MGMT 320 Final

For a manager, building an effective team requires work, but the payoff is _____.

A stronger, better performing unit

The final stage of group and team development is known as _____.

Adjourning

Since Frank believes that external forces control him, he may do best in a highly structured job that requires greater compliance. This is an example of _________.

An external locus of control

"I'm going to buy a Ford to support the U.S. auto industry" is an example of which component of attitude?

Behavioral

A consultant with a background in behavioral sciences who can be a catalyst in helping organizations deal with old problems in new ways is known as a _____.

Change agent

According to the integrated model, motivation is affected by both personal factors and ________ ones.

Contextual

The arrangement of having discrete parts of a task done by different people is known as a(n) ____.

Division of labor

Workers who face discrimination in their jobs in the United States are best protected by ______ legislation.

EEO

Greg, the CEO of Organic Market, wants managers and employees to instruct each other about the organization's chosen values and beliefs. Greg has encouraged the seasoned employees to retell stories about the company legends, and he plans on bringing back the monthly rewards. Greg is endeavouring to ____.

Embed company culture

Which of the following is not a contextual factor of motivation?

Employee personality

You may compare your ratio of inputs to outputs to the ratio of others at your place of employment in a process described by ______ theory.

Equity

Employees resist change for all the following reasons except _____.

Faith in change agent's intentions

A person who scores high on the openness to experience personality dimension is typically relaxed, secure, and unworried.

False

According to Chester I. Barnard, an organization is made up of at least one person who strives daily to achieve the organization's goals.

False

According to Maslow, office parties, company softball teams, and management retreats provide self-actualization needs.

False

Adaptive change is the introduction of a practice that is new to the organization.

False

An employee assistance program focuses on self-responsibility, nutritional awareness, relaxation techniques, physical fitness, and environmental awareness.

False

Arbitration is the process in which a neutral third party, a mediator, listens to both sides in a dispute, makes suggestions, and encourages them to agree on a solution.

False

Because of globalization and information technology, the United States has an advantage in knowledge workers.

False

Before applying, Carlos read the job analysis for the available position, which said that the responsible party reviews contracts for technical accuracy and completeness, and tracks invoices against the executed contracts.

False

Cognitive dissonance can cause conflicts at work, make you feel fatigued all the time, and generate problems like insomnia, backaches, headaches, and chest pain.

False

For Megan, a program manager, her performance review at the end of the year included feedback from her four employees, her boss, another accounting manager, several clients, and even a few employees in other departments with whom she worked recently. This is an example of an employee survey.

False

In adjourning, conflicts are resolved, close relationships develop, and unity and harmony emerge.

False

In two-tier wage contracts, veteran employees are paid less or receive fewer benefits than new employees.

False

Innovation can be easily systematized.

False

Innovation happens in a "Eureka!" moment and it can be systematized.

False

Job enlargement enables workers to focus on doing more of the same task to increase productivity.

False

Job satisfaction is an individual's involvement, satisfaction, and enthusiasm for work.

False

Members of a group that are asking "What's next?" are in the performing stage of team development.

False

Negotiations between management and employees about disputes over compensation, benefits, working conditions, and job security are referred to as the union-management debate.

False

OD intervention strategies that are successful in one country are highly likely to be successfully applied in other countries.

False

Organizational culture appears as five layers: observable artifacts, espoused values, basic assumptions, informal groups, and management groups.

False

Organizational development managers and consultants follow a moving vehicle model.

False

Productivity expert Odette Pollar proposed that "To accomplish more in a day, you must do more and do everything faster."

False

Profit sharing bases pay on one's results on the job.

False

Reinforcement theory attempts to explain behavior change by suggesting that behavior with negative consequences tends to be repeated, whereas behavior with positive consequences tends not to be repeated.

False

Research reveals that reactive people tend to be more satisfied with their jobs, committed to their employer, and produce more work than nonproactive individuals.

False

Selection is the process of locating and attracting qualified applicants for jobs open in the organization.

False

The IT network that allows for the movement of organizational information within that company is known as the organizational structure.

False

The acquired needs theory states that three needs—achievement, affiliation, and money—are the major motives determining people's behavior in the workplace.

False

The metaphor for an invisible barrier preventing women and minorities from being promoted to top executive jobs is the steel curtain.

False

The tendency of people to exert more effort when working in groups than when working alone is known as social loafing.

False

Thomas, an employee for a government contractor, likes the strict culture that he finds with ABC Industries, which supplies equipment parts to several government bases. There is very little focus on the external environment and little company flexibility due to the type of customers they serve. Since the product they sell needs little improvement and there is virtually no competition, few are risks taken. This is an example of an adhocracy culture.

False

Thought is the process of interpreting and understanding one's environment.

False

Three types of selection tools, including background information, interviewing, and social media tests, help predict how well the candidate will perform the job and how long he or she will stay.

