learning Objective: 01-02 Compare and contrast the four current  perspectives of organizational effectiveness.  McShane - Chapter 01 #29  Topic: 01-07 Organizational Learning Perspective   

 30.

Structural capital refers to buildings and other depreciable  tangible assets.      FALSE

 Accessibility: Keyboard Navigation  Difficulty: Difficult  Learning Objective: 01-02 Compare and contrast the four current  perspectives of organizational effectiveness.  McShane - Chapter 01 #30  Topic: 01-07 Organizational Learning Perspective   

 31.

One of the fastest ways to acquire knowledge is to hire  individuals or purchase entire companies that have valued knowledge.      TRUE

 Accessibility: Keyboard Navigation  Difficulty: Difficult  Learning Objective: 01-02 Compare and contrast the four current perspectives  of organizational effectiveness.  McShane - Chapter 01 #31  Topic: 01-07 Organizational Learning Perspective   

 32.

Knowledge acquisition can only be achieved through formal  education.      FALSE

 Accessibility: Keyboard Navigation  Difficulty: Medium  Learning Objective: 01-02 Compare and contrast the four current  perspectives of organizational effectiveness.  McShane - Chapter 01 #32  Topic: 01-07 Organizational Learning Perspective   

 33.

Organizational memory includes knowledge embedded in the organization's  systems and structures.      TRUE

 Accessibility: Keyboard Navigation  Difficulty: Medium  Learning Objective: 01-02 Compare and contrast the four current  perspectives of organizational effectiveness.  McShane - Chapter 01 #33  Topic: 01-07 Organizational Learning Perspective   

 34.

Successful organizations should never ''unlearn'' knowledge that  they have previously gained, because all knowledge is valuable.      FALSE

 Accessibility: Keyboard Navigation  Difficulty: Difficult  Learning Objective: 01-02 Compare and contrast the four current  perspectives of organizational effectiveness.  McShane - Chapter 01 #34  Topic: 01-07 Organizational Learning Perspective   

 35.

Intellectual capital includes relationship capital.      TRUE

 Accessibility: Keyboard Navigation  Difficulty: Difficult  Learning Objective: 01-02 Compare and contrast the four current  perspectives of organizational effectiveness.  McShane - Chapter 01 #35  Topic: 01-07 Organizational Learning Perspective   

 36.

Organizational unlearning is particularly important for  organizational change.      TRUE

 Accessibility: Keyboard Navigation  Difficulty: Difficult  Learning Objective: 01-02 Compare and contrast the four current  perspectives of organizational effectiveness.  McShane - Chapter 01 #36  Topic: 01-07 Organizational Learning Perspective   

 37.

A key variable in the high-performance work practices (HPWP)  model is employee competence.      TRUE

 Accessibility: Keyboard Navigation  Difficulty: Medium  Learning Objective: 01-02 Compare and contrast the four current  perspectives of organizational effectiveness.  McShane - Chapter 01 #37  Topic: 01-08 High-Performance Work Practices (HPWP) Perspective   

 38.

The high-performance work practices perspective supports the  idea that organizations should strive to find "one best way" to do  things.      FALSE

 Accessibility: Keyboard Navigation  Difficulty: Difficult  Learning Objective: 01-02 Compare and contrast the four current  perspectives of organizational effectiveness.  McShane - Chapter 01 #38  Topic: 01-08 High-Performance Work Practices (HPWP) Perspective   

 39.

One criticism of the high-performance work practices perspective  is that it promotes shareholder and customer satisfaction at the expense of  employee well-being.      TRUE

 Accessibility: Keyboard Navigation  Difficulty: Medium  Learning Objective: 01-02 Compare and contrast the four current  perspectives of organizational effectiveness.  McShane - Chapter 01 #39  Topic: 01-08 High-Performance Work Practices (HPWP) Perspective   

 40.

Stakeholders are individuals, organizations, or other entities  that affect, or are affected by the organization.      TRUE

 Accessibility: Keyboard Navigation  Difficulty: Easy  Learning Objective: 01-02 Compare and contrast the four current perspectives  of organizational effectiveness.  McShane - Chapter 01 #40  Topic: 01-09 Stakeholder Perspective   

 41.

Stockholders are stakeholders.      TRUE

 Accessibility: Keyboard Navigation  Difficulty: Difficult  Learning Objective: 01-02 Compare and contrast the four current  perspectives of organizational effectiveness.  McShane - Chapter 01 #41  Topic: 01-09 Stakeholder Perspective   

 42.

Values represent an individual's short-term beliefs about what  will happen in the future.      FALSE

 Accessibility: Keyboard Navigation  Difficulty: Medium  Learning Objective: 01-02 Compare and contrast the four current  perspectives of organizational effectiveness.  McShane - Chapter 01 #42  Topic: 01-09 Stakeholder Perspective   

 43.

Values guide our preferences and motivate our actions.      TRUE

 Accessibility: Keyboard Navigation  Difficulty: Medium  Learning Objective: 01-02 Compare and contrast the four current  perspectives of organizational effectiveness.  McShane - Chapter 01 #43  Topic: 01-09 Stakeholder Perspective   

 44.

Values are relatively stable, long-lasting beliefs about what is  important in a variety of situations.      TRUE

 Accessibility: Keyboard Navigation  Difficulty: Easy  Learning Objective: 01-02 Compare and contrast the four current  perspectives of organizational effectiveness.  McShane - Chapter 01 #44  Topic: 01-09 Stakeholder Perspective   

 45.

The concept of values is an important aspect of the stakeholder  perspective.      TRUE

 Accessibility: Keyboard Navigation  Difficulty: Medium  Learning Objective: 01-02 Compare and contrast the four current  perspectives of organizational effectiveness.  McShane - Chapter 01 #45  Topic: 01-09 Stakeholder Perspective   

 46.

Ethics refers to the study of moral principles or values that  determine whether actions are right or wrong and outcomes are good or  bad.      TRUE

 Accessibility: Keyboard Navigation  Difficulty: Easy  Learning Objective: 01-02 Compare and contrast the four current  perspectives of organizational effectiveness.  McShane - Chapter 01 #46  Topic: 01-09 Stakeholder Perspective   

 47.

One reason why workplace values have become more important is  that employees increasingly value command-and-control direct  supervision.      FALSE

 Accessibility: Keyboard Navigation  Difficulty: Medium  Learning Objective: 01-02 Compare and contrast the four current  perspectives of organizational effectiveness.  McShane - Chapter 01 #47  Topic: 01-09 Stakeholder Perspective   

 48.

One survey reported that most Canadian would choose to leave  their current job for a more environmentally friendly employer.      TRUE

 Accessibility: Keyboard Navigation  Difficulty: Medium  Learning Objective: 01-02 Compare and contrast the four current  perspectives of organizational effectiveness.  McShane - Chapter 01 #48  Topic: 01-09 Stakeholder Perspective   

 49.

The "triple-bottom-line" philosophy says that  successful organizations focus on financial performance three times more  often than do less successful organizations.      FALSE

 Accessibility: Keyboard Navigation  Difficulty: Medium  Learning Objective: 01-02 Compare and contrast the four current  perspectives of organizational effectiveness.  McShane - Chapter 01 #49  Topic: 01-09 Stakeholder Perspective   

 50.

According to a recent survey, 93 percent of Canadians believe  that corporate social responsibility is as important to companies as profit  and shareholder value.      TRUE

 Accessibility: Keyboard Navigation  Difficulty: Medium  Learning Objective: 01-02 Compare and contrast the four current  perspectives of organizational effectiveness.  McShane - Chapter 01 #50  Topic: 01-09 Stakeholder Perspective   

 51.

The integrative model of organizational behaviour ties  individual and team processes, and outcomes to organizational  effectiveness.      TRUE

 Accessibility: Keyboard Navigation  Difficulty: Easy  Learning Objective: 01-02 Compare and contrast the four current  perspectives of organizational effectiveness.  McShane - Chapter 01 #51  Topic: 01-10 Connecting the Dots: An Integrative Model of  Organizational Behaviour   

 52.

In the integrative model of organizational behaviour, individual  outcomes are referred to as the ultimate dependent variable.      FALSE

 Accessibility: Keyboard Navigation  Difficulty: Medium  Learning Objective: 01-02 Compare and contrast the four current  perspectives of organizational effectiveness.  McShane - Chapter 01 #52  Topic: 01-10 Connecting the Dots: An Integrative Model of  Organizational Behaviour   

 53.

Globalization may have both positive and negative implications  for people working in organizations.      TRUE

 Accessibility: Keyboard Navigation  Difficulty: Easy  Learning Objective: 01-03 Debate the organizational  opportunities and challenges of globalization; workforce diversity; and  emerging employment relationships.  McShane - Chapter 01 #53  Topic: 01-12 Globalization   

 54.

Reduced job security and increased work intensification may be  partly caused by globalization.      TRUE

 Accessibility: Keyboard Navigation  Difficulty: Medium  Learning Objective: 01-03 Debate the organizational opportunities  and challenges of globalization; workforce diversity; and emerging employment  relationships.  McShane - Chapter 01 #54  Topic: 01-12 Globalization   

 55.

Three of the most prominent workforce diversity forms are: age,  ethnicity, and occupation.      FALSE

 Accessibility: Keyboard Navigation  Difficulty: Medium  Learning Objective: 01-03 Debate the organizational  opportunities and challenges of globalization; workforce diversity; and  emerging employment relationships.  McShane - Chapter 01 #55  Topic: 01-13 Increasing Workforce Diversity   

 56.

Surface-level diversity refers to observable demographic and  other overt differences in people.      TRUE

 Accessibility: Keyboard Navigation  Difficulty: Medium  Learning Objective: 01-03 Debate the organizational  opportunities and challenges of globalization; workforce diversity; and  emerging employment relationships.  McShane - Chapter 01 #56  Topic: 01-13 Increasing Workforce Diversity   

 57.

People born between 1946 and 1964 are referred to as Baby  Boomers.      TRUE

 Accessibility: Keyboard Navigation  Difficulty: Medium  Learning Objective: 01-03 Debate the organizational  opportunities and challenges of globalization; workforce diversity; and  emerging employment relationships.  McShane - Chapter 01 #57  Topic: 01-13 Increasing Workforce Diversity   

 58.

Workforce diversity does not consider the differences in  psychological characteristics of employees.      FALSE

 Accessibility: Keyboard Navigation  Difficulty: Difficult  Learning Objective: 01-03 Debate the organizational  opportunities and challenges of globalization; workforce diversity; and  emerging employment relationships.  McShane - Chapter 01 #58  Topic: 01-13 Increasing Workforce Diversity   

 59.

According to your text, 47 percent of Canadians identify themselves  as members of a visible minority group.      FALSE

 Accessibility: Keyboard Navigation  Difficulty: Medium  Learning Objective: 01-03 Debate the organizational  opportunities and challenges of globalization; workforce diversity; and  emerging employment relationships.  McShane - Chapter 01 #59  Topic: 01-13 Increasing Workforce Diversity   

 60.

Research indicates that baby boomers and Generation X employees  bring the same values and expectations to the workplace.      FALSE

 Accessibility: Keyboard Navigation  Difficulty: Easy  Learning Objective: 01-03 Debate the organizational  opportunities and challenges of globalization; workforce diversity; and  emerging employment relationships.  McShane - Chapter 01 #60  Topic: 01-13 Increasing Workforce Diversity   

 61.

Studies suggest that deep-level diversity exists across  generations.      TRUE

 Accessibility: Keyboard Navigation  Difficulty: Easy  Learning Objective: 01-03 Debate the organizational  opportunities and challenges of globalization; workforce diversity; and  emerging employment relationships.  McShane - Chapter 01 #61  Topic: 01-13 Increasing Workforce Diversity   

 62.

According to one study, Millennials and Gen-Xers value extrinsic  rewards significantly more than Boomers.      TRUE

 Accessibility: Keyboard Navigation  Difficulty: Medium  Learning Objective: 01-03 Debate the organizational  opportunities and challenges of globalization; workforce diversity; and  emerging employment relationships.  McShane - Chapter 01 #62  Topic: 01-13 Increasing Workforce Diversity   

 63.

Workforce diversity potentially improves decision making and  team performance on complex tasks.      TRUE

 Accessibility: Keyboard Navigation  Difficulty: Medium  Learning Objective: 01-03 Debate the organizational  opportunities and challenges of globalization; workforce diversity; and  emerging employment relationships.  McShane - Chapter 01 #63  Topic: 01-13 Increasing Workforce Diversity   

 64.

When we describe multiculturalism we are primarily referring to  surface-level diversity.      TRUE

 Accessibility: Keyboard Navigation  Difficulty: Medium  Learning Objective: 01-03 Debate the organizational  opportunities and challenges of globalization; workforce diversity; and  emerging employment relationships.  McShane - Chapter 01 #64  Topic: 01-13 Increasing Workforce Diversity   

 65.

Teams with diverse members usually take longer to perform  effectively.      TRUE

 Accessibility: Keyboard Navigation  Difficulty: Easy  Learning Objective: 01-03 Debate the organizational  opportunities and challenges of globalization; workforce diversity; and  emerging employment relationships.  McShane - Chapter 01 #65  Topic: 01-13 Increasing Workforce Diversity   

 66.

The emerging employment relationship in Canada is that people  must give up their legal rights regarding employment discrimination in return  for long-term employment.      FALSE

 Accessibility: Keyboard Navigation  Difficulty: Medium  Learning Objective: 01-03 Debate the organizational  opportunities and challenges of globalization; workforce diversity; and  emerging employment relationships.  McShane - Chapter 01 #66  Topic: 01-14 Emerging Employment Relationships   

 67.

One employment relationship trend is the focus away from  work-life balance and virtual work, because of the extra stress these place  on workers.      FALSE

 Accessibility: Keyboard Navigation  Difficulty: Medium  Learning Objective: 01-03 Debate the organizational  opportunities and challenges of globalization; workforce diversity; and  emerging employment relationships.  McShane - Chapter 01 #67  Topic: 01-14 Emerging Employment Relationships   

 68.

According to recent surveys about one-third of Canadians would  take a pay cut to improve their work-life balance.      FALSE

 Accessibility: Keyboard Navigation  Difficulty: Difficult  Learning Objective: 01-03 Debate the organizational  opportunities and challenges of globalization; workforce diversity; and  emerging employment relationships.  McShane - Chapter 01 #68  Topic: 01-14 Emerging Employment Relationships   

 69.

One of the most consistent observations is that telework is  ranked as one of the most popular perks.      TRUE

 Accessibility: Keyboard Navigation  Difficulty: Easy  Learning Objective: 01-03 Debate the organizational  opportunities and challenges of globalization; workforce diversity; and  emerging employment relationships.  McShane - Chapter 01 #69  Topic: 01-13 Increasing Workforce Diversity   

 70.

Work-life balance refers to the length of time one remains in  the workforce during one's lifetime.      FALSE

 Accessibility: Keyboard Navigation  Difficulty: Medium  Learning Objective: 01-03 Debate the organizational  opportunities and challenges of globalization; workforce diversity; and  emerging employment relationships.  McShane - Chapter 01 #70  Topic: 01-13 Increasing Workforce Diversity   

 71.

Work-live balance refers to minimizing conflict between work and  nonwork demands.      TRUE

 Accessibility: Keyboard Navigation  Difficulty: Medium  Learning Objective: 01-03 Debate the organizational  opportunities and challenges of globalization; workforce diversity; and  emerging employment relationships.  McShane - Chapter 01 #71  Topic: 01-13 Increasing Workforce Diversity   

 72.

