Chapter 14: Managerial Decision Making
1. In Learning from Experience David Hoover CEO of Ball Corporation, the BLT is the ball leadership
NAT: AACSB Analytic | Leadership Principles
REF: p. 413
Analyzing Financial Statements
Explain the purpose of financial statement analysis.
Financial statement analysis is used retrospectively in evaluating past
performance for the identification of problem areas.
Cost Flows and Business Organizations
1. Explain the flow of products and costs in a manufacturing organization.
In a manufacturing organization, employees work with raw materials to make finished
goods to be sold to custom
Management Accounting and Cost Concepts
1. Explain how management accounting is a competitive tool.
Management accounting involves innovation, experimentation, diversity, success
and failure as firms develop accounting sy
1. Distinguish between debt and equity financing, and describe the advantages and
disadvantages of organizing a business as a proprietorship or a partnership.
Borrowing money imposes a legal obligation to
Statement of Cash Flows
Understand the purpose of a statement of cash flows.
Recognize the different types of information reported in the statement of cash
The statement of cash flows reports an entitys inflo
Chapter 17: Managing Organizational Change
1. In Learning from Experience: Jos Sergio Gabrielli de Azevedo of Petrobras, Petrobras had not
installed sensors to detect a spill into the Guanabara Bay, and as result it was fined more than $25
Chapter 16: Cultivating Organizational Culture
1. In Learning from Experience: Zappos, the way things are done is driven by the core values of the
firm and the leader.
REF: p. 478
NAT: AACSB Analyti
Chapter 15: Organization Design
1. In Learning from Experience: Lowes Companies, Inc., the organization plans to open many stores
in both rural and urban markets.
NAT: AACSB Analytic | Environmental Influence
REF: p. 445
Chapter 13: Managing Conflict and Negotiating Effectively
1. In Learning from Experience: Cathy McBroom verses Federal Judge Samuel Kent, McBroom quit
her job as a result of sexual harassment charges.
Kent, McBrooms supervisor made advan
Chapter 12: Developing and Leading Teams
1. According to Learning From Experience: Boeings Development of Teams and Their Leaders, minutes
before his plane went down over the glaciers of southeast Alaska, the captain was
a. was poking fun
Chapter 11: Leadership Effectiveness: New Perspectives
1. According to Learning From Experience: John W. Thompson, Chairman of Symantec, Thompsons
most criticized strategic initiative was the acquisition of Veritas storage management software.
Chapter 10: Leadership Effectiveness: Foundations
1. According to Learning from Experience: Douglas Conants Leadership at Campbell Soup Co., under
Conants leadership, Campbells has reversed a decline in shareholder value and employee
Chapter 9: Interpersonal Communication in Organizations
1. In Learning From Experience: Julia Stewart, Chairman and CEO of DineEquity says she typically
never hires anyone without:
a. talking to several personal references
b. asking them w
Chapter 8: Workplace Stress and Aggression
1. According to Learning from Experience: Stress and Coping with a layoff, what are the areas in a
company that have been struck with layoffs:
a. department managers
b. data entry clerks
Chapter 4: Perceptions and Attributions
1. According to Learning from Experience: Jim Sinegal, the cofounder, president, and CEO of Costco
Wholesale, think shareholders are best served if the company does all it can to hold down costs,
Chapter 6: Motivating Employees
1. According to Learning from Experience: Working at Starbucks, Starbucks has been named one of
Fortune magazines 100 Best Companies to Work for in America for the past several years.
Chapter 7: Motivation: Goal Setting and Reward Programs
1. In Learning from Experience: Enterprise Rent-A-Car, Enterprise had a very different business strategy
from that of Hertz, Avis, and Budget.
NAT: AACSB Analytic |
Chapter 3: Understanding Individual Differences
1. In Learning from Experience: Steve Jobs, CEO, Apple., Jobss personal trademark is:
a. outlandish publicity stunts
c. making his own rules
d. focusing on the employee relati
Chapter 2: Ethical Foundations in Organizational Behavior
1. In Learning from Experience: Anne Mulcahy, Chairman and Former CEO of Xerox, Commits to
Business Ethics: Xerox fired CEO Richard Thoman, who was charged with, but not convicted of,
Chapter 1: Learning about Organizational Behavior
1. In Learning from Experience: Indra Nooyi, the CEO of PepsiCo, said her father told him that whatever
anybody says or does, always assume positive intent.
NAT: AACSB An
General personality traits are observable within and outside the context of work (Dubrin,
Dalglish & Miller 2006). These traits contribute to satisfaction and success in personal life
likewise in the working environment.
Steve Jobs had the reputation of a hot-tempered manager throughout his life.
As early as 1987, the New York Times wrote: "by the early 80's, Mr. Jobs was widely hated at
Apple. Senior management had to endure his temper tantrums. He created res