Human Growth and Development
Textbook Exam Questions
Course Introduction
Human Growth and Development explores the biological, psychological, and social processes that influence human development across the lifespan, from conception through old age. This course examines key theories and research findings relating to physical, cognitive, emotional, and social changes at various developmental stages, paying special attention to the roles of genetics, environment, culture, and individual experiences. Students will gain insight into the complex interplay of factors that contribute to human growth, understand developmental milestones, and consider real-world applications in educational, clinical, and community settings.
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Discovering the Life Span 2nd Edition by Feldman
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Chapter 1: Introduction to Management and Organizations
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Q1) When Joe tells the employees he is confident they can achieve the production targets because they are such hard-working and skilled employees,he is performing which management function?
A)controlling
B)leading
C)planning
D)organizing
Answer: B
Q2) The division manager's inability to motivate his employees may be a sign of weak ________ skills.
A)technical
B)human
C)conceptual
D)organizational
Answer: B
Q3) Determining who reports to who is part of the planning function of management.
A)True
B)False
Answer: False
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Page 3
Chapter 2: Organizational Culture and the Organizational Environment
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Sample Questions
Q1) Which of the following are the two dimensions of environmental uncertainty?
A)degree of change and degree of complexity
B)degree of change and degree of flexibility
C)degree of complexity and degree of impact
D)degree of risk and degree of complexity
Answer: A
Q2) One significant factor that will impact the size of the workforce for businesses in Canada in the future is ________.
A)immigrants not being able to speak English fluently
B)aging of the population resulting in labour shortages
C)universities focusing on wrong kinds of knowledge and skills
D)brain-drain to the U.S.and Europe
Answer: B
Q3) Environmental uncertainty can be divided into two dimensions: degree of trust and degree of integration.
A)True
B)False
Answer: False
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Chapter 3: Managing Diversity
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Sample Questions
Q1) Which of the following people management benefits arises from workplace diversity?
A)improved system flexibility
B)potential increase in market share
C)increased understanding of the marketplace
D)better use of employee talent
Answer: D
Q2) Most people identify themselves as part of a(n)________ which forms an integral part of a country's cultural,social,and legal environments.
A)ethnic community
B)racial classification
C)cultural organization
D)social system
Answer: B
Q3) Diversity refers to ________ that might be present in a workplace.
A)discrimination in any form
B)any dissimilarities or differences
C)all visible minorities
D)racial stereotyping
Answer: B
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Page 5
Chapter 4: Managing in a Global Environment
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Sample Questions
Q1) Transnational organizations are focused on ________.
A)increasing efficiency and effectiveness
B)reinforcing artificial operational divisions
C)maintaining geographical boundaries
D)eliminating industry divisions
Q2) Which of the following definitions best describes a transnational organization?
A)a company that maintains significant operations in at least two countries
B)a company that maintains significant operations in at least two countries but is managed from a base in the home country
C)a company that maintains significant operations in at least two countries but decentralizes management to each country
D)a company that maintains significant operations in at least two countries but organizes by industry to reduce geographical barriers
Q3) ________ is a cultural measure of the degree to which people tolerate risk and unconventional behaviour.
A)Power distance
B)Uncertainty avoidance
C)Assertiveness
D)Collectivism
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Page 6
Chapter 5: Managing Entrepreneurially
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Q1) You are running a new raw-food café,and all evidence indicates the business is growing faster than anticipated.You bring in an accountant to discuss what you need to do next to keep the business stable.She mentions that you,as well as most entrepreneurs,face three unique control issues: managing growth,managing downturns,and ________.
A)exiting the venture
B)managing expansion
C)finding tax loopholes
D)getting potential franchisees to buy into your concept
Q2) For the past two months,Ian has been looking at the potential of a new compact solar capture technology he has developed.This technology would make it economically feasible for condominium owners to harness the sun on their balconies and use the generated electricity to offset the power purchased from their local electricity provider.If the business takes off,it would revolutionize the relationship between power authorities and their customers-where both sides would be power generators and clients.This process is known as ________.
