A.   profit

B.   social responsibility

C.   performance

A.   mone

B.   power

C.   fairness

A.   They both deal with how followers perceive justice.

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

C.   They both deal with perceived fairness of outcomes.

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

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

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

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

B.   a way to make the quickest decision possible

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

A.   identifying the problem

B.   evaluating the decision

C.   generating alternatives

A.   analysis of all options

B.   analysis paralysis

C.   analysis by mandate

A.   Make decisions in small steps.

B.   Punish employees who make mistakes.

C.   Only explain goals to top managers.

A.   intuitive decision making

B.   analytical decision making

C.   rational decision making

A.   13%

B.   52%

C.   46%

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.   Title VII of the Civil Rights Act

C.   the Family and Medical Leave Act

A.   when the group is highly similar to each other

B.   when the group experiences higher levels of turnover

C.   when the group is diverse but not inclusive

A.   Inclusion is more important than diversity.

B.   Diversity is sufficient without inclusion.

C.   Inclusion is what makes diversity an asset.

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 creating products that appeal to a wider group of people

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

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

A.   a diverse, non-inclusive workplace

B.   a non-diverse workplace

C.   a diverse, inclusive workplace

A.   Their lawyers may win more discrimination lawsuits.

B.   Investors may value their stock more highly.

C.   They may receive awards from government agencies.

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

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

C.   Diversity always increases cohesiveness at work.

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

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

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

A.   attitudes

B.   gender

C.   race

A.   less group dissatisfaction

B.   less group conflict

C.   less group cohesion

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

B.   There is no faultline in the group.

C.   There will be a weak 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.