OB Final

T/F: All managers are leaders

False.

T/F: For creating good team players, an organization's reward system must be reworked to encourage competitive efforts rather than cooperative ones.

False.

T/F: Generally, agreeableness is associated with higher levels of career success (especially earnings)

False. Agreeable individuals are better liked than disagreeable people;Lastly, agreeableness is associated with lower levels of career success (especially earnings), perhaps because highly agreeable people consider themselves less marketable and are less willing to assert themselves they tend to do better in interpersonally oriented jobs such as customer service. They're more compliant and rule abiding, less likely to get into accidents, and more satisfied in their jobs. They also contribute to organizational performance by engaging in organizational citizenship behavior. Lastly, agreeableness is associated with lower levels of career success (especially earnings), perhaps because highly agreeable people consider themselves less marketable and are less willing to assert themselves

T/F: If organizations rewarded individuals according to criteria such as seniority, creativity, and initiative rather than performance, then expectancy theory might be more valid

False. Expectancy theory argues that the strength of our tendency to act a certain way depends on the strength of our expectation of a given outcome and its attractiveness. In practical terms, employees are motivated to exert a high level of effort when they believe that it will lead to a good performance appraisal, that a good appraisal will lead to organizational rewards such as salary increases and/or intrinsic rewards, and that the rewards will satisfy their personal goals.

T/F: The greater amount of a resource one possesses, the more power they will have.

False. If nobody wants what you have, it's not going to create dependence. However, note that there are many degrees of importance, from needing the resource for survival to wanting a resource that is in fashion or adds to convenience.

T/F: Social identity theory deals with how people group together according to race or culture

False. It is a perspective that considers when and why individuals consider themselves members of groups

T/F: Job enlargement is also called cross-training

False. It is called Job rotation The periodic shifting of an employee from one task to another

T/F: Narrow spans of control increase the speed of decision making.

False. Narrow or small spans have their advocates. Narrow spans of control with, perhaps, five or six members are sometimes preferred to minimize ambiguity, but narrow spans have three major drawbacks. First, they're expensive because they add levels of management. Second, they make vertical communication in the organization more complex. The added levels of hierarchy slow down decision making and can isolate upper management. Third, narrow spans encourage overly tight supervision and discourage employee autonomy.

T/F What psychology is to the group, sociology is to the individual

False. Psychology is in individuals, social psychology is people's influence on each other, sociology-people in relation to their social environment/culture. Anthropology-study of societies.

T/F: The concept of sexual harassment is consistent across cultures.

False. Sexual harassment is defined as any unwanted activity of a sexual nature that affects an individual's employment or creates a hostile work environment. More prevalent in male-dominated societies.

Increasingly, research on motivation focuses on approaches that link motivational concepts to changes in the way____ is/are structured

Work

Teams differ from groups because_____

members of teams have a specific task-related purpose, while groups do not

Role perception indicates

our view of how we're supposed to act in a given situation. The individual. Role expectations are the way others believe a person should act. Roles are a set of expected behavior patterns attributed to someone occupying a given position in a social unit

The key to a successful bonus plan is that the reward needs to be

tied to a recent performance. A pay plan that rewards employees for recent performance rather than historical performance

What can be an unintended consequence of goal-setting? -Employees might bond together -Employees might become hyper competitive -Employees might act in unethical manners -Employees might improve their performance

-Employees might act in unethical manners

Which of the following is true of teams? -A team consists of two or more people who work independently, with distinct goals and strategies -A team works over some time period to accomplish common goals related to some task-oriented purpose -Groups are formed with a specific purpose in mind, while teams do not have a specific goal -Operate relatively independently -Interactions among members within teams are more personal and informal than interactions between people in groups

A team works over some time period to accomplish common goals related to some task-oriented purpose

McClelland's Theory of Needs concentrates on which three needs?

Achievement, Power, and Affiliation

Which of the following questions can aid in determining if someone is engaged in unethical politicking?

Ask what would be the utility of politicking? and Would politicking be worth the risk to the person? Although there are no clear-cut ways to differentiate ethical from unethical politicking, there are some questions you should consider. For example, what is the utility of engaging in politicking? Another question is this: How does the utility of engaging in the political behavior balance out harm (or potential harm) it will do to others?

