BUSMRH 3200 Exam 2 Tophat questions & Exam review
Fiedler's situational theory
-Leaders are thought to have a dominant style: motived by either relationship or task. -Leader effectiveness depends on the extent to which leader style matches the situation. -As situations change, different styles become more appropriate.
Several questions on the contingent conequences chart
Pos neg reinforcement, punishments
Integrative negotiation
Win-Win
Distributive negotiation
Win-lose
Forced distribution: How you evaluated people
You are forced to distribute groups of people into specific categories like: good, bad average
Referent power:
You have a good network of people and can use social capital to get things done
Balance sheet approach
adjusts manager's compensation so that it gives the manager same standard of living as in the home country plus extra pay for inconvenience of locating overseas
position powers
legitimate, reward, and coercive
Halo effect Leniency Central tendency Recency effects Contrast effects
-tell emps. they don't need to improve any area -the reviewer rates everyone near the top -rater puts everyone near middle of the scale -weight what the emp has done in the last weeks or months, rather than the entire period evaluation -rater compares an emp. against other emps. instead of a generic scale
5 bases of power legitimate reward coercive expert referent
1. because of formal authority (slightly positive) 2. by providing or granting rewards (slightly positive) 3. Make threats of punishment and deliver actual punishment (negative) 4. Have valued knowledge or information over those who need the knowledge or information (positive) 5. Using one's personal characteristics and social relationships to obtain compliance (positive)
A head chef of a restaurant encourages his subordinates to be creative in the culinary arts. He does not believe in using prescribed recipes while cooking. Rather, he allows them to create unique recipes and use different ingredients to prepare dishes. This implies that the head chef established _ goals. A learning B procedural C performance D equity
A
A pharmaceutical company, TechnoGene, has initiated a system where high-potential employees are identified and trained for senior positions in the company. Which of the following processes is exemplified in this scenario? A succession planning B self-assessment C feedback D handing over formalities
A
Conflict is considered to be dysfunctional when A it hinders organizational performance. B it involves alternative dispute resolution. C it involves the compromising or integrating conflict handling styles. D it involves a devil's advocate.
A
Michael wants to be president of his division. Everything he does is geared to that objective. He pushes his employees to to meet higher quotas, criticizes anyone who doesn't put in 10 to 12 hour days, and demands results before the due date. He is arrogant and dominant. Michael is A exhibiting narcissism. B behaving in a Machiavellian manner. C having psychopathy. D having the laissez-faire syndrome.
A
What type of power tends to produce commitment? A positive legitimate, expert, and referent B negative legitimate, expert, and referent C negative legitimate, coercive, and reward D negative legitimate, reward, and expert
A
When an expatriate sent on a foreign assignment begins experiencing feelings of isolation, criticism, stereotyping, and even hostility, they are said to be experiencing _. A culture shock B validation C recovery D repatriation
A
Which of the following best describes needs assessment? A It is the process of evaluating the organization, individual employees, and employees' tasks to determine what kinds of training are necessary. B It is a combination of employee characteristics and positive work environment that permit training. C It is a process that evaluates the monetary needs of employees that will motivate them to undertake a training program. D It is an application that automates the administration and delivery of a company's training program.
