MGT 360 Exam 2

Task-oriented behaviors are also called A. Laissez-faire. B. Consideration. C. Initiating structure. D. Transformational leadership.

initiating structure

Many law enforcement agencies have a centralized organization structure. True False

True

Which of the following statements regarding leader-member exchange relationships is incorrect? A. All employees would like to have a positive relationship with their leader. B. When high LMX employees succeed, leaders credit the efforts they put forward and their high level abilities. C. A problem with a low-quality exchange relationship is that employees may not have access to a positive work environment. D. If a leader is unethical, employees may not want to have a relationship so as not to suffer from guilt by association.

A. All employees would like to have a positive relationship with their leader.

A poorly designed organizational structure can result in: A. All of the above B. Confusion among employees C. A lack of cohesiveness among different departments D. Slow decision-making

A. All of the above

Which of the following is NOT an example of the Unity-of-Command principle? A. Matrix organization B. All of the above practice Unity-of-Command C. Divisional organization D. Functional organization

A. Matrix organization

Which of the following powers is NOT a type of positional power? A. expert B. coercive C. legitimate D. reward E. ALL of the answers are types of positional power

A. expert

Which of the following is an incorrect statement about leader-member exchange (LMX) theory? A. in low-quality LMX relationships, the leader does his job and the member does his. B. high-quality LMX relationships involve an active dislike between the leader and member. C. in high-quality LMX relationships, both leader and member go above and beyond their job descriptions to assist the other party in succeeding. D. in high-quality LMX relationships, the leader has a trust-based relationship with the member.

A. high-quality LMX relationships involve an active dislike between the leader and member.

A directive leader tends to rely primarily on which of the following sources of power? A. legitimate B. expert C. personal D. referent

A. legitimate

Research on transformational and transactional leadership shows all of the following except A. transactional leaders increase the intrinsic motivation of their followers. B. transformational leaders increase the performance of their followers. C. transformational leaders create higher levels of commitment to organizational change efforts. D. transactional leaders have positive influences over employee attitudes.

A. transactional leaders increase the intrinsic motivation of their followers.

People-oriented behaviors include A. treating employees with respect. B. planning for increased employee performance. C. providing employees instructions. D. structuring employee roles.

A. treating employees with respect.

Which of the following is NOT an approach to departmentalization? A. Functional B. Network C. Matrix D. Divisional

B. Network

Which of the studies found that leaders have two dominant sets of behaviors that predict success - consideration and initiating structure. A. None of the above B. The Ohio State Studies C. The Managerial Grid D. The University of Michigan Studies

B. The Ohio State Studies

A culture that emphasizes precision and paying attention to details is A. an aggressive culture B. a detail-oriented culture C. a service culture D. an outcome-oriented culture

B. a detail-oriented culture

All of the following are consequences of a high-quality leader-member exchange relationship except A. lower turnover. B. effort in building good relationships. C. organizational commitment. D. job satisfaction.

B. effort in building good relationships.

Factors that are important to culture creation include A. environmental opportunities and threats. B. founder values, preferences and industry demands. C. founder assumptions and environmental opportunities. D. founder leadership style and environmental threats.

B. founder values, preferences and industry demands.

"We survived!" is the common sentiment of the group stage of A. adjourning. B. norming. C. forming. D. storming.

B. norming.

The group members are more open and respectful toward each other, and willing to ask each other for both help and feedback, at the stage of A. forming. B. norming. C. adjourning. D. storming.

B. norming.

Those who emphasize achievement, results and action create a(n) _________ __________ culture in their organizations A. people-oriented B. outcome-oriented C. team-oriented D. detail-oriented

B. outcome-oriented

Group leaders can finally move into coaching roles and help members grow in skill and leadership in the stage of A. forming. B. performing. C. norming. D. storming.

B. performing.

Group members are becoming more authentic as they express their deeper thoughts and feelings in the stage of A. forming. B. storming. C. norming. D. performing.

B. storming.

Culture is observable to others in all of the following ways except A. the firm's rules and policies. B. the firm's goals. C. the firm's physical layout. D. the firm's rituals.

B. the firm's goals.

Teams where the manager serves as the team leader are called A. self-directed teams. B. traditional teams. C. empowered teams. D. self-managed teams.

B. traditional teams.

A leader who is _________________, according to the Michigan Studies, is characterized by directive, structural and task oriented behaviors. He or she makes sure that the work gets done, subordinates perform their jobs in an acceptable fashion, and that the organization is efficient. A. Consideration-oriented B. Autocratic structure-oriented C. Production-orientated D. Employee-oriented

C. Production-orientated

Which of the following is not a key characteristic of authentic leaders? A. They understand where they are coming from. B. They are not afraid to act they way they are. C. They have no set priorities. D. They have high levels of personal integrity.

C. They have no set priorities.

Which of the following statements regarding visual elements of culture is incorrect? A. Employee handbooks are developed to convey rules which determine acceptable and unacceptable behavior in an organization. B. Repetitive activities in an organization, like weekly meetings opened with calisthenics, have symbolic meaning to employees. C. While physical layouts impact motivational levels in employees, they do little to convey the firm's culture to those employees. D. Stories highlight critical events faced or heroic efforts put forth by individual employees to instill cultural values in employees.

C. While physical layouts impact motivational levels in employees, they do little to convey the firm's culture to those employees.

The purpose of assembling a team is to A. collaborate on numerous tasks. B. provide improved performance. C. accomplish larger, more complex goals. D. compensate employees based on shared outcomes.