The key question of _____ is "Do individuals from different areas need to regularly interact?"

Boundary Spanning. Within a single organization, boundary spanning occurs when individuals form relationships with people outside their formally assigned groups.

______power is based on the fear of the negative results from failing to comply

Coercive. The coercive power base depends on the target's fear of negative results from failing to comply. On the physical level, coercive power rests on the application, or the threat of application, of bodily distress through the infliction of pain, the restriction of movement, or the withholding of basic physiological or safety needs.

_____ teams are an effective way to allow people from diverse areas within an organization to exchange information, develop new ideas and solve problems, and coordinate complex projects.

Cross-functional.

Which of the following is true regarding a centralized organization? -is more flexible than a decentralized organization -decision making is pushed down to the managers closest to the action -is more responsive than a decentralized organization -top managers are rarely involved in decision making -decision making is concentrated at a single point in the organization

Decision making is concentrated at a single point in the organization. Centralization refers to the degree to which decision making is concentrated at a single point in the organization. In centralized organizations, top managers make all the decisions, and lower-level managers merely carry out their directives. In organizations at the other extreme, decentralized decision making is pushed down to the managers closest to the action or to workgroups. The concept of centralization includes only formal authority.

The basis by which jobs are grouped is called____

Departmentalization. On what basis will jobs be grouped together? Departmentalization. Functional or Product/Service or Geographic or Process and Customer Departmentalization.

Power is a function of _____

Dependency. In organizational behavior (OB), power simply refers to a capacity that A has to influence the behavior of B so B acts in accordance with A's wishes.1 Someone can thus have power but not use it; it is a capacity or potential. Probably the most important aspect of power is that it is a function of dependence. The greater B's dependence on A, the greater A's power in the relationship. Dependence, in turn, is based on alternatives that B perceives and the importance B places on the alternative(s) A controls. A person can have power over you only if he or she controls something you desire.

Which of the following statements is true regarding behavior in a group? -group norms do not press toward conformity -a recent study suggests those working in a group were less likely to lie, cheat, and steal than individuals working alone -Conformity to social norms is higher in individualistic cultures as compared to that in collectivist cultures -Deviant workplace behavior is likely to flourish when supported by group norms -The low-status people in the group speak more often as compared to the high-status people

Deviant workplace behavior is more likely to flourish where it's supported by group norms

______ can be defined as actions taken by representatives of the organization that deny equal opportunity or unequal rewards for performance

Discriminatory policies or practices

According to research which of the Big Five personality traits is the most important in effective leasers?

Extraversion. In examining personality traits, researchers have consistently found extraversion to be the most predictive trait of effective leadership

T/F: High status members of groups are often given less freedom to deviate from norms than are other group members.

False. Status has some interesting effects on the power of norms and pressures to conform. High-status individuals may be more likely to deviate from norms when they have low identification (social identity) with the group.35 They also eschew pressure from lower-ranking members of other groups. High-status people are also better able to resist conformity pressures than are their lower-status peers. An individual who is highly valued by a group but doesn't need or care about the group's social rewards is particularly able to disregard conformity norms.36 In general, bringing high-status members into a group may improve performance, but only up to a point, perhaps because these members may introduce counterproductive norms.

T/F: Job sharing expands jobs by increasing the degree to which workers control the planning, execution, and evaluation of the work.

False. That is job enrichment.Job sharing allows two or more individuals to split a traditional full-time job.

T/F: Transactional and transformational leadership are opposing approaches to getting things done

False. Transactional and transformational leadership complement each other; they aren't opposing approaches to getting things done.48 The best leaders are transactional and transformational. Transformational leadership builds on transactional leadership and produces levels of follower effort and performance beyond what transactional leadership alone can do.