A
Which of the following is the first step in the human resource planning process? A forecasting B goal setting C program implementation D program evaluation
A
Brendan and Angela are HR managers at Seattle Investments. They are expecting a labor surplus over the next two years resulting in the organization having 24 more employees than required. Typically, two employees leave the organization each month. Which of the following HR strategies should Brendan and Angela consider, taking into account the length of time they have available? A downsizing B natural attrition C pay reductions D demotions
B
Jonathan, the CEO of Maxofan Inc., finds that the company needs to eliminate a labor surplus to avoid financial difficulties. To deal with this problem, he chooses a strategy that gives him fast results. However, the amount of suffering caused to employees is high. Jonathan is most likely using the _ strategy to reduce the labor surplus. A early retirement B downsizing C natural attrition D retraining
B
Josh runs into heavy traffic every day while driving to work. Yesterday, he left home earlier than usual and did not run into heavy traffic. Again, today, he left earlier and avoided heavy traffic. His behavior of leaving earlier enabled him to avoid heavy traffic and reach the office on time. In which of the following processes did Josh engage? A positive reinforcement B negative reinforcement C punishment D extinction
B
Josh runs into heavy traffic every day while driving to work. Yesterday, he left home earlier than usual and did not run into heavy traffic. Again, today, he left earlier and avoided heavy traffic. His behavior of leaving earlier enabled him to avoid heavy traffic and reach the office on time. In which of the following processes did Josh engage? A positive reinforcement B negative reinforcement C punishment D extinction
B
Margaret, a production manager at Falcon Inc., needs to measure the performance of 12 of her subordinates. She divides the number of employees into categories like exceptional, above average, average, and below average. She assigns a certain percentage of employees to each category to determine the quality of their performances. In the context of methods for measuring performance, Margaret is using the _ method. A alternation ranking B forced-distribution C mixed-standard D paired-comparison Unanswered
B
Peter, a British citizen, and Keith, a U.S. citizen, are employees of an electronics manufacturing company headquartered in London. While Peter works out of the London office, Keith operates out of the marketing unit in New York. Which of the following statements is true in this scenario? A Peter is a host-country national. B Peter is a parent-country national. C Peter and Keith are expatriates. D Keith is a third-country national.
B
The styles of conflict handling are differentiated along two dimensions: A internal and external. B concern for others and concern for self. C functional and dysfunctional. D perceptual and real.
B
The two basic types of goals are A learning and behavioral. B performance and learning. C project and objective. D behavioral and performance.
B
When a leader is trying to instill pride, respect, and trust within employees, he or she is engaging in A inspirational motivation. B idealized influence. C individualized consideration. D laissez-faire leadership.
B
Which of the following processes identifies the knowledge, skills, and behaviors that should be emphasized by training? A organization analysis B person analysis C transactional analysis D trend analysis
B
Which of the following processes identifies the knowledge, skills, and behaviors that should be emphasized by training? A organization analysis B person analysis C transactional analysis D trend analysis Know task analysis too
B
_______ leadership theory is based on the idea that people have beliefs about how leaders should behave and what they should do for their followers. A Transformational B Implicit C Transactional D Servant Think of when we pictured what a leader was to us
B
___________ power tends to produce __________. A Positive legitimate; resistance B Expert; commitment C Referent; compliance D Legitimate negative; commitment
B
leadership theory is based on the idea that people have beliefs about how leaders should behave and what they should do for their followers. A Transformational B Implicit C Transactional D Servant
B
Law of Effect
Behavior with favorable consequences tends to be repeated, while behavior with unfavorable consequences tends to disappear.
Which of the following is not a characteristic of a servant-leader? A foresight B building community C charisma D awareness
C
Which of the following statements about conflict is true? A Conflict should be completely eliminated across the organization. B Conflict should be encouraged in some departments and discouraged in others. C Organizations can suffer from too little conflict. D Use of technology and virtual teams can minimize conflict.
C
_ refers to training employees and their family members to get them ready for an assignment in a foreign country. A Acculturation B Uncertainty avoidance C Cross-cultural preparation D Community training
C
__ are intentional acts of influence to enhance or protect the self-interest of individuals or groups that are not endorsed by or aligned with those of the organization. A Influence tactics B Coalition tactics C Organizational politics D Organizational citizenship behaviors
C
The Glass Ceiling
Caused by lack of access to training programs, developmental job experiences, and developmental relationships
programmed conflict
Conflict that raises different opinions regardless of the personal feelings of the managers Viewed as productive
A beverage company headquartered in Miami selects a Brazilian manager to run its Mexican operations. In this example, the Brazilian manager is a A parent-country national. B host-country national. C home-country national. D third-country national.