False

Two advantages of decentralization are that managers are encouraged to not solve their own problems, but ask for assistance as soon as possible, and decisions are made slower, since they are discussed at a higher level of management.

False

When a manager is trying to foster innovation, the first thing he or she should do is work to overcome employee resistance.

False

When the company closed his plant and permanently dismissed most of the employees who worked there, Randy was subject to the process known as dismissal for cause.

False

A committee investigating the impacts of health care reform on the organization is an example of a(n) _____.

Formal group

When physically attractive people are also assumed to be smarter and nicer, which perception distortion has occurred?

Halo Effect

______ proposed that work satisfaction and dissatisfaction arise from different sets of causes.

Herzberg's two-factor theory

A control mechanism for making sure the right people do the right things at the right time is a(n) _____.

Hierarchy of authority

When a grocery store chain adopts a new practice of its competitors by staying open 24 hours a day, requiring employees to work flexible schedules, it is considered a(n) ______ change.

Innovative

People often do volunteer work for the ______ rewards.

Intrinsic

Which of the following is not one of the four steps for fostering innovation?

Issue a mandate: change or leave

When one department store authorized thousands of its sales clerks to handle functions normally reserved for store managers, such as handling merchandise-return problems and approving customers' checks, they gave them more responsibility, a _________ technique.

Job enrichment

The four major perspectives on motivation include all except_____.

Job satisfaction

Ann is a teacher who became interested in helping adults in some of the poorer neighborhoods learn how to read. She plans to start a reading center in a low income area to help residents with reading skills at no cost. Ann's center is an example of a(n) _____.

Nonprofit organization

Although ______ are typically unwritten and seldom discussed openly, they have a powerful influence on group and organizational behavior.

Norms

The company dress code and award ceremonies are part of its ____.

Observable artifacts

Computer-assisted instruction is usually a form of _____.

Off the job training

A(n) ______ is a system of consciously coordinated activities or forces of two or more people.

Organization

Salaried executive, administrative, and professional employees are exempt from ______ rules.

Overtime

The continuous cycle of improving job performance through goal setting, feedback and coaching, and rewards and positive reinforcement is known as ______.

Performance Management

____________ is (are) defined as those stable psychological and behavioral attributes that give you your identity.

Personality

Which of the following is not a recommended way to manage innovation and change?

Prevent failure at all cost

Jason is more apt to take initiative and persevere to influence the environment; he has a(n) ______ personality.

Proactive

The workers on the night shift at a manufacturing plant would be considered a(n) ______ team.

Production

An emotional or behavioral response to real or imagined threats to an established work routine is known as _____.

Resistance to change

Applications, résumés, interviews, and employment tests are known as ______ tools.

Selection

Competence, autonomy, and relatedness are the primary motivations for behavior according to _____.

Self determination theory

When much of her work was automated with a new computerized system, Brittany became unsure of her ability to do her job. Sara, her boss, has been mentoring her to improve her __________.

Self-efficacy

In ______ teams, the traditional clear-cut distinction between manager and managed is blurred as nonmanagerial employees are delegated greater authority and granted increased autonomy.

Self-managed

Which of the following is not a consideration in building a group into an effective team?

Senority

Empathy and organizational intuition are a part of which emotional intelligence (EI) trait?

Social awareness

Philip, a shift manager in a factory, has 40 employees on his shift that he directly supervises. The 40 workers who report directly to Philip represent his _____.

Span of control

A hierarchy culture has an internal focus and most values ____.

Stability and control

Marcie frequently requests meetings between her team and counterparts in Portland. She often spots issues that will affect both groups and wants to work openly on coordination so there are no surprises for anyone. Marci plays a ______ role for her team.

Task

A collection of five employees who are studying industry pay scales, with the goal of making recommendations for adjusting pay grades within their company, is known as a(n) _____.

Team

The number one reason people quit their jobs is their dissatisfaction with _____.

Their supervisors

______ refers to educating technical and operational employees in how to better do their current jobs.

Training

A system of shared beliefs and values that develops within an organization and guides the behavior of its members is known as the company's culture or organizational culture.

True

According to Maslow's hierarchy of needs, taking a sabbatical leave to further personal growth is an example of the self-actualization need.

True

According to equity theory, no matter how fair managers think the organization's policies, procedures, and reward system are, each employee's perception of those factors is what counts.

True

According to one study, middle-aged male employees tend to have stable attitudes toward their work, even when they change jobs.

True

According to the acquired needs theory, those who tend to seek social approval and satisfying personal relationships may have a high need for affiliation.

True

Assuming they have choices, people will make the choice that promises them the greatest reward if they think they can get it.

True

Belittling the importance of the inconsistent behavior is one way to reduce cognitive dissonance.

True

Conflict is a perfectly normal state of affairs.

True

Devil's advocacy and the dialectic method are forms of programmed conflict designed to elicit different opinions without inciting people's personal feelings.

True

Disruptive innovation is a process by which a product or service takes root initially in simple applications at the bottom of a market and then relentlessly moves up market, eventually displacing established competitors.

