1. The CEO of a tech company advocates for the use of technology to improve the quality of life of individuals while also contributing positively to the environment. His vision of the future is an egalitarian society where humans live in harmony with each other and the environment. The CEO encourages employees to exercise, eat healthy food, spend time with their families, and take care of their mental health. At the same time, the CEO sets unreasonable deadlines that require employees to work overtime, and often gives harsh negative criticism to push employees to develop more innovative products. The CEO's behaviour is most consistent with:

a. role ambiguity

b. intrasender role conflict

c. disjunctive conflict

d. status conflict

e. intersender role conflict

2.As an individual with a hidden disability, Marco felt it was essential to have an inclusive culture at the workplace. In order to foster more openness, he championed a diversity workshop for everyone in the organization so that they could learn more about how to avoid unconscious biases. At the workshop, Marco revealed his own disability and took a strong stand on the company's need to adopt non-discriminatory policies. Marco's leadership in this case is best described as:

a. universal

b. cultural

c. authentic

d. empowering

e. egalitarian

3. Using a devil's advocate when making a decision in a group is most likely to stimulate which form of conflict?

a. cohesive

b. destructive

c. constructive

d. illusory

e. dark

4. Employees in engineering and marketing at Aeron Ltd. often disagree with each other, mainly because they hold divergent values due to their unique backgrounds, experiences, and training. Which of the following strategies is most likely to resolve the conflicts between employees in engineering and marketing at Aeron Ltd.?

a. the VPs of engineering and marketing should each encourage their staff to focus on departmental goals

b. marketing and engineering should exchange copious amount of information

c. management should clarify performance standards

d. Aeron should a strong organizational culture

e. none of the above; you cannot change a person's values, so such conflicts can never be resolved

5. Which of the following statements about ethics is FALSE?

a. Employees are stakeholders in organizations.

b. Competing demands to be both safe and efficient can lead to unethical behaviours

c. It can be ethical to give preferential treatment to groups that have been the target of discrimination.

d. Most managers have an inflated sense of how ethical they are compared to others.

e. To be ethical, business decisions must focus on benefits for shareholders.

6.Knightsbridge Recruiters Inc. is interviewing applicants for a leadership role and they believe that the role requires the leader to be respectful of employees and approachable to them. Which of the following best describes the leadership behaviour in which Knightsbridge Recruiters is most interested?

a. authenticity

b. agreeableness

c. initiating structure

d. perceived organizational support

e. consideration

7. After an agonizing day at work, Chris came home very stressed. In no time Chris found himself screaming at his wife for changing the TV channel. What defense mechanism could Chris be exhibiting?

a. reaction formation

b. displacement

c. work-family conflict

d. compensation

e. projection

8. Which of the following statements is TRUE?

a. Only supervisors and co-workers can engage in sexual harassment.

b. Companies that have been having high financial performance for a significant amount of time are more alarmed about possible ethical violations, and, thus, will likely react fast to allegations.

c. Too little competition can lead to unethical decisions just as much as too much competition.

d. Top managers with high need for personal power are less likely to make unethical decisions.

e. This is NOT an example of a sexual harassment: "Male co-workers gave a nickname "Half-man" to one of their male colleagues because of infertility issues he and his wife were having".

9. A manager has set a goal for her team: in 12 months, a 20% increase in revenues. This is an ambitious, but realistic goal for this team. However, a few months have passed, and although this goal is still attainable, her team seems unmotivated by it. According to goal-setting theory, what action would be most appropriate?

a. ask employees to do their very best to increase revenues, rather than focusing on the 20%

b. talk with the CEO about setting the revenue target to an increase of 30% and inform employees that the CEO would like them to achieve the revised goal

c. share information with employees on a regular basis about how revenues are progressing

d. ask the CEO to give all employees in the organization a 1% bonus at the end of the year

e. make it clear to employees that their jobs are on the line if they do not reach the goal

10. John loved to play soccer since he was a child. Whether it was with the school's team or kicking a can walking home, John took any chance to play his favorite game. Two years ago, John was selected to play for a local soccer team and was given a modest paycheck for a new player. Thrilled at having the chance to earn money to play a game that he loved, he spent even more time practicing and became the star player on the team. Yesterday, during a team meeting, John learned that two others who had joined the team at the same time as he were being paid more than he was. So, John asked management to pay him the same amount as the others. When management rejected his request, John became upset. On his way home, dribbling his soccer ball as he walked, he thought about boycotting the next game. John's discomfort can best be explained by:

a. an increase in his need for achievement

b. a reduction in feelings of equity

c. an increase in controlled needs

d. a decrease in instrumentality

e. a decrease in autonomous motivation