Teleworking forces employers to evaluate employee performance  based on ''face time'' rather than work output.      FALSE

 Accessibility: Keyboard Navigation  Difficulty: Medium  Learning Objective: 01-03 Debate the organizational  opportunities and challenges of globalization; workforce diversity; and  emerging employment relationships.  McShane - Chapter 01 #72  Topic: 01-13 Increasing Workforce Diversity   

 73.

Successful teleworkers tend to be self-motivated and are able to  fulfill their social needs outside of the work context.      TRUE

 Accessibility: Keyboard Navigation  Difficulty: Easy  Learning Objective: 01-03 Debate the organizational  opportunities and challenges of globalization; workforce diversity; and  emerging employment relationships.  McShane - Chapter 01 #73  Topic: 01-13 Increasing Workforce Diversity   

 74.

In virtual work, employees rely on information technology to  perform jobs away from the traditional workplace.      TRUE

 Accessibility: Keyboard Navigation  Difficulty: Easy  Learning Objective: 01-03 Debate the organizational  opportunities and challenges of globalization; workforce diversity; and emerging  employment relationships.  McShane - Chapter 01 #74  Topic: 01-13 Increasing Workforce Diversity   

 75.

Telecommuting is the most common form of virtual work.      TRUE

 Accessibility: Keyboard Navigation  Difficulty: Medium  Learning Objective: 01-03 Debate the organizational  opportunities and challenges of globalization; workforce diversity; and  emerging employment relationships.  McShane - Chapter 01 #75  Topic: 01-13 Increasing Workforce Diversity   

 76.

Most organizational behaviour theories have been developed by OB  scholars rather than from other disciplines.      FALSE

 Accessibility: Keyboard Navigation  Difficulty: Medium  Learning Objective: 01-04 Discuss the anchors on which  organizational behaviour knowledge is based.  McShane - Chapter 01 #76  Topic: 01-17 The Multidisciplinary Anchor   

 77.

Psychology and sociology have contributed many theories and  concepts to the field of organizational behaviour.      TRUE

 Accessibility: Keyboard Navigation  Difficulty: Medium  Learning Objective: 01-04 Discuss the anchors on which  organizational behaviour knowledge is based.  McShane - Chapter 01 #77  Topic: 01-17 The Multidisciplinary Anchor   

 78.

Communications, marketing, and information systems are three  emerging fields from which organizational behaviour is now acquiring  knowledge.      TRUE

 Accessibility: Keyboard Navigation  Difficulty: Medium  Learning Objective: 01-04 Discuss the anchors on which  organizational behaviour knowledge is based.  McShane - Chapter 01 #78  Topic: 01-17 The Multidisciplinary Anchor   

 79.

Sociology is one of the few disciplines that has not made any  contribution to organizational behaviour knowledge.      FALSE

 Accessibility: Keyboard Navigation  Difficulty: Medium  Learning Objective: 01-04 Discuss the anchors on which organizational  behaviour knowledge is based.  McShane - Chapter 01 #79  Topic: 01-17 The Multidisciplinary Anchor   

 80.

The field of organizational behaviour relies on common sense to  understand organizational phenomena.      FALSE

 Accessibility: Keyboard Navigation  Difficulty: Medium  Learning Objective: 01-04 Discuss the anchors on which  organizational behaviour knowledge is based.  McShane - Chapter 01 #80  Topic: 01-15 Anchors of Organizational Behaviour Knowledge   

 81.

The systematic research anchor relies mainly on qualitative data  and subjective procedures to test hypothesis.      FALSE

 Accessibility: Keyboard Navigation  Difficulty: Medium  Learning Objective: 01-04 Discuss the anchors on which  organizational behaviour knowledge is based.  McShane - Chapter 01 #81  Topic: 01-16 The Systematic Research Anchor   

 82.

The contingency anchor in organizational behaviour suggests that  a particular action may have different consequences in different  situations.      TRUE

 Accessibility: Keyboard Navigation  Difficulty: Medium  Learning Objective: 01-04 Discuss the anchors on which  organizational behaviour knowledge is based.  McShane - Chapter 01 #82  Topic: 01-18 The Contingency Anchor   

 83.

Most organizational events may be studied from all three levels  of analysis: individual, team, and organization.      TRUE

 Accessibility: Keyboard Navigation  Difficulty: Easy  Learning Objective: 01-04 Discuss the anchors on which  organizational behaviour knowledge is based.  McShane - Chapter 01 #83  Topic: 01-19 The Multiple Levels of Analysis Anchor   

 84.

The contingency anchor in organizational behaviour suggests that  we need to diagnose the situation to identify the most appropriate action  under those specific circumstances.      TRUE

 Accessibility: Keyboard Navigation  Difficulty: Medium  Learning Objective: 01-04 Discuss the anchors on which  organizational behaviour knowledge is based.  McShane - Chapter 01 #84  Topic: 01-18 The Contingency Anchor   

 85.

Which of these statements about the field of organizational behaviour  is FALSE?        

A. 

Organizational    behaviour scholars study individual, team, and structural characteristics    that influence behaviour within organizations.

 B. 

Leadership,    communication, and other organizational behaviour topics were not discussed    by scholars until the 1940s.

 C. 

Organizational    behaviour emerged as a distinct field around the 1940s.

 D. 

The field of OB    has adopted concepts and theories from other fields of inquiry.

 E. 

OB scholars study    what people think, feel, and do in and around organizations.

 Accessibility: Keyboard Navigation  Difficulty: Easy  Learning Objective: 01-01 Define organizational behaviour and  organizations; and discuss the importance of this field of inquiry.  McShane - Chapter 01 #85  Topic: 01-02 The Field of Organizational Behaviour   

 86.

Which of these statements about the field of organizational  behaviour is TRUE?        

A. 

Organizational    behaviour emerged as a distinct field during the 1980s.

 B. 

The origins of    some organizational behaviour concepts date back to Plato and other Greek    philosophers.

 C. 

Information    technology has almost no effect on organizational behaviour.

 D. 

The field of    organizational behaviour relies exclusively on ideas generated within the    field by organizational behaviour scholars.

 E. 

The origins of    organizational behaviour are traced mainly to the field of economics.

 Accessibility: Keyboard Navigation  Difficulty: Medium  Learning Objective: 01-01 Define organizational behaviour and  organizations; and discuss the importance of this field of inquiry.  McShane - Chapter 01 #86  Topic: 01-03 Historical Foundations of Organizational Behaviour   

 87.

In the field of organizational behaviour, organizations are best  described as:        

A. 

legal entities    that must abide by government regulations and pay taxes.

 B. 

physical    structures with observable capital equipment.

 C. 

social entities    with a publicly stated set of formal goals.

 D. 

groups of people    who work interdependently towards some purpose.

 E. 

any social entity    with profit-centred motives and objectives.

 Accessibility: Keyboard Navigation  Difficulty: Medium  Learning Objective: 01-01 Define organizational behaviour and organizations;  and discuss the importance of this field of inquiry.  McShane - Chapter 01 #87  Topic: 01-02 The Field of Organizational Behaviour   

 88.

Organizational behaviour knowledge:        

A. 

originates mainly    from models developed in chemistry and other natural sciences.

 B. 

accurately    predicts how anyone will behave in any situation.

 C. 

is more    appropriate for people who work in computer science than in marketing.

 D. 

helps us to    understand and influence the behaviours of others in organizational    settings.

 E. 

None of the    answers apply.

 Accessibility: Keyboard Navigation  Difficulty: Easy  Learning Objective: 01-01 Define organizational behaviour and  organizations; and discuss the importance of this field of inquiry.  McShane - Chapter 01 #88  Topic: 01-04 Why Study Organizational Behaviour?   

 89.

According to the author of Canadian Organizational Behaviour,  organizational behaviour knowledge:        

A. 

should never be    used to influence the behaviour of other people.

 B. 

should be used    mostly by managers and senior executives.

 C. 

should never    replace your common sense knowledge about how organizations work.

 D. 

is relevant to    everyone who works in organizations.

 E. 

should never be    used to influence the behaviour of other people and should be used mostly    by managers and senior executives.

 Accessibility: Keyboard Navigation  Difficulty: Medium  Learning Objective: 01-01 Define organizational behaviour and  organizations; and discuss the importance of this field of inquiry.  McShane - Chapter 01 #89  Topic: 01-04 Why Study Organizational Behaviour?   

 90.

Which of these statements about the field of OB is FALSE?        

A. 

Organizational    behaviour scholars study individual, team, and structural characteristics    that influence behaviour within organizations.

 B. 

The field of OB    has adopted concepts and theories from other fields of inquiry.

 C. 

Organizational    behaviour emerged as a distinct field around the 1940s.

 D. 

Given the specific    utility of the field, OB is useful for the managers in the organizations    and not the employees.

 E. 

OB scholars study    what people think, feel, and do in and around organizations.

 Accessibility: Keyboard Navigation  Difficulty: Medium  Learning Objective: 01-01 Define organizational behaviour and  organizations; and discuss the importance of this field of inquiry.  McShane - Chapter 01 #90  Topic: 01-04 Why Study Organizational Behaviour?   

 91.

Which of the following perspective is consistent with the  concept of organizational effectiveness?        

A. 

Open systems    perspective

 B. 

Organizational    learning perspective

 C. 

High-performance    work practices perspective

 D. 

Stakeholder    perspective

 E. 

All the answers    are correct.

 Accessibility: Keyboard Navigation  Difficulty: Medium  Learning Objective: 01-02 Compare and contrast the four current  perspectives of organizational effectiveness.  McShane - Chapter 01 #91  Topic: 01-05 Perspectives of Organizational Effectiveness   

 92.

Which of the following is included in the open systems  perspective of organizations?        

A. 

Inputs

 B. 

Subsystems

 C. 

Outputs

 D. 

Feedback from the    environment

 E. 

All of the answers    are correct.

 Accessibility: Keyboard Navigation  Difficulty: Easy  Learning Objective: 01-02 Compare and contrast the four current  perspectives of organizational effectiveness.  McShane - Chapter 01 #92  Topic: 01-06 Open Systems Perspective   

 93.

The open systems perspective of organizational behaviour states  that:        

A. 

organizations take    their sustenance from the environment and in turn affect that environment.

 B. 

organizations can    operate efficiently by focussing on what they do best and ignoring changes    in the external environment.

 C. 

people are the    only important and valued organizational input.

 D. 

organizations    should be viewed as machines with one working part.

 E. 

All of the answers    are correct.

 Accessibility: Keyboard Navigation  Difficulty: Medium  Learning Objective: 01-02 Compare and contrast the four current  perspectives of organizational effectiveness.  McShane - Chapter 01 #93  Topic: 01-06 Open Systems Perspective   

 94.

ACME Software Ltd has developed a training program to make  employees more aware of how their job performance affects customers and other  employees within the organization. This training program relates most closely  with which of the following concepts?        

A. 

Contingency anchor

 B. 

Grounded theory

 C. 

Open systems    perspective

 D. 

Marketing    principles

 E. 

Organizational    efficiency

 Accessibility: Keyboard Navigation  Difficulty: Medium  Learning Objective: 01-02 Compare and contrast the four current  perspectives of organizational effectiveness.  McShane - Chapter 01 #94  Topic: 01-06 Open Systems Perspective   

 95.

Which organizational behaviour perspective discusses inputs,  outputs, and feedback?        

A. 

Mechanistic perspective

 B. 

Open systems    perspective

 C. 

Goal-attainment    perspective

 D. 

Organizational    learning perspective

 E. 

Stakeholder    perspective

 Accessibility: Keyboard Navigation  Difficulty: Easy  Learning Objective: 01-02 Compare and contrast the four current  perspectives of organizational effectiveness.  McShane - Chapter 01 #95  Topic: 01-06 Open Systems Perspective   

 96.

Which of the following relates to the perspective that  organizations are open systems?        

A. 

The organization    adjusts its services to satisfy changing consumer demand.

 B. 

The organization    finds a substitute resource in anticipation of a future shortage of the    resource previously used to manufacture the product.

 C. 

Production and    sales employees coordinate their work activities to provide a more    efficient work process.

 D. 

The organization    changes its products to suit customer needs.

 E. 

All of the answers    are correct.

 Accessibility: Keyboard Navigation  Difficulty: Medium  Learning Objective: 01-02 Compare and contrast the four current  perspectives of organizational effectiveness.  McShane - Chapter 01 #96  Topic: 01-06 Open Systems Perspective   

 97.

The amount of outputs relative to inputs in the organization's  transformation process is referred to as:        

A. 

organizational    efficiency

 B. 

organizational    effectiveness

 C. 

organizational    deficiency

 D. 

transformational    quotient

 E. 

organizational    footprint

 Accessibility: Keyboard Navigation  Difficulty: Medium  Learning Objective: 01-02 Compare and contrast the four current  perspectives of organizational effectiveness.  McShane - Chapter 01 #97  Topic: 01-06 Open Systems Perspective   

 98.

Knowledge management is an extension of:        

A. 

traditional    accounting methods of measuring corporate assets.

 B. 

the organizational    learning perspective of organizational behaviour.

 C. 

microeconomic    principles of supply and demand.

 D. 

the efficiency    model of industrial engineering.

 E. 

None of the    answers apply.

 Accessibility: Keyboard Navigation  Difficulty: Easy  Learning Objective: 01-02 Compare and contrast the four current  perspectives of organizational effectiveness.  McShane - Chapter 01 #98  Topic: 01-07 Organizational Learning Perspective   

 99.

Intellectual capital refers to:        

A. 

how much money an    organization spends on training and development.

 B. 

the stock of    knowledge that resides in an organization.

 C. 

the percentage of    information available that is actually used productively by the    organization.

 D. 

the total cost of    computers and other ''intelligent'' machines in the organization.

 E. 

the cost of hiring    a typical employee.

 Accessibility: Keyboard Navigation  Difficulty: Medium  Learning Objective: 01-02 Compare and contrast the four current perspectives  of organizational effectiveness.  McShane - Chapter 01 #99  Topic: 01-07 Organizational Learning Perspective   

 100.

Intellectual capital consists of:        

A. 

knowledge that    employees possess and generate.

 B. 

the knowledge    captured in an organization's systems and structures.

 C. 

the value of the    organization's relationship with customers.

 D. 

All of the answers    are correct.

 E. 

knowledge that    employees possess and generate and the knowledge captured in an    organization's systems and structures.

 Accessibility: Keyboard Navigation  Difficulty: Easy  Learning Objective: 01-02 Compare and contrast the four current  perspectives of organizational effectiveness.  McShane - Chapter 01 #100  Topic: 01-07 Organizational Learning Perspective   

 101.

A computer maintenance company wants to ''capture'' the  knowledge that employees carry around in their heads by creating a database  where employees document their solutions to unusual maintenance problems.  This practice tries to:        

A. 

transform    intellectual capital into knowledge management.

 B. 

transfer human    capital into structural capital.

 C. 

prevent    relationship capital from interfering with human capital.

 D. 

reduce the amount    of human capital.

 E. 

transfer    structural capital into relationship capital.

 Accessibility: Keyboard Navigation  Difficulty: Difficult  Learning Objective: 01-02 Compare and contrast the four current  perspectives of organizational effectiveness.  McShane - Chapter 01 #101  Topic: 01-07 Organizational Learning Perspective   

 102.

The organizational learning perspective states that an  organization's effectiveness depends on:        

A. 

extracting    information and ideas from the external environment and through    experimentation.