True

Employee engagement is defined as an individual's involvement, satisfaction, and enthusiasm for work.

True

Gestures such as constructive statements about the department, expression of personal interest in the work of others, suggestions for improvement, training of new people, the caring for organizational property, and punctuality and attendance well beyond standard or enforceable levels are examples of organizational citizenship behaviors.

True

Goal-setting theory suggests that employees can be motivated by goals that are specific and challenging, but achievable.

True

Hannah, the youngest owner of a family-owned grocery, wants to make sure her company's culture is embedded in their organization. In a recent tradeshow workshop, she learned that she can do this by having company rites and rituals, continuing to tell stories about company legends, and being a role model to her employees.

True

If managers are able to increase job satisfaction, employees may show higher levels of commitment, which in turn can elicit higher performance and reduce employee turnover. This is an example of organizational commitment.

True

If you start a new job and find the description and criteria for promotion to be vague, role ambiguity has occurred.

True

In sexual harassment, the harasser may be a(n) outsider, coworker, supervisor, or someone of the same sex.

True

Internal dimensions of diversity are those human differences that exert a powerful, sustained effect throughout every stage of our lives: gender, age, ethnicity, race, sexual orientation, and physical abilities.

True

Low self-efficacy is associated with learned helplessness, the debilitating lack of faith in one's ability to control one's environment.

True

Managers hoping to foster innovation must gain allies by communicating their vision.

True

Mutual-benefit organizations are voluntary collectives whose purpose is to advance members' interests, while nonprofit organizations are formed to offer services to some clients, not to make a profit.

True

Openness, equality, empathy, supportiveness, and positiveness are behaviors that enable you to work on disagreements and keep them from flaring into out-of-control personality conflicts.

True

Personality conflict is defined as interpersonal opposition based on personal dislike, disagreement, or differing styles.

True

Personality conflicts often begin with instances of workplace incivility, or employees' lack of regard for each other which, if not curtailed, can diminish job satisfaction and organizational loyalty.

True

Punishment is the application of negative consequences to stop or change undesirable behavior.

True

Radical innovation creates products, services, or technologies that don't exist yet.

True

Since internals seem to have a greater belief that their actions have a direct effect on the consequences of that action, internals likely would prefer and respond more productively to incentives such as merit pay or sales commissions.

True

Since so many people approach compromise situations with a win-lose attitude, they may be disappointed and feel cheated.

True

Stereotyping the opposition, rationalization, and peer pressure are symptoms of groupthink.

True

Teams with nine or fewer members have better interaction and morale, yet they also have fewer resources, are possibly less innovative, and may have work unevenly distributed among members.

True

The Abilene paradox is the tendency of people to go along with others for the sake of avoiding conflict.

True

The purpose of the strategic human resource management process is to get optimal work performance to help realize the company's mission and vision.

True

The value of Kotter's steps for leading organizational change is that they provide specific recommendations about behaviors that managers need to exhibit to successfully lead organizational change.

True

There are two different approaches to job design. The traditional approach to job design is to fit people to the jobs; the modern way is to fit the jobs to the people.

True

When managers and employees within the same department are brought together in cross-functional teams to solve particular problems, this is a team-based design.

True

To explain how to initiate, manage, and stabilize planned change, Kurt Lewin developed a model with three stages. They were _______.

Unfreeze, change, and refreeze

In the ______ stage of Kurt Lewin's change model, managers try to instill in employees the motivation to change, encouraging them to let go of behaviors that are resistant to innovation.

Unfreezing

When the two newly hired analysts compared notes, they found that their interviews had been quite different. Each was long and involved, but the content of the questions varied based on previous employment and education. They confirmed that this company used a(n) ______ interview.

Unstructured

According to expectancy theory, your ______ is low if you don't think a bonus or raise is going to be big enough to justify working evenings and weekends.

Valence

Employers must consider an employment test's ______, whether or not it measures what it purports to measure and is free of bias.

Validity

Compensation, recognition, and status are common ______ in the workplace.

Values

The chain of command is also known as _____.

Vertical hierarchy

Which of the following is most important for the team leader to encourage during the storming stage of group and team development?

Voicing of disagreements

The question "What was the best idea you ever sold to a supervisor, teacher, peer, or subordinate?" would be used in which type of interview situation?

behavioral-description interview

The organizational development (OD) process has three steps: ____, ____, and ____.

diagnosis, intervention, and evaluation

According to expectancy theory, the primary elements that determine how willing an employee is to work hard at tasks important to an organization, those that relate effort, performance, and outcomes, are _____.

expectancy, instrumentality, and valence

Espoused values are _____.

explicitly stated values and norms preferred by an organization

A self-fulfilling prophecy is also known as _________

the Pygmalion effect

Resistance to organizational change is considered to be the interaction of three causes. These causes can be generally described as employee characteristics, change agent characteristics, and _____.

the change agent-employee relationship