A.   False

B.   Employees will seek nonverbal communication, hand gestures and sign language

C.   The employee will overwork and constantly look for opportunities for advancement

D.   Employees will be unproductive

A.   The reporting relationship between the customer and the executive management

C.   The self-appraisal and peer relationship seen by the supervisor

D.   The peer relationship such as a supervisor to the CEO of the company

B.   Worker rotation to improve employee relationships

C.   Worker rotation of personnel to avoid altercations

D.   Worker approbation related to increased consternation

B.   False

A.   A feedback session when the employees have interviews at the organization

B.   An appraisal that the subordinate must take into consideration when applying for employment

B.   To determine the moral majority at an organization

C.   To determine the moral community at an organization

D.   To manage whether employees are satisfied with the organization

B.   It is the ability of the manager to make decisions independent of the employee

C.   It is the progressive development of the workforce at an organization

D.   It is the intergroup conflict that affects the ratio schedule at an organization

B.   False

B.   Mastering a task autonomously

C.   Mastering a task serendipitously

D.   Believing and relying on one's luck

A.   Making a peer review more comfortable, by inviting the employee to lunch

B.   Improving participation by providing food at meetings

C.   Making an employee dismissal more respectful by having the conversation over lunch

A.   Management allowing alterior rankings at the organization

B.   Allowing workers to determine which organization they will not work for in the factum

C.   Forcing workers to have the power to do what they want in the evaluator and central tendencies of an organization

A.   An individual who uses an extreme work ethic to excel on the job

C.   A person affected by seasonal affective disorder

D.   A leadership and management tool useful at an organization

A.   Improving the business processing plants behind the scenes

B.   Occassionally improving the business but not to the benefit of the customers

C.   Taking time to survey the employees regarding the customers

A.   False, stress is a part of everyday life and is expected on the job

B.   True, stress triggers laid back behaviors on the job and is good for morale

D.   False, stress never hurts a person on the job

B.   False

A.   False

A.   People

B.   Environment

C.   Technology

A.   Employee personality and attitudes

C.   The environment is the most important consideration

A.   Value judgments by employees that include human resources management

B.   Managerial models that describe type A or type B personalities

C.   Organizational flat structures that are geared to the triarchic model of intelligence

A.   Training, traditionalist views, and prediction opportunities

B.   Training, managerial effects, and schemas

D.   Trailing, hiking and rock-climbing opportunities

A.   An employee using a survey to decide which meals are the most nutritious in the company cafeteria

B.   An employee taking criticism and then following up to criticize another employee in turn

C.   An employee talking to other employees about unobtrusive measures at the organization

A.   The organization has to manage various cultural diversities at one time for success

C.   The idea that an organization is able to give employees a holiday bonus

D.   (none of these)

A.   Forensic, autopsic and extraneous rewards

B.   Biopsic, amnesic, and crisic rewards

C.   Ultra basics, neoclassic and intrinsic rewards

A.   A situation at an organization where leaders and managers are on unequal terms

C.   An organization that has many fun events during the workday

D.   A situation where leadership manages change in an organization with coercion

A.   Workforce diversity

B.   Globalization

C.   Employee expectation

A.   Cultivate allies, inspire others and challenge workers to lateness

C.   Cultivate dissidents, inspire others and challenge workers to greatness

D.   Cultivate allies, perspire others and challenge workers to greatness

A.   Revocation, meditation and veneration

C.   Excelleration, accommodation and ostination

D.   Accommodation, aggregation and concilliation

A.   How many hours an employee works per quarter

C.   How many hours it takes an employee to complete a task

A.   It utilizes employees who have potential biases from different departments in the company

B.   It uses employees with diversity issues who appraise peers and co-workers

A.   The conflict between alternative ranking techniques and job performance techniques

B.   The difference between a world view and a global view

C.   The difference between hindsight bias and group think

A.   Individuals who have been indicted by the organization

B.   Organizational management recruits

C.   Managers with an analysis pending on the organization

A.   Custodial model

C.   Collegial Model

D.   Supportive model

A.   True

A.   When an employee uses variable interval schedules at the organization

C.   When employees meet after hours to have moments to bond

D.   When an employee uses smbolism to habitualize a ritual or ceremony at the organization

A.   It is an automatic response to employee envy that most individuals experience on the job

B.   It is an external validity that is perceived with employee and managerial extinction

D.   It is a dependent variable to stress with diffused responsibility

A.   Anthropology

B.   Psychology

C.   Political Science

B.   The frequency a manager evaluates employee discrimination

C.   The frequency the management at an organization changes its goals

D.   The tendency for an employee to produce more lead generation

A.   A negative employee rating based on a perceptual distortion

B.   A negative impression of an employee leading to positive bias on the individual's critical mass rating

D.   A positive employee rating based on hindsight bias

A.   Employees who use selective perception bias to direct overwhelmed managers

B.   Employees who are part of a subculture using platforms to represent heuristic values

C.   Employees who subscribe to negative reinforcement to perceive change

B.   Relaxed, assertive, agressive

C.   Self-critical, self-demeaning and self-important

D.   Imputent, imperative and important

A.   A congratulatory email

C.   Unemployment paychecks

D.   Undisclosed salaries

B.   Legitimate power

C.   Discretionary power

D.   Referent power

A.   Peoples expectation of the different outcomes for a given action.

C.   People's perception of how they should perform in a given situation at work.

D.   The motivational force involved in a person's actions at work.

A.   Individual behavior that promotes teamwork at a management seminar - usually with rewards

B.   Individual behavior that discourages teamwork at an organization - often without rewards

C.   Individual behavior that promotes teamwork at an organization - often with high monetary rewards

A.   Sociopath areas

B.   Society in the making

D.   Societal technological advances

B.   Role overload, business overload and managerial overload

C.   Motivational factors, job rotation and nonprogrammable decisions

D.   Participative leadership, role conflict, and resistance to extinction

A.   Expert power

B.   Discretion power

C.   Referent power

A.   They exhibit wellness programs and exercise routines at the organization

B.   They teach feedack from a boundary discretion at an organization

D.   They calculate burnout at an organization

A.   A direcitve leadership tool to establish external validity

B.   (none of these)

C.   An external vision of how the social dynamics create employee jealousy