 B. 

ensuring that    knowledge is shared throughout the organization.

 C. 

ensuring that    employees effectively use the knowledge available to them.

 D. 

All of the answers    are correct.

 E. 

ensuring that    knowledge is shared throughout the organization and that employees    effectively use the knowledge available to them.

 Accessibility: Keyboard Navigation  Difficulty: Medium  Learning Objective: 01-02 Compare and contrast the four current  perspectives of organizational effectiveness.  McShane - Chapter 01 #102  Topic: 01-07 Organizational Learning Perspective   

 103.

Which of the following is a form of knowledge acquisition?        

A. 

Hiring job applicants.

 B. 

Research and    development.

 C. 

Information    sessions where employees describe to colleagues unique incidents involving    customers.

 D. 

All of the answers    are correct.

 E. 

Hiring job    applicants and research and development.

 Accessibility: Keyboard Navigation  Difficulty: Difficult  Learning Objective: 01-02 Compare and contrast the four current  perspectives of organizational effectiveness.  McShane - Chapter 01 #103  Topic: 01-07 Organizational Learning Perspective   

 104.

Which of the following is an example of knowledge  acquisition?        

A. 

Surveying    employees about their attitudes towards recent corporate changes.

 B. 

Developing a    training program for employees to learn the latest software for their jobs.

 C. 

Encouraging employees    to share their knowledge with coworkers.

 D. 

Hiring people who    bring valuable knowledge that is not available from current employees.

 E. 

All of the answers    are examples of knowledge acquisition.

 Accessibility: Keyboard Navigation  Difficulty: Medium  Learning Objective: 01-02 Compare and contrast the four current  perspectives of organizational effectiveness.  McShane - Chapter 01 #104  Topic: 01-07 Organizational Learning Perspective   

 105.

Organizational memory refers to:        

A. 

its ability to    hire more people with good memorization skills.

 B. 

its level of    current knowledge so it can bring in new knowledge from the environment.

 C. 

its storage and    preservation of intellectual capital.

 D. 

its ability to    unlearn knowledge.

 E. 

its ability to    conduct memorable work.

 Accessibility: Keyboard Navigation  Difficulty: Medium  Learning Objective: 01-02 Compare and contrast the four current  perspectives of organizational effectiveness.  McShane - Chapter 01 #105  Topic: 01-07 Organizational Learning Perspective   

 106.

A technology company wants to move into the field of wireless  communications. Unfortunately, few of its employees know enough about the  basic technology to acquire emerging knowledge about that field or to launch  a separate business unit to enter that market. With respect to learning about  wireless technology knowledge, this organization has:        

A. 

too much    structural capital.

 B. 

low organizational    memory.

 C. 

high human capital    but low relationship capital.

 D. 

too much of an    open system.

 E. 

low human capital.

 Accessibility: Keyboard Navigation  Difficulty: Medium  Learning Objective: 01-02 Compare and contrast the four current  perspectives of organizational effectiveness.  McShane - Chapter 01 #106  Topic: 01-07 Organizational Learning Perspective   

 107.

As part of the knowledge management process, experimentation  mainly affects:        

A. 

measuring    intellectual capital

 B. 

knowledge    acquisition

 C. 

organizational    memory

 D. 

knowledge sharing

 E. 

unlearning

 Accessibility: Keyboard Navigation  Difficulty: Easy  Learning Objective: 01-02 Compare and contrast the four current  perspectives of organizational effectiveness.  McShane - Chapter 01 #107  Topic: 01-07 Organizational Learning Perspective   

 108.

Eastern University performs a daily computer search through  newspaper articles to identify any articles about the university or its  faculty members. University administrators use this information to receive  feedback about how the public reacts to university activities. In knowledge  management, searching for newspaper articles and other external writing about  the organization is mainly a form of:        

A. 

knowledge    acquisition

 B. 

communities of    practice

 C. 

organizational    unlearning

 D. 

knowledge sharing

 E. 

documentation

 Accessibility: Keyboard Navigation  Difficulty: Medium  Learning Objective: 01-02 Compare and contrast the four current  perspectives of organizational effectiveness.  McShane - Chapter 01 #108  Topic: 01-07 Organizational Learning Perspective   

 109.

Twice each year, a major car parts manufacturer brings together  production and engineering specialists from its eight divisions to discuss  ideas, solutions, and concerns. This helps to minimize the ''silos of knowledge''  problem that exists in many organizations. This practice is primarily an  example of:        

A. 

relationship    capital

 B. 

experimentation

 C. 

knowledge sharing

 D. 

documentation

 E. 

organizational    unlearning

 Accessibility: Keyboard Navigation  Difficulty: Medium  Learning Objective: 01-02 Compare and contrast the four current  perspectives of organizational effectiveness.  McShane - Chapter 01 #109  Topic: 01-07 Organizational Learning Perspective   

 110.

Organizational memory is best described as:        

A. 

the total    terabytes of hard disk space available on computers throughout an    organization.

 B. 

the ability of    senior executives to recall important information about the company's    products, services, and employees.

 C. 

the storage and    preservation of intellectual capital within an organization.

 D. 

the ability of    employees throughout the organization to recall important information about    the company's products and services.

 E. 

the extent to    which potential customers are able to recall specific products and services    provided by an organization.

 Accessibility: Keyboard Navigation  Difficulty: Medium  Learning Objective: 01-02 Compare and contrast the four current  perspectives of organizational effectiveness.  McShane - Chapter 01 #110  Topic: 01-07 Organizational Learning Perspective   

 111.

Organizations can retain intellectual capital by:        

A. 

transferring human    capital into structural capital.

 B. 

encouraging    employees to take early retirement.

 C. 

discouraging    employees from communicating with each other.

 D. 

All of the answers    are correct.

 E. 

None of the    answers apply.

 Accessibility: Keyboard Navigation  Difficulty: Medium  Learning Objective: 01-02 Compare and contrast the four current  perspectives of organizational effectiveness.  McShane - Chapter 01 #111  Topic: 01-07 Organizational Learning Perspective   

 112.

Which of the following typically results in a loss of  organizational memory?        

A. 

The processes used    to make a unique product are incorrectly documented.

 B. 

The company lays    off nearly one-quarter of its workforce.

 C. 

The company sells    one of its divisions (including employees in that division) to another    organization.

 D. 

All of the answers    are correct.

 E. 

The processes used    to make a unique product are incorrectly documented and the company lays    off nearly one-quarter of its workforce.

 Accessibility: Keyboard Navigation  Difficulty: Medium  Learning Objective: 01-02 Compare and contrast the four current perspectives  of organizational effectiveness.  McShane - Chapter 01 #112  Topic: 01-07 Organizational Learning Perspective   

 113.

Organizations should ''unlearn'':        

A. 

in many situations    involving organizational change.

 B. 

whenever new    knowledge is brought into the organization.

 C. 

whenever the    organization shifts from communities of practice to experimentation in the    knowledge acquisition process.

 D. 

All of the answers    are correct.

 E. 

None of the    answers apply.

 Accessibility: Keyboard Navigation  Difficulty: Easy  Learning Objective: 01-02 Compare and contrast the four current  perspectives of organizational effectiveness.  McShane - Chapter 01 #113  Topic: 01-07 Organizational Learning Perspective   

 114.

The relatively new field of research that has emerged with the  objective of identifying internal systems and structures that are associated  with successful companies is called:        

A. 

the organizational    behaviour systems perspective.

 B. 

the comparative    organizations perspective.

 C. 

the organizational    learning perspective.

 D. 

the organizational    effectiveness perspective.

 E. 

the    high-performance work practices perspective.

 Accessibility: Keyboard Navigation  Difficulty: Medium  Learning Objective: 01-02 Compare and contrast the four current  perspectives of organizational effectiveness.  McShane - Chapter 01 #114  Topic: 01-08 High-Performance Work Practices (HPWP) Perspective   

 115.

Which of the following best describes the high-performance work  practices perspective?        

A. 

Organizations that    want to be effective should strive for "one best practice"    strategy.

 B. 

A particular    action may have different consequences depending on the situation.

 C. 

All organizations    should be viewed as being made up of many different parts which contribute    to high performance.

 D. 

Effective    organizations incorporate several workplace practices that leverage the    potential of human capital.

 E. 

All of the answers    are correct.

 Accessibility: Keyboard Navigation  Difficulty: Difficult  Learning Objective: 01-02 Compare and contrast the four current  perspectives of organizational effectiveness.  McShane - Chapter 01 #115  Topic: 01-08 High-Performance Work Practices (HPWP) Perspective   

 116.

Two of the most widely mentioned high-performance work practices  in organizational behaviour are:        

A. 

effective    recruitment and hiring practices.

 B. 

ethical business    practices and corporate social responsibility.

 C. 

avoiding    counterproductive work behaviours and increasing workforce diversity.

 D. 

minimizing    political behaviours and encouraging cooperation among organizational    members.

 E. 

increasing    employee involvement and job autonomy.

 Accessibility: Keyboard Navigation  Difficulty: Difficult  Learning Objective: 01-02 Compare and contrast the four current  perspectives of organizational effectiveness.  McShane - Chapter 01 #116  Topic: 01-08 High-Performance Work Practices (HPWP) Perspective   

 117.

Which of the following is NOT a concern expressed with respect  to high-performance work practices (HPWP) perspective?        

A. 

HPWPs increase    work stress for employees.

 B. 

Even when HPWPs    are successful, management is reluctant to share the financial benefits    with workers.

 C. 

The HPWP    perspective lacks theoretical understanding of why such practices improve    performance.

 D. 

HPWPs satisfy    shareholder and customer needs at the expense of employee well-being.

 E. 

The HPWP    perspective fails to consider the impact of such practices on the    environment and society.

 Accessibility: Keyboard Navigation  Difficulty: Medium  Learning Objective: 01-02 Compare and contrast the four current  perspectives of organizational effectiveness.  McShane - Chapter 01 #117  Topic: 01-08 High-Performance Work Practices (HPWP) Perspective   

 118.

Stakeholders include:        

A. 

shareholders

 B. 

employees

 C. 

suppliers

 D. 

governments

 E. 

All of the answers    are correct.

 Accessibility: Keyboard Navigation  Difficulty: Easy  Learning Objective: 01-02 Compare and contrast the four current  perspectives of organizational effectiveness.  McShane - Chapter 01 #118  Topic: 01-09 Stakeholder Perspective   

 119.

Employees, suppliers, and governments:        

A. 

are organizational    stakeholders.

 B. 

are rarely    considered in organizational behaviour theories.

 C. 

represent the    three levels of analysis in organizational behaviour.

 D. 

are excluded from    the open systems anchor.

 E. 

All of the answers    are correct.

 Accessibility: Keyboard Navigation  Difficulty: Easy  Learning Objective: 01-02 Compare and contrast the four current  perspectives of organizational effectiveness.  McShane - Chapter 01 #119  Topic: 01-09 Stakeholder Perspective   

 120.

Stable, long-lasting beliefs about what is important in a  variety of situations are:        

A. 

called    intellectual capital.

 B. 

the foundations of    the open systems anchor.

 C. 

the main reason    why organizations fail to adapt.

 D. 

rarely studied in    the field of organizational behaviour.

 E. 

called values.

 Accessibility: Keyboard Navigation  Difficulty: Medium  Learning Objective: 01-02 Compare and contrast the four current  perspectives of organizational effectiveness.  McShane - Chapter 01 #120  Topic: 01-09 Stakeholder Perspective   

 121.

Values have become more important in organizational behaviour  because of:        

A. 

increased demand    for corporate social responsibility.

 B. 

increased pressure    on organizations to engage in ethical practices.

 C. 

direct supervision    is expensive and incompatible to today's workforce.

 D. 

All of the answers    are correct.

 E. 

None of the    answers apply.

 Accessibility: Keyboard Navigation  Difficulty: Medium  Learning Objective: 01-02 Compare and contrast the four current  perspectives of organizational effectiveness.  McShane - Chapter 01 #121  Topic: 01-09 Stakeholder Perspective   

 122.

The topic of ethics is most closely associated with:        

A. 

workplace values.

 B. 

the scientific    method.

 C. 

workforce    diversity.

 D. 

the open systems    anchor.

 E. 

the contingency    approach to organizational behaviour.

 Accessibility: Keyboard Navigation  Difficulty: Easy  Learning Objective: 01-02 Compare and contrast the four current  perspectives of organizational effectiveness.  McShane - Chapter 01 #122  Topic: 01-09 Stakeholder Perspective   

 123.

Corporate social responsibility is most closely related to which  of these organizational behaviour trends?        

A. 

Workforce    diversity.

 B. 

Employment    relationships.

 C. 

Virtual work.

 D. 

Globalization.

 E. 

Workplace values    and ethics.

 Accessibility: Keyboard Navigation  Difficulty: Medium  Learning Objective: 01-02 Compare and contrast the four current  perspectives of organizational effectiveness.  McShane - Chapter 01 #123  Topic: 01-09 Stakeholder Perspective   

 124.

The triple-bottom-line philosophy says that:        

A. 

companies should    pay three times more attention to profits than to employee wellbeing.

 B. 

the main goal of    all companies is to satisfy the needs of three groups: employees,    shareholders, and suppliers.

 C. 

business success    increases by having three times more contingent workers than permanent    employees.

 D. 

companies should    pay attention to local, national, and global customers.

 E. 

companies should    try to support the economic, social, and environmental spheres of    sustainability.

 Accessibility: Keyboard Navigation  Difficulty: Medium  Learning Objective: 01-02 Compare and contrast the four current  perspectives of organizational effectiveness.  McShane - Chapter 01 #124  Topic: 01-09 Stakeholder Perspective   

 125.

Which of the following concept is most closely associated with  corporate social responsibility?        

A. 

knowledge    management

 B. 

sociological    theories

 C. 

entrepreneurship

 D. 

open systems    perspective

 E. 

triple-bottom-line    philosophy

 Accessibility: Keyboard Navigation  Difficulty: Medium  Learning Objective: 01-02 Compare and contrast the four current  perspectives of organizational effectiveness.  McShane - Chapter 01 #125  Topic: 01-09 Stakeholder Perspective   

 126.

Which of these statements about corporate social responsibility  (CSR) is FALSE?        

A. 

Most companies now    publically report on their CSR practices.

 B. 

CSR emphasizes the    economic, social, and environmental spheres of sustainability.

 C. 

Most Canadians    expect companies to engage in CSR.

 D. 

CSR is closely    related to the topics of values and ethics.

 E. 

An organization's    perceived level of CSR influences whether people apply for work with that    organization.

 Accessibility: Keyboard Navigation  Difficulty: Medium  Learning Objective: 01-02 Compare and contrast the four current  perspectives of organizational effectiveness.  McShane - Chapter 01 #126  Topic: 01-09 Stakeholder Perspective   

 127.

Which of the following is NOT considered an individual outcome  in the integrative model of organizational behaviour?        

A. 

Behaviour

 B. 

Decisions

 C. 

Social networks

 D. 

Well-being

 E. 

Organizational    citizenship

 Accessibility: Keyboard Navigation  Difficulty: Medium  Learning Objective: 01-02 Compare and contrast the four current  perspectives of organizational effectiveness.  McShane - Chapter 01 #127  Topic: 01-10 Connecting the Dots: An Integrative Model of  Organizational Behaviour   

 128.

According to the integrative model of organizational behaviour,  which of the following is classified as an organizational input?        

A. 

Motivation

 B. 

Organizational citizenship

 C. 

