MBA 704-EXAM 1 STUDY GUIDE EXAM
WITH CORRECT QUESTIONS AND
ANSWERS 2025
Major Issues facing contemporary organizations –
CORRECT-ANSWERS-Understanding global competition & diversity
-Trying to solve ethical problems/dilemmas
**The managing of people/HR within an organization will be the major challenge
Environmental/Contextual dimensions for organizational behavior
- CORRECT-ANSWERSGlobalization, diversity, and ethics
Sam Walton: "People are the key!" In other words, people cannot be copied.
Human Capital –
CORRECT-ANSWERS-First considered the "cost" within companies.
-WHAT YOU KNOW: education, experience, and skills
Social Capital –
CORRECT-ANSWERS-WHO YOU KNOW: networks, connections, and friends
Positive psychological capital –
CORRECT-ANSWERS-WHO YOU ARE IN TERMS OF: confidence, hope, optimism, resiliency,
and who you can become (authentic self)
Paradigm - CORRECT-ANSWERS-from Greek "paradeigma;" meaning model, pattern or
example.
-Thomas Kuhn: broad model, framework, way of thinking, or a scheme for understanding
reality
-Joel Barker: establishes the rules, defines the boundaries, and tells one how to behave
within the boundaries to be successful.
Paradigm shift - CORRECT-ANSWERS-a fundamental change in approach or underlying
assumptions; new challenges and required ways of thinking
-James Brain Quinn: "intellectual enterprise;" org of enterprises will depend more on
develop/deployment of INTELLECTUAL resources then management of PHYSICAL assets
Dimensions of Management - CORRECT-ANSWERSTechnical, conceptual, and human
Douglas McGregor Theory X - CORRECT-ANSWERS-Managers may believe employees
were lazy and only interested in money, happiness=high performance.
, Douglas McGregor: Theory Y - CORRECT-ANSWERSBelief that people are intrinsically
motivated to work. Includes a great deal of participation of staff. Minimal control and
direction by management.
-Theory Y is more for today's organizations.
Jeff Pfeffer: One-eighth situation - CORRECT-ANSWERS-Half of today's managers believe
in the importance of the human side of enterprise and that people are the competitive
advantage within organizations.
-But only half of those managers believe to do something about it=1/4.
**HPWP=high performance work practices
**3 Its: it, do it, and stick with it
Pfeffer and Sutton: 5 sources preventing management from effective implementation &
sustainability - CORRECT-ANSWERS1-Hollow Talk
2-Debilitating fear
3-Destructive internal competition
4-Poorly designed and complex management systems
5-Mindless reliance on precedent
Evidence-based Management - CORRECT-ANSWERS-Bridging theory/research-practice
gap (practice & academic)
-"Knowing-Doing Gap-" Pfeffer & Sutton
*Practitioners have not had time/desire to translate academic research, and academic have
not had time/desire to write for practitioners (translate research.) "
Practitioners must taken on "Practitioner-Scientist role"
Academics must assume "Scientist-Practitioner" role
EBM: Denise Rousseau--> Kurt Lewin - CORRECT-ANSWERS"Translating principles based
on best evidence into organizational practices."
-Lewin stated: "no action without research, no research without action"
*Starting point is taking on "Practitioner-Scientist" role
Hawthorne Studies: History/Illumination Studies-Initial phase - CORRECT-ANSWERS-
Initial studies attempted to examine relationship between light intensity on shop floor of
manual work sites and employee productivity--leading to conclusion that the "complex
human variable" was contributing to change in productivity=SERENDIPTOUS DISCOVERY!!
Hawthorne Studies: History/Illumination Studies-Subsequent phases - CORRECT-
ANSWERS-Relay room: production continually increased by positive relay assemblers
-Bank wiring room; blatant restriction of output by disgruntled workers
Hawthorne Studies: Implications - CORRECT-ANSWERS-Questionnaire to on subjects
preference for working in test room:
WITH CORRECT QUESTIONS AND
ANSWERS 2025
Major Issues facing contemporary organizations –
CORRECT-ANSWERS-Understanding global competition & diversity
-Trying to solve ethical problems/dilemmas
**The managing of people/HR within an organization will be the major challenge
Environmental/Contextual dimensions for organizational behavior
- CORRECT-ANSWERSGlobalization, diversity, and ethics
Sam Walton: "People are the key!" In other words, people cannot be copied.
Human Capital –
CORRECT-ANSWERS-First considered the "cost" within companies.
-WHAT YOU KNOW: education, experience, and skills
Social Capital –
CORRECT-ANSWERS-WHO YOU KNOW: networks, connections, and friends
Positive psychological capital –
CORRECT-ANSWERS-WHO YOU ARE IN TERMS OF: confidence, hope, optimism, resiliency,
and who you can become (authentic self)
Paradigm - CORRECT-ANSWERS-from Greek "paradeigma;" meaning model, pattern or
example.
-Thomas Kuhn: broad model, framework, way of thinking, or a scheme for understanding
reality
-Joel Barker: establishes the rules, defines the boundaries, and tells one how to behave
within the boundaries to be successful.
Paradigm shift - CORRECT-ANSWERS-a fundamental change in approach or underlying
assumptions; new challenges and required ways of thinking
-James Brain Quinn: "intellectual enterprise;" org of enterprises will depend more on
develop/deployment of INTELLECTUAL resources then management of PHYSICAL assets
Dimensions of Management - CORRECT-ANSWERSTechnical, conceptual, and human
Douglas McGregor Theory X - CORRECT-ANSWERS-Managers may believe employees
were lazy and only interested in money, happiness=high performance.
, Douglas McGregor: Theory Y - CORRECT-ANSWERSBelief that people are intrinsically
motivated to work. Includes a great deal of participation of staff. Minimal control and
direction by management.
-Theory Y is more for today's organizations.
Jeff Pfeffer: One-eighth situation - CORRECT-ANSWERS-Half of today's managers believe
in the importance of the human side of enterprise and that people are the competitive
advantage within organizations.
-But only half of those managers believe to do something about it=1/4.
**HPWP=high performance work practices
**3 Its: it, do it, and stick with it
Pfeffer and Sutton: 5 sources preventing management from effective implementation &
sustainability - CORRECT-ANSWERS1-Hollow Talk
2-Debilitating fear
3-Destructive internal competition
4-Poorly designed and complex management systems
5-Mindless reliance on precedent
Evidence-based Management - CORRECT-ANSWERS-Bridging theory/research-practice
gap (practice & academic)
-"Knowing-Doing Gap-" Pfeffer & Sutton
*Practitioners have not had time/desire to translate academic research, and academic have
not had time/desire to write for practitioners (translate research.) "
Practitioners must taken on "Practitioner-Scientist role"
Academics must assume "Scientist-Practitioner" role
EBM: Denise Rousseau--> Kurt Lewin - CORRECT-ANSWERS"Translating principles based
on best evidence into organizational practices."
-Lewin stated: "no action without research, no research without action"
*Starting point is taking on "Practitioner-Scientist" role
Hawthorne Studies: History/Illumination Studies-Initial phase - CORRECT-ANSWERS-
Initial studies attempted to examine relationship between light intensity on shop floor of
manual work sites and employee productivity--leading to conclusion that the "complex
human variable" was contributing to change in productivity=SERENDIPTOUS DISCOVERY!!
Hawthorne Studies: History/Illumination Studies-Subsequent phases - CORRECT-
ANSWERS-Relay room: production continually increased by positive relay assemblers
-Bank wiring room; blatant restriction of output by disgruntled workers
Hawthorne Studies: Implications - CORRECT-ANSWERS-Questionnaire to on subjects
preference for working in test room:
