When a large company and a small company enter a collaborative arrangement, ________.
A) the large company is expected to contribute more to the arrangement
B) the large company is likely to be more active in the venture
C) the small company is more likely to view the collaboration's expansion as competition to itself
D) the small company is likely to be disadvantaged if legal action is necessary to solve a dispute
Question 2As an employee, you can avoid being overly influenced by people in authority who may ask you to engage in immoral or unethical acts by _____.
a. Preparing yourself to be ready to leave or expose an unethical or morally questionable situation
b. recognizing that you are responsible for your own behavior
c. being aware of your own attitudes toward authority
d. all of the above
Question 3The National Transportation Safety Board concluded that up to _____ of all plane crashes are caused by dysfunctional obedience to authority.
a. 5
b. 15
c. 25
d. 65
Question 4Jane is very loyal to her organization because it has an organizational culture that promotes compassion toward others, especially in times of need. Which of the following is not likely to be true in this organization?
a. Values that support caring for others
b. Symbolic leadership and stories that express the importance of compassionate values
c. Networks and relationships that help acts of caretaking spread quickly when needed
d. All of the above inspire compassion in organizations
Question 5According to researcher Philip Zimbardo, which of the following organizational conditions can lead to abuse toward human beings by people in authority?
a. secrecy
b. vague or changing rules
c. diffusion of responsibility
d. all of the above
Question 6If there is a correlation between test and job performance, one can develop an expectancy chart to illustrate the relationship between test scores and job performance graphically.
Indicate whether this statement is true or false.
Question 7Which of the following is NOT a disadvantage of the international strategy?
A) Headquarters can misread foreign-market opportunities and threats.
B) The transfer of core competencies to foreign markets is complicated by the need to adapt to local needs.
C) Local subsidiaries are not given the opportunity to adapt value activities and share what they have learned with headquarters.
D) The company can be blindsided by an unexpectedly innovative rival in a foreign market.
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