D
A(n) _ is a career that frequently changes based on changes in a person's interests, abilities, and values and in the work environment. A prescribed career B stable career C flexible career D protean career
D
Carmella, an HR manager at Crexion Inc., is dealing with labor shortage problems due to a sudden increase in production levels at the company. Among the following options, the fastest way to fix this problem is to _. A use retrained transfers B focus on turnover reductions C hire new employees D hire temporary employees
D
Carol is a behind-the-scenes kind of person, but everyone wants her on their committee because those committees tend to meet their objectives. Which of the following statements might describe why people want Carol on their committee? A To be a leader, you must have formal authority. B Leadership can only be assessed at the group level. C Leaders must be evaluated at the beginning of a project. D You do not need to have a formal position of authority to be a leader.
D
Identify the correct statement regarding computer-based training. A it is more expensive than classroom instruction B it is difficult to customize for specific training needs C it is not an interactive form of training D it gives a company the flexibility in scheduling training
D
Janet, an HR manager at SensNet Inc., hires employees who provide a specific set of knowledge and skills that will give her company advantage over its competitors. In the context of strategic planning, Janet is A outsourcing a broad set of services. B using propensity analysis. C seeking leading indicators. D hiring individuals with a core competency.
D
Negative reinforcement is A strengthening a behavior by contingently presenting something pleasing. B weakening a behavior by ignoring it. C weakening behavior by contingently withdrawing something positive. D strengthening a behavior by contingently withdrawing something displeasing.
D
When issues are complex, better solutions are needed, commitment is needed, and time is available, the conflict handling style is appropriate. A dominating B obliging C avoiding D integrating
D
Which of the following is a characteristic of effective training objectives? A disclaimers to prevent exaggerated expectations B specified costs associated with the training C specified methods of performance evaluation D measurable performance standards
D
Which style of leadership is dissonant (or doesn't build a strong sense of followership): A Authoritative B Affiliative C Democratic D Pacesetting Other dissonant style is coercive
D
The dean of Roan College is looking for a new head of admissions. She wants to be sure that Roan College has an admissions program with the highest standards. As the committee interviews various candidates, the dean tries to point out potential flaws in each person. She is playing the role of
Devils advocate
Alternative Dispute Resolution examples include
Facilitation Conciliation Peer review Ombudsman Mediation Arbitration
Transfer of training
On-the-job use of knowledge, skills, and behaviors learned in training
Continuous reinforcement
Every behavior instance reinforced
Dialectic method of programmed conflict
Fostering a structured debate of opposing viewpoints
Ingratiation
Getting someone in a good mood prior to making a request; being friendly, helpful, and using praise, flattery, or humor. "brown nosing"
Extinction behavioral consequence
Ignoring a behavior completely so it stops happening
Extinction
Ignoring behavior until it ceases to exist
trait approach traits (can be used to differentiate leaders from followers)
Intelligence Dominance Self-confidence Level of energy and activity Task-relevant knowledge
path-goal theory
Leader seen as effective when employees view them as a source of satisfaction or as paving the way to future satisfaction
Negative reinforcement
Less conditioning
Positive punishment
Less powerplay time
Positive reinforcement
More Powerplay time
Negative punishment
More conditioning
Dark-side traits of leadership
Narcissism-driven self centered power hungry manipulative Machiavellianism-willing to do anything it takes for success, dont care about right vs wrong Pyschopathy-Lack of concern for others or guilt, cant tell what is right vs wrong
Leadership styles: definitely questions on exam about different types of leadership
Resonant -Authoritative -Affiliative -Democratic -Coaching Dissonant -Coercive/commanding -Pacesetting
Contact hypothesis
The more members of different groups interact, the less intergroup conflict they will experience
Forecasting
Through trend analysis and good judgment, the planner tries to determine the supply of and demand for various human resources
The "Big 5" Leadership traits
conscientiousness; open to experience; emotional stability; extroversion; and agreeableness
personal powers
expert and referent
Know the five common conflict handling styles, 2 questions on exam, matrix in slides (concern for others vs. concern for self) definition or scenario
integrating, dominating, obliging, avoiding, compromising
Transformational leaders
motivate followers to pursue organizational goals over self-interests by using leader behaviors that appeal to followers' self-concepts such as values, motives, and personal identity
Intermittent reinforcement
occasional rewards drive desired behavior