Social networks

 D. 

Organizational    culture

 E. 

Communication

 Accessibility: Keyboard Navigation  Difficulty: Difficult  Learning Objective: 01-02 Compare and contrast the four current  perspectives of organizational effectiveness.  McShane - Chapter 01 #128  Topic: 01-10 Connecting the Dots: An Integrative Model of  Organizational Behaviour   

 129.

Which of these statements about globalization and organizational  behaviour is TRUE?        

A. 

Globalization has    little or no effect on organizational behaviour.

 B. 

Globalization has    forced organizational behaviour researchers to study only large    multinational businesses.

 C. 

Globalization    emphasizes the need to recognize the contingencies of effective    organizational behaviour practice in diverse cultures.

 D. 

Globalization has    forced organizational behaviour textbooks to study only companies with    headquarters in North America.

 E. 

Globalization has    forced organizational behaviour researchers to study only large    multinational businesses and forced organizational behaviour textbooks to    study only companies with headquarters in North America.

 Accessibility: Keyboard Navigation  Difficulty: Medium  Learning Objective: 01-03 Debate the organizational  opportunities and challenges of globalization; workforce diversity; and  emerging employment relationships.  McShane - Chapter 01 #129  Topic: 01-12 Globalization   

 130.

Globalization occurs when an organization:        

A. 

actively    participates in other countries and cultures.

 B. 

serves diverse    customers within the firm's home country.

 C. 

has a diverse    workforce within the firm's home country.

 D. 

All of the answers    are correct.

 E. 

serves diverse    customers within the firm's home country and has a diverse workforce within    the firm's home country.

 Accessibility: Keyboard Navigation  Difficulty: Easy  Learning Objective: 01-03 Debate the organizational  opportunities and challenges of globalization; workforce diversity; and  emerging employment relationships.  McShane - Chapter 01 #130  Topic: 01-12 Globalization   

 131.

Workforce diversity:        

A. 

includes the entry    of younger people to the workforce.

 B. 

can potentially    improve decision making and team performance in organizations.

 C. 

is increasing in    Canada.

 D. 

includes the    increasing proportion of visible minorities in the workforce.

 E. 

All of the answers    are correct.

 Accessibility: Keyboard Navigation  Difficulty: Easy  Learning Objective: 01-03 Debate the organizational  opportunities and challenges of globalization; workforce diversity; and  emerging employment relationships.  McShane - Chapter 01 #131  Topic: 01-13 Increasing Workforce Diversity   

 132.

Which of the following is considered surface-level  diversity?        

A. 

Physical    qualities.

 B. 

Gender.

 C. 

Ethnicity.

 D. 

Age

 E. 

All of the answers    are correct.

 Accessibility: Keyboard Navigation  Difficulty: Medium  Learning Objective: 01-03 Debate the organizational  opportunities and challenges of globalization; workforce diversity; and  emerging employment relationships.  McShane - Chapter 01 #132  Topic: 01-13 Increasing Workforce Diversity   

 133.

Personalities, beliefs, values, and attitudes are:        

A. 

secondary    categories of workforce diversity.

 B. 

primary categories    of workforce diversity.

 C. 

categories of    deep-level workforce diversity.

 D. 

not considered    categories of diversity.

 E. 

a result of    generational psychometrics.

 Accessibility: Keyboard Navigation  Difficulty: Medium  Learning Objective: 01-03 Debate the organizational  opportunities and challenges of globalization; workforce diversity; and  emerging employment relationships.  McShane - Chapter 01 #133  Topic: 01-13 Increasing Workforce Diversity   

 134.

Which of the following statements is TRUE?        

A. 

Canada is becoming    a more homogeneous society.

 B. 

Deep-level    diversity includes characteristics over which we have some control.

 C. 

Most Canadians    believe that the government should disband multiculturalism.

 D. 

Diversity offers    tremendous advantages to organizations with almost no disadvantages.

 E. 

Nearly one-half of    all immigrants to Canada over the past decade were born in the United    States.

 Accessibility: Keyboard Navigation  Difficulty: Medium  Learning Objective: 01-03 Debate the organizational  opportunities and challenges of globalization; workforce diversity; and  emerging employment relationships.  McShane - Chapter 01 #134  Topic: 01-13 Increasing Workforce Diversity   

 135.

Which of the following statements about Canada's population and  workforce is FALSE?        

A. 

More than half of    immigrants to Canada over the past decade were born in Europe.

 B. 

The participation    of visible minorities in the workforce has increased over the past few    decades.

 C. 

Generation X    employees bring somewhat different needs and expectations to the workplace    than their Baby Boomer counterparts.

 D. 

Canada is becoming    a more multicultural society.

 E. 

Workforce    diversity presents both opportunities and challenges to organizations.

 Accessibility: Keyboard Navigation  Difficulty: Medium  Learning Objective: 01-03 Debate the organizational  opportunities and challenges of globalization; workforce diversity; and  emerging employment relationships.  McShane - Chapter 01 #135  Topic: 01-13 Increasing Workforce Diversity   

 136.

Which of the following statements is FALSE?        

A. 

Employment    relationships are shifting towards the idea that companies must provide    employees a high degree of job security, possibly even a job for life.

 B. 

Generation X    employees bring somewhat different values and needs to the workplace than    those of baby boomers.

 C. 

The workforce is    becoming more diverse.

 D. 

Successful firms    increasingly rely on values rather than direct supervision to guide    employee decisions and behaviour.

 E. 

More work-life    balance is an emerging issue in the employment relationship.

 Accessibility: Keyboard Navigation  Difficulty: Easy  Learning Objective: 01-03 Debate the organizational  opportunities and challenges of globalization; workforce diversity; and  emerging employment relationships.  McShane - Chapter 01 #136  Topic: 01-14 Emerging Employment Relationships   

 137.

Virtual work:        

A. 

is more common in    Canada than in the United States.

 B. 

occurs when job    applicants are asked to pretend they are performing the job in the    interview setting in order to determine their ability to perform that work.

 C. 

tends to improve    an employee's social involvement in the organization.

 D. 

can potentially    reduce employee stress.

 E. 

None of the    answers apply.

 Accessibility: Keyboard Navigation  Difficulty: Medium  Learning Objective: 01-03 Debate the organizational  opportunities and challenges of globalization; workforce diversity; and  emerging employment relationships.  McShane - Chapter 01 #137  Topic: 01-14 Emerging Employment Relationships   

 138.

The degree to which a person minimizes conflict between work and  nonwork demands refers to:        

A. 

life choice    balance.

 B. 

stress management.

 C. 

quality of life    issues.

 D. 

Personal-professional    actualization.

 E. 

None of the    answers apply.

 Accessibility: Keyboard Navigation  Difficulty: Medium  Learning Objective: 01-03 Debate the organizational  opportunities and challenges of globalization; workforce diversity; and  emerging employment relationships.  McShane - Chapter 01 #138  Topic: 01-14 Emerging Employment Relationships   

 139.

According to a recent survey how many Canadians would be willing  take a pay cut to improve their work-life balance?        

A. 

One-third would    agree.

 B. 

Nearly half would    refuse.

 C. 

Fewer than 10    percent would accept.

 D. 

Nearly no one    would agree.

 E. 

None of the    answers apply.

 Accessibility: Keyboard Navigation  Difficulty: Medium  Learning Objective: 01-03 Debate the organizational  opportunities and challenges of globalization; workforce diversity; and  emerging employment relationships.  McShane - Chapter 01 #139  Topic: 01-14 Emerging Employment Relationships   

 140.

What effect does teleworking have in the workplace?        

A. 

Teleworking tends    to improve the teleworker's work-life balance.

 B. 

Teleworking forces    corporate leaders to evaluate employees more from their work results rather    than their ''face time''.

 C. 

Under some    circumstances, teleworking increases the teleworker's productivity.

 D. 

Teleworking    increases the risk that employees feel socially isolated from each other.

 E. 

All of the answers    are correct.

 Accessibility: Keyboard Navigation  Difficulty: Easy  Learning Objective: 01-03 Debate the organizational  opportunities and challenges of globalization; workforce diversity; and  emerging employment relationships.  McShane - Chapter 01 #140  Topic: 01-14 Emerging Employment Relationships   

 141.

Which of the following is NOT a benefit of telecommuting  according to research?        

A. 

It reduces stress.

 B. 

It improves job    satisfaction.

 C. 

It makes employees    feel more empowered.

 D. 

It reduces costs    for the employer.

 E. 

It reduces    pollution.

 Accessibility: Keyboard Navigation  Difficulty: Medium  Learning Objective: 01-03 Debate the organizational  opportunities and challenges of globalization; workforce diversity; and  emerging employment relationships.  McShane - Chapter 01 #141  Topic: 01-14 Emerging Employment Relationships   

 142.

Which of the following is NOT a conceptual anchor in  organizational behaviour?        

A. 

Contingency anchor

 B. 

Systematic research    anchor

 C. 

Organizational    effectiveness anchor

 D. 

Multidisciplinary    anchor

 E. 

Multiple levels of    analysis anchor

 Accessibility: Keyboard Navigation  Difficulty: Difficult  Learning Objective: 01-04 Discuss the anchors on which organizational  behaviour knowledge is based.  McShane - Chapter 01 #142  Topic: 01-15 Anchors of Organizational Behaviour Knowledge   

 143.

Which of the following does NOT represent a belief that anchors  organizational behaviour?        

A. 

OB should view organizations    as closed systems.

 B. 

OB should assume    that the effectiveness of an action usually depends on the situation.

 C. 

OB should draw on    knowledge from other disciplines.

 D. 

OB should rely on    the systematic research methods to generate knowledge.

 E. 

OB topics can be    studied from multiple levels of analysis.

 Accessibility: Keyboard Navigation  Difficulty: Easy  Learning Objective: 01-04 Discuss the anchors on which  organizational behaviour knowledge is based.  McShane - Chapter 01 #143  Topic: 01-15 Anchors of Organizational Behaviour Knowledge   

 144.

Which of the following statements about the field of  organizational behaviour is FALSE?        

A. 

OB is the study of    what people think, feel, and do in and around organizations.

 B. 

OB emerged as a    distinct field of inquiry in the 1940s.

 C. 

OB is a    self-contained discipline, independent of other disciplines.

 D. 

OB theories are    usually tested using the scientific method.

 E. 

Many OB theories    are contingency-oriented.

 Accessibility: Keyboard Navigation  Difficulty: Easy  Learning Objective: 01-04 Discuss the anchors on which  organizational behaviour knowledge is based.  McShane - Chapter 01 #144  Topic: 01-17 The Multidisciplinary Anchor   

 145.

Which of these statements is consistent with the four anchors of  organizational behaviour?        

A. 

Organizational    behaviour theories must apply universally to every situation.

 B. 

Organizations are    like machines that operate independently of their external environment.

 C. 

Each OB topic    relates to only one level of analysis.

 D. 

The field of    organizational behaviour should rely on other disciplines for some of its    theory development.

 E. 

None of these    statements is consistent with the OB anchors.

 Accessibility: Keyboard Navigation  Difficulty: Medium  Learning Objective: 01-04 Discuss the anchors on which  organizational behaviour knowledge is based.  McShane - Chapter 01 #145  Topic: 01-17 The Multidisciplinary Anchor   

 146.

Which discipline has provided organizational behaviour with much  of its theoretical foundation for team dynamics, organizational power, and  organizational socialization?        

A. 

Sociology

 B. 

Psychology

 C. 

Economics

 D. 

Industrial    engineering

 E. 

Political science

 Accessibility: Keyboard Navigation  Difficulty: Medium  Learning Objective: 01-04 Discuss the anchors on which  organizational behaviour knowledge is based.  McShane - Chapter 01 #146  Topic: 01-17 The Multidisciplinary Anchor   

 147.

Which of the following is identified as an emerging field from  which organizational behaviour is acquiring new knowledge?        

A. 

Industrial    engineering

 B. 

Information    systems

 C. 

Anthropology

 D. 

Economics

 E. 

Psychology

 Accessibility: Keyboard Navigation  Difficulty: Medium  Learning Objective: 01-04 Discuss the anchors on which  organizational behaviour knowledge is based.  McShane - Chapter 01 #147  Topic: 01-17 The Multidisciplinary Anchor   

 148.

To form research questions, collect data, and test hypotheses  against those data organizational behaviour scholars rely on:        

A. 

systematic    research.

 B. 

closed systems    theory.

 C. 

grounded theory.

 D. 

All of the answers    are correct.

 E. 

contingency    theory.

 Accessibility: Keyboard Navigation  Difficulty: Medium  Learning Objective: 01-04 Discuss the anchors on which  organizational behaviour knowledge is based.  McShane - Chapter 01 #148  Topic: 01-16 The Systematic Research Anchor   

 149.

Which of the following is NOT an anchor of organizational  behaviour?        

A. 

Contingency anchor

 B. 

Open systems    anchor

 C. 

Multidisciplinary    anchor

 D. 

Systematic    research anchor

 E. 

Multiple levels of    analysis anchor

 Accessibility: Keyboard Navigation  Difficulty: Medium  Learning Objective: 01-04 Discuss the anchors on which  organizational behaviour knowledge is based.  McShane - Chapter 01 #149  Topic: 01-15 Anchors of Organizational Behaviour Knowledge   

 150.

The contingency anchor of organizational behaviour states  that:        

A. 

we should have a    second OB theory to explain the situation in case our first choice doesn't    work.

 B. 

OB theories must    view organizations as systems that need to adapt to their environments.

 C. 

there is usually    one best way to resolve organizational problems.

 D. 

a particular    action may have different consequences in different situations.

 E. 

All of the answers    are correct.

 Accessibility: Keyboard Navigation  Difficulty: Medium  Learning Objective: 01-04 Discuss the anchors on which  organizational behaviour knowledge is based.  McShane - Chapter 01 #150  Topic: 01-18 The Contingency Anchor   

 151.

According to the multiple levels of analysis anchor:        

A. 

organizational    behaviour is mainly the study of how all levels of the organizational    hierarchy interact with the external environment.

 B. 

OB topics    typically relate to the individual, team, and organizational levels of    analysis.

 C. 

there are eight    levels of analysis that scholars should recognize when conducting OB    research.

 D. 

organizational    events can be studied from only one level of analysis.

 E. 

our understanding    of organizational behaviour increases with the level of mathematical    analysis applied to create the models.

 Accessibility: Keyboard Navigation  Difficulty: Medium  Learning Objective: 01-04 Discuss the anchors on which  organizational behaviour knowledge is based.  McShane - Chapter 01 #151  Topic: 01-19 The Multiple Levels of Analysis Anchor   

 152.

Which of the following is an anchor of organizational behaviour  knowledge?        

A. 

diversity anchor.

 B. 

stakeholder    anchor.

 C. 

open systems    anchor.

 D. 

socioeconomic    anchor.

 E. 

multiple levels of    analysis anchor.

 Accessibility: Keyboard Navigation  Difficulty: Easy  Learning Objective: 01-04 Discuss the anchors on which  organizational behaviour knowledge is based.  McShane - Chapter 01 #152  Topic: 01-15 Anchors of Organizational Behaviour Knowledge   

 153.