T/F: Effective diversity management means working to eliminate diversity from the organizational culture

False. includes working to eliminate unfair discrimination

Which of the following is not a key characteristic of a charismatic leader? -sensitivity to follower needs -unconventional behavior -vision and articulation -focus on maintaining the status quo -willingness to take risks

Focus on maintaining the status quo is not a key characteristic. Charismatic leadership theory A leadership theory that states that followers make attributions of heroic or extraordinary leadership abilities when they observe certain behaviors.

The phenomenon of ____ describes situations in which group pressures for conformity deter the group from critically appraising the unusual, minority, or unpopular views

Groupthink. Groupthink relates to norms and describes situations in which group pressures for conformity deter the group from critically appraising unusual, minority, or unpopular views.

According to research, which of the following factors is most likely to influence personality

Heredity

Which of the following is not one of the five factors included in the Big Five Model -Agreeableness -Conscientiousness -Intuitiveness -Emotional Stability -Extraversion

Intuitiveness. They are conscientiousness, emotional stability, extroversion, openness to experience, agreeableness

Which of the following statements is true regarding job rotation? -decreases flexibility with which an organization can adapt to change -decreases employee motivation -decreases productivity -decreases supervisory workload -decreases the flexibility in scheduling work

It decreases productivity. Job rotation does have its drawbacks. Work that is done repeatedly may become habitual and routine, which does make decision making more automatic and efficient, but less thoughtfully considered. Second, training costs increase when each rotation necessitates that an employee learn new skills. Third, moving a worker into a new position reduces overall productivity for that role. Fourth, job rotation creates disruptions when members of the work group have to adjust to new employees. Finally, supervisors may have to spend more time answering questions and monitoring the work of recently rotated employees

What is the main strength of job rotation?

It increases motivation. The use of job rotation has been shown to increase job satisfaction and organizational commitment.10 It reduces boredom, increases motivation, and helps employees understand how their work contributes to an organization

The power that the College Dean has been granted by the University over the faculty is termed ________ power. A) academic B) positional C) legitimate D) personal E) referent

Legitimate Power. In formal groups and organizations, probably the most common access to one or more of the power bases is through legitimate power. It represents the formal authority to control and use organizational resources based on the person's structural position in the organization.

Which of the following is not one of the key elements of organizational structure? -chain of command -departmentalization -work specialization -span of control -location of authority

Location of authority is not. An organizational structure defines how job tasks are formally divided, grouped, and coordinated. Managers should address seven key elements when they design their organization's structure: work specialization, departmentalization, chain of command, span of control, centralization and decentralization, formalization, and boundary spanning.

Leadership is especially important in ______ , in which different teams coordinate their efforts to produce a desired outcome.

Multi-team systems. Two or more interdependent teams that share a super ordinate goal. While leadership of all teams affects team performance, a multiteam leader must both facilitate coordination between teams and lead them. Research indicated teams that received more attention and engagement from the organization's leaders felt more empowered, which made them more effective as they sought to solve their own problems

Global Leadership and Organizational Behavior Effectiveness (GLOBE) research program used data from 825 organizations in 62 countries and identified ____ dimensions on which national cultures differ

Nine.

Which one of the following characteristics is not necessarily true about groups? -Group members are interdependent - Groups have two or more members -Groups are determined by the organization chart -Groups interact -Groups have particular objectives

Not necc true: groups are determined by the organization chart. Group Two or more individuals, interacting and interdependent, who have come together to achieve particular objectives. Formal group A designated work group defined by an organization's structure. Informal group A group that is neither formally structured nor organizationally determined; such a group appears in response to the need for social contact

Which of the following is not one of the core job dimensions in the job characteristics model (JCM)? -task significance -feedback -autonomy -reward -skill variety

Not reward. JCM: A model that proposes any job can be described in terms of five core job dimensions: skill variety, task identity, task significance, autonomy, and feedback.

Which of the following statements is not true regarding values? -They are partly determined by our genetically transmitted treaits -They tend to be relatively stable and enduring -They have both content and intensity attributes -They carry an individual's ideas as to what is right, good, or desirable -There is no substantial variability in values across cultures

Not true: there is no substantial variability in values across cultures.

Which of the following is not likely to encourage group cohesiveness? -stimulating competition with other groups -increasing the size of the group -obtaining agreement upon the established goals -increasing the group's status and the perceived difficult of obtaining membership -physically isolating the group

Not: increasing the size of the group

By 2020, it is expected that 25% of the working population will be ________. A) Asian B) over 55 C) black D) female E) under 30

Over 55

The two general groupings of power are ________. A) informational and personal B) formal and informal C) informal and legitimate D) personal and formal E) static and fluid

Personal and Formal. Where does power come from? What gives an individual or a group influence over others? We answer by dividing the bases or sources of power into two general groupings, formal and personal, and breaking each of these down into more specific categories Formal power-based on an individual's position in an organization. Comes from ability to coerce, or reward, from formal authority -personal power, which comes from an individual's unique characteristics. There are two bases of personal power: expertise and the respect and admiration of others. Personal power is not mutually exclusive from formal power, but it can be independent.

_____ is the sum total of ways in which an individual reacts to and interacts with others

Personality

Which of the following team type is most likely to be assembled to improve/fix the efficiency of a company's production process

Problem-solving team type.Groups of 5 to 12 employees from the same department who meet for a few hours each week to discuss ways of improving quality, efficiency, and the work environment.

Many people take for granted the idea that human beings have a drive toward _____, so none of us may completely lack this motivation

Relationships

Which of the following is typically a characteristic of the mechanistic model of organization? -low formalization -rigid departmentalization -decentralized management -wide spans of control -low specialization

Rigid departmentalization. Mechanistic model: High specialization Rigid departmentalization Clear chain of command Narrow spans of control Centralization High formalization. Good for cost-minimization strategy.

According to Maslow's hierarchy of needs, which need is most dominant (must be substantially satisfied first)? -Social belongingness -Safety-security -Esteem -Self-actualization -Recognition

Safety-security. The order goes: Physiological, Safety-Security, Social-belongingness, esteem, Self-actualization.

Groups of approximately _____ members tend to be more effective for taking action

Seven. Does the size of a group affect the group's overall behavior? Yes, but the effect depends on what dependent variables we examine. Groups with a dozen or more members are good for gaining diverse input. If the goal is fact-finding or idea-generating, then larger groups should be more effective. Smaller groups of about seven members are better at doing something productive.

Contingency theories focus on the _____ that impact leadership success

Situational variables

Which of the following is not one of the primary ways to group jobs? -skill -customer -function -product -service

Skill.

Which of the following terms indicates the tendency of individuals to spend less effort when working collectively?

Social Loafing. social loafing, the tendency for individuals to expend less effort when working collectively than when alone. Social loafing directly challenges the assumption that the productivity of the group as a whole should at least equal the sum of the productivity of the individuals in it, no matter what the group size.

What goal characteristics does Management by Ojectives (MBO) emphasize?

Tangible, verifiable, and measurable. A more systematic way to utilize goal setting is with management by objectives (MBO) which emphasizes participatively set goals that are tangible, verifiable, and measurable. The organization's overall objectives are translated into specific cascading objectives for each level (divisional, departmental, individual).

Until the late 1980s, business school curricula emphasized the ________ aspects of management. A) ethical B) people C) technical D) human E) global

Technical

The traits of Machiavellianism, Narcissism, and Psychopathy are often grouped under the title

The Dark Triad

Which of the following types of organizational designs combines two forms of departmentalization: functional and product? -simple structure -bureaucracy -matrix structure -virtual structure -team structure

The matrix structure combines the functional and product structures. Creates dual lines of authority.

T/F: One of the most positive aspects of employee recognition programs is that they are good for the budget of the company

True. An obvious advantage of recognition programs is that they are inexpensive: praise is free!91 With or without financial rewards, they can be highly motivating to employees. Despite the increased popularity of such programs, though, critics argue they are highly susceptible to political manipulation by management

Why are agreeable people usually less successful in their careers?

They don't negotiate well

Which theory of leadership differentiates leaders from non-leaders by focusing on personal qualities and characteristics?