A)creative social-preneurship
B)creative entrepreneurship
C)revolutionary venture
D)creative destruction
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Page 7
Chapter 6: Managing Responsibly and Ethically
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Q1) Advocates of social responsiveness believe it is more ________ than social responsibility.
A)philosophical
B)ethical
C)long term
D)action-oriented
Q2) Because shared values influence the way work is done,employees can become more enthusiastic about working together to support the values they believe in.This illustrates which purpose of shared organizational values?
A)Guide managers' decisions and actions.
B)Control employee behaviour.
C)Influence marketing efforts.
D)Build team spirit.
Q3) According to research,the single most important influence on an individual's decision to act ethically or unethically is ________.
A)clear job descriptions
B)formal rules and regulations
C)written codes of ethics
D)the behaviour of managers
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Page 8
Chapter 7: Innovation and Adaptability
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Sample Questions
Q1) The right organizational environment is crucial for innovation and adaptability to prosper.
A)True
B)False
Q2) Culture of adaptability proactively identifies new problems,and challenges and develops novel solutions.
A)True
B)False
Q3) The installation of the new equipment at is an example of ________.
A)process change
B)technological change
C)structural change
D)strategy change
Q4) Techniques to change people and the quality of interpersonal work relationships are called ________.
A)organizational development
B)communications training
C)human resources management
D)strategy innovation
Q5) In a short essay,explain the conditions that facilitate cultural change.
Page 9
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Chapter 8: Decision Making
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Sample Questions
Q1) ________ is using math modelling,and predictive algorithms to measure and monitor people and machines to assist in decision making.
A)Big data
B)Taylor's scientific management
C)Heuristics
D)Bounded rationality
Q2) It is possible that at the end of the decision-making process you may be required to start the decision process over again before making the final decision.
A)True
B)False
Q3) Which of the following steps in the decision-making process occurs before developing alternatives?
A)allocate weights to criteria
B)select an alternative
C)implement the alternative
D)evaluate decision effectiveness
Q4) In a short essay,describe and discuss the eight steps in the decision-making process.Give a simple example of a decision to illustrate your answer.
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Chapter 9: Foundations of Planning
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Q1) Developing a plan to integrate two companies after a corporate merger is an example of a single-use plan.
A)True
B)False
Q2) Based on Kay's observations about effective goal setting,which of the following is an appropriate goal for a MBO program?
A)increased employee performance
B)increased stability
C)improved product quality
D)increased sales
Q3) Research studies have conclusively proven that planning organizations always outperform non-planning organizations.
A)True
B)False
Q4) Standing plans create guidance for regularly occurring activities and events.
A)True
B)False
Q5) In a short essay,explain and discuss in detail the four reasons for planning.
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Chapter 10: Managing Strategically
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Sample Questions
Q1) One of the components of the mission statement should be the organization's competitive advantage.
A)True
B)False
Q2) Another purchase you made was to acquire a small chain of coffee shops called Time-out Café.You don't anticipate much growth,and it will never achieve the scale of market leaders such as Starbucks,Tim Hortons,and Second Cup.According to the BCG matrix,Time-out Café would probably be a ________.
A)cash cow
B)liability
C)dog
D)question mark
Q3) When Air Canada acquired Canadian Airlines International,it was pursuing a strategy of growth by vertical integration.
A)True
B)False
Q4) In a short essay,discuss the strategies by which an organization grows.Give relevant examples to support your answer.
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Page 12
Chapter 11: Designing Organizational Structure
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Q1) A(n)________ organization is able to change rapidly as needs require.
A)organic
B)matrix
C)virtual
D)mechanistic
Q2) In general,the more routine the technology,the more mechanistic the structure should be.
A)True
B)False
Q3) Which type of structure tends to work best with a cost minimization strategy?
A)organic
B)mechanistic
C)decentralized
D)boundaryless
Q4) Twenty years ago,Digital Arts had a ________ structure.
A)matrix
B)functional
C)simple
D)mechanistic
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Chapter 12: Managers and Communication
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Sample Questions
Q1) Brett's selection of appropriate wording is which part of the communication process?