Marketing specialists at Napanee Beer Co. developed a new  advertising campaign for summer sales. The ads were particularly aimed at  sports events where Napanee Beer sold kegs of beer on tap. The marketing  group worked for months with a top advertising firm on the campaign. Their  effort was successful in terms of significantly higher demand for Napanee  Beer's keg beer at sports stadiums. However, the production department had  not been notified of the marketing campaign and was not prepared for the  increased demand. The company was forced to buy empty kegs at a premium  price. It also had to brew some of the lower-priced keg beer in vats that  would have been used for higher-priced specialty beer. The result was that  Napanee Beer sold more of the lower-priced keg beer and less of the  higher-priced products that summer. Moreover, the company could not initially  fill consumer demand for the keg beer, resulting in customer dissatisfaction.  Use open system perspective to explain what has occurred at Napanee Beer  Co.        

This incident mainly relates to the open systems perspective  that organizations consist of many interdependent parts. In larger  organizations, subsystem interdependence is so complex that an event in one  department may ripple through the organization and affect other subsystems In  this case, the marketing group's advertising campaign had unintended implications  for the production group. Marketing's campaign increased demand for keg beer,  which forced production to brew more of the lower-priced product rather than  the higher-priced specialty beer. It was also necessary to keep up with  demand by paying premium prices for empty kegs.    Students may  argue that marketing employees did not notify the production group about its  plans. This may be a valid argument in this incident. However, we must keep  in mind that employees engage in many activities that have repercussions for  others that we would never expect. Moreover, it is possible that production  employees could not predict all of the implications of marketing's campaign  even if the production group was notified in advance.

 Difficulty: Medium  Learning Objective: 01-02 Compare and contrast the four current  perspectives of organizational effectiveness.  McShane - Chapter 01 #153  Topic: 01-06 Open Systems Perspective   

 154.

Senior officers in a national military organization decided that  operations in supplies requisition were inefficient and costly. They brought  in consultants who recommended that the entire requisition process be  ''reengineered''. This involved throwing out the old practices and developing  an entirely new set of work activities around workflow. However, contrary to  expectations, this intervention resulted in lower productivity, higher  employee turnover and other adverse outcomes. Discuss likely problems with  the intervention in terms of open systems perspective.        

There are two possible ways that open systems perspective  explains these problems. The first and more likely of these is the fact that  open systems have interdependent parts. In this situation, reengineering the  supplies requisition process may have disrupted other parts of the  organization, which, in turn, undermined the supplies' group's ability to  complete their work. The point here is that open systems consist of  interdependent parts and that it is always useful to ensure that changes in  one part of the organization have minimal adverse effects on other parts of  the organization.    The second  possible (but less likely) problem is in terms of inputs, transformation,  outputs and feedback. The reengineering process may have thrown out a  functioning transformation process. Possibly the change resulted in less  feedback from the environment regarding how well the organization is  interacting with the environment. Perhaps the change resulted in a disruption  of inputs or side effects in the outputs.

 Difficulty: Medium  Learning Objective: 01-02 Compare and contrast the four current  perspectives of organizational effectiveness.  McShane - Chapter 01 #154  Topic: 01-06 Open Systems Perspective   

 155.

An aircraft manufacturing company developed a computer  simulation representing the very complex processes and subgroups that create  an airplane. Teams of production employees would participate in a game where  trainers gave them the challenge of reducing costs or minimizing space using  the simulation. As the trainers predicted, the team's actions would almost  always result in unexpected consequences. Explain how this simulation relates  to the open systems perspective of organizational behaviour.        

The production simulation teaches teams that organizations are  complex systems with many interdependent parts. As such, complex systems tend  to produce unintended consequences when one part of the system is altered.  The lesson here is to recognize the repercussions of subsystem actions on  other parts of the organization.

 Difficulty: Easy  Learning Objective: 01-02 Compare and contrast the four current  perspectives of organizational effectiveness.  McShane - Chapter 01 #155  Topic: 01-06 Open Systems Perspective   

 156.

WindTunnel Ltd, a manufacturer of commercial vacuum cleaner  systems, has heard about new computer-based technologies that help vacuum  cleaner systems to work more efficiently and provide additional features to  users. So far, only one British vacuum cleaner company has apparently moved  to integrate this technology into its products, but more firms will soon  follow. Senior executives at WindTunnel are also aware of a small engineering  firm that has applied similar computer technology to military suction-like  products. No one at WindTunnel has much experience or knowledge with this  computer technology, yet the company needs such expertise quickly. Explain  which knowledge acquisition strategy would best help WindTunnel to gain the  necessary intellectual capital.        

Students should begin by defining knowledge acquisition as the  organization's ability to extract information and ideas from its environment  as well as through insight. The scenario described in this question strongly  suggests that WindTunnel needs to apply the knowledge acquisition practice of  hiring individuals or acquiring companies. In this situation, WindTunnel  should consider either merging with the small engineering firm, creating a  joint venture with it or luring some of its engineers to work at WindTunnel.    Hiring  individuals or acquiring companies is most appropriate in this case for a few  reasons. First, no one at WindTunnel has the required knowledge and the  knowledge does not seem to be something that can be acquired quickly through  individual learning or experimentation. Moreover, WindTunnel needs the  knowledge quickly to remain competitive, because one competitor has already  begun to integrate the new technology. These activities provide quick  knowledge acquisition compared to the other strategies.

 Difficulty: Medium  Learning Objective: 01-02 Compare and contrast the four current  perspectives of organizational effectiveness.  McShane - Chapter 01 #156  Topic: 01-07 Organizational Learning Perspective   

 157.

Comment on the accuracy of the following statement: ''Without  employees, an organization has no organizational memory.''        

This statement is generally FALSE: An organization's memory may  be embedded in systems and structures, not just the brain cells of employees.  Certainly, a considerable amount of memory would be lost if employees  suddenly disappeared, but some knowledge remains through structural capital.  For example, knowledge is embedded in the company's physical layout, its  documentation, the design of its products and so forth. Of course, it is  necessary to have employees transform their human capital into structural  capital. But once it is embedded in structural capital, some knowledge exists  without employees.

 Difficulty: Medium  Learning Objective: 01-02 Compare and contrast the four current  perspectives of organizational effectiveness.  McShane - Chapter 01 #157  Topic: 01-07 Organizational Learning Perspective   

 158.

A courier service laid off a large percentage of its production  staff during last year's recession. These low-skilled employees performed  routine tasks filling orders. The company now wants to rehire them. However,  most of the unskilled employees have since found employment in other  companies and industries. Do you think the courier company lost much  organizational memory in this situation? Explain your answer.        

Organizational memory refers to the storage and preservation of  intellectual capital—in other words, the knowledge that the organization  possesses. The courier company has lost some organizational memory, but  probably not a great deal. The amount of organizational memory lost may be  fairly small in this situation. These are unskilled employees, some of whom  have moved to other industries. This suggests that they might have been  fairly replaceable and do not have much unique knowledge for the  organization. Similarly, the tasks are fairly routine, suggesting that most  knowledge is established within the task routines and thereby documented in  procedures manuals.    However, some  organizational memory loss has occurred because every employee possesses some  unique knowledge that is of value to the organization. For instance, the laid  off employees may have had undocumented knowledge about the preferences of  certain customers or the operation of certain equipment. When employees leave  the firm, they take this knowledge with them unless it is clearly documented  or retained in other ways within the organization.

 Difficulty: Easy  Learning Objective: 01-02 Compare and contrast the four current  perspectives of organizational effectiveness.  McShane - Chapter 01 #158  Topic: 01-07 Organizational Learning Perspective   

 159.

Comment on the accuracy of the following statement: ''An important  objective in knowledge management is to ensure that intellectual capital is  stored and preserved.''        

This statement is mostly, but not completely, TRUE: In support  of this statement, students should indicate that an organization's  knowledge—its intellectual capital—is the main source of competitive  advantage for most companies. One part of this process is knowledge  management (acquiring, sharing, and using knowledge); the other is  maintaining an organizational memory. Organizational memory involves storing  and preserving knowledge. For example, effective organizations ensure that  knowledgeable employees do not leave. They also document knowledge for future  use. Without organizational memory organizations could not compete in the  external environment.    Students should  also indicate the circumstances where this statement is false. Specifically,  students should state that successful companies also unlearn knowledge that  is no longer useful or appropriate. In fact, organizational  unlearning—expelling some intellectual capital—is necessary so that  organizational change may occur more effectively. This means that companies  should cast off the routines and patterns of behaviour that are no longer  appropriate.

 Difficulty: Medium  Learning Objective: 01-02 Compare and contrast the four current  perspectives of organizational effectiveness.  McShane - Chapter 01 #159  Topic: 01-07 Organizational Learning Perspective   

 160.

The high-performance work practices (HPWP) perspective holds  that effective organizations incorporate several workplace practices to  harness the potential of human capital. What common activities do high  performance organizations practice?        

Employee involvement  and job autonomy. Typically such organizations put a lot of thought into providing  more employee involvement and job autonomy. Both of these seem to improve  employee motivation to perform, and improve decision-making, organizational  responsiveness, and commitment to change.    Employee competence. This is an important variable affecting the organization's  effectiveness. High performance organizations devote resources (invest) in  employee skill and knowledge development. The strong skills and performance  potential of job applicants are weighed carefully during the selection process.    Link performance and development to rewards. The performance  and skill development of employees is linked to various financial and  nonfinancial rewards that are actually valued by the employees. This has the  effect of encouraging desired behaviour.

 Difficulty: Easy  Learning Objective: 01-02 Compare and contrast the four current  perspectives of organizational effectiveness.  McShane - Chapter 01 #160  Topic: 01-08 High-Performance Work Practices (HPWP) Perspective   

 161.

There is an increased interest by organizations about the  importance of values in the workplace. Explain the difference between values,  ethics and corporate social responsibilities.        

Values are relatively  stable, evaluative beliefs that guide our preferences for outcomes or courses  of action in a variety of situations. Values help us to know what is right or  wrong, or good or bad, in the world. Values are an important part of our  self-concept and, as such, motivate our actions.    Ethics refers to the study of moral principles or values that  determine whether actions are right or wrong and outcomes are good or bad. We  rely on our ethical values to determine "the right thing to do."  Ethical behaviour is driven by the moral principles we use to make decisions.  These moral principles represent fundamental values.    Corporate social responsibility consists of  organizational activities intended to benefit society and the environment  beyond the firm's immediate financial interests or legal obligations.

 Difficulty: Easy  Learning Objective: 01-02 Compare and contrast the four current  perspectives of organizational effectiveness.  McShane - Chapter 01 #161  Topic: 01-09 Stakeholder Perspective   

 162.

Many organizations are placing increasing importance on values  and ethics in the workplace. Discuss two reasons why workplace values have  become more important in recent years. Your answer should briefly define  values and ethics.        

Values are defined as relatively stable, evaluative beliefs that  guide our preferences for outcomes or courses of action in a variety of  situations.    Ethics refer to  moral principles or values that determine whether actions are right or wrong  and outcomes are good or bad.    The textbook  offers reasons for the increased interest in workplace values and ethics.  Students need to describe any two of these. Some students might also identify  other reasons through logical argument. These logical arguments should  receive consideration when grading this answer.    Increasing  globalization. As organizations expand across cultures, differences in values  become more pronounced. This leads to both personal and organizational  challenges. At the individual level, employees may find that their personal  values conflict with organizational and cross-cultural values. At the  organizational level, leaders are looking for ways to integrate (or, at  least, coordinate) people with diverse personal and cultural value systems.    Replacing  direct supervision. The old ''command-and-control'' system of direct  supervision is expensive and incompatible with today's more independently  minded workforce. Organizational values represent a subtle, yet potentially  effective, alternative.    Increasing  pressure for ethical organizations and corporate social responsibility. Many  societies are putting more pressure on organizations to engage in ethical  practices. Ethics refers to the study of moral principles or values that  determine whether actions are right or wrong and outcomes are good or bad. We  rely on our ethical values to determine ''the right thing to do.''

 Difficulty: Medium  Learning Objective: 01-03 Debate the organizational  opportunities and challenges of globalization; workforce diversity; and  emerging employment relationships.  McShane - Chapter 01 #162  Topic: 01-09 Stakeholder Perspective   

 163.

The changing workforce is one of the emerging trends in  organizational behaviour. Describe how the workforce is changing and briefly  identify two consequences of these changes for organizations.        

There are numerous workforce changes that students might correctly  identify. However, the textbook specifically refers to the following: (a)  more ethnic diversity; (b) visible minorities represent a large percentage of  the workforce and are entering occupations previously held mostly by men; and  (c) younger people (Generation X and Generation Y) are bringing somewhat  different values and needs to the workforce.    There are  several consequences of these workforce changes. Chapter 1 of the textbook  briefly identifies the following: (a) potentially better decision making, (b)  potentially better customer service, and (c) underrepresentation of women and  ethnic minorities in senior positions (i.e. discrimination).

 Difficulty: Easy  Learning Objective: 01-03 Debate the organizational  opportunities and challenges of globalization; workforce diversity; and  emerging employment relationships.  McShane - Chapter 01 #163  Topic: 01-13 Increasing Workforce Diversity   

 164.

Virtual work has been identified as an important trend in  organizational behaviour. Discuss three organizational behaviour topics that  are influenced by virtual work.        

(Note: Students may identify the relevance of various OB topics  through creative and logical thinking.) Chapter 1 briefly identifies the  following topics:    Stress  management—Virtual work (particularly telework) tends to offer better  work-life balance.    Performance—Virtual  work seems to improve job performance stress in many situations.    Self-leadership—Virtual  workers need to manage themselves rather than rely on supervisors for continuous  guidance.    Organizational  influence and politics—Virtual workers have to adjust to the lack of  networking, and learn to overcome the limitations of limited face time in  demonstrating their value.

 Difficulty: Easy  Learning Objective: 01-03 Debate the organizational  opportunities and challenges of globalization; workforce diversity; and  emerging employment relationships.  McShane - Chapter 01 #164  Topic: 01-14 Emerging Employment Relationships   

 165.

Discuss the four anchors of organizational behaviour.        

1) The systematic research anchor states that OB knowledge  should be based on systematic research, which typically involves forming  research questions, systematically collecting data, and testing hypotheses  against those data. 2) The multidisciplinary anchor states that  organizational behaviour should welcome theories and knowledge in other  disciplines, not just from its own isolated research base. 3) The contingency  anchor states that a particular action may have different consequences in  different situations. 4) The multiple levels of analysis anchor states that  OB events should be understood from three levels of analysis: individual,  team, and organization.

 Difficulty: Medium  Learning Objective: 01-04 Discuss the anchors on which  organizational behaviour knowledge is based.  McShane - Chapter 01 #165  Topic: 01-15 Anchors of Organizational Behaviour Knowledge   

 166.

Two organizational behaviour students are debating the idea that  many OB theories are contingency-oriented. One student believes that every OB  theory should be contingency-oriented. The other student disagrees, saying  that most theories should try to be universal. Evaluate both positions and  provide your opinion on this issue.        

Both students have taken extreme views of the contingency  anchor. Both are partly correct and partly incorrect. The first student is  saying that every OB theory should abide by the contingency anchor. This  means that the theory should incorporate factors that help us to determine  the best action in a particular situation. The benefit of the contingency  anchor is that it provides a more accurate understanding of organizational  events and allows us to influence those events more precisely.    The problem,  however, is that the contingency anchor can make some theories very complex  with relatively little advantage over universal theories. In this respect,  the second student is partly correct. We should try to see whether OB  theories can be universal rather than contingency-oriented. This is  consistent with the view that all theories should be parsimonious. If the  theory can explain well without contingency factors, then it is best left as  a universal theory. The difficulty is that most OB events are sufficiently  complex that contingencies are required for the theories to effectively  explain those events.    When answering  this question, students should state their preference in terms of the degree  of universality or contingency orientation. Some might argue that theories  are already too complex for practical use, whereas others might say that we  need more contingencies to gain more precision in understanding  organizational behaviour.

 Difficulty: Medium  Learning Objective: 01-04 Discuss the anchors on which  organizational behaviour knowledge is based.  McShane - Chapter 01 #166  Topic: 01-18 The Contingency Anchor   

c1Summary  

Category

# of Questions

Accessibility: Keyboard Navigation

152

Difficulty: Difficult

20

Difficulty: Easy

48

Difficulty: Medium

98

Learning Objective: 01-01 Define organizational behaviour and organizations; and discuss the importance of this field of inquiry.

16

Learning Objective: 01-02 Compare and contrast the four current perspectives of organizational effectiveness.

89

Learning Objective: 01-03 Debate the organizational opportunities and challenges of globalization; workforce diversity; and emerging employment relationships.

39

Learning Objective: 01-04 Discuss the anchors on which organizational behaviour knowledge is based.

22

McShane - Chapter 01

166

Topic: 01-02 The Field of Organizational Behaviour

6

Topic: 01-03 Historical Foundations of Organizational Behaviour

4

Topic: 01-04 Why Study Organizational Behaviour?

6

Topic: 01-05 Perspectives of Organizational Effectiveness

7

Topic: 01-06 Open Systems Perspective

15

Topic: 01-07 Organizational Learning Perspective

34

Topic: 01-08 High-Performance Work Practices (HPWP) Perspective

8

Topic: 01-09 Stakeholder Perspective

22

Topic: 01-10 Connecting the Dots: An Integrative Model of Organizational Behaviour

4

Topic: 01-12 Globalization

4

Topic: 01-13 Increasing Workforce Diversity

24

Topic: 01-14 Emerging Employment Relationships

10

Topic: 01-15 Anchors of Organizational Behaviour Knowledge

6

Topic: 01-16 The Systematic Research Anchor

2

Topic: 01-17 The Multidisciplinary Anchor

8

Topic: 01-18 The Contingency Anchor

4

Topic: 01-19 The Multiple Levels of Analysis Anchor

2

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Test Bank Essentials of Physical Anthropology 9th Edition

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  CHAPTER 1: INTRODUCTION TO PHYSICAL ANTHROPOLOGY

Questions included in web quizzing are marked in bold

 Chapter Outline

I.       Introduction

A.     Hominins are members of the family Hominidae, which includes our own species, and are distinguished by habitually walking bipedally.

1.      The 3.7 million year old footprints at the ancient savanna site of Laetoli, as well as numerous fossil discoveries in Africa, are clear evidence of bipedalism. The footprints in what is now Tanzania in eastern Africa indicate the presence of Australopithecus afarensis.

2.      The foot prints at the moon and the Laetoli footprints both represent humankind’s place in nature.

3.      Homo sapiens are the result of the same evolutionary forces that produced all other life forms on this planet.

B.     Physical anthropology, or biological, anthropology is a scientific discipline concerned with the biological and behavioral characteristics of human beings, as well as our closest relatives, the nonhuman primates (apes, monkeys, tarsiers, lemurs and lorises, and their ancestors.

1.      Evolution may be defined as a change in the genetic structure of a population. The term is also frequently used to refer to the appearance of a new species.

a.       Evolution can be studied at the microevolutionary or macroevolutionary level.

 II.    The Human Connection

A.     Many aspects of human behavior have direct connections to nonhuman species, especially other primates.

1.      There is a biological continuum wherein our behavior has direct connections to nonhuman species, especially other primates.

 III. Biocultural Evolution

A.     Biological anthropologists are involved primarily in the study of biological systems, yet the role of culture must also be considered.

1.      Culture is the strategy by which humans adapt to the natural environment.

2.      Culture has assumed an increasingly greater role throughout the course of human evolution and has interacted with biological evolution.

3.      Each culture shapes people’s perceptions of the external environment, or worldview.

4.      Culture is learned and not genetically determined, yet the predisposition is profoundly influenced by biological factors. The mutual, interactions between biology and culture is biocultural evolution.

 IV.  What is Anthropology?

A.     Anthropology is the study of humankind.

1.      In the United States, and some Canadian Universities, anthropology is divided into the following subfields.

a.       Cultural (or social) anthropology

b.   Archaeology

c.   Physical (or biological) anthropology

d.   Linguistic Anthropology

e.   Applied Anthropology refers to practical applications of each of these subfields

 V.     Cultural Anthropology is the study of the patterns of belief and behavior found in modern and historical cultures.

A.     Early anthropologists concentrated on producing ethnographies, but later broadened their scope to include anthropologists’ own cultures and the people around them.

B.     Ethnographic techniques are now used to study diverse subcultures and their interactions with one another in contemporary metropolitan areas (urban anthropology.)

1.      Cultural anthropologists are concerned with the welfare of refugees and the study of their resettlement and cultural integration (or lack thereof.).

 VI.  Archaeology is the study of earlier cultures and lifeways by anthropologists who specialize in the scientific recovery, analysis, and interpretation of the material remains of past societies.

A.     The primary sources of information are artifacts and other material culture.

B.     Inquiry may reflect interest in broad issues, e.g. the development of agriculture or the rise of cities.

 VII.           Linguistic Anthropology is the study of human speech and language, including its origins.

A.     Linguists examine similarities between contemporary languages to trace historical ties between languages and groups of languages.

B.     The spontaneous acquisition and use of language is a uniquely human characteristic.

1.      Linguistic anthropologists are interested in the process of language acquisition and its implications for tracing the evolution of language.

 VIII.        Physical Anthropology is the study of human biology within an evolutionary framework with emphasis on interaction between biology and culture.

A.     Physical anthropology and biological anthropology are synonymous.

1.      The use of the term biological anthropology reflects a shift towards genetics, evolutionary biology, nutrition, adaptation, and growth and development through advances in genetics.

2.      Origins date back to 19th century “natural historians” who questioned the validity of the Bible (most significantly Charles Darwin).

B.     Paleoanthropology is the subfield concerned with the study of anatomical and behavioral human evolution as revealed in the fossil record.

1.      Paleoanthropologists identify fossil hominin species and their evolutionary relationships and attempt to reconstruct their adaptations and behaviors.

C.     Human Variation was a major area of interest for early biological anthropologists.

1.      Mainly concerned with the most obvious observable physical difference, skin color, body proportions and shape of the head and face.

2.      Today, human variation offers adaptive significance in genetic factors of variation.

3.      Biological variation among populations provides valuable information about the mechanisms of genetic change.

4.      Nutritional anthropologists study relationships between various dietary components, cultural practices, physiology, and aspects of health and disease.

5.      Molecular anthropologists investigate evolutionary relationships between human populations and nonhuman primates using similarities and differences in DNA.

D.     Osteology is the subfield concerned with the study of the skeleton. Knowledge of the structure and function of the skeletal system is crucial for understanding the fossil record, and it forms the foundation for the analysis of archaeologically derived human skeletal materials.

E.      Bioarchaeology refers to the study of human skeletal remains from archaeological sites.

F.      Paleopathology focuses on the analysis of skeletal samples, noting the incidence of trauma, disease, nutritional deficiency, and any other pathological condition that leaves traces on bones.

G.     Forensic anthropology is the application of archaeological and osteological techniques to legall issues.

1.      Forensic anthropologists help identify and analyze skeletal remains that have legal significance.

b.   They also aid in the identification of remains after mass disasters; the identification of the September 11 terrorist attack victims is a recent example.

H.  Anatomy is an important area of interest; a thorough knowledge of soft tissue anatomy is essential to understanding the biomechanical relationships involved in movement.

H.  Primatology is the subfield concerned with the study of nonhuman primate social behavior, ecology, and adaptation.

 IX.  Applied Anthropology

A.     Applied anthropology is aimed at the practical application of anthropological theories and methods outside the academic setting, yet it includes both academic and applied methods.

1.      Forensic anthropologists are a good example of the applied approach.

B.     Applied approaches in biological anthropology are numerous.

 X.     Physical Anthropology and the Scientific Method

A.     Science is a method for gaining information to explain natural phenomena.

1.      A hypothesis is defined as a provisional statement of a phenomenon following initial data collection and careful observations.

2.      The hypothesis must be tested through additional quantitative data collection and analysis. The goal is to reject the hypothesis through empirical research.

a.       If the hypothesis cannot be falsified through rigorous testing, then it rises to the level of a theory; a broad statement of scientific relationships substantiated through hypothesis testing.

(i)   Theories are not absolute truths, since they may be disproved in light of new empirical evidence.

(ii)  Theories are not facts but tested explanations of facts.

3.      Scientific Testing refers to the precise repetition of an experiment or expansion of observed data to provide verification; the procedure by which hypotheses and theories are verified, modified, or discarded.

a.       Any proposition that is stated as absolute and/or doesn’t allow the possibility of falsification is not a scientific hypothesis.  

 XI.  The Anthropological Perspective

A.     The anthropological perspective stresses that human beings can only be understood by broadening our perspectives over space and through time.

1.      Extending our knowledge to include cultures other than our own, we hope to avoid the ethnocentric bias.

2.      In a relativistic view of culture, anthropologists seek information from as many different cultures in as many different ecological circumstances as possible (broadening perspective over space) as we become an increasingly interdependent global community.

 Key Terms and Concepts  

Adaptation

p. 5

Hominins

p. 4

Anthropology

p. 5

Hypotheses

p. 20

Anthropometry

p. 11

Osteology

p. 16

Applied anthropology

p. 11

  Artifacts

p. 11

Paleoanthropology

p. 12

Behavior

p. 6

Paleopathology

p. 16

Biocultural evolution

p. 10

Primates

p. 5

Bioarchaeology

Bipedally

p. 16

p. 5

Primatology

p. 18

 Culture

Continuum

Data

p. 6

p.6

p. 20

Quantitatively

Quadrupedal

Relativistic

Savanna

p. 20

p. 23

p. 23

p. 4

DNA

p. 14

Science

p. 20

Empirical

p. 20

Scientific method

p. 20

Ethnocentric

p. 23

Scientific testing

p. 21

Ethnographies

p. 11

Species

p. 4

Evolution

p. 5

Theory

p. 20

Forensic anthropology

p. 17

Worldview

p. 6

Genetic

p. 5

              Lecture Suggestions

1.    Discuss any previous knowledge students had about anthropologists and how this changed after reading this chapter. Discuss how these concepts can be applied to the understating of what it means to be human.

2.    Describe your own research interests and show slides or images associated with your work.

3.    Explore the concept of culture as an adaptive strategy. What strategy does the student consider to be the most important in his/her own life?

4.    Ask students to define culture in their own words. Compare students’ definitions to suggest ways culture may have influenced how people regard themselves and their culture.  

5.    Compare and contrast biology and culture. Choose examples of how culture is learned, and therefore can change rapidly. Then choose examples of biological adaptation, to show that genetic change cannot occur as rapidly.

6.    Discuss the rate of cultural change today compared to 100 years ago, 10,000 years ago, and 1 million years ago.

7.    Expand the discussion of the scientific method. Explore how most people tend to generalize from isolated events and anecdotal information. Point out that this approach differs significantly from that of data collection and hypothesis testing. Emphasize that there are many sources of so-called facts, including those found on the Internet. Point out that people who do not have adequate scientific backgrounds author some human evolution websites.

8.     Explore the differences between objective and subjective data. Suggest that students track the information they receive in one hour, noting whether the information is subjective or objective.

9.     Compare the ethnocentric and relativistic viewpoints by presenting a “shocking” situation or experience to the students. Have the students discuss why the “shock” may be due to ethnocentricism.

Internet Exercises  

1.    Visit the American Anthropological Association’s web site, http://www.aaanet.org/ to learn more about the discipline of anthropology. What non-academic careers are available for anthropologists?  (Use the link http://www.aaanet.org/careers.htm).

2.    The official web site for the American Association of Physical Anthropology is http://physanth.org/ What careers are available to physical anthropologists? (Use the link http://www.physanth.org/job-postings ).

3.    The official web site for the Paleoanthropology Society is http://www.paleoanthro.org. What are the goals of this society?

  Multiple Choice Questions

1.    Approximately 3.7 million years ago, two or three hominins left their footprints across the savanna of modern day Tanzania, clear evidence that

a.       Apes were present in Tanzania

b.      hominins walked bipedally

c.       modern day Tanzania continues to be a savanna environment

d.      hominins traveled in small groups

e.       Tanzania is 3.7 million years old

 ANS: b               REF: p. 3                     SOURCE: NEW                                                          

 2.    A group of organisms that can interbreed and produce fertile offspring is called

a.       Hominidae

b.      a species

c.       a family

d.      a hominid

e.       a populace

 ANS: b               REF: p. 4                     SOURCE: NEW                                              

 3.    The order Primates includes all of the following except

a.       monkeys

b.      prosimians

c.       humans

d.      tarsiers

e.       marsupials

 ANS: e               REF: p. 4                     SOURCE: NEW                                                                      

 4.    What strategy is unique to humans develop that allows them to adapt to the natural environment?

a.      evolution

b.      culture

c.       biological adaptation

d.      walking on two legs

e.       genetic change

 ANS: b               REF: p. 6        SOURCE: NEW                                

              5.    The term evolution refers to

a.      changes in the genetic make-up of a population from one generation to the next

b.      the process of specialization

c.       includes genetic changes within populations and but not the appearance of new species

d.      a response of organisms or populations to the environment

e.       patterns of inheritance of traits from parent to offspring

 ANS: a                  REF: p. 5                    SOURCE: NEW                                            

 6.    Human evolution

a.      is not subject to the same factors that have produced other species

b.      has been the result of cultural factors alone

c.       is subject to the same forces that have acted upon other organisms

d.      has not been influenced by cultural factors

e.       is solely the result of cultural factors

 ANS: c               REF: p. 5                    SOURCE: NEW                                                        

 7.    Culture, as defined in Chapter 1

a.      is important only as it pertains to modern humans

b.      is genetically determined

c.       includes only those aspects of human lifestyle that relate to the arts

d.      can be defined as the strategy by which humans adapt to the natural environment

e.       was not an important factor in human evolution

 ANS: d               REF: p. 6        SOURCE: PICKUP                                        

 8.    Which is not an important aspect of human culture?

a.       It is learned.

b.      It includes such things as technology, language, religion, and gender roles.

c.       It is genetically determined.

d.      It is a critical role in human evolution.

e.       It is a strategy that includes various technologies, but fortunately excludes language and kinship rules which are always changing.

 ANS: e               REF: p. 6                     SOURCE: NEW                                                          

 9.    Which of the following is not one of the subfields of anthropology in the United States?

a.       Cultural

b.      Physical

c.       Psychological

d.      Archaeology

e.       Linguistics

 ANS: c               REF: p. 11                               SOURCE: PICKUP                  

 10.  What does the term biocultural evolution refer to?

a.       biological changes in a species over time

b.      changes in human culture from generation to generation

c.       the interaction between biology and culture in human evolution

d.      biological evolution in all species except humans

e.       the influence of genetic engineering             on culture

 ANS: c                   REF: p. 10                   SOURCE: PICKUP                                          

 11.  ______ is the practical application of the subfields of anthropology.

a.       Linguistics

b.      Archaeology

c.       Applied anthropology

d.      Physical anthropology

e.       Cultural anthropology

 ANS: c               REF: p. 11                   SOURCE: PICKUP      

 12.  Cultural anthropology

a.       was first developed as a discipline in the 17th century

b.      includes the recovery and analysis of material culture from earlier civilizations

c.       focuses solely upon the study of traditional societies

d.      has no practical application in modern society

e.       is the study of the patterns of belief and behavior found in modern and historical cultures.

