Garrett is a leader in his office and he wants to know more about perceptions in the workplace. He should understand that ______.
A. leaders need to know about perceptual errors and guard against them
B. perceptual errors are likely not to affect anything at work
C. leaders cannot change individuals’ perceptions
D. perception does not influence how individuals interpret actions at work
A. leaders need to know about perceptual errors and guard against them
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The Financial Accounting Standards Board (FASB) has expressed a strong preference for the indirect method, but allows companies to use the direct method in calculating the cash flow from operating activities
a. True b. False Indicate whether the statement is true or false
Answer the following statements true (T) or false (F)
1. An organization with a strong culture is one whose core values are not embraced or shared by its employees. 2. Subcultures are groups in an organization that share different values from those held by the majority. 3. Symbols are artifacts of organizational culture, and are defined as objects that express meaning about a culture. 4. Two artifacts of organizational culture, rituals and ceremonies, both mean the same thing.
Marty and Biff both work for the same company producing the same teacups. However, Biff gets paid twice as often as Marty even though they get paid the same amount of money per completed teacup. This scenario is an example of
a. Piece rate plan of individual-level performance-based pay b. Profit sharing plan of team- and organization-level performance-based pay c. Merit pay plan of individual-level performance-based pay d. Gainsharing plan of team- and organization-level performance-based pay
A multidivisional structure consists of a
A. decentralized structure with of a set of operating divisions organized along business, product, customer groups or geographic lines, and a central corporate headquarters that allocates resources, provides support functions, and monitors divisional activities. B. centralized structure combining corporate overhead with support functions. C. decentralized format of senior executives with large overhead staff to manage and control all the business lines. D. centralized structure that controls the coordination across the more diversified and complex functions within the organization. E. decentralized structure or divisional structure that monitors performance and allocates funding to those divisions wanting to grow.