MGT 3303 Exam 3 Questions with Correct Answers Latest Update 2025/2026
Managing diversity and inclusion - Answers managing a culturally diverse workforce by
recognizing the characteristics common to specific groups of employees while dealing with
such employees as individuals and supporting, nurturing, and utilizing their differences to the
organization's advantage.
affirmative action - Answers special efforts to recruit and hire qualified members of groups that
have been discriminated against in the past.
glass ceiling - Answers metaphor for an invisible barrier that makes it difficult for women and
minorities to rise above a certain level in the organization.
sexual harassment - Answers conduct of a sexual nature that has negative consequences for
employment.
monolithic organization - Answers an organization that has a low degree of structural
integration-employing few women, minorities, or other groups that differ from the majority- and
thus has a highly homogeneous employee population.
pluralistic organization - Answers an organization that has a relatively diverse employee
population and makes an effort to involve employees from gender, racial, or cultural
backgrounds.
multicultural organization - Answers an organization that values cultural diversity and seeks to
utilize and encourage it.
mentors - Answers higher-level managers who help ensure that high-potential people are
introduced to top management and socialized into the norms and values of the organization.
expatriates - Answers parent-company nationals who are sent to work at a foreign subsidiary.
host-country nationals - Answers individuals from the country where an overseas subsidiary is
located.
third-country nationals - Answers individuals from a country other than the home country or the
host country of an overseas subsidiary.
inpatriates - Answers foreign nationals transferred to work at the parent company.
ethnocentrism - Answers the tendency to judge others by the standards of one's group or
culture, which are seen as superior.
culture shock - Answers the disorientation and stress associated with being in a foreign
environment.
vision - Answers a mental image of a possible and desirable future state of the organization.
, supervisory leadership - Answers behavior that provides guidance, support, and corrective
feedback for day-to-day activities.
strategic leadership - Answers behavior that gives purpose and meaning to organizations,
envisioning and creating a positive future.
power - Answers the ability to influence others.
trait approach - Answers a leadership perspective that attempts to determine the personal
characteristics that great leaders share.
behavioral approach - Answers a leadership perspective that attempts to identify what good
leaders do- that is, what behaviors they exhibit.
task performance behavior - Answers actions taken to ensure that the work group or
organization reaches its goals.
group maintenance behavior - Answers actions taken to ensure the satisfaction of group
members, develop and maintain harmonious work relationships, and preserve the social
stability of the group.
leader-member exchange theory (LMX) - Answers highlights the importance of leader behaviors
not just toward the group as a whole but toward individuals on a personal basis.
autocratic leadership - Answers a form of leadership in which the leader makes decisions on his
or her own and then announces those decisions to the group.
democratic leadership - Answers a form of leadership in which the leader solicits input from
subordinates.
laissez-faire - Answers a leadership philosophy characterized by an absence of managerial
decision making.
situational approach - Answers leadership perspective proposing that universally important
traits and behaviors do not exist, and that effective leadership behavior varies from situation to
situation.
vroom model - Answers a situational model that focuses on the participative dimension of
leadership.
Fiedler's contingency model of leadership effectiveness - Answers a situational approach to
leadership postulating that effectiveness depends on the personal style of the leader and the
degree to which the situation gives the leader power, control, and influence over the situation.
task-motivated leadership - Answers leadership that places primary emphasis on completing a
task.
Managing diversity and inclusion - Answers managing a culturally diverse workforce by
recognizing the characteristics common to specific groups of employees while dealing with
such employees as individuals and supporting, nurturing, and utilizing their differences to the
organization's advantage.
affirmative action - Answers special efforts to recruit and hire qualified members of groups that
have been discriminated against in the past.
glass ceiling - Answers metaphor for an invisible barrier that makes it difficult for women and
minorities to rise above a certain level in the organization.
sexual harassment - Answers conduct of a sexual nature that has negative consequences for
employment.
monolithic organization - Answers an organization that has a low degree of structural
integration-employing few women, minorities, or other groups that differ from the majority- and
thus has a highly homogeneous employee population.
pluralistic organization - Answers an organization that has a relatively diverse employee
population and makes an effort to involve employees from gender, racial, or cultural
backgrounds.
multicultural organization - Answers an organization that values cultural diversity and seeks to
utilize and encourage it.
mentors - Answers higher-level managers who help ensure that high-potential people are
introduced to top management and socialized into the norms and values of the organization.
expatriates - Answers parent-company nationals who are sent to work at a foreign subsidiary.
host-country nationals - Answers individuals from the country where an overseas subsidiary is
located.
third-country nationals - Answers individuals from a country other than the home country or the
host country of an overseas subsidiary.
inpatriates - Answers foreign nationals transferred to work at the parent company.
ethnocentrism - Answers the tendency to judge others by the standards of one's group or
culture, which are seen as superior.
culture shock - Answers the disorientation and stress associated with being in a foreign
environment.
vision - Answers a mental image of a possible and desirable future state of the organization.
, supervisory leadership - Answers behavior that provides guidance, support, and corrective
feedback for day-to-day activities.
strategic leadership - Answers behavior that gives purpose and meaning to organizations,
envisioning and creating a positive future.
power - Answers the ability to influence others.
trait approach - Answers a leadership perspective that attempts to determine the personal
characteristics that great leaders share.
behavioral approach - Answers a leadership perspective that attempts to identify what good
leaders do- that is, what behaviors they exhibit.
task performance behavior - Answers actions taken to ensure that the work group or
organization reaches its goals.
group maintenance behavior - Answers actions taken to ensure the satisfaction of group
members, develop and maintain harmonious work relationships, and preserve the social
stability of the group.
leader-member exchange theory (LMX) - Answers highlights the importance of leader behaviors
not just toward the group as a whole but toward individuals on a personal basis.
autocratic leadership - Answers a form of leadership in which the leader makes decisions on his
or her own and then announces those decisions to the group.
democratic leadership - Answers a form of leadership in which the leader solicits input from
subordinates.
laissez-faire - Answers a leadership philosophy characterized by an absence of managerial
decision making.
situational approach - Answers leadership perspective proposing that universally important
traits and behaviors do not exist, and that effective leadership behavior varies from situation to
situation.
vroom model - Answers a situational model that focuses on the participative dimension of
leadership.
Fiedler's contingency model of leadership effectiveness - Answers a situational approach to
leadership postulating that effectiveness depends on the personal style of the leader and the
degree to which the situation gives the leader power, control, and influence over the situation.
task-motivated leadership - Answers leadership that places primary emphasis on completing a
task.