 ANS: e               REF: p. 11       SOURCE: PICKUP                              

 13.  Ethnographies

a.       are studies of only Western European societies

b.      are studies of nonhuman primates

c.       emphasize, among other topics, religion, ritual, myth, diet, gender roles, and child-rearing practices

d.      are studies done by archaeologists

e.       are the practical application of anthropological theories

 ANS: c               REF: p. 11                   SOURCE: NEW                                                                      

 14.  Today, cultural anthropologists are involved in numerous avenues of research including all of the following except

a.       the study of subcultures

b.      the resettlement of refugees

c.       the relationship between cultural attributes and health and disease

d.      the study of their own cultures

e.       the study of city or urban areas that are no longer remote

 ANS: e               REF: p. 11                   SOURCE:  NEW                                                                      

 15.  Archaeologists

a.       primarily recover valuable artifacts

b.      are not interested in human behavior

c.       study earlier human groups using artifacts and structures as their evidence

d.      never work with physical anthropology

e.       only examine complex civilizations

 ANS: c               REF: p. 11                   SOURCE: NEW                                                          

  16.  Which subdiscipline of anthropology is concerned with various aspects of human language?

a.      primatology

b.      linguistic anthropology

c.       ethnology

d.      applied anthropology

e.       anthropometry

 ANS: b               REF: p. 12                  SOURCE: PICKUP                                        

 17.  The study of human biology within the framework of human evolution can be said to be the domain of which of the following?

a.      cultural anthropology

b.      physical/biological anthropology

c.       primatology

d.      osteology

e.       archaeology

 ANS: b               REF: p. 12      SOURCE: PICKUP                                                                

 18.  The origins of physical anthropology arose from two areas of interest among 19th century scientists. What did these areas concern?

a.      the origins of modern species and human variation

b.      the genetic determinants of behavior and osteology

c.       nonhuman primates and origins of modern species

d.      human variation and osteology

e.       human evolution and nonhuman primates

 ANS: a               REF: p. 12                  SOURCE: PICKUP                                        

 19.  ____________ is the study of anatomical and behavior human evolution as evidenced by the fossil record.

a.      Paleoanthropology

b.      Osteology

c.       Primatology

d.      Anthropometry

e.       Paleopathology

 ANS: a               REF: p.12       SOURCE: PICKUP                                                    

 20.  Fields of inquiry fundamental to studies of adaptation in modern human populations include

a.      Factors that have produced only visible physical differences

b.      Factors that have produced only genetic variation

c.       Traits that typify certain populations that have not evolved as biological adaptations

d.      Traits that typify certain populations that have evolved as biological adaptation to environment, e.g. sunlight, altitude, or infectious disease

e.       Examinations of modern groups but not populations over time

ANS: d               REF: p. 13-14             SOURCE: NEW                                            

 21.  Which of the following includes genetic-alterations within populations?

a.       macroevolution

b.      anatomy

c.       osteology

d.      paleopathology

e.       microevolution

 ANS: e               REF: p. 5                     SOURCE: PICKUP      

 22.  Which is not true about paleoanthropology?

a.       It is the study of human evolution.

b.      It includes the fossils of ancient reptiles and amphibians.

c.       Its goal is to identify the various human ancestors.

d.      It attempts to gain insights into human adaptation and behavior.

e.       It is a valid way to conduct anthropology.

 ANS: b               REF: p. 12                                                                  

 23.  Which of the following was one of the most observable physical differences in physical anthropologists’ early studies of human variation?

a.       Eye color

b.      shape of head and face

c.       Height

d.      Weight

e.       Hair color    

 ANS: b               REF: p. 13       SOURCE: NEW                                                                      

 24.  Primatology is the study of

a.       human evolution

b.      human skeletal material

c.       skeletal remains at crime scenes

d.      disease in earlier human groups

e.       living nonhuman primates

 ANS: e               REF: p. 18       SOURCE: PICKUP                                                      

 25.  Which of the following is not an important reason why primatology has become increasingly important since the late 1950s?

a.      Behavioral studies have implications for understanding natural forces that have shaped human behavior.

b.      The behavioral studies of any species provide a wealth of data on adaptation.

c.       Nonhuman primates are our closest living relatives.

d.      Many nonhuman primates are threatened or seriously endangered.

e.       Recommendations can be made to better ensure treatment of humans

 ANS: e               REF: p. 18                  SOURCE: NEW                                                                    

 26.  _______ focuses on the study of skeletal remains from archaeological sites.

a.       osteology

b.      bioarchaeology

c.       paleopathology

d.      forensic anthropology

e.       primate paleontology

 ANS: b               REF: p. 16       SOURCE: PICKUP                                          

 27.  ________ is the subdiscipline of osteology that is concerned with disease and trauma in earlier populations.

a.       Forensic anthropology

b.      Primatology

c.       Anthropometry

d.      Paleoanthropology

e.       Paleopathology

 ANS: e               REF: p. 16       SOURCE: PICKUP                                                      

 28.  Forensic anthropologists

a.      study disease and trauma in ancient populations

b.      apply anthropological techniques to the law

c.       are primarily concerned with the recovery of material culture remains

d.     examine the relationships between medical treatment and culturally determined views of disease

e.       study nonhuman primates

 ANS: b               REF: p. 17                  SOURCE: PICKUP                                        

 29.  Who uses anthropological techniques to assist in crime investigations and to identify skeletal remains in cases of disaster?

a.      paleoanthropologists

b.      primatologists

c.       archaeologists

d.      cultural anthropologists

e.       forensic anthropologists

 ANS: e               REF: p. 17      SOURCE: PICKUP                                                    

 30.  What is a hypothesis?

a.      It is a statement that has been proven to be true.

b.      It is equivalent to a theory.

c.       It is a provisional statement regarding certain scientific facts or observations.

d.      It is proof of a theory.

e.       It is a fact from which conclusions can be drawn.

 ANS: c               REF: p. 20                  SOURCE: NEW                                            

 31.  What is the initial step in the scientific method?

a.      the formation of a theory

b.      the formation of a hypothesis

c.       to perform an experiment

d.      to publish a scientific article

e.       to collect data under precise conditions

 ANS: b               REF: p. 20                  SOURCE: PICKUP                                        

 32.  Which of the following does not apply to theories

a.      Tested explanations of facts

b.      Usually concerned with broader and more universal views

c.       Not absolutes and open for falsification

d.      Specific statements of scientific relationships that have not been verified

e.       The result of repeated testing

 ANS: d               REF: p. 20                  SOURCE: NEW                                                                    

33.  The anthropological perspective does not

a.       Offer a wider appreciation through time and space

b.      Look at the diversity of the human experience

c.       Help to avoid ethnocentric pitfalls

d.      Give a wider appreciation of the human experience

e.       Narrow our viewpoint of how our species through time and space.

 ANS: e               REF: p. 21                   SOURCE:  NEW                                  

 34.  Which of the following is true of the relativistic view of culture?

a.      It allows us to understand our concerns and to view our own culture from a narrower perspective.

b.      It allows us to understand other people’s concerns and to view our own culture from a broader perspective.

c.       We realize that we can judge other species using human criteria.

d.      We come to recognize the superiority of humans.

e.       We understand the importance of our culture.

ANS: b               REF: p. 22                  SOURCE:  NEW                                                                    

  True/False Questions

1.    The 3.7 million year old footprints of two hominids were discovered in a riverbed in Texas.

 ANS: False                         REF: p. 3                     SOURCE: PICKUP                                          

 2.    Physical anthropologists are interested only in the study of biological systems.

 ANS: False                         REF: p. 12                   SOURCE: PICKUP                                          

 3.    All cultures share the same worldview.

 ANS: False                         REF: p. 6         SOURCE: PICKUP                                                      

 4.    The anthropological perspective proposes to broaden our viewpoint though time and space.

 ANS: True                         REF: p. 21-22              SOURCE: PICKUP      

 5.    The focus of anthropology is very narrow and has only two subfields.

 ANS: False                         REF: p. 11       SOURCE: PICKUP                                          

 6.    Forensic anthropology is an applied subfield which benefits from a background in physical anthropology.

 ANS: True                         REF: p. 19                   SOURCE:  NEW                                                                      

7.    The human predisposition to assimilate culture and function within it is profoundly influenced by biological factors.

 ANS: True                         REF: p. 10                   SOURCE: PICKUP                                          

 8.    Anthropology can be applied to practical issues outside the university setting.

 ANS: True                         REF: p. 18                   SOURCE: PICKUP                                          

 9.    Physical/biological anthropologists are only interested in the human fossil record.

 ANS: False                         REF: p. 12                   SOURCE: PICKUP                              

 10.  Molecular anthropologists have used genetic technologies to investigate the relationships between human populations as well as nonhuman primates.

 ANS: True                         REF: p. 14                   SOURCE: PICKUP                                          

  Short Answer Questions

1.    In a biological sense, what is adaptation?

ANS: Will vary      REF: p. 5                    

 2.    What are three major subfields of anthropology? Describe each in terms of their subject matter.

ANS: Will vary      REF: p. 11-18  

 3.    Define the term biocultural evolution.

ANS: Will vary      REF: p. 10                  

 4.    Discuss the changing focus of cultural anthropology.

ANS: Will vary      REF: p. 11                  

 5.    Briefly differentiate between archaeology and cultural anthropology.

ANS: Will vary      REF: p. 11                  

 6.    Why are physical/biological anthropologists interested in human biological variation?

ANS: Will vary      REF: p. 13-17  

 7.    Why is the field of genetics central to the field of physical anthropology?

ANS: Will vary      REF: p. 14                  

 8.    List two reasons why nonhuman primate studies are important.

ANS: Will vary      REF: p. 18                  

  Essay Questions

 1.    Define osteology and then discuss which subfields of physical anthropology require knowledge of osteology.

 ANS: Will vary           REF: p. 16

 2.    Explain what “the anthropological perspective” means.

 ANS: Will vary            REF: p. 21-22

 3.    Discuss the role of the scientific method in physical anthropology.

 ANS: Will vary            REF: p. 20-21

 4.    Explain each of the subfields of anthropology and the importance of the four-field approach.

 ANS: Will vary            REF: p. 10-20

[james1shields-blog]

Test Bank Groups Process and Practice 9th Edition

For Order This And Any Other Test

 Banks And Solutions Manuals, Course,

 Assignments, Discussions, Quizzes, Exams,

 Contact us At: johnmate1122@gmail.com

    PART I

 Resources for Teaching Group Counseling Courses

  In this section we present some books, DVD programs on group counseling, and resources (including online resources for your students) that we hope will be helpful in preparing your courses.  We also present a comparison of Corey, Corey, and Corey (Groups: Process and Practice, 2014) with Irvin Yalom’s book (The Theory and Practice of Group Psychotherapy, 2005).  For those instructors who would like to use both books, a chart summarizes the topics covered, along with relevant page numbers.

 1.   The core textbook is Groups: Process and Practice (9th ed.). To add to the experiential emphasis in the course, the DVD and workbook package, Groups in Action: Evolution and Challenges, can also be used (which we describe in Part X in this manual).

2.   For reading suggestions, we refer students to the list of books in the textbook, Groups: Process and Practice, 9th edition (pages 421-433).

3.   Books that you may find useful in preparing for your classes are:

 Chen, M., & Rybak, C. J. (2004).  Group Leadership Skills: Interpersonal Process in Group Counseling and Therapy. Belmont, CA: Brooks/Cole.  This text provides a good overview of both basic and advanced group leadership skills in facilitating groups.

 Corey, G. (2012). Theory and Practice of Group Counseling, (8th ed.). Belmont, CA: Brooks/Cole. [with Student Manual]. This text covers eleven major theoretical approaches to group work.  

 Corey, G., Corey, M. S., & Haynes, R. (2014). Groups in Action: Evolution and Challenges, DVD and workbook (2nd ed.)  Belmont, CA: Brooks/Cole, Cengage Learning.  This is a 4 ½ hour program that is described in more detail below.

 Corey, M. S., Corey, G., & Corey, C. (2014). Groups: Process and Practice, (9th ed.). Belmont, CA: Brooks/Cole, Cengage Learning.  This text outlines the basic issues and concepts of group process throughout the life history of a group. It applies these basic concepts to groups for children, adolescents, adults, and older adults.  

 Corey, G., Corey, M. S., Callanan, P., & Russell, J. M. (2004). Group Techniques, (3rd ed.). Pacific Grove, CA: Brooks/Cole.  This text describes ideas for creating and implementing techniques for use in groups. It also gives a rationale for the use of techniques in all the stages in a group’s development.  

 Corey, G., & Corey, M. S. (2014). I Never Knew I Had a Choice, (10th ed.) Belmont, CA: Brooks/Cole, Cengage Learning.  Is a self-help book for personal growth that deals with topics such as the struggle to achieve autonomy; the roles that work, sex roles, sexuality, love, intimacy, and solitude play in our lives; the meaning of loneliness, death, and loss; and the ways in which we choose values and find meaning in life.

 DeLucia-Waack, J. L., & Donigian, J. (2004).  The Practice of Multicultural Group Work: Visions and Perspectives from the Field. Belmont, CA: Brooks/Cole.  This is an excellent treatment of the multicultural dimensions of group work. A variety of respondents address ways of working with group vignettes that illustrate principles in multicultural group work.

 DeLucia-Waack, J. L., Gerrity, D. A., Kalodner, C. R., & Riva, M. T. (Eds.). (2004). Handbook of Group Counseling and Psychotherapy.  Thousand Oaks, CA: Sage Publications.  This edited work contains a wealth of information on a variety of topics in the group field, some of which include: current perspectives, best practices in groups, multicultural groups, groups across settings, groups across the life span, special groups, and emerging issues.

 Ivey, A. E., Pedersen, P. B., & Ivey, M. B. (2008). Group microskills: Culture-centered group process and strategies. Hanover, MA: Microtraining Associates. The authors have developed a systematic approach to helping readers learn specific skills of group leading that can be applied to diverse client groups.  This book is useful as a tool for developing and assessing a personal group leadership style.

 Jacobs, E. E., Masson, R. L., Harvill, R. L., & Schimmel, C. J. (2012). Group Counseling: Strategies and Skills (7th ed.). Belmont, CA: Brooks/Cole, Cengage Learning.  This group text covers a number of topical areas generally covered in most group courses such as: stages of groups, planning, getting started, skills and exercises, leading during the middle stages of a group, closing a session, and dealing with problem situations.

 Sonstegard, M. A., & Bitter, J. R. (2004).  Adlerian Group Counseling and Therapy: Step-by-Step.  New York: Brunner-Routledge. The book represents some of the most significant ideas of Alfred Adler and Rudolf Dreikurs as applied to group work. Addressed are many of the practical dimensions of Adlerian group process, including stress on forming a therapeutic relationship; how to create an accepting climate in the group; ways to conduct an assessment of members; increasing awareness and insight; techniques for helping members translate insights into action; and methods of reeducation and reorientation.

 Shapiro, J. L., Peltz, L. S., & Bernadett-Shapiro, S.  (1998). Brief Group Treatment: Practical Training for Therapists and Counselors. Pacific Grove, CA: Brooks/Cole. Much of this book is geared to stages of groups.  Separate chapters are devoted to these phases: preparation, transition, treatment, and termination.  