Trait theory. To begin, the trait theories of leadership focus on personal qualities, including personality traits like those in the Big Five (see Chapter 4), and characteristics that predict two distinct outcomes: leadership emergence and leadership effectiveness. -traits can predict leadership; and two, traits do a better job in predicting the emergence of leaders and the appearance of leadership than in distinguishing between effective and ineffective leaders.1

_____ leaders inspire followers to transcend their self-interests for the good of the organization and can have an extraordinary effect on their followers

Transformational

T/F: According to Maslow, a need that is essentially satisfied no longer motivates

True

T/F: The degree to which an employee believes it is meaningful to engage in work is partially determined by access to sufficient resources to work effectively

True

Boundary spanning can be effective across organizations, not just within organizations

True.

T/F: An employee must disclose their disability in order to receive accommodations

True.

T/F: Behavioral studies imply that people can be trained to be leaders

True.

T/F: In the case of a work team, individual efforts result in levels of performance greater than the sum of those individual inputs

True.

T/F: Motivation is defined as the processes that account for an individual's intensity, direction, and persistence of effort toward attaining a goal.

True.

T/F: Teams are an effective means for management to democratize organizations and increase employee motivation

True.

T/F: Unlike power, leadership requires a significant degree of goal compatibility

True.

T/F: Values tend to be stable and enduring

True.

T/F: Political behavior consists of activities that are not required as part of an individuals formal role but that influence, or attempt to influence, the distribution of advantages and disadvantages within an organization

True. For our purposes, political behavior in organizations consists of activities that are not required as part of an individual's formal role but that influence, or attempt to influence, the distribution of advantages and disadvantages within the organization

T/F: A role indicates a set of expected behavior patterns attributed to someone occupying a given position in a social unit

True. Roles are a set of expected behavior patterns attributed to someone occupying a given position in a social unit

T/F: Companies with transformational leaders often show greater agreement among top managers about the organization's goals

True. Transformational leaders,45 who inspire followers to transcend their self-interests for the good of the organization. Transformational leaders can have an extraordinary effect on their followers, who respond with increased levels of commitment.

T/F: Work specialization decreases the time spend in changing from one task to another.

True. Work specialization, or division of labor, describes the degree to which activities in any organization are divided into separate jobs. The essence of work specialization is to divide a job into a number of steps, each completed by a separate individual. Individuals thus specialize in doing part of an activity rather than the entirety. Overall, specialization is a means of making the most efficient use of employee skills and even successfully improving them through repetition. Less time is spent changing tasks, putting away tools and equipment from a prior step, and getting ready for another.

T/F: Flextime tends to reduce absenteeism and frequently improves worker productivity.

True. flextime, short for "flexible work time." employees must work a specific number of hours per week but may vary their hours of work within limits

Which of the following is true regarding a work team? -Today, work teams are used less regularly than organizations in years past -Work teams are typically less flexible than traditional departments -Work teams generate positive synergy through coordinated effort -Work teams are less responsive to changing events than are traditional departments. -Work teams impede employee participation in decision making

Work teams generate positive synergy through coordinated effort

Leadership focuses heavily on the _____

downward influence of a leader on his or her followers

The purpose of organizational behavior is to

improve an organization's effectiveness

The Myers-Briggs Type Indicator classifies people in all the following categories except

independent/dependent. It uses Extroverted/Introverted, Sensing/Intuitive, Thinking/Feeling, Judging/Perceiving

What are the three primary determinants of behavior in organizations?

individuals, groups, and structure

Job enrichment increases the degree to which the worker controls the

planning, execution, and evaluation of the work

Intrinsic motivation contributes to the ____ of work; Incentives contribute to the ___ of the work

qaulity; quantity. Relates to cognitive evaluation theory-extrinsic rewards reduce intrinsic interest in a task

There is a connection between companies which have ______ and the incorporation of organizational behavior principles

superior financial performance

Two major forms of workforce diversity are

surface level diversity and deep level diversity

Self-managed teams typically consist of _____ employees

ten to fifteen. Self-managed work teams are groups of employees (typically 10 to 15 in number) who perform highly related or interdependent jobs; these teams take on some supervisory responsibilities.

Leadership is best defined as

the ability to influence a group toward the achievement of a vision or set of goals