A-OK Company, an insurance company of 200 employees, provides life and automobile insurance to clients throughout the southwestern United States. The company's owner, Paul E. See, believes that happy employees are productive employees, so Mr. See provides employees services such as career planning and an on-site fitness center. Due to recent legislation making the insurance business more complex, A-OK is in the process of redesigning its training program for its sales agents. Mr. See also realizes that A-OK needs to examine its selection criteria for new agents joining the company and may need to increase salaries to attract needed talent. Mr. See is worried about this, because he knows that none of his managers has a human resource management degree. In fact, they were operating employees who were moved into the human resource function.
Refer to Scenario 1.1. Mr. See appears to be influenced by which era of management?
a. the Hawthorne era
b. Theory X/Y era
c. human relations era
d. scientific management era
e. production era
Refer to Scenario 1.1. In recognizing that training, selection, and compensation procedures are all interrelated, Mr. See recognizes human resource management as a
b. strategic resource.
c. center of expertise.
d. core decision process.
Refer to Scenario 1.1. The career planning and fitness programs provided to A-OK employees help fulfill which fundamental goal of human resource management?
a. Complying with legal obligations
b. Complying with social obligations
c. Enhancing productivity and quality
d. Promoting individual growth and development
e. Facilitating organizational competitiveness
Refer to Scenario 1.1. Who is likely to be responsible for the human resource management function in an organization of this size?
a. A full-time human resource manager
b. Mr. See
c. The sales manager
d. The operations manager
e. An administrative assistant
Refer to Scenario 1.1. Should Mr. See be worried about the ability of his human resource staff to effectively cope with the changes that are needed in that function?
a. Yes. Without a specialized degree, HR staffs are sure to violate legal requirements of human resource management.
b. Yes. No staff could cope with all of the changes that Mr. See envisions in the immediate future for his HR function.
c. Yes. Without many years of experience in HR exclusively, Mr. See's staff will be out of touch with the needs of his workers.
d. No. These changes will be made quite easily and simply, and do not need much attention to planning or expert knowledge.
e. No. Job experience is a good preparation for much HR work.
Tia's Tamale Factory employs 50 workers to make and ship food products all over the United States. Tia's factory is located in Southern California, in a community where 60 percent of the residents have Spanish surnames or identify themselves as Hispanic. Tia must hire a new cook and despite her best efforts, she gets only three applicants. Conchita is a 35-year-old Hispanic female, Sancho is a 17-year-old Hispanic male, and Maureen is a 48-year-old white woman who uses a wheelchair.
Refer to Scenario 2.1. Tia's workers are mostly Hispanic women. If Tia believes that only a Hispanic women could fit in at her workplace and hires Conchita for this reason, it will likely be
a. discrimination on the basis of national origin in violation of Title VII.
b. discrimination on the basis of age in violation of the ADEA.
c. permissible discrimination because national origin would be a bona fide occupational qualification in this case.
d. permissible because most of the local residents are Hispanics.
e. permissible because Tia is a private employer.
Refer to Scenario 2.1. Suppose Tia does not hire Sancho. Which of the following regulations could Sancho use in an attempt to claim that Tia discriminated against him?
a. Americans with Disabilities Act
b. The disparate treatment clause of Title VII, due to his race
c. The disparate treatment clause of Title VII, due to his gender
d. Occupational Safety and Health Act
e. Age Discrimination in Employment Act
Refer to Scenario 2.1. Suppose Conchita and Maureen are equally qualified and Tia flips a coin to decide between them. The coin lands on tails and accordingly Tia hires Maureen. This action would probably be
a. a violation of Executive Order 11246.
b. a violation of the Equal Protection Clause of the Fourteenth Amendment.
c. a violation of Title VII.
d. not a violation of Title VII because the other employees are primarily Hispanic.
e. permissible under Title VII because the applicants were treated equally.
Refer to Scenario 2.1. Suppose Conchita and Maureen are equally qualified but Tia must raise the stove at a cost of $10,000 to accommodate Maureen's wheelchair. To avoid the expense, Tia hires Conchita. It is likely this action is
a. lawful under ADA because the applicants were equally qualified.
b. unlawful under Title VII because the applicants were of different races.
c. lawful under ADA if the accommodation was an undue hardship on Tia.
d. lawful under ADA. Maureen is not considered disabled under ADA because her disability is correctable with a wheelchair.
e. unlawful under the ADEA because Conchita is younger than Maureen.