C. accomplish larger, more complex goals.

Which of the following is NOT a characteristic that authentic leadership encourages? A. self-development B. internalized moral perspective C. all of the above D. positive psychological capacities E. self-awareness

C. all of the above

Which of the following is NOT a "Great Man" trait? A. dominance B. masculinity C. compassion D. intelligence

C. compassion

What is the first step in increasing the chances of success in effecting a cultural change? A. changing the reward system B. role modeling C. creating a sense of urgency D. changing key players

C. creating a sense of urgency

Firms that are flexible, adaptable and experiment with new ideas are _________ firms. A. aggressive B. outcome-oriented C. innovative D. stable

C. innovative

This organizational structure encourages the sharing of information and has dual lines of authority: A. network B. functional C. matrix D. divisional

C. matrix

A(n) __________________ is a group of independent companies that organize themselves to appear as one large entity. A. centralized organization B. functional organization C. network organization D. matrix organization

C. network organization

The ideal size for a team depends on the A. company. B. KSAs of team members. C. task at hand. D. number of employees in the organization.

C. task at hand.

A style of leadership that includes behaviors that encourage positive psychological capacities, an ethical climate, greater self-awareness, an internalized moral perspective, a balanced processing of information, and self-development is known as: A. Superleadership B. Shared leadership C. Servant leadership D. Authentic leadership

D. Authentic leadership

5.__________ power is how a manager influences people through the threat of or actual negative consequences for undesired actions. A. Legitimate B. Referent C. Expert D. Coercive

D. Coercive

Which type of leadership employs position power or legitimate power to exert influence over others? A. Transformational B. Empowering C. Transactional D. Directive

D. Directive

A team may be charged with coming up with a new marketing slogan which is what kind of task? A. Directing. B. Problem-solving. C. Production. D. Idea generating.

D. Idea generating.

Which of the following statements is incorrect? A. In aggressive cultures, supportive, cooperative behaviors are not rewarded. B. In people-oriented cultures, supportive, cooperative behaviors are rewarded. C. In team-oriented cultures, supportive, cooperative behaviors are rewarded. D. In aggressive cultures, supportive, cooperative behaviors are rewarded.

D. In aggressive cultures, supportive, cooperative behaviors are rewarded.

.________ leaders focus on the creation of reward contingencies and exchange relationships that result in a calculative compliance on the part of followers, while __________ leaders create and communicate a higher-level vision in a charismatic way that elicits an emotional response and commitment from the followers. A. Transformational, transactional B. Empowering, directive C. Directive, empowering D. Transactional, transformational

D. Transactional, transformational

A group of employees who work across barriers consisting of time, distance, organizational boundaries while being linked together by information and communication technologies are known as: A. a network organization B. free agents C. an organic organization D. a virtual team

D. a virtual team

Horizontal structures can be categorized as either centralized or decentralized. True False

False

A team asked to manage an entire line of products including making decisions about products to produce, managing the production of the product lines, marketing them, and staffing their division, is given which kind of task? A. problem-solving B. production C. idea generation D. all of the above

D. all of the above

Nelson is the manager of a marketing department in a medium sized company. Nelson has six employees reporting to him. In deciding the goals for the department for next quarter, Nelson is holding a meeting for employee input and direction. Nelson uses a(n) _________ style of decision making in the marketing department. A. authoritarian B. laissez-faire C. supportive D. democratic

D. democratic

Culture is observable to others in all of the following ways except... A. policies and practices B. procedures and processes C. rituals and regulations D. goals and values

D. goals and values

Teams differ in terms of the tasks they are trying to accomplish, and the major tasks include all of the following EXCEPT A. production. B. problem-solving. C. directing. D. idea generation.

D. idea generation.

Which of the following is a characteristic of a centralized organization? A. employees are able to make decisions and act independently B. operations can be coordinated at a divisional level C. coordination is difficult to maintain due to many authoritative figures D. key decisions are handled by top management

D. key decisions are handled by top management

How groups function has important implications for organizational A. POLC function. B. hierarchy. C. mission and vision. D. productivity.

D. productivity.

The fundamental factors affecting group cohesion include all of the following EXCEPT A. similarity. B. stability. C. size. D. strength.

D. strength.

Companies that are collaborative and emphasize cooperation among employees have a __________ culture. A. conservative B. outcome-oriented C. detail-oriented D. team-oriented

D. team-oriented

People-oriented cultures... A. are flexible, adaptable, and experiment with new ideas. B. value competitiveness and outperforming competitors. C. emphasize precision and paying attention to details. D. value fairness, supportiveness and respecting individual rights.

D. value fairness, supportiveness and respecting individual rights.

A hierarchy is a organized structure of power relationships where the top-level holds the most power and resources. True False

False

Marketing units working with the sales department to understand their client base or accounting units working with both of these departments to give them an idea of what type of budget is at their disposal is an example of standardization. True False

False

The chain-of-command principle is a philosophy where each employee reports to and is accountable to only one manager. True False

False

Which one of the following traits is not a tool or behavior that transformational leaders use to influence employees and create commitment to the company goals? A. Intellectual Stimulation. B. Inspirational Motivation. C. Charisma. D. Management by Exception.

Management by Exception

The earliest approach to the study of leadership was A. Behavioral approach. B. Transformational leadership. C. Transactional leadership. D. Trait approach.

Trait Approach

A visual document that communicates how a company is organized is an organizational chart. True False

True

When leaders make decisions alone without involving employees in the decision making process, they are using A. participative decision making. B. democratic decision making. C. authoritarian decision making. D. laissez faire decision making.

authoritarian decision making

In democratic decision making A. leaders leave employees alone to make decisions. B. the leader provides minimum guidance and involvement in the decision. C. employees participate in the making of the decision. D. leaders make the decision alone without necessarily involving employees in the decision making process.

employees participate in the making of the decision