MGMT 3010 Exam 1 UPDATED ACTUAL
QUESTIONS AND CORRECT ANSWERS
Organizational Behavior - CORRECT ANSWER Interdisciplinary field dedicated to better
understanding and managing people at work; research and application oriented
Knowledge workers - CORRECT ANSWER those who add value by using their brains rather
than labor; more important today
Human Capital - CORRECT ANSWER the productive potential of one's knowledge and actions
(intelligence/ability/knowledge, visions/dreams/aspirations, technical and social skills,
confidence/self-esteem, initiative/entrepreneurship, adaptability/flexibility, readiness to learn,
creativity, enthusiasm, motivation/commitment, persistence, ethical standards/courage, honesty,
emotional maturity)
social capital - CORRECT ANSWER the productive potential of strong, trusting and
cooperative relationships (shared visions and goals), necessary to tap individual human capital for the
good of the organization through knowledge sharing and networking
shared values - CORRECT ANSWER mutual respect/goodwill, friendship/supportive groups,
mentoring/positive role modeling, participation/empowerment, connections/sources,
networks/affiliations, cooperation/collaboration, teamwork, assertive, functional, win-win
negotiations, philanthropy/volunteering
management - CORRECT ANSWER the process of working with and through others to achieve
organizational objectives in an efficient and ethical manner
E-business - CORRECT ANSWER facilitates every aspect of running a business, including the
management of virtual teams. Running the entire business via the internet and managing virtual teams
Mcgregor's X Theory - CORRECT ANSWER employees, according to traditional thinking,
dislike work, supervision, job security analyst and are primarily interested in security
Mcgregor's Y Theory - CORRECT ANSWER modern and positive assumptions about
employees being responsible and creative. According to the modern view work is a natural activity, if
, rewarded employees become committed, are capable of self direction, or seeking responsibility and
being creative
7 people centered practices - CORRECT ANSWER (are linked to higher profits and lower
employee turnover)
1. job security (to eliminate fear of layoffs
2. careful hiring (emphasizing a good fit with the company culture)
3. power to the people (via decentralized and self managed teams)
4. generous pay for performance
5. lots of training
6. less emphasis on status (to build a we feeling)
7. trust building (through the sharing of critical info)
The Quality Movement - CORRECT ANSWER Part of the four landmarks to understand and
manage people in the workplace, 1980 if Japan can why can't we --> wake up call to America to
improve quality when losing market share to Japanese electronics and automobile companies
Xerox - CORRECT ANSWER engaging diversity made xerox a company to follow; made
strong initiatives to include different races and genders in higher positions at the company; increased;
start of widespread diversity and corporate inclusivity
Michelle Peluso Case - CORRECT ANSWER treated everyone in the company like they were
family
Patagonia - CORRECT ANSWER Known for its CSR initiatives, had an annual turnover under
5% at their Ventura HQ and 20% at retail stores (industry average is 40%); Doing things to change
behavior of employees and relation to environment; Shared passion; Relaxed culture (can go on surf
breaks etc, have vacation days); ties to the quest for people-centered and ethical conduct
LeasePlan - CORRECT ANSWER Gender diversity; brought in more women in higher up
positions; women made up a large part of the customer base so it was beneficial ethically to add
gender diversity as well as to get a greater insight as to what the customers want for the company's
vision
The Quest for People-Centered and Ethical Conduct - CORRECT ANSWER 1. Job Security
QUESTIONS AND CORRECT ANSWERS
Organizational Behavior - CORRECT ANSWER Interdisciplinary field dedicated to better
understanding and managing people at work; research and application oriented
Knowledge workers - CORRECT ANSWER those who add value by using their brains rather
than labor; more important today
Human Capital - CORRECT ANSWER the productive potential of one's knowledge and actions
(intelligence/ability/knowledge, visions/dreams/aspirations, technical and social skills,
confidence/self-esteem, initiative/entrepreneurship, adaptability/flexibility, readiness to learn,
creativity, enthusiasm, motivation/commitment, persistence, ethical standards/courage, honesty,
emotional maturity)
social capital - CORRECT ANSWER the productive potential of strong, trusting and
cooperative relationships (shared visions and goals), necessary to tap individual human capital for the
good of the organization through knowledge sharing and networking
shared values - CORRECT ANSWER mutual respect/goodwill, friendship/supportive groups,
mentoring/positive role modeling, participation/empowerment, connections/sources,
networks/affiliations, cooperation/collaboration, teamwork, assertive, functional, win-win
negotiations, philanthropy/volunteering
management - CORRECT ANSWER the process of working with and through others to achieve
organizational objectives in an efficient and ethical manner
E-business - CORRECT ANSWER facilitates every aspect of running a business, including the
management of virtual teams. Running the entire business via the internet and managing virtual teams
Mcgregor's X Theory - CORRECT ANSWER employees, according to traditional thinking,
dislike work, supervision, job security analyst and are primarily interested in security
Mcgregor's Y Theory - CORRECT ANSWER modern and positive assumptions about
employees being responsible and creative. According to the modern view work is a natural activity, if
, rewarded employees become committed, are capable of self direction, or seeking responsibility and
being creative
7 people centered practices - CORRECT ANSWER (are linked to higher profits and lower
employee turnover)
1. job security (to eliminate fear of layoffs
2. careful hiring (emphasizing a good fit with the company culture)
3. power to the people (via decentralized and self managed teams)
4. generous pay for performance
5. lots of training
6. less emphasis on status (to build a we feeling)
7. trust building (through the sharing of critical info)
The Quality Movement - CORRECT ANSWER Part of the four landmarks to understand and
manage people in the workplace, 1980 if Japan can why can't we --> wake up call to America to
improve quality when losing market share to Japanese electronics and automobile companies
Xerox - CORRECT ANSWER engaging diversity made xerox a company to follow; made
strong initiatives to include different races and genders in higher positions at the company; increased;
start of widespread diversity and corporate inclusivity
Michelle Peluso Case - CORRECT ANSWER treated everyone in the company like they were
family
Patagonia - CORRECT ANSWER Known for its CSR initiatives, had an annual turnover under
5% at their Ventura HQ and 20% at retail stores (industry average is 40%); Doing things to change
behavior of employees and relation to environment; Shared passion; Relaxed culture (can go on surf
breaks etc, have vacation days); ties to the quest for people-centered and ethical conduct
LeasePlan - CORRECT ANSWER Gender diversity; brought in more women in higher up
positions; women made up a large part of the customer base so it was beneficial ethically to add
gender diversity as well as to get a greater insight as to what the customers want for the company's
vision
The Quest for People-Centered and Ethical Conduct - CORRECT ANSWER 1. Job Security
