Ch.1 The underlying principle of scientific management was to:
A) structure organizations for the efficient management of people.
B) apply statistical analysis to the design of jobs
C) get people to do more work in less time.
D) eliminate the need for first-line supervisors
Ch.1 The human relations movement
A. emphasized the importance of employee training and development.
B. encouraged employee participation in organizational decision making.
C. rejected the primary economic orientation of scientific management.
D. concentrated on redesigning the workplace to eliminate safety hazards.
Ch.2 The culture of the organization, the behavior of the leaders, and group norms collectively impact an employee’s
B) moral values.
C) standards of conduct.
Ch.2 In terms of unethical thinking, the "bottom-line" mentality reasons that
A) financial success is the only value to be considered.
B) anything is right if the public can be made to see it as right.
C) good ethics is good business.
D) what is ethical is dependent upon the consequences of the actions.
Ch.5 Research has consistently found that job dissatisfaction affects
A) employee withdrawal.
B) organizational commitment.
C) employee violence.
D) job performance.
Ch.5 Research has consistently found that satisfied employees
A) have lower involuntary turnover.
B) perform better on their jobs.
C) exhibit organizational citizenship behaviors.
D) score higher on organizational commitment survey
Ch.3 Personality is defined as
A) the genetic makeup of human beings that distinguish them from other forms of life.
B) the unique and relatively stable pattern of behavior, thoughts, and emotions shown by individuals. C) the unconscious inner forces that generate patterns of behavior in individuals.
D) the behavioral inclinations of individuals resulting from reinforced practice or experience.
Ch.7 Organizational citizenship