Refer to Scenario 2.1. Suppose Tia hires Sancho and requires him to take a drug test because of safety issues on the job. Can Tia legally require this?
a. Yes. Tia can require Sancho to take a drug test.
b. Yes. However, Tia can only require Sancho to take a drug test before making a job offer.
c. No. This would be against the FLSA.
d. No. This would violate the ADA.
e. No. This would violate the ADEA.
Mini-PC is a Houston-based maker of handheld computers. In response to high European demand, Mini-PC purchased Marstrand Electronics, a handheld manufacturer in Stockholm, Sweden. Mini-PC allowed the management of Marstrand to continue in their jobs rather than sending U.S. managers to oversee Swedish operations. Mini-PC decided to purchase Marstrand because virtually all Swedes speak English, value women's rights, and are predominantly Christian in religious beliefs. Sweden has an extremely stable political system, a sound economy, a highly educated workforce, and it is a member of the European Union. However, Swedes do take a different view of work time, in that they expect at least two months of vacation per year. Also, the Swedish workforce is about 80% unionized, in comparison to Mini-PC's nonunionized workforce. Sweden has a socialist approach to health benefits, which means higher personal taxes for workers but lower health benefits costs for employers. When comparing average national scores on Hofstede's dimensions of culture, the United States and Sweden are about the same in power distance and long-term orientation, but the United States is higher than Sweden in individualism and uncertainty avoidance and much higher in masculinity.
Refer to Scenario 3.1. Which staffing model is Mini-PC using for its Swedish unit?
Refer to Scenario 3.1. Which aspect of culture will MOST likely affect Mini-PC's human resource activities at the corporate level because of differences between its U.S. and Swedish business units?
b. Religious differences
c. Gender roles
d. Personal norms
e. Differences in views of child labor
Refer to Scenario 3.1. On the basis of scores on Hofstede's dimensions of culture, which organization cultural values will create the most discomfort and resistance among Swedish workers?
a. Swedes will resist Mini-PC's policy of calling everyone, from the CEO to the lowest worker, by his or her first name.
b. Swedes will place a much greater value on patience and persistence than do Mini-PC's American workers.
c. Swedes will prefer to emphasize individual contributions, as opposed to Mini-PC workers in the United States, who value team or group contributions.
d. Swedes will be much less competitive, ambitious, and driven than Mini-PC's American workers.
e. Swedes will not be comfortable when given tasks that are too structured, as opposed to American workers, who prefer lots of structure.
Refer to Scenario 3.1. Which international strategy is Mini-PC using to expand its international operations?
c. Direct investment
d. Joint venture
e. Strategic alliance
Refer to Scenario 3.1. Which of the domestic human resource issues is most likely affected (i.e., different at Marstrand than at Mini-PC) by conditions described in the scenario?
a. Local compensation issues
b. Local selection issues
c. Local training issues
d. Local recruiting issues
e. Local development issues
LMNO Corporation is a U.S.-based company with four distinct businesses, including a national music and video store chain, a rap music production company, a talent agency that represents several famous rap stars, and a digital video disc (DVD) production facility that makes and records music videos on DVDs. LMNO is in the process of acquiring another company, its major music store rival BeBop Records. Because its rap stars are so famous, LMNO charges crazed fans a higher price for its music compact discs and DVD videos. The fans don't mind, as they often have the opportunity to meet the rap stars in person at various LMNO music stores throughout the year. LMNO has a policy of promotion from within as well as a no-layoff policy, and all managers are required to rotate through each business before they can be promoted.
Refer to Scenario 4.1. Which grand strategy does LMNO appear to have chosen at this time?
a. Cost leadership
Refer to Scenario 4.1. Which corporate-level strategy does LMNO appear to follow?
a. Related diversification
b. Unrelated diversification
e. Cost leadership
Refer to Scenario 4.1. Which competitive strategy does LMNO's music and video store chain appear to have adopted?
d. Cost leadership
Refer to Scenario 4.1. Which organizational form or design is LMNO likely to have adopted?
a. Functional, or U-form
b. Conglomerate, or H-form
c. Divisional, or M-form
Refer to Scenario 4.1. LMNO's policies of no layoffs and promotion from within are likely to have the MOST positive effect on
a. production efficiency.
b. leadership within the company.
c. excessive absenteeism, due to the threat of being fired.
d. employees' psychological contracts with the company.
e. employee attrition.