 Sweeney, D. S. & Homeyer, L. E. (Eds.). (1999). The Handbook of Group Play Therapy.  San Francisco: Jossey-Bass.  An excellent reference work on the major approaches to group play therapy, specialized techniques for group play therapy, and special populations in group play therapy.

 Tyson, L. E., Perusse, R., & Whitledge, J. (Eds.). (2004). Critical Incidents in Group Counseling. Alexandria, VA: American Counseling Association.  This is a useful supplementary resource for entry-level group workers and students. Readers will benefit from being exposed to a wide range of critical incidents described in the book, and they will find meaningful material that will stimulate personal reflection on various approaches to addressing problems that often surface in a group.

Yalom, I. D. (with M. Leszcz, 2005). The Theory and Practice of Group Psychotherapy (5th ed.). NY:  Basic Books.  Yalom has a comprehensive discussion of the advantages of working in the here-and-now and cover a range of clinical issues in working with problem group members and specialized group formats.  There is much in this book that would work well with the group video.

 4.   DVD and Workbook Supplement to Groups: Process and Practice.  Groups in Action: Evolution and Challenges, DVD and Workbook (Corey, G., Corey, M. S., & Haynes, R., 2014).  Belmont, CA: Brooks/Cole, Cengage Learning.  Groups in Action: Evolution and Challenges consists of three different interactive programs. The first program, Evolution of a Group, is a 2-hour educational program designed to bring to life the development of a group at a 3-day residential workshop co-facilitated by Marianne Schneider Corey and Gerald Corey. The group workshop is composed of members who were willing to explore their own issues and concerns. They were neither actors following a script nor were they role-playing the topics. The second program, Challenges Facing Group Leaders, is a 90-minute educational program designed to address some of the most problematic situations group counselors often encounter. In this program the Coreys co-facilitated a group composed of members who role-played a variety of scenarios depicting critical issues in a group. The participants did not follow a script but improvised around themes that typically evolve in groups. Though the participants were engaged in role playing, they oftentimes moved into genuine personal involvement and interaction in the group. In short, the participants demonstrate a blend of both role playing and drawing on their experiences from the present and the past, both in their roles as group members and as leaders. The third program, Lecturette on Theories and Techniques of Group Counseling, is a 1-hour lecture by Jerry Corey on the main theories of group counseling. This program also describes some techniques associated with the various theoretical frameworks.

     These three video programs have corresponding workbook exercises to help students link what they view on the DVD to principles and concepts central to group work.

     Groups in Action: Evolution and Challenges, DVD and Workbook is an interactive program to be used for self-study with most group counseling textbooks. The DVD and the workbook emphasize the application of concepts and techniques appropriate to the various stages of a group’s development. The workbook requires that students become active learners as they study group process in action.

Key features of the student workbook that accompanies the text are:

·         A previewing self-inventory

·         A group leadership skills checklist

·         Process commentary elaborating on interventions made with indivi­duals and facilitating the group process

·         A summary of key themes for each stage of group that you will see in the video, member functions, and leaders functions

·         A strategy for drawing on a variety of techniques

·         Questions to consider in understanding group process

·         Questions to consider for various segments of work

·         Exercises and activities to complete

·         A commentary on the issues surrounding the work done by indivi­dual members and group process developments

·         A follow-up self-inventory at the end of the program

For a very detailed description of Groups in Action: Evolution and Challenges, DVD and Workbook, please refer to section XI of this manual.  There are also a pool of test items in this section based on the DVD and workbook.

 5. ExamView Electronic Test Preparation  Available for download from the instructor website, ExamView® testing software includes all the test items from the printed Test Bank in electronic format, enabling you to create customized tests in print or online.

Utilizing a Combination of Textbooks: Corey, Corey, & Corey with Yalom (with Leszcz)

Some professors will want to require a combination of textbooks. What follows is a comparison of Groups: Process and Practice, (9th edition) by M. S. Corey, G. Corey, & C. Corey (2014) with The Theory and Practice of Group Psychotherapy (5th Edition) by Irvin Yalom (2005). We appreciate the work of Dr. Beverly Palmer who developed the comparison chart that follows.

 COMPARISON OF COREY, COREY, & COREY WITH YALOM: INTRODUCTION

Beverly B. Palmer, Ph.D.  

 Two widely used texts in group psychotherapy/counseling courses are Marianne Schneider Corey, Gerald Corey, and Cindy Corey’s Groups: Process and Practice (9th Edition, 2012, Belmont, CA: Brooks/Cole Cengage Learning) and Irvin Yalom’s (with Molyn Leszcz) The Theory and Practice of Group Psychotherapy (5th Edition, 2005, New York: Basic Books).  Each text emphasizes slightly different aspects of group development. Corey, Corey, and Corey identify the key struggle for the initial stage as developing trust, the key struggle for the transition stage as resistance versus risk-taking, the key struggle for the working stage as deepening self-exploration, and the key struggle for the ending stage as consolidating and applying learnings. Yalom identifies the key issue in the initial stage as inclusion, the key issue in the transition stage as control, and the key issue in the working stage as intimacy.  Corey, Corey, and Corey provide in-depth analysis of termination while Yalom emphasizes transference and process issues. Both texts have accompanying videos, which illustrate co-therapists facilitating an outpatient therapy group. Corey and Corey’s DVD program is accompanied by a student workbook, which is essential for maximal understanding of the DVD.  The texts and DVD provide a comprehensive package of material for the beginning group therapist.  To help the instructor and student compare the concepts contained in these texts and instructional resources we have provided the accompanying charts.

COMPARISON OF CONCEPTS IN COREY, COREY, AND COREY with YALOM (with Molyn Lescz)

Beverly B. Palmer, Ph.D.

 Concept                              Location in Corey/Corey/Corey   Location in Yalom

       Stages of  development           Chapters 5-9                            pp.  309-324                                  

       Various types of  groups          Chapter 1 (pp. 6-12)                Chapter  15                                                

 Counselor’s qualities & skills  Chapter 2                                Chapter  17                  

  Co-therapists                          pp.  162-163                                pp. 443-448

                                               pp.  203-210

                                               pp. 257-258

                                               pp. 295-297

                                               pp. 315-316

       Ethical & legal issues              Chapter 3                                p.  308                                                  

Theories and Techniques        Chapter 4

 Forming a group                      Chapter 5                                Chapters  8, 9, & 10

Preparation of participants      pp. 193-203                             pp. 294-308

Initial Stage                             Chapter 6                                

     Initial resistance                 pp.  168-173                             pp.  309-319

    Social Microcosm               p. 10                                        pp.  31-47

     Hidden agendas                 pp.  171-173                               pp. 150-152

     Self-focus                           p.  174-175                               pp.  62-69

    Here & now focus              p. 175-176                               Chapter 6

    Developing trust                pp.176-184                              Chapter  5

    Goals                                  pp.  184-186                             Chapter 1

    Norms                                pp.  186-189                             pp. 120-140

    Cohesion                            pp.  190-191                             Chapter 3

    Structuring                         pp. 200-201                             Chapter  5

                                               pp.  205-206                            

 Transition Stage                      Chapter 7

    Anxiety                              throughout  chapter                  p. 94, 307,

                                                                                               pp.  194-197

    Resistance & fears             throughout chapter                  pp. 296-298

                                                                                                 pp. 160-161

    Control & conflict              throughout chapter                  Chapter 12

                                                                                               pp.  363-374

                                                                                               pp.  138-140

                                                                                               pp.  318-319

    Problem behaviors              pp. 233-247                             Chapter  13

    Confrontation                    pp.  230-232                             pp.  138-140

    Transference                       pp.  252-257                             Chapter  7

    & countertransference                                                        pp.  49-52                    

                                                                                               pp.  205-215

                                                                                               pp.  444-445

                                                                                               p.  318

    Process comments                                                              pp. 165-168

    Working Stage                     Chapter 8

    Working vs.                        pp. 273-274                             Chapter  12

    Non-working norms

    Crucial choices                   pp. 276-278                                                          

    Therapeutic factors            pp. 279-295                             Chapters 1 & 4

    Patient self-disclosure        p. 279-281                               pp. 130-140

    Therapist self-disclosure    pp. 281-283                             pp. 215-229    

    Deepening cohesion           pp. 287-289                             Chapter  3

    Giving feedback                pp. 284-286                             p.  223; p. 239

 Ending Stage                          Chapter 9                                pp. 382-390

 Application to  different          Chapters 10 & 11                    Chapters 15 & 16

types of groups                      

  COMPARISON OF VIDEOS OF COREY AND COREY WITH YALOM*

Beverly B. Palmer, Ph.D.

Concept                                   Location  in Corey/Corey DVD     Location in Yalom Video

       Overview of stages                  Intro                                            Intro      

 Counselor’s qualities  & skills  Initial, Transition,

                                               Working,  Ending

Co-therapists                              Entire video                           Entire video

       Ethical & legal issues               Initial, Transition,                    Vignette #2      

                                               Working,  Ending

 Forming a group                      Intro                                         Intro    

Initial stage                                                    

    Initial resistance                  Initial                                       Vignette  #1

    Social Microcosm               Initial                                                              

    Hidden agendas                 Initial

    Self-focus                           Initial              

    Here & now focus              Initial                                       Vignette #1

    Developing trust                Initial, Transition                                            

    Goals                                  Initial                                       Intro

    Norms                                Initial                                       Vignette  #1    

    Cohesion                            Initial                                                  

    Structuring                         Initial              

 Transition stage                      

    Anxiety                              Initial                                      

    Resistance & fears             Initial, Transition                     Vignette #2

      Control & conflict              Transition, Working                Vignette #1

                                               Ending            

    Problem behaviors              Initial, Transition                     Intro

    Confrontation                    Initial,  Transition                     Vignette  #2

    Transference                       Initial,  Transition                   Vignette  #2

    & countertransference                                                                                

    Process comments              Transition                                Vignette  #4

 Working stage

    Working vs.                        Working                                  Vignette  #3

    non-working norms

    Crucial choices                   Working                                  Vignette  #3

    Therapeutic factors            Initial, Transition                    

                                               Working,  Ending

    Patient self-disclosure        Transition                                Vignette #4

    Therapist                            Working          

    self-disclosure                                            

    Deepening cohesion           Working                                  Vignette #4    

    Giving feedback                Working

 Ending Stage                          Ending            

 *Groups in Action: Evolution and Challenges, Gerald Corey, Marianne Schneider Corey and Robert Haynes, © 2014, Brooks/Cole, Cengage Learning, and

Understanding Group Psychotherapy: Outpatient Group Vol. 1, Irvin D. Yalom, Brooks/Cole.

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Learn to blend theory with practice in group work with GROUPS: PROCESS AND PRACTICE, the respected book that so many helpers (and helpers in training) rely on every day. Focusing on the “what is” and the “how to” of group counseling, the authors use up-to-date examples, guidelines, insights, and an enhanced diversity perspective to show you how group leaders can apply the key concepts of the group process to a variety of groups, including work with children, older adults, and in school settings. Available with InfoTrac Student Collections http://gocengage.com/infotrac.

Test Bank for Groups Process and Practice 9th Edition by Corey

Table of Contents

PART I: INTRODUCTION: BASIC ISSUES IN GROUP WORK 1. Introduction to Group Work 2. The Group Counselor: Person and Professional 3. Ethical and Legal Issues in Group Counseling 4. Theories and Techniques of Group Counseling PART II: GROUP PROCESS: STAGES OF DEVELOPMENT 5. Forming a Group 6. Initial Stage of a Group 7. Transition Stage of a Group 8. The Working Stage 9. The Final Stage PART III: APPLICATION OF GROUP PROCESS TO SPECIFIC GROUPS 10. Groups in School Settings 11. Groups in Community Settings

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Language: English ISBN-10: 1133945465 ISBN-13: 978-1133945468 ISBN-13: 9781133945468

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Providing a vibrant four-color design, market-leading BUSINESS ETHICS: ETHICAL DECISION MAKING AND CASES, Ninth Edition, thoroughly covers the complex environment in which managers confront ethical decision making. Using a proven managerial framework, this accessible, applied text addresses the overall concepts, processes, and best practices associated with successful business ethics programs–helping readers see how ethics can be integrated into key strategic business decisions. Thoroughly revised, the new ninth edition incorporates coverage of new legislation affecting business ethics, the most up-to-date examples, and the best practices of high-profile organizations. It also includes 20 all-new or updated original case studies.

Test Bank for Business Ethics Ethical Decision Making and Cases 9th Edition by Ferrell and Fraedrich

Table of Contents

Part 1 An Overview of Business Ethics Chapter 1: The Importance of Business Ethics Chapter 2: Stakeholder Relationships, Social Responsibility and Corporate Governance

Part 2 Ethical Issues and the Institutionalization of Business Ethics Chapter 3: Emerging Business Ethics Issues Chapter 4: The institutionalization of Business Ethics

Part 3 The Decision Making Process Chapter 5: Ethical Decision Making and Ethical Leadership Chapter 6: Individual Factors: Moral Philosophies and Values Chapter 7: Organization Factors: The Role of Ethical Culture and Relationships

Part 4 Implementing Business Ethics in a Global Economy Chapter 8: Developing an Effective Ethics Program Chapter 9: Implementing and Auditing Ethics Programs Chapter 10: Globalization of Ethical Decision Making

Part 5 Cases Case 1: Monsanto attempts to balance stakeholder interests Case 2: Starbucks’ mission : social responsibility and brand strength Case 3: Walmart : the future is sustainability Case 4: BP struggles to resolve sustainability disaster Case 5: New Belgium brewing : ethical and environmental responsibility Case 6: Coping with financial and ethical risks at American International Group (AIG) Case 7: Microsoft manages legal and ethical issues Case 8. Countrywide Financial : the subprime meltdown Case 9. Enron : questionable accounting leads to collapse Case 10: Home Depot Implements stakeholder orientation Case 11: The fraud of the century : the case of Bernard Madoff Case 12: The Galleon Group and Raj Rajaratnam Case 13: Glaxo Smith Kline experiences high costs of product quality issues Case 14. Hospital Corporation of America : learning from past mistakes? Case 15: The Coca-Cola Company struggles with ethical crises Case 16: Bueno Foods : community, tradition, and globalization Case 17. Better Business Bureau : protecting consumers and dealing with organizational ethics challenges Case 18: The American Red Cross Case 19: NIKE : managing ethical missteps : sweatshops to leadership in employment practices Case 20: Best Buy fights against electronic waste

Product Details

Language: English ISBN-10: 1111825165 ISBN-13: 978-1111825164 ISBN-13: 9781111825164

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Test Bank for Business Ethics Case Studies and Selected Readings 7th Edition by Jennings

Solution Manual for Business Ethics Case Studies and Selected Readings 7th Edition by Jennings

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Test Bank for Groups Process and Practice 9th edition by Corey

Test Bank for Groups: Process and Practice, 9th edition by Marianne Schneider Corey,‎ Gerald Corey and Cindy Corey

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Learn to blend theory with practice in group work with GROUPS: PROCESS AND PRACTICE, the respected book that so many helpers (and helpers in training) rely on every day. Focusing on the “what is” and the “how to” of group counseling, the authors use up-to-date examples, guidelines, insights, and an enhanced diversity perspective to show you how group leaders can apply the key concepts of the group process to a variety of groups, including work with children, older adults, and in school settings. Available with InfoTrac Student Collections

Product details

Language: English

ISBN-10: 1133945465

ISBN-13: 978-1133945468

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