Chapter 5 · Management and Social Well-Being

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Adapted from Dyck et al., Management: Financial, Social, and Ecological Well-Being, 2nd edition (2026), CC BY-SA 4.0. These adaptations are shared under CC BY-SA 4.0. Original study aids; not an instructor-authored quiz or prediction of the exam. Source: Chapter 5 · https://pressbooks.openedmb.ca/management/chapter/chapter-5/

Questions

01Which set contains the three social well-being components used in this chapter?
  1. Contracts, quotas, and subsidies.
  2. Meaningful work, meaningful relationships, and peace and social justice.
  3. Jobs, goods and services, and profits.
  4. Inputs, conversion, and disposal only.
Chapter 5, 5.1 · https://pressbooks.openedmb.ca/management/chapter/chapter-5/
02What best explains Boldr's use as a SET case?
  1. It treats location choice solely as a search for the lowest wage.
  2. It makes living wages and community contribution part of its purpose while maintaining viability.
  3. It abandons every need for financial resources.
  4. It considers people only when doing so maximizes profit.
Chapter 5, 5.0 · https://pressbooks.openedmb.ca/management/chapter/chapter-5/
03A person regards higher income and personal status as the primary meaning of success. Which quadrant fits best?
  1. Transcendent source and holistic focus.
  2. Transcendent source and individualistic focus.
  3. Materialistic source and holistic focus.
  4. Materialistic source and individualistic focus.
Chapter 5, 5.2, Figure 5.1 · https://pressbooks.openedmb.ca/management/chapter/chapter-5/
04Which combination identifies TBLa in Figure 5.1?
  1. Transcendent source and individualistic focus.
  2. Materialistic source and individualistic focus.
  3. Transcendent source and holistic focus.
  4. Materialistic source and holistic focus.
Chapter 5, 5.2.4, Figure 5.1 · https://pressbooks.openedmb.ca/management/chapter/chapter-5/
05Which combination identifies TBLb in Figure 5.1?
  1. Transcendent source and individualistic focus.
  2. Materialistic source and individualistic focus.
  3. Materialistic source and holistic focus.
  4. Transcendent source and holistic focus.
Chapter 5, 5.2.4, Figure 5.1 · https://pressbooks.openedmb.ca/management/chapter/chapter-5/
06Which combination identifies SET in the meaning framework?
  1. Materialistic source and individualistic focus.
  2. Transcendent source and holistic focus.
  3. Transcendent source and individualistic focus.
  4. Materialistic source and holistic focus.
Chapter 5, 5.2.5, Figure 5.1 · https://pressbooks.openedmb.ca/management/chapter/chapter-5/
07Which statement about transcendent meaning is correct?
  1. It always requires one particular religion.
  2. It can come from connection with people or nature as well as a sacred other.
  3. It means having the highest salary.
  4. It is identical to competitive individual advancement.
Chapter 5, 5.2 · https://pressbooks.openedmb.ca/management/chapter/chapter-5/
08Which condition is one of the three hallmarks of meaningful work?
  1. Feeling valued and a sense of belonging.
  2. Never seeing who benefits from the work.
  3. Being paid the maximum wage regardless of purpose.
  4. Having no connection between work and personal values.
Chapter 5, 5.2.2 · https://pressbooks.openedmb.ca/management/chapter/chapter-5/
09Which example illustrates job crafting?
  1. An employee reshapes task priorities, relationships, or the interpretation of their role.
  2. An employer changes only the product's packaging.
  3. A manager alone specifies every detail without employee input.
  4. A government adds a tariff on imports.
Chapter 5, 5.2.4 · https://pressbooks.openedmb.ca/management/chapter/chapter-5/
10A fundraiser meets students who benefit from the scholarships being funded. Which job characteristic becomes more visible?
  1. Task significance.
  2. Ecological footprint.
  3. Import quota.
  4. Currency liquidity.
Chapter 5, 5.2.4 · https://pressbooks.openedmb.ca/management/chapter/chapter-5/
11Why does SET question a mindfulness program used only to help staff tolerate excessive pressure?
  1. It rejects all reflection or mental well-being.
  2. It asks whether the stressful organizational structures themselves should change.
  3. It assumes productivity is never relevant.
  4. It equates maximum work hours with flourishing.
Chapter 5, 5.2.5 · https://pressbooks.openedmb.ca/management/chapter/chapter-5/
12Which choice best reflects voluntary simplicity?
  1. Assuming personal fulfillment is proportional to purchases.
  2. Choosing sufficient income and consumption while making time for meaningful contribution and relationships.
  3. Working longer hours solely to display higher status.
  4. Acquiring more possessions regardless of actual needs.
Chapter 5, 5.2.5 · https://pressbooks.openedmb.ca/management/chapter/chapter-5/
13A person maintains contact with a colleague solely to gain promotions. What kind of relationship is this?
  1. Non-instrumental.
  2. A relationship without any external objective.
  3. Egalicentric by definition.
  4. Instrumental.
Chapter 5, 5.3 · https://pressbooks.openedmb.ca/management/chapter/chapter-5/