A)feedback
B)encoding
C)message
D)channel
Q2) The workers had heard a rumour about the new policy on overtime pay before receiving Brett's memo.The rumour was transmitted through which type of communication channel?
A)formal channel
B)chain network
C)wheel network
D)the grapevine
Q3) How the office workspace is designed can influence an organization's overall performance.
A)True
B)False
Q4) The sender's beliefs and values influence how s/he communicates.
A)True
B)False
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Chapter 13: Managing Human Resources
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Sample Questions
Q1) Which performance appraisal method uses feedback from supervisors,employees,and coworkers?
A)management by objectives
B)360-degree feedback
C)critical incidents
D)multiperson comparisons
Q2) Which of the following training methods uses lateral transfers between jobs in a particular area to give workers exposure to a variety of tasks?
A)job simulation
B)on-the-job training
C)experiential exercises
D)job rotation
Q3) The "great recession" has impacted human resources management in which way?
A)no impact as organizations are prepared for such events
B)introduction of anti-discrimination laws
C)increase in temporary or part-time work
D)increase in better benefits to retain employees
Q4) Downsizing disrupts workplace operations and may cause trauma for employees.
A)True
B)False
Page 15
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Chapter 14: Leadership
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Sample Questions
Q1) According to Hersey and Blanchard,which leadership style is best if a follower is both unable and unwilling to do a job (R1)?
A)delegating
B)selling
C)participating
D)telling
Q2) According to the path-goal theory,achievement-oriented leader sets challenging goals and expects followers to perform at their highest level.
A)True
B)False
Q3) The leader-member exchange (LMX)theory states that employees in the in-group will have ________.
A)more respect for the leaders
B)less respect for the leaders
C)less turnover
D)more self-confidence
Q4) Not all managers have the capabilities or skills to be effective leaders.
A)True
B)False
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Chapter 15: Motivating Employees
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Sample Questions
Q1) In the context of the reinforcement theory,reinforcers are ________.
A)those consequences that immediately follow a behavior and increase the probability that the behavior will be repeated
B)reprimands or rewards that are given out for negative or positive employee behavior,respectively
C)the specific,unambiguous goals that have been set for employees as a standard for measuring their performance
D)rewards that are announced publicly after completion of the task
Q2) Asking people to expand their jobs horizontally is a design strategy known as job
A)enlargement
B)scope
C)enrichment
D)extension
Q3) In countries such as Japan,Greece,and Mexico where uncertainty avoidance characteristics are strong,security needs would be at the top of the needs hierarchy.
A)True
B)False
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17
Chapter 16: Managing Groups and Teams
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Sample Questions
Q1) Compromising is both the most assertive and cooperative approach to conflict resolution.
A)True
B)False
Q2) Which of the following is a drawback of global teams?
A)They do not foster the appreciation of multiple perspectives.
B)They are characterized by greater potential for stereotyping.
C)They are highly susceptible to groupthink.
D)They lack diversity of ideas.
Q3) Which conflict-resolution technique did Manny use with his wife?
A)avoiding
B)accommodating
C)collaborating
D)compromising
Q4) Tomorrow's organizations will use blogs and social networking sites to ________.
A)accommodate unsatisfied employees
B)force employees to accept management decisions publicly
C)allow employees to criticize company decisions
D)explain reasons for unpopular management policies
Q5) In a short essay,describe in detail the five stages of team development.
Page 18
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Chapter 17: Evidence-Based Decision Making
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Sample Questions
Q1) Mick's desire to achieve the same standard as FastFreight is an example of
A)market value added
B)immediate corrective action
C)basic corrective action
D)benchmarking
Q2) AirCargo's district manager in Yellowknife advises Mick that some deliveries are delayed because of missed connecting flights.She has examined the situation and believes that the problem can be fixed by adjusting the departure times by one hour.Mick tells her to reschedule the flight times to fix the problem once and for all.This is an example of ________.
A)revising the standard
B)taking basic corrective action
C)taking immediate corrective action
D)market control
Q3) In a short essay,describe the main performance control tools used for monitoring and measuring organizational performance.
Q4) In a short essay,explain feedforward,concurrent,and feedback controls and provide an example for each one.
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