A.   performance

B.   profit

C.   social responsibility

A.   mone

B.   fairness

C.   power

A.   They both deal with perceived fairness of outcomes.

B.   They both deal with how followers perceive justice.

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 step-by-step process for making decisions

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

C.   a way to make the quickest decision possible

A.   generating alternatives

B.   identifying the problem

C.   evaluating the decision

A.   analysis of all options

B.   analysis paralysis

C.   analysis by mandate

A.   Punish employees who make mistakes.

B.   Only explain goals to top managers.

C.   Make decisions in small steps.

A.   intuitive decision making

B.   rational decision making

C.   analytical decision making

A.   46%

B.   52%

C.   13%

A.   because business is becoming increasingly global

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

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

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

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

C.   generalizations about a particular group of people

A.   Title VII of the Civil Rights Act

B.   the Americans with Disabilities Act

C.   the Family and Medical Leave Act

A.   when the group is highly similar to each other

B.   when the group is diverse but not inclusive

C.   when the group experiences higher levels of turnover

A.   Diversity is sufficient without inclusion.

B.   Inclusion is more important than diversity.

C.   Inclusion is what makes diversity an asset.

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

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

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

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

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

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

A.   a diverse, non-inclusive workplace

B.   a diverse, inclusive workplace

C.   a non-diverse workplace

A.   They may receive awards from government agencies.

B.   Their lawyers may win more discrimination lawsuits.

C.   Investors may value their stock more highly.

A.   Diversity always increases cohesiveness at work.

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

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

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

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

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

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

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

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

A.   gender

B.   attitudes

C.   race

A.   less group dissatisfaction

B.   less group cohesion

C.   less group conflict

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

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

C.   There is no faultline in the group.

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

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

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