14Which example most clearly illustrates a non-instrumental relationship?
  1. A salesperson networks solely to increase commission.
  2. A buyer speaks to suppliers only to extract lower prices.
  3. A manager befriends someone exclusively to obtain privileged information.
  4. Two colleagues support one another through difficulty without expecting professional returns.
Chapter 5, 5.3 · https://pressbooks.openedmb.ca/management/chapter/chapter-5/
15What does the Banker's Paradox warn about in social relationships?
  1. Transactional logic can neglect people with high needs and little ability to provide returns.
  2. The greatest need always attracts the most transactional investment.
  3. Financial risk has no analogy to social investment.
  4. Friendship is necessarily equivalent to a market contract.
Chapter 5, 5.3 · https://pressbooks.openedmb.ca/management/chapter/chapter-5/
16Which is a legitimate distinction between friendship and nepotism?
  1. Nepotism is the same as task significance.
  2. Friendship can be intrinsically valuable, while nepotism gives relatives advantages without regard to qualifications.
  3. Every non-instrumental friendship is necessarily nepotism.
  4. Fair hiring requires employees never to care about colleagues.
Chapter 5, 5.3.1 · https://pressbooks.openedmb.ca/management/chapter/chapter-5/
17Why does TBL commonly justify work-life balance?
  1. It eliminates the need for any business to earn revenue.
  2. It prohibits non-work relationships.
  3. It can improve loyalty, motivation, and productivity.
  4. It treats financial performance as irrelevant in every decision.
Chapter 5, 5.3.2 · https://pressbooks.openedmb.ca/management/chapter/chapter-5/
18A firm assists a distressed supplier even without a foreseeable commercial return. Which interpretation best fits SET?
  1. Only short-term value extraction.
  2. A requirement to ignore the supplier's suffering.
  3. Obstruction of ecological disclosure.
  4. Compassion and valuing the person beyond instrumental benefit.
Chapter 5, 5.3.3 · https://pressbooks.openedmb.ca/management/chapter/chapter-5/
19Why is the absence of war insufficient to establish the fullest meaning of peace?
  1. Stable order can coexist with oppression, inequality, or lack of dignity.
  2. Peace has no connection to freedom or harmony.
  3. Social justice is defined solely by military expenditure.
  4. Every stable empire necessarily treats all groups fairly.
Chapter 5, 5.4.1 · https://pressbooks.openedmb.ca/management/chapter/chapter-5/
20A manager exports home-country practices believing they are inherently superior to local ones. Which orientation is this?
  1. Egalicentrism.
  2. Polycentrism.
  3. Ethnocentrism.
  4. Job crafting.
Chapter 5, 5.4.2 · https://pressbooks.openedmb.ca/management/chapter/chapter-5/
21A manager adapts to host-country customs because this seems best for the firm's performance. Which orientation is this?
  1. Egalicentrism.
  2. Ethnocentrism.
  3. Polycentrism.
  4. A calling orientation.
Chapter 5, 5.4.3 · https://pressbooks.openedmb.ca/management/chapter/chapter-5/
22Two cultural groups jointly create a new management approach through reciprocal learning. Which orientation is this?
  1. Unilateral home-country standardization.
  2. Polycentrism limited to accepting existing host practices.
  3. Ethnocentrism.
  4. Egalicentrism.
Chapter 5, 5.4.4 · https://pressbooks.openedmb.ca/management/chapter/chapter-5/
23Which commitment belongs to the UN Global Compact as discussed in the chapter?
  1. Requiring every firm to adopt one national culture.
  2. Treating human rights as unrelated to business.
  3. Opposition to forced labor, child labor, discrimination, and corruption.
  4. Using forced labor whenever it lowers costs.
Chapter 5, 5.4.3 · https://pressbooks.openedmb.ca/management/chapter/chapter-5/
24What makes Coffee for Peace more than an ordinary coffee sales example?
  1. It evaluates success solely through bean volume.
  2. It removes farmer compensation from its concerns.
  3. It prohibits contact between conflicting communities.
  4. It links sustainable livelihoods with cross-community dialogue and peacebuilding.
Chapter 5, 5.4.4 · https://pressbooks.openedmb.ca/management/chapter/chapter-5/
25An entrepreneur says, “My work is a meaningful contribution to the world.” Which work orientation is most directly indicated?
  1. A purely instrumental orientation with no purpose beyond wages.
  2. Career orientation.
  3. Calling orientation.
  4. Job orientation.
Chapter 5, 5.5.1 · https://pressbooks.openedmb.ca/management/chapter/chapter-5/
26The lecture asks managers to consider purpose, interaction, activity, stressors, and coping. What is the most appropriate use of this list?
  1. Use it as a discussion framework for supportive conditions, rather than a diagnosis of every employee.
  2. Treat it as proof that all distress has one workplace cause.
  3. Assume an isolated productivity program settles every well-being issue.
  4. Use it to require employees to disclose medical histories.
Lecture slides 26, 35 · Management and Holistic Well-being · Canvas FDNMANP_C17A