A.   social responsibility

B.   profit

C.   performance

A.   power

B.   fairness

C.   mone

A.   They both deal with how followers perceive justice.

B.   They both deal with perceived fairness of outcomes.

C.   They both deal with the perceived fairness of the decision-making process.

A.   the perceived fairness of the process for determining annual bonuses

B.   the perceived fairness of the salaries and benefits paid to managers

C.   the perceived fairness of the number of vacation days employees receive

A.   a way to prove you have made the correct decision

B.   a way to make the quickest decision possible

C.   a step-by-step process for making decisions

A.   identifying the problem

B.   generating alternatives

C.   evaluating the decision

A.   analysis paralysis

B.   analysis by mandate

C.   analysis of all options

A.   Only explain goals to top managers.

B.   Punish employees who make mistakes.

C.   Make decisions in small steps.

A.   rational decision making

B.   analytical decision making

C.   intuitive decision making

A.   52%

B.   46%

C.   13%

A.   because the gender balance of the U.S. workforce is shifting rapidly

B.   because a majority of U.S. professionals will need to work overseas during their careers

C.   because business is becoming increasingly global

A.   the values, beliefs, and customs that exist in a society

B.   generalizations about a particular group of people

C.   the variety of different characteristics within a group of people

A.   the Americans with Disabilities Act

B.   the Family and Medical Leave Act

C.   Title VII of the Civil Rights Act

A.   when the group is diverse but not inclusive

B.   when the group experiences higher levels of turnover

C.   when the group is highly similar to each other

A.   Inclusion is what makes diversity an asset.

B.   Diversity is sufficient without inclusion.

C.   Inclusion is more important than diversity.

A.   Individuals in diverse groups are less likely to consider alternatives to a plan.

B.   Individuals in diverse groups struggle to think outside the box.

C.   Individuals in diverse groups are exposed to many different perspectives.

A.   by ensuring that products retain a familiar look and feel

B.   by sensing what new products will appeal to traditional buyers

C.   by creating products that appeal to a wider group of people

A.   a diverse, non-inclusive workplace

B.   a non-diverse workplace

C.   a diverse, inclusive workplace

A.   They may receive awards from government agencies.

B.   Investors may value their stock more highly.

C.   Their lawyers may win more discrimination lawsuits.

A.   Diversity always increases cohesiveness at work.

B.   There is a negative correlation between diversity and company performance.

C.   Diverse and inclusive teams make higher-quality decisions.

A.   the tendency to prefer to live among people with similar political views

B.   the tendency to be more attracted to individuals who are similar to us

C.   the tendency to seek employment similar to work we have done before

A.   surface-level diversity deals with demographics and physical traits

B.   deep-level diversity is noticed easily by new group members

C.   deep-level diversity is not an important factor in the workplace

A.   gender

B.   race

C.   attitudes

A.   less group conflict

B.   less group cohesion

C.   less group dissatisfaction

A.   There will be a weak faultline in the group.

B.   There is no faultline in the group.

C.   There will be a strong faultline in the group.

A.   They always lead to valid assumptions about people based on their demographics.

B.   They have no impact on how decisions are made.

C.   They can lead to unfair or unfounded assumptions about an individual.